Agenda packet — Santa Maria City Council, March 19, 2024 (part 3 of 7)

Among the many books that the
noted author Stephen Covey wrote
was The Seven Habits of Highly Effective
People.

In that book, he included his "Big
Rocks" metaphor. His point is that if
a team wants to get really big things
done, time needs to be allocated for
those items first, then fill in the
remaining space with the small stuff.

If starting with the small stuff, there
won't be time for the big things.

The Council and staff worked in
small groups to discuss what the "big
rocks" are that need focused
attention over the next two years.

The results are shown in the graphic
to the right.
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Two -Year Priorities
After that discussion, each Council member was provided with four dots to use in identifying their top priorities for the next two years from among a list of items.

The top four priorities are:
• New approach to economic development
• Provide youth opportunities
• Provide public safety resources
• Establish a staffing plan
The results are presented in the images below.

Trusted Advisors Transforming Communities

City of Santa Maria
City Council Retreat

Page 8 ends

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Goal: Long term financial sustainability
• Re-establish savings fund
• Establish 10 -year financial plan
aNew approach to economic development
Goal Community quality of life
• Clear plan for homelessness
• Facilitate housing development
• Proceed with downtown development
Q Provide youth opportunities
• General Plan update
• Proceed with sustainability-renewability
Provide public safety resources
• Identify ways to reduce impacts of ADUs
Goal: Organization well-being
• Create strategic vision for Santa Maria
O Establish a staffing plan
• Invest in technology
Goal: Planning and infrastructure
• Provide needed transportation services
• Re -envision new standards for roads

UNASSIGNED
• Assist community workforce with skills in technology
• Examine how to mitigate high cost of childcare, lack of spaces • Increase engagement of community members
•
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Trusted Advisors Transforming Communities

City of Santa Maria Page 9
City Council Retreat
Comments during the priorities discussion are captured in the following visual images. Highlights are listed below.

Financial health should be more than re-establishing the savings fund; it should be having an appropriate level of resources and reserves
Facilitate housing development should also include working with other cities to address State mandates
Homelessness is about creating a path forward; it is not new but having a plan will be important
Understanding how each department fits into the issues and what each department needs is important
The list of items does not include all of the ongoing work of the city that is budgeted and provided for in city departments
Having a stable workforce and providing for succession planning is important We cannot do it all, so focusing on a few priorities is essential Council wants the staff to be direct and say what needs to be said PRURfl1S
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Trusted Advisors Transforming Communities

City of Santa Maria Page 10
City Council Retreat
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Strengthening Teamwork
City services, programs, Council priorities, and initiatives can best be implemented through positive teamwork among members of Council and with City staff. Council members all expressed their appreciation to City staff for their professionalism and hard work on behalf of the City.

As part of maintaining effective Council -Staff relationships, it's important to foster trust, respect, collaboration, and understanding. The group discussed attributes of well -functioning teams and what strategies promote open communication and constructive dialogue. A visual representation of this conversation is captured in the image below.

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Trusted Advisors Transforming Communities

City of Santa Maria Page 11
City Council Retreat
Review of the City Council's Adopted Norms
The Council and staff reviewed the current norms for working relationships between Council and staff, and between members of Council. Through discussion, minor changes were made. The resulting norms are:

Revised Norms:

For relationships between Council and Staff:

Be respectful
Agree to disagree at times
Engage in two-way communication
Provide all viable alternatives and information
Be respectful toward and about staff — and mindful about how we talk about staff For relationships between members of Council:

Be respectful
Agree to disagree at times
Respect that we all want to effectuate positive change
Encourage positive communication and dialogue
Support decisions once made, whether voted for it or not Show up for one another
Comments about the norms are shown in the following graphic.

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Trusted Advisors Transforming Communities

City of Santa Maria
City Council Retreat

Page 12 ends

Wrap -Up
As part of the "Bike Rack" items to discuss at another time, the group expressed a desire for additional meetings with department heads regarding service levels they would like to provide and what they will need.

As the retreat came to a close, participants were asked to share their thoughts and takeaways and what was useful in today's session, which has been captured in the image below.

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Trusted Advisors Transforming Communities

FOR THE COUNCIL MEETING OF MARCH 19, 2024

COUNCIL AGENDA REPORT
TO: City Council
FROM: Interim City Manager Alex Posada
BY: Interim Chief Human Resources Officer Dawn Jackson
SUBJECT: Adoption of Resolutions to Approve Seven Positions, Personnel and Operational Changes
Description:

The City Council will consider the adoption of a Resolution approving an increase to the allocation for five Full-time Equivalent Confidential Technician I/II and two Full -Time Equivalent Business Program Leader Positions.

RECOMMENDATION:

Adopt a Resolution approving an increase to the allocation for five Full-time Equivalent Confidential Technician I/II positions and two Full-time Equivalent Business Program Leader positions.

BACKGROUND:

Funding from the American Rescue Plan Act (ARPA) was allocated from January 2022 through May 2023 for the addition of five 1.0 Full -Time Equivalent (FTE) fixed -term Confidential Technician I/11 positions and two 1.0 FTE fixed -term Business Program Leader positions for the City Manager's Office Administrative and Human Resources Divisions, and Finance Department. The City Manager's Office Administrative and Human Resources Divisions, and Finance Department are seeking to maintain service delivery within these central services functions with the allocation of five 1.0 FTE Confidential Technician I/II and two 1.0 FTE Business Program Leader positions in the General Fund.

DISCUSSION:

Business Program Leader serving as the Leaves Manager and Confidential Technician supporting the Leaves Manager: The Leaves Manager is instrumental in addressing complex and time -sensitive employee leave, interactive processes, and modified duty agreements to ensure compliance with Federal, State, and local statutes, laws, and regulations. In the past year, there have been 106 leave of absence notifications and continued communication, 16 interactive process engagements, and 36 modified duty engagements. The appointment of the Leaves Manager and the support of the Confidential Technician are instrumental in supporting the timely processing and recurring matters within each department related to leave of absence. The Leaves Manager and Confidential Technician have facilitated support for 800 employees, which includes full-

time, part-time, and limited service. The Leaves Manager has protected the assets of the City from incurring penalties that could occur if the City failed to engage in good faith.

These penalties range from $75,000 to $110,000 for each offense. This essential staffing also helps avoid violations of the Family and Medical Leave Act, the Americans with Disabilities Act, the Fair Employment and Housing Act, and the California Family Rights Act laws.

Business Program Leader and Confidential Technician for Employment Services: The responsibilities of the Business Program Leader and Confidential Technician are instrumental in addressing complex and time -sensitive Citywide employment services.

The Business Program Leader and Confidential Technician are essential in providing a high level of customer service to all City Departments, as well as over 800 City Employees. The Business Program Leader and Confidential Technician have processed and engaged in 202 New Hire Orientations, enrolled 549 employees into benefits, processed 982 personnel transaction forms, updated 152 open enrollment benefits changes, processed 248 recruitment requisitions, provided, and scheduled 81 exams for employee bilingual designation, and reviewed 6,436 applications for requisitions. The Business Program Leader and Confidential Technician are essential to provide a centralized recruitment and selection process, which follows the City Municipal Code as well as applicable Federal, State, and local statutes, laws, and regulations, the defining of classification systems, and streamlining processes for benefits, and new hire employee orientations.

Confidential Technician for City Manager's Office: The City of Santa Maria experienced over a six percent increase in FTE personnel from Fiscal Year 2022 to Fiscal Year 2023 and an increase of approximately eight percent from Fiscal Year 2023 to Fiscal Year 2024. With this influx of new personnel, there is an impact on Information Technology (IT) to support more people, systems, and greater needs from City staff. Though not originally hired to do so, the current ARPA-funded Confidential Technician I in the City Manager's Office has spent the majority of their time assisting IT. It has become evident that IT will not only continue to need this assistance to provide day-to-day services but to be able to use their current staff effectively and efficiently to support all City-wide staff members.

Therefore, we hereby request the movement of the Confidential Technician I from Administration to Information Technology. The position currently assists in researching assets for asset management, but will expand the position to include life cycle procurement including obtaining quotes, ordering, receiving, invoice tracking, and payment; asset management including asset tagging, tracking, decommissioning, and e - waste disposal; maintenance/support contract tracking and monitoring; travel arrangement; credit card processing; calendar and meeting coordination and first level Helpdesk call taker (take the call and assign to the appropriate IT staff). This position will not only currently alleviate some clerical level workload that has been placed on the IT Analysts, but also some workload that has been carried by City Manager Administration staff, allowing better response time by both offices involved.

With the shift of and creation of permanency for this position, the City Manager's Office will be able to relieve administrative staff of the daily accounting work by shifting this work 2 to the divisions within the department. This provides a more integrated process, allowing each division to manage their expenditures and budget more efficiently and effectively while still providing City Manager's Office with oversight of the department's budget.

Confidential Technicians for the Finance Department are essential to timely and accurately process payroll for the City's growing workforce. The Payroll division consists of one Payroll Manager and three Confidential Technicians. Two confidential technicians were added to the division when ARPA fund first became available. Maintaining the organizational structure will be essential. As a result of this organizational change, the payroll division has achieved a decrease in payroll processing time by 20%. Processing payroll faster relieves pressure on operating departments to submit timecards to payroll.

The staffing model also allows payroll to perform the following essential workflows:
biweekly and monthly reconciliations of all payroll benefits and GL accounts; ability to handle changes to the MOU such as retro calculations for 313 SEIU employees, that add a layer of complexity on top of standard workload; provide constant support and training to departments due to their turnaround in appointed staff for timecards processing; complete CaIPERS reports faster; ability to reach out to departments to obtain clarification before payroll is processed, such as leave balance shortages, shift differential qualification, clarification of separation dates, leave without pay, and workers comp.

The City's payroll process is limited in functionality to current technology that does not perform all calculations within the system itself. Manual entry of timecards at the department level requires a thorough review of all timecards to catch reporting errors.

Additionally, each of the positions in Finance and Human Resources is an essential piece of the success of the Enterprise Resource Planning project. These positions will provide crucial subject matter expertise for setting up and implementing the system and backfill for the project, as well as to focus on the work of the Council priority of creating a Citywide staffing plan.

All positions, including the City Manager's Administrative position, will be essential to meeting broad Council and City goals of maintaining talent to deliver both internal and external services to support our growing City staff.

Alternative(s)
A decision by the City Council not to approve continued funding for the positions in the City Manager's Human Resources Division and Finance Department will result in a negative impact on the current customer service for City employees, reduce the ability to keep in compliance with Federal and State legislation and local statutes, laws, and regulations, as well as necessitate additional funding toward staffing to complete the Enterprise Resource Planning project.

A decision by the City Council to not approve the allocation of the Confidential Technician within the City Manager's Office, along with the move from City Manager Administration 3 to IT could result in employees experiencing a continual lag time when IT is called to assist with technology issues. Without this position, IT staff will continue to handle everyday clerical tasks, tying up the time that would be used to handle technology issues.

Fiscal Considerations
There is no fiscal impact to this addition through the remainder of FY 2023-24 as funding has already been allocated. In accordance with the latest Federal guidelines, ARPA funds are no longer eligible for staff expenditures as of May 2023. ARPA funds will be shifted to eligible projects, while the staffing expenditures will be funded by the General Fund.

No budget adjustment is necessary in the current fiscal year as sufficient funds have been allocated at the fund level. The annualized fiscal impact beginning in Fiscal Year 2024- 25 is estimated at $879,100, consisting of $202,800 for each 1.0 FTE Business Program Leader and $94,700 for each 1.0 FTE Confidential Technician I/II Impact to the Community
Overall, with the approval of these positions, City services will continue to be provided by City employees with no decrease in the level of service to the public. Instead, it is expected that there will be a positive impact and increase to current service levels to the public achieved by attraction and retention of talent management, successful implementation of the ERP project increased employee job satisfaction, and increased performance to serve the community.
4 RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA

MARIA, CALIFORNIA APPROVING SEVEN POSITIONS, PERSONNEL

AND OPERATIONAL CHANGES
WHEREAS, certain personnel and operational issues are brought forward for the City Council's consideration; and
NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, California, as follows:

1. Increase allocation of one Full-time Confidential Technician I/11 in the City Manager's Office, two Full-time Confidential Technician I/11 for Human Resources Division, two full time Confidential Technician I/11 for the Finance Department, and two Full-time Business Programs Leader positions for the Human Resources Division in the General Fund;

2. The Chief Deputy City Clerk is hereby authorized to make minor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained. In doing so, the Chief Deputy City Clerk shall consult with the City Manager and City Attorney concerning any changes deemed necessary.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Santa Maria held this 19th day of March 2024.

ATTEST:

Mayor
Chief Deputy City Clerk
APPROVED AS TO FORM:

City Attorney
APPROVED AS TO CONTENT:

Department Director
City Manager

FOR THE COUNCIL MEETING OF MARCH 19, 2024

COUNCIL AGENDA REPORT
TO: City Council
FROM: Interim City Manager Alex Posada
BY: Interim Director of Finance Xenia Bradford
SUBJECT: Enterprise Resource Planning System Project Implementation Description:

The City Council will consider approving the Enterprise Resource Planning System Project Implementation.

Environmental Notice: The activity is not a "Project" as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.

RECOMMENDATIONS:

1. Adopt a Resolution approving the Master Services Agreement with Cognizant Worldwide Limited - Cognizant Technology Solutions U.S. Corporation for implementation of the Enterprise Resource Planning System; and

2. Adopt a Resolution approving the Master Subscription Agreement with SpryPoint Services, Inc.; and

3. Adopt a Resolution approving the Master Services Agreement with Can/Am Technologies, Inc.; and

4. Adopt a Resolution to ratify the Master Subscription Agreement with Workday signed by Interim City Manager Alex Posada on January 30, 2024; and

5. Adopt a Resolution approving a budget amendment in the amount of $3,481,081 and establishing 10 Full -Time Equivalent positions for a limited two-year term for the project implementation.

BACKGROUND:

The City of Santa Maria has been using Tyler Eden as its core financial system since 1998. The technology is outdated and provides minimal functionality compared to the financial systems available today. The system only maintains core financial records, whereas most of the City's financial processes are handled via paper workflows, email, or Excel spreadsheets. The City also utilizes NeoGov for Human Resources (HR) management. While NeoGov provides certain preferred features for recruitment,

onboarding, and performance tracking, it does not provide functionality for comprehensive Human Capital Management.

The City began the process of planning for an Enterprise Resource Planning (ERP) System implementation with the Fiscal Year 2018-20 Financial Plan. Additional funding was set aside with the Fiscal Year 2020-22 Financial Plan with total appropriations set aside for this project of $4,905,000.To date, $165,081 has been spent on the project for consultants to prepare the requirements specifications and select a preferred vendor. The remaining budget is $4,739,919. The total budget for the two-year implementation is estimated at $8,221,000. The subscription costs for the software total $729,547 for the initial two -years. An additional $3,481,081 is requested to be allocated to the project.

A Request for Proposals was issued in October 2022 (Attachment B), and a total of four proposals were received. The selection committee selected a proposal from Cognizant/Collaborative for the implementation of Workday, SpryPoint, and CanAm/Teller technologies. Core Financials, Human Capital Resources Management, and Payroll will be managed through the Workday system. SpryPoint will be used for Utility Billing and CanAm/Teller for cashiering. These systems will be integrated to provide seamless workflows. Unlike the current system, Eden, the planned ERP products are modern systems with open interfaces that enable integration with other systems and workflows. These integrations will improve staff efficiency and reduce errors and rework due to disparate applications and manual data entry and processing.

The project is scheduled to commence in June of 2024 and be completed in the Spring of 2026. The newly established ERP system is anticipated to have a life of at least 10 years before the City may require a significant upgrade.

DISCUSSION:

The ERP System is essential for the City to meet its statutory obligations for financial reporting, provide necessary tools for payroll and human resources management, enable electronic workflows for major citywide processes such as procurement, grants, projects, accounts payable, accounts receivable, timekeeping, payroll processing, cashiering, and utility billing. The twenty -five -year -old financial system currently in place and the lack of a comprehensive system for human resources capital management leads to inefficiencies, inadequate internal audit capabilities, and higher risk for human error due to disjointed systems and multiple points of data entry. As the City is expected to continue to grow, modern information technology tools will enable economies of scale, faster processing times, higher accuracy, and improved analytical abilities and data -driven decision making.

Insight
Knowledge
Information
Data

The number of transactions has been growing over time. If efficiencies through the ERP system are not implemented, the investment in additional staffing will be required to maintain current levels of service. For example, the following trends are seen in Accounts Payable workloads.

The following Accounts Payable workflow is an example of the current state vs. proposed future more efficient state. As shown below the workflow is improved through utilization of information technology and business process re -mapping.

Finance: AP - Payment Run - Current State

Finance: AP — Payment Run — Future State
Coy of Santa Maria, CH
The following table shows the functionality of the proposed Enterprise Resource Planning System.

Functional Area I
Phase

FINANCIALS
Core Financial Management, Accounting, and Finance
1 Financial Accounting
1 Commitment Accounting
1 Budgets
1 Banking and Settlement
1 Procurement
1 Supplier Accounts
1 Business Assets
1 Expenses
1 Revenue Management
1 Project and Work Management
1 Grants Management
1 Planning
1 Utility Billing 1
4 Cashiering 1

CROSS -FUNCTIONAL
Prism
1 Mobile Solutions
1 Employee Self -Service
1 Manager Self -Service
1 HUMAN CAPITAL MANAGEMENT ("HCM")
HCM: Core
2 Compensation: Core
2 Benefits
2 Talent & Performance Management
2 Learning Management
2 Absence Management
2 Time Tracking
2 Payroll
2 The proposed project timeline is as follows.

Phase 1
Financials
Project
Timeline
Arc
Start
6/24/2024
8/12/2024
9/23/2024
2/10/2025
5/12/2025
6/16/2025
In_
8/9/2024
9/20/2024
2/7/2025
5/9/2025
6/13/2025
8/8/2025
Phase 2 — Human Capital Management/Payroll Absence Time Tracking:

Pro ect Timeline
11 Ploy
P
9 5
1/20/2025
2/3/2025
3/10/2025
7/7/2025
9/8/2025
11/10/2025
12/15/2025
1/31/2025
3/7/2025
7/4/2025
9/5/2025
11/7/2025
12/12/2025
1/30/2026
The ERP implementation will be a transformative endeavor for the City. The implementation of the proposed modern technology will enable the City to re -imagine its business processes, organize and analyze financial and human capital data, leading to better -informed decision -making, enhanced analytical abilities, and improved security of data and accuracy. The project will transform these internal administrative processes not only for the core implementation departments responsible for the implementation of Finance and Human Resources functions but for all departments citywide. The two-year project will require dedication to the project from the City. The diagram below shows the 5 project organizational structure for the City and the City's implementation partner, Cognizant/Collaborative.
ij
City of Santa Maria, CA
Executive Sponsor

COLLABORATIVE

SOLUTIONS

1. Cognizant C anwo.

Collaborative
Executive Sponsor
Steering Committee City of Santa Maria, CA / Collaborative) City of Santa Maria, CA
Project Manager
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& YOU
t[rn ¢cr-
HCM Leads &
SMEs
Payroll Lead
& SMEs
Absence &
Time Tracking
Lead & SMEs
Financials
Leads & SMEs
Testing Lead
Change/
Training/
Comms leads
Data
Conversion/
Integrations/
Reporting/
Security SME
Collaborative
Portfolio Director
Collaborative
Engagement Manager
HCM Leads
Financials
Lead
Payroll Lead
Absence &
Time Tracking
Lead
Data
Converson
Lead
Org. Change
& Training
Lead
Workday — Delivery Assurance
In order to implement the ERP, additional staff will be necessary to back -fill Finance and Human Resources functions. The City will need to continue to service these two key internal functions while dedicating expert staff to the project implementation. Staff has performed a thorough analysis of existing processes, the scope of work for the project, and interviews with other government agencies who have implemented similar systems.

Finance Department Staffing Request: 1.0 Full -Time Equivalent Business Program Leader, 1.0 Full -Time Equivalent Confidential Technician I/11, 1.0 Full -Time Equivalent Accounting Technician I/11, 3.0 Full -Time Equivalent Finance Clerk I/11.

The Finance Department requests the following resources for the duration of the project.

The established positions will be a limited term of up to two years. The Department of Finance will engage in an organizational assessment study in Fiscal Year 2025-26 to establish adequate long-term resources for the Finance function based on the new business processes and utilization of the ERP system. The ERP system is anticipated to have a life of at least 10 years.

Position Personnel Costing Accounting Utility Billing Revenue Payroll Total (FTE) Positions
Annual Cost
Business Program Leader
S 165,500 1

0.5 0

0.5 0
1 $ 165,500
Confidential Technician 11 1
S 133,400
0 0
0 1
1 $ 133,400
Accounting Technician 1/11
S 113,200
0 0
1 0
1 $ 113,200
Finance Clerk 1/1 1
S 98,800
1 2
0 0
3 $ 296,400
Move -Up Pay for Division Management Back -Fill
$ 82,000
Total
S 510,900

1.5 2

1.5 1
6 $ 790,500
6 In Finance, the Accounting and Revenue Divisions will share a Business Program Leader with a solid background in government accounting and the ability to oversee the day-to- day operations of these divisions, as well as fiscal year-end processes, such as preparations and completion of the Annual Comprehensive Financial Report.

Accounting Division requires additional capacity from one Finance Clerk I/11 to support the Accounts Payable cycle and other accounting duties as the existing Finance Clerk serves as the subject matter expert developing that function's Standard Operating Procedures, documenting workflow, and conducting business process testing in the new ERP.

Revenue Division requires additional capacity from one Accounting Technician I/11 that will work alongside the existing Accounting Technician III to maintain the department's efficiency and support ongoing training initiatives during ERP implementation as the existing Accounting Technician III assists with developing and testing Standard Operating Procedures for the Revenue and Business License functions in the ERP system.

Utility Billing will require additional capacity from two Finance Clerk I/II positions necessary to ensure data converted into the new ERP system is accurate. It is anticipated that some of these positions may also support data entry and other configurations necessary to implement a grants module in the new ERP system.

Payroll requires the additional capacity from a Confidential Technician I II to ensure payroll cycles are not disrupted, as well as the processing of salary adjustments, workers compensation adjustments/calculations, and other payroll calculations required, as existing Payroll staff develop a handbook that will provide guidance and references for common and frequently asked questions.

The estimated cost for the additional staff for the duration of the project is $1 ,581 ,000.

Human Resources Staffing Request: 2.0 Full -Time Equivalent Business Program Leader,

1.0 Full -Time Equivalent Confidential Technician I I .

The Human Resources Division of the City Manager's Office requests the following resources for the duration of the project. The established positions will be a limited term of up to two years.

Position
HCM
Core
Benefits
Talent
Management
Learning
Total FTE
Positions
Annual Cost
Business
Program Leader
1 0.25

0.5 0.25
2 $ 331,000
Confidential
Technician II

0.5 0.25

0.25 1
$ 117,500
Total
1 0.75

0.75 0.5
3 $ 448,500
7 From the Employment Services team of the Human Resources division, additional support for one Business Program Leader as a subject matter expert to establish workflow and standard procedure elements for the HCM core functions of the new system will be required. Additionally, Business Program leaders skilled in benefits and training will support with a portion of their time, for establishing the benefits workflow portion of the system and providing staff training respectively, while Confidential Technician II's will assist with data input, research, and logistics to ensure accuracy in the areas of benefits and training.

From the Labor Relations and Management team, one Business Program Leader will support with subject matter expertise on talent management and performance to establish the workflow and standard procedures, and a Confidential Technician II will assist with backup and research for those procedures to be entered into the system.

The estimated cost for the additional HR staff for the duration of the project is $897,000.

Information Technology Division Staffing Request: 1.0 Full -Time Equivalent Senior Project Manager.

The Information Technology Division has assigned its only project manager to the ERP initiative to coordinate project phases with the solution providers, schedule internal resources, provide status reports to the Steering Committee, resolve issues, mitigate project risks, and oversee the project as a whole. The requested project manager backfill position will take on the ongoing, non-ERP related projects (e.g., hardware and software life cycle replacement, system upgrades, capital IT projects, etc.) for the two-year duration of the ERP implementation project. The estimated cost will be $400,000 over two years.

Alternative:

The City Council could elect not to invest in the ERP system. This action is not recommended as the existing systems and procedures are inadequate to sufficiently safeguard the assets of the City and provide quality financial and human resources services to the organization. Many of the current processes such as procurement, projects, and grants management are decentralized with minimal or no oversight from the centralized oversight functions of finance and human resources.

The City Council could also direct staff to seek alternative implementation and software options for an ERP. It should be noted, however, that the City has gone through a thorough review to develop these recommendations over the period of the past two years.

The alternative recommendation, based on the needs of the City, is not anticipated to yield savings in ongoing costs or implementation costs.

Fiscal Considerations:

The following are the categories of costs for the ERP Project: implementation services from Cognizant, software licensing for Workday, SpryPoint, and Teller, additional staffing, facilities improvements, equipment, and travel costs. This project will consider a two-year outlook for these costs to match the pace of the implementation. Some expenses such 8 as limited travel costs are included in the implementation, but any additional expenses shall require a formal change request approval by the Steering Committee. A separate "Lean On Services" agreement from Cognizant will provide support beyond the implementation.
• Cognizant Implementation: $3,948,442
• Workday Implementation: $305,011
• Software licensing for 2 years: $729,547
• Additional staff to backfill project team positions for 2 years:
o Finance: $1,581,000
o Human Resources: $897,000
o Information Technology: $400,000
• ERP Workroom improvements: $50,000
• New computer systems: $60,000
• Travel Costs as incurred $50,000(Kick-Off, 2 go -lives, integrations, etc.) • Contingency: $200,000
Total project cost: $8,221,000
The following budget was previously allocated through Financial Plan adoptions for the project: $4,739,919.

The following additional Budget Amendment is requested: $3,481,081, the allocations are prorated to all operating funds (as shown below) based on the anticipated use of the system due to operating activities.

Account Number
0/0
Allocatio
n
$ Amount
Transfers From:
002-011-080-66-03
Water

17.70%
$580,751
004-011-060-66-03
Solid Waste

3.60%
$118,119
003-011-053-66-03
Wastewater

6.60%
$216,551
010-011-052-66-03
Solid Waste Disposal

5.10%
$167,335
031-015-042-66-03
Northwest Landscape District

0.20%
$6,562
032-015-043-66-03
Northeast Landscape District

0.50%
$16,405
033-015-044-66-03
Southwest Landscape District

1.10%
$36,092
038-015-041-66-03
Southeast Landscape District

1.00%
$32,811
Budget in 066-011-079-
52-34
Santa Maria Public Transit

4.70%
$154,211
Budget in 801-005-010-
53-06
ERP General Fund

59.50%
$1,952,244
Contingency
N/A
200,000
9 Total Budget Amendment
$3,481,081
Approximately $80,000 in support cost savings for Eden (Financial System) are anticipated on an annual basis after the ERP go -live date. An additional $45,000 in annual savings is anticipated from the discontinuation of two of the NeoGov modules that will be replaced with the ERP.

Impact to the Community:

The Enterprise Resource Planning System will bring forth modern technologies to the City's financial and human resources operations. The City organization and the community will benefit from the efficiency of operations, enhanced security of City assets, and transparency of information.

Attachments
A. Business Case Short Form — ERP Project 2024-001
B. Request for Proposals
C. Cognizant Implementation Master Services Agreement
C-1. — Cognizant Santa Maria SOW FINAL
D.Workday Master Subscription Agreement
E. SpryPoint Master Subscription Agreement
F. CanAm/Teller Master Services Agreement
G. ERP Project Organizational Chart
10 Business Case

ERP PROJECT
PROJECT# 2024-001
City of Santa Maria
IT Division
110 E Cook Street, Room 7
Santa Maria, CA 93454
3/5/2024

ATTACHMENT A

Business Case ERP PROJECT #2024-001

TABLE OF CONTENTS

1. SUMMARY 3

2. ISSUE 3

3. ANTICIPATED OUTCOMES 4

4. RECOMMENDATION 5

5. JUSTIFICATION 5
2 Business Case ERP PROJECT #2024-001

1. SUMMARY
The City of Santa Maria has been using Tyler Eden and Tyler Cashiering to track financial data since 1998, and a modern replacement is needed. In its current form, the application and database are hosted on premises and maintained by the IT Division. It lacks many features commonly available in an ERP (Enterprise Resource Planning) system such as sufficient electronic approval processes, document storage, audit trails, drill downs, budget, projects, and grant workflows, employee self-service and vendor self-service. Reporting is limited and requires supplemental spreadsheets and shadow systems. An approval system exists, but there are only a few that are included in the system, so most processes require the use of other systems such as Outlook, or paper forms to forward tasks. The Eden system is being phased out by Tyler and will no longer be supported as of March 2027. The City's HR System, Neogov, was implemented in September of 2016 and contains some functionality found in ERP systems. However, it does not have full functionality for compensation, benefits and talent management. A single, unified system is required to implement industry best practices to maintain all employee records and payroll records. Neogov works well for the HR Division for recruiting, so this function may remain while others are replaced by the ERP in order to maintain one large umbrella system to be used City-wide.

2. ISSUE
Although the Eden application has served the City for many years, it lacks the functionality to manage finance and human resources information and processes effectively. Here are some of the issues:

1. Eden will reach its end of support within a couple of years (May 2027).

2. Most of the City's Finance and HR processes are paper based. Examples include submitting timecards, requests for payments, travel authorizations, and a variety of other routine functions.

3. Eden's reporting tools and drill -down capabilities into transactional data are inadequate. Without real-time, accurate data insights, decision -making processes are slow and prone to errors.

4. Eden lacks the capability to fully automate processes for purchasing, budget, projects, grants, accounts payable, accounts receivable, treasury and electronic bank reconciliation, payroll, and utility billing.

5. Eden is hosted on -premises, whereas most modern software systems are cloud -based to reduce the risk of system failures, and to reduce the amount of computing resources needed locally.

6. Eden does not have the capability to provide Application Programming Interface (API) connectors to share data among other City systems resulting 3 Business Case ERP PROJECT #2024-001
in siloed data. For example, the IT Division tracks computer assets in the TeamDynamix system but are unable to pull data regarding the asset's value unless it is statically assigned. As time goes on, and the asset's useful life is met and it becomes eligible for replacement, Analysts are unable to see whether that condition has been met in TeamDynamix; they would need to review in Eden.

7. Timecards are paper or Excel based. Due to lack of electronic timecard capabilities and clear electronic approval processes, staff members spend significant time on processing timecards.

8. Although our purchasing guidelines are clear and well-defined, the Eden software does not have the tools necessary to build complex workflows and approval processes.

9. Eden is only accessible to City employees, so all utility billing and business license customers must contact Finance to get answers to questions. There is no self-service portal available to them. This results in a higher volume of phone calls to answer.

10. Eden lacks the ability to send ACH payments.

11. Neogov was intended to provide a host of HR services, but as we have been utilizing the system, it has been found to lack the requirements needed for the Human Resources Division.

12. Because of the aforementioned issues, central management of City financial management cannot be achieved resulting in siloed processes.

3. ANTICIPATED OUTCOMES
An ERP solution along with business process re -engineering has the potential to revolutionize the way the City operates and provide a high level of transparency.

1. The ERP System will last for at least a decade with no published end of support date.

2. The ERP System will provide an alternative to paper -based systems.

Approvals will be given electronically without the need for wet signatures and storing paper documents.

3. Real-time access to accurate data insights and advanced analytics tools will empower management to make informed decisions quickly.

4. Routine procedures for managing budgets, grants, accounts receivable, accounts payable, treasury and electronic bank resolution, payroll, and utility billing will be automated within the ERP System

5. The City's chosen ERP will be cloud -based which will minimize the technology resources required and mitigate risk of data loss.

6. The City's chosen ERP will have a host of API connectors to allow data to flow between other financial tracking systems such as CentralSquare's Community Development, ZoomGrants, DebtBook, Progressive Solutions 4 Business Case ERP PROJECT #2024-001
License Track, Remit Central, Telestaff, Active Net, FuelMaster, Genfare, WasteWorks TeamDynamix or AssetWorks, to name a few. A complete list of Integrations shall be maintained by the project manager.

7. Timecards will not require manual data entry by another employee.

Timecards will be reviewed and approved within the ERP by managers without the need to move Excel files into special folders to track them.

8. The new system will have the capability to build out workflows which are in alignment with best practice policies and procedures.

9. The ERP will provide improved self-service capabilities for utility billing and business license customers.

10.The ERP will increase the City's capabilities to make and take electronic payments.

11.The future ERP will be able to meet all requirements of the Human Resources Division enabling the City to be proactive in talent management and career growth, and empowering employees to make informed decisions about their benefits and make adjustments with confidence.

12. Centralized management of financial processes will be the goal to minimize liability and increase accountability.

4. RECOMMENDATION
Cognizant proposed a solution that meets the City's needs where they recommend implementing Workday services for Financials and HCM/PATT (Human Capital Management/ Payroll, Absence, & Time Tracking). In addition to Workday, Cognizant will provide an interface to SpryPoint for utility billing and Can/Am Teller for cashiering. The Workday HCM/PATT will replace some, but not all the functionality of Neogov. The "Onboarding" and "Perform" modules are the two modules that Workday is anticipated to replace. Neogov will continue to be used as a recruiting tool through its "Insight" / "Online Hiring Center (OHC)" modules.

5. JUSTIFICATION
Time has almost run out for the Eden application with an anticipated end of support currently set as March 1, 2027. A new system needs to be chosen to continue managing City services. Although the software licensing for Workday, Teller, and SpryPoint exceeds the cost for Eden and some of the Neogov modules, the anticipated benefits and value realized by using the new system far outweighs the investment. Approximately $80,000 in software support cost savings for Eden are anticipated on an annual basis after the ERP go -live date.

An additional $44,881 in annual savings is anticipated from discontinuation of the Neogov Onboarding and Perform modules whose functionality will be 5 Business Case ERP PROJECT #2024-001
replaced by Workday. Annual costs for the new ERP will be approximately $350,000. The efficiency gained with simplified timecard processing, streamlined workflows, and API connectors justifies the increase in software costs and implementation fees. Efficiencies gained will not reduce staffing levels but allow us to focus energies where they are needed.

Approver Name
Title
Signature
Date
Xenia Bradford
Interim Finance Director
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2/28/2024
Dawn Jackson
Interim HR Director
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3/8/2024
Jeffrey Marecic
Chief Information Officer
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2/28/2024
6 City of Santa Maria, CA
Request for Proposal
for Enterprise Resource Planning (ERP)
Software and Implementation Services
Issue Date: 10/3/2022
Closing Date: 11/7/2022 at 5:00 PM Pacific Time
RFP documents available:
https://www.cityofsantamaria.org/bids
Pre -Proposal Meeting (Non -Mandatory) on 10/12/2022 at 11:00 AM Pacific Time:

Send email to [email protected] requesting the meeting link

ATTACHMENT B

ERP Software and Implementation Services
Issue date: 10/3/2022
Proposal Submission
City of Santa Maria, CA
Proposal Due Date: Submit to City by 5 PM local (Pacific) time on 11/7/2022 Submit to City: Both Hard Copy and Digital format of 1 technical proposal and signed addenda, including the following files:
• ERP Software and Implementation Services - Specifications.xlsx • ERP Software and Implementation Services - Pricing Forms.xlsx • ERP Software and Implementation Services - Vendor Forms.docx • ERP Software and Implementation Services — Terms and
Conditions.docx
Electronic submissions will be electronically received by email [email protected]. The City is not responsible for electronic submissions not received by the deadline due to technical failures of its or the proposer's systems.

Physical copies of the proposal should be sent to the address below.

Proposers must send one (1) original signed version and one (1) copy of the proposal. Proposals must be clearly marked as RFP for ERP Software and Implementation Services Submissions.

City of Santa Maria
Attn: Mary Harvey
206 East Cook Street
Santa Maria, CA 93454
Vendors must submit both a physical proposal and electronic submission.

Important Notice:

Effective immediately upon release of this request for proposal (RFP), and until notice of contract award, all official communications from proposers regarding the requirements of this RFP shall be directed via email to: [email protected] The City of Santa Maria or designee shall distribute all official changes, modifications, responses to questions or notices relating to the requirements of this RFP. Any other information of any kind from any other source shall not be considered official, and proposers relying on other information do so at their own risk.

Page 12 ends

ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
Table of Contents

1. Introduction 6

1.1 Overview 6

1.2 Definitions 6

1.3 City and Project Background 9

1.4 Current Application Environment 10

1.5 Application Interface Table 13

1.6 Current Technical Environment 15

1.7 Other Planned City Initiatives 15

1.8 Expected Scope of System Solution 15

1.9 Software Scope 16

1.10 Services Scope 17

1.11 Summary of Organization Metrics 18

1.12 Overall Evaluation Process 22

2. Vendor Proposal Guidelines 24

2.1 Intent 24

2.2 Deadline for Proposals 24

2.3 Intent to Propose 25

2.4 Preparation of Proposals 25

2.5 Requirements for Signing Proposal 25

2.6 No Ex-Parte Communications during Competitive Bidding Period 25

2.7 RFP Clarifications and Questions 26

2.8 Vendor Pre -Proposal Meeting 26

2.9 Consideration of Proposals 26

2.10 Basis for Award, Evaluation Criteria and Questions 26

2.11 Advice of Omission or Misstatement 27

2.12 Confidential Information 27

2.13 Confidentiality Statement 27

2.14 Award of Contract 28

2.15 Tax Exempt Status 28

2.16 Reserved Rights 28

2.17 Advertising 28

Page 13 ends

ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

2.18 Trademarks 28

2.19 Right to Request Additional Information 28

2.20 Right of Refusal 28

2.21 Proposal Preparation Costs 29

2.22 System Design Costs 29

2.23 Pricing Eligibility Period 29

2.24 Additional Charges 29

2.25 Turnkey Solution 29

2.26 Data Storage 29

2.27 Purchase Quantities 30

2.28 Rights to Pertinent Materials 30

3. Proposal Response Format 31

3.1 Executive Summary (Section 1) 32

3.2 Company Background (Section 2) 32

3.3 Application Software (Section 3) 33

3.4 Technical and Vendor Hosted/Cloud Information 34

3.5 Implementation Plan (Section 5) 34

3.6 Functional System Requirements (Section 6) 40

3.7 Staffing Plan (Section 7) 40

3.8 Ongoing Support Services (Section 8) 41

3.9 Client References (Section 9) 41

3.10 Subscription and Maintenance Agreements (Section lo) 42

3.11 Exceptions and Deviations (Section ii) 42

3.12 Other Required Forms and Attachments (Section 12) 42

3.13 Addenda (Section 13) 43

3.14 Separate Cost Proposal 43
Pricing Format 44

4. Functional Requirements 46

4.1 Introduction 46

5. Minimum Criteria 48

Page 14 ends

ERP Software and Implementation Services
Issue date: 10/3/2022
Listed below are specific and estimated dates and times of actions related to this request for proposal (RFP). The milestones with specific dates must be completed as indicated unless otherwise changed.

If it is necessary to change any of the specific dates and times in the calendar of events listed below, an addendum to this RFP will be issued.

City of Santa Maria, CA
Milestone
Timeframe
RFP issuance
(Optional) Vendor pre -proposal meeting
10/3/2022
10/12/2022 at 11:00 AM Pacific Time
Deadline for clarification questions (all must be sent to Via email on 10/26/2022 by 5 PM [email protected]) local time
(Optional) Vendor intent to propose via email 10/31/2022 City posts addendum on City website with responses to Final addendum will be released by Vendor RFP clarification questions 11/2/2022
Vendor proposals due (both electronic and physical copy) 11/7/2022 by 5 PM Local Time Demonstrations of software on -site at the City (date Expected January/February 2023 subject to change and will vary based on the number of
responsive vendors)
Contract negotiations and award Expected March/April 2023 Estimated start date of contract Expected May/June 2023

Page 15 ends

ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

1. Introduction

1.1 Overview
The City of Santa Maria is soliciting proposals from qualified providers of ERP software for municipalities whose product offering meets or exceeds current City requirements and whose complete product offering provides a robust solution set that will allow the City to continue to leverage this investment well into the future as the needs of the City grow and evolve.

1.2 Definitions
The following definitions are used in the RFP:
• Bidder, Vendor or Proposer means a firm, company, or organization responding to the RFP document to provide services to implement the software described in the RFP. • Business Days means Monday through Thursday, 8 a.m. to 5 p.m. local time in Santa Maria, excluding City of Santa Maria holidays.
• Business Function means business functional areas such as finance, budget, procurement, human resources, and payroll.
• Change Order means a written document signed by the City, and issued to the Bidder, which alters the scope of the Work to be performed by the Bidder, changes of the schedule for performance of the Work, increases or decreases the Bidder's compensation, or any other change to the Contract.
• Client or City means City of Santa Maria, CA.
• Completion means fulfillment of all the Bidder's obligations under the Contract. • Confidential Information means information that may be exempt from disclosure to the public or other unauthorized persons under City, state or federal statutes and regulations.

Confidential Information includes, but is not limited to, any information identifiable to an individual that relates to a natural person's health, finances, education, business, use or receipt of governmental services, names, addresses, telephone numbers, email addresses, social security numbers, driver license numbers, financial profiles, credit card numbers, financial identifiers and any other identifying numbers, law enforcement records, City source code or object code, or City security information. • Configuration means the use of application features to establish business rules in the application to meet the City's business needs.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
• Contract means the written agreement entered between the City and the Bidder evidencing the terms and conditions related to the Project. The Contract includes the Bidder -submitted Response, including executed bid/Response forms, pricing, specifications, and other attachments; Notice(s) to Proceed; and all Amendment(s) issued prior to, and all Modifications (Change Orders) issued after execution of the Contract. • Core/Required Functionality means the software functionality the City intends to implement as part of this project.
• ERP Application Software means the software solution for which the successful Bidder will be responsible for providing software integration and implementation services. • Holdback or Retention means the payment amounts held back by the City from each Deliverable's Charges.
• Key Staff means Bidder's personnel or subcontractor staff whose experience, skills, abilities, or background make them uniquely valuable to the City and who are named as Key Staff in this Contract or a Statement of Work.
• Outside Agency/3rd Party Interface an interface or integration with an outside agency or organization.
• Personal Data includes, but is not limited to, any information identifiable to an individual that relates to a natural person's health, finances, education, business, use or receipt of governmental services, names, addresses, telephone numbers, email addresses, social security numbers, driver license numbers, financial profiles, credit card numbers, financial identifiers and any other identifying numbers, law enforcement records, the City's source code or object code, or the City's security information. • Plante & Moran, PLLC is the City's ERP Procurement Assistance consultant for the project. • Preexisting Material means proprietary products, software, methods, devices, or the like delivered by the Contractor to fulfill its obligations under this Contract. Preexisting Material does not originate from this Contract but may be incorporated into or be required to properly support Deliverables under this Contract. Preexisting Material may be owned by the Contractor or a third party that has given permission for its use hereunder. • Price means charges, costs, rates, and/or fees charged in United States dollars for the Services under this Contract.
• Project means City's overall objective or endeavor of which this RFP document forms a part. • Proprietary Information means information owned by the Contractor or City to which the Contractor or City claims a protectable interest under law. Proprietary Information includes, but is not limited to, information protected by copyright, patent, trademark, or trade secret laws.
• Software means the licensed software application, including third -party software applications that are intended to be implemented by the City.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
• Software as a Service (SaaS) means the software vendor's supported and managed software solution provided as a remote service to the client. The software implementer will work with the software vendor to implement the software solution chosen by the City. • Software Integrator means the Bidder selected through this RFP process to implement the software solution chosen by the City.
• Software Vendor means the company providing the software to the City through Software as a Service.
• Subcontract means any agreement, including purchase orders (other than one involving an employer/employee relationship), entered between the Bidder and a Subcontractor calling for services, labor, equipment, and/or materials required for the performance of the work required by the RFP document, including any modification thereto. • Subcontractor means any individual, firm, partnership, corporation, joint venture, or other entity, other than an employee of the Bidder, which contracts with the Bidder or a Subcontractor to furnish services, labor, equipment, or materials required for the performance of the work required by this RFP document, including any modification thereto. • Supplies, Materials, and Equipment as used herein shall include, without limitation, all items, tangible or intangible, to be incorporated in the work or otherwise delivered to the City hereunder.
• System means the fully installed, configured, and implemented software application(s), including any third -party software, necessary to meet the City's requirements and defined work.
• System Interfaces defines where the City has identified an integration is needed. • System Requirements means functional and technical requirements for the software solution chosen by the City. These system requirements and the software vendor's response form are available in the attached ERP Software and Implementation Services — Requirements.xlsx.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

1.3 City and Project Background
The City of Santa Maria was incorporated on September 12, 1905 and is located in Santa Barbara County on the west coast of California in what is known as the Central Coast. The City has a population of approximately 110,000 and a harmonious balance of maintaining coastal and agricultural lands while promoting business. Santa Maria has been recognized nationally as an All - America City by the National Civic League and offers reasonably priced housing, community festivals, quality schools, and is in close proximity to beaches, cultural arts, a local airport, wineries, and higher education institutions. Santa Maria is the largest City by population and geographic area in the County. The City provides a full range of municipal services including police and fire services, engineering and planning, street maintenance, recreation and parks services, water and wastewater utilities, solid waste collection and disposal, and general administrative activities. The City is organized into 10 departments. The information technology functions of the City are centralized.

The City recently conducted a comprehensive assessment of their legacy ERP system, Tyler Eden, and related business processes. The assessment identified numerous gaps that can be filled by replacing Eden with a modern ERP system, such as improved reporting and analytics, improved workflows, and better ease of use. Therefore, the City is seeking qualified vendors to submit a proposal for an ERP system and implementation services.

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ERP Software and Implementation Services
Issue date: 10/3/2022

1.4 Current Application Environment
City of Santa Maria, CA
Legend for Current Applications
Legend Code
Description
R Replacement
C Consider
finalist Vendor offering and cost / benefit of the replacement module.

M Maintain City intends to retain the application, not replacing it through this effort.

City intends to replace this application with the selected solution.

City is considering replacing this application with the selected solution, based on the strength of the I Interface City intends to keep the application and interface/integrate it with the selected solution.

C/I Consider/Interface City is considering replacing this application with the selected solution based on the strength of the finalist Vendor offering and cost/benefit of the replacement module. In the event City maintains this application, it would require an interface to the ERP. Therefore, the vendor must provide interface experience and pricing for these applications.

System
Department Owner
Description
Future Plan
ActiveNet
Recreation and Parks
Recreation and Parks Management
I
AssetWorks
Public Works
Fleet Management/Asset Management
I/C
Authorize.Net
Finance
Credit card processor
C
Bank of America Portal
Finance
Direct deposit upload
I

Page 1 ends

ERP Software and Implementation Services
Issue date: 10/3/2022
City of Santa Maria, CA
System Department Owner
Description
Future Plan
Ca1PERS
Finance
Retirement reporting
M
Data Ticket
Code Enforcement
Code enforcement fee tracking
M
DCSS
Finance
Garnishments reporting
M
Eden
Multiple
Core Financial, Human Resources, and
Payroll System
R
ESRI
Utilities
GIS
I
Fuel Master
Public Works
Fuel tracking
I
IRS Reporting
Finance
Payroll Tax Reporting
M
Linko
Utilities
FOG & Pretreatment Management Software
I
Microsoft Access
Finance
Collections tracking database
R
Microsoft Excel
Utilities
Project deposit tracking spreadsheet
R
Microsoft Excel
Finance
Budget Template
R
Microsoft Excel
Finance
Credit Card Log
R
Microsoft Excel
Finance
Fixed asset tracking spreadsheet
R
Microsoft Excel
Finance
Treasurer's trust tracking spreadsheet
R
Microsoft Excel
Human Resources
FMLA tracking
R

Page 1 ends

ERP Software and Implementation Services
Issue date: 10/3/2022
City of Santa Maria, CA
System Department Owner
Description
Future Plan
Microsoft Excel
Finance
Asset replacement schedules
R
Microsoft Excel
Multiple
Various departmental budget and
purchase tracking spreadsheets
R
Microsoft Excel
Multiple
Departmental grant tracking spreadsheets
R
Microsoft Excel
Public Works
Facilities asset inventory
R
Microsoft Excel
Public Works
Service request tracking
R
Microsoft Excel
Utility Billing
Construction water meter tracking
R
NeoGov
Human Resources
Applicant Tracking, Recruitment,
and Onboarding System
I/C
Portalogic
Utilities
Septage billing
I
Progressive Solution
Finance
Business license management system
I/C
Routeware
Utilities
Solid waste collection management
R
State of California Reporting
Finance
Payroll Tax Reporting
M
Streetsave
Public Works
Street condition tracking
I
Syncta
Utilities
Backflow prevention software
I
Telestaff
Police / Fire
Public Safety scheduling and time entry
I
CentralSquare Community
Development (TRAKiT)
Community Development
Community development system
I

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ERP Software and Implementation Services
Issue date: 10/3/2022
City of Santa Maria, CA
System Department Owner
Description
Future Plan
Tyler Cashiering
Finance
Cash Receipting System
R
Vector Solutions (previously
Target Solutions)
Human Resources
Training management
I/C
Wasteworks
Utilities
Scale house management
I
WebXtender
Code Enforcement
Document scanning for
community development
M
ZoomGrants
Community Development
Grant reporting and tracking
R

1.5 Application Interface Table
Data Flow Description
Source Application
Direction
Target Application
Rec and Parks cash receipts
ActiveNet
4 Future ERP Solution
Fleet costs
Assetworks
4 Future ERP Solution
Direct deposit information
Future ERP Solution
H
H
Bank of America Portal
GIS Data
ESRI
Future ERP Solution
Fuel costs
Fuel Master
4 Future ERP Solution
Pretreatment charges to generate bills
Linko
4 Future UB Solution
New hire information
NeoGov
4 Future ERP Solution
Employee data such as position
numbers, department ID, job title, hire
date, etc. sent to NeoGov. Personal
information, performance reviews,
etc. sent to ERP.

Future ERP Solution
H
NeoGov Perform Module

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ERP Software and Implementation Services
Issue date: 10/3/2022
Data Flow Description
Source Application
Direction
Target Application
Cash receipts
DataTickets
4 Future ERP Solution
Cash receipts
Genfare
4 Future ERP Solution
Cash receipts
SmrtPay
4 Future ERP Solution
Septage billing amounts
Portalogic
4 4
Future UB Solution
Business license payments
Progressive Solution
Future ERP Solution
Street condition information
Streetsave
4 Future ERP Solution
Backflow devices information to UB,
customer information to Syncta
Syncta
H
Future UB Solution
Public safety time entries
Telestaff
4 Future ERP Solution
Community development and
Engineering payments
Community Development
(CentralSquare product)
Future ERP Solution
Training records
Vector Solutions
4 Future ERP Solution
Scale house payments
Wasteworks
-->
Future UB Solution
Meter Reads to UB and customer data
to Sensus
Sensus
H
Future UB Solution
City of Santa Maria, CA

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

1.6 Current Technical Environment
The information below provides Vendors with a current summary of the City of Santa Maria's network and computing environments and standards. The City of Santa Maria is considering only vendor -hosted or cloud solutions. As part of the proposal process Vendors will be required to submit significant technical detail about their proposed solution detailed in section 4.4 of this RFP. In preparing responses, Vendors must remain diligent in referencing this table to assure that responses clearly identify:
• Areas of known or potential conflict between the Vendors proposed solution and the City of Santa Maria's defined environments
• Recommendations of how best to implement and operate the proposed solution within the City of Santa Maria's defined environments
An assessment of the City's technology infrastructure was performed to identify technology related requirements and standards for a new ERP system to operate effectively in the City's technology environment. The server and virtualization environment primarily consists of Windows servers and VMware hypervisor running on VxRail hyperconverged infrastructure (HCI). The City primarily leverages Active Directory (AD)/Azure AD for identity management and authentication.

