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
Statement of Work
60 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.
Statement of Work
61 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
Statement of Work
62 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]
Statement of Work
63 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
(Workday Data
Management)
• Import GL trial balance from Workday (up to one (1) year historical) • Import metadata from Workday (up to ten (10) dimensions) • Import personnel roster from Workday for existing and open positions • Configure User-Sync with Workday
Statement of Work
64 EXHIBIT A - STATEMENT OF WORK
Statement of Work
CONFIDENTIAL | COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 1
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
3.5.1. Configuration – Configuration Workbook & Configuration ............................................................................................................................................... 27
Statement of Work
2 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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
Statement of Work
3 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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
Statement of Work
4 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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.
Statement of Work
5 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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
6 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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 wil l 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 SpryIDM – 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.
Statement of Work
7 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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.
Statement of Work
8 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved 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.
Statement of Work
9 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved ● 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 Project:
● 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.
7. Transparency of Project status and readiness will not be compromised regardless of desired outcome.
Statement of Work
10 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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
Statement of Work
11 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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
Statement of Work
12 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved ● 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:
✔ Operating policies:
✔ Any documentation on Standard Operating Procedures
✔ Published rules/policies
✔ Internal documentation – How Tos/Workflows, etc.
✔ Gather Lists of Information:
✔ Customer Forms (online or printed)
✔ Communications – letters (collections, budgets, payment plans, etc.) ✔ Service Order Types
✔ Credit Memos
✔ Miscellaneous Charges
✔ Billing Rates/details
✔ Penalty and collection rules
✔ GL codes used in CIS
✔ Meter data (counts, types of meters, inventory, GIS information) ✔ Staffing and Roles:
✔ Identify Subject Matter Experts
✔ Grid of staff, roles, and responsibilities
✔ Field Operation users that will need to be engaged with SpryMobile ✔ Bill Statement
✔ Bill design, structure of content, changes from existing bill ✔ Goals of redesign
✔ Who needs to approve a new design?
✔ Does the new design need to be approved by a committee? If so, how long does this process take ✔ Any specifications and/or requirements from your Printer
Statement of Work
13 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved ✔ Reporting
✔ What reports do you have today?
✔ Do you still use this report and what is it for?
✔ Complete a Reports list
✔ Collect report samples
✔ Data Cleansing
✔ Start to identify problem records (accounts, customers, premises) ✔ Start to identify duplicate records
✔ Identify problems with data that should be resolved
✔ 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.
Statement of Work
CONFIDENTIAL | COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 14
No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Manage
r
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
1. Mobilize
Project
Team
Identify and assign
team members and
introduce teams.
A R I
2. Mobilize
Client
Project
Team
Identify and assign
team members and
introduce teams.
A R I I C
3. Pre-Project
Kickoff
Initial Project
Managers Meeting
to introduce people
outline next steps,
schedule meetings,
and start project
work.
A I R I
4. Prepare
project
infrastructu
re
Send welcome
information, setup
shared drives and
access.
A R
Statement of Work
15 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Manage
r
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
5. Initial
Project
Schedule
Update project plan
that will be used as
baseline for project.
A C
6. Project
Kickoff
Formal meeting to
kickoff the Project.
This includes the
following activities:
▪ Meeting
agenda
▪ Meeting
presentation
A C C C C I I C
7. Environme
nt Setup
Provision
environments and
provide access for
core team.
A R C
Verify
environme
nts
Confirm list of initial
access and confirm
users can log in.
C A R
8. Analysis
Workshop
The creation of the
workshop schedule
and invites sent.
A C R C
Statement of Work
16 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Manage
r
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint 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
Statement of Work
CONFIDENTIAL | COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 17
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
Statement of Work
18 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved ▪ 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.
Statement of Work
19 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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
Statement of Work
CONFIDENTIAL | COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 20
3.4.7. ANALYSIS – DELIVERABLES, ROLES & RESPONSIBILITIES No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
System
Familiarization
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
C A C R
Workshop
Questionnaires
Document(s)
with questions
that will need to
be answered by
the core team
and are used as
part of the
discovery
workshop
A R
Statement of Work
21 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint 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
C A
Statement of Work
22 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint 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
R A C C I
Analysis Report
Updates
Updates to the
Analysis Report
with any
changes/feedba
ck from the
Client
R A C R
Deliver
Business
Process
A list of
standard
R A C C
Statement of Work
23 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint 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 R I
Report Plan This plan is
used to identify
which reports
are required,
what tool will be
used to create
the report and
who is
A R C R
Statement of Work
24 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
responsible to
develop them.
Test Plan A document that
outlines the
testing strategy
for the
implementation
A R C C
Training Plan A document that
outlines the
strategy for
training the
Client
throughout the
implementation.
A R C C
Data
Conversion
Strategy
A document that
defines all the
Client Data that
will be
converted. This
document
defines the
details and plan
for conversion
R A C C
Statement of Work
25 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
throughout the
implementation.
Security Plan
and Baseline
Roles (out of
box)
A document(s)
that outlines the
security access
limits and the
out of the box
security roles
and their
purpose.
A R C C
Security Plan
Role
Assignment
Updates to the
document
matching users
to security roles.
C C R A
Change
Management
Plan
A document that
outlines a
strategy for
Organizational
Change
Management.
A R C R
Statement of Work
26 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
Client
Communication
Plan
A document that
outlines
recommended
Client
communications
throughout the
Project for both
internal and
external
communications
.
A R R R
Updates to
Client
communication
s plan
Go forward
communication
plan for Client
staff & its
customers
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
Statement of Work
CONFIDENTIAL | COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 27
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.
Statement of Work
28 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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:
o Welcome Letter
Statement of Work
29 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved 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.
Statement of Work
30 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved SpryCIS Objects 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 All active meters within the agreed time range, regardless of account status.
Service Points Active service points within the agreed time range.
Meter Readings For all converted meters per the agreed time.
AR Balance All active account balances within agreed time.