Authorization to the new ERP system and all applications should be tied to Azure AD, providing single -sign -on (SSO) functionality to allow users to manage a single password for accessing all resources. The current application environment consists of a mix of on -premises and cloud -based applications such as Microsoft Office365, Kronos, GovQA, and NeoGov, to name a few. The City also has a list of applications that they would like to interface with the new ERP system which are identified in section 2.5. The City leverages redundant Internet connections from diverse carriers at 1Gbps and 500Mbps respectively. The perimeter also utilizes next generation firewall and associated capabilities. End user computing environment is comprised of a mix of desktops, laptops, and tablet/mobile devices running modern operating systems and browsers.

1.7 Other Planned City Initiatives
The City is upgrading TRAKiT to the CentralSquare Community Development application. The expected completion is by end of year 2022.

1.8 Expected Scope of System Solution
The City is requiring that responding vendors propose a fully integrated ERP vendor-hosted/cloud solution, including software, hardware specifications, implementation and project management, and other technology services for the entire scope of the project that may or may not include components owned by the vendor. The City recognizes that this project will have a significant impact on the City's staff and is looking to minimize that impact insofar as possible. To the extent vendor

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
is able, the City is looking for the vendor to conduct a thorough business analysis at the start of each module and to provide the City with a pre -configured system using its best practices and experience as a model. The City is expecting to review and test this pre -configured system, requesting minimal changes as required.

The following definitions should be considered relative to the list below:
• Core (required) - Components of the solution that are required to be fulfilled and proposed by responding vendors.
• Vendors can respond to modules with their own products, or they may partner with other vendors to submit a proposal that meets the expanded software scope listed below.

1.9 Software Scope
Core/Required Application Software:
• Financials:

O Accounts payable
O Accounts receivable
o Bank Reconciliation
O Budget
O Cash Receipting
O Contract management
O Fixed assets
O General ledger
o Grant and Project Accounting
o Inventory
o Purchasing
o Treasury
• Human Resources:
o Core HR
O Employee benefits
O Employee Self -Service

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
O Learning management
O Onboarding
O Performance management
O Personnel actions
o Position Control
O Recruiting
O Succession planning
• Timekeeping and Payroll
o Payroll
o Time and Attendance
• Utility Billing:

O Account Management
O Billing
O Customer Portal
O Delinquency
O Device Management
O Rates
o Reporting and Analysis
o Service Orders
• Data Analytics and Reporting
• Document Management
• Any other necessary software components to support the proposed Core Application Software solution

1.10 Services Scope
Required Services
• Project Management
• Software Installation / Set-up
• Security Design and Configuration

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
• Business Design / Software Configuration
• Technical Design and Standards
• Data Conversion and Migration
• Business Analytics, Report and Form Development
• Integration and Interface Development
• Software Modifications (if proposed to meet functional requirements) • Testing
• Training Services (functional and technical)
• Change Management
• Knowledge Transfer to Staff
• System Documentation Development
• Deployment
• Ongoing Support and Maintenance Services
• Ongoing Hosting Services
Additional details and descriptions related to the specifics of the expected scope can be found in Proposal Response Format - Section 4 in this RFP.

1.11 Summary of Organization Metrics
A summary of organization metrics and standards is included below. These volumes and standards reflect actual and estimated amounts for the current environment.

Metric Current
Population
Form of Government
Jurisdictional Area (Square Miles)
Number of Departments
Budget (General Fund)
Budget (Central IT)
109,910 (as of Jan 1, 2022)
City

23.42 10
-99 million
-10 million

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ERP Software and Implementation Services
Issue date: 10/3/2022
Budget (All Funds)
-$216 million
City of Santa Maria, CA
Number of Expected Users Per Area
Finance/Procurement Power Users
HR/Payroll Power Users
12 20
Department end -users of purchasing, time and attendance, -700 self-service, etc.

Utility Billing Users
Utility Billing Service Orders Users
10 10
Technical Administration Users 9
General Ledger/Bank Reconciliation
Current Chart of Accounts Structure:

Expenditure: Fund - Dept - Division -
Object - Sub object
e.g. 100-100-100-10-10
Revenue: Fund - Category - Sub
Category - Sub Object
e.g. 100-100-10-10
Balance Sheet: Fund - Class - Sub -
account
e.g. 100-100-10
Fiscal Year End June 30th
Number of Funds 75
Number of Department Codes Dept = 18; Division = 60
Number of Expense Accounts 7,744
Number of Revenue Accounts 1,469

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ERP Software and Implementation Services
Issue date: 10/3/2022
City of Santa Maria, CA
Metric Current
Number of Manual Journal Entries (Monthly)
Number of Bank Accounts
50 5
Budgeting
Position Control?
Yes
Budget Entry Model (Future State) (Centralized or Decentralized Decentralized):

Number of Approval Levels 5
Budget Frequency
Number of Funds Budgeted 75
Biennial, but mid -cycle adjustment is
done prior to start of second year
Fixed / Capital Assets
Number of Capitalized Fixed Assets 3,687
Fixed asset tagging? Yes
Fixed Asset Capitalization Threshold
Unmovable fixed asset: > or = 3 -year
useful life and > or = $50,000
Moveable fixed asset: > or = 3 -year
useful life and > or = $5,000
Project / Grant Accounting
Do Projects/Grants Cross Funds? Yes
Do Projects/Grants Cross Departments? Yes
Purchasing / Contract Management
Use of NIGP/Commodity Codes? Currently not used
Number of Requisitions per Month 250
Number of Purchase Orders per Month 250
Number of Vendors in Purchasing System 8,149
Accounts Payable
Number of Invoices Input Annually 17,925

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ERP Software and Implementation Services
Issue date: 10/3/2022
Frequency of Check/EFT Runs
City of Santa Maria, CA
weekly (on average)
Check Signature Method
Embedded in the system
Payment Types Supported (Current)
Payment Types Supported (Future)
Manual Checks and Wires
Manual Checks, Wires, and ACH
Number of 1099s Processed Annually 97
IMI Cash Receipting
Receipting Model:

Decentralized
Number of Current Cash Registers / POS Terminals 20
Number of Current Cash Registers / POS Terminals to be 12 replaced with new solution
.= Human Resources / Payroll / T&A
Total Number of Employees -700
Number of Annual Applications 4,694
Payroll Frequency Bi-Weekly
Number of Labor Units 7

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

1.12 Overall Evaluation Process
Responses to this RFP will be evaluated by a committee consisting of various process owners within the City. The City's intent is to acquire the solution that provides the best value to the City and meets or exceeds both the functional and technical requirements identified in this RFP.

The City will be using the following process to reach a finalist Vendor decision:

1.12.1 Minimum Criteria: As part of the Vendor's RFP response, the following minimum criteria must be met for a proposal to be considered for further evaluation. Failure to meet all criteria will automatically disqualify the Vendor's response from further consideration:

Minimum Criteria Checklist
1 0
Minimum Client Software Installations
Must have provided software for at least three previous municipalities of similar size, complexity, and scope.
❑ RFP Response
RFP response is submitted by the due date and time.
❑ Response Authorization
The RFP response is signed by an authorized company officer. ❑ Authorization to do business in State of California
The vendor must be authorized to do business in the State of California. ❑ Response Completeness
Vendor complied with all instructions in the RFP and provided a response to all items requested with sufficient detail, which provides for the proposal to be properly evaluated. Any deficiencies in this regard will be determined by City of Santa Maria's Purchasing Agent or his/her designee to be either a defect that the Agent will waive or that the proposal can be sufficiently modified to meet the requirements of the RFP. 0 Vendor Hosted / Cloud Solution
Vendor responses must be vendor hosted and/or in the cloud. The City will not consider an on -premises proposal.

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ERP Software and Implementation Services
Issue date: 10/3/2022

1.12.2 Round 2 Evaluation: For those Vendors whose proposals pass the minimum criteria, the following categories of criteria will be used to further evaluate the proposals in the following order of preference from high to low:

City of Santa Maria, CA
ii
Round 2 Evaluation Criteria
Ability to meet functional requirements
Ability to meet technical requirements
Implementation services and ongoing support
Vendor viability
Total
40 20
30 10
100

1.12.3 Round 3 Evaluation: The top Vendors in the second -round evaluation will then proceed to an additional level of due diligence that may include the following activities:
• Follow-up questions and answers with the Vendors.
• Vendor demonstrations to include module/functionality demonstrations, technical demonstrations, service presentation, and other due diligence. • Reference checking with comparable entities using the Vendor's product.

At any point in time during the third round of evaluation, a Vendor may be eliminated from further consideration. At the conclusion of the round three activities, the finalist Vendors will be evaluated on all information collected to date against the following criteria in order of preference:
r Round 3 Evaluation Criteria
Functionality
Cost
Vendor Viability
Implementation services and ongoing support
Technical requirements
Total
35 15
10 25
15 100

1.12.4 Final Round Best and Final: City may choose to request a Best and Final Offer during the proposal evaluation process.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

2. Vendor Proposal Guidelines

2.1 Intent
It is the intent of the City, through this request for proposal and the contract conditions contained herein, to establish to the greatest possible extent complete clarity regarding the requirements of both parties to the agreement resulting from this request for proposal.

Before submitting a proposal, the Vendor shall be thoroughly familiarized with all contract conditions referred to in this document and any addenda issued before the proposal submission date.

The selected Vendor's proposal and any additional documentation (e.g., including vendor questions and responses) provided by the Vendor during the solicitation process will be integrated into the final contract for services entered between the City and the selected Vendor. It shall be the Vendor's responsibility to ascertain that the proposal includes all addenda issued prior to the proposal submission date.

2.2 Deadline for Proposals
Proposals must conform to the requirements set forth in the RFP. Proposals not conforming to these guidelines may be rejected as non -responsive.

Proposals must be submitted by the date specified in Section 1. Timeline Overview in this RFP.

Electronic submissions will be electronically received through the site specified in Section 1.

Timeline Overview in this RFP.

Proposals received after the deadline will not be accepted. The City is not responsible for electronic submissions not received by the deadline due to technical failures of it's or the proposer's systems or delivery services.

The electronic proposals should also include the following files:
• ERP Software and Implementation Services - Specifications.xlsx • ERP Software and Implementation Services - Pricing Forms.xlsx • ERP Software and Implementation Services - Vendor Forms.docx • ERP Software and Implementation Services — Terms and Conditions.docx

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
The Vendor's technical proposal response shall include the completed specification worksheets and pricing worksheets that have been provided in Microsoft Excel. The City wishes to keep pricing information separate from the technical proposal. Pricing should be provided in the Pricing Forms released with this RFP.

2.3 Intent to Propose
The City requests that vendors notify the City of their intent to propose to this RFP by the date listed in the timeline of section 1 of this RFP. However, failure to notify the City of their intent to propose will not disqualify a vendor from submitting a proposal.

2.4 Preparation of Proposals
Proposals shall be prepared in accordance with the proposal response format, provided in Section 4 Proposal Response Format. Proposals not complying with this format may be considered non- responsive and may be removed from consideration on this basis.

2.5 Requirements for Signing Proposal
• Each proposer, by making a proposal, represents that this document has been read and is fully understood.
• The proposal must be signed electronically using an industry -standard digital signature (e.g.

DocuSign, Adobe Acrobat, etc.) by an individual authorized to legally bind the person, partnership, company, or corporation submitting the proposal. • All signatures must have the name and title typed directly under the line of the signature. • The above requirements apply to all RFP addenda.

2.6 No Ex-Parte Communications during Competitive Bidding Period To insure the proper and fair evaluation of a response, the City prohibits ex-parte communication (e.g., unsolicited) initiated by the proposed Vendor to a City official, City -Council members, or an employee evaluating or considering the responses prior to the time a formal decision has been made.

Questions and other communication from vendors will be permissible until 5:00 pm on the day specified as the deadline for questions. Any communication between responder and the City after the deadline for questions will be initiated by the appropriate City official or employee to obtain information or clarification needed to develop a proper and accurate evaluation of the response. Ex- parte communication may be grounds for disqualifying the offending responder from consideration or award of the solicitation then in evaluation, or any future solicitation.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

2.7 RFP Clarifications and Questions
If any person contemplating submitting a proposal is in doubt as to the true meaning of any part of this RFP, he/she may submit a written request to the City for an interpretation thereof. The person submitting the request will be responsible for its prompt delivery.

Any interpretation will be made only by an addendum. Vendor will acknowledge receipt of each addendum issued by stating so in his/her proposal. No oral explanation or instruction of any kind or nature whatsoever given before the award of a contract to a Vendor shall be binding.

All inquiries regarding this proposal must be submitted to the site listed in Section 1 — Timeline Overview. Responses to questions will be posted to the bid site listed in Section 1.

2.8 Vendor Pre -Proposal Meeting
A non -mandatory Vendor pre -proposal meeting will be held virtually on the date and time listed in Section 1— Timeline Overview. Please email [email protected] to request a link for this meeting.

2.9 Consideration of Proposals
In cases where an item requested is identified by a manufacturer's name, trade name, catalog number, or reference, it is understood that Vendor proposes to furnish the item so identified and does not propose to furnish an "equal" unless the proposed "equal" is pre -approved by the City.

References to any of the above are intended to be descriptive but not restrictive and only indicate articles that will be satisfactory. Proposals on "equal" will be considered, provided that the Vendor states in his proposal exactly what he proposes to furnish, including sample, illustration, or other descriptive matter which will clearly indicate that character of the article covered by such proposal.

The designated City representative hereby reserves the right to approve as an "equal", or to reject as not being an "equal", any article proposed which contains major or minor variations from specifications requirements, but which may comply substantially therewith.

2.10 Basis for Award, Evaluation Criteria and Questions The qualification of proposal responders on this project will be considered in making the award. The City is not obligated to accept any proposal if deemed not in the best interest of the City to do so.

The City shall grant award to the qualified proposal responder based on fees submitted and responses to this RFP.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
Failure to include in the proposal all information outlined herein may be cause for rejection of the proposal.

The City reserves the right to accept or reject any and all proposals, in whole or in part, that are deemed to be in the best interest of the City at its sole discretion.

A proposal may be considered non -responsive at any time during the solicitation if conditions change.

The City reserves the right to waive any informalities or irregularities in proposals.

The City reserves the right to negotiate separately the terms and conditions or all or any part of the proposals as deemed to be in the City's best interest at its sole discretion.

Information and/or factors gathered during interviews, negotiations and any reference checks, and any other information or factors deemed relevant by the City, shall be utilized in the final award.

The final award of a contract is subject to approval by the City Council.

2.11 Advice of Omission or Misstatement
In the event it is evident to a Vendor responding to this RFP that the City has omitted or misstated a material requirement to this RFP and/or the services required by this RFP, the responding Vendor shall advise the contact identified in this RFP on page 2 of such omission or misstatement.

2.12 Confidential Information
Information contained in the Vendor's proposal that is company confidential must be clearly identified in the proposal itself. The City will be free to use all information in the Vendor's proposal for the City's purposes. Vendor proposals shall remain confidential until the City's Selection Team makes its recommendation to City Council. The Vendor understands that any material supplied to the City may be subject to public disclosure under the State of California Public Records Act (California Government Code Section 6250) and the City's public records requests policies and procedures.

2.13 Confidentiality Statement
Any information, including materials, drawings, designs, documentation, and other property or data, disclosed to the proposal responder shall not be used, reproduced, appropriated, or otherwise disseminated to anyone other than the City.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

2.14 Award of Contract
The Vendor shall be deemed as having been awarded a contract when the formal notice of acceptance of the Vendor's proposal has been duly served upon the intended awardee by an authorized agent of the City. Note that the successful Vendor, at the time of contract execution, must be licensed to do business in the State of California.

2.15 Tax Exempt Status
The City is not exempt from paying sales taxes.

2.16 Reserved Rights
The City reserves the right to waive any irregularities; accept the whole, part of, or reject any or all proposals; and to select the firm which, in the sole opinion of the City, best meets the City's needs.

The City also reserves the right to negotiate with potential Vendors so that the City's best interests are served.

2.17 Advertising
Vendor shall not advertise or publish the fact that the City has placed this order without prior written consent from the City, except as may be necessary to comply with a proper request for information from an authorized representative of a governmental unit or agency.

2.18 Trademarks
The City warrants that all trademarks the City requests the Vendor to affix to articles purchased are those owned by the City and it is understood that the Vendor shall not acquire or claim any rights, title, or interest therein, or use any of such trademarks on any articles produced for itself or anyone other than the City.

2.19 Right to Request Additional Information
The City reserves the right to request any additional information that might be deemed necessary during the evaluation process.

2.20 Right of Refusal
The City reserves the right to refuse any or all proposals in their entirety, or to select certain equipment or software products from various Vendor proposals, based on the best interests of the City.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

2.21 Proposal Preparation Costs
The Vendor is responsible for any and all costs incurred by the Vendor or subcontractors in responding to this request for proposal.

2.22 System Design Costs
The successful Vendor shall be responsible for all design, information gathering, and required programming to achieve a successful implementation. This cost must be included in the base proposal.

2.23 Pricing Eligibility Period
All Vendor proposals are required to be offered for a term not less than 180 calendar days in duration. A proposal may not be modified, withdrawn or cancelled by Vendor during the 180 -day time period following the time and date designated for the receipt of proposals. It is City's intent to procure that software solution that meets the long-term needs for the City. The City, during the selection process, may decide to purchase a subset of the Vendor's proposal components with the initial contract. The City requires that Vendors agree for a period of (3) years from the date of the Vendor's proposal to honor software and services pricing established within the Vendor's proposal response for Vendor proposed components which are not included in City's initial purchase. The price of the proposed components can only be increased by the Vendor during such time period by an amount equal to the annual CPI -U adjustment for the Los Angeles -Long Beach -Anaheim, CA region or 3%, whichever is less.

2.24 Additional Charges
No additional charges, other than those listed on the price breakdown sheets, shall be made. Prices quoted will include verification/coordination of order, all costs for shipping, delivery to all sites, unpacking, setup, installation, operation, testing, cleanup, training and Vendor travel charges.

2.25 Turnkey Solution
All prices quoted must include all hardware, equipment, software, and services necessary to make the system specified fully operational for the intent, function, and purposes stated herein. The City reserves the right to purchase hardware separately.

2.26 Data Storage
All City data must be stored within the United States.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

2.27 Purchase Quantities
The City reserves the right to purchase any quantities of hardware or software items bid without altering the unit purchase price upon award and throughout the contract period.

2.28 Rights to Pertinent Materials
All responses, inquires, and correspondence relating to this RFP and all reports, charts, displays, schedules, exhibits and other documentation produced by the Vendors that are submitted as part of the proposal shall become the property of the City upon receipt, a part of a public record upon opening, and will not be returned.

The City reserves the right to accept any proposal, to reject any or all proposals, to waive any irregularities in the proposal process and to accept any proposal in the best interest of the City.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

3. Proposal Response Format
To facilitate the analysis of responses to this RFP, the Vendor is required to prepare their proposals in accordance with the instructions outlined in this section. Vendors must respond in full to all RFP sections and follow the RFP format (section numbering, etc.) in their response. Failure to follow these instructions may result in rejection.

For each question asked in the RFP, the proposer shall provide in their response, the question asked and their answer using the section numbering of the RFP.

Proposals shall be prepared to satisfy the requirements of the RFP. EMPHASIS SHOULD BE CONCENTRATED ON ACCURACY, COMPLETENESS, AND CLARITY OF CONTENT. All parts, pages, figures, and tables should be numbered and labeled clearly. The proposal should be organized as follows:

Heading
•
Title 111.1
In addition to specified content,
provide
1 2
Proposal Signature Form
Executive Summary
Company Background
3 Application Software
4 Technical and Vendor Hosted / Cloud
Information
5 Implementation Plan
6 Staffing Plan
7 Ongoing Support Services
Form A in attachment ERP
Software and Implementation
Services - Vendor Forms.docx
Form B, in attachment ERP
Software and Implementation
Services - Vendor Forms.docx
Form C in attachment ERP
Software and Implementation
Services - Vendor Forms.docx
Form D, in attachment ERP
Software and Implementation
Services - Vendor Forms.docx
Form E in attachment ERP
Software and Implementation
Services - Vendor Forms.docx

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ERP Software and Implementation Services
Issue date: 10/3/2022
City of Santa Maria, CA
Heading Title
In addition to specified content,
provide
8 Functional System Requirements
9 Client References
10 Subscription and Maintenance Agreements
11 Exceptions and Deviations
12 Other Required Forms and Attachments
13 Addenda
Separate Cost Proposal in separate sealed document.

Sealed
Document
Excel spreadsheet addendum to
this RFP
Form F in attachment ERP
Software and Implementation
Services - Vendor Forms.docx
Instructions relative to each part of the response to this RFP are defined in the remainder of this section.

Costs for the Vendor's proposed solution should be submitted on the proposal pricing forms provided in the included Microsoft Excel pricing spreadsheet. Costs should include the complete costs for the solution including travel and operating costs.

Section references below (in parentheses) refer to the section numbers for your proposal submission.

3.1 Executive Summary (Section i)
This part of the response to the RFP should be limited to a brief narrative not to exceed two (2) pages describing the proposed solution. The summary should contain as little technical jargon as possible and should be oriented toward non -technical personnel. The executive summary should nat include cost quotations.

3.2 Company Background (Section 2)
Vendors must provide information about their company so that the City can evaluate the Vendor's stability and ability to support the commitments set forth in response to the RFP. In addition to providing responses to the following items, the Vendor must complete the Company Background

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
Form A found in attachment ERP Software and Implementation Services - Vendor Forms.docx to this RFP.

Information that Vendors should provide in this section are as follows:
• The company's background including a brief description (e.g., past history, present status, future plans, company size, etc.) and organization charts. • Audited financial information for the past TWO (2) completed fiscal years that includes income statements, balance sheets, and statement of cash flows. • Privately held companies wishing to maintain confidential financial information must provide information detailing the company's long-term stability. Please provide a current Dunn & Bradstreet report (D&B) as part of the Vendor proposal response. • If the Vendor is proposing to use subcontractors on this project, provide a response to the Company Background Form for each subcontractor, Vendor relationship with that firm and the specific services and/or products that the subcontractor will be providing on the project. A complete list of subcontractors is required. The City has the right to approve all sub -contractors of the Vendor at any time.

3.3 Application Software (Section 3)
The Vendor is required to provide a general description of the application program product and how it will meet requirements of this RFP. This section must address, at a minimum, the following items:
• Describe your overall proposed technology solution.
• Describe the product direction for the company, including time frames. • Describe unique aspects of the Vendor's solution in the marketplace. • Describe components of the solution that are industry standards versus being proprietary to the Vendor.
• If the Vendor's solution includes functionality for enterprise asset management (i.e. work order planning and execution, asset lifecycle management, etc.) please list it in this section.

If not, please list any enterprise asset management solutions your solution has existing interfaces/integrations with.

For all Third -party products:
• List all third -party products proposed,
• Reason that this product is a third -party product versus being part of the software Vendor's solution, and
• Extent to which this third -party product is integrated with the Vendor's solution.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

3.4 Technical and Vendor Hosted/Cloud Information
Please describe your vendor hosted model, including hosting, integration, minimum hardware requirements for computers, deployment model (dedicated servers, shared environment, etc.), impact to and requirements of the City's network and bandwidth, and any partners that may be involved in service delivery.

The Vendor must complete the Technical and Vendor Hosting Requirements Form B found in attachment ERP Software and Implementation Services - Vendor Forms.docx. The information will be used in the evaluation process. Vendors should identify where conflicts may exist between their solution and current technologies being used in the City as described in this RFP in Section 2.4 Current Application Environment. As the City is exploring vendor -hosted / cloud solutions, vendors should clearly define if their software product is a private or public vendor -hosted / cloud solution in the sections below.

Vendors shall describe the methods by which they secure the development of their product, the deployment of the solution(s), as well as their secure hosted policies and procedures. Include a SOC 2 report, FedRAMP certification or other security certifications, if available.

3.5 Implementation Plan (Section 5)
The Vendor is to provide an implementation plan in narrative format supported by an activity -level project plan (e.g., Microsoft Project, or Microsoft Excel work breakdown structure) that details the tasks and activities for implementation of the proposed solution. This implementation plan should include a narrative on the following elements using the subsection reference numbers below:
• Subsection 5.1: General Implementation Approach
• Subsection 5.2: Project Management Approach (as well as Form C Project Management Approach and Form F Staffing Plan in attachment ERP Software and Implementation Services - Vendor Forms.docx)
• Subsection 5.3: Data Conversion and Migration Plan
• Subsection 5.4: Data Analytics, Report and Form Development (as well as Form D Report Development in attachment ERP Software and Implementation Services - Vendor Forms.docx)
• Subsection 5.5: Integrations and Interfaces
• Subsection 5.6: Training (as well as Form E Training in attachment ERP Software and Implementation Services - Vendor Forms.docx)
• Subsection 5.7: Organizational Change Management Approach • Subsection 5.8: Testing

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
• Subsection 5.9: Operational Redesign Approach
• Subsection 5.10: System Documentation and Manuals
• Subsection 5.11: Disaster Recovery Plan
• Subsection 5.12: Knowledge Transfer
The Vendor should include additional elements in the Vendor's proposal response if the Vendor feels it may add value to the overall implementation.

It is expected that the Vendor will lead the efforts in each of the implementation areas described below unless stated otherwise. Further details on what is to be provided as part of the Vendors proposed implementation plan are included in the following subsections.

3.5.1 General Implementation Approach (Subsection 5.1)
Provide a general overview of the implementation approach you plan to use for City that includes addressing the following items:
• Provide a detailed work plan or schedule in a work breakdown structure format as part of the proposal response.
• Describe key differentiators of the approach as it relates to implementing a solution on time, within budget and with the ability to meet the needs of a diverse client like the City. • Describe how you conclude on a preferred implementation phasing of software modules.

What is your recommended approach for this implementation? • Describe your approach towards running parallel systems, if necessary.

Any unique tools, techniques, or methods that you use should be described in this section.

3.5.2 Project Management Approach (Subsection 5.2)
As part of any significant engagement, the City desires a project management approach based on the Project Management Institute's Project Management Body of Knowledge (PMBOK). The City would expect responding Vendors to adhere to PMBOK standards as part of the project. The City expects the Vendor to provide project management resources leading to the successful deployment of the system.

Briefly describe the contents and approach of each of these components:
• Project management plan
• Resource management plan
• Quality management plan
• Scope management plan
• Risk management plan

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
• Budget management plan
• Change control plan
• Describe the approach to managing the project, such as a collaboration tool for document management,
The project manager will work as a team member with City of Santa Maria, CA's project team. This project manager can be an employee of the Vendor or a partner of the Vendor. In either case, the costs for the project manager should be clearly denoted in the pricing section of this RFP.

In addition to providing responses to the following items, the Vendor must complete the Project Management Approach — Form C, in attachment ERP Software and Implementation Services - Vendor Forms.docx and include it in this section of the response. • Provide an overall description of the Vendor project management approach towards this type of engagement and projected timing for major phases. • Provide a high-level work plan for achieving the successful deployment of your proposed system.

3.5.3 Data Conversion and Migration (Subsection 5.3)
It is anticipated that data conversion will occur when migrating to the new application. The Vendor is expected to assist the City in the conversion of both electronic and manual data to the new system.

It is expected that the City will be responsible for data extraction from current systems and data scrubbing and data pre-processing and that the Vendor will be responsible for overall data conversion coordination, definition of file layouts, and data import and validation into the new ERP.

Please provide pricing for data conversions in the associated Microsoft Excel pricing spreadsheet. • Describe your general approach towards data conversion and how you would work with the City to conclude on the data structure for the new system including what should be converted, based on industry standards and best practices. • Please describe your organization's recommended approach toward retention of legacy data.

3.5.4 Data Analytics, Report and Form Development (Subsection 5.4) For specific reporting requirements, it is anticipated that the Vendor will take the lead on developing any reports required as part of the initial deployment of the system. The Vendor is expected to provide specialized knowledge and information to the City staff during the development of needed reports, via technical training on the tools used for report development, database schema and architecture, etc. In addition to providing responses to the following items, the Vendor must complete the Report Development Form D, in attachment ERP Software and Implementation Services - Vendor Forms.docx of this RFP and include it in this section of the response.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
Provide information on your reporting approach including:
• A representative list of out -of -the -box reports
• Description of various methods of reporting including Business Intelligence • Methods for the City to identify, specify, and develop required custom City reports during the implementation.

3.5.5 Integrations and Interfaces (Subsection 5.5)
It is expected that information generally would need to be entered only once into the system.

Modules within the system should be integrated in real-time with each other such that batch processes are not required to transfer information from one area of the system to another unless that is the preference of the City. Existing City interfaces between core modules that may currently exist (e.g., AP posting to GL) or shadow systems that will likely be replaced are not included as they are assumed to be included in an integrated ERP System.

The Microsoft Excel pricing sheet contains a listing of current and/or desired application interfaces.

Please provide pricing for interface development in the associated Microsoft Excel pricing spreadsheet.

In addition:
• Describe the extent to which the various modules are integrated together versus being purchased separately and interfaced
• Describe your approach towards interfacing and integration with other solutions including use of specific tools, methods and standards.
• Describe data exchange standards (e.g., XML, Web Services, or EDI) supported or provided by your product.
• As it pertains to the City's current technical environment described previously, identify potential issues for integrating with specific technologies that are used within the City. • If local customizations are made, do you provide any tools or assistance to easily incorporate customizations into new version/releases of your software? The Microsoft Excel pricing spreadsheet contains a listing of desired City application interfaces and their likely need in a future integrated environment. Provide pricing for interfaces in the associated Microsoft Excel pricing spreadsheet and explain how the integration maps the data from the old system to the new system.
• Describe your approach to interfacing City applications listed with a migration plan of `interface' in section 2.5. If you have experience integrating with these systems, include those references on the reference forms provided in this RFP.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

3.5.6 Training (Subsection 5.6)
In addition to providing responses to the following items, the Vendor must complete the Training Form E in attachment ERP Software and Implementation Services - Vendor Forms.docx of this RFP and include it in this section of the response.
• End User Training Approach: All end -user and technical training will be performed through implementation and be performed by the Vendor. End -user implementation training will be provided by the Vendor and include joint participation by the relevant City process owner team lead supporting the process area in the new software system.

Technical Implementation training will include training for City IT staff on the technologies required to support the new ERP system.
• Train the Trainer Approach: The Vendor will incorporate a "train the trainer" approach where only key City team leads will be trained through implementation on their modules and then they will train the remainder of City staff in their respective areas. o Specify expected number of training documents to be created o Specify responsibility of producing training materials, including both manuals, on - site help, and video support.

The Vendor should provide an overall description of the proposed training approach, including the following:
• Suggested approach (train -the -trainer, end -user, hybrid) • Suggested timeframes in which training will be conducted • The Vendor must list the nature, level, and amount of training to be provided for both options in each of the following areas:
• Technical training (e.g., programming, operations, etc.) • User training
• Other staff (e.g., executive level administrative staff) • Types of training documentation to be developed
• Ability to provide recordings of trainings
• Opportunities for on -going training.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

3.5.7 Organizational Change Management Approach (Subsection 5.7) The City recognizes that a movement from the current environment to a new solution will require an active change management program. The Vendor should clearly identify their approach towards Organizational Change Management including any unique approaches or tools that will be used.

3.5.8 Testing (Subsection 5.8)
The Vendor should describe their recommended approach to the following types of testing that are anticipated to be performed on the project and the type of assistance they anticipate providing to the City related to such testing:
• System testing
• Integration testing
• Stress/performance testing
• User acceptance testing (UAT)
• Security testing, penetration testing, vulnerability assessments

3.5.9 Operational Redesign Approach (Subsection 5.9)
With the deployment of a new application, the City wishes to take advantage of capabilities within the software that provide support for operational improvements. Vendors are requested to describe their approach towards operational redesign including discussion on the optimal time in which to conduct redesign as it relates to implementation of the new software.

In addition, describe your organization's capabilities to assist in a City-wide redesign of the chart of accounts to best leverage the capabilities of the system in order to meet the City's overall financial tracking and reporting objectives.

3.5.10 System Documentation and Manuals (Subsection 5.10) The Vendor is expected to provide user manuals and online help for use by the City as part of the initial training and on -going operational support. Additionally, the Vendor is expected to provide technical documentation.
• Describe what documentation (user guide, technical guide, training materials, etc.) is available on the system proposed and any related costs. • Describe what types of documentation you anticipate developing during the project.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

3.5.11 Disaster Recovery Plan (Subsection 5.11)
Please describe the services you provide around business continuity and disaster recovery, if any, as part of your proposed solution.

3.5.12 Knowledge Transfer (Subsection 5.12)
The Vendor should describe their process for ensuring that a transfer of knowledge occurs back to City staff such that staff can support and maintaining the application in the most proficient manner once the Vendor implementation engagement is complete.

Include:
• Methodologies to ensure that training has been successful and City staff know how to use the new system.
• Approach to ensuring that City personnel can operate, maintain, configure, and modify the new system, including operation of the testing tools, supporting infrastructure, and security.

3.6 Functional System Requirements (Section 6)
Vendors will use the Microsoft Excel spreadsheet to provide responses to the requirements of this RFP must be provided in this section of the Vendor's response. Vendors must use ERP Software and Implementation Services - Specifications.xlsx addendum to this RFP and attach added explanation pages as necessary. Please include any costs associated with modifications in the Microsoft Excel pricing spreadsheet. Please note: The response to these requirements must be submitted in the exact format with no additional macros, formulas, new columns, modifications, passwords. Failure to adhere to this requirement can result in disqualification of the entire proposal.

3.7 Staffing Plan (Section 7)
In addition to providing responses to the following items, the Vendor must complete the Staffing Plan Form — F in attachment ERP Software and Implementation Services - Vendor Forms.docx to this RFP and include it in this section of the response. • The Vendor must detail the type and amount of implementation support to be provided (e.g., number of personnel, level of personnel, time commitment, etc.). Include resumes for all personnel that will be assigned to the project. If the Vendor is using a subcontractor, include information on subcontracting staff being used and their specific role on the project.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
• Please provide an overall project organizational structure for City staff involvement during the project. Identify the roles and responsibilities of each component of this structure.

3.8 Ongoing Support Services (Section 8)
In addition to providing responses to the following items, the Vendor must complete the Ongoing Support Services Form — G in attachment ERP Software and Implementation Services - Vendor Forms.docx to this RFP and include it in this section of the response. • Please specify the nature and conditions of any post -implementation support options including:
o Post -go live support that is included in the proposal response o Onsite support (e.g., system tuning, application configuration, interface issues, report development, network optimization, user training and tips to optimize the user experience)
o Telephone support,
o Help Desk services (If there is a service level agreement for your help desk, provide a copy with your RFP response.) Specify days, hours and escalation options
o Toll -free support line
o Users groups
o Online knowledgebase (i.e. — how it is accesses, who updates it, etc.) • Describe your maintenance programs and options with associated pricing. • Please describe any ongoing utility billing management services that you provide (e.g. annual rate updates, etc.)

3.9 Client References (Section 9)
The Vendor must provide at least three references (maximum five) from clients within the last 5 years that are similar in size and complexity to the City. The format for Vendor references is provided in Client Reference form in the attachment ERP Software and Implementation Services - Vendor Forms.docx. In addition, the City requests a listing of all municipal clients, and at least one reference must be a vendor hosted / cloud deployment.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

3.10 Subscription and Maintenance Agreements (Section 10) Sample subscription and maintenance agreements must be provided in this part of the Vendor's response for all components of the recommended solution. Indicate the basis on how subscription fees are determined.
• How are local customizations or configurations maintained when installing new releases of the Vendor's software? Describe the level of support that the Vendor provides to the City for identifying, validating, and testing scripts related to the latest software release.

3.11 Exceptions and Deviations (Section ii)
If the Vendor finds it impossible or impractical to adhere to any portion of these specifications and all attachments, it shall be so stated in its proposal, with all deviations grouped together in a separate section entitled, "Exceptions/deviations from Proposal Requirements." This section will be all- inclusive and will contain a definition statement of every objection or deviation with adherence to specific RFP sections. Objections or deviations expressed only in other parts of the proposal, either directly or by implication, will not be accepted as deviations, and the Vendor in submitting a proposal, will accept this stipulation without recourse.

3.12 Other Required Forms and Attachments (Section 12)
Provide all forms in this section and ERP Software and Implementation Services - Vendor Forms.docx.

This section contains various forms for submission with the Vendor's proposal. The intent of providing such forms is to ensure comparability between proposals. Included in this section are the following forms:
• Included in attachment ERP Software and Implementation Services - Vendor Forms.docx:
o Proposal Signature Form
o Non -Collusion Affidavit
o Minimum Criteria
o Company Background Form*
o Technical and Vendor Requirements Form
o Project Management Approach Form
o Report Development Form

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
o Training Form
o Staffing Plan Form
o Ongoing Support Services Form
o Client Reference Form
• For Vendors who are proposing a hosted solution, supply a copy of your Independent Service Auditor's Opinion Letter from your most recent audit for SSAE 16 Type II. * If a vendor includes a sub -contractor in their proposal response, each sub -contractor must complete this form.

3.13 Addenda (Section 13)
Include all original, signed copies of addenda in this section.

3.14 Separate Cost Proposal
One (i) electronic copy of the cost proposal must be submitted in a separate file, with the technical proposal. The electronic copy of the cost proposal response shall include the completed cost worksheets that have been provided in Microsoft Excel.
• The City will not consider time and materials pricing. Vendors shall provide firm and fixed pricing based on the functionality described. For each item, indicate if the cost is one-time, annual, or other.
• The Vendor shall provide price information for each separate component of the proposed solution, as well as the costs of any modifications necessary to fully comply with the RFP specifications.
• In the event the product or service is provided at no additional cost, the item should be noted as "no charge" or words to that effect.
• In the event the product or service is not being included in the Vendor proposal, the item should be noted as "no bid".
• Vendors shall provide all pricing alternatives in these cost sheets. • Vendor shall provide prices in U.S. dollars.
• Vendor shall make clear the rationale and basis of calculation for all fees. • Vendors shall show separate subtotals for the required elements of the proposed solution, and for any layers of optional elements.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
In presenting software subscription fees, the Vendor shall:
• Explain all factors that could affect subscription fees, • Indicate which product versions, operating platform(s), and machine classes are included for each price,
• Indicate whether a product is for "server" or "client," as applicable; and, • Make clear the extent of any implementation services that are included in the subscription fees (installation, configuration, training, etc.) To the extent possible, Vendors shall show any applicable discounts separately from the prices for products and services. The Vendor is encouraged to present alternatives to itemized costs and discounts, such as bundled pricing, if such pricing would be advantageous to the City.

The City reserves the right to pursue direct purchase of all items and services proposed, as well as to obtain independent financing.

Pricing Format
Please complete the pricing forms that have been provided in the associated Microsoft Excel pricing spreadsheet ERP Software and Implementation Services — Pricing Forms. It is the responsibility of the Vendor to ensure the accuracy of the pricing provided as part of your response. Any errors in providing an accurate price response due to inaccuracies in the provided templates are the sole responsibility of the responding Vendor. If there is not enough space to describe the pricing on these forms, please attach a separate pricing page and provide the pricing information in the same type of format so that it is easy to understand. The City requests a firm, fixed price for each of the components described below that are included on the attached Microsoft Excel pricing spreadsheet as separate tabs:
• Vendor Checklist (including Hosting/Licensing Model, Travel & Lodging Costs, and Discount) • Proposal Summary (no direct input required)
• Module Summary (no direct input required)
• Application Software
• Other Software
• Hardware
• Implementation Services
• Data Conversion

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
• Train -the -Trainer Training
• Interfaces
• Other Implementation Services
• Managed Services

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022

4. Functional Requirements

4.1 Introduction
The requirements in this section contain the desired functionality of the requested software solution.

Identified in the attached Excel spreadsheet ERP Software and Implementation Services - Specifications.xlsx are the requirements/specifications that must be addressed by the Vendor's proposal.

Vendors must replace cells G2 in the instructions tab with the Vendor's Company Name which will be repeated for each subsequent module.

Vendors should review the specifications listed and respond with their availability within the Vendor's proposed solution. The responses should be entered under the Availability column of each form as follows:

Y
R
Functionality is provided out of the box through the completion of a task associated with a routine configurable area that includes, but is not limited to, user -defined fields, delivered or configurable workflows, alerts or notifications, standard import/export, table driven setups and standard reports with no changes. These configuration areas will not be affected by a future upgrade. The proposed services include implementation and training on this functionality, unless specifically excluded in the Statement of Work, as part of the deployment of the solution.

Functionality is provided through reports generated using proposed Reporting Tools. Costs for this report MUST be included in the proposal.

Functionality is provided by proposed third party functionality (i.e., third party is defined as a T separate software vendor from the primary software vendor). The pricing of all third -party products that provide this functionality MUST be included in the cost proposal.

M
F
Functionality is provided through customization to the application, including creation of a new workflow or development of a custom interface, that may have an impact on future upgradability.

The pricing of all proposed modifications MUST be included in the proposal. Indicate in the comments if this modification will be impacted by future software updates.

Functionality is provided through a future release that is to be available within 1 year of the proposal response.

N Functionality is not provided.

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ERP Software and Implementation Services City of Santa Maria, CA Issue date: 10/3/2022
Use the Cost column for "M" or "R" responses to estimate the cost to be incurred by the City to secure the specification, if necessary. Use the Comment column to provide additional comments pertaining to your response for that item.

The Required Product(s) column is to be used to specify what product (e.g., product name or software module) is proposed.

Vendors proposing a multi -product solution should complete a General and Technical module specification response for each product.

Note: The response to these requirements should be provided in the exact format as provided (e.g., no additional macros, formulas, additional columns, modifications, passwords, etc.). Failure to do so can result in disqualification of the entire proposal.

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ERP Software and Implementation Services
Issue date: 10/3/2022

5. Minimum Criteria
City of Santa Maria, CA
As noted in Section 4, of this RFP, proposed solutions MUST meet all the following requirements.

Proposals not meeting these requirements will be rejected. Vendors should acknowledge acceptance of these terms and include the following checklist in their RFP response. p Minimum Client Software Installations
Must have provided software for at least three previous municipalities of similar size, complexity, and scope.
p RFP Response
RFP response is submitted by the due date and time.
p Response Authorization
The RFP response is signed by an authorized company officer. p Authorization to do business in State of California
The vendor must be authorized to do business in the State of California.
p Response Completeness
Vendor complied with all instructions in the RFP and provided a response to all items requested with sufficient detail, which provides for the proposal to be properly evaluated. Any deficiencies in this regard will be determined by City of Santa Maria's Purchasing Agent or his/her designee to be either a defect that the Agent will waive or that the proposal can be sufficiently modified to meet the requirements of the RFP.
p Vendor Hosted / Cloud Solution
Vendor responses must be vendor hosted and/or in the cloud. The City will not consider an on -premises proposal.

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e�

MASTER SERVICES AGREEMENT

COLLABORATIVE

SOLUTIONS
a cognizant company
This Master Services Agreement (this "Agreement"), dated as of March _, 2024, is made by and between City of Santa Maria, California, a California Municipal corporation and charter city with its principal office located at 110 East Cook Street, Santa Maria, California 93454, United States of America ("Client" or "City") on the one hand, and Cognizant Worldwide Limited, a United Kingdom limited liability company with its principal office located at 280 Bishopsgate, Liverpool Street, London EC2M 4AG, United Kingdom ("CWW" and " Cognizant Technology Solutions U.S. Corporation, shall execute this Agreement together with Cognizant solely for the purpose of acknowledging that CTS US is authorized to perform for Cognizant any Services to be provided to Client in the United States of America pursuant to a relevant Statement of Work (as defined below), which CTS US or another U.S. Affiliate may also execute for such purpose as provided in Section 1.1 For the purposes of this Agreement, Client and Cognizant may each be referred to as "Party" or, collectively, as the "Parties." The Parties, intending to be legally bound, hereby agree as follows:

1. SERVICES.

1.1 Direct Services. Cognizant and Client will develop and enter into one or more statements of work incorporating a description of the specific services to be provided, each in a form mutually agreed by the Parties (a "Statement of Work" or "SOW"), incorporated herein as part of this Agreement. Each Statement of Work will set forth, among other things, project scope, various project activities and tasks to be performed by the Parties, and roles and responsibilities of the Parties. Cognizant shall provide to Client the following types of services as, and to the extent, described in each Statement of Work: (i) the management of certain business and IT operational services, which may be performed either onsite or from remote locations ("Managed Services"); (ii) certain consulting, development, integration and or other support services provided in addition to the Managed Services ("Professional Services"); and (iii) any other services described as Cognizant's obligation in a Statement of Work, (collectively the "Services"). In addition, Cognizant will provide to Client certain results or proceeds of the Services that are defined as deliverables in each Statement of Work (collectively, the "Deliverables"). Each Statement of Work shall specifically identify this Agreement and indicate that it is subject to the terms hereof and be executed by Client and Cognizant. Unless otherwise set forth herein or expressly identified in the SOW as a modification to a specified provision of this Agreement, to the extent there are any conflicts or inconsistencies between this Agreement and any Statement of Work, the provisions of this Agreement shall govern and control. Cognizant may engage any Affiliate (as hereinafter defined) of Cognizant to provide Services and Deliverables to Client and any Affiliates of Client for Cognizant under this Agreement. For SOWs executed in connection with work to be performed for Client in the United States of America, and solely to the extent that employees of a U.S.- domiciled Cognizant Affiliate who are foreign skilled workers are required for the provision of Services by Cognizant in connection with such SOW, such Cognizant Affiliate may also execute such SOW solely for the purpose of providing Services to Client for Cognizant. Any Affiliate of Cognizant may itself provide Services directly to Client and any Affiliates of Client under this Agreement by executing SOWs in its own name, exclusive of Cognizant, and only for the purposes of any such SOW(s), shall be considered "Cognizant" as that term is used in this Agreement. Any Affiliate of Client may enter into SOW(s) with Cognizant or any Affiliate of Cognizant and, only for the purposes of any such SOW(s), shall be considered "Client" as that term is used in this Agreement. As used herein, the term "Affiliate" means any entity that controls or is controlled by or is under common control with Cognizant or Client, as applicable, where "control" means possessing, directly or indirectly, the power to direct or cause the direction of the management, CONFIDENTIAL INFORMATION 1

ATTACHMENT C

e�

COLLABORATIVE

SOLUTIONS
a cognizant company
policies and operations of such entity, whether through ownership of voting securities, by contract or otherwise.

1.2 Deliverables and Acceptance. Deliverables, if any, under this Agreement will be as set forth under any SOW. Each SOW will describe, if applicable, the Deliverables that Cognizant is obligated to furnish to Client hereunder, the acceptance criteria for each of the Deliverables (the "Acceptance Criteria") and the completion criteria, if any, to signify completion of each phase of a project. Client shall review, evaluate and/or test, as the case may be, each of the Deliverables within the applicable time period set forth in a SOW (with respect to each Deliverable, the "Acceptance Period") to determine whether or not such Deliverable satisfies the applicable Acceptance Criteria in all material respects. If Client does not furnish a written notice to Cognizant specifying that a Deliverable has failed to satisfy its Acceptance Criteria prior to the end of the Acceptance Period therefor and/or if Client commences using the Deliverables commercially or in a production environment, then Client will be deemed to have accepted such Deliverable. If any Deliverable fails to satisfy its Acceptance Criteria, then Client will notify Cognizant in writing specifying the respects in which such Deliverable does not conform to the applicable Acceptance Criteria and what modifications are necessary to make it conform thereto. Thereafter, Cognizant shall use its diligent commercially reasonable efforts to modify such Deliverable to so conform and the Deliverable will be resubmitted for acceptance by Client. If, after repeated attempts, Cognizant is unable to remedy any non -conforming portion of any Deliverable, Client may terminate pursuant to Section 12.2 herein.

2. PROGRAM SCHEDULE; CHANGES.

2.1 Program Schedule; Changes. Cognizant understands that the successful installation, testing, implementation, integration and operation of the Services shall be accomplished by a cooperative effort. To most effectively manage this process and as applicable to the Services, Cognizant shall designate a single representative to act as program manager, who shall have the authority to act on behalf of Cognizant on all matters pertaining to this Agreement. Client shall also designate a single individual to act as the Client Project Manager who shall have authority to act on behalf of the Client. Each Statement of Work will set forth the projected work effort and schedule applicable to the Services. Cognizant will develop an overall schedule and timeline for implementation and integration of the Statement of Work. To the extent applicable to the Services in the SOW, the draft project plan will be provided during the Plan Stage and finalized during the Architect & Configure Stage. Any change to the project schedule must be agreed to in writing by authorized representatives of both Cognizant and the Client. Tasks and due dates will be delivered with the project plan. The Client Project Manager and Cognizant Program Manager shall consult with each other about project management and technical and design decision making affecting the project schedule. The Cognizant Program Manager shall at all times maintain the project schedule so that it is up to date and available to the Client Project Manager reflecting current project status and due dates, and shall provide such regular and ad hoc status reporting as is required under the Statements of Work, and such other information as Client may reasonably request from time to time. The Cognizant Program Manager, together with such other personnel as requested by the Client Project Manager, shall participate in periodic status review meetings as requested by the City Project Manager. Such meetings shall be held virtually or at Client facilities, unless otherwise agreed by the Client Project Manager. All statements and agreements concerning time are based upon information available and circumstances existing at the time made, and each Statement of Work is subject to equitable adjustment upon any material change in such information or circumstances, the occurrence of an excusable delay (as provided for in Section 2.2 hereof) or upon modification of the scope, timing or level of work to be performed by Cognizant. Either Party will be entitled to propose changes. It is mutually acknowledged that any CONFIDENTIAL INFORMATION 2

COLLABORATIVE

SOLUTIONS
3 cognizant comport
such change may affect the fees or charges ("Charges") payable to Cognizant and/or the project schedule. Neither Party shall have any obligation respecting any change until an appropriate written change order or amendment to the applicable Statement of Work is agreed to, executed and delivered by both Parties.

2.2 Excusable Delays and Failures. Cognizant will be excused from delays in performing, or from a failure to perform, hereunder to the extent that such delays or failures result from causes beyond Cognizant's reasonable control, excepting to the extent that delays are solely caused by Cognizant's employees or Subcontractors. Without limiting the generality of the foregoing, Client acknowledges that Client's failure or unreasonable delay in furnishing requested information, equipment or access to facilities, unreasonable delays or failure by Client in completing tasks required of Client or in otherwise performing Client's obligations hereunder or under any Statement of Work and any assumption contained in a Statement of Work which is untrue or incorrect will be considered an excusable delay or excusable failure to perform hereunder and may impede or delay completion of the Services. Client further acknowledges that such delays or failures may result in additional charges for the Services.

3. PAYMENT.

3.1 Program Charges and Reimbursable Items. Client shall pay to Cognizant the Charges set forth in each Statement of Work, which such Charges shall be subject to adjustment by Cognizant annually unless otherwise expressly agreed in the applicable Statement of Work. Client will also reimburse Cognizant for all reasonable out-of-pocket travel, living and other ancillary expenses paid or incurred by Cognizant in connection with the Services and any other reimbursable items set forth in each Statement of Work. Cognizant will have no obligation to perform any Services when any undisputed amount required to be paid by Client is overdue and unpaid beyond forty-five (45) calendar days past the date such amount is due. Any suspension of Services by Cognizant as a result of Client's failure to make payment as required will extend the due dates of Deliverables and other Services to the extent impacted by such suspension or delay.

3.2 Invoices; Payments. Cognizant will invoice Client for all Charges and reimbursable items payable to Cognizant on a monthly basis or otherwise in accordance with the schedule set forth in the relevant Statement of Work as such payments are due. Client will pay the undisputed invoiced amount in full within forty-five (45) days of the date of each invoice; provided that the Client may withhold amounts disputed reasonably and in good faith pending resolution of such dispute. Client will pay interest, at a rate equal to the lesser of 1.5% per month (or part thereof) or the maximum legal rate permitted, on the amount shown on any invoice that is paid later than forty-five (45) days after the date of the invoice, other than such amounts that are disputed in such good faith during the pendency of the relevant dispute. All amounts hereunder will be invoiced and paid in United States Dollars unless otherwise set forth in an applicable SOW.