Service Orders All active and completed service orders within the agreed time frame.
Bill History Includes transactional data for any active accounts, inactive accounts with historical transactions within the agreed time.
Deposits If applicable, active deposit values will be converted.
Statement of Work
31 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved Equipment All active equipment.
Remotes 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 comp lexity, 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
Statement of Work
32 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved 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 com pleted, 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
Statement of Work
33 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved ● 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:
o Updated records from Iteration 1
o Transaction history
o 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
Statement of Work
34 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved ● 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.
Statement of Work
35 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved 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
Statement of Work
36 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved 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
Statement of Work
37 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved 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
Implementation
Specialist (s)
Executive
Sponsor
Project
Man ger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client
1. Configuration
Review
Sessions that
are held on an
agreed upon
schedule to
determine the
initial
configuration
requirements.
R A C R
2. Configuration
Workbook
Completed
The
Configuration
Workbook is
filled out for the
initial round of
configuration.
R A
3. Configuration
Workbook
Provide
required inputs
C A
Statement of Work
38 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Man ger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client
Assignments &
Homework
& information
for completion
of the
Configuration
Workbook (if
applicable)
4. System
Configuration(s)
The process to
complete
configuration in
the System
Environments.
A R
5. Participate in
Configuration
Sessions
Be engaged in
configuration
sessions to
answer
questions and
understand how
configuration is
performed (if
required)
C R
6. Core Team
Training
Full system
training
provided to the
Client's core
team members
per the training
A
Statement of Work
39 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Man ger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client
plan that
ensures the
core team
understands
how the
SpryPoint
product(s)
works.
7. Participate in
Core Team
Training
Client’s Core
Team will
participate in
the scheduled
training
sessions
A R
8. Data Mapping
Document
A spreadsheet
that maps each
field being
converted from
the legacy
system to a field
in an
appropriate in
scope
SpryPoint
product.
R A C C
Statement of Work
40 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Man ger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint 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
The report(s)
that is
generated after
the data
conversion
round is
completed.
R A C C
12. Data
Conversion
Results Review
A meeting(s) to
discuss the data
conversion
results and
answer any
questions,
issues or
concerns.
R A C R
Statement of Work
41 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Man ger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client
13. Data
Acceptance
Checklist
Template
A template that
outlines the
recommended
data element
that should be
tested
A R
14. Data
Acceptance
Checklist
Template
Population
Population of
specific data
elements to be
tested during
data
acceptance
testing into the
Data
Acceptance
Checklist.
A R
15. Data
Acceptance
Testing
Testing that is
completed by
the Client to
check and
validate the
data that has
been converted.
R A
Statement of Work
42 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Man ger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client
16. Data
Acceptance
Testing Support
Answer
questions and
provide
guidance during
data
acceptance
testing
A R
17. Identify data
issues
Identification
and
documentation
of data issues
found during
data
acceptance
testing
C C A R
18. Data Cleansing
Decisions
Make decisions
on the best way
to resolved data
issues ** see
Data Cleansing
Section above.
A R C C
19. Complete Data
Cleansing
Complete data
cleansing
activities
A R C C
Statement of Work
43 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Man ger
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client
Activities -
SpryPoint
20. Completed Data
Cleansing
Activities –
Client
Complete data
cleansing
activities
C C A R
21. Reports &
Dashboards
Build/Configure
reports and
Dashboard as
determined by
the report plan
R A C R
22. Security
Configuration
The process of
assigning users
to security
roles.
C A R
23. System Ready
for Testing
Initial system
configuration
completed and
system ready
for testing.
A R C C
Statement of Work
44 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved 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
Statement of Work
CONFIDENTIAL | COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 45
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
Statement of Work
46 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved 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
47 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved 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.
Included in the scope in no more than 2 rounds of Functional Testing.
Statement of Work
48 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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.
Included in the scope in no more than 2 rounds of User Acceptance Testing.
Statement of Work
49 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
3.6.8. TEST – DELIVERABLES, ROLES & RESPONSIBILITIES
No. Deliverabl
e Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
1. Tester
Training
Training
provided to any
non-core team
users that will
be involved in
testing
activities.
R A
2. Participate
in Tester
Training
Participate in
tester training
A R
3. Data
Refreshes
An updated
data
conversion
iteration that is
used to support
testing.
R A C
4. Provide
Test
Scripts
Provide out of
box test scripts
based on
A R C C
Statement of Work
50 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverabl
e Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
standard
business
processes.
5. Update
Test
Scripts
Activities
required to
update out of
box test scripts
to match
Client’s future
state and edge
cases
C C A R
6. Execute
Bill
Validation
Testing
Activities
required to
complete a
round of bill
validation
testing
R A R R
7. Bill
Validation
– Issue
Correction
s
Correction of
issues found
during bill
validation. This
could be in the
form of
R A R R
Statement of Work
51 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverabl
e Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
changes to
configuration,
training for
Client,
development,
etc.
8. Bill
Validation
Testing
Acceptanc
e
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
C C A R
9. Execute
Integration
Testing
Activities
required to
complete a
round of
A R R R
Statement of Work
52 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverabl
e Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint 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.
A R C C
11. Integration
Testing
Signoff
A sign off
provided by the
Client that
represents
acknowledgme
nt that the
Client has
review the
testing results
C C A R
Statement of Work
53 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverabl
e Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
and approves
the results of
the testing
round
12. Execute
Functional
Testing
Activities
required to
complete a
round of
functional
testing
A R R R
13. 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 R
Statement of Work
54 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverabl
e Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
14. Functional
Testing –
Issue
Resolution
-
SpryPoint
Resolve issues
identified in
testing.
A R C C
15. Functional
Testing –
Issue
Resolution
- Client
Resolve issues
identified in
testing.
A R
16. 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 C A R
Statement of Work
55 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverabl
e Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
the testing
round.
17. Execute
User
Acceptanc
e Testing
Final testing
performed by
the Client Key
Users and any
identified
testers prior to
system sign-off.
Security,
Modifications
and Reports
testing will be
performed as
part of UAT.
C C A A R
18. User
Acceptanc
e Testing –
Issue
Identificati
on
Identification of
issues found
during user
acceptance
testing. This
could be in the
form of
changes to
A R R R R
Statement of Work
56 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverabl
e Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
configuration,
training for the
Client,
development,
etc.
19. User
Acceptanc
e Testing –
Issue
Resolution
-
SpryPoint
Resolve issues
identified in
testing.
A R C C
20. User
Acceptanc
e Testing –
Issue
Resolution
- Client
Resolve issues
identified in
testing.
C C A R
21. User
Acceptanc
e Testing
Signoff
A sign off
provided by the
Client that
represents
acknowledgme
C C A R R
Statement of Work
57 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverabl
e Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint 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
Statement of Work
CONFIDENTIAL | COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 58
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.
Statement of Work
59 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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.
Statement of Work
60 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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.
Statement of Work
CONFIDENTIAL | COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 61
3.7.9. DEPLOY - DELIVERABLE(S), ROLES & RESPONSIBILITIES
No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
1. Go Live Plan A document
that outlines
the plan for
Go-Live,
including
any
schedules
and
checklists
for the Go-
Live
weekend.
A R I R R R I
2. SpryPoint
Internal
Go/No
Decision
An internal
SpryPoint
meeting
where the
Client’s
readiness
A R R I
Statement of Work
62 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
for Go-Live
is reviewed.
3. SpryPoint/Cli
ent Go/No Go
Decision
A meeting
upon the
acceptance
of
prerequisite
activities
that gives
the approval
to move
forward with
the Go-Live.
A R R C R R R
4. End User
Training
Training for
users is
teaching
them how to
use the
SpryPoint
products, as
identified in
the training
plan.
A R C R R
Statement of Work
63 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint 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.
I I A R I C
6. Schedule
Practice
Sessions for
Trained End
Users
A schedule
that assigns
system
practice
time to
trained
users.
A C R
7. Practice Lab A space
where
trained end
users can
go to use
the
A R I
Statement of Work
64 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
SpryPoint
Product(s)
and practice
their system
skills.
8. Practice
Session(s)
The time an
end user(s)
spends
practicing
what they
learned in
training
sessions.
C R A 9. Mock Go Live A complete
dress
rehearsal of
the Go-Live
activities to
ensure all
parties
understand
their role in
Go-Live.
A R R R I
Statement of Work
65 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint 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 C
11. Final Data
Conversion
Imports
All activities
required to
complete
the final
data
conversion
import in the
production
system.
R A C C
12. Go-Live
Activities
Complete all
cutover
activities as
defined in
A R I R R R I
Statement of Work
66 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
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
Statement of Work
67 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementation
Specialist (s)
Executive
Sponsor
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
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
Statement of Work
CONFIDENTIAL | COPYRIGHT © 2023 SPRYPOINT SERVICES INC. ALL RIGHTS RESERVED 68
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.
Statement of Work
69 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved
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:
1. 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
Success
Team
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
1. Refresher
Training
Any identified and
agreed upon
refresher training
completed.
A R R R R
Statement of Work
70 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Customer
Success
Team
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
2. Transition
Documentati
on
SpryPoint Internal
Documentation used
to provide the
Customer Success
Team information
about the Client and
their project.
A R R
3. Transition to
Customer
Success
Internal
Meeting
A SpryPoint internal
knowledge transition
meeting to review
the project details.
A R R I
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 R R R R I
5. Finalize
Punchlist
A document that lists
any open items that
need to be resolved
A R I R R
Statement of Work
71 Confidential | Copyright © 2023 SpryPoint Services Inc. All Rights Reserved No. Deliverable
Name
Deliverable
Description
Project
Manager
Implementatio
n Specialist (s)
Customer
Success
Team
Project
Manager
Core
Team
Testers End
Users
Executive
Sponsor
SpryPoint Client/Service Designee
as part of the scope
of the product.
6. Signoff on
Punchlist
Acknowledgement,
by the Client that
they have reviewed
the punchlist and
they agree to it.
R A R I
7. Project Close
Out
Document
A document that
summarizes project
details.
A R R R
8. 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.
I 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
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
This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 73 Updates to the project plan Bi-Monthly Wrike N/A
PM Status meeting Weekly Zoom SpryPoint PM,
Client PM
Risk Log Bi-Monthly Google Sheet/Excel N/A
Executive Steering
Committee
Monthly Zoom 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
Level
Example
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.
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. 74 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:
● 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
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. 75 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.
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. 76 ● 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
Executive Director
Level 3 Vice President Service Delivery Chief Financial Officer Level 2 Project Manager Project Manager
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. 77 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
2nd)
January 1
Islander Day/Family Day February 20 February 19
Good Friday April 7 March 29
Victoria Day May 22 May 20
Canada Day July 1 (observed July 3) July 1 (observed July 4) Civic Holiday August 7 August 5
Labor Day September 4 September 2
National Day of Truth &
Reconciliation
September 30 (observed
October 2)
September 30
Thanksgiving October 9 October 14
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. 78 Remembrance Day November 11 (observed
November 13)
November 11
Christmas Day December 25 December 25
Boxing Day December 26 December 26
** Note: this calendar is subject to change based on company policies
Client Observed Holidays
Holiday 2023 2024
New Year’s Day January 1 (observed on January
2 nd)
January 1
Martin Luther King Jr Day January 16 January 15
Presidents Day February 20 February 19
Memorial Day May 29 May 27
Independence Day July 4 July 4
Labor Day September 4 September 2
Veteran’s Day November 11 (observed
November 10)
November 11
Thanksgiving November 23 November 28
Friday after Thanksgiving November 24 November 29
Christmas Eve & Christmas Day December 25 & 26 December 24 & 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
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. 79 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 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
Project Status Reports A monthly report that outlines summarize project status, upcoming activities, risks, etc.