3.3 Taxes. All Charges are exclusive of taxes. Client shall pay amounts equal to any federal, state or local sales, use, excise, privilege, value added, goods and services or other taxes, duties, imposts, levies or similar assessment relating to the Services and Deliverables provided by Cognizant hereunder, exclusive of taxes based on Cognizant's net income or net worth. Client and Cognizant agree to cooperate on any tax matters arising from the provision of the Services and Deliverables under this Agreement. Both Parties agree to provide reasonable assistance to the other in order to mitigate any taxes applicable to the Services and Deliverables provided to CONFIDENTIAL INFORMATION 3

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Client or to payments made pursuant to this Agreement with respect to the Services and Deliverables.

4. OBLIGATIONS OF THE PARTIES.

4.1 Working Environment. For any Services to be provided by Cognizant at any of Client's sites, Client shall provide Cognizant's personnel with (i) a suitable and adequate work environment, including space for work and equipment for performance of the Services; (ii) access to and use of Client's facilities and relevant information, including software, hardware and documentation; and (iii) assistance to such personnel in a timely manner by promptly correcting any hardware or software problems that would affect the performance of Services; and (v) any other items set forth in each Statement of Work.

4.2 Client's Personnel Commitment. Client will ensure that all Client personnel who may be necessary or appropriate for the successful implementation of the Services will, on reasonable notice, (i) be available to assist Cognizant's personnel by answering business, technical and operational questions and providing requested documents, guidelines and procedures in a timely manner; (ii) participate in the Services as outlined in the Statement of Work; (iii) participate in progress and other Service related meetings; (iv) contribute to software and system testing; and (v) be available to assist Cognizant with any other activities or tasks required to complete the Services in accordance with the Statement of Work.

4.3 Export Control. Client agrees to notify Cognizant of any requirements for Deliverables or any other technology, technical data or information to which Cognizant will have access as a result of the Services that, in any case, will subject the Deliverables or the other technology, technical data or information to control under applicable export regulations under any classification other than EAR99 (or its non-U.S. equivalent) and, in such event, Client will (i) identify to Cognizant the applicable regulations (e.g. the United States Export Administration Regulations ("EAR") or the International Traffic in Arms Regulations ("ITAR")) and classifications (e.g. ECCN) and (ii) follow such guidelines as Cognizant may communicate to Client that reasonably are required to avoid violations. Each Party acknowledges and agrees that to the extent that any tangible or intangible technical data provided under this Agreement is subject to US export laws and regulations, such Party will not use, distribute, transfer, or transmit technical data provided by the other Party under this Agreement except in compliance with US export laws and regulations. Notwithstanding the foregoing, Client agrees that it will not provide Cognizant with any technology, technical data or information that is subject to control under the ITAR. In the event that Client wishes to provide Cognizant with ITAR-controlled technology, technical data or information, Client will notify Cognizant in writing of such intent, and the Parties agree to cooperate to determine the appropriate agreements and controls, if any, required before Client makes such disclosure.

4.4 FCPA. Neither Party shall take any action in connection with the performance of its obligations under this Agreement that violates the Foreign Corrupt Practices Act, as amended, and the rules and regulations thereunder in any manner that has a material adverse impact on the other Party. To the extent that any of the Services or Deliverables cannot be performed or provided without violation of any law, regulation, or other control, then Cognizant shall not be obligated to provide the same and the applicable Statement of Work shall be amended accordingly.

4.5 Work Authorization/HR Compliance/Relationship Matters. In the event that it is necessary for Cognizant to obtain visas or work permits for Cognizant personnel, Client will CONFIDENTIAL INFORMATION 4

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cooperate with Cognizant by taking all reasonably necessary actions to facilitate Cognizant's efforts, including, but not limited to, providing, and hereby consents to Cognizant providing to immigration authorities, documentation indicating the nature and location of the work to be performed, the necessity of the work to be performed, and other documentation as may be reasonably required and related to this Agreement (including the existence and terms of this Agreement and the identity of the Parties hereto), and posting such notices as may be legally required (including any legally required notice posting at Client sites from which the parties contemplate services being provided by Cognizant personnel who are foreign skilled workers).

Notwithstanding anything herein to the contrary, Client hereby authorizes Cognizant to use Client's name and/or logo to internally (within Cognizant) or externally reference to Client as a Cognizant customer and to describe the services provided to Client, subject to Client's prior written approval.

5. OWNERSHIP.

5.1 Ownership of Developed IP. Unless otherwise agreed in an SOW, Cognizant agrees that, upon Client's payment in full, the software or other works of authorship developed by Cognizant or its Affiliates specifically for Client as a Deliverable or a part of a Deliverable, as set forth in a Statement of Work ("Developed IP") shall be the property of, and ownership shall vest in, Client. Developed IP does not include Cognizant Confidential Information, Cognizant Proprietary Intellectual Property (as defined below), any Third Party Items, or any derivative of the foregoing, that may be incorporated into a Deliverable. Cognizant agrees to take, at Client's cost and expense, all actions requested by Client which are reasonably necessary to assure the conveyance to Client of the foregoing rights to the Developed IP.

5.2 Residual Rights. Notwithstanding anything to the contrary herein, Cognizant, Cognizant Affiliates, and their respective employees and agents shall be free to use and employ any Residual Information. "Residual Information" means the general knowledge, ideas, know-how, experience, and techniques that would be retained in the unaided memory of an ordinary person skilled in the art, not intent on appropriating the proprietary information of the disclosing party.

Nothing in this paragraph, however, shall be deemed to grant a license under Client's registered intellectual property rights.

5.3 Cognizant Proprietary Intellectual Property. Client acknowledges that Cognizant personnel may utilize proprietary software, methodologies, tools, specifications, drawings, sketches, models, samples, records, documentation, works of authorship, creative works, ideas, know-how, research results, data or other materials which have been or are originated, developed, licensed, purchased, or acquired by Cognizant or its Affiliates or subcontractors (collectively, "Cognizant Proprietary Intellectual Property"); which constitutes Cognizant Confidential Information. Client agrees that Cognizant Proprietary Intellectual Property and Residual Information, any derivatives of Cognizant Proprietary Intellectual Property or Residual Information, is the sole property of Cognizant (or its licensors) and that Cognizant (or its licensors) will retain sole and exclusive title to and ownership thereof. If any Cognizant Proprietary Intellectual Property owned by Cognizant is embedded in a Deliverable, Cognizant grants to Client a worldwide, royalty free, non-exclusive, transferable, perpetual license to use, execute and perform such Cognizant Proprietary Intellectual Property as a functional element of the applicable Deliverable, subject to any additional terms or limitations set forth in the applicable Statement of Work, and provided that no portion of the Cognizant Proprietary Intellectual Property is separated or unbundled from the applicable Deliverables or used as a stand-alone product or development tool. Except as expressly provided in the foregoing sentence, nothing contained in this Agreement or otherwise shall be construed to grant to Client any right, title, license or other interest in, to or CONFIDENTIAL INFORMATION 5

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under any Cognizant Proprietary Intellectual Property (whether by estoppel, implication or otherwise). Any license to Cognizant Proprietary Intellectual Property that is not embedded in Deliverables or that is commercially available will be pursuant to a separate license agreement between Client and Cognizant (or its licensor).

5.4 Client Provided IP and Third Party Items. Client grants Cognizant and its Subcontractors a non-exclusive, paid -up license to use, execute, reproduce, distribute, and prepare derivative works of Client software and third party software licensed to Client as reasonably required to perform Services. Cognizant shall obtain Client's prior written consent before embedding in Deliverables or installing in Client's environment any proprietary third party tools or applications. If any third party tools, applications, utilities and cloud infrastructure are distributed, resold, or provided to Client in connection with this Agreement (collectively, "Third Party Items"), such Third Party Items shall be provided AS -IS and may be made available to Client under a separate agreement between Client and the licensor of the Third Party Item or made available to Client by Cognizant under a separate agreement or pass -through terms set forth in an SOW, which shall apply to the relevant Third Party Item(s) in lieu of any of the terms of this Agreement. Notwithstanding anything to the contrary herein, Client's use of each open -source component incorporated by Cognizant into a Deliverable will be governed by, and is subject to the terms and conditions of the applicable open -source license.

5.5 Installation of Tools. Cognizant may use certain Cognizant owned or licensed Tools (the "Tools"), including those set forth in the applicable SOW in connection with its performance of the Services. The Tools are Cognizant Proprietary Intellectual Property and are not part of any Deliverable. As between Cognizant and Client, Cognizant is the sole owner of the Tools, together with all modifications, enhancements and changes to the Tools and the information generated by any of the foregoing. Client consents to Cognizant's installation of the Tools onto Client's systems. Only Cognizant may install, configure, control, or grant access to the Tools. Client agrees that Cognizant may uninstall and remove the Tools at any time, and that the consent set forth in this paragraph is not a software license or subscription agreement. Cognizant will use the Tools as installed on Client's systems solely to perform the Services for Client.

6. CONFIDENTIAL INFORMATION.

6.1 Confidentiality Obligations. For a period of three (3) years from the date of disclosure of the applicable Confidential Information (as hereinafter defined), Client and Cognizant shall each (i) hold the Confidential Information of the other in trust and confidence and avoid the disclosure or release thereof to any other person or entity by using the same degree of care as it uses to avoid unauthorized use, disclosure, or dissemination of its own Confidential Information of a similar nature, but not less than reasonable care, and (ii) not use the Confidential Information of the other Party for any purpose whatsoever except as expressly contemplated under this Agreement or any Statement of Work. Except with the express written consent of the other Party, each Party shall disclose the Confidential Information of the other Party only to those of its and its affiliates' employees, officers, directors, subcontractors, agents or representatives having a legitimate need to know the information for the purposes of this Agreement ("Representatives") and shall take all reasonable precautions to ensure that such Representatives comply with the provisions of this Section 6.1.

6.2 Definition. The term "Confidential Information" shall mean any and all information or proprietary materials other than Personal Information (as defined in Exhibit A attached hereto) (in every form and media) not generally known in the relevant trade or industry and which has been or is hereafter disclosed or made available by either Party (the "disclosing party") to the other (the CONFIDENTIAL INFORMATION 6

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"receiving party") in connection with the efforts contemplated hereunder, including (i) all trade secrets, (ii) existing or contemplated products, services, designs, technology, processes, technical data, engineering, techniques, methodologies and concepts and any information related thereto, and (iii) information relating to business plans, sales or marketing methods and customer lists or requirements.

6.3 Exceptions. The obligations of either Party under Section 6.1 will not apply to information (other than Personal Information) that (i) was in the receiving party's possession at the time of disclosure and without restriction as to confidentiality, (ii) at the time of disclosure is generally available to the public or after disclosure becomes generally available to the public through no breach of agreement or other wrongful act by the receiving party, (iii) has been received from a third party without restriction on disclosure and without breach of agreement by the receiving party, or (iv) is independently developed by the receiving party without regard to the Confidential Information of the disclosing party. In addition, the receiving party may disclose Confidential Information as required to comply with binding orders of governmental entities that have jurisdiction over it; provided that the receiving party (a) gives the disclosing party reasonable written notice to allow the disclosing party to seek a protective order or other appropriate remedy, (b) discloses only such Confidential Information as is required by the governmental entity, and (c) uses commercially reasonable efforts to obtain confidential treatment for any Confidential Information so disclosed.

7. DATA PROTECTION

7.1 Data Protection. If and to the extent that the Services require Cognizant to process Client's Personal Information, the Parties shall abide by the terms set forth under Exhibit A attached hereto.

8. INDEMNIFICATION.

8.1 Intellectual Property Rights Indemnity. Cognizant agrees to indemnify and hold harmless the Client from and against any costs and damages awarded against the Client by a court pursuant to a final judgment as a result of, and defend the Client against, claims of infringement of a U.S. patent or registered copyright or misappropriation of any trade secret related to a Deliverable.

8.2 Intellectual Property Rights Exclusions. Cognizant shall have no obligation under Section 8.1 or other liability for any infringement or misappropriation claim resulting or alleged to result from: (i) modifications made other than by Cognizant or its Subcontractors, (ii) use of the Deliverables other than for Client's internal purposes or in combination with any equipment, software or material not approved or provided by Cognizant or its Subcontractors, (iii) Client's use or incorporation of materials not provided by Cognizant or its Subcontractors, (iv) the instructions, designs or specifications provided or approved by Client; (v) any software or other materials furnished by any third party other than Cognizant's Subcontractors; or (vi) Client's continuing the allegedly infringing activity after being notified thereof or after being informed and provided with modifications that would have avoided the alleged infringement.

8.3 Infringement Remedies. In the event of an infringement or misappropriation claim as described in Section 8.1 above arises, or if Cognizant reasonably believes that a claim is likely to be made, Cognizant, at its option and in lieu of indemnification, may: (i) modify the applicable Deliverables so that they become non -infringing but functionally equivalent; or (ii) replace the applicable Deliverables with material that is non -infringing but functionally equivalent; or (iii) obtain CONFIDENTIAL INFORMATION 7

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for Client the right to use such Deliverables upon commercially reasonable terms. In the event that none of the foregoing remedies are possible, then Cognizant may (iv) remove the infringing or violative Deliverables and refund to Client the fees received for such Deliverables that are the subject of such a claim based on a five (5) year straight line depreciation. This Section 8 sets forth the exclusive remedy and entire liability and obligation of each Party with respect to intellectual property infringement or misappropriation claims, including patent or copyright infringement claims and trade secret misappropriation.

8.4 Personal Injury and Property Damage Indemnity. Cognizant and Client each agree to indemnify, defend and hold harmless the other from and against any and all claims, actions, damages, liabilities, costs and expenses, including reasonable attorneys' fees and expenses, arising out of third party claims for bodily injury or damage to real or tangible personal property, not including software, data, and documentation, to the extent caused directly and proximately by the gross negligence or willful misconduct of the indemnifying party, its employees or agents.

8.5 Indemnification Procedures. The obligations to indemnify, defend and hold harmless set forth above in this Section 8 will not apply to the extent the indemnified party was responsible for giving rise to the matter upon which the claim for indemnification is based and will not apply unless the indemnified party (i) promptly notifies the indemnifying party of any matters in respect of which the indemnity may apply and of which the indemnified party has knowledge; (ii) gives the indemnifying party full opportunity to control the response thereto and the defense thereof, including any agreement relating to the settlement thereof, provided that the indemnifying party shall not settle any such claim or action without the prior written consent of the indemnified party; and (iii) cooperates with the indemnifying party, at the indemnifying party's cost and expense in the defense or settlement thereof. The indemnified party may participate, at its own expense, in such defense and in any settlement discussions directly or through counsel of its choice on a monitoring, non -controlling basis.

9. WARRANTY.

9.1 Limited Warranty. Cognizant warrants the following:

9.1.1 the applicable Services rendered hereunder will be performed by qualified personnel;

9.1.2 the Professional Services performed will substantially conform to any applicable requirements set forth in the Statement of Work for a period of thirty (30) days (the "Warranty Period") following performance of such Professional Services; and

9.1.3 during the Warranty Period, the Deliverable(s) will materially conform to the corresponding product specifications set forth in the applicable Statement of Work for such Deliverable.

9.2 Remedies. Cognizant does not warrant that any Deliverable will operate uninterrupted or error -free, provided that Cognizant shall remain obligated pursuant to this Section 9. In the event that any Deliverable or Service fails to conform to the foregoing warranty in any material respect, the sole and exclusive remedy of Client will be for Cognizant, at its expense, to promptly use commercially reasonable efforts to cure or correct such failure. The foregoing warranty is expressly conditioned upon (i) Client providing Cognizant with prompt written notice of any claim thereunder prior to the expiration of the applicable Warranty Period, which notice must identify with particularity the non -conformity; (ii) Client's full cooperation with Cognizant in all reasonable respects relating thereto, including, in the case of modified software, assisting Cognizant to locate CONFIDENTIAL INFORMATION 8

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and reproduce the non -conformity; and (iii) with respect to any Deliverable, the absence of any alteration or other modification of such Deliverable by any person or entity other than Cognizant or its Subcontractors.

9.3 Disclaimer. EXCEPT AS EXPRESSLY PROVIDED IN THIS AGREEMENT OR A SOW,

COGNIZANT DOES NOT MAKE OR GIVE ANY REPRESENTATION OR WARRANTY OR

CONDITION OF ANY KIND, WHETHER SUCH REPRESENTATION, WARRANTY, OR

CONDITION BE EXPRESS OR IMPLIED, INCLUDING ANY WARRANTY OF

MERCHANTABILITY, QUALITY, OR FITNESS FOR A PARTICULAR PURPOSE OR ANY

REPRESENTATION, WARRANTY OR CONDITION FROM COURSE OF DEALING OR USAGE OF TRADE.

9.4 Responsibility of Client. In the event that Client asserts any claim for warranty services hereunder and such claim relates to any matter that is determined not to be Cognizant's responsibility hereunder (including any problem with Client's third party vendors, Client's computer hardware or software that was not caused by any Services performed by Cognizant or its Subcontractors), Client will be responsible to pay Cognizant for all costs incurred for all correction or other services performed by Cognizant relating to such claim on a time and materials basis at Cognizant's then standard billing rates.

10. LIMITATION OF LIABILITY AND REMEDIES.

10.1 Exclusion of Damages. In no event shall either Party be liable to the other Party or any other person or entity for any lost profits, special, exemplary, indirect, incidental, consequential or punitive damages or liabilities, or for any costs (including transition costs) associated with procuring substitute or replacement services, of any kind or nature whatsoever (collectively, "Indirect Damages"), whether in an action based on contract, warranty, strict liability, tort or otherwise, even if such Party has been informed in advance of the possibility of such Indirect Damages or such Indirect Damages could have been reasonably foreseen by such Party.

10.2 Total Liability. In no event shall Cognizant's liability to Client or any other person or entity arising out of or in connection with this Agreement or the Services exceed, in the aggregate, the total fees paid by Client to Cognizant pursuant to the applicable Statement of Work in the twelve (12) month period preceding the last act or omission giving rise to any such liability.

11. EMPLOYEES.

11.1 No Employee Relationship. Neither Party's personnel shall be deemed to be employees of the other Party. Each Party and its Affiliates shall be solely responsible for the payment of all compensation to its employees, including provisions for employment taxes, workmen's compensation and any similar taxes associated with employment of its personnel. A Party's employees shall not be entitled to any benefits paid or made available by the other Party to its employees.

11.2 Non -Solicitation Obligations. During the term hereof and for a period of twelve (12) months thereafter, neither Party shall, directly, solicit for employment or employ, or accept services provided by, (i) any employee of the other Party (including employees of Cognizant's Affiliates); or (ii) any former employee of the other Party (including former employees of Cognizant's Affiliates) who performed any work in connection with or related to the Services.

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1t3 Subcontractors and Third -Party Providers. In addition to the right to engage Affiliates to provide Services as specified hereunder, Cognizant may engage non -Affiliate third parties which will be responsible for providing a portion of the Services that Cognizant provides to Client (such as field services and end user support) where such services are not dependent on a product being provided by such third party ("Subcontractors"), provided that such Subcontractors have executed appropriate confidentiality agreements with Cognizant. Cognizant may also (i) engage vendors providing equipment or software (and services in support of such equipment or software) to support the provision of Services and/or (ii) subcontract for third party services or products that are not principally dedicated to performance of Services for the Client, which are not material to a function constituting a part of the Services, do not result in a material change in the way Cognizant conducts its business, or are composed of small scale temporary labor (collectively, "Third Party Providers"). For the avoidance of doubt, Third Party Providers shall not be deemed "Subcontractors" as such term is defined under this Section 11.3;. Cognizant may engage such Third Party Providers pursuant to such Third Party Providers' standard terms and conditions.

Client shall agree in writing to be bound by the Third Party Providers' standard terms and conditions to the extent necessary, if at all, for Client to (iii) be able to use of the relevant Third Party Provider's product or services in connection with its receipt of the Services and/or (iv) make use of any of the Services supported by such Third Party Provider's product/services. No engagement of Subcontractors or Third Party Providers hereunder will relieve Cognizant from any of its obligations under this Agreement.

11.4 Nondiscrimination. To the extent applicable to Services under this Agreement, Cognizant shall abide by the requirements of 41 C.F.R. §§ 60-1.4(a), 60-300.5(a) and 60- 741.5(a). These regulations prohibit discrimination against qualified individuals based on their status as protected veterans or individuals with disabilities, and prohibit discrimination against all individuals based on their race, color, religion, sex, sexual orientation, gender identity or national origin. Moreover, these regulations require that covered prime contractors and subcontractors take affirmative action to employ and advance in employment individuals without regard to race, color, religion, sex, national origin, protected veteran status or disability.

12. TERM AND TERMINATION.

12.1 Term. The Agreement is effective as of the date on the Agreement and shall continue in effect for an initial term ending three years thereafter. The Agreement shall thereafter continue in effect for successive one-year terms, unless not later than sixty (60) days prior to the end of the then -current successive term, either party shall notify the other that the Agreement shall expire, in which event the Agreement shall expire on the last day of the then -current successive term (except with respect to any Statement of Work for which the term set forth in such Statement of Work has not yet been completed, which Statement of Work shall continue until expiration or termination).

12.2 Termination or Suspension. This Agreement may be terminated in whole or in part by either Party (the "non -breaching party") upon written notice to the other Party if any of the following events occur by or with respect to such other Party (the "breaching party"): (i) the breaching party commits a material breach of any of its obligations hereunder and fails to cure such breach within thirty (30) days after receipt of notice of such breach or fails to reach an agreement with the non - breaching party regarding the cure thereof; or (ii) any insolvency of the breaching party, any filing of a petition in bankruptcy by or against the breaching party, any appointment of a receiver for the breaching party, or any assignment for the benefit of the breaching party's creditors. In addition to any right to terminate as provided in this Agreement, the Parties agree that in connection with any dispute for which Client withholds the payment of charges pursuant to this Agreement, if the CONFIDENTIAL INFORMATION 10

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total amount being disputed (other than amounts in dispute resulting from clear billing errors of Cognizant), plus any amount that is undisputed but past due and any interest that has accrued thereon, exceeds the amount of fees billed by Cognizant in the then -prior three-month period (the "Disputed Amount"), Cognizant may, without liability to Client or its Affiliates, with at least 30 days' prior written notice to Client, suspend the further delivery of Services that are not paid for in advance until all payment disputes are resolved using the dispute resolution process set forth in this Agreement. If Client pays the Disputed Amount, Cognizant shall promptly recommence performance of the Services and all Cognizant timing obligations and delivery commitments under this Agreement and/or each applicable SOW shall be extended by the number of days between the date of suspension and the date Cognizant recommences performance of the relevant Services.

12.3 Payment upon Termination. Upon termination, Cognizant will be entitled to recover payment for all Services rendered that have been accepted by Client as conforming to the associated specification through the date of termination (including for work in progress), and in the event of termination of this Agreement, in whole or in part, by either Party pursuant to this Section 12, Cognizant will also be entitled to recover those reasonable costs incurred in anticipation of performance of the Services to the extent they cannot reasonably be eliminated.

12.4 Survival. In the event of termination or upon expiration of this Agreement, Sections 3, 5, 6, 8, 9 (subject to the expiration of any warranty period), 10, 11, 12, and 13 hereof will survive and continue in full force and effect.

13. MISCELLANEOUS.

13.1 Governing Law. This Agreement will be governed by the laws of the State of California without reference to the principles of conflicts of law. The Parties acknowledge and agree that this Agreement relates solely to the performance of services (not the sale of goods) and, accordingly, will not be governed by the Uniform Commercial Code of any State having jurisdiction. In addition, the provisions of the Uniform Computerized Information Transaction Act and United Nations Convention on Contracts for the International Sale of Goods shall not apply to this Agreement.

13.2 Dispute Resolution.

13.2.1 Informal Negotiations. In the event of any dispute, controversy, or claim of any kind arising out of or relating in any way to this Agreement or the breach thereof (each a "Dispute"), prior to filing a notice of claim , the Party claiming a Dispute shall send a written notice to the other Party describing the basis for the Dispute and the requested remedy, and inviting the other Party to have its executive confer with a named executive of the claiming party to attempt to negotiate a resolution.

To the fullest extent permitted by Law, each Party irrevocably waives all rights to a trial by jury.

13.3 Binding Effect and Assignment. Neither Party may assign or otherwise transfer any of its rights, duties or obligations under this Agreement without the prior written consent of the other Party, except either Party may, upon prior written notice to the other Party (but without any obligation to obtain the consent of such other Party), assign this Agreement or any of its rights hereunder to any Affiliate of such Party, or to any entity who succeeds (by purchase, merger, operation of law or otherwise) to all or substantially all of the capital stock, assets or business of CONFIDENTIAL INFORMATION 11

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such Party, if such entity agrees in writing to assume and be bound by all of the obligations of such Party under this Agreement. This Agreement shall be binding upon and inure to the benefit of the Parties hereto and their respective successors and permitted assignees.

13.4 No Third Party Beneficiaries. This Agreement shall not confer any rights or remedies upon any person other than the Parties and their respective successors and permitted assigns.

13.5 Notices. All notices required by this Agreement will be given in writing to the other Party and delivered by registered mail, international air courier, facsimile, or the equivalent. Notices will be effective when received as indicated on the facsimile, registered mail, or other delivery receipt.

All notices will be given by one Party to the other at its address stated on the first page of this Agreement unless a change thereof previously has been given to the Party giving the notice.

13.6 Amendments and Waivers. This Agreement may be modified only by a written amendment executed by duly authorized officers or representatives of both Parties. No waiver by either Party of any right or remedy hereunder shall be valid unless the same shall be in writing and signed by the Party giving such waiver. No waiver by either Party with respect to any default, misrepresentation, or breach of warranty or covenant hereunder shall be deemed to extend to any prior or subsequent default, misrepresentation, or breach of warranty or covenant hereunder or affect in any way any rights arising by virtue of any prior or subsequent such occurrence.

13.7 Severability. If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, then such provision shall be severed from this Agreement and the remaining provisions will continue in full force.

13.8 Counterparts. This Agreement and each Statement of Work may be executed in several counterparts and by facsimile signature, each of which will be deemed an original, and all of which taken together will constitute one single agreement between the Parties with the same effect as if all the signatures were upon the same instrument. A telecopy signature shall be as legally effective as an original signature. Any executed copy shall not be binding upon any Party until all Parties have duly executed a copy of this Agreement. This Agreement shall be effective upon the date of the last such signature, so long as all signatures are obtained within fifteen (15) days of each other.

13.9 Entire Agreement This Agreement and all Statements of Work and Contractor agreements attached hereto constitute the complete and exclusive statement of the agreement between the Parties and supersede all proposals, oral or written, and all other prior or contemporaneous communications between the Parties relating to the subject matter herein.

13.10 Press Releases and Announcements. Either Party may make any public disclosure it believes in good faith is required by applicable law, regulation or stock market rule (in which case the disclosing party shall use reasonable efforts to advise the other Party and provide it with a copy of the proposed disclosure prior to making the disclosure).

13.11 Headings. The section headings contained in this Agreement are inserted for convenience only and shall not affect in any way the meaning or interpretation of this Agreement.

13.12 Consents and Approvals. Except where expressly provided as being in the discretion of a Party, where approval, acceptance, consent or similar action by either Party is required under this Agreement or the applicable Statement of Work, such action shall not be unreasonably withheld or delayed.

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IN WITNESS WHEREOF, Cognizant and Client have caused this Agreement to be signed and delivered by their duly authorized officers, all as of the date first herein above written.

COGNIZANT WORLDWIDE LIMITED CITY OF SANTA MARIA, CALIFORNIA Signature: Signature:

Print Name: Print Name:

Title: Title:

Solely for the purpose of acknowledging that CTS US may perform local services in the United States of America in accordance with Section 1.1:

COGNIZANT TECHNOLOGY SOLUTIONS U.S. CORPORATION
Signature:

Print Name:

Title:

CONFIDENTIAL INFORMATION 13

EXHIBIT A

DATA PROTECTION AGREEMENT
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COLLABORATIVE

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This Data Protection Agreement (this "DPA"), is entered into by and between Cognizant Worldwide Limited (collectively with its Affiliates, "Cognizant") and City of Santa Maria, California ("Client") (each a "Party" and collectively, "Parties"), pursuant to the terms and conditions of the Master Services Agreement (the "Agreement") effective March _, 2024 between the Parties.

General Data Protection Terms

1. Introduction.

1.1. Order of Precedence. This DPA is part of the Agreement, and the terms of this DPA are in addition to, and not in lieu of, the terms in the Agreement. Other than with respect to the limitations of liability set forth in the Agreement, which shall govern and control in all cases, the terms of this DPA shall prevail over any conflicting terms in the Agreement's other sections.

2. Definitions.

2.1. In this DPA:
a. "Access" or "Accessing" means to access, view, alter, use, process, transfer, store, host, disclose, erase, destroy, or dispose of Protected Data, and includes any operation or set of operations performed upon Protected Data, whether or not by automated means.
b. "Applicable Laws" means the privacy, data security, and data protection laws, directives, regulations, orders, and rules in the jurisdiction(s) applicable to the Cognizant and/or the Services provided under the Agreement. c. "Applicable Standards" means government standards, industry standards, and commercially reasonable practices related to privacy, data security or data protection that are applicable to Cognizant and the Services provided under the Agreement, or such other standards as otherwise agreed to by the Parties and specifically set forth in an applicable Statement of Work or other written agreement. d. "Authorized Person(s)" means the individual(s) to whom Client or Cognizant has granted Access to Protected Data.
e. "Employee Personal Data" means the Personal Information of the personnel of Cognizant, Cognizant's Affiliates, or Cognizant subcontractors or other representatives.
f. "European Data Protection Legislation" means: Regulation 2016/679 of the European Parliament and of the Council on the protection of natural persons with regard to the processing of Personal Data and on the free movement of such data, and repealing Directive 95/46/EC ("General Data Protection Regulation"), including CONFIDENTIAL INFORMATION 14

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any applicable delegated acts adopted by the European Commission and any applicable national legislation made under or otherwise adopted by member states of the EEA (defined below), Switzerland, or the UK pursuant to specific rights or powers contained within the General Data Protection Regulation and all other applicable legislation in the EEA, Switzerland, and the UK relating to the protection of Personal Information.
"include" or "including" means including but not limited to. h. "Personal Data" means: any information relating to an identified or identifiable natural person; an identifiable person is one who can be identified, directly or indirectly, in particular by reference to an identifier such as a name, an identification number, location data, online identifier or to one or more factors specific to the physical, physiological, genetic, mental, economic, cultural or social identity of that person. "Personal Information" means: (i) information relating to an identified or identifiable individual in any form or medium; (ii) information related to an identified or identifiable individual that is protected under Applicable Law (including Personal Data); or (iii) information that is not specifically about an identified or identifiable individual but, when combined with other information, may identify an individual. In the event that the definition of Personal Information in this DPA is inconsistent with a definition of Personal Data, Personal Information, or similar concept under an Applicable Law, then the definition of such concept under the Applicable Law shall prevail solely to the extent of the inconsistency.
"Protected Data" means the Personal Information to which Client has granted Cognizant access for the performance of Cognizant's obligations under the Agreement.
k. "Security Incident" means the unauthorized or unlawful destruction, loss, alteration, or disclosure of Protected Data caused by Cognizant's breach of this DPA. Security Incidents will not include unsuccessful attempts to Access Protected Information or to interfere with system operations in an information system, such as "scans" or "pings" on a firewall.

I. "Security Standards" has the meaning set forth in Section 5 of this DPA.

2.2. All capitalized terms that are not expressly defined in this DPA will have the meaning given to them in the Agreement. All examples are illustrative and not the sole or exclusive examples of a particular concept.

3. General Obligations.

3.1. Compliance. Cognizant agrees that, during the period in which Cognizant has been given Access to Protected Data, it will comply with its obligations under Applicable Laws.

Cognizant will provide commercially reasonable information, assistance, and cooperation regarding the processing of Personal Information as Client may reasonably require to enable Client to comply with Applicable Laws, including (when required by Applicable Laws) assisting Client (at Client's expense) with its security, notification, communication, recordkeeping, and reporting obligations under Applicable Laws.

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3.2. Purpose Limitation. Cognizant agrees that it will Access Protected Data: (i) in accordance with the lawful, written instructions of Client (provided such instructions are reasonable and provided that Client shall be responsible for any material costs incurred by Cognizant in order to comply with such documented instructions); (ii) for the proper management and administration of Cognizant or to carry out Cognizant's legal responsibilities under Applicable Laws; and (iii) to fulfill its obligations under the Agreement and the relevant Statement(s) of Work.

3.3. International Transfers of Personal Information. When applicable, and where required by Applicable Laws, the Parties agree to execute appropriate data transfer agreements to ensure the lawfulness of cross -border transfers of Personal Information.

3.4. Duty of Confidentiality. Cognizant agrees that Authorized Persons to whom Cognizant has granted Access to Protected Information will be subject to a duty of confidentiality (whether such duty is contractual, statutory, or otherwise).

3.5. Individual Rights. Cognizant will reasonably assist the Client to fulfill or resolve an individual's request for access to his or her Personal Information, including with respect to a request from a data subject to exercise any of his or her rights under Applicable Laws (including the rights of access, correction, blocking, objection, erasure and data portability, as applicable). If Cognizant receives such a request directly from the individual(s), Cognizant will promptly inform Client of the request.

3.6. Prohibited Personal Information. Client will not provide Cognizant with Access to Personal Information that contains any special categories of Personal Data or information related to criminal convictions and offenses that are not expressly disclosed in the relevant SOW(s).

4. Obligations for Special Categories of Personal Information.

4.1. European Data Protection Requirements. If Cognizant or a Cognizant Affiliate: (i) is established within the European Economic Area ("EEA"), Switzerland, or the UK and processes Personal Data of EEA or UK data subjects on behalf of Client or a Client Affiliate as part of the Services; (ii) processes Personal Data on behalf of a Client Affiliate established in the EEA, Switzerland, or the UK as part of the Services; or (iii) processes the Personal Data of data subjects located in the EEA, Switzerland, or the UK on behalf of the Client or a Client Affiliate as part of the Services, then the Parties will enter into additional EU-specific data privacy terms with respect to the Services that involve processing of such Personal Data.

4.2. HIPAA. If and to the extent Cognizant has Access to Protected Health Information as defined at 45 C.F.R. §160.103 ("PHI") subject to the Health Insurance Portability and Accountability Act of 1996 ("HIPAA"), then the Parties shall enter into a mutually agreeable Business Associate Agreement subject to the provisions of the Agreement.

5. Security Standards.

5.1. Minimum Security Standards. Cognizant agrees to implement and maintain commercially reasonable and appropriate administrative, technical, organizational, and physical controls designed to provide a level of security appropriate to the risk and to protect the confidentiality, integrity, and availability of Protected Data ("Security, CONFIDENTIAL INFORMATION 16

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Standards"), including: (i) controls designed to secure facilities, infrastructure, data centers, servers, hard copy files, systems, equipment, applications, and devices used to Access Protected Data, including controls to monitor, prevent, detect, and respond to Security Incidents; (ii) policies and practices limiting Access to Protected Data only to Authorized Persons; and (iii) procedures to regularly assess and evaluate the effectiveness of the Security Standards.

5.2. Training. Cognizant will provide privacy and security training for all Authorized Persons who Access Protected Data.

5.3. Client Responsibility for Employee Personal Data. To the extent that Client has Access to Employee Personal Data, Client shall implement and maintain, in compliance with Applicable laws, a data privacy and security program to protect Employee Personal Data to a standard materially the same as those required of Cognizant hereunder. Client shall collect only the minimum necessary amount of Employee Personal Data to comply with Client's obligations under Applicable Laws.

6. Return and Disposal of Protected Data. Upon the earlier of Client's written request or termination or expiration of the Agreement, Cognizant will securely destroy or, at Client's expense, return the Protected Data in accordance with Client's reasonable written instructions. Cognizant agrees to return or destroy Protected Data within ninety (90) days of receipt of Client's written request or expiration or termination of the Agreement, as applicable; provided, however, that Cognizant may retain copies of Protected Information that Cognizant is legally required to retain, subject to a continued obligation to hold the same in confidence in accordance with this Agreement.

7. Security Incident Response.

7.1. Security Incident Response Program. Cognizant will maintain an incident response program in compliance with Applicable Laws to respond to Security Incidents.

7.2. Notice, Investigation, and Remediation. In the event of a Security Incident, Cognizant will notify Client without undue delay (and in no event more than seventy-two (72) hours after confirmation of the Security Incident). This notification will include, to the extent know at the time notice is sent: (i) a description of the Security Incident; (ii) the categories and types of Protected Data affected; and (iii) if applicable, the categories and number of data subjects and individual records affected. Additionally, Cognizant will promptly investigate and remedy the Security Incident, take commercially reasonable steps to mitigate the effects of the Security Incident and to prevent further Security Incidents, and take other actions required of it by Applicable Laws.

7.3. No Unauthorized Statements. Except as required by Applicable Laws, neither Party will make public statements concerning a Security Incident that references or identifies either Party, unless both Parties have provided express written consent for any such statement prior to its release.

8. Change in Law. If an Applicable Law becomes effective after the execution of this DPA and is inconsistent with the terms of this DPA or otherwise requires the Parties to amend this DPA or change the Services, the Parties agree to enter into good faith negotiations to make required changes to the Security Standards, the Services, and/or to amend this DPA or the Agreement.

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9. Survival. Cognizant's obligations under this DPA will survive termination or expiration of the Agreement and/or completion of the Services solely to the extent Cognizant is required to Access Protected Data.

IN WITNESS WHEREOF, Cognizant and Client have caused this DPA to be signed and delivered by their duly authorized officers, all as of the date first herein above written.

COGNIZANT WORLDWIDE LIMITED CITY OF SANTA MARIA, CALIFORNIA Signature: Signature:

Print Name: Print Name:

Title: Title:

CONFIDENTIAL INFORMATION 18

� cognizant
Prepared For:

City of Santa Maria
Statement of Work
Workday Deployment Services
Preparation Date: October 10, 2023
ATTACHMENT C-1

Statement of Work

STATEMENT OF WORK
FOR

WORKDAY DEPLOYMENT SERVICES
This Statement of Work ("SOW") is made effective on the 24th of June 2024 (the "SOW Effective Date") by and between City of Santa Maria ("Client"), having its principal place of business at 110 E. Cook Street, Santa Maria, CA 93454 and Collaborative Solutions, LLC, a limited liability company ("CSLLC"), having its principal place of business at 300 Frank W Burr Boulevard, Suite 36, 6th Floor, Teaneck, NJ 07666 for Services scheduled to begin on June 24, 2024 ("Start Date") and expected to end on January 30, 2026.

This SOW, together with Exhibit A, Exhibit B and the Agreement, set out the terms pursuant to which CSLLC will provide certain Services, as further described below, to City. CSLLC has subcontracted with Sprypoint and CanAm to provide the services listed in Exhibits A and B, respectfully, to the City on CSLLC's behalf.

This SOW is being entered into in connection with and subject to the terms and conditions contained in the Master Services Agreement between CSLLC and Client dated as of March _, 2024 (the "Agreement"). All capitalized terms used herein that are not otherwise defined shall have the same meaning as ascribed to such terms in the Agreement.

RECITALS
A. Whereas, the City issued a Request for Proposal for Enterprise Resource Planning (ERP) Software and Implementation Services on October 3, 2022 (hereafter "RFP"), a copy of which is attached hereto as Exhibit B and incorporated herein by this reference; and B. Whereas, Cognizant through its predecessor entity Collaborative Solutions, LLC provided a proposal in response to the RFP on November 14, 2022 (hereafter "Proposal") a copy of which is attached hereto as Exhibit C and incorporated herein by this reference; and C. Whereas the Proposal called for services to be provided by: (1) Cognizant (as implementation partner); (2) Workday (as primary software vendor); (3) SpryPoint (for utility billing); (4) Can/Am Teller (for centralized cashiering); and (5) Debtbook (for debt and lease management). Workday, SpryPoint Can/Am Teller and DebtBook are sometimes individually referred to herein as a "Contractor" or "Tenant" and collectively referred to herein as the "Tenants" or "Contractors".

D. Whereas, as the implementation partner, Cognizant desires to act as the lead company for implementation and integration of the hardware, software, programs, platforms and services ("Systems and Services") of each of the Contractors referred to herein in order to satisfy the requirements of the RFP, and Cognizant desires to be responsible for completion of the ERP Software and Implementation Project for the City as set forth in the RFP (hereinafter the "Project"). 1 Statement of Work
E. Whereas, prior to or concurrently herewith, each of the Contractors is entering into its own separate agreement directly with the City under which each Contractor will be responsible for and will implement their own particular Systems and Services for the City. Each such agreement is attached hereto as an Exhibit and incorporated herein.

F. Whereas, the City is relying on Cognizant to act as the lead company for implementation and integration of the Project, and is relying on all Contractors to cooperate with each other and with Cognizant, and to be responsible for and to implement and integrate their own particular hardware, software, programs, platforms and services for the City as part of the Project.

NOW, THEREFORE, for and in consideration of the promises and the mutual covenants contained herein and other good and valuable consideration, the receipt, adequacy and sufficiency of which are hereby acknowledged, the Parties hereto covenant and agree as follows:

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

1.1 Organization Scope

1.1.1 Person Population
Population Type
Count
Active Employees
Contingent Workers
Terminated Workers
Seven hundred and
fifty-five(755)
Retirees
Former Workers
Region
Countries
North America
United States

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

1.1.3 Currency: United States Dollars ("USD").

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

1.1.5 Program Management & Oversight (PMO):
2 Statement of Work
Oversight Services. Cognizant represents and warrants that it has reviewed each of the attached agreements entered into between the City and each of the four Contractors (Workday, SpryPoint Can/Am Teller and DebtBook). Cognizant agrees that it shall act as project manager for and shall provide overall management, oversight, coordination and direction for the installation and implementation of the Statements of Work and of the Systems and Services provided by each Contractor, for the integration of all such Statements of Work and Systems and Services into the Project for the City. Cognizant represents and warrants that it has the capacity, personnel, knowledge and experience to perform these project management functions.

Cognizant shall have overall project management responsibility that includes coordination and program management of all Contractor activities as part of the Project. Cognizant will be responsible for developing, testing, and implementing integrations between the in -scope systems of each Contractor, and will coordinate activities with necessary parties to create all in -scope integrations. Cognizant will serve as the primary program manager and collaborate with a management team made up of resources from the City and each individual Contractor. Cognizant will align the implementation tasks with the implementors' schedule and supervise activities to ensure the City objectives are achieved in the best possible manner with quality control and assurance and in conformance to the functional requirements asserted in the Proposal submitted to the City (Exhibit C) and in the agreements from each Contractor.

1.1.5.1 Support the following program management activities:

1.1.5.1.1 Program roadmap — Management of all mutually agreed upon projects or workstreams across the program

1.1.5.1.2 Program schedule and key milestones log

1.1.5.1.3 Manage consolidated, program level status report.

1.1.5.1.4 RAID log management (Risks, Actions, Issues and Decision)

1.1.5.1.5 Workday, SpryPoint, Teller, Project management plan.

1.1.5.1.6 Cutover plan

1.1.5.2 Support the following for documentation and facilitation:

1.1.5.2.1 Status and RAID reviews with program project managers and leads - Weekly.

1.1.5.2.2 Status Meeting with PMO leadership team - Bi-weekly

1.1.5.2.3 Executive Committee Meeting — Monthly

1.1.5.3 Support project communication:

1.1.5.3.1 Ensure timelines and tasks are well coordinated across program activities.

1.1.5.3.2 Drive consistency and clarity across program status reporting

1.1.5.3.3 Support communication across the program team CSLLC Services
Client Responsibilities
• Provide program management support as defined
in the CSLLC scope of services
• Coordinate with CSLLC project and client project
managers as needed
• Create and maintain program roadmap
• Lead the development and maintenance of
consolidated program schedule
• Maintain program RAID Log
• Facilitate resolution of escalations and/or RAID
log items
• Provide program management leadership and
guidance to CSLCC program manager
• Provide client project managers for all program
workstreams and projects
• Provide input to roadmap and approval as need
• Participate in the development and maintenance of
the consolidated program schedule
• Maintain program RAID log
• Facilitate resolution of escalations and/or RAID log
items as needed
3 Statement of Work
• Create and/or facilitate the creation of program
status reports
• Provide status for CSLLC owned
projects/workstreams
• Jointly schedule meetings and status reporting
• Co -create presentations for executive governance
meetings
• Conduct program/project meetings
• Request sign off on program deliverables as
needed

1.2 Functionality Scope
• Provide input to program status reports
• Provide status for client owned
projects/workstreams
• Jointly schedule meetings and status reporting
• Co -create presentations for executive governance
meetings
• Co -lead program/project meetings
• Sign off on program deliverables as needed
The following functional areas will be configured within the Workday application. This project is being deployed using CSLLC's Cynergy methodology.

Functional Area
HUMAN
Location Scope I Phase
CAPITAL MANAGEMENT ("HCM")
HCM: Core
United States of America
2 Compensation: Core
United States of America
2 Benefits
United States of America
2 Talent & Performance
Management
United States of America
2 Learning Management
United States of America
2 Absence Management
United States of America
2 Time Tracking
United States of America
2 Payroll
United States of America
2 FINANCIALS
Core Financial Management,
Accounting, and Finance
United States of America
1 Financial Accounting
United States of America
1 Commitment Accounting
United States of America
1 Budgets
United States of America
1 Banking and Settlement
United States of America
1 Procurement
United States of America
1 Supplier Accounts
United States of America
1 Business Assets
United States of America
1 Expenses
United States of America
1 Revenue Management
United States of America
1 4

Statement of Work
Functional Area
Location Scope Phase
Project and Work Management
United States of America
1 Grants Management
United States of America
1 Planning
United States of America
1 CROSS -FUNCTIONAL
Prism
United States of America
1 Mobile Solutions
United States of America
1 Employee Self -Service
United States of America
1 Manager Self -Service
United States of America
1 Configuration of the functional areas above will be limited to the functionality Scope contained in Appendix D of this SOW.
5 Statement of Work

1.3 Prism Use Case(s)
The Prism use cases(s) below are included in the Scope of this SOW:
• Description of the Prism use case(s) which are in Scope:
• Up to four (4) Source System Tables
• Use of Existing Security
• Low Transformation Complexity
• One (1) Discovery Board
• One (1) Low Complexity Report
• One (1) Medium Complexity Report
• Two (2) DA Reviews
• Two (2) Migrations

1.4 Data Conversion Scope
Phase 1: Three (3) tenant builds are included in the Scope of this SOW. Data from Client's copy of current production systems will be converted into Workday during each of the conversion cycles without data scrambling or masking. Data scrambling or masking is not included in the Scope of this SOW, except for email addresses for all person types which will be masked until the Gold/pre-production build. The tenant builds for this SOW include:
• Foundation/Configuration build
• End -to -end build
• Gold/pre-production build
PHASE 2: Four (4) tenant builds are included in the Scope of this SOW. Data from Client's copy of current production systems will be converted into Workday during each of the conversion cycles without data scrambling or masking. Data scrambling or masking is not included in the Scope of this SOW, except for email addresses for all person types which will be masked until the Sandbox build. The data load cycles for this SOW include:
• Configuration build (starting point is a copy of Production) • End -to -end build (starting point is a copy of Production) • Parallel build (starting point is a copy of production) • Sandbox/Production build
The data conversion Scope is further detailed in Appendix E. Cynergy data validation reports will be provided as a starting point for data conversion files. Minor modifications will be necessary for Client specific requirements of additional data points; however, any additional changes to the delivered reports are considered out -of -Scope. 6 Statement of Work

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

Phase 1 — Financials:

Integrations Owner Cloud
Connect
Enterprise Interface Workday Other
Builder/Document
Transformation Service
Studio
CSLLC Seven (7)
One (1)
Seven (7)
Two (2)
Client Zero (0)
Zero (0)
Zero (0)
Zero (0)
Phase 2 — HCM/PATT:

Integrations
Owner
CSLLC
Client
Cloud
Connect
Enterprise Interface
Builder/Document
Transformation Service
Workday
Studio
Other

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

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

1.7 End User Organizational Change & Training ("OC&T") Scope As they relate to the applications, areas, and events specified in Sections 1.1 and 1.2 above, CSLLC will complete Organizational Change Management and Training Services. Specific Services and tasks to be performed by CSLLC and the Client are detailed in Section 2.0 below. All OC&T activities, communication, materials, and Deliverables will be conducted and/or produced in English.