Updates to the project plan 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.
Risk Log Report that lists risks, probability, impact, status, and responsible resource.
Executive Steering Committee A monthly meeting to ensure both Executive Teams understand project status, any risks, and an opportunity to discuss any other topics as required.
Issue Log Report that lists project issues, responsible resources, due date, priority, and impact on the critical path.
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. 80 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
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
Payable)
SpryPoint’s Workday Connector automates the flow of
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 � � Paymentus
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. 81 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� � 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 � � 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 SpryPoint will create various one -way integrations where SpryCIS will receive payment files from various payment vendors. Preferred approach is API or File Upload. Typically, these payments import files for the following 3 rd party remittance Providers.
• 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
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. 82 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.
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. 83 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. SpryIDM 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 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,
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. 84 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.
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. 85 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. 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.
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. 86 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. 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
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. 87 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
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. 88 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.
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. 89 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.
City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
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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.
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. 91 7.3.1. PROJECT STATUS REPORT - SAMPLE
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. 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
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
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
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
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
This Government SOW is proprietary and confidential to Collaborative Solutions, LLC. 98 7.3.2. RISK LOG
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. 99 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. 100
7.3.3. CHANGE ORDER FORM
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. 101
7.3.4. CHANGE ORDER FORM
City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
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Exhibit B: Statement of Work
City of Santa Maria, CA
Teller Implementation Project
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. 103
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.
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: [email protected]
Teller Project Manager: Ben Schweitzer
• Direct Phone: 720-577-5331
• E-mail: [email protected]
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. 104
Can/Am Technologies Information:
Mailing Address:
1819 Denver West Drive, Suite 225
Lakewood, CO 80401
Telephone:
1-844-583-5537 – toll-free
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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
Target
Month
Activity Description Acceptance Criteria
1 Kickoff
Meeting,
Teller
Analysis
Workshops,
and
Configuration
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.
CanAm has completed
workshops and shared
the resulting initial
decision
documentation.
2 Interface
Workshops
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
CanAm has completed
workshops and shared
the initial resulting
decisions and interface
requirements.
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 delivered
finalized Interface
Requirements
documents based on
information gathered
with Client on each
interface.
City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
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• Progressive Solutions Import Interface
• WasteWorks Import Interface
•
3/4 Teller
Configuration
Completion of initial Teller Configuration and
Setup based on Workshops for the baseline
Teller department.
CanAm has performed
initial Teller
configuration available
to Client in Test
environment and
provided the Teller
Configuration
Spreadsheet and
Analysis Decisions
Document.
4/5/6 Interface
Development
Development of Teller interfaces to:
• TBD ICL
• SpryPoint Bi-Directional Interface
• TBD Credit Processor
CanAm has
demonstrated working
integrations in Client
Test environment.
5 Interface
Configuration
Configuration of Teller interfaces to:
• Workday A/R
• Workday Financials
• Paymentus Import Interface
• Remit Central Import Interface
• CentralSquare Import Interface
• Active.Net Import Interface
• Progressive Solutions Import Interface
• WasteWorks Import Interface
CanAm has
demonstrated working
integrations in Client
Test environment.
7 System
Integration
Testing
System Integration Testing with Client systems
and all interfaces and configuration in place,
including the setup for 10departments.
CanAm has
demonstrated all
integrations in Client
Test environment.
8 Training Trip 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)
Training sessions
completed including
remedial sessions as
needed.
9 UAT Remote support for Client’s User Acceptance
Testing.
Client-led End-User Training.
CanAm has
documented all issues
identified and resolved
any High or Critical
priority issues raised
during agreed-upon
UAT period.
10 Go Live Provision Teller Production environment.
Provide 2 days of onsite or remote go-live
support by a Teller technician.
Teller is utilized in
Production by Client for
two weeks with all in-
scope functions
operational and any
High or Critical priority
City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
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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
Management
Monthly
Plan and oversee all aspects of the Teller
implementation project to meet the Client’s
project goals on time and within budget.
$1,850 per month of
project, starting with
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
City of Santa Maria and Collaborative Solutions, LLC Statement of Work SOW START DATE: June 24, 2024
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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; b. 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;
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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.
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Attachments Double-Click on the icon
Consolidated Pricing
RFP Response
RFP Response Pricing
Travel Policy
SpryPoint Recommended Roles
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:
Phase 2 – Workday HCM/PATT:
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
Milestone / Event Invoice Date CSLLC Amount Spry Point Amount Teller Amount Invoice Amount CSLLC
Investment
Total Invoice
Amount
Project Commencement 6/24/2024 $ 90,531 $ 26,766 $ - $ 117,297 $ (4,250) $ 113,047 Strategy Stage: Strategy 8/9/2024 $ 181,062 $ 12,433 $ 31,100 $ 224,595 $ (8,500) $ 216,095 Plan Stage: Delivery of Plan Artifacts 9/20/2024 $ 362,123 $ 153,217 $ 27,900 $ 543,240 $ (17,000) $ 526,240 Architect & Configure Stage: Delivery of Design Artifacts 11/29/2024 $ 362,123 $ 52,425 $ 18,600 $ 433,148 $ (17,000) $ 416,148 Architect & Configure Stage: Delivery of End-to-End Tenant 2/7/2025 $ 181,062 $ 154,650 $ 27,900 $ 363,612 $ (8,500) $ 355,112 Test Stage: Completion of End-to-End Test 5/9/2025 $ 181,062 $ 118,908 9,300$ $ 309,270 $ (8,500) $ 300,770 Deploy Stage: Completion of Move-to-Production (Go-Live) 6/13/2025 $ 181,062 $ - $ 9,631 $ 190,693 $ (8,500) $ 182,193 Post-Production support: Completion of Phase One (1) 8/8/2025 $ 271,591 $ - $ - $ 271,591 $ (12,750) $ 258,841 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
Fixed Fee and Invoicing
Milestone / Event Invoice Date CSLLC Amount CSLLC
Investment
Total Invoice
Amount
Phase two (2) Commencement 1/20/2025 $ 82,500 $ (3,500) $ 79,000 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
Fixed Fee and Invoicing
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 [email protected]. 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 ˑ Fax 703.390.9289
www.collaborativesolutions.com
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
• 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
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 3
Table of Contents
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
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Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 4
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
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November 14, 2022
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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
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 6
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.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 7
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.
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.
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 –
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Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 8
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.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 9
Historical Snapshot
Below is a snapshot of how far Workday has come since our inception in 2005.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 10
Please find the Workday organizational chart below:
• 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
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.
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Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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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:
Company History
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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:
Capabilities and Service Pillars
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Organizational Chart
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.
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and Implementation Services
November 14, 2022
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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.
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Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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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.
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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.
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• 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
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• 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.
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.
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
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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.
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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.
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.
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5.1 General Implementation Approach
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
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Organizational Change and Training (OC&T) Consultants are Prosci™-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 (ROI) – 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.
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• 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 Cynergy™ methodology.
Provided below is a consolidated list of Tools and Accelerators across all implementation functions:
Cynergy™ 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
• Cynergy™ 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
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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
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5.2 Project Management Approach
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
Collaborative Response:
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:
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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
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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:
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
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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.
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Collaborative Change Control Process
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
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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.
The following figure depicts the methods, tools, expertise, and offerings Collaborative leverages to mitigate common risks.
Risk Mitigation
• Provide an overall description of the Vendor project management approach towards this type of engagement and projected timing for major phases.
Collaborative Response:
Project Management
Collaborative understands the importance of strong project management. Our Cynergy™ approach is designed to provide additional rigor and governance to the project while adhering to Workday’s rapid deployment cycle.
This proactive project management approach helps ensure our clients achieve their desired deployment on-time and on-budget. We work diligently to achieve efficiencies and enhance the overall deployment experience.
Our project management approach is aligned to the principles of PMBOK and focuses on upfront definition of key performance measures, critical path milestones, and expected client outcomes. It is a continuous process
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that consists of the quality control tasks that provide both structure and guidance to the project resources. We believe effective project management resides not in a single individual but requires a cohesive, cross-disciplined leadership team that can provide organizational expertise, delivery guidance, and quality oversight to a project team.
Our collaborative approach to project management differentiates Collaborative from other Workday partners.
Collaborative believes in our approach because the shared ownership of the project enables effective change management, and knowledge transfer, which in turn leads to empowerment within the project team and more successful user adoption. We believe this is reflected in our 98% Client Satisfaction rating.
For the City’s Workday deployment, we have included the following activities as part of overall project management.
• Quality Assurance – Collaborative proactively manages quality throughout the project lifecycle, using a variety of tools, including our own Delivery Assurance Checkpoints, which are defined throughout the project lifecycle. The Delivery Assurance reviewers verify that all tasks have been performed correctly following proper project methodology and help resolve outstanding issues. In addition, our internal Program Management Office (PMO) reviews all projects for best practice usage and adherence to Workday guidelines and client needs. This has resulted in a 100% pass rate from Workday’s Delivery Assurance. Collaborative also believes in the ability to resolve issues quickly to drive the project forward in a timely manner, and we provide an Executive Sponsor, Portfolio Director (PD) and Engagement Manager (EM) to engage with the City throughout the project providing the City with direct access to our key decision makers
• Review/Approve Work Plan – During the Plan Stage of the project, the team confirms project scope, key deliverable dates, and milestones with the City’s project leadership. Once the work plan is approved, the project team moves forward with the project. This plan is monitored weekly and any adjustments are reviewed, decisions are documented and changes if required are made to the work plan. • Communicate with Project Stakeholders – Effective, consistent, and timely communication is critical to a project’s success. During planning, we partner with you to develop a communication plan that identifies the primary stakeholders, the appropriate methods of communication, the type of information the stakeholders need, and the timing and frequency of the communications. The two general approaches that we take include:
o Regular status reporting and meetings with executive sponsors and steering committee members to address project status, percentage complete, and issues/concerns; and o User/focus groups to address functional and technical concerns and to introduce future system users to business process changes
• Weekly Status Meetings and Reports – Collaborative’s Engagement Manager submits status reports to the City prior to each weekly status meeting. The report also identifies activities and deliverables completed, current project financials, and highlights issues that need to be addressed. If circumstances warrant, or in the event corrective actions are necessary, the EM will hold daily meetings to ensure the project remains on track
• Project Support Status Meetings – Internal (Collaborative) bi-weekly project review meetings are attended by the account manager and delivery leadership to evaluate project health and provide support • Issue Management and Resolution – An efficient issue management and resolution process is critical to the successful completion of any large-scale project. Information regarding each issue, such as the
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originator, date issue was raised, priority, areas affected, potential impact, detailed issue description, target resolution date, and actual resolution, will be documented for each issue. An issue log is kept throughout the project lifecycle, and each status report identifies new issues raised, as well as documented issue resolution
• Issue Escalation – During the Plan Stage of the project, an issue escalation process is jointly defined. The City will identify steering committee members and key stakeholders responsible for resolving conflicts and making decisions when the project team and project manager cannot reach consensus. Collaborative has a multi-level escalation plan up through our executive team to ensure that both the City and Collaborative can quickly and effectively manage and resolve issues
• 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. We identify risk mitigation strategies to resolve risks that arise, keeping track of them throughout the project • Scope Management – Project scope will be defined through the initial capture and documentation of requirements. To help ensure the City avoids scope creep, the project team will document each proposed change to the scope using a change order, which City project management can thoroughly review to determine its impact and cost-benefit analysis to the project • Steering Committee Meetings – Effective decision making is a critical component to a Workday project. As such during Plan, the Collaborative EM and the City PM will jointly define the Steering Committee schedule, reporting format, escalation requirements and decision timeline requirements in accordance with the Project Plan. This agreed-upon process then enables decisions to be escalated quickly to the key stakeholders on both the Collaborative and City teams to move the project forward effectively and in alignment with the City’s overall strategic objectives
Timeline
The proposed project timeline along with the timing of the major phases is listed below:
• Provide a high-level work plan for achieving the successful deployment of your proposed system.