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

Statement of Work
Stage
CSLLC Services
Client Responsibilities
Strategy
• Assemble the CSLLC project team for
Strategy stage
• Conduct Strategy planning sessions
• Schedule Strategy meetings and
provide status reporting
• Participate in weekly project meetings
• Jointly schedule Strategy workshops
• Executive Summary
• Conduct Strategy Map session
• Define Project Governance and
Decision -making Model
• Conduct Data Conversion Readiness
session
• Conduct Foundation Data Assessment
sessions
• Conduct Workday Technology,
Enterprise Architecture, and Reporting
sessions
• Conduct Production Governance
sessions
• Conduct Service Delivery Model
sessions
• Provide stage sign -off document
• Assemble the Client project team for
Strategy stage
• Attend Strategy planning sessions
• Attend weekly project meetings
• Jointly schedule Strategy workshops
• Participate in Strategy workshops: Strategy
Map, Project Governance Model,
Technology Readiness, and Service
Delivery Model
• Provide input into the executive
presentation summary
• Provide stage sign -off document
• Optional:
o Perform business process
optimization sessions
o Conduct current state reviews
o Document future state processes
o Create process maps and identify
gaps
Plan
• Assemble the CSLLC project team
• Deliver discovery templates
(deployment discovery questionnaire,
integration discovery document) to
Client
• Establish a regular cadence of status
report and governance meetings
including a monthly steering committee
meeting
• Jointly schedule planning sessions
• Create the integration tracker
(dashboard)
• Conduct functional and technical
project planning sessions
• Create the Project Plan
• Create the Project Charter
• Create baseline tenant management
plan
• Identify initial risks and
recommendations to reduce risk
• Identify and provide project team and
project Subject Matter Experts ("SMEs")
• Identify stakeholders, sponsors, and system
administrators
• Participate in functional and technical
planning sessions
• Establish and attend monthly Steering
Committee meetings including CSLLC
Engagement Manager ("CSLLC EM")
• Provide input into the Project Plan
• Provide input into the Project Charter
• Participate in and provide input into data,
reporting, and integration readiness
workshops
• Participate in integration planning session
• Prepare for and Lead project kick off
meeting
• Provide plan and policy documents
• Provide integration requirements and
existing sample files
8 Statement of Work
Stage
CSLLC Services
Client Responsibilities
• Participate in and support the project
kickoff meeting
• Conduct data and reporting readiness
workshops
• Provide the sample data conversion
and validation strategy template;
advise on development of the Data
Conversion Strategy & Plan
• Provide data conversion and
configuration workbooks
• Assist with questions regarding
mapping of data to Workday data
model
• Jointly schedule architect workshops
• Conduct Foundation Data Model
(FDM) Architect sessions
• Jointly create the executive
presentation for project kickoff meeting
• Provide Test Strategy sample
template; advise on development of
the Test Strategy
• Build Foundation Tenant for Phase 1,
Copy Production Tenant into
Implementation Tenant in preparation
for Configuration Build for Phase 2
• Work with Client to set up CSLLC's
SFTP site for sharing
confidential/private employee data
• Load Client data for
Foundation/Configuration tenant
• Provide feedback regarding potential
data issues and exceptions from the
Foundation/Configuration build
• Schedule and conduct Project Initiation
Checkpoint Workday Delivery
Assurance review
• Provide stage sign -off document
• Notify third -party vendors for integrations
and obtain agreement to project timelines
• Provide third -party vendors contact
information
• Develop data conversion strategy and test
strategy plan
• Participate in and provide input to
organizational change and training strategy
workshop
• Complete data gathering and configuration
workbooks and submit to CSLLC's Secure
File Transfer Protocol (SFTP) site
• Review and approve project governance,
strategy map, readiness workshop output
and change strategy (plan stage
deliverables)
• Participate in executive readout of Strategy
stage deliverables
• Jointly identify initial risks and
recommendations to reduce risk
• Initiate process of receiving requirements to
third -party vendors
• Receive integration requirements from third -
party vendors
• Confirm Client Support Contact
• Develop training plan for project resources
• Identify key resources to complete Workday
training
• Complete Workday training including
workbook, integration, and functional
training
• Jointly create the executive presentation for
project kickoff meeting
• Provide plan and policy documents
• Work with CSLLC to set up CSLLC's SFTP
site for sharing confidential/private
employee data
• Provide implementation tenant for exclusive
use on this project
• Jointly schedule architect workshops
• Sign off on stage
Architect
&
Configure
• Manage the Project Plan
• Participate in weekly one (1) hour
project management meetings
• Provide weekly status report
• Provide input to the project plan
• Participate in weekly project and
workstream meetings
• Co -Lead steering committee meetings
9 Statement of Work
Stage
CSLLC Services
Client Responsibilities
• Co -lead monthly Steering Committee
status meetings
• Conduct weekly one (1) hour
workstream meetings as needed
• Develop initial change impact
document based on Plan readiness
sessions then transition change impact
document to Client to own and
maintain change impacts in Architect
and customer confirmation sessions
• Conduct Architect workshops
• Develop the CSLLC assigned
integration design approach
documents; advise Client on
development of design approach
documents for Client assigned
integrations
• Provide the data -gathering workbooks
for the configuration tenant
• Deliver the initial functional design
documentation for sign off
• Assist with questions regarding
mapping of data to Workday data
model
• Build configuration tenant. Provide
exception reports/issues log from
tenant build
• Deliver Cynergy tenant validation
reports and support validation efforts
of configuration tenant
• Provide baseline end -to -end Test
templated scenarios to Client for
review and use determination
• Conduct smoke test for configuration
tenant
• Begin functional knowledge transfer
process during configuration tenant
smoke testing
• Jointly conduct Workday Customer
Confirmation Sessions ("CCS")
• Develop CSLLC assigned integrations
• Conduct smoke testing of integrations
developed by CSLLC
• Create Integration operations
instruction guides for CSLLC assigned
integrations
• Update functional design documents
• Provide project SMEs for Architect and
Customer Confirmation Sessions
• Participate in Architect and Customer
Confirmation Sessions
• Assist in clarifying configuration
requirements
• Review and approve initial change impact
document then own and maintain for
duration of project
• Conduct integrations Architect workshop
(design sessions) for Customer assigned
integrations
• Develop Client assigned integration design
approach documents
• Agree to integration design approach
documents (after detailed design review
sessions)
• Review and sign off on functional design
documents
• Finalize Data Conversion Strategy and Plan
• Update data -gathering workbooks for
configuration tenant
• Develop extract scripts and provide
validated extract data from legacy system(s)
into a single set of data into the CSLLC
prescribed data conversion templates for
load to the Workday platform for the
configuration tenant
• Provide Client personal data/personally
identifiable information for configuration
tenant and submit to CSLLC's secure
transfer site
• Validate configuration tenant build
• Review and resolve issues from exception
reports
• Review existing reports and confirm which
Workday reports will meet these needs and
identify any necessary custom reports as
part of the Architect & Configure stage
• Finalize Test Strategy
• Develop catch-up data transaction entry
approach
• Define and document test plan and test
scenarios (end -to -end and regression)
• Jointly conduct CCS
• Develop Client assigned integrations
• Conduct unit testing of configuration
10 Statement of Work
Stage
CSLLC Services
Client Responsibilities
• Provide smoke test scenarios from
architect workshops and advise on
Client defined test scenarios
• Provide input on test management
processes and tools including defect
management, status tracking/reporting
and daily test status meetings
• Review Client defined test scenarios
for end -to -end and production dress
rehearsal
• Design, develop and smoke test
CSLLC assigned reports
• Deliver final CSLLC maintained design
workbooks to Client at the end of the
stage
• Assist with questions regarding
mapping of data to Workday data
model
• Build of end -to -end tenant
• Provide exception reports/issues log
from end -to -end tenant build
• Deliver Cynergy tenant validation
reports and support validation efforts
of end -to -end tenant
• Provide stage sign -off document
• Conduct smoke testing of integrations
developed by Client
• Create integration operations guides for all
Client assigned integrations
• Review integration smoke test results and
final integration design to provide signoff of
integrations ready for end -to -end testing
• Participate in functional knowledge transfer
during configuration tenant unit testing
• Define and implement test management
processes and tools including defect
management, status tracking/reporting and
daily test status meetings
• Develop comprehensive cross -functional
scenarios from smoke and/or end -to -end
Test templated scenarios provided by
CSLLC
• Review and finalize test scenarios, test
scenario assignments and detailed daily
test plan
• Train and prepare testers for testing
• Develop material to be presented at the
Test Kickoff meeting
• Design, develop and unit test Client
assigned reports
• Sign off on functional design documents
• Develop extract scripts and provide
validated extract data from legacy system(s)
into a single set of data into the CSLLC
prescribed data conversion templates for
load to the Workday platform for the end -to -
end tenant
• Provide Client personal data/personally
identifiable information for end -to -end
tenant and submit to CSLLC's secure
transfer site
• Validate end -to -end tenant build
• Review and resolve issues from exception
reports
• Sign off on stage
Phase 1
Test
• Manage the project plan
• Conduct weekly project meetings and
workstream meetings
• Co -lead Steering Committee meetings
• Participate in test kickoff session
• Provide input to the project plan
• Participate in weekly project meetings and
workstream meetings
• Co -lead Steering Committee meetings
• Lead test kickoff session
• Lead daily end -to -end test meetings
11 Statement of Work
Stage
CSLLC Services
Client Responsibilities
• Conduct one (1) hour navigation
review per workstream, at start of test
cycle
• Create integrations schedule
recurrence tracker
• Support integration defect resolution
for CSLLC assigned integrations
• Provide functioning CSLLC assigned
integrations per the test plan
• Prepare and conduct production dress
rehearsal - user experience sessions
• Prepare and conduct production dress
rehearsal — governance & engagement
• Prepare and conduct production dress
rehearsal — support operations
• Coordinate the first Workday product
release during the project along with
knowledge transfer for the Client to
manage subsequent updates
• Participate in one (1) thirty (30) minute
daily end -to -end test status meeting,
limited to one (1) CSLLC functional
workstream consultant and one (1)
CSLLC integration consultant (if
applicable) for workstreams where
there is an open issue
• Conduct up to five (5) one (1) hour
knowledge transfer meetings, per
workstream
• Resolve CSLLC assigned test
incidents; support Client in resolution
of Client assigned test incidents
• Provide sample deployment cutover
plan; advise Client in developing
detailed cutover plan
• Provide knowledge transfer workbook
for sign off
• Provide Workday Go -Live checklist
• Provide stage sign -off document
• Execute all test scenarios (end -to -end and
regression) and provide test management
(e.g., testing coordination, compiling
scenarios, reporting metrics, etc.)
• Resolve Client assigned test incidents
• Support integration defect resolution for
Client assigned integrations
• Provide functioning Client assigned
interfaces per the test plan
• Coordinate, plan and participate in
production dress Rehearsal - user
experience sessions
• Coordinate, plan and participate in
production dress rehearsal — governance
& engagement
• Coordinate, plan and participate in
production dress rehearsal — support
operations
• Client SMEs to participate in knowledge
transfer meetings
• Develop subset or supplemental scenarios
for additional testing during the Test stage
• Plan and execute performance testing if
required by Workday
• Update system configuration as required
• Update design documentation (as required
by internal Audit team)
• Participate in the first Workday product
release during the project; coordinate
activities related to subsequent updates
• Manage and sign off on all test results
(end -to -end and regression)
• Complete test of extraction and load
process for catch-up data transaction entry
• Develop deployment cutover plan
• Complete and sign the Workday Go -Live
checklist
• Complete and sign off on the knowledge
transfer workbook
• Sign off on stage
Phase 2
Test
• Manage the project plan
• Conduct weekly project meetings and
workstream meetings
• Co -lead Steering Committee
meetings
• Participate in test kickoff session
• Provide input to the project plan
• Participate in weekly project meetings and
workstream meetings
• Co -lead Steering Committee meetings
• Lead test kickoff session
12 Statement of Work
Stage
CSLLC Services
Client Responsibilities
• Conduct one (1) hour navigation
review per workstream, at start of test
cycle
• Create integrations schedule
recurrence tracker
• Support integration defect resolution
for CSLLC assigned integrations
• Provide functioning CSLLC assigned
interfaces per the test plan
• Prepare and conduct production
dress rehearsal - user experience
sessions
• Prepare and conduct production
dress rehearsal — governance &
engagement
• Prepare and conduct production
dress rehearsal — support operations
• Coordinate the first Workday product
release during the project along with
knowledge transfer for the Client to
manage subsequent updates
• Participate in one (1) thirty (30)
minute daily end -to -end or parallel
test status meeting, limited to one (1)
CSLLC functional workstream
consultant and one (1) CSLLC
integration consultant, if applicable for
workstreams where there is an open
issue
• Conduct up to five (5) one (1) hour
knowledge transfer meetings, per
workstream
• Resolve CSLLC assigned test
incidents; advise Client in resolution
of Client assigned test incidents
• Assist with questions regarding
mapping of data to Workday data
model
• Build of parallel tenant
• Provide exception reports/issues log
from parallel tenant build
• Deliver Cynergy tenant validation
reports and support validation efforts
of parallel tenant
• Support execution of two (2) payroll
parallel cycles per Client defined
parallel test management strategy
and success criteria
• Lead daily end -to -end and parallel test
meetings
• Execute all test scenarios (end -to -end,
user acceptance and regression) and
provide test management (e.g., testing
coordination, compiling scenarios,
reporting metrics, etc.)
• Resolve Client assigned test incidents
• Support integration defect resolution for
Client assigned integrations
• Provide functioning Client assigned
interfaces per the test plan
• Coordinate, plan and participate in
production dress rehearsal - user
experience sessions
• Coordinate, plan and participate in
production dress rehearsal — governance
& engagement
• Coordinate, plan and participate in
production dress rehearsal — support
operations
• Client SMEs to participate in knowledge
transfer meetings
• Develop subset or supplemental scenarios
for additional testing during Test stage
• Plan and execute performance testing if
required by Workday
• Update system configuration as required
• Update design documentation (as required
by internal Audit team)
• Participate in the first Workday product
release during the project; coordinate
activities related to subsequent updates
• Complete test of extraction and load
process for catch-up data transaction entry
• Develop extract scripts and provide
validated extract data from legacy
system(s) into one (1) set of data into the
CSLLC prescribed data conversion
templates for load to the Workday platform
for the parallel tenant
• Provide Client personal data/personally
identifiable information for parallel tenant
and submit to CSLLC's secure transfer site
• Validate parallel tenant build
• Review and resolve issues from exception
reports
13 Statement of Work
Stage
CSLLC Services
Client Responsibilities
• Setup parallel CSLLC's ImPaCT tool
in preparation of parallel testing using
Client provided legacy payroll data
files in CSLLC's designated format
• Provide parallel variance reports
utilizing CSLLC's ImPaCT tool and
assist with questions related to
variance analysis
• Provide sample deployment cutover
plan, advise Client in developing
detailed cutover plan
• Provide knowledge transfer workbook
for sign off
• Provide stage sign -off document
• Complete catch-up data transaction entry
for parallel
• Execute two (2) payroll parallel cycles per
Client defined parallel test management
strategy and success criteria
• Provide legacy payroll data files in
CSLLC's designated format in preparation
for parallel testing and use of CSLLC's
ImPaCT tool
• Develop and provide any executive
summaries for parallel reporting to the
project leadership team
• Manage and sign off on all test results
(end -to -end, parallel, and regression)
• Develop deployment cutover plan
• Complete and sign off on the knowledge
transfer workbook
• Sign off on stage
Deploy
• Manage the project plan
• Conduct weekly project meetings and
workstream meetings; participate in
Steering Committee meetings
• Provide the Workday Go -Live
Checklist and Move -to -Production
Authorization
• Schedule and conduct final Workday
Delivery Assurance reviews
• Update integration schedule and
recurrences tracker
• Assist with questions regarding
mapping of data to Workday data
model
• Build of Gold/pre-production tenant
• Provide exception reports/issues log
from Gold/pre-production tenant build
• Deliver Cynergy tenant validation
reports and support validation efforts
of Gold/pre-production tenant
• Build of Sandbox Tenant and
Migration to Production Tenant
• Deliver Cynergy tenant validation
reports and support validation efforts
of sandbox tenant
• Verify migration of CSLLC assigned
integrations
• Provide input to the project plan
• Participate in weekly project meetings and
workstream meetings; conduct Steering
Committee meetings
• Manage and execute to the deploy cutover
plan
• Develop extract scripts and provide
validated extract data from legacy
system(s) into a single set of data into the
CSLLC prescribed data conversion
templates for load to the Workday platform
for the Gold/pre-production OR sandbox
and production tenant
• Provide Client personal data/personally
identifiable information for Gold/pre-
production OR sandbox and production
tenant and submit to CSLLC's secure
transfer site
• Validate Gold/pre-production OR sandbox
and production tenant build
• Review and resolve issues from exception
reports
• Provide required sign off for Sandbox
configuration migration to production
• Verify migration of Client assigned
integrations
• Jointly complete the Workday Go -Live
announcement
14 Statement of Work
Stage
CSLLC Services
Client Responsibilities
• Schedule integrations according to
the integrations schedule recurrence
tracker
• Schedule the transition to production
support meeting with Client (held after
move -to -production)
• Jointly complete the Workday Go -Live
announcement
• Provide stage sign -off document
• Approve and sign off on the Workday Go -
Live Checklist and Move -to -Production
Authorization
• Create and distribute the Workday Go -Live
announcement
• Sign off on stage
Post -
Production
Support
• Provide standby support after the
move -to -production as defined by the
number of weeks in the timeline
outlined in Section 3.3
• Conduct knowledge transfer sessions
for CSLLC developed integrations if
required
• Conduct payroll support for Phase 2
• Conduct support for first financial
period close for Phase 1
• Provide stage sign -off document
• Implement post go -live governance
support model including staffing and
managing help desk
• Complete catch-up data transaction entry
• Make any updates to production, including
final load of transactional conversion data
• Sign off on stage
OC&T Services
Phase 1— Financials
Stage
CSLLC Services
Customer Responsibilities
Strategy Stage
OC&T
• Conduct Persona Workshop to review
standard Persona cards for the
following three (3) areas (as reflected
in project scope)
• Employee
• Manager
• Cost Center Manager
• Attend key Strategy sessions to
collect initial change impacts
• Develop preliminary Change Impact
Analysis to reflect information from
ke Strate sessions
y
gy
• Provide organizational change
counterpart to regularly interface with
Cognizant's OC&T team
• Participate in Persona Workshop
• Update standard Persona cards following
Persona Workshop
• Provide input on the preliminary Change
Impact Analysis
• Provide stage signoff
Organizational
Change
• Provide all Change Management
tools and templates
• Attend and participate in the project
kickoff meeting
• Develop preliminary OC&T Project
Plan
• Provide organizational change
counterpart to regularly interface with
Cognizant's OC&T team
• Provide input and approval of all facets of
the change management strategy and
timeline
15 Statement of Work
End User
Training
•
•
•
•
•
•
•
Conduct OC&T Kickoff and Architect
Workshop(s)
Facilitate weekly workstream
meetings for on -going support and
guidance on usage of tools and
templates, for the duration of the
project
Advise on Stakeholder Identification
Advise on organizational change
strategy
Co -develop initial Change Impact
Analysis to middle of Architect &
Configure stage
Advise on Change Impact Executive
Summary
Develop preliminary Communications
Plan to middle of Architect &
Configure stage
• Develop Training Needs Analysis and
Training Curriculum Plan
• Provide access to all FIN job aids for
functional areas in scope
• Participate in OC&T Kick Off and
Architect Workshop(s)
• Conduct Stakeholder and Organizational
Readiness Assessments
• Identify stakeholders, sponsors and
change champions
• Provide OC&T resources to attend and
engage in functional alignment
workshops
• Co -develop Change Impact Analysis to
middle of Architect & Configure stage;
maintain Change Impact Analysis
starting at midpoint of Architect &
Configure stage
• Develop and deliver all end user
communications
• Maintain Communications Plan starting
at midpoint of Architect & Configure
stage
• Develop Change Network Strategy and
manage Change Network
• Plan, lead, and execute User Experience
Sessions
• Provide any necessary translations
• Review and approve the Training Needs
Analysis and Training Curriculum Plan
• Lead development of all end -user
training materials as defined in the
Training Curriculum Plan
• Lead development and configuration of
in -system guidance (help text, guided
tours, etc.)
• Provide any necessary training
translations
• Coordinate training delivery and
deployment to end user populations
• Deliver training to all end user
populations as defined by the Training
Curriculum Plan
• Register training participants and track
training completion
• Assess training effectiveness
• Manage and implement Change
Sustainment Strategy/Plan
• Measure and report on end user
adoption
• Coordinate training remediation
16 Statement of Work
Phase 2 HCM/PATT:

Stage
CSLLC Services
Client Responsibilities
Organizational Change
Management & End -
User Training
• Provide all Change Management
tools and templates
• Provide job aids for HCM
functional areas in scope
• Develop preliminary OC&T
Project Plan
• Conduct OC&T Kickoff and
Architect Workshop
• Provide up to 40 hours of change
management advisory support*,
which includes regular check -ins
for guidance on usage of tools
and templates, for the duration of
the project.
*Change management advisory support
includes discussions related to timing of
deliverables, end -user communications,
stakeholder engagement. training
development and delivery, end -user
adoption. and sustainment strategies.
• Provide customer
counterpart(s) to interface with
Cognizant OC&T Lead
• Develop and execute all
change management activities
• Update job aids to meet
specific business needs
• Participate in OC&T Kickoff &
Architect Workshop
• Maintain OC&T Project Plan
after the Plan Phase
• Develop and execute all end -
user training
• Develop and execute all end -
user communications
• Manage OC&T workstream

3.0 Project Approach

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

The specific tasks and durations to complete these tasks will be detailed in the Project Plan, Project Charter and Project Schedule which are to be developed jointly by the CSLLC Engagement Manager ("CSLLC EM") and the Client Project Manager.

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

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

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

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

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

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

All meeting agendas, status reports, steering committee presentations, issues log, project plan and the project charter will be stored on the project collaboration site as referenced in Section 4.0 Assumptions & Dependencies.
18 Statement of Work
Knowledge Transfer
Over the course of the project, CSLLC will conduct functional and technical KT through architect workshops, CCS, weekly workstream meetings and during the Test stage.

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

3.3 Project Schedule
The time required to complete the project (the "Project Schedule" or "Timeline") is based on the contents of this SOW. Unless otherwise mutually agreed upon, Services under this SOW are expected to commence on June 24th, 2024 by the Client and CSLLC. The estimated duration and estimated start date of each project stage is listed below, pending execution of this SOW and availability of Client resources and training. The Client payroll schedule may require an adjustment on the estimated start date for the Deploy and Post -Production stages. If the Client payroll schedule requires an adjustment, the number of weeks defined in the Timeline below will determine the new stage start and end dates for the Deploy and Post -Production stages.

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

All parties will make every reasonable effort to attend required meetings and complete all duties assigned with sufficient notice.

The project will be completed in two (2) phase(s) — as presented below. The Timeline for the project is as follows:

Phase 1 — Financials:

Project Timeline
F
Archit
nfi.

Weeks
Start
6/24/2024
8/12/2024
9/23/2024
2/10/2025
5/12/2025
6/16/2025
Finish
8/9/2024
9/20/2024
2/7/2025
5/9/2025
6/13/2025
8/8/2025
19 Statement of Work
1 •r.j-ctTim
lin-
1/20/2025
2/3/2025
3/10/2025
7/7/2025
9/8/2025
11/10/2025
12/15/2025
1/31/2025
3/7/2025
7/4/2025
9/5/2025
11/7/2025
12/12/2025
1/30/2026
Note:
• Integrations will be developed and scheduled dependent on the batches defined in the integrations planning sessions and third -party vendor availability. • Functional architect hours are assumed to be heavier in the Architect & Configure stage and will reduce to high level oversight following CCS.

3.4 Resources
For a definition of Client roles and responsibilities assigned to the project, see Appendix A.

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

Client will:
a. Timely complete each item listed as a Client responsibility in Section 2.0 subject to the deliverable acceptance procedures.
b. Have the necessary project and executive management support to review and make timely decisions as well as coordinate the activities of this project with other Client projects which may be occurring simultaneously.
c. Have the necessary resources available in each stage, according to how they are identified in the staffing and project plans. Resources will be empowered and capable of making decisions on behalf of the Client. Resources will include, but are not to be limited to, functional and technical leads, and applicable business process and SMEs. If resource and/or priority conflicts occur, they will be discussed and resolved with the project steering committee.
d. CSLLC resource availability and overall staffing approach are determined by the jointly created project plan.
e. Provide all required technology needs, connectivity, and network access to all relevant Client applications necessary for the deployment. The CSLLC consultants will have access to software including security rights and passwords where required in order to complete the deployment. CSLLC resources will provide their own laptops. If Client owned laptops or virtual machines are required to be used, this may result in a Change Order. f. Be responsible for workstation compliance to Workday's minimum requirements. Client has determined their technical needs will be met, and internal systems and policies, as well as third -party vendors, are compatible with Workday. Any technical issues which may arise during implementation are to be resolved by Client.
g. Lead the coordination with any Client's third -party vendor involvement required to complete the Services. Client understands that some of their third -party vendors may charge fees for the completion of Services and such fees are the sole responsibility of Client. 20 Statement of Work
h. Unless otherwise agreed by CSLLC's internal security organization, the Client shall use CSLLC's secure transfer site for the secure exchange of sensitive employee data with the CSLLC support personnel. Client will agree to limit use for data conversion or production support purposes only for the duration of the activities required. CSLLC will inactivate the secure transfer site within thirty (30) days after the support activities are completed. Client will not use CSLLC's site for the transmission of any integration files for third -party vendors. CSLLC is not responsible for back up, archiving, or maintenance of files stored on the secure transfer site. In the event CSLLC utilizes its internal "Daytona" tool for data conversion ("Daytona"), Daytona and all of its components must be installed on the CSLLC secure cloud server and utilized solely within CSLLC's secure transfer site. Further, Daytona IP addresses must be added to the tenant whitelist. Daytona uses its own implementer account that must be excluded from multi -factor authentication.

Use CSLLC provided central repository solution for non -sensitive project document sharing and CSLLC's secure transfer site for the secure exchange of sensitive Client employee data with the CSLLC project team.
j. Be responsible for any job catalog and/or compensation restructuring efforts, with initial draft of restructure completed by the start of project. If support is needed from the CSLLC project team and/or these milestones are not met, this may result in an increased level of effort and adjustments to the Timeline.
k. Perform all the Client responsibilities in the stages identified, and per the project plan including but not limited to sign off at the completion of each stage, provision of data files, provision of test scenarios, execution of test scenarios and integration testing.

I. Be solely responsible for testing and any client legacy Move -to -Production activities, which shall include configuration, business processes, data, reports and integrations. Client will provide written acceptance of test results to CSLLC prior to any Move -to -Production. m In the event CSLLC is required to assist Client with Move -to -Production activities, Client will provide written approval if CSLLC's assistance is required during Client's Move -to - Production activities. Upon completion of Move -to -Production activities, Client will verify Production results and shall be solely responsible for Production accuracy. Client shall provide written acceptance to CSLLC after such Move -to -Production activities have been completed.
n. Adhere to the outlined meeting schedules defined in the Section 2.0 Services and Responsibilities table; any variation could result in an impact to cost and Timeline. o. Coordinate participation from key stakeholders and project team to attend a single CSLLC led alignment session and CCS per functional area. If additional workshops or sessions are needed, the Client Project Manager will work with the CSLLC EM to determine impact to project hours and Timeline.
p. Use CSLLC tools and templates. If the Client requires CSLLC to utilize Client specific/owned tools and templates, the Client Project Manager will work with the CSLLC EM to determine impact to project hours.
q. Provide all CSLLC OC&T consultants with implementer access to all Workday tenant environments.

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

Program Management Assumptions
a. Client will provide client PMs for all client owned projects & workstreams. b. Client PMs will provide clear and accurate status of client owned workstreams to the CSLLC program manager on a weekly basis or mutually agreed upon schedule.

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

Absence Assumptions
a. Client has no more than eight (8) unions.
b. Pre -configured absence business processes and Workday security will be utilized with limited minor modifications.
c. Regulatory leave types will be implemented using a consolidated approach. 22 Statement of Work
d. Regulatory sick plans will be consolidated at the level utilizing the most generous entitlement for the populations included.
e. Entitlements will not be configured for leaves of absence. These will be implemented utilizing status tracking only.
f. Multiple positions are out -of -Scope.
g. All worker populations will share Paid Time Off ("PTO") and sick plans. This includes CSLLC configuration for different leave/sick plans for the 8 bargaining groups.

Time Tracking Assumptions
a. Request overtime is not included.
b. Client has no more than eight (8) unions.
c. Pre -configured time tracking business processes and Workday security will be utilized with limited minor modifications.
d. Police and Fire Department time entry will be entered and calculated external to Workday. e. Time tracking configuration is limited to hourly non-exempt populations. f. Time entry against projects is included.

Scheduling Assumptions
a. Pre -configured scheduling business processes and Workday security will be utilized with limited minor modifications.
b. Workday defined default domain security will be used.

Integration Assumptions
a. Client integration functional owners are available for integration discovery and design sessions throughout the Plan and Architect & Configure stages. b. Client integration resources are Workday trained before they are assigned integration development access in Implementation tenants.
c. Client/third-party vendor design meetings for all CSLLC owned integrations will not exceed eighty-five (85) hours across all integrations. If more hours are needed, a Change Order may be required to adjust the Timeline and level of effort. d. Requirements and specifications for all in Scope integrations will be available by the end of the Plan stage. If not, a Change Order will be required to adjust the Timeline and level of effort.
e. Client integration workstream meetings will be limited to a maximum of two (2) hours per week for all integration resources.
f. No integrations that are Go -Live critical are assigned to Client. g. Inbound integrations are scoped using Workday standard fields. If Workday custom objects are needed to store data, the integration effort will need to be revised. h. Requirements and specifications for all in Scope integrations will be available at the start of Plan stage.
i. Integrations (both CSLLC and Client owned) may be separated into batches depending on priority, critical and Project Schedule impacts; the Project Schedule could be adjusted due to delays in requirements or Client accessibility. Batches will have varying timelines to accommodate prioritization and architect workshop schedules to reduce rework. Wherever 23 Statement of Work
possible, integrations which directly impact payroll results should be given priority to ensure applicable integrations are ready prior to the start of Parallel Testing. j. Integrations dependent upon the FDM may follow separate milestones and testing cycles.

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

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

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

Exceptions must be agreed upon by CSLLC if additional End -to -End Testing is required prior to entering Parallel Testing.
d. Testing will be completed within the time specified in the Timeline. e. Client will coordinate participation from project testers to be co -located together on a remote basis, or at a mutually agreed upon shared site if CSLLC is able to travel in accordance with its internal policies and procedures. If additional support locations are needed for testing, the Client Project Manager will work with the CSLLC EM to determine impact to project hours and the Timeline.
24 Statement of Work
f.

9. When a Workday update occurs, the only additional changes which will be included in the project are those which are automatically required by Workday. Any additional functionality is out -of -Scope.

Two (2) payroll Parallel Testing cycles during the Parallel stage are included in the Scope of this SOW.

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

General Assumptions
a. Unless the Parties agree otherwise, support hours are assumed to be within standard business hours, defined as follows, with response time based on forecasted hours:
i. 9:00 AM Pacific Time (PT) through 5:00 PM PT.
i i . Monday through Friday.
iii. Excluding CSLLC holidays. A list of CSLLC holidays will be made available to Client upon request.
b. Pre -configuration: CSLLC team will utilize CSLLC's leading practices -based pre - configuration to conduct the design sessions in the Architect & Configure stage. The approach for the design sessions will be to review pre -configuration and then adjust the configuration in areas which are in Scope but do not meet the Client's business requirements.
c. Design workshops will take place during a one (1) week period within each Workset and may require overlap of individual workstreams.

5.0 Response Targets
a. Response targets for implementation Post -Production support are limited to standard business hours, defined as follows:
i. 9:00 AM PT through 5:00 PM PT.
ii. Monday through Friday.
iii. Excluding CSLLC holidays. A list of CSLLC holidays will be made available to Client upon request.
b. Issue response expectations:
i. Client will ensure the issue is genuine, assign the proper priority, and assign issue to the appropriate CSLLC resource for further resolution. 25 Statement of Work
ii. As issues are assigned to CSLLC, CSLLC will use commercially reasonable efforts to acknowledge receipt of the issue.
iii. After performing an analysis of the issue CSLLC will provide an estimated resolution time.

6.0 Term and Termination
a. This SOW shall commence on the Start Date identified above and shall continue through January 30, 2026(the "Term"), unless terminated sooner pursuant to the Agreement.

7.0 Pricing & Invoicing
a. Consolidated Pricing is attached.
b. Workday Delivery Assurance and Workday specific training services and fees will be covered under a separate agreement between Client and Workday.
c. Invoices will be emailed to the following address(es): [email protected].

Any other mailed correspondence will be delivered as follows below:
206 E Cook St.

Santa Maria, CA 93454
d. Any additional Services rendered in addition to the Scope as defined in this SOW will only be performed after the Parties agree to a Change Order utilizing the rate table to build the cost as identified below. Unless otherwise agreed in a Change Order, starting twelve (12) months after the Start Date and every twelve (12) months thereafter, the rates for additional Services provided on a time & material basis shall be automatically increased for inflation based on the percentage change in the then -prior twelve (12) month period to the index of inflation (CPI-AHE for U.S.-based Services). The relevant rates shall be increased by the same percentage as the positive percentage difference between the applicable inflation index for the then -current year and the inflation index on the date that was twelve (12) months prior to the then -current year:

Rate Card
Executive
$388
Strategy Architect
$352
Strategy Manager
$308
Senior Functional Architect (Consulting
Director)
$296
Engagement Director (Portfolio Director)
$320
Engagement Manager
$268
26 Statement of Work
Rate Card
Functional Architect
$288
Senior Principal Consultant
$236
Principal Consultant
$188
Consultant
$148
Associate
$128
e. Any and all fees associated with Client's e -invoicing, portal, or payment solution will be the responsibility of Client, without dispute. CSLLC will provide all necessary documents or invoices to confirm the fees, if such fees are incurred.
f. [CLIENT TO INSERT PO NUMBER ("PO#") HERE, IF REQUIRED — Confirmation will allow for timely and accurate invoice submission. If Client requires a PO#, Client will send a copy of the PO# to accounts-receivable(c�collaborativesolutions.com. If a PO # will not need to be generated, please make a note in this section.]

8.0 Expenses
It is expected Services will be provided primarily on a remote basis. If travel is required, all reasonable travel expenses incurred by CSLLC related to the performance of the Services defined herein, shall be invoiced to Client. All such travel will comply with CSLLC's Travel and Expense Policy, which shall be made available to Client upon request. All fees or penalties incurred due to cancellations or changes of travel at Client's request shall be invoiced to Client.

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

Collaborative Solutions, LLC City of Santa Maria
Authorized Signature Authorized Signature
Name Name
27 Statement of Work
Job Title Job Title
Date Date
Appendix A — Description of Roles
Client Roles
Client personnel are experts on Client business/technologies and as such will have responsibility for providing project management, non -Workday functional, technical, and culture expertise to the project.

Client project team members and cross -functionality representation are currently identified as follows:
(Note that project teams' roles could be specific to implementation needs.) Client Team Member
Description of Role
Steering Committee,
Senior Design Reviewers,
Key Stakeholders, Executive
Sponsor
The steering committee provides funding and support to the project.

Responsibilities include:

Obtaining appropriate funding and approvals
Ensuring all appropriate resources are available for the project Resolving issues which are impeding the progress of the project Providing overall direction to the Client Project Manager Sign off on key Deliverables/project milestones
Assuring project delivery and quality control
Attending steering committee meetings
Project Manager
The Client Project Manager is a dedicated resource focused specifically on the Workday implementation. While CSLLC understands there are many other activities linked to the implementation, this resource needs to be dedicated full-time to the project. Responsibilities include the following:

Establishing and managing the project details, Deliverables, schedules, tasks, assignments, and execution
Coordinating business teams and support teams
Driving the implementation of the optimized processes
Managing the resolution of issues
Anticipating and resolving issues which could impact the project budget, schedule, Scope, or quality
Functional Team
(Global Process Owners,
Process Leads, and
SMEs/Business Analysts)
The functional team are those familiar with Client business processes and systems. These individuals provide information to the CSLLC Functional Consultant(s) to configure the Workday solution. Responsibilities include:

Communicate functional requirements which need to be configured in Workday
28 Statement of Work
Client Team Member
Description of Role
Describe current business processes and work with team to simplify and improve
Work with CSLLC consultants to help map and load data into Workday
Actively participate in all testing activities
Pre -validate extracted data files prior to providing it to CSLLC; then validate data after it has been converted into Workday solution Contribute to identifying and executing test scenarios for functional areas
Perform end user training
Participate in KT
Technical Team
(Integration Lead, Integration
Engineers/Developers, and
Data Conversion Specialist)
Technical resources perform the following:

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

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

Test Lead
The Client Test Lead develops and manages the overall Client test strategy and plan. Responsibilities include:

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

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

Training Communications,
and Change Management
support Resources
Depending on the specific strategies and plans Client establishes as part of its OC&T program, additional resources will be needed at various times throughout the project lifecycle to support and execute the communications, change management, and training plans. These roles often include:

Training Developers responsible for developing and revising the end user training collateral as defined in the training curriculum plan Communications Leads/Developers responsible for developing, revising, and deploying the end user communications collateral as defined in the communications plan
Trainers and Super Users responsible for gaining advanced familiarity with the new systems and user support tools, and in turn planning and delivering pre -Go -Live and ongoing training to end user audiences
Change Champions responsible for generating awareness and support around future changes within their designated areas of influence
Cognizant Roles
Cognizant resources are process/software specialists and are responsible for providing functional and technical expertise to the project.
30 Statement of Work
Team member
Description of role
Portfolio Director
Cognizant provides a portfolio director to serve in an advisory role and escalation point on all Workday deployments to ensure success by working collaboratively with Client executives, Client project manager, Workday leadership and Cognizant's
engagement manager. Supports Cognizant engagement manager to resolve any escalated issues in a timely manner and sign -off on key deliverables throughout the project per the CynergyTM for Workday methodology. The Cognizant portfolio director is an active and visible resource on the project and is expected to participate in regularly scheduled steering committee meetings and milestone activities to ensure the project is meeting the goals/objectives and timeframes outlined at the beginning of the project.

Program Manager
The Program Manager oversees the successful delivery of the program. This role includes:
• Defining and managing program governance controls
• Planning the overall program and monitoring progress to ensure goals are met
• Overseeing project managers
• Meeting with sponsors and leads to discuss program
status
• Working with the team to produce accurate and timely
reporting of program status
• Analyzing program risk
• Managing escalations and working to drive issues to
closure
Functional Architect
Cognizant provides a functional architect to work with Client in leading and driving the solution based on their broad Workday experience along with deep implementation expertise. The functional architect will work with Client to drive Client solutions and provide design/strategy support. The functional architect is responsible for driving the design and business process sessions along with the Cognizant consultants.

Engagement Manager
Cognizant provides a designated engagement manager (EM) who is responsible for working with the Client project manager to ensure the timely success of the project. The EM guides the project by providing Workday best practices as they relate to project management techniques, the use of CynergyTM tools and templates, interaction with Workday Product Strategy and Development, and leveraging Cognizant CynergyTM
implementation methodology. The EM staffs the project and guides project activities to ensure the timely completion of the project in accordance with the project charter and project plan.

The EM is liaison with Workday on project -related issues that may be outside the direct control of the project team (e.g., coordinating the resolution of issues with product development).

The EM partners with the Cognizant consultants and Client project leads to provide additional guidance on Workday implementation best -practices, industry standards, and facilitate knowledge sharing among Workday clients as appropriate. The EM keeps the 31 Statement of Work
Team member
Description of role
Client project team apprised of Workday updates, tenant changes, and can provide guidance on using the Workday Community.

Project Associate
Cognizant provides a project associate. The project associate is responsible for coordinating with the Cognizant consultants to maintain the forecast, maintain status report details, and run weekly financials reports. The project associate may also attend meetings such as steering committee meetings to capture meeting minutes allowing the engagement manager to focus on leading the discussion. Performs engagement management tasks as assigned by EM.

Executive Sponsor
The point of contact for Cognizant's executive management team.

Works with the Cognizant EM and Client PM to ensure that escalated issues do not impact the project timeline.

Test Manager
The test manager is responsible for drafting, presenting, and getting Client sign off of the testing strategy. The strategy will include details of each testing segment: namely unit testing, end to end testing, user acceptance/experience testing and payroll parallel testing. For each of the phases, the strategy will define testing participant, roles and responsibilities, data and tenant requirements, acceptance criteria and signoff process. Tools used throughout the Test stage will be identified. Working with the project managers, the Client test lead will ensure that the testing team is identified and has required levels of knowledge to execute the testing scenarios. This is repeated for both UAT testing and payroll parallel cycles. Throughout the phase, the test manager manages issue management, issue resolutions and retest
verification. They will report on test management and metrics, and adherence to acceptance criteria.

Functional Consultant(S)
Responsible for working with Client to lead and drive Client business process design and integration requirements. The principal consultant(s) lead business process workshops and workflow iterative development and develop business process templates that are a key input into the configuration of the solution.

The principal consultant(s) configures Workday according to Client requirements and documents any areas where requirements are not met. They provide best practices to enhance Client access to the features/functions of the Workday solution. They support the testing, data conversion, and integration development efforts.

They escalate issues that may impact the go -live date to the Cognizant EM.

Integration Consultant(S)
Responsible for working with the Cognizant principal consultant(s) and the Client business analysts to gather and document integration requirements. The integration consultant(s) leads the configuration and supports the testing of Workday packaged integrations and the development of Client integrations as defined by the statement of work.

Data Conversion Consultant(S)
Responsible for converting Client data into Workday based on the configuration and mapping done by the Cognizant principal consultant(s) and the Client business analysts. The Cognizant data conversion consultant(s) works with the Client business 32 Statement of Work
Team member
Description of role
analysts to resolve data related issues. They work with Client to resolve loading errors and reload the appropriate tenants.

Change Architect
The change architect is a senior professional resource of the organizational change and training (OC&T) practice who supports the OC&T team to ensure the quality of consulting services and deliverables. The change architect provides leadership and expertise to both Cognizant's OC&T Lead and the client's organizational change, communications and training resources.

The change architect supports the client relationship, ensures client satisfaction throughout the duration of the project, and is the first point of escalation for risks and issues related to the OC&T workstream.

Organizational Change and
Training Lead
The organizational change and training (OC&T) lead is focused on defining strategy, establishing plans, and driving execution of change management and end -user training activities. He or she provides guidance to the relevant counterparts on Client's OC&T team and guides the work stream through the specific
methodology at each stage throughout the project, as defined in the project scope. The OC&T lead is also responsible for the administration of the workstream, including timeline management and status reporting as defined by the overall project management team.

Training Lead
The training lead is focused on planning and executing the end - user training -related activities. Similar to the organizational change lead, the training lead provides guidance to his or her counterparts on Client's OC&T team and guides the training workstream throughout the project as defined in the project scope. For Client's project, the organizational change lead and training lead roles and responsibilities will be combined under a single resource.

Organizational Change and
Training Developer(S) and
Principal(S)
As needed and specified by project scope, additional
organizational change principal(s) and/or training
developer(s)/principal(s) will join the project team at key times during the project cycle. These resources are led by the OC&T lead(s) and are responsible for understanding the Workday configuration and Client business processes to create and support the change management, communications, and training
deliverables as specified in the project scope and/or subsequent strategies and plans once they have been completed. These resources may also be called up on to support user experience sessions, train -the -trainer, and/or training delivery as indicated by the project scope and the specific strategies designed for Client during the initial project stages.

Strategy Architect
The strategy architect provides oversight and direction for strategy engagements to other Strategy team members and delivering trusted business advisor support to clients. They partner with senior executives to understand organizational perspectives and recommend best -fit methods to execute business strategies, improve operations and performance, and optimize roles and responsibilities. The architect works with clients to understand the people issues associated with technology implementations, 33 Statement of Work
Team member
Description of role
specifically Workday and ancillary systems including but not limited to role re -definition, skill gaps, and change readiness. The architect continues to partner with senior executives and program managers to understand an organizations inherent capability regarding governance, decision making, data integrity, and technology development to design strategies to set the stage for successful technology implementations.

Strategy Lead
The strategy lead supports the strategy architect and client leadership to understand organizational perspectives and recommend best -fit methods to execute business strategies, improve operations and performance, and optimize roles and responsibilities. They will participate in development of the strategy, business initiatives, and organizational changes needed to gain leadership alignment, enable change leadership, promote stakeholder and employee engagement, enable further
organizational change programs and plans. They lead
assessments and meetings, developing deliverables, and
delivering trusted business advisor support to clients. This lead provides knowledge transfer during transition from strategic engagement to implementation engagement ensuring client requirements, decisions, and culture are shared to enable a seamless transition between projects.

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

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

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

Appendix B — Integrations and Custom Reports
Integrations
The following integrations are in Scope. Please refer to the column labeled "Owner" to identify if the integration is Client assigned or CSLLC assigned.
34 Statement of Work
Phase 1 — Financials:

ID#
Integration Name
Third -Party
Vendor
Functional
,area
Integration Data Type
Tool
Owner
Cloud Connector Name
Notes
INT001
Basic SSO/SAML Setup
Sectrity
Basic SSO SAML Setup Outbound
Custom
Setup
CSLLC
INT002
Active Dkectory Outbound
HCM
Active Directory Outbound Cloud
Correct
CC
CSLLC
INT003
Active Directory Inbound
HCM
Active Directory Inbound Custom
Studio
CSLLC
INT004
Financials (AP) Check Layout
Workday
Birt
Financials Custom Check
Layout Low
BIRT
CSLLC
INT009
Financials Positive Pay without Voids Outt
Bank of America
Financials
Positive Pay without Voids Outbound
Custom

EIB/DTS
CSLLC
INT006
Financials ACH Outbound
Bank of America
Financials
ACH NACHA Payment Outbound
Cloud Connect
CC
CSLLC
INT007
Bank Statement Inbound
Bank of America
Financials
Bank Statement Inbound Cloud
Correct
CC
CSLLC
INT008
1099 Filing Outbound
IRS
Financials
Electronic Filing 1099 Outbound
Cloud Connect
CC
CSLLC
INT009
Journal (Charges/Credits) Inbound
Wasteworks,
ActiveNet
Financials
Accounting Journals Inbound Custom
Studio
CSLLC
INT010
Ad Hoc Bank (Payments/Refunds) InbouvAssetworks,
Fuel
Master,
Progressive
Solution. etc.

Financials
Adhoc Bank Transaction Inbound
Cloud Connect
CC
CSLLC
INi011
Procurement Cards Outbound
Financials
Credit Cards Masked Outbound
Cloud Connect
CC
CSLLC
INT012
Procurement Cards Inbound
Financials
Credit Cards Masked Inbound Cloud
Correct
CC
CSLLC
INT013
Streetsaver Inbound
Streetsaver
Financials
Business Assets Inbound Custom
Studio
CSLLC
INT014
Comnwrity Development Inbound
Community
Development
Financials
Other Inbound Custom
Studio
CSLLC
INT015
Debtbook Inbound
Debtbook
Financials
Other Inbound Custom
Studio
CSLLC
INT016
Teller Financial Transaction Inbound
Teler
Financials
Adhoc Bark Transaction Inbound
Custom
Studio
CSLLC
INT017
Sprypoint Bilig Inbound
Sprypoint
Financials
Other Inbound Custom
Studio
CSLLC
INT018
Payroll Check Layout
Workday
Birt
Payroll Check Custom Check
BIRT
CSLLC
Phase 2 — HCM/PATT:
35 Statement of Work
IDe
Integration Name
Third -Party
Vendor
Functional Area
Integration Data Type
Tool
Owner
Cloud Connector Name
Notes
INT001
E -Verify
HCM
eVerify Outbound Cloud Connect
CC
CSLLC
INT002
Medical, 05 Outbound
Benefits
Medical Or Dental Or Vision Or Rx
Outbound Cloud Connect
CC
CSLLC
INT003
Dental Outbound
Benefits
Medical Or Dental Or Vision Or Rx
Outbound Cloud Connect
CC
CSLLC
INT00a
Vision Outbound
Benefits
Medical Or Dental Or Vision Or Rx
Outbound Cloud Connect
CC
CSLLC
INTOOS
We, AD&D Insurance Outbound
Benefits
Life Or ADandD Outbound Cloud
Connect
CC
CSLLC
INT006
HSA or FSA Eligibility and Contributions Out
Benefits
FSA Or HSA Or Transit Or Parking
Outbound Cloud Connect
CC
CSLLC
INT007
COBRA Events Outbound
Benefits
COBRA Events Outbound Cloud
Connect
CC
CSLLC
INT008
COBRA Initial Rights Outbound
Benefits
COBRA Initial Rights Outbound Cloud
Connect
CC
CSLLC
INT009
ACA Outbound
Benefits
ACA Outbound Cloud Connect
CC
CSLLC
INT010
4010 Demographic Outbound
Benefits
Retirement Savings Financials
Outbound Cloud Connect
CC
CSLLC
INT011
4010 Elections and Loans Inbound
Benefits
Retirement Savings Inbound Cloud
Connect
CC
CSLLC
INT012
4010 Contributions Outbound
Payr011
Retirement Savings Financials
Outbound Cloud Connect
CC
CSLLC
INT013
Payroll ACH Outbound
Payroll
ACH NACHA Payment Outbound Cloud
Connect
CC
CSLLC
INT01a
Payroll Positive Pay without Voids Outbount
Payroll
Positive Pay without Voids Outbound
Custom

EIB/DTS
CSLLC
INT01S
Payroll Check Layout
Birt
Payroll Check Custom Check
Layout Low
BIRT
CSLLC
INT016
Tax Filing Periodic Outbound
Payr011
Tax Filing Periodic Outbound Cloud
Connect
CC
CSLLC
INT017
Tax Filing Quarterly Outbound
Payroll
Tax Filing Quarterly Outbound Cloud
Connect
CC
CSLLC
INT018
Vector Training Record Inbound
Vector Solutions
HCM
Training Or Learning Inbound Custom
Studio
CSLLC
INT019
Background Check Bidrectional
Recruiting
Employment Screening WD Software
Partner Bidirectional Custom
Setup
CSLLC
INT020
Timekeeping System Outbound
Telestaff
HCM
Demographic Outbound Custom

EIB/DTS
CSLLC
INT021
Timekeeping System Inbound
Telestaff
Time Tracking
Time Tracking Inbound Custom
Studio
CSLLC
INT022
Absence Balances Outbound
Telestaff
Time Tracking
Absence Outbound Custom

EIB/DTS
CSLLC
INT023
Cloud Connect for Learning
Learning
CCLRN Bidirectional
Setup
CSLLC
INT024
NeoGov Hires Inbound
NeoGov
Recruiting
ATS Hires Only Inbound Custom
Studio
CSLLC
INT02S
NeoGov Requisitions Outbound
NeoGov
Recruiting
ATS Requisitions Outbound Custom

EIB/DTS
CSLLC
Integration Tool Key:
• BIRT = Business Intelligence Reporting Tools
• CC = Cloud Connect
• EIB/DTS = Enterprise Interface Builder/Document Transformation Service • Setup = Web Services or Integration system user setup • Studio = Workday Studio
• Support = Hours allocated for assistance at the direction of Client The interfaces/integrations required for this project include:
• Cloud Connect — CC provides Workday customers with the same level of support as they would receive in the core Workday application. Such Workday integrations are (i) part of the Workday hosted application Service and (ii) provided with ongoing support by Workday in accordance with Workday's then - current Support and Service Availability Policy. While Workday integrations are designed and developed as part of the subscription license, CSLLC anticipates some amount of time dedicated to configuring and testing the integrations during the implementation.
36 Statement of Work
• Custom Integrations — Custom integrations are developed by CSLLC or Client using Workday's tools such as Report Writer, EIB, DTS, or Studio.

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

HCM Reporting
Report Name /
Configuration
Area
Description
Organization Footprint
HCM - Distribution Trends
and Analysis
Modified version of the Global Footprint
standard report to provide headcount by
location or hierarchy and job family group
Growth Rate by Job Family
Group
HCM - Distribution Trends
and Analysis
Standard report to provide headcount
growth by job family group by month
configured for custom dashboard
Headcount and Average YOS
by Age Range
HCM - Distribution Trends
and Analysis
Standard report to provide headcount and
average years of service by age band and
configured for custom dashboard
Headcount by Management
Level
HCM - Distribution Trends
and Analysis
Standard report to provide headcount by
management level and configured for
custom dashboard
Headcount Growth Analysis
HCM - Distribution Trends
and Analysis
Modified version of the Headcount Growth
Analysis standard report to provide
headcount by month
Workforce Tenure — Monthly
Trend
HCM - Distribution Trends
and Analysis
Modified version of the Workforce Tenure —
Yearly Trend standard report to provide
headcount by tenure groups and month
Employee Population Trend
by Gender
HCM - Diversity
Modified version of the Employee
Population Trend by Gender standard
report to provide headcount by gender and
month
Ethnicity / Management Level
Analysis
HCM - Diversity
Standard report to provide headcount by
management level and ethnicity and
configured for custom dashboard
Male / Female Distribution
HCM - Diversity
Standard report to provide headcount by
gender and configured for custom
dashboard
Male / Female Workforce Job
Family
HCM - Diversity
Modified version of the Male / Female
Workforce Majority by Country standard
report to provide headcount by gender and
job family
Manager Composition by
Ethnicity and Years of
Experience
HCM - Diversity
Standard report to provide manager
headcount, distribution, compa-ratio, and
years in position by tenure ethnicity and
configured for custom dashboard
People Manager Proportions
HCM - Diversity
Standard report to provide manager
headcount by gender and configured for
custom dashboard
37 Statement of Work
Report Name / Area Description
Configuration
Hires by Age Group
HCM - Headcount
Movement
Standard report to provide hires count by
age group and configured for custom
dashboard
Promotion Rate
HCM - Headcount
Movement
Standard report to provide promotion rate
by quarter and configured for custom
dashboard
Voluntary Terminations by
Management Level
HCM - Headcount
Movement
Standard report to provide voluntary
termination counts by management level
and configured for custom dashboard
Quarterly Turnover Rates
HCM - Headcount
Movement
Standard report to provide voluntary,
involuntary, and total turnover rates by
quarter and configured for custom
dashboard
Quarterly Turnover Rates by
Organization
HCM - Headcount
Movement
Standard report to provide voluntary,
involuntary, and total turnover rates by
supervisory organization and configured for
custom dashboard
Employee Movement
HCM - Headcount
Movement
Standard report to provide hires, transfers,
and terminations and configured for custom
dashboard
Worker Proportion Trends
HCM - Structured Dynamics
Modified version of the Worker Proportion
Trends standard report to provide
headcount of managers and employees by
month
Manager Headcount by
Management Level
HCM - Structured Dynamics
Modified version of the Manager
Headcount by Management Level standard
report to provide headcount by
management level and month
Span of Control by Job Family
Group
HCM - Structured Dynamics
Standard report to provide management
ratios by job family and configured for
custom dashboard
Span of Control by Range of
Direct Reports
HCM - Structured Dynamics
Standard report to provide manager span
of control and configured for custom
dashboard
Span of Control by Month
HCM - Structured Dynamics
Modified version of the Span of Control by
Year standard report to provide manager
span of control by month
Span of Control — Manager
Outliers
HCM - Structured Dynamics
Standard report to provide direct report
counts and configured for custom
dashboard
Workforce Analysis
Dashboard
Custom Dashboard
Configuration of a single custom
dashboard to accommodate the reports
listed above
Age Band Definitions
Configuration
Configuration of age bands to provide
grouping for worker reports
Under and Including Age: 20
Age Incremented by: 10
Over and Including Age: 60
Trended Worker
Configuration
Configuration of Trended Worker settings
and data generation
38 Statement of Work
Financial Reporting
Report Name
Area
Description
Data Audit - Funds
Financial Accounting
Listing of the funds in the tenant and the
hierarchy structure for those funds.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Budget vs Actuals by Project
Projects/Budget/Financial
Accounting
This report is designed to show a life to
date overview of the budget and actuals
for all projects within a hierarchy and is
used primarily by users who are managing
multiple projects within a project hierarchy
or by the central Budget/Finance team to
get an overview of all projects. From
here, users can determine where they
need to pay attention or drill into the
details usin. other resorts.