Collaborative Response:
Please see Appendix C: Additional Information for a sample project plan.
Strategy Plan Architect &
Configure Test Parallel D eploy Post
Production Total Weeks
Weeks 7 5 21 11 9 4 6 61
S
tart 6/13/2022 7/4/2023 8/ 8/2023 1/2/2024 3/19/2024 5/21/2024 6/18/2024 Finish 7/29/2022 8/5/2023 12/ 30/2023 3/16/2024 5/18/2024 6/15/2024 7/27/2024 Project Timeline
City of Santa Maria
Enterprise Resource Planning (ERP) Software
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Collaborative Solutions, LLC. Proprietary & Confidential 33
Strategy Plan
Architect
&
Configure
Test Parallel Deploy Post
Production
Weeks 7 5 21 11 9 4 6
Project Manager 0.0 0.5 0.5 0. 5 0.0 0.5 0.5
Testing Lead 0.0 0.6 0.6 0.6 0.6 0.6 0.0
Strategy 1.0 0.0 0.0 0.0 0.0 0.0 0.0
Change Management & Training 0.1 0.2 0.2 0.2 0. 2 0.2 0.1 HCM & Compensation Core 0.0 0.5 0.7 0.5 0.1 0.3 0.2
Onboarding 0.0 0.1 0.1 0.0 0.0 0.0 0.0
Benefits 0.0 0.3 0.5 0.3 0.1 0.2 0.1
Absence Management 0.0 0.1 0.2 0.2 0.1 0.2 0.1
Time Tracking 0.0 0.1 0.2 0.2 0.2 0.1 0.1
Payroll 0.0 0.2 0.5 0.5 0.5 0.4 0.2
Financial Data Model 0.0 0.1 0.3 0.3 0.1 0.2 0.1
Financial Accounting 0.0 0.2 0.4 0.4 0.1 0.3 0.1
Banking and Settlement 0.0 0.1 0.2 0.2 0.1 0.1 0.1
Supplier Accounts 0.0 0.2 0.3 0.3 0.1 0.2 0.1
Supplier Contracts 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Mobile & Dashboards 0.0 0.1 0.1 0.0 0.0 0.0 0.0
Reporting 0.0 0.0 0.0 0.1 0.0 0.1 0.1
Data Conversion 0.0 0.2 0.4 0.5 0.2 0.5 0.2
Learning 0.0 0.2 0.2 0.2 0.0 0.1 0.1
Recruiting 0.0 0.3 0.4 0.3 0.1 0.2 0.1
Talent Optimization 0.0 0.2 0.3 0.2 0.0 0.1 0.1
Budgets 0.0 0.1 0.1 0.1 0.0 0.1 0.0
Business Assets 0.0 0.1 0.2 0.2 0.0 0.1 0.1
Customer Accounts 0.0 0.1 0.2 0.2 0.0 0.1 0.1
Inventory 0.0 0.1 0.3 0.3 0.1 0.2 0.1
Grants Management 0.0 0.1 0.2 0.2 0.1 0.2 0.1
Adaptive Insights 0.0 0.3 0.5 0.5 0.1 0.3 0.2
Procurement 0.0 0.2 0.3 0.3 0.1 0.2 0.1
Projects 0.0 0.1 0.2 0.2 0.1 0.1 0.1
Integrations 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Total Est. Hours 1.1 5.4 7.9 7.4 3.1 5.5 2.8
Add-Ons
Integrations
Project Oversight
Advisory Services
Package
Go-LiveClient
City of Santa Maria
Enterprise Resource Planning (ERP) Software
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November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 34
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.
Collaborative Response:
Collaborative believes in a two in a box approach for a project team structure to ensure direct communication, more effective knowledge transfer, and faster decision making during the project. The effectiveness of this model is directly related to our 98% client satisfaction rating and 100% deployment success. Collaborative proposes a project team structure that pairs Collaborative and City resources as depicted in the graphic below to utilize the City’s existing Workday knowledge and capabilities with Collaborative expertise to facilitate the most effective knowledge transfer possible. In addition to our services, Workday will provide Delivery Assurance throughout the project.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
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5.3 Data Conversion and Migration
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.
Collaborative Response:
The decision on what data to convert from the legacy systems takes into consideration both mandatory data required by Workday as well as the elective data. Our consultants will provide guidance on addressing these key decision points. We will provide the City with the requirements for Workday and recommendations on how to handle the elective elements. Our consultants will also recommend the conversion data elements needed in Workday to fit the needs of the City.
During the conversion process, the Collaborative team will work with the PMO to organize representation from each Agency in like groups to review the data gathering tools and templates in preparation for each data conversion. Initially, we review the templates in their entirety and identify a strategy for the client to execute.
Collaborative will also provide the agencies with best practices to providing data from disparate systems and tools to consolidate said data. Workday deployments are an iterative process and data conversion follows the same approach.
During each iteration, we review the templates and identify changes required to data conversion routines to enable a more successful conversion. Additionally, we will load your data and require data validation be executed by the client to address any gaps or issues with the data as part of the deployment. This process not only enables Collaborative and the client to identify risks sooner and mitigate issues as they arise, but it also enables the client to become more familiar with Workday and how Workday manages their data.
The City’s current production systems will be converted into Workday during each of the conversion cycles. The data load cycles include:
• Foundation Tenant (Build)
• Configuration tenant
• End-to-End tenant (Build)
• Payroll Parallel tenant*
• Gold/pre-production tenant (Build)
*Parallel Payroll Tenants are only used when Payroll is being deployed or impacted by the functionality being implemented.
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With each data conversion cycle, your SME’s will validate the data to ensure quality and completeness before additional activities begin. Based upon validation findings, source system clean-up occurs along with adjustments to the way in which the data was extracted and/or loaded, allowing for 100% accuracy of your data prior to Go-Live.
• Please describe your organization’s recommended approach toward retention of legacy data.
Collaborative Response:
Most clients of similar size pull the data from their legacy system(s) and store it in a data warehouse for historical reporting purposes and can sunset the legacy system within one year or less of Go-Live. With that said, every client has unique set of circumstances for sunsetting their legacy core HR and FIN system depending on how long the legacy system will be support by the prior vendor or when the data may be required for audit compliance. Collaborative would be happy to engage in further conversation to develop a plan that works best for all of the City’s business requirements.
5.4 Data Analytics, Report and Form Development
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.
Refer to Section 12: Other Required Forms for Form D Report Development
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5.5 Integrations and Interfaces
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
Workday Response:
Workday HCM / Financials avoids data duplication, inconsistency, and internal interface complexity by delivering our service using a single global object model which supports all functionality in a single database and, as such, there is no need for module-to-module integration. Workday uses a single object-oriented architecture in which objects (like candidates, workers, accounts, organizations, dependents, requisitions, etc.) are instantiated in memory and intrinsically "understand" how they are related to each other. This allows users to access data online and via reports without the database-level access (such as table selects and joins) which is required with a legacy application and relies upon a relational database for transaction processing and reporting. We’ve also built all our components on a core set of services that manage people, events, organizations, etc. and provide these common services to all other objects in our system. With software acquisitions, Workday has and is investing on ready-to-use, built-in integrations to and from Workday HCM / Financials for Workday Strategic Sourcing and Workday Planning to automate the synchronization of security roles and Single Sign-On, as well as automate the synchronization and exchange of primary data, while still allowing for each product to operate completely independently of one another.
• Describe your approach towards interfacing and integration with other solutions including use of specific tools, methods and standards.
Collaborative Response:
Workday deployments are also a key time to build the platform for the future. To help facilitate this Collaborative will review each of the integrations identified as in scope for the deployment and model them through our Toolset Graduation approach as shown below. This helps build an introduction for toolsets, capabilities and opportunities that exist for the City within the Workday Integration framework.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
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Collaborative Integration Approach – Workday Toolset Graduation
Once our customers have a firm understanding of the Toolsets available within Workday, we work through the Integration Decision Tree to identify the most effective technology for not only deployment, but also long-term support. As shown in the Toolset graduation, the farther down one gets on the decision tree, the more complicated not only the deployment, but also the on-going maintenance.
Collaborative Integration Approach – Integration Decision Tree
All this is done with an intent to immerse the City’s team side-by-side with Collaborative in the Workday Platform. If we make these decisions, and go through these experiences together, as a team, we find we enable
City of Santa Maria
Enterprise Resource Planning (ERP) Software
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the most effective form of knowledge transfer and the most effective initial decision-making process for the project.
The key benefits of the Collaborative approach to integrations include:
• Increased efficiency with integrations jumpstarted using our virtual library of thousands of templates and assets.
• Accelerated development achieved through the re-use of proven integrations frameworks. • Leverages best practices in Workday integrations and provides ability to scale. • On average we see 30% reduction in integration cost, delivery time, and re-testing efforts. • Enhanced knowledge transfer facilitating a high level of self-sustainment post Go-Live for our clients.
During each phase of the project, we will engage the City’s subject matter experts and business owners. • During Plan phase, we will work with your team to lock down integration scope and help you notify vendors and gather requirement documents.
During Architect/Configure phase, we review design documents with your team members (SMEs, Business Owners, IS) and ask their signoff on integration approach. Following signoff, we will build and test integrations and provide functional knowledge transfer to your team using Operation guides (How to run integrations during testing).
• During Test phase, we work side by side with your team to execute integrations, coordinate file delivery/retrieval to/from vendor and assist in defect resolution. • During Test/Deploy/ phase, we provide technical knowledge transfer to your technical team • During Maintain phase, we will assist SMEs and business owners in running production integrations as well as coordinate successful completion of integrations with vendors.
• Describe data exchange standards (e.g., XML, Web Services, or EDI) supported or provided by your product.
Collaborative Response:
Due to Workday’s inherent flexibility within the integrations space, it allows for the use of a multitude of possible standards in a client’s integration landscape. Depending upon the industry that Workday is interfacing with, the system has the ability to send and receive data in XML, JSON, CSV, text, web services and other formats, as well as consuming industry standard formats such as EDI, EDIFACT, H7, and others.
We do typically see a higher adoption of exchange standards within the Benefits, Financials, and Payroll modules, owning to the higher level of industry standards and practices as well. Within Healthcare in particular, the adoption of ANSI x12 is significantly higher than most legacy systems as it allows for much quicker adoption and implementation. Within the Financials and Payroll, we also see a higher adoption of vendors adhering to industry standards that can be accepted as well. From NACHA and ISO20022/3 payments and statements, to specific credit card formats for all major providers (VISA, Mastercard, AMEX). For each of these, Workday provides pre-built connectors that require configuration and testing rather than new code base development.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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Those vendors that have proprietary or legacy formats can also be accommodated, be it through customer integration builds, Workday delivered solutions, or Collaborative’s own prebuilt integration warehouse. Utilizing the Workday Studio tool, we can accept almost any format and create transformations to allow loading into the tenant.
• 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.
Collaborative Response:
Our integration team will collaborate with the City’s Subject Matter Expert team to capture requirements, design, and develop integrations. We use our Cynergy™ methodology and have predefined entry and exit criteria for each project phase. Using our trackers and templates, we will work with the City’s team to govern and monitor progress of integrations in scope. We recommend assigning few integrations to the City, which will help in knowledge transfer and transition.
Our integrations team uses a centralized model, where all the integrations are designed and delivered by consultants, who are a part of our Accelerated Cloud Deployment Center™ (ACDC). Our design team ensures best practices and deployment efficiency are being used on all Workday integrations and data conversions. We utilize a combination of Workday’s readily available tools and other tools that are proprietary to Collaborative Solutions. Our main tools include Cloud Connect (for vendor specific templates like E-Verify), EIB (for simple outbound integrations), and tools called Document Transformation and Workday Studio for more complex integrations.