Budget vs Actuals for Project
Projects/Budget/Financial
Accounting
This report is designed to show the
detailed life to date budget vs actuals for
one project at a time.
40 Statement of Work
Report Name
Area
Description
Budget vs Actuals by Award
Grants/Budget/Financial
Accounting
This report is designed to show a life to
date overview of award budgets and is
used primarily by the central Budget and
Finance staff to look at the top grant
hierarchy and get an overall picture of the
award budgets. From here, users can
determine where they need to pay
attention or drill into the details using other
reports.

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

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

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

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

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

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

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

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

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

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

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

Schedule of Expenditures of
Federal Awards
Grants/Financial Accounting
Designed to report award expenditures for
annual financials.
41 Statement of Work
Report Name
Area Description
Up to three (3) formatted
fund financial statements for
annual report
Financial Accounting
Fund financial statements for annual
financial report.

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

Summary
Client:

SOW/Project Name:

Change Order #:

Project Manager (Client):

Project Sponsor (Client):

Engagement Manager
(CSLLC):

Acceptance Due Date:

Change Type:

Impact Assessed by:

Priority:

Billing:

Project ID # / Project Name as it exists in Workday
C01 (adjust as appropriate)
Project Manager Name, XYZ Client
Project Sponsor Name, Title
Engagement Manager Name, Collaborative Solutions, LLC
("CSLLC")
The date by which Client will need this approved in order to avoid negative Project Schedule impact.

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

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

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

Select one (1):

Bill under current project
Bill separately under current project
Bill separately under new project
42 Statement of Work
Contract Line Type:

Is new PO# required?
Describe the billing basis. For example: Time & Materials, Fixed Fee Installment/Milestone, Prepaid, Subscription. For "Bill under current project," the billing basis of this Change Order MUST match the applicable SOW's billing basis.

Select one (1):

New PO# (insert PO#)
PO# to be created after receiving countersigned documents No new PO# needed
Request Description
«Describe the change and why it is needed. It is important to describe why this was not estimated correctly in the SOW or where the change occurred. For example:

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

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

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

Deliverables
Affected:

Project
Schedule
Impact:

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

Describe Deliverables affected. For example:

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

Describe schedule impact, if any. For example:

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

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

Modifications to the Pricing are as follows:

Role Rate Hours Cost
Executive
Strategy Manager
Senior Functional Architect (Consulting
Director)
Engagement Director (Portfolio Director)
43 Statement of Work
Engagement Manager
Functional Architect
Senior Principal Consultant
Principal Consultant
Consultant
Analyst
Total
«total»
Payment Terms - If Client is adding hours
• Time & Materials SOW: This Change Order will be billed monthly on a Time and Materials ("T&M") Basis based on actual usage at the rates set forth in the SOW and as identified in the Pricing Modifications above.
• Prepay SOW: This Change Order will be invoiced upon execution by both Parties at the rates set forth in the SOW and as identified in the Pricing Modifications above.

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

Authorization
Client Authorization Signature
Name
Collabor , LLC Authorization
gnature
Name
Job Title
Date Date
44 Statement of Work
Appendix D — Detailed Functionality
As the project progresses, there will be a review of the overall Scope after alignment sessions. If the intended Scope is outside of this SOW, a Change Order will be required which may affect overall cost (level of effort) and the Timeline.

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

During Client deployment, the following elements will be in Scope:
• Business Processes: Up to one (1) rule -based business processes per process with no more than twenty (20) steps per business process. Unused steps within a process will not apply to alternate business processes. Includes up to two (2) consolidated templates for applicable processes. Additional business process Scope is limited to what is defined in this Appendix D.
• Notifications: Up to five (5) notifications per business process. Unused notifications within a process will not apply to alternate business processes. • Security: Workday delivered security groups will be used. Inactivated or unused security groups and implementers will remain on domain security policy definitions to allow for ease of implementing other functionality in the future. Inactivated or unused security groups and implementers will be removed from the business process security policy definitions to match design requirements identified.
• Custom Objects: Up to two (2) custom object per functional area in Scope with no more than five (5) custom field(s) per object. If custom lists are required, up to ten (10) items per list. Unused custom object(s) may not be applied to other areas. • Guided Tours: Guided Tours are out -of -Scope unless OC&T is in Scope and guided tours are explicitly identified in the OC&T Scope.
• Tenant Branding: Workday delivered tenant branding is in Scope. Any changes to images uploaded will be completed by Client through KT.
• Dashboards: Workday delivered dashboards for the functional Scope below will be configured with Workday delivered reports unless custom reports are included in Scope in Appendix B.
• Translations: Translations conversion is in Scope. Client is responsible for providing translated values.
• Scheduled Reports & Alerts: Scheduled reports, task alerts, and business process alerts are not in Scope. General report -based alerts are defined within the Scope in Appendix B. • Setup Values: Current values, including organizations. No historical loads unless needed to support the data conversion Scope described in Appendix E. • Documents: Documents are assumed to be attachments only. Generated documents and/or documents enabled for Adobe e -sign or DocuSign are assumed out -of -Scope.

Templates do not include logos or any specialized formatting unless identified as a BIRT layout in the reporting Scope.
• Request Framework: Request framework is assumed out -of -Scope unless identified below. 45 Statement of Work
Function
Functionality Scope
In Scope
(Y/N)
Quantity to Configure
HCM: Core
Organization hierarchy structure
per organization type
(supervisory, company, cost
center, custom, and location
hierarchy) (not including
Organization Studio)
Y
Up to two (2)
Physical location(s) where
workers perform job functions
(not including Workspaces)
Y
Matrix Organization Tracking
N
Job Catalog with position -related
attributes such as management
hierarchy (not including skills and
experience)
Y
Staffing Model used to manage
headcount
Y
One (1)
Worker Profile for detailed worker
information tracking (not
including Purging)
Y
Worker Document(s)
Y
Up to fifteen (15) (up to five (5)
document security segments
with associated segment -based
security groups)
Regulatory Reporting: Workday
delivered Compliance Reports
Y
Employee Contract(s)
N
Probation Period Tracking
Y
Up to four (4) probation period
defaulting rule(s)
Notice Period Tracking
N
Contingent Worker Tracking
Y
Retiree Functionality
Y
Union(s)
Y
Up to eight (8)
Collective Bargaining
agreement(s)
Y
Up to eight (8)
Additional (Multiple) Jobs
Y
Position Budgeting
N
Onboarding
Y
• Onboarding Setup
Template(s)
Up to three (3) twelve (12)
46 Statement of Work
Function
Functionality Scope
In Scope
(Y/N)
Quantity to Configure
• Additional Worker
Documents
Up to twenty (20)
• Bulletin Worklets
Up to three (3)
Form 1-9 Tracking
Y
Basic HCM Asset Tracking
N
Reference Letter Template(s)
N
Safety Incident Tracking
N
Committees Tracking (not
including meeting agendas,
voting and external committee
membership tracking)
N
Job Requisitions (not including
Confidential or Evergreen)
N
Workday Assistant
N
Workday Today
N
Custom Security Groups
Y
Up to three (3) (up to one (1)
intersection security group)
Custom Questionnaire(s)
N
Modifiable Business Processes
Y

1. Hire Employees

2. Contract Contingent Worker

3. Onboarding

4. Onboarding Setup

5. Change Job

6. End Contingent Worker
Contract

7. Create Position

8. Terminate Employee

9. Request Compensation
Change

10. Up to three (3) additional
configurable business
processes
Compensation: Core
Compensation packages
Y
Up to one (1)
Compensation grades tied to job
profiles
Y
Up to four hundred and fifty (450)
Compensation Grades and
Grade Profiles Combined
Compensation grade steps
Y
Up to ten (10) (up to five (5)
progression rule(s) total
47 Statement of Work
Function
Functionality Scope
In Scope
(Y/N)
Quantity to Configure
Compensation Plans (not
including Calculated Plans,
Reimbursable Allowance Plan
functionality, Deferred
Compensation or Compensation:

Processing functionality unless
otherwise called out in Scope)
Y
Up to fifteen (15) compensation
plans total
Severance Packages
N
Custom Total Rewards
Template(s)
N
Wage Theft Prevention
Template(s) [New York,
California, Washington DC,
Minnesota Only]
N
Compensation Survey
Management Survey(s)
N
Custom Security Groups
Y
Up to one (1) (up to one (1)
intersection security group)
Benefits
Benefit plans
Y
Up to forty-eight (48) (up to one
(1) benefit rate type each)
Benefit credit(s) and/or
surcharge(s)
N
Benefit group(s)
Y
Up to eight (8)
Benefit Job(s) [hours must be
accounted for, and multiple jobs
are in Scope]
Y
Dependents and beneficiaries
tracking
Y
Benefit Enrollment Event(s)
(including Passive Events)
Y
Up to sixteen (16) Benefit Events
(Plus Conversion Events)
Open Enrollment enablement for
2026 cycle, referencing existing
or in Scope plans
Y
Enrollment Event Rule(s)
Y
Up to one (1)
Evidence of Insurability (EOI)
management (not including
automation from third -party
vendor)
Y
Workday delivered COBRA
Eligibility Processing to third -
party administrator [United States
of America only]
Y
48 Statement of Work
Function
Functionality Scope
In Scope
(Y/N)
Quantity to Configure
Affordable Care Act (ACA)
Measurement Period Tracking
Y
109411095-C Reporting
Y
Medicare Tracking
Y
Dependent verification
functionality through use of
custom IDs
N
Custom Security Groups
Y
Up to one (1) (up to one (1)
intersection security group)
Modifiable Business Processes
Y

1. Change Benefits for Life
Events Review Process

2. Dependent Event

3. Change Benefits

4. Passive Even

5. Up to one (1) additional
configurable business
processes
Talent & Performance
Management
Worker Profile and Skills (not
including qualification equivalence rules)
Y
Workday Skills Cloud
Y
Talent Marketplace
N
Competencies:
• Proficiency scales
• Rating scale(s) for
competencies
Y
Y
Y
Up to ten (10)
One (1)
One (1)
Career Development Tracking
Y
Mentoring Relationships Tracking
N
Check -Ins
N
Talent review template(s)
Y
Up to two (2)
Nine -Box (9 -Box) Talent
Calibration Program(s)
N
Succession Planning for
Positions & Pools
N
Potential, readiness, retention,
and loss impact tracking
N
Custom talent card layout(s)
N
Feedback Enablement
Template(s)
N
49 Statement of Work
Function
Functionality Scope
In Scope
(Y/N)
Quantity to Configure
Organization and personal goals
management
Y
Up to two (2) rating scale & one
(1) completion scale
Performance Review
Template(s)
Y
Up to five (5) (up to one (1)
rating scale)
Performance Review Calibration
(Ratings Normalization)
Program(s)
N
Development Plan Template(s)
N
Performance Improvement Plan
Template(s)
Y
Up to one (1)
Disciplinary Action Template(s)
Y
Up to three (3)
Custom Security Groups
Y
Up to one (1) (up to one (1)
intersection security group)
Modifiable Business Processes
Y

1. Manage Education

2. Start Performance
Review

3. Complete Manager
Evaluation for
Performance Review

4. Give Feedback

5. Manage Goals

6. Mange Job History

7. Complete Self
Evaluation for
Performance Review

8. Import Professional
Profile

9. Set Review Content for
Performance Review

10. Mange Competencies

11. Manage Succession
Plan

12. Up to two (2) additional
configurable business
processes
Learning Management
Extended Enterprise Enablement
N
Standalone Lesson Enablement
Y
Course Enablement
Y
Up to four (4) total equivalency
rules, up to two (2) total
expiration rules, up to two (2)
content highlight rules
Course/Program Costing/Pricing
N
50 Statement of Work
Function
Functionality Scope
In Scope
(Y/N)
Quantity to Configure
Media Interaction(s)
Y
Up to two (2)
Course Offering Enablement
Y
Programs Enablement
Y
Campaigns Enablement
Y
Up to two (2) audiences with up
to four (4) condition rules each
Workday Content Cloud
Configuration
N
Learning Security Segment(s)
with associated segment -based
security group(s)
Y
Up to five (5)
Custom Security Groups
Y
Up to one (1) (up to one (1)
intersection security group)
Modifiable Business Processes
Y

1. Enroll In Content

2. Drop Learning Enrollment

3. Manage Course

4. Up to one (1) additional
configurable business
processes
Absence Management
Absence Countries
Up to one (1)
Accruals
Y
Up to six (6)
Time Offs
Y
Up to eighteen (18)
Purchase or Sale of Time off
(PTO, Annual Leave, Vacation?)
Y
Holiday Calendars
Y
Up to two (2)
Leave Types with an entitlement
Y
Up to five (5)
Leave of Absence Validations
Y
Up to five (5)
Leave Types without an
entitlement
Y
Up to ten (10)
Self -Administration of leave of
absence
N
Work schedule calendars with
eligibility rules
Y
Up to one (1)
51 Statement of Work
Function
Functionality Scope
In Scope
(Y/N)
Y
Quantity to Configure
Up to ten (10)
Work schedule calendars without
eligibility rules
Leave segment security groups
Y
Up to three (3)
Modifiable business processes
Y
Request Time Off
Correct Time Off
Request Leave of Absence
Request Return from Leave of
Absence
e. Up to four (4) total process
steps
f. Up to four (4) notifications
Absence Calendar
No steps or notifications
Time Tracking
Time Tracking Countries
Y
Up to one (1)
Time entry codes
Y
Up to ten (10)
Time calculations
Y
Up to ten (10)
Time entry validations
Y
Up to five (5)
Time tracking templates
Y
Up to six (6)
Configurable alerts, including
reports required to build
necessary alerts
Y
Up to three (3)
Time Tracking aligned Period
schedules
Y
Up to two (2)
Custom Security Groups
Y
Up to two (2) Intersection
security groups to support
employee and manager self-
service
Modifiable business processes
Y
Enter Time

1. Up to four (4) total process
steps

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

1. Up to one (1) total process
step
Up to two (2) notifications
Payroll
Pay Groups
Y
Up to five (5)
Earning Codes
Y
Up to seventy-five (75) Pay
Components
Deduction codes
Y
Up to fifty (50) Pay Components
52 Statement of Work
Function
Functionality Scope
In Scope
(Y/N)
Y
Quantity to Configure
Up to two (2)
Federal Identification Numbers
(FEIN)
States/Provinces
Y
Up to one (1)
Local tax authorities
Y
Will configure all necessary
locals to comply with state
requirements
Pay frequencies
Y
Up to two (2)
Payroll period schedules
Y
Up to two (2)
Configure payroll calculation
rules
Y
Configure Workday on -cycle and
on -demand paycheck template
Y
Up to one (1) each
Configure payment elections
Y
Up to one (1) Payment Election
Rule
Garnishments
Y
Bank depository and source bank
accounts
Y
Up to two (2)
Configure pay slips
Y
Up to one (1)
Establish payroll accounting to
generate and review payroll
accounting data
Y
Establish comparison rules and
audit components
Y
Settlement rules
Y
Third -Party Payroll provider
provides tax, garnishment,
check, and deposit advices
Y
Configure retroactive payroll
processing
Y
Configure Fair Labor Standards
Act (FLSA) calculations — using
delivered Workday functionality
Y
Standard 40 hr./week FLSA
processing in scope
Custom Security Groups
Y
Up to one (1), (up to one (1)
intersection security group)
Modifiable Business Processes
Y
Up to five (5) configurable
business processes
53 Statement of Work
Function
Functionality Scope
In Scope
(Y/N)
Quantity to Configure
Custom Payroll Calculations
(Value Compare, Instance Set,
Conditional, etc.) as needed to
support CSLLC best practice
configuration
Y
Up to ten (10)
Payroll Standard Dashboards:
• Year End
• Payroll Compliance
• Command Center
Y
Worker Costing Allocations
Y
Single Dimension
Core Financial
Management,
Accounting and
Finance
One Currency (USD)
Y
• Companies (legal

entities)
• Cost centers
• Custom organizations
Y
Y
Y
Up to five (5) companies
organized in up to three (3)
company hierarchies
Cost centers organized in up to
two (2) independent hierarchy
structures with up to four (4)
hierarchy levels each
Up to one (1) custom org if
needed with a hierarchy
structure
Locations
Y
Up to two hundred (200)
Business Asset and Ship -To
Locations and up to three
hundred (300) Inventory
Locations organized in a
hierarchy structure with up to
four (4) levels of hierarchy
Custom Security Groups
Y
Up to two (2)
Financial Accounting
FDM design and utilizing
Workday worktags for analytics
Y
Account sets (parent -child
relationship)
Y
One parent -child account set
configuration
Ledger account summaries
Y
One ledger account summary
structure with up to five (5) levels
Configure standard/delivered
account posting rules
• Including spend and
revenue categories and
account posting rules for
operational transactions
Y
One (1) Posting Rule Set
54 Statement of Work
Function
Functionality Scope
In Scope
(Y/N)
Quantity to Configure
Categories
Y
Revenue Categories with one
hierarchy structure containing up
to four (4) levels
Spend Categories with one
hierarchy structure containing up
to four (4) levels
Custom worktags
Y
Up to one (1)
Custom reports to support
financial reporting for Generally
Accepted Accounting Principles
(GAAP and GASB) and
regulatory reporting
requirements, Workday financial
statements for external reporting,
and internal management reports
Y
See Table
Allocations
Y
Up to ten (10)
Fiscal schedule (Fiscal Year)
Y
Fiscal summary schedule(s)
Y
Custom validation(s)
Y
Up to one hundred (100) custom
validations
Banking and
Settlement
Financial Institutions
Y
Up to seven (7) Financial
Institutions
Configure check printing
modifications and electronic bank
integrations (type of electronic
payments, wire payments and
positive pay, unique by company)
Y
Two (2) Check printing layouts
for Payroll and Accounts Payable
from a single Financial Institution
Cash Position
Y
Bank reconciliation automation
and integrations
Y
All operational bank accounts at
one (1) financial institution
Supplier settlement via check or
electronic payments
Y
Electronic payment automation
and integrations configured for
one (1) Financial Institution
Budgets
Structures (Financial, Award,
Project)
Y
Parent -child structure set up for
the financial plan
Position Budget Structure
N
Ledgers for encumbrances
Y
Budget checking for operational,
Grants, and project budgets
Y
Payroll Commitment Accounting
N
55 Statement of Work
Function
Supplier Accounts
Functionality Scope
In Scope
(Y/N)
Y
Quantity to Configure
Suppliers including payment
terms, attributes for payments
and 1099 reporting
Active header level purchasing
contracts
Y
Supplier categories and groups
Y
Check or electronic payments for
supplier settlement(s)
Y
Tax books, excluding actuals
N
Custom Security Groups
N
Business Assets
Depreciation Profiles
Y
Asset Books
Y
Procurement
Punchouts
N
Purchase order layout
Y
Workday Delivered Purchase
Order Layout
Receiving and matching
Y
Supplier Portal functionality
Y
Request for Quotation (RFQ)
processes
Y
Expenses
Worker expense preferences
(e.g., Employee travel card —
American Express)
Y
Expense policy security groups
Y
Up to five (5) Expense Policy
Security Groups
Expense items
Y
Configuration of up to one
hundred (100) Expense Items
Expense item groups
Y
Business purposes
Y
Expense Payment Election rules
Y
Custom Security Groups
N
Customer Accounts
Customer attributes for billing
and collection through aging
reports and collection disputes
Y
Custom Invoice layout(s)
N
Workday Delivered Customer
Invoice Layout
Custom Statement layout(s)
N
Workday Delivered Customer
Statement Layout
Custom Security Groups
N
56 Statement of Work
Function
Functionality Scope
In Scope
(Y/N)
Quantity to Configure
Project and Work
Management
Projects of medium complexity
including:
• Project phases
• Project tasks
• Project worker roles/talent
pools
• Project groups
• Basic projects
Y
Y
Y
Y
Y
Y
Delivered Workday Capital
project functionality
Y
Delivered Workday billable
project functionality
N
Project hierarchies
Y
One primary and one optional
project hierarchy structure with
up to four (4) levels in each.

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

Awards
Y
Sponsors
Y
Award Proposals
Y
Custom Security Groups
N
Mobile Solutions
Configure mobile -specific tenant
settings
Y
Security to allow mobile access
Y
Access for iPhone, iPad, and
Android
Y
Employee Self -Service
Employee Self -Service for all
Workday functionality specified
above
Y
Manager Self -Service
Manager Self -Service for all
Workday functionality specified
above
Y
57 Statement of Work
Adaptive Planning
Function
Functionality Scope
In Scope Quantity to Configure
(Y/N)
General:

Planning Models:

Ability to create annual plan
Ability to reforecast monthly
One (1) Chart of Accounts
structure across organization
One (1) Fiscal calendar
across organization
One (1) Currency for planning
Revenue Planning:
• Driver -based revenue
model to support multiple
revenue streams
• Up to five (5) supporting
schedules to build bottom -
up revenue plan which will
allow for direct data entry
at revenue account and
funding source
• Total calculations not to
exceed twenty (20)
Y
Y
Cost of Labor:
• Up to five (5) Employee
Types planned down to
the individual
employee/position
• Salary and hourly
assumptions, as well as
merit increases
• Merit increases to be
evaluated against
maximum pay scale for
the grade
• Allocations based on the
funds and organization
(company and/or
department)
• Fringe Benefits and Tax
Rates
• Calculate total cost
burden by
employee/position
• Total calculations not to
exceed twenty (20)
Y
58 Statement of Work
Adaptive Planning
Expense Planning:
• Up to (1) one expense
model to capture non -
personnel related
expenses
• Up to five (5) supporting
schedules to build bottom -
up expense plan
• Total calculations not to
exceed twenty (20)
Y
Capital Planning:
• Capital sheet will allow to
plan for long term capital
improvement projects by
funding source.

Y
Fixed Assets:
• Capital sheet will allow
managers to plan for new
assets and straight-line
depreciation will be
calculated based on in
service date and useful
life.
• Forecasted depreciation
expense for existing
assets will be imported
from Workday.

Y
Allocations:
• Up to five (5) single step
departmental allocations
utilizing Workday Adaptive
Planning's native
allocation engine.

Y
Reporting:

Maximum of five (5) Adaptive
HTML reports
Y
End to end process
knowledge transfer sessions
will be conducted during the
deploy phase to train the
trainer along with client
specific process
documentation
59 Statement of Work
Adaptive Planning
Provide template for testing
scenarios and training
material
Knowledge Transfer /
Training
Adaptive Insight's
implementation methodology
involves knowledge transfer
and testing during and after
every model
Y
End to end process
knowledge transfer sessions
will be conducted during the
deploy phase to train the
trainer along with client
specific process
documentation
Provide template for testing
scenarios and training
material
Out of Scope:

Balance Sheet and Cash Flow
Forecasting
N
Third -party Integrations
N
Appendix E — Data Conversion
In Scope person population(s) which are active at time of the Go -Live conversion extract will be included in the conversion process. Clients' workers who were terminated in the current year based on the final extract date will be included in the data conversion to Workday to support rehires and reporting.

HCM Transactional History Conversion Assumptions:
• Transactional history is only available for Employees. Transactional history for Contingent Workers is not supported. Employees who were previously Contingent Workers will not have their Contingent Worker staffing events reflected in the history.
• All employees converted with transactional history will be assigned a single position identification (ID) in their primary position for the purposes of conversion.

Conversion of historical position management changes is not supported. Current additional jobs will be converted as required.
• All employees converted with transactional history will be converted into current supervisory organization and other position details will be updated to reflect changes.
• All necessary configuration for job profiles, compensation grades, locations, organizations, etc., which are referenced in the load of historic transactions will be provided by the Client using the Cynergy design documents. 60 Statement of Work
Finance -related History Conversion Assumptions:
• Suppliers active in the two (2) years prior to Go -Live • Customers active in the two (2) years prior to Go -Live Function
Scope
Human Capital Management
Active Employees
• Up to three thousand five hundred (3,500) Active Full -Service Equivalent (FSE) Employees or Contingent Workers Including Current Associated Personal Data and Current Job Record
• Current data records and job details for all active employees using their current data record
• Compensation — Current Compensation information only
Job and Compensation History - Unlimited "History from Previous System" • Attachment of Third -Party Documents out -of -Scope
• No Transactional History
Terminated Employees
• Terminated workers who received payment in the current year (Using Worker Object)
• Terminated workers will be converted to a Workday organization specified for terminated workers rather than the historical organization structure. • Only a terminated worker's data at time of termination (i.e., last data record) • Up to five hundred (500) retirees within one (1) benefit group • No History loaded
Benefits
• Current Benefit Elections
• Medical History for Current Year for ACA Reporting
• ACA Worker Hours and Wages
• Dependents & Beneficiaries
• Benefit Annual Rates
• Worker Wellness and Tobacco Usage
Absence Management
• Time off Balance Conversion Included
• Active Leaves for the previous twelve (12) Months (Balance as of go -live date, not daily balance conversion)
• Time Off Event Conversions Excluded
Time Tracking
• Excluded from the Scope for go -live
Performance &
Development
• No Transactional History
• No Prior Performance Reviews
• One (1) year of Overall Rating History for Performance Review if Advanced Compensation is in Scope. Note that this includes simplified templates with only the rating value (not entire performance review)
• No Goal History
Succession Planning
• Excluded from Scope
Payroll
• Payroll History Excluded
61 Statement of Work
Function
Scope
•
•
•
•
•
Withholding Orders Excluded (active orders to be manually entered by customer)
Tax Elections
Worker Payment Elections
Single Dimension Costing Allocation
Ongoing payroll input will be loaded by customer via EIB/Integration Learning
•
•
•
•
•
•
•
•
•
Up to forty (40) Instructor Assignments
Up to twenty (20) standalone lessons
Courses: Up to forty (40) active Digital and/or Blended courses with up to five (5) lessons each
Course Offerings: Up to twenty (20) with up to five (5) components each (referencing existing or in Scope blended courses)
Programs: Up to five (5) programs with up to five (5) components each (referencing existing or in Scope lessons or courses)
Campaigns: Up to ten (10) campaigns with up to five (5) components each (referencing existing or in Scope lessons, courses, or programs) and up to two (2) reminders each
Historical Records: Excluded
Historical Courses: Excluded
External Instructors & Learners: Excluded
Financial Management
Financial
Accounting
• Single Summarized Journal for Each Company Per Period with a Maximum of one (1) Year Plus Current YTD - Prior Year Ending Balance • Company Base Currency Only
• Transactional/Detailed Journals are out -of -Scope and will not be included Banking & Settlements
• Beginning Balance
• Unreconciled Open items
Budgets
• Current Year Budget Data
Customer Accounts
• Customers with Activity Within two (2) years Prior to Go -Live • Open Account Receivables Items
Supplier Accounts
• Up to ten thousand (10,000) suppliers active in the past two (2) years • Supplier invoice history in current calendar year for 1099 reporting • Open supplier invoices are out of scope
Procurement
• Open Approved Purchase Orders at time of go -live
• Open Supplier contracts at time of go -live
• Receipts for Open Approved Purchases Orders at time of go -live • Open Requisition conversion is out of scope
• Open Request for Quotes (RFQs) are out of scope
Business Assets
• Up to four thousand (4,000) Active Capitalized Assets, Reconciled to Balance Sheet [Non -Work in Progress (WIP) related assets only] 62 Statement of Work
Function
Scope
•
Up to two thousand (2,000) Tracked Expensed Assets (No Cost) Expenses
•
Worker Payment Elections for Expense Payments
Projects
•
Up to five hundred (500) projects active at the time of or one (1) year prior to go -live with attributes.

Adaptive Planning
•
Import GL trial balance from Workday (up to one (1) year historical) (Workday Data
•
Import metadata from Workday (up to ten (10) dimensions) Management)
•
Import personnel roster from Workday for existing and open positions •
Configure User -Sync with Workday
63 SpryPoint

SMART SOLUTIONS FOR SMART UTILITIES

EXHIBIT A - STATEMENT OF WORK
f
64 4r/ Statement of Work
Table of Contents

1. Introduction 6

2. Project Goals and Objectives 7

2.1. Goals and objectives 7

2.2. Guiding Principles 9

3. Scope of Work 10

3.1. Overall Project Approach 10

3.2. Pre -Project Initiation 11

3.3. Project Initiation 13

3.3.1. Project Initiation — Deliverables, Roles & Responsibilities 13

3.4. Analysis 17

3.4.1. Analysis — Overview/System Familiarization 17

3.4.2. Analysis - Workshops 17

3.4.3. Analysis — Planning Documents 18

3.4.4. Analysis — Data Migration 19

3.4.5. Analysis — Reporting & Dashboards 19

3.4.6. Analysis — Organizational Change Management 19

3.4.7. Analysis — Deliverables, Roles & Responsibilities 20

3.5. Configuration 27

Statement of Work

3.5.1.1. Configuration - Bill Statement 27

3.5.1.2. Configuration — Collection Letters 28

3.5.1.3. Configuration - Other Items 28

3.5.2. Configuration — Data Migration 29

3.5.2.1. Data Mapping 29

3.5.2.2. Data Migration, Iterations & Refreshes 31

3.5.2.3. Iteration 1 32

3.5.2.4. Iteration 2 32

3.5.2.5. Iteration 3 33

3.5.2.6. Iteration 4 34

3.5.2.7. Data Cleansing 34

3.5.2.8. Data Acceptance Testing 35

3.5.3. Configuration — Integrations & Enhancements 35

3.5.3.1. Interfaces 35

3.5.3.2. Enhancements 35

3.5.4. Configuration — Core Team Training 36

3.5.5. Configuration — Reports 36

3.5.6. Configuration — Review 36

3.5.7. Security & Roles 36

3.5.8. Configuration — Deliverables, Roles & Responsibilities 37

3.6. Test 45

3.6.1. Test — Test Scripts 45

3.6.2. Test — Training Material 45

3.6.3. Test — Tester Training 45
2 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work

3.6.4. Test — Integration Testing 46

3.6.5. Test - Bill Validation Testing 46

3.6.6. Test — Functional Testing 47

3.6.7. Test — User Acceptance Testing 48

3.6.8. Test — Deliverables, Roles & Responsibilities 49

3.7. Deploy 58

3.7.1. Deploy — Prerequisites 58

3.7.2. Deploy — Go Live Cutover Plan 58

3.7.3. Go/No Go Decision 59

3.7.4. Deploy — End User Training Material 59

3.7.5. Deploy — End User Training 59

3.7.6. Deploy — Mock Go Live 60

3.7.7. Deploy — Customer & Vendor Notifications 60

3.7.8. Deploy — Go Live 60

3.7.9. Deploy - Deliverable(s), Roles & Responsibilities 61

3.8. Operate 68

3.8.1. Operate — Post Go Live Support 68

3.8.2. Operate — Transition to Customer Success 68

3.8.3. Operate — System Acceptance & Project Close Out 69

3.8.4. Operate — Deliverables, Roles, & Responsibilities 69

3.9. Project Governance 72

3.9.1. Project Management (PM) 72

3.9.2. Project Communications & Tools 72

3.9.3. Acceptance Period 73
3 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work

3.9.4. Agreed Severity Definitions 73

3.9.5. Milestone Acceptance Process 74

3.9.6. Scope & Project Change Management 75

3.9.7. Issues and Risk Management 76

3.9.8. Conflict Resolution and Escalation Process 76

3.9.9. Project Working Times 77

3.9.9.1. Project Working Schedule 77

3.9.9.2. Statutory Holidays 77

3.9.10. Executive Steering Committee 78

3.9.11. Project Management Reoccurring Deliverables 79

4. Integrations & Enhancements 80

4.1. Integrations 80
SpryCIS - Sensus Analytics® Integration 82
Sensus FlexNet® - SpryIDM 83

4.2. Enhancements 84

5. Travel 84

6. Project Assumptions 85

6.1. General Assumptions 85

6.2. System Testing Assumptions: 85

6.3. Training Assumptions: 86

6.4. Production Readiness and Cutover Assumptions. 86

7. Appendices 86

7.1. Pricing & Milestones 86

7.1.1. Pricing Error! Bookmark not defined.
4 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Worl<

7.1.1.1. Annual SaaS Subscription Error! Bookmark not defined.

7.1.2. Milestones Error! Bookmark not defined.

7.2. Definitions 87

7.3. Document Samples 90

7.3.1. Project Status Report - Sample 91

7.3.2. Risk Log 98

7.3.3. Change Order Form 100

7.3.4. Change Order Form 101
Overview 103
Contact Information 103
Scope of Work 105
Payment Milestones Error! Bookmark not defined.

Pricing Terms Error! Bookmark not defined.

Hardware Options Error! Bookmark not defined.

Assumptions Error! Bookmark not defined.

Client Responsibilities 107
UAT and Change Management 107
UAT Acceptance 107
Change Requests 108
The change control process is initiated when CanAm and/or Client determine that a change is required to the current scope or schedule baseline at the time the change is identified. Changes to the project scope, schedule and costs will be documented and agreed to using Change Request forms executed by the Client Project Manager and the CSLLC Project Manager.Warranty 108

Statement of Work

1. INTRODUCTION
This Statement of Work ("SOW") is entered into per the Sub -Contractor Agreement ("Agreement") by and between SpryPoint Services, Inc. (hereinafter "SpryPoint") and Collaborative Solutions, LLC, a limited liability company ("CSLLC"), having its principal place of business at 300 Frank W Burr Boulevard, Suite 36, 6th Floor, Teaneck, NJ 0766 ("Client") for provision of Implementation Services and related solutions as further described herein for the benefit of the City of Santa Maria (hereinafter "Service Designee") (collectively "Parties") with principal offices at 110 E. Cook Street, Santa Maria, CA 93454
It is understood amongst the Parties, that direct input will be required from the Service Designee to ensure the accurate and timely delivery of Services.

The parties contemplate that the project manager from SpryPoint, Client and the Service Designee will jointly collaborate on all phases of the project.

Cognizant, as Client, bears the ultimate responsibility for all Client/Service Designee obligations as described within this SOW and shall perform this SOW for City of Santa Maria pursuant to the terms the separate Master Agreement between Cognizant and City of Santa Maria.

Background Statements:
• SpryPoint will provide a range of software solutions and services to achieve a business solution that meets the identified Customer Information System (CIS) Solution ("Solution") requirements of the Client. The Client is open to new ways to achieve the same outcome but are not looking to go backward in functionality or efficiency. • The Solution will encompass several SpryPoint products with Metabase included as a reporting and dashboard solution. The products include:
o SpryCIS — Customer Information System
o SpryMobile — Mobile Field Service
o SpryEngage — Customer Engagement Portal
o SprylDM — Interval Data Management
• The Client wishes to work together with SpryPoint for the implementation of the Solution and SpryPoint agrees to provide such services and/or software as agreed to in the terms provided herein. • This Statement of Work provides the general detailed terms and provisions that govern the delivery of all services and/or deliverables to the Client by SpryPoint.
6 Confidentia I 1 Copyright © 2023 SpryPoint Sol vices Inc. All Rights Reserved

Statement of Work
This document is one of several that constitute the Agreement. As such, if any discrepancy exists between the documents, the precedence shall be listed in the Statement of Work. These documents help define the project's scope and will guide its execution.

2. PROJECT GOALS AND OJECTIVES

2.1. GOALS AND OBJECTIVES
The Client's goals for this project and their supporting objectives are to take advantage of the newest technology and harness efficiencies to modernize their customer and meter to cash business processes. The implementation, and enhanced support of these new technologies are an opportunity to drive automation and efficiencies in business functions and ultimately improve productivity.

The primary objectives for this project include:
• Baseline and Efficiencies in Functionality/Business Processes. • Efficiencies in key areas of the Client's business include, but are not limited to:
o Automation and mobilization of field service functions/service orders. o Accessibility of data/flexible data model for ease in data extraction, reporting, queries, and open standards/web-services based integration.

Automation
• Allowing technology to do the work, workflows, integration, guided processes, and intuitive processes (less ad hoc scripts and manual processes) free up the Authority's employees, leaving more time to focus on business needs. • Make the Employees' Lives and Jobs Easier,
• Modern Technology.
• The look and feel of the software should emulate a modern touch. This includes the technology stack that utilizes current and modern standards for the user interface, user intuitiveness, security, development tools, practices, etc. The software should have open data access/integration standards for easy data access and integration. 7 Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
Implementation
• Plan and perform a cost-effective and timely implementation.

Integrity
• All aspects of the project and participants should be fair, honest, and conducted with integrity.

Additionally, both SpryPoint and Client agree to the following statements to guide a successful implementation:
• Implement a new CIS Solution built on a modern and cloud -based technology platform in accordance with SpryPoint's proposal.
• Implement a solution that will interface with or provide replacement solutions for several of the Client's existing systems, simplifying the overall customer and meter -to -cash applications footprint. • Provide a system that is flexible enough to accommodate business changes, requests for new services, and the need for enhanced business information.
• Implement a solution that is upgraded and enhanced regularly by SpryPoint. • Implement a solution that provides the best business -practice methodologies. • Implement a cost-effective solution that can be easily maintained. • A Web based solution that allows for automation and streamlining of the overall customer and meter -to -cash processes and improves data management, including collection, reporting and record keeping.

Greater transparency and visibility into the Solution:
• User-friendly reporting tools & advanced data analytics. • API driven interfaces into and from the CIS system.
• An automated method for uploading meter readings to the CIS. • Audit Trails throughout the applications.
• See alerts and consumption history on the mobile application.

Provide better customer service:
• Provide the following benefits: easy access to information, user friendliness, process automation, near real-time system changes, billing flexibility, and 24/7 access.
• Accurately calculate bills for all Customer classes, services, cycles, allocations, and capital recovery. 8 Confidentia I 1 Copyright © 2023 SpryPoint Sof vices Inc. All Rights Reserved

Statement of Work
• Correctly allocate accounts receivable and payments among general ledger funds. • Correctly process account and property activities.
• Provide Customer Service Reps (CSRs) with quicker access to customer information in one centralized location with a 360 - degree view of the customer.
• Integrate customer self-service capabilities (that is, account information, payment options, service activities, etc.). • Increase the efficiency and effectiveness of both employees and business processes and to improve employee job satisfaction, resulting in better customer service.
• Generate customer service metrics to satisfy the Client's desire to improve as well as meet future regulatory requirements. • Improve data access through reporting & dashboarding tools. • Ability for customers to sign up for and receive bills via email. • Ability for customers to sign up for alerts, financial alerts, and usage alerts.

Successfully Manage the Conversion Proiect:
• Deliver the Project on time and within budget.
• Employ a formal project management process.
• Engage the users of the system in the communication and decision -making processes to develop ownership and acceptance of the new system.
• Provide adequate knowledge transfer throughout the project. • Ensure that the implementation is as non -disruptive as possible to customers.

2.2. GUIDING PRINCIPLES
The Project will employ the following guiding principles throughout its operation and execution:

1. Standardize and align business operations to Industry best practices where it makes sense.

2. The Project will be based on a `Solution -Based' approach rather than a `System -based' approach focusing on high value processes and driving efficiencies.

3. The Client will empower designated Project team members knowledgeable on current state of operations to make decisions that will bind the Client in future state business process operations. These designated team members will be represented in each workshop.

4. Leverage base application capabilities as much as possible and minimize Client specific customizations.

5. SpryPoint and the Client will operate as a unified team and partners in the execution of the Project.

6. There will be a focus and commitment to organizational change management and staff preparation and readiness throughout the Project.

Statement of Work

8. SpryPoint will lead the project and keep consistent communication and transparency in the progress tracking of the project as outlined in the Project Governance Section of this document.

9. Client will measure the success of the project against the following statement: "A fully delivered solution of acceptable quality, on time and within budget that delivers accurate and timely customer and meter to cash processes." The following applies:
• Scope as defined in this agreement is fully met at the acceptance of the system: Project is "fully delivered"; • Acceptance of delivered scope at the completion of the project occurs as scheduled: Project is "on time"; • Costs do not exceed the projected budget as appropriated at the start of the project and/or any additional approved change orders: Project completes "within budget";
• Acceptance criteria according to that defined in this agreement and subsequent deliverables, are met and project deliverables are of "acceptable quality".

3. SCOPE OF WORK

3.1. OVERALL PROJECT APPROACH
SpryPoint shall use its implementation methodology, to deliver the SpryPoint Services, while reporting and delivering to the Client the requested deliverables and service levels in this SOW. SpryPoint will use its hybrid approach that brings together the best of the traditional Waterfall Methodology and combined it with the best elements of the Agile Methodology. This hybrid approach encompasses Project Management tasks, Pre -Project tasks, and five (5) phases, as follows:
• Analysis
• Configure
• Test
• Deploy
• Operate
10 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
■
Spry ' 0 int Implementation Methodology
-IMF= itaisiFIMIEBIZima
mmal
Project Schedule
Initial Training
Fit/gap Analysis
Operating Model Fit
Data Conversion Plan
Configure to Model
Data Cleansing and
Mapping
Technical Designs
Data Conversion Final Conversion
End -to -end System Training
User Testing Cutover er Planning
User Training Go Live
Agile Configuration
Sprints
Work Streams PROJECT MANAGEMENT
•
Agile Testing Scripts
for faster feedback
loop
User Acceptance
Testing

DATA CONVERSION
i CONFIGURATION

INTEGRATIONS

TESTING

TRAINING
•
Continuous
Improvement
Managed Services
Upgrades
The project scope assumes all SpryPoint Products will go live at the same time. If it is determined during implementation to split up the go live of one or multiple products, the change order process will be engaged to outline any project impacts.

3.2. PRE -PROJECT INITIATION
Upon contract signing, SpryPoint shall use its implementation methodology, to deliver the SpryPoint Service, while reporting and delivering to the Client the requested deliverables and service levels in this SOW. SpryPoint will use its hybrid approach that brings together the best of the traditional Waterfall Methodology and combined it with the best elements of the Agile Methodology. This hybrid approach encompasses Project Management tasks, Pre -Project tasks, and five (5) phases, as follows:
• Analysis
• Configure
11 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
• Test
• Deploy
• Operate
Before Project Initiation there are several pre -project activities the Client can choose to perform to prepare for the implementation.

Completion of these activities is not mandatory to start the project but will need to be completed at some point before go live. • Documentation to gather:

J Operating policies:

J Any documentation on Standard Operating Procedures
J Published rules/policies
J Internal documentation — How Tos/Workflows, etc.

J Gather Lists of Information:

J Customer Forms (online or printed)
J Communications — letters (collections, budgets, payment plans, etc.) J Service Order Types
J Credit Memos
J Miscellaneous Charges
J Billing Rates/details
J Penalty and collection rules
J GL codes used in CIS
J Meter data (counts, types of meters, inventory, GIS information) J Staffing and Roles:

J Identify Subject Matter Experts
J Grid of staff, roles, and responsibilities
J Field Operation users that will need to be engaged with SpryMobile J Bill Statement
J Bill design, structure of content, changes from existing bill J Goals of redesign
J Who needs to approve a new design?
J Does the new design need to be approved by a committee? If so, how long does this process take J Any specifications and/or requirements from your Printer Confidentia I 1 Copyright © 2023 SpryPoint Sol vices Inc. All Rights Reserved

Statement of Work
J Reporting
J What reports do you have today?
J Do you still use this report and what is it for?
J Complete a Reports list
J Collect report samples
J Data Cleansing
J Start to identify problem records (accounts, customers, premises) J Start to identify duplicate records
J Identify problems with data that should be resolved
J Identify fields that are multipurpose

3.3. PROJECT INITIATION
Project Initiation describes the collaboration between the Client and SpryPoint to begin the project. SpryPoint cannot start project initiation until the contracts have been fully executed.

Upon execution of the contract, SpryPoint will initiate the project, and start preparation and mobilization of its resources in accordance with the requirements defined in this SOW.

3.3.1. PROJECT INITIATION — DELIVERABLES, ROLES & RESPONSIBILITIES For this implementation to be successful, there are various levels of engagement that are required by team members on both the Client and SpryPoint teams. The RACI charts are designed to demonstrate who needs to perform work on each project deliverable. The following key will be used for each RACI to explain the level of engagement required.

R= Responsible — Assigned to complete the task/I.e. you will have work to do; A = Accountable — Has final decision -making authority and accountability for completion; this person will ensure the work gets done.

He/she may or may not be doing work but needs to make sure the work gets done; C = Consulted — provides input into a task and/or consulted before a decision or action; I = Informed — Must be informed after a decision or action. 13 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

4fi Statement of Work
No.

Deliverable Deliverable
Name Description
Project
Manager
Mobilize Identify and assign
Project team members and
Team introduce teams.

A
Implementation
Specialist (s)
SpryPoint
Executive Project
Sponsor Manage
A
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee

1. R
Mobilize Identify and assign
Client team members and
Project introduce teams.

Team
Pre -Project
Kickoff
Initial Project
Managers Meeting
to introduce people
outline next steps,
schedule meetings,
and start project
work.

A
R
R
C

4. Prepare
project
infrastructu
re
Send welcome
information, setup
shared drives and
access.

A
R
CONFIDENTIAL 1 COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 14 Statement of Work
No. Deliverable Deliverable
Name Description
Project
Manager
Initial
Project
Schedule
Update project plan
that will be used as
baseline for project.

A
Implementation
Specialist (s)
SpryPoint
Executive Project
Sponsor Manage
C
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
Project
Kickoff
Environme
nt Setup
Verify
environme
nts
Analysis
Workshop
Formal meeting to
kickoff the Project.

This includes the
following activities:
• Meeting
agenda
• Meeting
presentation
[Provision
environments and
provide access for
core team.

A
A
C
R
Confirm list of initial C
access and confirm
users can log in.

C
C C I
C
A
R
C
The creation of the
workshop schedule
and invites sent.

A
C
Confidentia I 1 Copyright © 2023 SpryPoint Sol vices Inc. All Rights Reserved R
C
15 Statement of Work
No. Deliverable Deliverable Project Implementation Executive Project Name Description Manager Specialist (s) Sponsor Manage
r
SpryPoint
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
Schedule
complete
Key: R= Responsible — Assigned to complete the task each party to the SOW will have to do; A = Accountable — Has final decision -making authority and accountability for completion; this person will ensure the work gets done. He/she may or may not be doing work but needs to make sure the work gets done. C = Consulted — provides input into a task and/or consulted before a decision or action; I — Informed — Must be informed after a decision or action 16 Confidentia I I Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

4r Statement of Work

3.4. ANALYSIS
The purpose of the Analysis phase is to gather the specific information needed to complete configuration of the SpryPoint Products. This phase is also used to clarify any business requirements and processes and/or identify any gaps that may exist.

3.4.1. ANALYSIS — OVERVIEW/SYSTEM FAMILIARIZATION
During this phase either before or as part of the workshops SpryPoint will complete an overview product session. The purpose of this session is to introduce the core team members to the SpryPoint product(s).

3.4.2. ANALYSIS - WORKSHOPS
A SpryPoint team member will lead workshops involving appropriate SpryPoint project resources, and the Client business process experts to create an Analysis Report. These workshops and the resulting documentation will work to define the future business processes and identify any gaps between the desired future business processes/agreed proposal requirements scope in Exhibit H and SpryPoint Functionality.

SpryPoint and the Client will jointly identify and document the business processes. SpryPoint will provide draft copies of the Analysis Report and other documentation on an agreed upon timeframe for review and approval by Client to ensure accuracy of the information gathered.

Prior to the workshops SpryPoint will:
✓ Develop Workshop schedule/agenda with input from the Client ✓ Prior to interviews, SpryPoint staff will familiarize themselves with the Client's legacy system using available material provided by the Client, personal interviews, and other such information as needed.

During this activity SpryPoint will:
• Conduct workshops to discuss possible organizational changes that may result from implementing the new system, and how to manage them.
• Conduct individual or group interviews to confirm current business processes, review standard configuration of the SpryPoint Service in relation to these processes, recommend process changes based on the best practices with the SpryPoint Product(s), and identify enhancements or configuration changes that are needed, or that could be mitigated by the adoption of recommended business practice changes. The following business processes will be reviewed.
• Customer Service
• Premises
• Service Orders
CONFIDENTIAL 1 COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 17 Statement of Work
• Meters
• Billing
• Accounting, payments, collections and bankruptcy processes, including debt remaining at any premise and recovered through transfer of title • Customer Engagement
• Customer Communications
• SpryEngage
o Self Service
• Registration
• Payments
• Payment History
• Billing
• Analytics
• Forms
• Password Resets
• Requests
• Profile Management
• Help & FAQ
• Administration
o Campaigns & Alerts
o Customer Relationship Management
• Mobile Field Service
• Dispatching
• Meter activities
• Service Orders
• Optimized Routing
• Photos
During this sub -section of the Analysis phase, other workshop sessions may be identified and required to ensure all business needs are being met.

3.4.3. ANALYSIS — PLANNING DOCUMENTS
During the Analysis Phase there are several documents that are created. To create these documents SpryPoint will meet with the appropriate Client team members. • Test Plan — A document that outlines the strategy for testing. As part of the test plan testing success parameters will be agreed to with the Client. For example: it will include criteria like X % of residential accounts need to be checked or 100% of industrial account with no unexplainable discrepancies.
• Training Plan — a document that outlines the requirements for training. This includes a training matrix that can be used to plan End User training for the various user roles and courses. The Client will be responsible for matching training needs to individual End Users. • Security Plan - Based on the workshops and interviews, SpryPoint will provide an out of the box security plan. In addition, SpryPoint provides base security roles. The Client will be responsible to match individual users to the security roles and assign roles to their users. 18 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work

3.4.4. ANALYSIS — DATA MIGRATION
Data Conversion is a critical part of every implementation project. During the Analysis Phase, workshop(s) will be held to define the following:
• Location of Client Data and access to Client data
• Confirmation of records that require conversion (as defined below) • What format the Client Data will be received in
• Data cleansing options
• Parameters for data checking/validation
• How Client Data will be mapped to the new data structure This information will be gathered and documented in the Data Conversion Strategy document.

3.4.5. ANALYSIS — REPORTING & DASHBOARDS
During the Analysis Phase a Report Analysis will be completed. This analysis will be used to review the reports that the Client uses and their purpose. Once this is established SpryPoint will group the report into different categories:
• No Longer Needed — the report will be deemed as no longer needed because either the Client currently doesn't use it, or because of a business process change or the new system functionality the report is deemed unnecessary.
• Match Report — the report is matched to an equivalent SpryPoint Report that exists in the System and will be built.
• Report to Build — the report does not exist, is needed for future purposes and SpryPoint will create the report.

Often many Client reports will be replaced with one base SpryPoint report that has multiple views to meet the needs of different users. Upon completion of the report analysis a Report & Dashboard plan will be provided to the client. This document summarizes the reports & dashboards that are needed in the operational areas, determine which reports are already available within the SpryPoint Service, and identify which reports need to be modified, or newly written, to meet the Client's business needs.

3.4.6. ANALYSIS — ORGANIZATIONAL CHANGE

MANAGEMENT
The objective of Organization Change Management (OCM) in the Analysis phase is for the SpryPoint team to better understand the current state of the Client, assess the organizational culture and the capacity to change. During this phase SpryPoint will:
• Identify Stakeholders
• Work with the Client to develop an Internal Communications Plan • Review Decisions Logs from workshops to identify impacts to the Client's staff • Identify training requirements
19 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

4r/ Statement of Work

3.4.7. ANALYSIS — DELIVERABLES, ROLES & RESPONSIBILITIES No. Deliverable Deliverable
Name Description
Project
Manager
Implementatio
n Specialist (s)
System
Familiarization
C
A
SpryPoint
Executive Project
Sponsor Manger
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
Workshop
Questionnaires
A product
overview
session(s) that
are designed to
provide the
Client with a
look at how the
SpryPoint
product(s) work
before the
Analysis
workshops
Document(s)
with questions
that will need to
be answered by
the core team
and are used as
part of the
discovery
workshop
C
R
A
R
CONFIDENTIAL 1 COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 20 Statement of Work
No. Deliverable
Name
Deliverable
Description
Project
Manager
lmplementatio
n Specialist (s)
SpryPoint
Executive Project
Sponsor Manger
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
sessions. Note:

The SpryPoint
PM may
determine these
are not required
for the project
Workshop
Questionnaires
Provide answer
in the
questionnaires.

A
R
Topic Specific
Workshops
Workshop(s)
will be
completed to
discuss the
requirements in
each area and
identify any
gaps. An
agenda will be
provided for
each workshop.

R
A
Attend
workshops
Client will
ensure the
correct subject
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved C
A
21 Statement of Work
No. Deliverable Deliverable Project lmplementatio Executive Project Name Description Manager n Specialist (s) Sponsor Manger SpryPoint
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
matters experts
are available
and participate
in workshops.

Analysis Report
A document that
outlines the
information
gathered during
the discovery.

This document
will outline any
gaps identified
during the
workshops
Analysis Report
Updates
Updates to the
Analysis Report
with any
changes/feedba
ck from the
Client
R
R
A
A
C
C
C
R
Deliver A list of
Business standard
Process
R
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved A
C
C
22 Statement of Work
No. Deliverable Deliverable Project lmplementatio Executive Project Name Description Manager n Specialist (s) Sponsor Manger SpryPoint
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
Validation
Checklist
business
processes
scenarios that
are supported
by the
SpryPoint
Solution(s).

Analysis Report
Review &
Approval
The time
required to for
the Client to
review the
Analysis Report
and provide
feedback and/or
approve the
document
C
C
A
Report Plan
This plan is A
used to identify
which reports
are required,
what tool will be
used to create
the report and
who is
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved R
C
R
R
23 Statement of Work
No. Deliverable Deliverable Project lmplementatio Executive Project Name Description Manager n Specialist (s) Sponsor Manger SpryPoint
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
Test Plan
responsible to
develop them.

A document that
outlines the
testing strategy
for the
implementation
Training Plan
Data
Conversion
strategy
A document that
outlines the
strategy for
training the
Client
throughout the
implementation.

A document that
defines all the
Client Data that
will be
converted. This
document
defines the
details and plan
for conversion
A
A
R
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved R
R
A
C
C
C
C
C
C
24 Statement of Work
No. Deliverable
Name
Deliverable
Description
Project
Manager
lmplementatio
n Specialist (s)
SpryPoint
Executive Project
Sponsor Manger
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
Security Plan
and Baseline
Roles (out of
box)
Security Plan
Role
Assignment
throughout the
implementation.

A document(s)
that outlines the
security access
limits and the
out of the box
security roles
and their
purpose.

Updates to the
document
matching users
to security roles.

Change
Management
Plan
A document that
outlines a
strategy for
Organizational
Change
Management.

A
C
A
R
C
R
C
R
C
C
A
R
25 Confidentia I I Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
No. Deliverable
Name
Deliverable
Description
Project
Manager
lmplementatio
n Specialist (s)
SpryPoint
R
Executive Project
Sponsor Manger
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
Client
Communication
Plan
Updates to
Client
communication
s plan
A document that
outlines
recommended
Client
communications
throughout the
Project for both
internal and
external
communications
Go forward
communication
plan for Client
staff & its
customers
A
R
R
C
C
A
R
C
Key: R= Responsible — Assigned to complete the task each party to the SOW will have to do; A = Accountable — Has final decision -making authority and accountability for completion; this person will ensure the work gets done. He/she may or may not be doing a work but needs to make sure the work gets done. C = Consulted — provides input into a task and/or consulted before a decision or action; I — Informed — Must be informed after a decision or action 26 Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

4r/ Statement of Work

3.5. CONFIGURATION
The configuration stage is the period in the Project where the project teams work to complete the initial "setup" of the SpryPoint product(s) to meet the specific business process requirements of the Client as defined in the Analysis document.

3.5.1. CONFIGURATION — CONFIGURATION WORKBOOK & CONFIGURATION To document and track the configuration, SpryPoint uses a Configuration Workbook (Workbook). SpryPoint will prepopulate the Configuration Workbook. The Client will be responsible for sign -off. The purpose of the Workbook is as follows:
• Provide a checklist of all required configuration settings • Document configuration settings
• Show which configuration settings have been completed and where (i.e., Production Environment or Staging Environment) At this point in the Project this will be referred to as the Initial Configuration. As SpryPoint works with the Client through the testing and data conversation activities, changes to configuration may be required. SpryPoint will be responsible for ensuring the configuration is updated with these changes.

3.5.1.1. CONFIGURATION - BILL STATEMENT
SpryPoint will work with the Client to gather and document the requirements about the look and feel of the template, as well as the presentment logic. The bill statement will be based off one of SpryPoint's approved templates. The Bill Statement Requirements Document will be provided to the client for review and approval. Once the Client has verified the document and is satisfied that all required information has been documented, the Client will approve the Bill Statement Requirements Document. Once the requirements document has been signed off, SpryPoint will develop a client -specific PDF renderer application, based on the agreed upon design. The PDF renderer uses information from SpryCIS as input and generates a PDF document as output. SpryPoint will be responsible for maintaining the renderer application and making any necessary adjustments to the display or logic, based on the signed off requirements document. After the first version of the renderer is built, SpryPoint will review the results with the client, and make changes required if they are in alignment with the approved Requirements document. After the requirements document has been approved, if changes are required to the bill statement that are not in the approved document, the change order process will be engaged.

3.5.1.2. CONFIGURATION — COLLECTION LETTERS
SpryPoint will work with the Client to gather and document the requirements about the look and feel of the Collection Letter(s), as well as the presentment logic. The Collection Letter(s) will be based off one of SpryPoint's approved templates. The Collection Letter(s) Requirements Document will be provided to the client for review and approval. Once the Client has verified the document and is satisfied that all required information has been documented, the Client will approve the Collection Letter(s) Requirements Document. Once the requirements document has been signed, SpryPoint will develop a client -specific PDF renderer application, based on the agreed upon design. The PDF renderer uses information from SpryCIS as input and generates a PDF document as output. SpryPoint will be responsible for maintaining the renderer application and making any necessary adjustments to the display or logic, based on the signed off requirements document. After the first version of the renderer is built, SpryPoint will review the results with the Client, and make changes required if they are in alignment with the approved Requirements document. After the requirements document has been approved, if changes are required to the bill statement that are not in the approved document, the change order process will be engaged.

Note a set of Collection Letters includes the letters to support the steps of the Collection Process. For example, if the collection process may have 3 steps that requires documents to be created (1- Late Notice; 2- Delinquent Notice; 3 — Disconnect/Cut-off Notice) all three letters would be included in the scope.

3.5.1.3. CONFIGURATION - OTHER ITEMS
Other items required to be configured during this phase are:
• Service Orders - SpryPoint will gather requirements for developing Client's Service Order processes including service types. • Miscellaneous Letters & Templates — Report deliverables (letters) will be created by SpryPoint with respect to the Client logo, contact information, return address and text. The Client will supply the logo, contact information, return address, and text to SpryPoint for development of the letters. Some examples include, but is not limited to:
c Welcome Letter
28 Confidentia I 1 Copyright <_ 2023 SpryPoint Sof vices Inc. All Rights Reserved

Statement of Work
o Returned Check Fee Letter
o Payment Arrangement Agreement Letter
o Bankruptcy Letter
SpryPoint has included in scope budget to build up to 10 letter templates. If additional letters are required, the change order process may be engaged.

3.5.2. CONFIGURATION — DATA MIGRATION
SpryPoint uses an Agile project approach during the data migration process. SpryPoint will be responsible for the assistance of transformation and load of the data from the Client's current systems to SpryPoint Products. It should be noted that while SpryPoint is responsible for the transformation and loading of data, the Client must provide user(s) who understand how the Client currently uses the system and to complete data extraction and support transformation activities.

3.5.2.1. DATA MAPPING
Before data can be extracted from the legacy system or imported into the various SpryPoint products, a data mapping document must be completed. SpryPoint will provide a document outlining all the data points that need to be mapped. The Client will be required to work with SpryPoint to ensure understanding of how data is used in the legacy system.

Agreed Time
SpryPoint will convert 3 full calendar years plus the number of months to go live of history into SpryCIS. SpryPoint will archive any Client Data older than 3 calendar years.

The following table provides specific details of the objects to be converted, where the agreed time is 3 full calendar years, plus the number of months to go live of history.
29 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
SpryCIS Obiects to Convert
Object
Details
Customers
Active customers with balances within the specific time limits, including relationships (i.e., landlords/tenants). This also includes customer addresses and corresponding contact information.

Note: In the agreed time if there are inactive customers with balances these will be included in the conversion.

Premises
All active premises in the agreed time.

Accounts
Active accounts only within the time range and inactive accounts with a balance and inactive accounts that have historical activity and/or has been closed in the agreed time.

Meters
Service Points
Meter Readings
AR Balance
Service Orders
All active meters within the agreed time range, regardless of account status.

Active service points within the agreed time range.

For all converted meters per the agreed time.

All active account balances within agreed time.

All active and completed service orders within the agreed time frame.

Bill History
Deposits
Includes transactional data for any active accounts, inactive accounts with historical transactions within the agreed time.

If applicable, active deposit values will be converted.

Statement of Work
Equipment
Remotes
All active equipment.

All active meters within the agreed time range, regardless of account status (if applicable).

Notes & Comments
Notes & Comments for applicable converted records.

During the Analysis phase, the objects will be reviewed to ensure all required data is being converted. In the event, additional objects are required the teams can discuss if SpryPoint can add these objects to the conversion process. Depending on the nature of the data, the complexity, and the business requirements to bring in this data SpryPoint may require a change order to add this data.

Additional history can be brought into the SpryCIS Archive Data Store. The Archive Data Store allows for inquiry and retrieval of historical, non -editable transactional data within the SpryCIS application.

3.5.2.2. DATA MIGRATION, ITERATIONS & REFRESHES
SpryPoint will design, develop, and create validation processes (For example: accounts receivable balances, meter reads, consumption, record counts, etc.). The Client is responsible for all data extraction activities from the legacy system.

The process starts with extracting and importing core data elements, and then with each conversion iteration, additional data elements will be added. After each conversion iteration, data validation reports will be provided to the Client to review and sign off on. During the conversion process Client will extract the mapped data from the Client's legacy system and SpryPoint will import the data into the SpryPoint solution(s). In addition to this the Client is expected to complete the Data Acceptance Testing. SpryPoint will run the data conversion programs and provide reports to assist the Client with data quality validation — for example reconciliation reports (extracted = loaded).

The scope of this implementation includes an estimated 4 major data iterations. Each major iteration has a defined purpose and data requirements to meet that goal. In some instances, it may be required to complete multiple conversions to meet the goals and purpose of the 31 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
major iteration. To ensure project efficiencies, the SpryPoint Project Manager will determine based on the project schedule and project needs if additional conversions are required and timing of those conversion, to ensure the data is correct to support a successful go live.

Note: If it is mutually agreed to by both parties the decision can be made to proceed with the next data iteration if one of the activities is not completed.

3.5.2.3. ITERATION 1
This is the initial data extraction and as a result is the first test of the data mapping. When this iteration of data is completed, users will be able:
• Review Client Data in the respective SpryPoint solutions on the following record types:
o Accounts
o Customers
o Premises
o Services
o Service Points
o Meters
o Service Agreements
o Billing Agreements
o Meter Reads
• Complete data acceptance testing.
• Create bills (non -Client specific bill statement), install meters, create billing & service agreements, and transitions.

The scope of this project includes no more than 2 conversions to support data iteration 1 goals.

3.5.2.4. ITERATION 2
The goal of this iteration is to fix issues found during Iteration 1 and any additional record types required to start bill validation testing and other product testing. The following activities are targeted to be completed before Iteration 2 can be completed:
• Completion of Iteration 1 data conversion and data acceptance testing Confidentia I 1 Copyright © 2023 SpryPoint Sol vices Inc. All Rights Reserved

Statement of Work
• Completion of data cleansing activated identified in Iteration 1 • Completed configuration adjustments identified
Upon the completion of Iteration 2, the Client will be able to see and review:
• Client Data in the SpryPoint solutions to include:

C Updated records from Iteration 1
o Transaction history
C Deposit records
• Complete data acceptance testing
• Complete bill validation testing
The scope of this project includes no more than 4 conversions to support data iteration 2 goals.

3.5.2.5. ITERATION 3
The goal of Iteration 3 is to fix issues identified in the previous iteration and convert any remaining records identified in the data conversion mapping document that have not been converted yet.

To complete Iteration 3, the following prerequisites are targeted to be completed:
• Completion of Iteration 2 data conversion and data acceptance testing • Completion of data cleansing activities identified in Iterations 1 & 2 • Completion of configuration adjustments identified throughout testing Upon completion of Iteration 3, the Client will be able to:
• Address any edge cases or record types that have not been previously completed • Complete User Acceptance Testing
Confidentia I 1 Copyright © 2023 SpryPoint Sof vices Inc. All Rights Reserved

Statement of Work
• Complete Mock Go Live between Iteration 3 and 4
The scope of this project includes no more than 2 conversions to support data iteration 3 goals.

3.5.2.6. ITERATION 4
The goal of Iteration 4 is to support Go -Live.

In between data iterations, one or multiple data refreshes may be completed. Data refreshes can be requested by any project member but the final decision maker of whether to complete the refresh is the SpryPoint Project Manager. A data refresh is defined as the rerunning of the conversion processes using more recently extracted data. Another key tenet of a data refresh is that extract routine, conversion script, and/or, mapping changes will be minimal in comparison to a full iteration. A minor change is defined as script change that takes less than 1 hour to fix, such as fixing a mapping to support an edge case; adding handling for meter switches; changing rate mapping.

The scope of this project includes no more than 1 conversions to support data iteration 4 goals.

3.5.2.7. DATA CLEANSING
During the data migration process there will be requirements to clean up data, this will be referred to as data cleansing. There will be several methods used to complete this cleansing activity. The main ones are:
• Correct during the extraction — In some instances it is easiest to correct the data using scripting on the export from legacy system. • Correct during the import process — In some instances it is easiest to correct the data using scripting on the import into the SpryPoint product(s).
• Manual correction in legacy system- In some instances, the Client will be asked to correct the data in the legacy system. • Correction in SpryPoint Product(s) — In some instances. The Client and/or SpryPoint Implementation Specialist will be asked to correct the data in the SpryPoint Product(s). This may be completed manually or by scripting. 34 Confidentia I 1 Copyright © 2023 SpryPoint Sol vices Inc. All Rights Reserved

Statement of Work
SpryPoint will work with the Client to decide the best approach on how data cleansing will be conducted and which of the above methods will be used or if an alternative method is required. SpryPoint and the Client will work together to come to a mutually agreed decision that is in the best interest of the Project.

3.5.2.8. DATA ACCEPTANCE TESTING
After each data migration SpryPoint will provide data validation reports that will outline what data has been converted, control totals and areas of concern, areas where data cleansing may need to occur or any other data abnormalities.

The Client will be required to review these reports with SpryPoint. In addition, the Client will be required to complete data acceptance testing. SpryPoint will provide checklists to use as guides for data acceptance testing. The Client is required to review and validate data for all records as outlined in the data conversion plan.

3.5.3. CONFIGURATION — INTEGRATIONS & ENHANCEMENTS
During the configuration stage, SpryPoint will configure/develop these items based on the agreed upon scope. During this process each identified interface, and/or enhancement will be identified as required for Go -Live or not. This information will be used to help prioritize the delivery of this work.

3.5.3.1. INTERFACES
During the contracting process interfaces were identified and a high-level description of the functionality has been outlined in this document.

To see a complete list of Interfaces and their description included in the scope of the project please see section 4.1 Interfaces.

If interfaces, not listed in this document, are identified or requested, they will be deemed out of scope and the change order process will be initiated.

3.5.3.2. ENHANCEMENTS
35 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
During the contracting process in scope product enhancements were identified and a high-level description of the functionality has been outlined in this document. To see a complete list of Enhancements included in scope of this project please see section 4.2 Enhancements.

If enhancements, not listed in this document, are identified or requested, they will be deemed out of scope and the change order process will be initiated as outlined in section 3.9.6 Scope and Project Change Management.

3.5.4. CONFIGURATION — CORE TEAM TRAINING
To assist with the Client's Core Team Members understanding of the SpryPoint product(s) SpryPoint will provide Core Team Training.

This training is designed to give the Core Team members a full understanding of how to use the SpryPoint Product(s). SpryPoint will provide the Client copies of the training presentations and student workbooks. During the training, activities and assessments will be completed to help reinforce key concepts. Training material during core team training will be based on the out of the box system functionality and may include functionality that is not applicable to you, however the purpose of the training is to help the core team understand how the system might work for Client specific business processes.

3.5.5. CONFIGURATION — REPORTS
During configuration, any reports and dashboards identified as required for Go -Live in the Report Plan will be developed.

As identified in the Report Plan, SpryPoint will work with the Client to build/configure:
• Dashboard — SpryPoint will work with Client to configure a Customer Service Dashboard of key metrics using Metabase. • Reports - SpryPoint will work with appropriate Client project team members to modify existing reports or write new reports using out of the box reporting tool and Metabase.

3.5.6. CONFIGURATION — REVIEW
A review of the recommended configuration will be completed with the Client, so they may understand the configuration and ask any related questions. SpryPoint will lead this Configuration Review and the Client Core Team will be required to participate in this review.

3.5.7. SECURITY & ROLES
36 Confidentia I 1 Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

1. Statement of Work
Based on the security plan, the Client will be responsible to assign security roles to users of the System. The Client can either use the out of the box security roles or they can create their own. When new functionality is released, SpryPoint is responsible to update the out of the box security roles only. If the Client has created their own custom security roles, they will be responsible to update any security related to new features to the affected roles. The SpryPoint Project Manager will work with the Client to ensure release notes are shared when required or applicable.

3.5.8. CONFIGURATION — DELIVERABLES, ROLES & RESPONSIBILITIES No. Deliverable
Name
Deliverable
Description
Project
Manager
R
Implementation
Specialist (s)
SpryPoint
Executive Project
Sponsor Man ger
C
Core
Team
Testers
End
Users
Executive
Sponsor
11 -
Client
Configuration
Review
Sessions that
are held on an
agreed upon
schedule to
determine the
initial
configuration
requirements.

2. Configuration
Workbook
Completed

3. Configuration
Workbook
The
Configuration
Workbook is
filled out for the
initial round of
configuration.

R
Provide
required inputs
A
C
R
A
37 Confidentia I 1 Copyright 2023 SpryPoint Services Inc. All Rights Reserved

Assignments &
Homework
Statement of Work
No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
SpryPoint
Executive Project
Sponsor Man ger
Core
Team
Testers
End
Users
Executive
Sponsor
Client

4. System
Configuration(s)
& information
for completion
of the
Configuration
Workbook (if
applicable)
The process to
complete
configuration in
the System
Environments.

A
R

5. Participate in
Configuration
Sessions

6. Core Team
Training
Be engaged in
configuration
sessions to
answer
questions and
understand how
configuration is
performed (if
required)
Full system
training
provided to the
Clients core
team members
per the training
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved A
C
R
38 Statement of Work
No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
SpryPoint
Executive Project
Sponsor Man ger
Core
Team
Testers
End
Users
Executive
Sponsor
Client
T

7. Participate in
Core Team
Training

8. Data Mapping
Document
plan that
ensures the
core team
understands
how the
SpryPoint
product(s)
works.

Client's Core
Team will
participate in
the scheduled
training
sessions
A spreadsheet
that maps each
field being
converted from
the legacy
system to a field
in an
appropriate in
scope
SpryPoint
product.

R
A
A
C
R
C
39 Confidentia I I Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
No. Deliverable Deliverable
Name Description
Project
Manager
Implementation
Specialist (s)
SpryPoint
Executive Project
Sponsor Man ger
Core
Team
Testers
End
Users
Executive
Sponsor
Client

9. Data Extraction
from legacy
system
The activities
required to get
data out of the
Client's legacy
system.

C
C
A
R

10. Data Import into
SpryPoint
Product(s)
The activities
required to
bring data into
the SpryPoint
product(s).

R
A
C
C

11. Data
Conversion
Results Report

12. Data
Conversion
Results Review
The report(s)
that is
generated after
the data
conversion
round is
completed.

A meeting(s) to
discuss the data
conversion
results and
answer any
questions,
issues or
concerns.

R
R
A
A
C
C
C
R
40 Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
No. Deliverable
Name
Deliverable Project Implementation Executive Project
Description Manager Specialist (s) Sponsor Man ger
SpryPoint
Core
Team
Testers
End
Users
Executive
Sponsor
Client

13. 14.

Data
Acceptance
Checklist
Template
Data
Acceptance
Checklist
Template
Population

15. Data
Acceptance
Testing
A template that
outlines the
recommended
data element
that should be
tested
A
Population of
specific data
elements to be
tested during
data
acceptance
testing into the
Data
Acceptance
Checklist.

Testing that is
completed by
the Client to
check and
validate the
data that has
been converted.

R
A
R
R
A
41 Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
No. Deliverable
Name
Deliverable
Description
Project
Manager
A
Implementation
Specialist (s)
SpryPoint
Executive Project
Sponsor Man ger
Core
Team
Testers
End
Users
Executive
Sponsor
Client

16. Data
Acceptance
Testing Support

17. Identify data
issues
Answer
questions and
provide
guidance during
data
acceptance
testing
Identification
and
documentation
of data issues
found during
data
acceptance
testing
C

18. Data Cleansing
Decisions

19. Complete Data
Cleansing
Make decisions
on the best way
to resolved data
issues "" see
Data Cleansing
Section above.

Complete data
cleansing
activities
A
A
R
C
R
R
A
C
C
R
C
C
42 Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserve°

Activities -
SpryPoint
Statement of Work
No. Deliverable
Name
Deliverable Project Implementation Executive Project
Description Manager Specialist (s) Sponsor Man ger
SpryPoint
Core
Team
Testers
End
Users
Executive
Sponsor
Client

20. Completed Data
Cleansing
Activities —
Client
Complete data
cleansing
activities
C
C

21. Reports &
Dashboards

22. Security
Configuration
Build/Configure
reports and
Dashboard as
determined by
the report plan
R
The process of
assigning users
to security
roles.

23. System Ready
for Testing
Initial system
configuration
completed and
system ready
for testing.

A
A
C
R
A
C
A
C
R
R
R
C
43 Confidentia I I Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
Key: R= Responsible — Assigned to complete the task each party to the SOW will have to do; A = Accountable — Has final decision -making authority and accountability for completion; this person will ensure the work gets done. He/she may or may not be doing work but needs to make sure the work gets done. C = Consulted — provides input into a task and/or consulted before a decision or action; I — Informed — Must be informed after a decision or action Confidential I Copyright © 2023 SpryPoint Services Inc. All Rights Reserved

4r/ Statement of Work

3.6. TEST
The Test phase's primary focus is on testing and training. This phase is the key to mitigating risk and gaining user confidence in the new business processes. This is accomplished through SpryPoint's systematic and thorough testing and training. SpryPoint's iterative testing methodology adds a layer of thoroughness at each step, building on the success of the previous steps. It is important that the Client spends time testing their business processes in the SpryPoint Solution(s) to ensure all business needs are met.

3.6.1. TEST — TEST SCRIPTS
A test case is a document that outlines an element or scenario to be completed during a specific test cycle (feature, function, interface, etc.).

Each test case must meet the following requirements:
• Uniquely numbered and named
• Identifies the functional/business domain recommended to be tested • Describes the testing purpose
• Specifies the environment to be used
• Outlines any dependencies
SpryPoint will provide out of the box test scripts based on the standard business processes. The Client will be responsible for modifying test scripts to meet their custom needs. SpryPoint will be available to review, answer questions and provide recommendations for custom test scripts.

3.6.2. TEST — TRAINING MATERIAL
To assist the Client's Testing Team Members with understanding of the SpryPoint product(s), SpryPoint will provide end -to -end system training. As part of the training, SpryPoint will provide the Client with copies of the training presentations and student workbooks. During the training activities and assessments will be completed to help reinforce key concepts. Training material used during tester training will be localized to use Client Data for hands-on exercises and will only contain details about system functionality that is being used as part of the go forward business processes. Note: The training material will not include details on the client's specific business processes.

3.6.3. TEST — TESTER TRAINING
CONFIDENTIAL !COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 45 Statement of Work
To ensure the project team has captured as many scenarios as possible and addressed all business cases, it is important that other users be identified and perform testing during User Acceptance Testing phase. SpryPoint is responsible for ensuring users receive the required training, so they have the tools required to complete their assigned testing.

Although SpryPoint is responsible for providing the training, it is highly recommended that a core team member be part of the training session to help facilitate buy in of the new functionality and business processes.

3.6.4. TEST — INTEGRATION TESTING
Integrated Testing will focus on these five main areas:
• Core integrated testing which tests major batch processes; • Financial scenarios which focus on validating financial transactions; • Integrated testing scenarios inclusive of primary and secondary scenarios; • Unit (Singular) testing of interfaces and enhancement(s); • Unit testing reports and bill prints.

SpryPoint is responsible to complete initial testing of integrations to ensure they meet the requirements as outlined in the requirements document(s). It is recommended that the Client complete their own testing of the integrations.

Included in the scope in no more than 2 rounds of Integration Testing

3.6.5. TEST - BILL VALIDATION TESTING
The purpose of the billing comparison process is to replicate a full billing cycle for all accounts in both the legacy system and SpryCIS and compare the results on each account. The end goal is to identify any billing anomalies to correct issues with setup or conversion, and to document acceptable differences.

Statement of Work
The billing comparison is an iterative process throughout the implementation to ensure bills are calculated correctly. The scope of the project includes three (3) iterations of billing validation. The first iteration will likely identify configuration or data issues that need to be corrected.

After those issues are corrected the billing comparison will be run again up to two (2) more times to ensure billing accuracy. Billing comparison will be deemed acceptable when there is a 97% or higher billing match with no unknown reasons for differences. After each round of bill comparisons, a document is created that is shared with the Client to show the results. While SpryPoint is responsible to complete this testing, the Client will be required to help review and resolve issues. Results of each Bill Validation Testing Iteration will need to be signed off by the Client.

To complete Bill Validation Testing the Client must have the ability to provide an extract of the billing data from their legacy system in the form of a comma -separated file or spreadsheet from their legacy system at any given time. This data will need to include, at a minimum:
• Legacy Account Number
• Service Period Dates, start and end date
• Consumption by service
• Billing Cycle
• Bill Amount
• Budget Amount (if applicable)
• Bill amount by Service (if possible)
• Breakdown by flat charge vs. consumption, consumption charges by tiers (if possible)

3.6.6. TEST — FUNCTIONAL TESTING
The main purpose of the Functional Testing step is to establish that decisions made during the configuration phase of the project will be in line with Client's business requirements. Functional Testing utilizes scenarios based on industry best practices. To facilitate functional testing, SpryPoint and the Client will test scenarios, broken into two categories:
• Primary Scenarios - These scenarios involve functionality relating to the core business processes and are the most common end - user functionality, such as move -ins, move -outs, billing, and collections. • Secondary Scenarios - These scenarios involve testing a broader spectrum of functionality designed to test unique, Client -specific functionality and infrequent or less common processes.

Statement of Work

3.6.7. TEST — USER ACCEPTANCE TESTING
User Acceptance Testing cannot be deemed completed or accepted until all objects including but not limited to configuration, data migration, reports, modifications, interfaces, business processes and user security are completed and ready for Go -Live.

Note: In some cases, there may be a reason why an item may not be available during user acceptance testing. If this occurs this item(s) needs to be documented with a future plan to validate the item(s).

During User Acceptance Testing the Client will be accountable to complete any required testing, however, the SpryPoint team will be available to answer questions and help resolve any questions, issues, or concerns. SpryPoint will test all processes related to the read- only follower database during User Acceptance Testing.

The Client's identified testers will complete the test cases as defined in the approved test script list and agree to complete testing to meet the parameters defined in the test plan. If tests fail, SpryPoint resources will be available to help and answer questions and/or work with the customer to fix the issues. Once SpryPoint has deemed the issue fixed, the Client will be required to retest.

Statement of Work

3.6.8. TEST — DELIVERABLES, ROLES & RESPONSIBILITIES
No.

Deliverabl
e Name
Deliverable
Description
Project
Manager
lmplementatio
n Specialist (s)
SpryPoint
Executive Project
Sponsor Manager
R
A
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee

1. 2.

Tester
Training
Training
provided to any
non -core team
users that will
be involved in
testing
activities.

Participate Participate in
in Tester tester training
Training

3. Data An updated
Refreshes data
conversion
iteration that is
used to support
testing.

Provide
Test
Scripts
Provide out of
box test scripts
based on
R
A
A
R
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved A
R
C
C
C
49 Statement of Work
No.

Deliverabl Deliverable
e Name Description
Project
Manager
C
Implementatio
n Specialist (s)
SpryPoint
Executive Project
Sponsor Manager
A
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee

5. 6.

7. Update
Test
Scripts
standard
business
processes.

Activities
required to
update out of
box test scripts
to match
Client's future
state and edge
cases
Execute
Bill
Validation
Testing
Activities
required to
complete a
round of bill
validation
testing
Bill Correction of
Validation issues found
— Issue during bill
Correction validation. This
s could be in the
form of
R
R
C
A
A
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved R
R
R
R
R
50 Statement of Work
No.

Deliverabl
e Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
SpryPoint
Executive Project
Sponsor Manager
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee

8. 9.

Bill
Validation
Testing
Acceptanc
e
Execute
Integration
Testing
changes to
configuration,
training for
Client,
development,
etc.

A sign off
provided by the
Client that
represents
acknowledgme
nt that the
Client has
reviewed the
testing results
and approves
the results of
the testing
round
Activities
required to
complete a
round of
C
A
C
R
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved A
R
R
R
51 Statement of Work
No. Deliverabl Deliverable Project lmplementatio Executive Project e Name Description Manager n Specialist (s) Sponsor Manager SpryPoint
C
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
integration
testing

10. Integration
Testing —
Issue
Resolution
Correction of
issues found
during
integration
testing. This
could be in the
form of
changes to
configuration,
training for
Client,
development,
etc.

11. Integration
Testing
Signoff
A sign off
provided by the
Client that
represents
acknowledgme
nt that the
Client has
review the
testing results
A
C
R
C
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved A
C
R
52 Statement of Work
No.

Deliverabl Deliverable
e Name Description
Project
Manager
A
Implementatio
n Specialist (s)
SpryPoint
Executive Project
Sponsor Manager
R
Core
Team
Testers
End
Users
Executive
Sponsor
1 Client/Service Designee

12. 13.
and approves
the results of
the testing
round
Execute
Functional
Testing
Activities
required to
complete a
round of
functional
testing
Functional
Testing —
Issue
Identificati
on
Identification of
issues found
during
functional
testing. This
could be in the
form of
changes to
configuration,
training for
Client,
development,
etc.

A
R
R
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved R
R
R
53 Statement of Work
No.

Deliverabl
e Name
Deliverable
Description
Project
Manager
A
lmplementatio
n Specialist (s)
SpryPoint
Executive Project
Sponsor Manager
C
Core
Team
Testers
End
Users
Executive
Sponsor
1 Client/Service Designee

14. 15.

16. Functional
Testing —
Issue
Resolution
SpryPoint
Functional
Testing —
Issue
Resolution
- Client
Resolve issues
identified in
testing.

Resolve issues
identified in
testing.

Functional
Testing
Signoff
A sign off
provided by the
Client that
represents
acknowledgme
nt that the
Client has
reviewed the
testing results
and approves
the results of
C
R
A
C
R
C
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved A
R
54 Statement of Work
No. Deliverabl Deliverable Project Implementatio Executive Project e Name Description Manager n Specialist (s) Sponsor Manager SpryPoint
A
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
the testing
round.

17. 18.

Execute Final testing
User performed by
Acceptanc the Client Key
e Testing Users and any
identified
testers prior to
system sign -off.

Security,
Modifications
and Reports
testing will be
performed as
part of UAT.

User
Acceptanc
e Testing —
Issue
Identificati
on
Identification of
issues found
during user
acceptance
testing. This
could be in the
form of
changes to
C
A
C
R
Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved R
A
R
R
R
55 Statement of Work
No.

19. User
Acceptanc
e Testing —
Issue
Resolution
SpryPoint
Resolve issues
identified in
testing.

20. 21.

User
Acceptanc
e Testing —
Issue
Resolution
- Client
User
Acceptanc
e Testing
Signoff
Resolve issues
identified in
testing.

Deliverabl Deliverable
e Name Description
Project
Manager
lmplementatio
n Specialist (s)
SpryPoint
Executive Project
Sponsor Manager
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
nt that the
Client has
completed user
acceptance
testing and
approves the
results of the
testing
Key: R= Responsible — Assigned to complete the task each party to the SOW will have to do; A = Accountable — Has final decision -making authority and accountability for completion; this person will ensure the work gets done. He/she may or may not be doing work but needs to make sure the work gets done. C = Consulted — provides input into a task and/or consulted before a decision or action; I — Informed — Must be informed after a decision or action 57 Confidentia I I Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

4r/ Statement of Work

3.7. DEPLOY
The Deploy phase is the point at which the Client and SpryPoint decide whether all critical pieces are in place to turn the system over to production. This phase includes a production readiness evaluation, cutover planning, and remaining end user training.

SpryPoint and the Client will develop a Cutover Plan prior to the proposed Go -Live date. SpryPoint and the Client will stage all aspects of the system in preparation for production cutover.

The Production Readiness phase focuses on four critical areas:

1. Application Readiness. Is the application tested and ready for production? This includes modifications, interfaces, and reports needed to run in full operations.

2. Data Readiness. Is the data conversion ready for operations? Have all data cleansing issues been resolved or planned for during the cutover period?

3. Process Readiness. Have the business processes been reviewed? Have all business process- reengineering tasks been completed, documented, and made ready for operations?

4. Resource Readiness. Are all the end -users trained? Is the Client's staff trained to deal with problem -solving during the business cycle?

3.7.1. DEPLOY — PREREQUISITES
To cutover to production the following criteria must be met:
• User Acceptance Testing must be completed and signed off on. • All issues marked as required for Go -Live must be completed and signed off on. • All product enhancements and integrations marked as required for Go -Live must be completed, tested, and signed off on.
• Converted data has been validated, balances, any discrepancies can be explained and signed off on.
• Required training is completed and signed off on.

Note: the above list is the standard agreement, however, in some cases there may be item(s) that may not be accomplished until Go -Live. Any desired expectation(s) to this list needs to be documented with a plan outlined and relevant details and mutually agreed upon by both parties.

3.7.2. DEPLOY — GO LIVE CUTOVER PLAN
SpryPoint will develop a Go -Live Cutover Plan which outlines all issues and activities required to cutover and to the achievement of operational stability. The plan is based on experiences gathered from other SpryPoint production cutovers, an on -going evaluation of best practices in the industry, and specific issues that arose during the configuration and testing of the software for the Client.

3.7.3. GO/NO GO DECISION
This is a critical decision point in the project, where the state of the project is reviewed against the Deploy Prerequisites to determine the readiness for to Go -Live. This step should occur approximately 30 days before Go -Live. If the Client has specific needs that will require more than 30 days' notice, this decision point should occur further out than 30 days prior.

The Go/No Go Decision process occurs in two steps.

Step 1 — SpryPoint Internal Go/No Go Decision
This is an internal meeting with the SpryPoint Project Team, SpryPoint Executive Sponsor and other SpryPoint Stakeholders to discuss the project and evaluate Go -Live readiness. If this meeting results in a "Go" Decision, a Client Go/No Go meeting is scheduled. In the event a "No" results from this meeting a meeting will be scheduled with the Client's Executive Sponsor and Key Stakeholder to discuss the concerns and established action plan.

Step 2 — SpryPoint/Client Go/No Go Decision
When SpryPoint Internal meeting results in a "Go" Decision, the project status, risk, cutover plan is discussed with the Client's Project Team, Executive Sponsor and any Key Stakeholders. If the Client makes a "Go" decision, plans for the cutover are finalized. If the Client makes a "No -Go" decision SpryPoint and the Client will work together to determine if the change is in or out of scope, and the appropriate actions will be taken to resolve the issues/concerns.

3.7.4. DEPLOY — END USER TRAINING MATERIAL
To assist the Client's end users with understanding of the SpryPoint product(s); SpryPoint will provide end to end system training. As part of training, SpryPoint will provide the Client copies of the training presentations and student workbooks. During training, activities and assessments will be completed to help reinforce key concepts. Training material used during end user training will be localized to use Client Data for hands on exercises and will only contain details about system functionality that is being used as part of the Client's go forward business processes. Note: The training material will not contain specific business process information for the Client.

3.7.5. DEPLOY — END USER TRAINING
The end -user training will be performed by SpryPoint staff, with the assistance of one or more Client core team members. The SpryPoint instructor will supply the detailed knowledge of the applications being taught, and the Client functional resource will bring the detailed knowledge of Client processes to the classroom. The SpryPoint instructor will lead the instruction with the Client resource attending to clarify any process or procedure questions specific to their environment.

While SpryPoint will make every effort to complete end user training as close to Go -Live as possible, there may still be a period between training and Go -Live. As a result, the Client agrees to establish a practice lab and a schedule where trained users are scheduled and required to spend time practicing what they have been trained on.
59 Confidentia I 1 Copyright 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work

3.7.6. DEPLOY — MOCK GO LIVE
The Mock Go -Live acts as a dress rehearsal for the actual Go -Live weekend and Monday morning activities. This practice run is used to ensure everyone understands their roles and responsibilities for the actual Go -Live. In addition, it allows SpryPoint to validate the schedule and timings for the cutover weekend. This includes any manual entries required after the completed conversion and validation of all reporting. Some users will be asked to run testing to ensure they understand what is going to happen when the business opens on Monday morning.

3.7.7. DEPLOY — CUSTOMER & VENDOR NOTIFICATIONS
As the Client prepares for Go -Live the Client may need to notify customers, vendors and other third parties of the system Go -Live. It will be the responsibility of the Client to prepare and complete these notifications. However, SpryPoint can be used as a resource to talk about their experiences in what other Clients have done.

3.7.8. DEPLOY — GO LIVE
This phase includes the system shutdown time when the cut -over to production occurs. Most of this work is performed when the office is closed. During this time, the final data conversion is completed, and all other steps as identified in the cut -over plan are completed, and validation is performed to ensure everything is in place to open the office.
60 Confidentia I 1 Copyright 2023 SpryPoint Services Inc. All Rights Reserved

4r/ Statement of Work

3.7.9. DEPLOY - DELIVERABLE(S), ROLES & RESPONSIBILITIES No.

Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
SpryPoint
Executive Project
Sponsor Manager
Core
Team
Testers
End
Users
Executive
Sponsor
Ow -
Client/Service Designee

1. 2.

Go Live Plan
A document A
that outlines
the plan for
Go -Live,
including
any
schedules
and
checklists
for the Go -
Live
weekend.

R
R
R
R
SpryPoint An internal A
Internal SpryPoint
Go/No meeting
Decision where the
Client's
readiness
R
R
CONFIDENTIAL 1 COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 61 Statement of Work
No.

Deliverable
Name
Deliverable Project Implementation Executive Project
Description Manager Specialist (s) Sponsor Manager
SpryPoint
C
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
R
for Go -Live
is reviewed.

3. 4.

SpryPoint/Cli
ent Go/No Go
Decision
End User
Training
A meeting
upon the
acceptance
of
prerequisite
activities
that gives
the approval
to move
forward with
the Go -Live.

Training for
users is
teaching
them how to
use the
SpryPoint
products, as
identified in
the training
plan.

Statement of Work
No.

Deliverable Deliverable Project Implementation Executive Project Name Description Manager Specialist (s) Sponsor Manager SpryPoint
A
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee

5. Customer/Ve
ndor
Notifications
Notice of
Go -Live for
any
customers,
vendors,
and other
interested
parties of
the Go -Live
planned
date.

R
C

6. Schedule
Practice
Sessions for
Trained End
Users
A schedule
that assigns
system
practice
time to
trained
users.

Statement of Work
No.

Deliverable Deliverable
Name Description
Project
Manager
Implementation
Specialist (s)
SpryPoint
Executive Project
Sponsor Manager
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee

8. 9.

Practice
Session(s)
Mock Go Live
SpryPoint
Product(s)
and practice
their system
skills.

The time an
end user(s)
spends
practicing
what they
learned in
training
sessions.

A complete
dress
rehearsal of
the Go -Live
activities to
ensure all
parties
understand
their role in
Go -Live.

Statement of Work
No.

Deliverable Deliverable Project Implementation Executive Project Name Description Manager Specialist (s) Sponsor Manager SpryPoint
C
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee

10. Final Data
Conversion
Exports
All activities
required to
complete
the final
data
conversion
exports from
the legacy
system.

A
R
C

11. Final Data
Conversion
Imports
All activities
required to
complete
the final
data
conversion
import in the
production
system.
12' Go -Live
Activities
Complete all
cutover
activities as
defined in
R
A
A
C
C
R
R
R
Confidentia I I Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved R
65 Statement of Work
No. Deliverable Deliverable
Name Description
Project Implementation
Manager Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers
End
Users
Executive
Sponsor
SpryPoint
Client/Service Designee
the cutover
plan.

13. Issues Log
Updates
The issues
log that gets
updated
with any
issues that
occur during
cutover.

A
R
R
R

14. Go Live Sign
off
A document
that
confirms
that the
system is
ready for
production
use and that
the Client is
ready to
being using
the
SpryPoint
solution(s)
as the
R
R
I
A
R
C
66 Confidentia I I Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

Statement of Work
No. Deliverable Deliverable Project Implementation Executive Project Name Description Manager Specialist (s) Sponsor Manager SpryPoint
Core
Team
Testers
End
Users
Executive
Sponsor
Client/Service Designee
Or7
system of
record.

Key: R= Responsible — Assigned to complete the task/i.e. you will have work to do; A = Accountable — Has final decision -making authority and accountability for completion; this person will ensure the work gets done. He/she may or may not be doing work but needs to make sure the work gets done. C = Consulted — provides input into a task and/or consulted before a decision or action; I — Informed — Must be informed after a decision or action 67 Confidentia I I Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

4r/ Statement of Work

3.8. OPERATE
The purpose of this phase is to ensure complete and successful transfer to the new customer information system as well as the other applications included in the Project scope and provide the Client with direct access to the implementation team personnel. The SpryPoint implementation team will work together with your production staff to ensure the systems are well understood and functioning per the agreed business processes.

3.8.1. OPERATE — POST GO LIVE SUPPORT
This is the initial period after Go -Live where the Client's focus is on system stabilization. The post Go-Live/stabilization period will last 90 calendar days with the goal to complete 3 full billing cycles (assuming monthly billing cycle).

During this period, the Client is using the SpryPoint product(s) to complete their day-to-day responsibilities and run their business. The SpryPoint implementation team is available to the Client to answer questions, provide refresher training, manage, and resolve all application issues (configuration, training, and defects, etc.), resolve all post -production issues as well as any Go -Live deferred functionality, provide support of the business process review activities and how to best achieve the desired improvements.

At the end of the post Go -Live stabilization period a punch list is created. This list contains:
• Any issues and their severity still open at the end to the stabilization period • Any SOW items that were not delivered prior to Go -Live • Any additional reports required and agreed to as part of scope of services

3.8.2. OPERATE — TRANSITION TO CUSTOMER SUCCESS
After the post Go -Live period has been completed and all severity 1 and 2 issues have been resolved, we will transition the Client to the Customer Success team. The transition involves a SpryPoint internal knowledge transfer between the Service Delivery and Customer Success Teams and an introductory meeting with the Client, SpryPoint Project Manager, and the SpryPoint Customer Success Team.

Once the transition to the Customer Success team has occurred, the SpryPoint implementation team will continue to be accountable for the resolution of all items on the punch list and the Customer Success Team will be accountable for any new issues.

3.8.3. OPERATE — SYSTEM ACCEPTANCE & PROJECT CLOSE OUT
The project close out is the point when the Project parties both agree that all Project deliverables have be completed per the Statement of Work and the Implementation portion of the contract is completed, the system is accepted by the Client and the Project is deemed closed.

This occurs when the following are met:
i. All of the service deliverables identified within this SOW have been completed, delivered and accepted or deemed accepted per specific contractual provisions, including approved Change Orders impacting the SOW;

2. All punch -list items severity 1, 2 and a plan for delivery of severity 3 are delivered to the Client. The Client agrees to test all delivered severity 1 and severity 2 items within 15 business days of receipt and provide written details of any concerns. If no written details or concerns are provided by Client within the 15 -business day period, the items will be considered approved. Client must have received training as defined in the SOW on the SpryPoint Products and know how to use the system.

3. 1. and 2. above have been met, and the project is 6 months past cutover, and no written documentation of issues related to the scope included in this SOW has been provided to SpryPoint; SpryPoint will send an email to the Client stating that due to no documentation approval has been assumed.

Once a project is deemed complete any outstanding implementation fees are due.

3.8.4. OPERATE — DELIVERABLES, ROLES, & RESPONSIBILITIES No.

Deliverable
Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Customer Project
Success Manager
Team
SpryPoint
Core
Team
Testers
End
Users
Client/Service Designee
Executive
Sponsor
1 Refresher
Training
Any identified and
agreed upon
refresher training
completed.

Statement of Work
No.

2. 3.

Transition
Documentati
on
SpryPoint Internal
Documentation used
to provide the
Customer Success
Team information
about the Client and
their project.

Transition to
Customer
Success
Internal
Meeting
A SpryPoint internal
knowledge transition
meeting to review
the project details.

4. Transition to
Customer
Success
Meeting
A meeting held with
SpryPoint to
introduce them to
the Customer
Success Team and
how they work with
them.

A
A

5. Finalize
Punchlist
A document that lists
any open items that
need to be resolved
A
R
R
R
R
R
R
R
R
R
R
R
70 Confidentia I I Copyright :c 2023 SpryPoint Services Inc. All Rights Reservcc:

Statement of Work
No.

6. Signoff on
Punchlist
Acknowledgement,
by the Client that
they have reviewed
the punchlist and
they agree to it.
7 8.

Project Close A document that
Out summarizes project
Document details.

Project Close
Out Signoff
Acknowledgement,
by the Client that all
SOW deliverables
have be completed
and the project has
been signed off on
and closed.

R
A
A
R
R
R
R
A
R
C
Key: R= Responsible — Assigned to complete the task each party to the SOW will have to do; A = Accountable — Has final decision -making authority and accountability for completion; this person will ensure the work gets done. He/she may or may not be doing work but needs to make sure the work gets done. C= Consulted — provides input into a task and/or consulted before a decision or action; I — Informed — Must be informed after a decision or action 71 Confidentia I 1 Copyright :< 2023 SpryPoint Services Inc. All Rights Reserved

3.9. PROJECT GOVERNANCE

3.9.1. PROJECT MANAGEMENT (PM)
SpryPoint uses a highly structured and layered project management methodology, which relies on detailed and complete project plans, to determine who is working on each tasks, and when, throughout the life of the project. Central to SpryPoint's philosophy is maintaining strong communication throughout the teams, setting expectations early, facilitating and coaching as required and monitoring progress.

SpryPoint will provide a Project Manager throughout the life of the Project who will work directly with Client's Project Manager and the joint team to ensure that all project responsibilities are met.

SpryPoint and Client Project Managers shall be responsible for the planning and execution of the Project. They shall work collaboratively to manage all project activities from project management activities, including planning and execution, the delivery of change management, and project communications throughout the Project. The Client's Project Manager is ultimately accountable for the Client's resources, project tasks and internal project plans and SpryPoint's Project Manager is accountable for their resources and project tasks. Both project managers will need to work together and retain authority for day-to-day project decisions and ensure project success.

3.9.2. PROJECT COMMUNICATIONS & TOOLS
The SpryPoint Project Manager, working in conjunction with the Client Project Manager, will compile status reports for distribution to both the Client and SpryPoint management. Weekly meetings will be held to review overall status, schedule, and open issues noted in the status report.

As the implementation experts SpryPoint agrees to communicate clearly which issues/tasks are on the critical path and have immediate impact on the project schedule and which issues/tasks are not. For issues that are not on the critical path the SpryPoint Project Manager will monitor these to ensure that these do not become critical path issues/tasks.

Communication Method
Frequency
Tool/Method Attendees
Project Team Status Meetings
Every second week Zoom & Google
Docs/PDF
Both PMs, Client
Core Team
Meetings, Service
Designee Team
Members,
SpryPoint Project
Team (as required)
Project Status Reports
Monthly
PDF
N/A

City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 Updates to the project plan
PM Status meeting
Risk Log
Bi-Monthly
Weekly
Wrike N/A
Zoom
Executive Steering
Committee
Bi-Monthly Google Sheet/Excel
Monthly
Zoom
SpryPoint PM,
Client PM
N/A
SpryPoint PM,
Client PM,
SpryPoint Executive
Sponsor, Client
Executive Sponsor,
Service Designee
Executive Sponsor
Issue Log
Weekly Google Sheet/Excel
N/A
With the understanding that both SpryPoint and the Client are working jointly to achieve the best project outcome, the table above outlines the standard agreement for communications. If major project events occur, or at a critical point in the Project that require addition communications, updates, or meetings, both parties can mutually agree to the additional activities at no extra cost to the Client.

3.9.3. ACCEPTANCE PERIOD
To facilitate the project schedule and project planning it is important both parties agree to a default response period of 5 business days for any issues involving the Project. While this will be the default time, either party can proactively ask for a longer time, if the time is not sufficient or ask for an extension. The SpryPoint Project Manager will evaluate any timeline extensions against the project schedule and communicate if the extension puts the project schedule at risk.

3.9.4. AGREED SEVERITY DEFINITIONS
During the implementation the following definition will be used to define the Severity of issues. In addition, issues will also be categorized as Go -Live Required or Post Go -Live.

Severity Example
Level
1 — Urgent
The Client's business is not operational due to significant performance issues or outage, creating a substantial impact financially or by the number of customers affected.

Critical business function(s) cannot be performed, and/or a key component is unavailable or is non-functional. There is no immediate workaround.

This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 73 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
Urgent issues have top priority until resolved. Examples of Severity 1 Issues includes but are not limited to:
• System is unavailable (outage).
• Unable to perform a key function such as calculation of bills or billing process. • A key function is malfunctioning, creating a severe financial/customer impact. • Any event that impacts more than 20% of the customer base. • Severity Level 1 issues are subject to an Issue Post-mortem by SpryPoint. 2 — Critical
The Client's business is operational but the ability to perform business functions is severely impacted,
A critical business function or functions are partially operational or operating by use of a workaround only sustainable for a short period of time.

A critical business function or functions is operating at limited capacity or has a defect which creates errors or atypical results to customer records, transactions, financials.

Examples of Severity 2 issues include but are not limited to: AEL • 10%-20% of the customer base are affected by bills which are calculating or rendering incorrectly.
• Response times on transactions or screens are 3 times the normal response times (response times must be tracked at go -live for benchmark). • Processes take 3 times as long to complete or error out (response times must be tracked at go -live for benchmark).
3 —
Restricted
Use
The service is experiencing an issue that can be worked around but is impacting the Client's efficient use of the service. The business is operational with reduced efficiency.

Examples of Severity 3 issues includes but are not limited to:
• Single account issue.
• Business function has a slight restriction of function of non -critical nature. • A workaround is required to maintain normal operations. • Non-performance impacting defect.
4 — Not
Urgent
The service is fully functional but may contain a cosmetic flaw or misspelling.

There is no operational, financial, or customer impact.

Examples of Severity 4 issues include, but may not be limited to:
• A button is out of alignment on the user interface.
• Question regarding configuration or functionality.
• General inquiries.

3.9.5. MILESTONE ACCEPTANCE PROCESS
This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 74 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 This project will be invoiced on a milestone basis. The milestones, delivery criteria and payment timelines are noted below and in Exhibit G - Milestones.

On a monthly basis, the SpryPoint Project Manager will submit a list of milestones that have been completed for review and approval to Client Project Manager. Service deliverables shall be accepted or rejected within 5 consecutive business days from the time of submittal for acceptance. Service deliverables will be considered accepted with written approval from the Client. In the event the Client does not provide written approval or feedback within the agreed upon time period SpryPoint may invoice the milestone. The use or partial use of any service deliverable in a Production Environment constitutes acceptance of that service deliverable but only to the extent of such use or partial use.

The Service Deliverable Acceptance Process is described below. • Submission of Service Deliverables. The SpryPoint Project Manager, or his or her designee, will prepare a list of completed milestones and forward with the respective service deliverable to the Client Project Manager, or the Client designee, for consideration. • Assessment of Service Deliverables. The Client's Project Manager will determine whether the service deliverable meets the requirements as defined in this SOW and that the service deliverable is complete.
• Acceptance / Rejection. After reviewing, the Client will either; accept the service deliverable in writing or will provide a written reason for rejecting it to the SpryPoint Project Manager. If the Milestone is accepted, the SpryPoint Project Manager will invoice for the Milestone(s). If the Milestone is rejected the SpryPoint Project Manager will review the reason and work with the Client's Project Manager to determine if the rejected reason is within scope and if so, resolve any concerns. Once concerns are addressed the Milestone Acceptance Form will be updated and resubmitted for approval in the next month invoicing cycle.

3.9.6. SCOPE & PROJECT CHANGE MANAGEMENT
During implementation either party may request additions, deletions, or modifications to the services or software described in this SOW ("the Change"). All Changes will be documented and approved, regardless of whether there is an associated cost for the change.

Requests for changes should be made to either project team's PM. The SpryPoint Project Manager is responsible for creating a Change Order Form. The Change Order Form will include the following:
• A description of the problem that needs to be solved or the scope change to be addressed. • A description of the solution to the problem or scope Change being requested, including the use/business case and/or reason for the Change and suggested solution. • And estimated impact of the Change on the project schedule. • If applicable, any fees/cost and expenses associated the Change.

The Change process that will be employed is defined below. The Change must be approved by both SpryPoint and the Client before any work related to a Change is completed. • Identify the requested Change.
• Identify and document the solution and scope of work associated with the Change requested. • Estimate required effort, and any associated costs.

This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 75 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 • Assess impact of the Change on schedule, travel fees, milestones, contract, risks and/or any other identified impacts.
• Submit for review and approval by the Client and SpryPoint Management Team. • If not approved, no changes are completed and the Change request is canceled • If approved, Project documents are updated and work on the Change is scheduled into the Project.
• Monitor and report progress on the Change.
• Communicate the Change resolution.

During implementation, work to execute any approved project Changes will be completed at a price of $200 USD per hour.

3.9.7. ISSUES AND RISK MANAGEMENT
The following procedure will be used to manage Project issues and risks:
• Identify and document all concerns.
• Assess the impact and prioritize the impact to the Project. • Assign responsibility to resolve the issue or risk.
• Monitor and report progress on the issue or risk.
• Communicate issue resolution.

On a monthly basis, the Project Managers will meet to review the status of the risks and outstanding issues. When a risk is identified each risk will be assessed for its probability and impact and weighted. ■

3.9.8. CONFLICT RESOLUTION AND ESCALATION PROCESS
While both parties agree it is the desire to resolve issues quickly and within the project team(s), at times this may not be possible, and issue(s) may need to be escalated to resolve. A project issue can include anything from a business process change, to a schedule issue, to a personnel issue, etc. The following table shows a typical escalation path:

Escalation Path
SpryPoint Client
Level 4 Senior VP Service Delivery or
CEO
Level 3
Executive Director
Vice President Service Delivery
Level 2
Project Manager
Chief Financial Officer
Project Manager
This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 76 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 Level 1
Implementation Specialist Core Team Members

3.9.9. PROJECT WORKING TIMES

3.9.9.1. PROJECT WORKING SCHEDULE
During the project implementation it has been agreed that Project Meetings, Training Sessions and/or any onsite time will be completed Monday through Thursday, when working remotely. If work is being completed onsite all meeting times will be scheduled Monday through Thursday, with Friday being a travel day for the SpryPoint project team. In the event scheduled project activities such as meetings, training sessions, etc. need to be completed on days/times outside the above agreed times, this will be mutually agreed upon by both parties and scheduled a minimum of three (3) weeks in advance.

3.9.9.2. STATUTORY HOLIDAYS
It is agreed that both parties will do their best to respect each party's holiday schedule. However, depending on where the project is and go live date, on occasion project team members may be required to work a statutory holiday. If this is to occur, it will be mutually agreed to by both parties.

SpryPoint Observed Holidays
Holiday
2023
2024
New Year's Day
January 1 (observed on January January 1
2nd)
Islander Day/Family Day February 20
Good Friday
Victoria Day
Canada Day
Civic Holiday
April 7
May 22
February 19
March 29
May 20
July 1 (observed July 3)
August 7
Labor Day September 4
National Day of Truth &
Reconciliation
Thanksgiving
July 1 (observed July 4)
August 5
September 2
September 30 (observed September 30
October 2)
October 9 October 14
This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 77 City of Santa Maria and Collaborative Solutions, LLC Statement of Work Remembrance Day
Christmas Day
November 11 (observed
November 13)
December 25
SOW START DATE: June 24, 2024
November 11
December 25
Boxing Day
December 26 December 26
** Note: this calendar is subject to change based on company policies Client Observed Holidays
Holiday
New Year's Day
Martin Luther King Jr Day
Memorial Day
2023
2024
January 1 (observed on January
2nd)
January 16
February 20
Independence Day
Labor Day
Veteran's Day
Thanksgiving
Friday after Thanksgiving
May 29
July 4
September 4
November 11 (observed
November 10)
November 23
January 1,41
January 15
May 27
July 4
September 2
November 11
November 28
November 24 November 29
Christmas Eve & Christmas Day December 25 &-26.

December 2 25

3.9.10. EXECUTIVE STEERING COMMITTEE
The Executive Steering Committee Meeting will include SpryPoint and the Client Project Managers and Project Sponsors. This review will take place monthly via a Zoom meeting or onsite (if mutually agreed to by both parties). The intent of this meeting is to ensure that the Project remains on -time and on -budget, and that Executive Management for both parties have a clear understanding of project status. The primary tool that will be used to do the meeting is the latest month's Monthly Project Status This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 78 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 Report. The intended level of attention to detail during this meeting is to identify areas of concern or material change to the Project. Topics of discussion include:
• Work accomplishments from the previous month and planned work accomplishes for the upcoming month.
• The percent complete for the overall project thus far. Descriptions of any material variances in schedule or work will be provided, if the percent complete is different than what was expected from the prior month.
• The current Risk Management Plan will be included, and risk status will be reviewed, based on priority of risks.
• The Project Plan will be included and reviewed for any areas of concern or material change to the project.

3.9.11. PROJECT MANAGEMENT REOCCURRING

DELIVERABLES
During the project implementation the SpryPoint Project Manager is accountable for the delivery of the following reoccurring deliverables:

Communication Method
Description
Shared Project Folders
Project Status Reports
Updates to the project plan
Risk Log
Via the used of Google Drive, SpryPoint will provide the Client with a shared project folder for document sharing and collaboration of documents during the project
A monthly report that outlines summarize project status, upcoming activities, risks, etc.

Updates to the baseline Project schedule are performed and published bi-monthly. The plan is updated to refine tasks, percent complete and milestone completions, inclusive of resource updates and timeframe updates. Both parties will commit to staffing and resources to meet a rolling 3 -month window.

Note: project plans will be maintained and updated in the SpryPoint Project Tool, called Wrike. Access can be granted to the Client to see the project plan.

Report that lists risks, probability, impact, status, and responsible resource.

Executive Steering Committee
Issue Log
A monthly meeting to ensure both Executive Teams understand project status, any risks, and an opportunity to discuss any other topics as required.

Report that lists project issues, responsible resources, due date, priority, and impact on the critical path.

This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 79 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 Note: If the Client prefers to use SharePoint as the site for sharing/storing files, SpryPoint will agree to this. However, the Client is required to provide and support the SharePoint infrastructure and provide access to the SpryPoint team members at no cost to SpryPoint.

4. INTEGRATIONS & ENHANCEMENTS
This section outlines any of the integrations or enhancements included in the scope of work. It is important to note that during analysis and throughout the implementation there maybe additional integrations or enhancements identified. In this event, SpryPoint will provide ballpark estimate(s) to determine if further investigation or detail(s) is required. If the Client is not interested, SpryPoint will work with the Client to ensure they understand all required workarounds. If the Client wishes to investigate further, a full estimate will be provided. If the change is deemed required, the change order process will be activated.

4.1. INTEGRATIONS
1 ti
SpryCIS is designed with REST Application Programming Interfaces (API's) to enable real-time integration. For inbound integration and synchronization from back -office applications, we provide a purpose-built back- office integration Application Programming Interface (API). For outbound integration, we have an integrated process scheduler as well as an extensible event framework to support both batch and scheduled integrations as well as event -driven integrations.

SpryPoint will create an Integration Requirements Document for each integration to define the detailed requirements.

Note: In the event additional work or development is required to support integrations with third party applications and SpryPoint, it is outside the scope of this project. Some examples are configuration in third party application, the need for a third party to add information to an API, etc.

Workday (General Ledger & Accounts
SpryPoint's Workday Connector automates the flow of
Payable)
financial data such as general ledger and accounts payable transactions directly into your Workday system. Exchanging data efficiently between Workday and SpryPoint saves you time and effort while reducing errors, allowing you to focus on what matters most to your organization.

The SpryPoint Accounting Journal Connector builds on
Workday's Accounting Journal Connector, and Ad Hoc
Banking Transaction Connector, which are templates for
securely importing financial data in a Workday -defined format.

Paymentus EBPP
SpryPoint maintains a set of standard integrations
with Paymentus.

SpryCIS ?i Paymentus
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I. Scheduled job for Customer Information File
(CIF) generation and upload to Paymentus
II. Auto -pay update job pulls autopay information
from Paymentus to update autopay indicators in
SpryCIS
III. Real-time payment notification from Paymentus
IV. Real-time autopay updates from Paymentus
V. Card -present payment initiated from SpryCIS
receipting page with real-time callbacks on
successful card -present payments
SpryEngage?i r.i Paymentus
i. Embedded Single Sign On (SSO) with
standardized integration within SpryEngage
including AutoPay Enrollment, Payment Routes
and Managed Payment Methods.
ii. Update payments made via Paymentus within
SpryEngage back to SpryCIS in real-time.

Paymentus IVR 1._?; SpryCIS
SpryPoint maintains a standard interface with
Paymentus IVR which:

I. Makes customer and receivable information available
to Paymentus.

Receives Customer Updates, Payment Information
and confirmation of calls from Paymentus.
i.

Various Payment Import Files
• Lockbox payments (2 lockbox files mailed in
payments, EFT transfers).
• Drop -box
• Additional payment file
• Mail -in payments received by the City
Integration - ESRI GIS (ArcGIS)
SpryCIS and SpryMobile have built-in WMS integration
capabilities which support integration with ESRI ArcGIS WMS layers. This allows administrators to point
SpryCIS/SpryMobile to existing WMS services and configure the display of WMS layers on maps within the SpryPoint
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applications. This capability is dependent the client having access to WMS services.

SpryCIS also supports user definition of GeoJSON data
layers from SpryCIS for display in GIS. These GeoJSON
layers may be defined during implementation or afterward using a configurable interface.

Examples of GIS data layers which may be configured using this feature include:
i. Meter and backflow information
ii. Streets and other selected layers
iii. Premise and parcel information.
iv. Service locations (includes pseudo addresses for
such items as irrigation meters)
v. Meter location coordinates
vi. Backflow Device attributes
vii. Ownership layer
GIS administrators can access and export data from SpryCIS using built-in report tools such as Metabase.

Integration - InfoSend - Bill Print File Export
SpryPoint's understanding is that the Bill Template will be created and managed by InfoSend. SpryPoint will create a Bill Print File Export which will be sent over to InfoSend for printing and sorting. Another approach the City may want to consider is for SpryPoint to own the development of the bill template and then create the PDFs which will be uploaded to an FTP for the Bill Print provider to access and print.

SpryPoint has a proven working relationship with InfoSend with other customers.

Integration Sensus AMI Metering
SpryCIS supports standard meter reading integration for Sensus meter reading files. This integration includes:
• Export of meter reading request file in Sensus AMR
file format by route or cycle
• Import of meter reading information from standard
Sensus AMR file format
SPRYCIS - SENSUS ANALYTICS®

INTEGRATION
• Scheduled nightly master file exchange. This
operation generates a SpryCIS-to-Sensus VFLEX
file and uploads the file to a Sensus SFTP site. The
file is based on Sensus VFLEX file format
specification. Note that Sensus Analytics might
require additional configuration to accept SpryCIS
VFLEX files.

This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 82 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
• Import of meter reading information from standard
Sensus AMR file format
SENSUS FLEXNET® - SPRYIDM
SpryIDM can receive CMEP interval data files from the
Sensus FlexNet RNI on a regular basis via automated file transfer. SprylDM ingests and stores interval data for
presentation to customers within SpryPoint applications including SpryCIS and SpryEngage.

Linko - Pretreatment Charges
This integration will facilitate the Import of City landfill data into SpryCIS. This integration which include at a minimum account number, amount to charge, date, description of
charges and landfill ticket # to facilitate miscellaneous billing.

Portalogic - Septage Billing Amounts
To be discussed with the City. Portalogic currently
in use, will discuss if we require an export to this or another option. May require a change of service
quote depending on preferred integration method
and solution.

Routeware - Solid Waste Collection
.0141\
To be discussed with the City. Portalogic currently
in use, will discuss if we require an export to this or another option. May require a change of service
quote depending on preferred integration method
and solution.

Syncta - Backflow & Cross Connection Control
To be discussed with the City. Syncta currently in
use, will discuss if we require an export to this or
another option. May require a change of service
quote depending on preferred integration method
and solution.

Wasteworks - Scalehouse Payments
. To be discussed with the City. Wasteworks
currently in use, will discuss if we require an export
to this or another option. May require a change of
service quote depending on preferred integration
method and solution
Teller — Centralized Cashiering
The integration between SpryCIS and Teller aims to
achieve the following objectives:

1. Unified Payment Processing: Enable Teller to
serve as the primary portal for all payments,
This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 83 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
simplifying the payment process for local
government entities.

2. Access to A/R Information: Teller should be
able to access customer accounts, A/R balances,
and deposit information from SpryCIS.

3. Payment Injection: Allow Teller to inject
payment records into SpryCIS accurately.

Round -Trip Payment Processing: Teller Online, the
customer payment portal for Teller, should use the Teller- SpryCIS integration as a data source and support round- trip payment processing when invoked from customer
activities in SpryEngage.

4.2. ENHANCEMENTS
No enhancements are in scope for this project.

5. TRAVEL
Reimbursable expenses include out-of-pocket expenses for travel, communications, and other expenses incurred in direct support of the project and are not reflected in the milestone schedules or services fees provided. In the event SpryPoint staff are required to travel onsite, the Client agrees to reimburse SpryPoint for its travel expenses per the following:
• Meals are covered as a per diem of $75 per day (no receipts provided) All other travel expenses, including but not limited to, airfare, hotel, parking, car rental, taxi, mileage, gas, and tolls will be reimbursed at the actual amount without markup. Receipts will be provided for these types of expenses. Examples of personal expenses that the City will not reimburse include but are not limited to: the personal portion of any trip; political or charitable contributions or events; unless otherwise indicated, family expenses including partner's expenses when accompanying official on agency -related business, as well as children or pet -related expenses; entertainment expenses, including theater, movies (either in -room or at the theater) sporting events (including gym, massage and/or golf -related expenses) or other cultural events; non -mileage personal automobile expenses, including damage or repairs, traffic and parking citations, insurance; and personal losses incurred while on City business. Any questions regarding the propriety of a particular type of expense should be resolved by the approving authority before the expense is incurred. • SpryPoint agrees no travel shall be booked without the written approval of the Client. In the event approved travel is booked and the Client cancels, the Client agrees to reimburse any incurred expenses.

This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 84 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024

6. PROJECT ASSUMPTIONS
The following project assumptions apply to this project:

6.1. GENERAL ASSUMPTIONS

1. The Client will strive to minimize the impact of competing initiatives within the organization that may have a negative impact on the Project.

2. All prices are quoted in US Dollars and do not include any applicable taxes.

3. Prompt decision -making and problem resolution will be required to achieve an on -time, on - budget project completion.

4. The Client and SpryPoint understand the project scope and project timelines and agree to communicate and adhere to those objectives, thus setting the proper expectation level.

5. All changes to the SOW shall be managed in accordance with the Agreed upon Change process.

6. The Client will make resources available to assist with data extraction, data mapping, and preliminary data validation during the conversion efforts.

7. SpryPoint will provide the specified number of staff, as described in the detail project schedule and the staffing matrix, with the appropriate skills and experience to lead each workshop, analytical session, or other review activities, whether onsite or conducted remotely.

8. If on -site activity is required, the Client will provide workspace for each SpryPoint consultant.

Breakout and conference space will also be provided if required.

9. If training is completed on -site, adequate training space will be provided by the Client to train end users. The training room(s) will include computers for each end -user being trained.

10. The Client will ensure Project Team members are available for meetings with 24 -hour notice, when possible, workshops, discussions, and conference calls upon request by SpryPoint.

Project Team members will respond to information requests by SpryPoint staff.

11. Whenever possible, the Project Team may consider alternative meeting options such as Zoom and Conference Calls.

12. Both parties agree to work a reasonable number of added hours (when required) to help complete project deliverables and project timelines as agreed upon by both Project Managers.

13. SpryPoint will assume responsibility for the successful completion of this SOW.

14. SpryPoint will assume overall responsibility for conducting all project related administration activities including the development and administration of a work plan that clearly indicates all the Client tasks and responsibilities.

15. SpryPoint is responsible for the initial deployment, configuration, and testing of environments of the system to support training, development, testing, etc.

16. The Client is willing to consider implementing SpryPoint's "Best Practices" to minimize the need for software customizations within reason.

17. Client is responsible to manage all third -party vendor relationships.

6.2. SYSTEM TESTING ASSUMPTIONS:
1 1. SpryPoint and the Client will jointly develop all test plans outlining the testing approach, methods, data, and participants.

2. The Client will review, participate in, and complete testing activities under the direction of SpryPoint as outlined in the sections above in this document.

3. SpryPoint will provide resources for product fixes resulting from errors identified during the system testing process.

This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 85 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024

4. SpryPoint will deliver the completed SpryPoint Service to the Client for review and acceptance.

5. The Client will be responsible for signing off on testing results.

6. Client will ensure there are test systems required for testing of integrations to third party systems.

6.3. TRAINING ASSUMPTIONS:

1. The Client is responsible for prerequisite education and training such as basic PC skills and fundamental business process knowledge.

2. SpryPoint will provide standard training materials. The Client may use these training materials for any subsequent training classes.

3. The Client will provide users with specific times to participate in the required training.

4. The Client has the facilities and will provide the necessary logistics support for all training sessions including training rooms, training workstations, and any other necessary training supplies needed.

5. The Client will ensure end -user attendance during training.

6. The Client will schedule and promote user practice sessions, to ensure use of the system after training is completed. _

6.4. PRODUCTION READINESS AND CUTOVER ASSUMPTIONS:1

1. The Client will be responsible for conducting an acceptance test of the completed System as delivered by SpryPoint, at the completion of the testing activities.

2. SpryPoint, with assistance of the Client, will develop a mutual agreement regarding the Go - Live plan and schedule.

3. SpryPoint, with assistance of the Client, will stage all aspects of the System in preparation for production cutover.

4. SpryPoint, with assistance of the Client, will conduct production cutover activities.

7. APPENDICES

7.1. PRICING & MILESTONES
This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 86 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024

7.2. DEFINITIONS
In addition to the definitions contained elsewhere in this SOW, the terms in the table below are defined using the associated descriptions.

Definition/Term
Name
Definition/Term Description
Acceptance Testing
Acceptance testing is the Client's validation to ensure top -to -bottom functional stability and adherence to existing business requirements and business processes. Testing will be in several phases, including, but not limited to, functional testing, bill validation testing, integration testing, and performance testing.

Acceptance
Acceptance is defined as information, documentation, development, or any other object(s) approved and signed off by the Client
Agreement Date
The date on which both the Client and SpryPoint have both executed the Master Agreement.

Business Day
A regular workday (Monday through Friday — non -holidays or emergency days) as defined by the Client's business calendar.

Business -critical
Report
A business -critical report is one that is identified as being needed to complete any business processes or reports required to run the business of the Client.

Business Process
Design
Business Process Design outlines how the system functionality will meet the requirements of the Client's future state processes. This design work will address operational and organizational changes required to implement the proposed solution. This typically occurs during the Analysis phase of the Project.

Business Process
A defined series of procedures that will identify and document process steps and system transactions. Business Process documentation can be used to facilitate testing and training.

Bi-Monthly
The activity will happen every other week.

Bi-Weekly
This activity will happen twice a week.

Calendar Day/Days
A 24 -hour period —typically starting at midnight.

Change
A request by the Client to add new requirements to the scope of the project.

This could be in the form of an enhancement, additional services, new integration, etc. All changes to the SOW must be agreed upon by the parties This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 87 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
and evidenced in a written instrument signed by the parties' authorized representatives.

Change Order
Process
The process used when a Change of scope is identified. This process may or may not have monetary costs and implementation schedule impacts associated with it.

Configuration
Process of performing table updates and algorithm changes to the System to have the System perform the Client's specific user requirements. Configuration does not require programmatic software changes.

Cut Over
Includes all activities required to prepare the Systems for the transition of the new SpryPoint CIS Solution to production processing. The activities will include ensuring security setup, establishing user profiles, closing out pending data in the legacy system, manual data conversions when required, system access rollout to end users, and other activities SpryPoint and the Client deem necessary.

Data Acceptance
Testing (DAT)
Testing performed by the Client Subject Matter Experts after each data conversion iteration. During DAT, the Client not only verifies the data migrated, but also validates that the data may be inquired and reported upon. This can be done through a variety of queries, reports and visual confirmation.

Data Mapping
The process of assigning source system data elements to target data elements in the System Data Model for purpose of conversion.

Data Model
Conceptual description of data objects, their attributes, and the relationships between them.

Delivery
Defined as information, documentation or an approved object provided to the Client for review, feedback and/or acceptance.

Functional Test
Singular test of an object, such as a screen, report, or batch program. These tests will focus on specific functions.

Interface
Passing of data between two separate and distinct systems; can be accomplished in real-time (via API) or batch mode.

Integration Test
The integration testing will utilize formal test plans and scripts that will define how to test a singular feature and business process based on pre -defined expected results. Integration tests are formal in nature, cover multiple scenarios of a feature and process, and are based on the variations of the Client's business.

Legacy CIS
References the Client's old Customer Information System, that is being replaced.

This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 88 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
Bill Validation
Testing
This testing focuses on bill comparisons and validation between the legacy system and SpryCIS. The purpose of this testing is another method to ensure configurations are setup correctly, data has imported correctly and there are no impacts on the Client revenue at the time of Go -Live.

Organizational
Change
Management (OCM)
The activities, events, processes, and procedures that are employed for handling transformation from one system environment to another; this relates mainly to the people and business processes.

Metabase
The out -of -the -box tool provided to build and deliver reports and dashboards.

Performance
Testing
This testing will exercise the System to ensure the Client will achieve the stated performance goals.

Price
The total cost for implementation & expenses to deliver the SpryPoint Solutions as noted in this SOW and other Exhibits to the Agreement.

Project
The completion conversion of the Client's Legacy CIS over to the SpryPoint System solutions as agreed upon as part of the SOW and Price.

Quality Assurance
The process of verifying that the proper processes and procedures have been adhered to on the Project from a methodology as well as project management perspective and that the deliverables produced on the project have included the appropriate content and meet expectations.

Script Testing
Testing using a pre -determined script or set of instructions. Testing can be either manual or automated work.

SpryPoint Service -
a.k.a System
The SpryPoint Service (System) includes all services as defined in this Statement of Work for products sold as part of this contract.

Templates
Templates refer to the standard format of various project documents that SpryPoint will provide as a starting point and will be modified to address the specifics of this Project. Examples include Training Plan, Test Plan, Conversion Plan, etc.

Test Matrix
A worksheet that identifies accounting periods, account numbers, financial transactions and other expected results for testing purposes.

Test Plan
Document that outlines a strategy or approach for testing. A Test Plan describes key setup issues, dependencies, and other general factors.

Test Scripts
A series of actions, functions, scenarios, or commands documented for execution during various phases of testing.

This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 89 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
User Acceptance
Test
Final testing led by the Client, where SpryPoint is available for assistance, as required. This testing is typically scenario based and ensures that the System is configured to meet all of agreed upon business processes.

7.3. DOCUMENT SAMPLES
The following sections show a sample of some of the document templates that will be used through the implementation.

Note: Templates are subject to change. If this occurs the Client will be notified and, if required, adjustments will be made to ensure all required information is captured in the new or revised template.

This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 90 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024

7.3.1. PROJECT STATUS REPORT - SAMPLE
Monthly Project Status Report

Author
Date
Report Period
This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 91 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 donthly Project Report
Executive Summary
®
®
Project Status Summary
Overall Protect
Project
Indicators
Current
Period
Last Period Reason for Deviation and Corrective
Action
Scope
Schedule
Resources
Risks
Issues
Budget
Green
Green
Green
Green
Green
Green
Green
Green
Green
Green
Green
Green
Critical Issues Register
#
Description
Date Raised
Owner
Next Action
1 YYYY-MM-D D
2 YYYY-MM-D D
3 YYYY-MM-DD
4 YYYY-MM-DD
5 YYYY-MM-DD
Critical Risk Register
Confidential t Co pylig ht 9 2022 Spi yPoint Solutions inc. All Rights Re served This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 92 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 93 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 Monthly Project Report
#
Descrlptlon Date Raised
Owner
Mitigation Plan
1 YYYY-MM-D D
2 YYYY-MM-DD
3 YYYY-MM-D D
4 YYYY-MM-DD
5 YYYY-MM-DD
Critical Decisions Log kiirSL
#
Descrlptlon
Date Raised
Owner
1 YYYY-MM-DD
2 YYYY-MM-D D
3 YYYY-MM-D D
4 YYYY-MM-DD
5 YYYY-MM-DD
Contract Milestone Status - Current
Month
ID Milestone Descrlptlon of Deliverable Amount Due Status (USD)

$XX,000.00
Total:
$xx,000.00
Confidential Copyright 0 2022 Spt yPoktt Solutions Mc. AN Rights Reserved 2 This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 94 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 d. ,mthly Project Report
Contract Milestone Status -
Upcoming Month
ID
Milestone
Description of Deliverable
Amount Due
(USD)
Status
.

$XX,000.00
Completed
/
Total:
$XX,000.00
Invoicing Summary
Invoiced to Date (USD)
Total Budget (USD) Remaining Budget (USD)

Current Project Schedule

Confidential + Co p ytig h t O 2022 Sp, yP oin t Solutions lnc. All Rights Re se, ved 3 This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 95 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 .mthly Project Report
Status Definitions
Overall
The project is in
good health and is
proceeding
according to the
project plan.

The project has non -
critical issues that need
to be addressed to
ensure the project is
completed successfully.

The project has critical
issues that will
jeopardize the project
success if not
addressed.

Scope
The project is being
executed within the
contractual scope.

The project is at risk of
deviation from
contractual scope.

Escalation to program
management may be
required.

The project has
significantly deviated
from project scope.

Escalation to senior
management is
required.

Schedule
The project is on
schedule.

The project is at risk of
falling behind the
contractual schedule.

Escalation to program
management may be
required.

The project has fallen
significantly behind the
contractual schedule.

Escalation to senior
management is
required.

Resource
s
The project has no
resource issues.
1111‘
The project has
resource issues
identified that will impact
the project is not
addressed. Escalation to
program management
may be required.

The project has major
resource issues
identified that will
significantly impact the
project if not addressed.

Escalation to senior
management is
required.

Risks
Currently identified
risk(s) are of low
importance
One or more risks has
been identified which, if
it materializes, causes
either a delay OR
increases the project
costs more than 10%
above the approved
business case.

Escalation to program
management may be
required.

Currently identified
risk(s) are of high
importance. Escalation
to senior management is
required.

Issues
Currently identified
issue(s) are of low
importance
One or more issues has
been identified which, if
it materializes, causes
either a delay OR
increases the project
costs more than 10%
above the approved
business case.

Escalation to program
Currently identified
issues are of high
importance. Escalation
to senior management is
required.

Confidential f Co py»ght O 2022 Sp, yPoint Solutions lnc. All Rights Re se, wed 4 This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 96 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
Monthly Project Report
Budget
Green
The project is
delivering within the
approved budget.
ber
management may be
required.

The project is at risk of
deviation from the
approved budget
Red
The project is exceeding
the approved budget OR
the project is forecasting
to spend more than the
approved budget
Confidential l Co pyzight C 2022 Sp, yPoint Solutions lno. All Rights Reserved 5 This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 97 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024

7.3.2. RISK LOG
MO In
1 cod
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14 1
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Risks & Issues Log
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12 14
14 14
17 14 '
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1. 20
1 22
n
24 22
Jssues Loa Leoend
Issues Status: Open or Closed
RAG:

Red = Significant negative effect on project deliverables anticipated Green = No significant effect on project deliverables anticipated Risks Loa Leaensj
Risk Status Open or Closed
Impact [critical = 5, severe = 4, high = 3, significant = 2, moderate = 1] --> Impact refers to any of the fouormg 1) Budget. 2) Schedule. 3) Scope, 4) Benefit Timing ISee further explanation belo::

Probability. [Definite = 5, probable = 4, possible = 3. unlikely = 2, remote = 1 ] Risk Scoring (calculated) = Impact X Probability
Risk Status Risk Scoring 15 = Red, Risk Scoring 10.14 = Amber, Risk Scoring 9 = Green Impact refers to any of following 1) Budget. 21 Schedule. 3) Scope, 4) Benefit Timing There could be an impact assigned to each of these things for a nsk: for reporting purposes, use the value that is of highest impact so that there are no surpnses do'm' the line Also try to be conservative (i.e. use higher impacts) if more than one of these areas would be Impacted For example, d Budget and Schedule are moderate impact (=2) but Benefit Timing is significant (=3). consider using an overall impact of high (=4). FuN details and explanation can be included in the Issue Description or Mitigation Update.

Keep in mind that this is not a scorecard but a tool to keep all parties informed of the risks and issues that the projects is facing This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 98 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 Risk Assesment and Prioritization
4 •
u
ro
CL
•
0 3
4 i
This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 99 City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024

7.3.3. CHANGE ORDER FORM
SpryPioi nt
Change Order
Customer
[CLIENT]
Change Request
ABC400105032021
Contact Name
Name Name
Issue Date

05.03.2021
Contact
Phone/Email
email inlclient.com
Expiration Date

06.03.2021
[Change Title]
Description
Doscriho rhhrtgo hero.

Solution
To support this [Change], the following activities will be undertaken by SpryPoint:
• Projact Mnnagernont (Xhrs)
• Configuration (X hrs)
• Template development (X hrs)
• Testing (X hrs)
• Training (X hrs)
• Support (x hrs)
• and Reporting (X hrs)
Total Xhrs of implementation effort.

This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 100

City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 2 Requested New Effort
Service Description
Hours
Unit Price
Tax
Amount (USD)
Milestone name
x
$X00
0%
$x,000
Milestone name
x
$x00
0%
$x,000
Original Project Budget
Total (USD)
$X,000
Service Description
Hours
Unit Price Tax
Amount (USD)
[Original Project Name]
x6
$x00
0%
$x,000
Revised Total Project Budget
Service Description
Hours
Total (USD)
$X,000
Unit Price Tax
Amount (USD)
Total Budget Hours
x
$x00
0%
$x,000
Terms
• Quotes are valid until Expiration Date listed above
• Payment terms are nel 30 days
• Travel Expenses will be billed as incurred if required. • Out -of -Scope.
o [Clarify any related items that arc not in scope]
Approved by;
Total (USD)
$X,000
Name, Title, Utility Date Kevin Clancey, Managing Date
Partner, SpryPoint

7.3.4. CHANGE ORDER FORM
This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 101

City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 7//CAN/ABM
tiN
Exhibit B: Statement of Work
City of Santa Maria, CA
Teller Implementation Project
This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 102

City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024

OVERVIEW
This Exhibit B describes the scope and pricing of services and hardware to be provided by CSLLC's subcontractor, Can/Am Technologies, Inc. ("CanAm") for the Teller implementation project. Services are being provided to Cognizant on behalf of the City of Santa Maria. Cognizant bears the ultimate responsibility for all obligations as described within this SOW and shall perform this SOW for City of Santa Maria pursuant to the terms of the separate Master Agreement between Cognizant and City of Santa Maria.

This Project has a fixed -price cost of $124,431 for professional services, not including travel costs and optional items which are itemized in this document. SaaS Licensing costs are specified in the Teller SaaS Agreement that will be executed directly between the Client and CanAm. Professional Services costs are fixed costs and payable as per the Payment Milestones section in this Exhibit. CanAm will work directly with the Client as further detailed below.

Estimated Travel Costs
Travel (4 trips)
Actual costs billed monthly as incurred in each month
$12,590
Examples of personal expenses that the City will not reimburse include but are not limited to: the personal portion of any trip; political or charitable contributions or events; unless otherwise indicated, family expenses including partner's expenses when accompanying official on agency -related business, as well as children or pet -related expenses; entertainment expenses, including theater, movies (either in -room or at the theater) sporting events (including gym, massage and/or golf -related expenses) or other cultural events; non -mileage personal automobile expenses, including damage or repairs, traffic and parking citations, insurance; and personal losses incurred while on City business. Any questions regarding the propriety of a particular type of expense should be resolved by the approving authority before the expense is incurred.

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

CONTACT INFORMATION
Can/Am Technologies President: Joshua Langemann
• Direct Phone: 303-847-4684
• E-mail: joshua canamtechnologies.com
Teller Project Manager: Ben Schweitzer
• Direct Phone: 720-577-5331
• E-mail: [email protected]
This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 103

City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 Can/Am Technologies Information:

Mailing Address:
1819 Denver West Drive, Suite 225
Lakewood, CO 80401
Telephone:
1-844-583-5537 — toll -free
This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 104

City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024

SCOPE OF WORK
The implementation project includes project planning, project management and project administration services to execute the Project successfully within the stated timelines and budget. The scope includes the project kickoff, Teller setup/configuration, development/testing of all integrations, standard reporting, training, and UAT/Go-live support. The stated Target Month will be determined by CanAm and the Client and may be adjusted once an approved project timeline is completed.

Scope of Services
Activity Description
Acceptance Criteria
1 2
Kickoff
Meeting,
Teller
Analysis
Workshops,
and
Configuration
Interface
Workshops
2 days of onsite or remote configuration
analysis, including:
• Teller Kickoff meeting with
implementation team members to
provide project overview and
demonstration of Teller.
• Analysis workshops for configuration of
Teller software.
• IT workshop for coordination of
deployment, hosting, and IT
requirements for equipment.
• Project planning.
3 days of onsite or remote interface analysis,
including:
• Workday A/R
• Workday Financials
• TBD ICL
• SpryPoint Bi-Directional Interface
• TBD Credit Processor
• Paymentus Import Interface
• Remit Central Import Interface
• CentralSquare Import Interface
• Active.Net Import Interface
• Progressive Solutions Import Interface
• WasteWorks Import Interface
2/3
Interface
Requirements
Interface specifications for all third -party
interfaces including:
• Workday A/R
• Workday Financials
• TBD ICL
• SpryPoint Bi-Directional Interface
• TBD Credit Processor
• Paymentus Import Interface
• Remit Central Import Interface
• CentralSquare Import Interface
• Active.Net Import Interface
CanAm has completed
workshops and shared
the resulting initial
decision
documentation.

CanAm has completed
workshops and shared
the initial resulting
decisions and interface
requirements.

CanAm has delivered
finalized Interface
Requirements
documents based on
information gathered
with Client on each
interface.

This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 105

City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 3/4
4/5/6
5 7
8 9
10 Teller
Configuration
Interface
Development
Interface
Configuration
System
Integration
Testing
Training Trip
UAT
Go Live
• Progressive Solutions Import Interface
• WasteWorks Import Interface
•
Completion of initial Teller Configuration and
Setup based on Workshops for the baseline
Teller department.

Development of Teller interfaces to:
• TBD ICL
• SpryPoint Bi-Directional Interface
• TBD Credit Processor
Configuration of Teller interfaces to:
• Workday NR
• Workday Financials
• Paymentus Import Interface
• Remit Central Import Interface
• CentralSquare Import Interface
• Active.Net Import Interface
• Progressive Solutions Import Interface
• WasteWorks Import Interface
System Integration Testing with Client systems
and all interfaces and configuration in place,
including the setup for 10departments.

Delivery of final configuration. Training
preparation and 2 -days of onsite or remote
delivery of setup and training sessions:

1. Teller Usage training (Train the Trainer)

2. Teller Administrator training (Train the
Trainer)
Remote support for Client's User Acceptance
Testing.

Client -led End -User Training.

Provision Teller Production environment.

Provide 2 days of onsite or remote go -live
support by a Teller technician.

CanAm has performed
initial Teller
configuration available
to Client in Test
environment and
provided the Teller
Configuration
Spreadsheet and
Analysis Decisions
Document.

CanAm has
demonstrated working
integrations in Client
Test environment.

CanAm has
demonstrated all
integrations in Client
Test environment.

Training sessions
completed including
remedial sessions as
needed.

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

Teller is utilized in
Production by Client for
two weeks with all in -
scope functions
operational and any
High or Critical priority
This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 106

City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
1 -week Post -Go Live Support by
Implementation team or until any critical or high
priority issues remain unresolved.

Transition to Teller Client Care for ongoing
support.
issues resolved in
Production to Client's
satisfaction.

Monthly
Project
Plan and oversee all aspects of the Teller
$1,850 per month of
Management
implementation project to meet the Client's
project, starting with
Monthly
project goals on time and within budget.

Project Kickoff and
culminating with Go -
=
Live. Estimated at 10
months. CanAm will
provide monthly project
status documents to
the Client's project
manager.

ASSUMPTIONS
• No data conversion of cashiering data is anticipated in this project or included in the scope. • Usage training is on a "train the trainer" basis, designed to enable the Client's key users to train existing and future staff on Teller. It is assumed that Can/Am will provide one set of training with key Client staff and trainers, who will perform end -user training for each area. • Image Cash Letter integration is based on an interface to the City's Bank and assumes that the Bank will cooperate in testing and approval for ICL submission from Client's Teller system.

CLIENT RESPONSIBILITIES
• Provide available current cashiering process documentation, including copies of any forms or receipts used.
• Provide mandatory cash management controls required.
• Provide list of items for sale with applicable price & account strings. • Identify and provide subject matter experts to collaborate with CanAm. • Attend analysis, demonstration, and training sessions. • Create user acceptance testing scenarios and plans.
• Provide training to end users prior to go live.
• Acquire and set up all POS hardware and Credit Terminals (Through CanAm if desired). • For all business application interfaces, obtain and provide the Teller implementation team with all API specifications and/or database connections and/or example files as well as a dev/test environment suitable for development of the interfaces. Where a test environment is not available, Client will provide a technical resource that will provide sample input data and validation of all output batch files.

UAT AND CHANGE MANAGEMENT

UAT ACCEPTANCE
This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 107

City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 The process of UAT acceptance allows the project teams and other project stakeholders to confidently move the project forward to Go Live knowing that key deliverables have been completed to the satisfaction of both parties.

Upon completion of all deliverables and delivery of the complete system into the Client Testing Environment, Client will conduct User Acceptance Testing based on test plans that the Client develops.

CanAm will support Client in this process.

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

CHANGE REQUESTS
■
Scope management is a joint responsibility of the CanAm Project Manager and the Client Project Manager. The project team naturally plays a significant role in the management of scope and ultimately the success of the project.

THE CHANGE CONTROL PROCESS IS INITIATED WHEN CANAM AND/OR CLIENT

DETERMINE THAT A CHANGE IS REQUIRED TO THE CURRENT SCOPE OR SCHEDULE BASELINE AT THE TIME THE CHANGE IS IDENTIFIED. CHANGES TO THE

PROJECT SCOPE, SCHEDULE AND COSTS WILL BE DOCUMENTED AND AGREED TO

USING CHANGE REQUEST FORMS EXECUTED BY THE CLIENT PROJECT MANAGER AND THE CSLLC PROJECT MANAGER.WARRANTY

1. CanAm represents and warrants that:
a. it will perform the Services in a professional manner. This includes taking in good faith all reasonable measures to achieve the results described in the Statement of Work; the Deliverables created by CanAm in connection with this Agreement will conform to the terms and specifications provided herein;
c. it will not unreasonably delay deliverables beyond the estimated completion months set forth above, and it will immediately inform Client of any delays; b.

This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 108

City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024 d. it has the full power and authority to enter into this Agreement, to carry out the obligations under this Agreement and to grant to Client the rights granted hereunder.

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

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

4. TO THE MAXIMUM EXTENT PERMITTED BY LAW, CANAM DISCLAIMS ALL OTHER

WARRANTIES AND CONDITIONS, EXPRESS OR IMPLIED, INCLUDING, WITHOUT

LIMITATION, IMPLIED WARRANTIES OF FITNESS FOR A PARTICULAR PURPOSE OR OF

MERCHANTABLE QUALITY, WHETHER ARISING BY STATUTE OR IN LAW OR AS A RESULT OF A COURSE OF DEALING OR TRADE USAGE.

This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 109

City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
Attachments
Double -Click on the icon
Consolidated Pricing
RFP Response
RFP Response Pricing
Travel Policy
SpryPoint Recommended Roles
This Government SOW is proprietary and confidential to Collaborative Solutions. LLC. 110

Santa Maria, CA Consolidated Pricing
a. CSLLC will invoice and Client shall compensate CSLLC on a Fixed Fee basis as set forth in the table below for Services rendered. This price is inclusive of any and all associated charges and fees which CSLLC may experience during the fulfillment of this SOW, with the exception of Section 8.0 Expenses. Pricing is based on the Project Schedule defined in this SOW; any changes to the Project Schedule will require a modification in price. Invoices will be paid subject to the terms and conditions of the Agreement. Total cost of the engagement is listed in the Milestones and Events table below.
b. Payments will be made according to the following schedule:

Phase 1 — Workday Financials, SpryPoint, & Teller:

Fixed Fee and Invoicing
Milestone/Event
CSLLC Total Inv() •�_,
ment Amount
Plan Sta:e: Delivery of Plan Artifacts
9/20/2024 113NI® $ 27,900 ® t $ (17,000) ®•
Architect & Confi:ure Stage: Delivery of Design Artifacts ®" 11 33311 79MI • r r $ (17,000)
Architect & Confi:ure Sta-e: Delivery of End -to -End Tenant ®' II $ 154,650 $ 27,900 = n r
Test Sta:e: Completion of End -to -End Test
I r r r • r ! r $ 300,770
Deploy Sta:e: Completion of Move -to -Production (Go -Live) INIMIL IBEEll ill f3T1 $ 190,693 11 13MIMMES
Post -Production support: Completion of Phase One (1)
EMEME MI211 /1 1EMEMMIII IMIMMEVI
Project Total for All Phases
$ 1,810,616 $ 518,399 $ 124,431 $ 2,453,446 -$85,000 $ 2,368,446 Estimated Expenses
------ $0
Grand Total $ 2,368,446
Phase 2 — Workday HCM/PATT:

Fixed Fee
and Invoicing
Milestone / Eve .

Invoice Date
CSLLC Amount
CSLLC
Investment
$ (3,500)
Total Invoice
Amount
$ 79,000
Phase two (2) Commencement
1/20/2025 $ 82,500
Strategy Stage: Strategy
1/31/2025 $ 164,999
$ (7,000)
$ 157,999
Plan Stage: Delivery of Plan Artifacts
3/7/2025 $ 329,999
$ (14,000)
$ 315,999
Architect & Configure Stage: Delivery of Design Artifacts 5/16/2025 $ 164,999
$ (7,000)
$ 157,999
Architect & Configure Stage: Delivery of End -to -End Tenant 7/4/2025 $ 164,999
$ (7,000)
$ 157,999
Test Stage: Completion of End -to -End Test
9/5/2025 $ 165,000
$ (7,000)
$ 158,000
Test Stage: Completion of Parallel Test
11/7/2025 $ 165,000
$ (7,000)
$ 158,000
Deploy Stage: Completion of Move -to -Production (Go -Live) 12/12/2025 $ 165,000
$ (7,000)
$ 158,000
Post -Production support: Completion of Project
1/30/2026 $ 247,500
$ (10,500)
$ 237,000
Project Total for All Phases
$ 1,649,996
-$70,000
$ 1,579,996
Estimated Expenses
$0
Grand Total
$ 1,579,996
c. Workday Delivery Assurance and Workday specific training services and fees will be covered under a separate agreement between Client and Workday. d. Invoices will be emailed to the following address(es):
[email protected].

Any other mailed correspondence will be delivered as follows below:
206 E Cook St.

Santa Maria, CA 93454

e. Any additional Services rendered in addition to the Scope as defined in this SOW will only be performed after the Parties agree to a Change Order utilizing the rate table to build the cost as identified below. Unless otherwise agreed in a Change Order, starting twelve (12) months after the Start Date and every twelve (12) months thereafter, the rates for additional Services provided on a time & material basis shall be automatically increased for inflation based on the percentage change in the then - prior twelve (12) month period to the index of inflation (CPI-AHE for U.S.-based Services). The relevant rates shall be increased by the same percentage as the positive percentage difference between the applicable inflation index for the then - current year and the inflation index on the date that was twelve (12) months prior to the then -current year:

Rate Card
Cognizant Executive
$388
Cognizant Strategy Architect
$352
Cognizant Strategy Manager
$308
Cognizant Senior Functional Architect
(Consulting Director)
$296
Cognizant Engagement Director (Portfolio
Director)
$320
Cognizant Engagement Manager
$268
Cognizant Functional Architect
$288
Cognizant Senior Principal Consultant
$236
Cognizant Principal Consultant
$188
Cognizant Consultant
$148
Cognizant Associate
$128
SpryPoint (Flat rate)
$200
CanAm/Teller (Flat Rate)
$220
f. Any and all fees associated with Client's e -invoicing, portal, or payment solution will be the responsibility of Client, without dispute. CSLLC will provide all necessary documents or invoices to confirm the fees, if such fees are incurred. g. [CLIENT TO INSERT PO NUMBER ("PO#") HERE, IF REQUIRED — Confirmation will allow for timely and accurate invoice submission. If Client requires a PO#, Client will send a copy of the PO# to accounts-receivable(a�collaborativesolutions.com. If a PO # will not need to be generated, please make a note in this section.] Program Milestone/Event Definitions

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

Strategy Stage: Strategy — This Milestone is achieved after the following is complete:
• Cognizant
a. Executive Readout deliverable
Acceptance by Client
Plan Stage: Delivery of Plan Artifacts — This Milestone is achieved after the following is complete:
• Cognizant
a. Project charter
b. Draft Project Schedule and plan
c. Kickoff deck agenda and presentation draft
d. Schedule for architect workshops
• SpryPoint
a. System Deployment
b. Internal Kick-off
Acceptance by Client
Architect & Configure Stage: Delivery of Design Artifacts — This Milestone is achieved after the following is complete:
• Cognizant
a. Architect sessions, as defined in Scope, have been conducted b. Updated functional design documentation provided to Client • SpryPoint
a. Project Scheduling
b. Refresher Training
c. Fit/ Gap Analysis
d. Operating Model Fit
e. Data Conversion Plan Established
• CanAm/Teller
a. Kickoff — This milestone is achieved upon completion of the 2 -day Teller Kickoff and Configuration Analysis Meetings.
b. Interface Workshops — This milestone is achieved after the following is complete:
• 2 -day Interface Analysis Workshops
• Initial Interface Requirements documentation provided by Can/Am c. Interface Requirements — This milestone is achieved after the following is complete:
• All follow-up requirements meetings are complete

• Final Interface Requirements documentation has been provided to client d. Teller Configuration - This milestone is achieved after the following is complete:
• Initial configuration of Teller systems based on the information provided in the Teller Configuration Spreadsheets and the Analysis Decisions Document
• Initial configuration is available to client in test environment e. Interface Development/Configuration — This milestone is achieved upon demonstration of working integrations in client test environment.

Acceptance by Client
Architect & Configure Stage: Delivery of End -to -End Tenant — This Milestone is achieved after the following is complete:
• Cognizant
a. End -to -End tenant build for use in End -to -End Testing Acceptance by Client
Test Stage: Completion of End -to -End Test — This Milestone is achieved after the following is complete:
• Cognizant
a. Execution of test scenarios or timeframe for End -to -End Testing has lapsed b. Any issues reasonably identified as preventing progress to Parallel Testing have been addressed or mitigated. Start of any Services or Responsibilities in the Deploy stage will be deemed as completion of this Milestone. • SpryPoint
a. Agile Config Sprints begin
b. Data Conversation Started
c. End to End User Testing
d. End to End User Training Begins
• CanAm/Teller
a. System Integration Testing — This milestone is achieved upon demonstration of all integrations in client test environment.
b. Training/UAT — This milestone is achieved when the following is complete:
• Training Manuals are provided to client
• Onsite or remote training (train the trainer model) is complete • CanAm has documented all issues identified and resolved any High or Critical priority issues raised during agreed -upon UAT period Acceptance by Client

Phase 2 Only: Test Stage: Completion of Parallel Test — This Milestone is achieved after the following is complete:
• Cognizant
a. Timeframe for Parallel testing has lapsed
b. Any issues reasonably identified as preventing progress to Production have been addressed or mitigated. Start of any Services in the Deploy stage will be deemed as completion of this Milestone.

Acceptance by Client
Deploy Stage: Completion of Move -to -Production (Go -Live) — This Milestone is achieved after the following is complete:

Production Workday system is available to all appropriate Client employees. • SpryPoint
a. User Acceptance Testing Compete
b. Final Conversion Complete
c. Final Training Session Complete
d. Cutover Plan Finalized
e. Go -Live
• CanAm/Teller
a. Go Live — This milestone is achieved when the following is complete:
• 1 week of Post -Go Live support by Can/Am implementation team • Any critical or high priority issues are resolved
• Transition to Teller Client Care for ongoing support
Acceptance by Client
Post -Production support: Completion of Project — This Milestone is achieved after the following is complete:
a. Timeframe for Post -Production support has lapsed following the Move -to - Production.
• SpryPoint
• Post Go -Live Support Finalized
• Transfer to Client Success
• Project Close Out
FINAL Acceptance by Client
CSLLC will present the applicable Deliverables to Client and Client will have five (5) business days to provide a specific list of reasonable issues to be remedied. CSLLC will address issues and resubmit the deficient Deliverables. After five (5) business days, should Client not provide a list of issues, the Deliverables will be deemed complete. Use of the Deliverables by Client will deem the Deliverables as completed.

Collaborative Solutions Response to the City of
Santa Maria, CA for an Enterprise Resource Planning
(ERP) Software and Implementation Services
November 14, 2022

Collaborative Solutions, LLC
11190 Sunrise Valley Drive, Suite 110
Reston, VA 20191
Direct 888.545.5387 • Fax 703.390.9289
www.collaborativesolutions.com

COLLABORATIVE

SOLUTIONS
o cogr,tzant comp"
November 14, 2022
Mary Harvey
Director of Finance
City of Santa Maria, CA
206 East Cook Street Santa Maria, CA 93454
Dear Mary,
It has been exciting to learn about the City of Santa Maria's business transformation plans. To implement those plans, the City's strategic needs and objectives drive the approach we have crafted.

We have secured the best partners in the Workday ecosystem to offer the City specialized government specific vendors to deliver a fully integrated solution with leading functionality to meet the City's functional and technical requirements. Our team especially understands the need to select an experienced partner that can accelerate the transformation process as we have done for other similar sized cities in California. We look forward to having conversations with your team to determine the biggest pain points to fine tune the best deployment plan to develop the new solution based on the City's resources. Our consolidated team of industry experts offers Santa Maria countless years of deployment experience successfully deploying ERP software solutions for government organizations.

Our expert team offers Santa Maria the opportunity to Maximize:
• Reporting & analytics data available to all city departments • Value with a proven California workflow engine
a Employee Engagement with an easy -to -use solution
• Alignment of current practices with industry standards • Accuracy & Efficiency of Accounts Payable, General Ledger, Payroll, Utility Billing, Human Resources, and Budget Preparation
• Comprehensive services that leverage proven proprietary tools, templates, and methodology already proven for California cities
• Product deployment — proven track record of delivering projects on time and budget • Expertise and leadership of our experiences and certified consultants Our success in delivering transformation solutions is built upon our work with clients, with 200 to 200,000 employees, in 125+ countries. As Workday's longest tenured partner— and one of its first clients — we have helped shape their innovative solutions with our unique perspectives from both the client and deployment sides. Additionally, we have deployed and optimized Workday ERP at cities in California with similar complexities and objectives as Santa Maria.

We recognize the value of your time and appreciate your careful evaluation of these solutions. Please do not hesitate to contact me or the City's primary contact, Christian Tyler, with any feedback or questions.

Sincerely,
Carroll Ross
Carroll Ross
Chief Executive Officer
Christian Tyler
Regional Sales Manager, Government
[email protected] [email protected] (703) 880-3707 +1435-232-5516

COLLABORATIVE

SOLUTIONS
a cognizant comp xiy
workday
Table of Contents
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Table of Contents 3
Section 1 - Executive Summary 5
Section 2 — Company Background 7
Government Experience 12
Our Service Offerings 12
Section 3 — Application Software 15
(3.4) Technical and Vendor Hosted/Cloud Information 18
Section 5 — Implementation Plan 20

5.1 General Implementation Approach 21

5.2 Project Management Approach 25
Project Management Plan 25
Resource Management Plan 27
Quality Management Plan 27
Scope Management Plan 28
Risk Management Plan 29

5.3 Data Conversion and Migration 35

5.4 Data Analytics, Report and Form Development 36

5.5 Integrations and Interfaces 37

5.6 Training 44

5.7 Organizational Change Management Approach 47

5.8 Testing 48

5.9 Operational Redesign Approach 51
Strategic Implementation Planning 51

5.10 System Documentation and Manuals 53

5.11 Disaster Recovery Plan 55

5.12 Knowledge Transfer 56
Section 6 - Functional System Requirements 60
Section 7 — Staffing Plan 61
Project Roles and Responsibilities 61
Collaborative Solutions, LLC. Proprietary & Confidential 3

COLLABORATIVE

SOLUTIONS
a cognizant aompvry
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Section 8 — Ongoing Support Services 66
Recommended Approach for the City Phase 1 73
The approach we take for Lean -On Services aligns to the following. 73 Advanced Report Dashboards & Analytics 81
Section 9 — Client References 82
Section 10 - Subscription and Maintenance Agreements 83 Section 11- Exceptions and Deviations 85
Section 12 - Other Required Forms and Attachments 100
Form A: Company Background Form 106
Form B: Technical and Vendor Hosting Requirements Form 135 Form C: Project Management Approach Form 142
Form D: Report Development Form 144
Form D: Report Development Form 146
Form E: Training Form 148
Form E: Training Form 149
Form F: Staffing Plan Form 152
Form G: Ongoing Support Services Form 158
Client Reference Form 170
Section 13 - Addenda 173
Appendix A: Master Services Agreement 177
Appendix B: Representative Resumes 178
Appendix C: Additional Information 179
Collaborative Solutions, LLC. Proprietary & Confidential 4

COLLABORATIVE

SOLUTIONS
a cognizant company
workday.

City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Section 1- Executive Summary
This part of the response to the RFP should be limited to a brief narrative not to exceed two (2) pages describing the proposed solution. The summary should contain as little technical jargon as possible and should be oriented toward non -technical personnel. The executive summary should not include cost quotations.

Accelerate business transformation goals by selecting a partner that has a proven track record of deploying Workday for California cities with 100% deployment success and a 98% client satisfaction rate.

Collaborative Solutions, LLC. (Collaborative), on behalf of Workday and our consolidated partners would like to thank Santa Maria for the opportunity to bid and respond to your ERP Request for Proposal (RFP). There are few companies with the capabilities to partner with Santa Maria to drive your business transformation while deploying solutions within your broader organization.

The consolidated team of Workday partners spent many hours evaluating the requirements asked by Santa Maria, leveraging vast experience with our other California clients, and developing a prescriptive response for your consideration. We wanted the best solution on the market for each of your areas of need rather than suggesting a solution that only met part of your requirements.

That said, we recognize that a project this broad could put a strain on your resources. We can be flexible based on these factors and many others. We'll be "collaborative" with you do determine those needs, make recommendations based on best practices government, and to help you leverage the Workday solution as much as possible.

We believe this group of market leaders can help you meet your strategic goals for Santa Maria as well as provide a successful business transformation for the future. To accomplish this, we bring a unique combination of deep industry experience, strong culture, guided execution, focus, and comprehensive service offerings to deliver that success for Santa Maria. Our consolidated team:
• Workday: Primary Software Vendor
• Collaborative Solutions: Premier Workday Implementation Partner • ADP: Tax filing
• SpryPoint: Utility Billing
• Can/Am Teller: Centralized Cashiering
• DebtBook: Debt & Lease Management
Each of these reputable companies has vast experience in successfully deploying their solutions to now referenceable government agencies with specific experience in California. While many were considered, these GG
It is a new day for the City of Ontario.

Workday Financials has brought
Ontario into the 21st Century.

Doreen Nunes
Assistant Finance Director
99 e5
Collaborative Solutions, LLC. Proprietary & Confidential 5

COLLABORATIVE

SOLUTIONS
a cognizant ccmpaxy
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
partners were selected specifically. They work with common goals of partnership, delivering value, and acting with the client's best interest at the core.

Collaborative started in 2003 to provide an alternative to the Legacy System Integrators with a focus on Client Success across multiple ERP platforms. In 2007 we were approached by Workday to be the first partner in the Ecosystem based on our reputation. We are now the oldest and most experienced partner in the Workday ecosystem with 1,600+ employees and more Workday experience than the ecosystem average including 3,100+ certifications and 120+ Workday Product leads. Collaborative is proud to be a part of the Cognizant family of companies. Cognizant is one of the world's leading professional services companies, transforming clients' business, operating and technology models for the digital era. Our reach is truly global, as we are now a part of a 290,000 -person Global Consulting firm. Cognizant increases our offering scope and depth to the benefit of the City over the term of this project.

The success of our Workday practice has enabled us to continue investing in the growth and continuous improvement of our business. As a result, we offer unmatched services in the marketplace across Financials, HCM and Payroll deployments. Collaborative has worked with a variety of organizations similar in size, geographic distribution, and business sector as the City. Working with the right partner who understands the nuances of government finance and HR business requirements and can also align technology to meet those needs can be the difference between an effort that truly maximizes value versus simply moving your organization to a single system.

We would like to share several benefits our clients commonly experience by partnering with Collaborative to deploy Workday:
• Consistently ranked by Workday in Top 3 for deployment success • 100% deployment success
• Industry -recognized proprietary tools & methodologies • Longest -tenured partner and close relationship with Workday • Largest global consultancy exclusively focused on Workday Collaborative is the right partner for your City Government business transformation. We understand that the City seeks a true collaborator for this deployment —a trusted advisor who brings real -world government experience and best practices to the project and aligns with your organization's values of teamwork and excellence. Collaborative is best positioned to offer you the leadership and Workday expertise needed to support the deployment of Workday ERP. As your partner, we will be proactive in guiding the project from start to finish, reporting the facts on project progress, resolving issues, mitigating risks, and working collaboratively with the City to ensure the deployment is a complete success for the organization and its stakeholders.

Collaborative Solutions, LLC.

Proprietary & Confidential 6

e�

COLLABORATIVE

SOLUTIONS
a cognizant company
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Section 2 — Company Background
Vendors must provide information about their company so that the City can evaluate the Vendor's stability and ability to support the commitments set forth in response to the RFP. In addition to providing responses to the following items, the Vendor must complete the Company Background Form A found in attachment ERP Software and Implementation Services - Vendor Forms.docx to this RFP.

Refer to Section 12: Other Required Forms for Form A Company Background.

Workday Response:

In 2005 software visionaries Dave Duffield and Aneel Bhusri decided to form a startup —one that would sell cloud -based applications for finance and HR. They resolved to build a company that would revolutionize the enterprise software market. The result is Workday.

Today, Workday is a leading provider of enterprise cloud applications for financial management, human capital management, analytics, and student applications designed for the world's largest organizations as well as educational institutions, government agencies, and non -profits. We offer innovative and adaptable technology focused on the consumer Internet experience and cloud delivery model. Our applications are designed for global enterprises to manage complex and dynamic operating environments. We provide our customers highly adaptable, accessible, and reliable applications to manage critical business functions that enable them to optimize their financial and human capital resources. Workday began offering our HCM application in 2006 and our Financial Management application in 2007. Since then we have continued to invest in innovation and have consistently introduced new services to our customers. Our cycle of frequent updates has facilitated rapid innovation and the introduction of new applications throughout our history.

In August of 2018, Workday completed its acquisition of Adaptive Insights, which was founded by Robert S. Hull in 2003. As a CFO in Silicon Valley, Rob saw the opportunity to improve the way finance teams manage their budgeting, forecasting, reporting, and analytics processes. His vision was to empower teams to better manage their business by creating a solution that is easy to use so that planning is a collaborative process, powerful to enable comprehensive models driven by the right data and fast to enable continuous planning that keeps pace with the business. Workday Adaptive Planning offers this unique combination of capabilities, providing customers with a solution that is more effective and easier to manage than Excel, yet at the same time maintains the flexibility of Excel that Finance professionals love and that their businesses need.

Scout RFP was acquired by Workday in December of 2019. Workday Strategic Sourcing is a SaaS platform for strategic sourcing, contract management, and supplier management. Workday Strategic Sourcing makes strategic sourcing simpler, smarter, and more streamlined than ever before. Its intuitive, cloud -based platform — Collaborative Solutions, LLC. Proprietary & Confidential 7

COLLABORATIVE

SOLUTIONS
a cognizant company
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
encompassing everything from project intake through sourcing pipeline to contract and supplier management to RFx and reverse auction tools— closes the loop on sourcing and, in the process, empowers collaboration, centralizes data, makes processes more transparent, and, ultimately, drives better business outcomes.

In March of 2021, Workday acquired Peakon, an investment that will help organizations elevate the employee voice and take action to tackle the most pressing people challenges for the changing world of work, such as employee experience management, development and reskilling, and belonging and diversity (B&D). With this new offering, Workday will be able to provide customers with a continuous listening platform that can drive employee engagement by marrying real-time sentiment and employee lifecycle demographic data, done at scale.

Workday continues to earn a leadership position in the market through our innovative and adaptable technology, focus on the consumer Internet experience and cloud delivery model. Further, we believe we are the only company to provide this complete set of unified cloud -based applications to enterprises.

Workday has achieved significant growth and global scale in a relatively short period of time, with a current employee count of more than 16,900 employees. Workday serves more than 9,500 customers globally (includes acquisitions); including higher education institutions of all types and sizes, state and local governments, K-12 school districts, and non-profit organizations.

Collaborative Solutions, LLC. Proprietary & Confidential 8

e�

COLLABORATIVE

SOLUTIONS
a cognizant oompa ry
workday.

City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Historical Snapshot
Below is a snapshot of how far Workday has come since our inception in 2005.

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Collaborative Solutions, LLC. Proprietary & Confidential 9

COLLABORATIVE

SOLUTIONS
a cognizant corrnnpory
/ t
workdayx.

City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Please find the Workday organizational chart below:

Co -CEO
Acquisition
Advisory
Corporate
Affairs
Corporate
Functions
Corporate
Strategy
Marketing
People &
Purpose
Product
Technology
Workday
Ventures
• Aneel Bhusri, Co -Founder, Co -CEO and Chairman
• Chano Fernandez, Co -CEO
• Dave Duffield, Co -Founder and Chairman Emeritus
• Jim Bozzini, Chief Operating Officer
• Christine Cefalo, Chief Marketing Office
• Sayan Chakraborty, Executive Vice President, Product and Technology • Jeff Gelfuso. Chief Design Officer
• Ashley Goldsmith, Chief People Officer
• Barbara Larson, Chief Financial Officer
• Sheri Rhodes, Chief Customer Officer
• Doug Robinson, Co -President
• Rich Sauer, Chief Legal Officer and Head of Corporate Affairs • Pete Schlampp, Chief Strategy Officer
• Robynne Sisco, Co -President
• Jim Stratton. Chief Technology Officer
• Carin Taylor, Chief Diversity Officer
• Phil Wilmington, Vice Chairman
Office of the
COO
Collaborative Response:

Founded in 2003 as a Financial and HR transformation company with a focus on Higher Education, Public Sector, and Federal clients, Collaborative Solutions has consistently delivered value to our clients looking to adopt the latest technologies. We began supporting large-scale implementations of PeopleSoft ERP solutions, and by late 2006, we began forming alliances with leading SaaS providers such as Salesforce.com and Taleo. By mid -2007, we added Workday deployment services as our foundation offering, making the transition from being exclusively focused on legacy and packaged software solutions to helping shape the growing SaaS space.

Collaborative Solutions, LLC. Proprietary & Confidential 10

COLLABORATIVE

SOLUTIONS
a cognizant c vnacry
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
In 2018, Collaborative Solutions acquired Theory of Mind Pty Ltd, the leading Workday boutique consultancy in the Asia -Pacific region. With our combined expertise and track record of success, Collaborative Solutions and Theory of Mind together creates the largest and strongest Workday -focused consultancy, providing an unrivaled capability for servicing our clients around the globe. We now have offices in Sydney, Melbourne and Perth, Australia; Auckland, New Zealand; and Manila, Philippines to compliment and provide resource/support options for our growing global practice.

In 2020, Collaborative Solutions became part of the Cognizant family of companies through an acquisition agreement. Cognizant is one of the world's leading professional services companies, transforming clients' business, operating, and technology models for the digital era. As a Cognizant company, we will continue to pursue our mission as a leading government digital transformation consultancy and continue to drive our growth strategy into the future, but we will be able to do it faster with Cognizant's resources and expertise.

As the longest tenured Workday Services Partner, establishing our partnership in 2007, we have managed a sustained growth resulting from our timely execution, thought leadership, operational excellence, and our strong focus on culture. Our brand accomplishments enable us to attract and retain the best and brightest thought leaders in the industry, while the success of our Workday practice empowers us to continue investing in the growth and continuous improvement of our business. As a result, we offer unmatched services to support your ERP transformation.

Collaborative has 1,600+ global employees averaging more Workday experience than the ecosystem average and we boast a 100% successful deployment rate across our client base with a 98% client satisfaction rate. We take special pride in ensuring that the project is delivered right the first time. Many clients turn to Collaborative to extend the value of the Workday platform further due to our capabilities.

The following figure illustrates our significant growth and company history:

Aneel ahusri and
Dave Duffield found
Founded Workday to
Collaborative revolutionize the
with focus on enterprise software
E&G, HR, market
Financials and
PeopleSoft workday.

EFP
2003
Early
Workday
HCM and
Financial
Cust. er
Launched
Accelerated
Cloud
First Partner in Deployment
Workday EM Center
R.le
> Cr efgy
Rolled out
CynergyTM for
Wo kday
Methodology
Created IDEA
Tootset to
expedite
conversion
and
dept cots
Collaborated
with Workday
to defi a Core Supported
Deployment over a50+
Methodology Workday
Customers
atto5S HCM,
Payroll and
Financials
Acquired Theory of
Mind the leading
Workday boutique
consultancy In the
Asia.Pacific region.

TAM
2003 2005 2007 2009 2011 2013 2015 2017 2019
1 Moved into
Healthcare and
Financial
Services
Industry
Expanded into
Southeast,
Central,
Western US
Began
Strategic
Partnership
With
Workday
workday. �5
Primed first
Workday
customer
deployment
First Partner
on Workday
DA team
Recast'henge
Management
and Education,
Nonprofit and
Government
Practice
around
Workday Erne, ed as
Wor day
Financials
Pionee s with
the largest
Financials
practice in the
Ecosystem
Established new
practice around
Workday Recruiting
and Workday
Student
Support over 800!
Workday Customers
across HCM,
Financials, Planning,
Adaptive, PRISM
Received over
10 workplace
awards
highlighting our
culture industry
expertise
2021
Collaborative
joins the
Cognizant family
of companies
through
acquisition
Company History
Collaborative Solutions, LLC.

Proprietary & Confidential 11

COLLABORATIVE

SOLUTIONS
a cognizant oomper y
/ t
workday..

City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Government Experience
Collaborative has extensive experience deploying and providing consulting services for State/Local Government agencies with respect to Workday HCM, Payroll, and Financials. Our practice began in 2003 with providing online business consulting expertise to the Federal Government for Oracle PeopleSoft Applications. As government "natives," we have a deep understanding of Federal, State, and local government institutions' unique challenges and complex business requirements. Our expert consultants are skilled at helping government agencies navigate the transition from outdated legacy software to the modern, cloud -based Workday environment and have a strong track record of helping these institutions achieve internal adoption and long-term success and ROI.

We have successfully deployed Workday HCM, Payroll and Financials solutions to various government entities throughout the country such as Buncombe County, NC, Harford County, MD and the Maryland Environmental Services. Current full platform implementations include the City of Gainesville, FL and the City of Port Orange, FL.

Our Service Offerings
Provided below is a high-level overview of the key Workday Service pillars Collaborative offers, in addition to our Workday deployment services for Financial Management, HCM, and Student solutions:

Strategic
Implementation
Planning
• Governance & Decision
Model
• Service Delivery &
Project Resource Model
• Readiness Strategy
• Change Management
Strategy
• Data Conversion
Strategy
• Integrations Strategy
• Reporting Strategy
• Testing Strategy
• Key Decision Making
• Process Review &
Optimization
HR/Finance
Transformation
• Strategy Map
Development
• Governance & Decision
Model
• Process Review &
Optimization
Service Delivery Model
Design
• Capability Studies
• HR/Finance/Technology
Roadmap Development
Organizational
Change and
Training
• Change Impact Analysis
• Training Curriculum
Plan
Change Champion Plan
• Readiness Assessment
• Training Materials
Development
Change Champion
Events
• Training Delivery
• User Experience
Sessions
Training Evaluation and
Remediation
• Measurement of End
User Adoption
• Sustainability
Workshops
Continuous Value
Services
Strategy and IT
Alignment
• Business Event Support
• Change Management
and Training
• Tenant Assessments
• Extension and
deployment of new
Modules
Configuration
Optimization
• Transformation Goals
• WD Product Features
• Adoption Roadmap and
Release Planning
Global Support
Services
• End User Support
• HR, Finance Manager
Support
• Annual Service Updates
• Break/Fix lssue Analysis
• Reporting and Data
Analytics
Update Existing
Functionality
• Integration Monitoring
• WD Release
Management
• Regression Testing
Post - Implementation
Capabilities and Service Pillars
Collaborative Solutions, LLC. Proprietary & Confidential 12 COLLABORATIVE

SOLUTIONS
a cognizant oornpory
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
( ognirant Digital Business
R. technology
Canon Ross
Chief Executive Officer
Susan Guerra
Chief Customer Officer
Advisory Services
Consulting Services
Portfolio Services
Global Delivery Center
Tiffany Palae,
Global Vice President,
Client Solutions
APAC Solution Architects
EMEA Solution Architects
NA Solution Architects
Global Proposal
Management
Andrew Flouts
EVP, Global Sales
Diversified North America
(Majors, Large Enterprise,
Medium Enterprise)
Industry North America
(Higher Education,
Government, Healthcare)
Alliances
Rob Maltby
Vice President, EMEA
EMEA Sales
EMEA Consulting Services
EMEA Portfolio Services
EMEA Organisational
Change & Training
Consulting
Organizational Chart
Duane Goff / Mark Ohlin
Vice President, APAC
APAC Sales
APAC Consulting Services
APAC Portfolio Services
Danielle White
Vice President, Global
Customer Engagement
Audited financial information for the past TWO (2) completed fiscal years that includes income statements, balance sheets, and statement of cash flows.

Workday Response:

Workday is a publicly held corporation and is happy to share our detailed financial data included in the most recent SEC financial filing provided on our website at:
http://www.workday.com/company/investor relations/sec filings.php Collaborative Response:

Collaborative Solutions is an indirect wholly owned subsidiary of Cognizant Technology Solutions Corporation.

Cognizant Technology Solutions Corporation is a publicly -traded U.S. company (Nasdaq: CTSH) and its financial statements as well as other information is publicly available on its website, www.cognizant.com , or on the website of the U.S. Securities and Exchange Commission, www.sec.gov . • Privately held companies wishing to maintain confidential financial information must provide information detailing the company's long-term stability. Please provide a current Dunn & Bradstreet report (D&B) as part of the Vendor proposal response.

Workday Response:

N/A. Workday is a publicly traded company.

Collaborative Solutions, LLC. Proprietary & Confidential 13 COLLABORATIVE

SOLUTIONS
a cognizant aompvry
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Response:

Collaborative Solutions is an indirect wholly owned subsidiary of Cognizant Technology Solutions Corporation.

Cognizant Technology Solutions Corporation is a publicly -traded U.S. company (Nasdaq: CTSH) and its financial statements as well as other information are publicly available on its website, www.cognizant.com , or on the website of the U.S. Securities and Exchange Commission, www.sec.gov . • If the Vendor is proposing to use subcontractors on this project, provide a response to the Company Background Form for each subcontractor, Vendor relationship with that firm and the specific services and/or products that the subcontractor will be providing on the project. A complete list of subcontractors is required. The City has the right to approve all sub -contractors of the Vendor at any time.

Workday & Collaborative Response:

Collaborative Solutions and Workday will not need any sub -contractors to complete the work, just the third parties mentioned.

Collaborative Solutions, LLC. Proprietary & Confidential 14

COLLABORATIVE

SOLUTIONS
a cognizant company
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Section 3 — Application Software
The Vendor is required to provide a general description of the application program product and how it will meet requirements of this RFP. This section must address, at a minimum, the following items:
• Describe your overall proposed technology solution.

Workday Response:

A complete detailed approach to Workday's technology solution is provided in the attached whitepaper. whitepaper workday technology platform devt process.pdf • Describe the product direction for the company, including time frames.

Workday Response:

Workday is committed to continuous innovation across our unified business solutions. Since Workday is natively designed for the Cloud delivery model, our customers are always on the most current release of our business services, including patches, fixes, and upgrades to all system operations and system maintenance. Workday provides continuous updates on a weekly basis, with major update events occurring twice a year.

Workday recognizes the value of sharing what is on our roadmap with prospects, and will be more than happy to share our product strategy and targeted features upon being shortlisted, during our final presentation. We also encourage you to visit our blog page (blogs.workday.com) to stay abreast of what our leaders are planning from an innovation perspective.
• Describe unique aspects of the Vendor's solution in the marketplace.

Workday Response:

With Workday, you have business planning, financials, spend management, human capital management, payroll, reporting, and analytics together, and a platform for customers and partners to extend Workday services for their unique needs. We call this the ability to continuously recalibrate and extend in the cloud with the industry's best planned and predictable availability, proven performance, privacy by design and experience that is unmatched in the industry.

Uniquely, with Workday, organizations have the ability to see across their finance and human resource landscapes, enhance the visibility with external operational data and derive insights that enable the business to make timely, informed decisions and immediately act on them. With Workday, business teams can control and predict costs, increase worker and operational productivity, and dramatically improve decision making through visibility.

A key differentiator is that Workday is proven. Thousands of organizations ranging from 200 to 2 million+ employees have selected Workday as their partner. Despite significant growth in the number of users, transactions, and data, Workday enjoys an unprecedented 95% customer satisfaction rating.

Collaborative Solutions, LLC. Proprietary & Confidential 15

COLLABORATIVE

SOLUTIONS
a cognizant aompai y
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Unique Solution Offering
Some key differentiators of Workday are as follows:
• Agility: Our suite of cloud -based applications is designed for a wide array of global industries and organizations seeking highly flexible software that continuously supports changes in their operating and regulatory environments. Our rapid innovation cycle and regular deployment of the latest capabilities to our customers ensures that users are always able to use the latest version of our software, which we update weekly, culminating in two major releases per year. In addition to the continuous delivery of enhancements to the product, having all customers on the same version of their applications ensures that we can offer the best support and enable a community of customers who collaborate and share best practices together. With Workday, the critical elements of Human Capital Management, Planning, Analytics, Sourcing and Financial Management such as business processes, reporting and integrations, are not provided by third party systems and don't require bespoke IT skills or experience to create or modify.

Business processes, real-time analytics, reporting and integrations are core to the Workday solution; and these core capabilities are designed to be configurable, which means that business analysts can support them with minimal technical IT resources required. Workday applications can be configured and adapted to meet specific requirements, with no implications on upgrades. • Plan for What's Next: With Workday Adaptive Planning, business planners and decision makers can quickly adapt to changing business conditions with a powerful modelling engine built for enterprise planning. Adaptive Planning's Elastic Hypercube Technology is a modern in -memory calculation engine that allows users to flexibly model with virtually no constraints on the number of dimensions and scenarios in a model. When used in conjunction with Workday HCM or Workday Financial Management, Workday Adaptive Planning allows business teams to rapidly put plans into action with automated workflows, for example, publishing headcount plans and creating approved positions. • Personalized User Experience: Workday's User Experience is simple and intuitive to use across both the web and mobile and is personalized through the application of machine learning and intelligent search.

Our focus on an intuitive and simple user experience enables adoption of our applications by even novice users with minimal training and encourages self-service. • Optimize IT resources: Our customers do not need to buy, install and maintain the complex IT infrastructure required to operate on -premise systems. Even though we deliver new features on a frequent basis, our customers control their rate of adoption of new features through configuration, on their terms, allowing for testing and change management for seamless adoption. • Adaptable architecture for continuous innovation: Our application logic and underlying technology services are abstracted from each other using a metadata layer that allows our developers to rapidly create new applications without having to understand the underlying details of the technology services.

This design enables us to continuously evolve our underlying technology platform to account for new trends, such as machine learning or blockchain, without having to rewrite application logic. Our applications only get smarter and better over time as new innovations come out, and it's all seamless to our customers. You will never have to purchase or re -implement a new version of Workday. • Industry Focus and Solutions: Regardless of whether you are a Financial Services organization, a Professional Services firm, Retailer, Government entity, Media conglomerate, Manufacturer, or Healthcare provider, you will find industry specific innovations and capabilities that have been purpose built for your uniqueness. Industry specific talent management, payroll accounting, front line worker scheduling & engagement, financial accounting standards, revenue & billing uniqueness, cash flow and profit analysis, pricing mechanics, project management, supply chain requirements, grant/endowment support, etc.

Collaborative Solutions, LLC. Proprietary & Confidential 16

e�

COLLABORATIVE

SOLUTIONS
a cognizant company
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
• Describe components of the solution that are industry standards versus being proprietary to the Vendor.

Workday Response:

Workday is designed to support open standards. For the user experience, native HTML5 is used. Workday supports iOS and Android platforms for its native mobile user experience.

For integrations, Workday supports the following file types:
• XML
• Excel
• CSV
• JavaScript Object Notation (JSON)
• Google Data (GData)
• Really Simple Syndication (RSS)
• HTML
• Other flat file structures (such as pipe delimitated) can be accommodated using Workday's Document Transformation tool.
• If the Vendor's solution includes functionality for enterprise asset management (i.e. work order planning and execution, asset lifecycle management, etc.) please list it in this section. If not, please list any enterprise asset management solutions your solution has existing interfaces/integrations with.

Workday Response:

Maximo and Cartegraph
For all Third -party products:
• List all third -party products proposed,
ADP: Tax filing
SpryPoint: Utility Billing
Can/Am Teller: Centralized Cashiering
DebtBook: Debt & Lease Management
Collaborative Solutions, LLC. Proprietary & Confidential 17

COLLABORATIVE

SOLUTIONS
a cognizant pony
workday.

City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
• Reason that this product is a third -party product versus being part of the software Vendor's solution, and
• Extent to which this third -party product is integrated with the Vendor's solution.

Workday Response:

Workday can be integrated to any third -party system using Workday's delivered web services and robust integration tools assuming the third -party software has some technical ability to integrate. You can review our 3rd party integrations by Workday Product (HCM, Financial, Recruiting, etc.) on our Marketplace page at:
https://marketplace.workday.com/
In any case, if an integration to a 3rd party system or solution is not available, your organization can create their own integrations at liberty without additional licensing costs as the Workday Integration Cloud and the associated tooling are included in your Workday Core Service Subscription. The option to utilize Configurable Connectors may also come into play allowing you to craft your own connector from a generic template. (3.4) Technical and Vendor Hosted/Cloud Information
Please describe your vendor hosted model, including hosting, integration, minimum hardware requirements for computers, deployment model (dedicated servers, shared environment, etc.), impact to and requirements of the City's network and bandwidth, and any partners that may be involved in service delivery.

Refer to Section 12: Other Required Forms for Form B Technical and Vendor Hosting Requirements.

Workday Response:

Workday is a multi -tenant cloud solution. As the Data Processor, Workday is responsible for managing all infrastructure including hardware and software. Customers need only an HTML5 compliant browser, or an iOS or Android supported mobile device to access the Workday service. Workday is a low network bandwidth solution Collaborative Solutions, LLC. Proprietary & Confidential 18

COLLABORATIVE

SOLUTIONS
a cognizant company
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
with no requirements for applets or plug -ins. Workday hosts the solution in co -location data centers in Portland OR, Ashburn VA< and Atlanta GA.

Collaborative Solutions, LLC. Proprietary & Confidential 19

COLLABORATIVE

SOLUTIONS
a cognizant company
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Section 5 — Implementation Plan
The Vendor is to provide an implementation plan in narrative format supported by an activity -level project plan (e.g., Microsoft Project, or Microsoft Excel work breakdown structure) that details the tasks and activities for implementation of the proposed solution. This implementation plan should include a narrative on the following elements using the subsection reference numbers below:
• Subsection 5.1: General Implementation Approach
• Subsection 5.2: Project Management Approach (as well as Form C Project Management Approach and Form F Staffing Plan in attachment ERP Software and Implementation Services - Vendor Forms.docx)
• Subsection 5.3: Data Conversion and Migration Plan
• Subsection 5.4: Data Analytics, Report and Form Development (as well as Form D Report Development in attachment ERP Software and Implementation Services - Vendor Forms.docx) Refer to Section 12: Other Required Forms for Form C Project Management Approach. • Subsection 5.5: Integrations and Interfaces
• Subsection 5.6: Training (as well as Form E Training in attachment ERP Software and Implementation Services - Vendor Forms.docx)
Refer to Section 12: Other Required Forms for Form E Training • Subsection 5.7: Organizational Change Management Approach • Subsection 5.8: Testing
• Subsection 5.9: Operational Redesign Approach
• Subsection 5.10: System Documentation and Manuals
• Subsection 5.11: Disaster Recovery Plan
• Subsection 5.12: Knowledge Transfer
The Vendor should include additional elements in the Vendor's proposal response if the Vendor feels it may add value to the overall implementation.

Collaborative Solutions, LLC. Proprietary & Confidential 20 COLLABORATIVE

SOLUTIONS
a cognizant campvry
workday

5.1 General Implementation Approach
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Provide a general overview of the implementation approach you plan to use for City that includes addressing the following items:
• Provide a detailed work plan or schedule in a work breakdown structure format as part of the proposal response.

Collaborative Response:

Collaborative has provided a sample project plan. Please see Appendix C: Additional Information. • Describe key differentiators of the approach as it relates to implementing a solution on time, within budget and with the ability to meet the needs of a diverse client like the City.

Collaborative Response:

Collaborative is uniquely positioned to partner with the City as their premier Workday Services Partner, highlighted by the following:

Shared Values — We believe in accountability, upholding the highest social, environmental and economic standards, and providing real value to our clients.

Workday Ecosystem Focused with 100% Deployment Success — Because our business is focused on the Workday ecosystem, the commitment we bring to each Workday implementation simply can't be matched by any other partner firm. Our business depends on each and every one of our clients successfully deploying Workday on -time and on -budget. Because of this dedication and commitment to the Workday ecosystem, Collaborative is able to maintain ratings of 100% deployment success and 98% client satisfaction.

Depth of Workday Experience — Collaborative is the longest -tenured partner in the Workday ecosystem.

Our expertise is exemplified by 120+ certified Product Leads and 1100+ certified Consultants with collectively 3,050+ individual certifications. Because our deep experience with Workday is unique among Workday's deployment partners, we offer the City the advantages of a firm with the largest and most experienced team of Workday consultants.

Longevity in Workday's Partner Ecosystem — As one of Workday's first clients and its longest tenured partner, we have been intimately involved in shaping their innovative solutions and have a unique perspective from both the client and implementation side. The professional services Collaborative offers leverage our 18 years as a focused full -service HR and Finance transformation consultancy to address the City's specific organizational and business requirements.

Award Winning Culture — Collaborative invests in their employee's professional development and overall well-being. We are proud that our workplace and company culture have achieved top honors from organizations including Fortune Magazine and Consulting Magazine and more.

Workday Focused In -House Change Management Practice — Collaborative has a highly integrated Change Management practice that is widely recognized and leveraged by Workday's clients across all segments of higher education. We weave our strategy into our methodology, from start to finish because we consider Change Management to be one of the most important factors for project success and user adoption. We are one of the only partners with an in-house, Workday -focused Change Management practice. All of our Collaborative Solutions, LLC. Proprietary & Confidential 21

COLLABORATIVE

SOLUTIONS
a cognizant aompm y
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Organizational Change and Training (OC&T) Consultants are Prosci'M-certified while also holding certifications in their respective Workday functional areas. This gives them the value of being able to access and make changes to the Workday tenant, while executing a cohesive strategy to ensure acceptance, utilization, and optimization of the systems being deployed. No other partner offers these unique services.

We are confident that our capabilities best position us to meet and exceed your strategic objectives. • Describe how you conclude on a preferred implementation phasing of software modules. What is your recommended approach for this implementation?
Collaborative Response:

Based on needs in the RFP, Collaborative Solutions has positioned a single phase, Full Platform deployment timeline. We provided additional weeks to give additional design and decision time for the City stakeholders to help accommodate a one phase, full platform deployment. The Full Platform, one -phase deployment provides the following advantages:
• Lower overall implementation cost— By running both pillars (Financials and HCM) in parallel, there are savings to the City, particularly in the area of project management as efficiencies are gained by managing both projects simultaneously.
• Efficiencies in testing — By hitting the testing phase for both Financials and HCM at the same point in the project calendar, the team will be prepared to fully test end -to -end processes that cross between those two pillars. As Workday is one combined system allowing for the easy passing of data between HCM and Financials areas, this is particularly valuable.
• No "Throw -Away" integrations — If the City were to not align go -live dates between the Financials and HCM projects, there would be necessary short-term integrations between those two systems (particularly around payroll to GL) that would otherwise not be needed if the two initiatives went live at the same time.

This saves time, effort, and money.
• Faster Return on Investment (R01)— The sooner that both pillars are up and functioning, the sooner City of Santa Maria will realize a return on its overall investment and be able to take advantage of all the processing efficiencies that Workday will bring.
• Better Cross -Pillar Alignment— Having City of Santa Maria HCM and Financials teams both engaged on the project at the same time naturally facilitates the necessary communications between the two groups that is required to ensure the system design is appropriate for both areas. While this can still (and frequently does) happen on projects with separate and distinct phases, there are advantages to having both project teams fully engaged at the same time.
• Describe your approach towards running parallel systems, if necessary.

Collaborative Response:

Workday and Collaborative do not recommend running of parallel systems when deploying Workday.

Collaborative Solutions, LLC. Proprietary & Confidential 22 COLLABORATIVE

SOLUTIONS
a cognizant oompary
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
• Any unique tools, techniques, or methods that you use should be described in this section.

Collaborative Response:

Collaborative Solutions started as an HR and Financial transformation consultancy dedicated to driving the best experience and highest adoption rate for our clients. As the first Workday partner, Collaborative helped build the Workday deployment methodology that all partners must leverage to drive a rapid deployment approach. As the client base grew in both volume and size, Collaborative identified the need to provide additional structure and rigor to accommodate the global and regulatory needs of large enterprise clients. Collaborative leveraged its prior legacy ERP implementation experience with large clients and created the Workday focused CynergyTM methodology.

Provided below is a consolidated list of Tools and Accelerators across all implementation functions:

CynergyTM focused Project Management Tools including:
• Collaboration Suite used to facilitate sharing of information between client and Collaborative team members. This is built on SharePoint and includes the document repository, project status, team contact list, RAID log and Project calendar
• Project Management Toolkit which includes templates for weekly status reports, project plan, project charter, project financials tracking and architect workshop schedule • Client Knowledge Transfer item inventory to ensure successful client system operation at time of Go -Live Deployment
• Cynergy'"" Asset Library housing deliverables and artifacts for each stage of the project • Collaborative Internal Quality Assurance Review — formal internal process to perform configuration checks prior to Delivery Assurance reviews
• Foundational Data Model Exercise — Collaborative pioneered this exercise and approach for successful Workday Deployments to establish a framework to support management and financial reporting across the organization
• Pre -configured Collaborative Optimized Business Processes • Build Toolkit and Management Guide —tasks, templates, responsibilities and meeting schedules ensuring successful tenant builds
• Report Repository of hundreds of reports to accelerate deployment • Sample Test Plans and Sample Test Scenarios
• imPact Payroll Parallel Reconciliation Tool — Validates all calculations, taxes, gross, net, etc. to dramatically increase Parallel testing efficiency
• Enhanced User Experience Feedback Approach specific to Collaborative projects focused on improving the overall usability of the system
• CynergyTM Testing Toolkit used to track issues and defects, change requests and provide daily testing metrics
• Cynergy'"" Test Strategy covers test stages, test data strategy, test dates needed, roles and responsibilities, security and test management
Collaborative Solutions, LLC. Proprietary & Confidential 23

COLLABORATIVE

SOLUTIONS
a cognizant cafT1Pc y
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Data Conversion
Daytona Tool — proprietary data extraction, transformation and loading tool to transfer data from legacy Systems reliability into Workday and delivers industry -leading results Enhanced Data Collection Workbooks to facilitate population by client and upload to tenant. Also provides automated script mapping for data conversion
Prebuilt Data Integrity Reports and Checks
Prebuilt reports to maximize the usability of History from a Previous System Integration Development
Vendor Communication and Instructions for integrations
Proprietary Integrations Operations Run Guides for each integration type Integration Schedule Recurrence Tracker to coordinate scheduling of integrations at Go -Live Integration Template Repository allows our developers to leverage prior work to speed development timelines
Integration Tracker provides detailed integration progress to Engagement Managers Change Management
Prosci°-based Organizational Change and Training Templates for items such as Readiness Assessments, Change Champion Plans and Change Impact Analysis
Collaborative Solutions, LLC. Proprietary & Confidential 24

COLLABORATIVE

SOLUTIONS
a cognizant company
workday

5.2 Project Management Approach
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
As part of any significant engagement, the City desires a project management approach based on the Project Management Institute's Project Management Body of Knowledge (PMBOK). The City would expect responding Vendors to adhere to PMBOK standards as part of the project. The City expects the Vendor to provide project management resources leading to the successful deployment of the system.

Project Management Plan
Implementation Methodology
Collaborative developed our Launch methodology using the knowledge and insight gained over 14 years of Workday deployments and more than 18 years as an HR and Financial consultancy to enterprise firms. Launch was designed for efficient and effective implementation and represents the best thinking from our expert consultants. Our goal is to streamline the way we deploy Workday, enabling us to deliver leading solutions across every engagement with rapid progress.

Collaborative's Launch Methodology fully adheres to Workday requirements however goes several steps beyond. Using the Workday deployment methodology (that Collaborative helped develop with Workday) as a baseline for the standardized set of activities, we layered in our own set of best practices, deliverables, tools, and templates and embedded a subset of Change Management activities for each functional area to include in Workday engagements across each deployment stage. Within each stage, you will also see core implementation tasks and deliverables.

The Workday methodology consists of four stages: Plan, Architect & Configure, Test, and Deploy. In addition to Workday's stages, Collaborative's Launch methodology includes an optional yet recommended Strategy stage for clients undergoing significant transformation in conjunction with their Workday engagement.

Launch projects have more focused timeline and are driven by a process of aligning to optimized business processes. To facilitate this process, Collaborative has created our Launch methodology specifically for rapid deployment projects. As part of the Launch methodology, there are key milestones during each stage of the project. These high-level milestones and their deliverables are listed below:

Collaborative Solutions, LLC. Proprietary & Confidential 25

COLLABORATIVE

SOLUTIONS
a cognizant aompv y
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Plan Stage
• Project start including the project schedule, project plan, and kickoff • Workday Client training
• Workbook Review Sessions
Loading of workbook data
• Foundation tenant build complete
• Tenant review
• Plan stage signoff
Architect & Configure Stage
• Foundation alignment sessions
• Foundation tenant configuration
• Architect stage signoff
• Conduct Customer Confirmation Sessions (CSS)
• Integrations build and unit test
• Core team knowledge transfer plan
• End user training plan (optional training)
• Test preparation
• End -to -End tenant build
• Configuration delivery assurance checkpoint
• Configuration stage signoff
Test Stage
• Execute End -to -End test scenarios
• Payroll parallel test cycles (if applicable)
• Create cutover plan
• Develop end -user training materials (optional service) • Test stage signoff
Deploy Stage
• Knowledge Transfer with end -users
• Build pre -production tenant (gold tenant)
• Final delivery assurance checkpoint
• Prepare and obtain necessary approvals for Go -Live
• Move gold tenant to production
• Enter catch-up transactions
Collaborative Solutions, LLC. Proprietary & Confidential 26

COLLABORATIVE

SOLUTIONS
a cognizant cormpaty
/ t
workday.

City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Post -Production Support
Support post Go -Live activities
Transition to Continued Value Services team (optional service) Provided below is a summary of projects tasks by stage:
©00 ©00
STRATEGY y PLAN
• Strategy Mapping
Exercise
• Governance&
Decision Making
• Implementation
Project Resource
Planning
• Key Decision -Making
Outcomes &
Roadmaps
• Readiness Strategies
• Process Review &
Optimization
• Service Delivery Model
• Executive Summary
• Project Preparation & Planning
• Scope Discovery & Architect
Planning Sessions
• Foundation Data Model Design
• Data Conversion & Validation
Strategy Template
• Test Strategy Template &
Support
• Workday Core Team Training
• Org. Change & Training Planning
& Discovery
• Project Branding
• Foundation Tenant Build
• Integrations Tracker
• Project Kickoff
• OC&T Strategy/Timeline
• Stakeholder Identification
• Collaborative OA Review
• Tenant Management Plan
Pre •are
©O 0

ARCHITECT & CONFIGURE
• Functional Architect Workshops
• OC&T Architect Workshop
• Global Business Process
• Conversion Discovery & Design
• Configuration Requirements Documentation
• Change Impact Analysis
• Collaborative QA Review
• Communications Plan
• Change Champion Plan
• Stakeholder/Read-rm.. Ai.:-. neirti:
• Configuration Tenant Build
• Full Data Conversion & Data Validation
• Integration Configuration/ Development
• Unit Testing (configuration and integrations)
• Conduct Customer Confirmation Sessions
• Training Needs Assessment
• Updated Requirements Documentation & Configuration
Tenant
• Training Curtic u',um Plan Sr Training Prototypes
• Integrations Operations Guides
• Collaborative QA Review
• corm-nun::ci ca'. & Change Champion Events
• End -to -End Tenant Build
KEY: 0 Workday Customer Success Review 0 Workday Delivery Assurance (DA) Checkpoint ©O e5
TEST
• End -to -End Test
(System/Integrations)
• Performance & Regression
Testing Of applicable)
• Develop & Pilot Training
Materials
• User Acceptance Testing
• User Experience Sessions
• Train -the -Trainer
• Readiness Assessments
• Training Delivery
• Communications & Change
Champion Events
• Go/No-Go Checkpoint
• Deployment Cutover
Template and Support
• Collaborative QA Review
©o,
DEPLOY
• Final Data Conversion
• Gold/Pre-Production
Build
• Integrations Scheduler
• Training Delivery
• Communications&
Change Champion
• Go.Live Events
• Readiness Assessments
• Collaborative OA Review
• Final Go/No-Go
• Transition to Production
Support
• Training Evaluations &
Remediation
• Adoption Measurement
• Sustainability Strategy
and Plan
• GO -Line Announcements
Reinforce
Collaborative QA Review
Launch Deployment Methodology
NOTE: The deliverables listed in green in the chart above are elements of our optional integrated Organizational Change & Training (OC&T) offerings
Resource Management Plan
One of the advantages of working with a focused firm like Collaborative is the flexibility and nimbleness we bring with respect to consultant assignments. We recognize consultant continuity is important to a project, not only for the duration of the initial statement of work, but potentially beyond (e.g., support phases or subsequent project phases). Collaborative will provide notice in the unlikely event a project team member is redeployed. We do not currently redeploy resources for convenience and do not anticipate changing this practice. Our Delivery Executives, Engagement Manager and Account Manager will work closely with you to align future project needs with the required skill -set of resources required. Wherever possible, we will ensure that there is a consistent staffing model in place to ensure overall project success and continuity.

Quality Management Plan
Collaborative proactively manages quality throughout the project lifecycle using a variety of tools and events, the most important of which are the Delivery Assurance Checkpoints scheduled at key project milestones.

During these checkpoints, Delivery Assurance reviewers verify that all tasks have been performed correctly following proper project methodology and resolve outstanding issues as necessary via our rigorous resolution process. In addition, our internal Program Management Office (PMO) reviews all projects for best practice usage Collaborative Solutions, LLC. Proprietary & Confidential 27

COLLABORATIVE

SOLUTIONS
a cognizant oompary
workday
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
and adherence to Workday guidelines and client needs. This approach has resulted in a 100% pass rate from Workday's own Delivery Assurance reviews.

Collaborative believes it is essential to resolve issues quickly to drive the project forward in a timely manner, and to facilitate that we engage an Executive Sponsor and Portfolio Director to work with the City throughout the project. This direct access to our key decision makers not only speeds resolution but ensures maximum return on your investment in Workday.

To recap, our cross -disciplined team involved in the Quality Assurance process will work closely with the City on the following activities throughout the project, the frequency/schedule of each determined in the Plan Stage:
• Lead Reviews — The City and Collaborative team leads periodically review the configuration/business process/integration decisions to ensure alignment with requirements and best practices. • Collaborative Quality Assurance — the formal process by which Collaborative Consulting Directors review the tenant build, configuration, and functionality which triggers a rigorous issue resolution process if necessary (e.g., Is it working as designed?)
• Workday Delivery Assurance — a second formal process by which Workday independently reviews the tenant build, configuration, and functionality to ensure items are functioning as designed.

All the above are key components to our Quality Assurance program and have proven results. Collaborative has never failed a Workday Delivery Assurance review.

Scope Management Plan
The understanding and management of scope is the responsibility of each resource assigned to the project.

Project scope will be defined through the initial capture and documentation of requirements in the Statement of Work (SOW). During the activities of discovery and design, changes to the scope as documented in the SOW may occur, as Collaborative learns more about the City, and the City learns more about Workday. To help ensure the City avoids scope creep, the project team will document each proposed change to the scope using a change order, which the City project management can thoroughly review to determine its impact and cost -benefit analysis to the project.

Changes to the scope including any additional or modified scope of services will require a Project Change Order in a separate written and fully executed Project Change Order Form. Such form shall include the written approval of an authorized representative of the City before Collaborative begins any additional work or incurs any additional charges or fees outside the scope of the Statement of Work (SOW). Unless otherwise agreed to in writing by authorized representatives of the parties, services on the Change Order will be provided at the rates provided in the SOW. A change control process to govern the process by which a Change Order is issued is illustrated in the graphic below, and Collaborative is happy to provide a sample change order for review upon request.

Collaborative Solutions, LLC. Proprietary & Confidential 28

COLLABORATIVE

SOLUTIONS
a cognizant carrnnpory
workday
Initiator
Project
Team
Steering
Committee
Collaborative Change Control Process
Initiates
Request
Logs
Request
Review
Request for
Impact
Time/S
Impact
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Approve
Change
Log
Decision
The City of Santa Maria and Collaborative agree to the following change control process when a Change Request is issued:

Step 1— Collaborative will prepare a description of the necessary change including scope, process, cost, impact to timeline, impact to resources along with a list of alternative solutions.

Step 2 — The City's Project Manager will review and approve or reject within his/her authority or escalate to the Executive Sponsor/Steering Committee for review and approval or rejection.

Step 3 — The City will review and approve or deny all Change Requests within three (3) Business Days so as not to cause any unnecessary delay in the project timeline.

Step 4 — Any approved change request will be documented as a Change Order and become an addendum to the SOW.

Risk Management Plan
The best approach to addressing issues is to address them whilst they are still only risks, i.e., they have not yet occurred. Collaborative's vast experience and track record of successful Workday projects enables effective risk management. Part of our quality framework is the management of risk. We work with the City early in the project to identify and document potential risks including common risks we've encountered on other Workday deployments. During the Plan stage, the Collaborative Engagement Manager (EM) will introduce the City's Project Manager (PM) to the Risk Log. All risks are tracked in our Risk Log using our collaboration site where we assess the probability and impact to quantify the risk. All risks are assigned a color of Red, Yellow or Green based on the risk calculation. We identify risk mitigation strategies to resolve risks that arise, keeping track of them throughout the project. These risks are continually reviewed with the project team and Steering Committee to ensure the mitigation plan is effective and they aren't becoming issues.

Projects inherently have risks, and no project is executed without encountering challenges or issues.

Collaborative's philosophy is to communicate often and escalate as quickly as is acceptable and agreed to by Collaborative Solutions, LLC. Proprietary & Confidential 29

e�

COLLABORATIVE

SOLUTIONS
a cognizant company
workday.

City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
both parties. The sooner an obstacle can be identified, solutioned, and agreed upon, the greater the likelihood of a successful project. Our effort estimates include time for meetings between team members to collaborate on solutions as well as listen in to key design sessions. This process enables the team to quickly identify any potential cross functional issues that may arise. During the Plan stage of the project, the Collaborative EM and the City's PM will work to define the escalation process, key decision makers, and Service Levels needed to drive the project forward. Once agreed upon, our templates will be used to track all risks, action items, issues, and decisions. These items will be reviewed weekly during project status meetings and escalated to the Steering Committee as needed for resolution. Any issues not resolved in the agreed upon timeframe will be escalated to the next level committee until the Project Executive sponsor is reached for a decision.

Santa Maria City CouncilMarch 19, 2024

Santa Maria City Council
March 19, 2024