Unlike on-premise ERP solutions, where integrations and functional requirements can be separated distinctly from each other enabling vendors to leverage an offshore deployment model, integrations in Workday require more alignment with the functional teams to be effective. Integrations can be a very technically challenging element for many Workday deployments as they do not use a standard SQL language base with which many on premise integrators are accustomed to. Workday leverages a Web Service API for passing data between systems as well an Eclipse based tool for complex integrations, which requires training, as well as a functional understanding of the business, to be developed effectively for the rapid deployment timelines of a Workday project. Typical offshore models, while potentially lower in per-hour resource cost, require additional management overhead, time zone adjustments, as well as content and contextual training of the offshore team.
Collaborative mitigates these challenges by:
• Leveraging our Accelerated Cloud Deployment Center (ACDC), in tandem with our local integration resources, to provide the highest touch assistance to our customers and ensure best practices are followed.
• Splitting the assignment of integrations between Collaborative and the City’s integrations team to help facilitate knowledge transfer and ensure that you are able to support the integrations after Go-Live. • Assigning the more complex integrations to the Collaborative integrations team members. In doing so, we allow the City’s team to ramp up on integrations so that they begin to build their foundational knowledge for future integrations work.
• Best practice guidance from the ACDC team for common integration types and standard design to reduce long-term maintenance and documentation adjustments.
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Enterprise Resource Planning (ERP) Software
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• Reducing time zone delays or project resource strain to work normal business hours in the U.S. and support nighttime hours overseas.
The ACDC process enables us to quickly scale if needed to support either additional integration needs, taking over additional integrations from customer resources due to changes in availability, comfort level with the coding, and provide a higher level of guidance during the project to immerse the City’s team side-by-side with Collaborative in the Workday Platform.
Accelerated Cloud Development Center
While our Cynergy™ methodology provides a framework for successful Workday deployments, Collaborative has also focused on strength and innovation in integrations and data conversion. Collaborative established the Accelerated Cloud Deployment Center (ACDC) to ensure best practices and deployment efficiency on integrations and data conversions. The ACDC is a differentiator in the industry that allows our integrations team to leverage our inventory of integration frameworks and best practices, ensuring that customers get the most robust integrations possible. Located in Tampa, Florida, the ACDC houses a team of experienced integrations developers and provides a virtual presence accessible by all Collaborative personnel.
Our integrations team leverages our inventory of integration frameworks and best practices to ensure that customers get the most robust integrations possible.
The Accelerated Cloud Deployment Center offers:
• A team of specialists with an average of 15+ years of experience, who have collectively completed 5,000+ integrations to date.
• Specialized focus on specific integration types (i.e.: Payroll Interface, Benefits, etc.), allowing more experienced development practices.
• Resources centrally located, allowing for continuous training and skill development, helping establish best practices and development efficiencies early on while allowing for more timely quality reviews.
The key benefits of the Collaborative approach to integrations include:
• Increased efficiency with integrations jumpstarted using our virtual library of hundreds of templates. • Accelerated development achieved through the re-use of proven integrations frameworks. • Leverages best practices in Workday integrations.
• Provides ability to scale.
• 30% reduction in integration cost, delivery time, and re-testing efforts. • Optimizes our ability to deliver YOUR solution.
We develop integrations daily, and our number of integrations continually increases with each project we deploy. Furthermore, data conversion is a key element of every Workday deployment and over our many years of experience, Collaborative has developed a suite of tools and templates to save the City time and effort.
City of Santa Maria
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Tools/Templates Benefit
Simplified Data Collection Files All data must enter Workday via Workday’s iLoad templates. Our simplified data collection files allow the City to save time by extracting data into simple Excel tables. We will take it from there!
Data Mapping To further streamline the process, we have created tools to map the simplified data collection files to the iLoad templates.
Scripts
Want to save even more time? We have developed data extraction scripts for some legacy systems. Just sit back and let the script do the work.
Transactional Data Loading Transactional Data Loading requires the use of multiple complex templates. Our Transactional Data Loading Tool, on the other hand, executes on a single template, making the Transactional Data Loading process significantly simpler for our customers.
• If local customizations are made, do you provide any tools or assistance to easily incorporate customizations into new version/releases of your software? Workday Response:
In the Software-as-a-Service environment, Workday strives to provide deep functionality and flexibility so that each organization can meet their requirements while maintaining a system that is highly configurable, and yet customization-free. Workday’s focus is to maintain a strategy that allows us to provide cost-effective but flexible solutions and the ability to leverage new features and enhancements going forward.
Workday does not operate on a model of “customization” but rather configuration. Everything from branding, to validation rules, to custom objects to Business Processes is available for configuration by a customer. These configurations – many of which would be considered “customizations” in the legacy application world – are retained seamlessly when Workday services are updated behind-the-scenes.
Typically, our customers are responsible for configuration changes post go-live. While Workday and our partners are there if you need us to help, Workday is the data processor, and you are the data owner. This means that you have complete control of your system and can make all changes/configurations yourself. We focus on knowledge transfer during the implementation so that your team can learn to take ownership of the system from a functional perspective, for areas like business process setup or application security, and be able to quickly respond to your organizational needs without being reliant on a vendor.
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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.
Collaborative Response:
The ERP Software and Implementation Services - Pricing Forms, located under a separate cover, details our approach to the City’s current applications. Below is a full list of the integrations we have estimated for you.
ID# Integration Name Third-Party
Vendor Functional Area Integration Data Type Tool Total Hours Owner Cloud Connector Name Notes
INT001 Basic SSO/SAML Setup Security Basic SSO SAML Setup Outbound Custom
Setup 30 CSLLC
INT002 Active Directory Outbound HCM Active Directory Outbound Custom EIB/DT S
50 C
SLLC
INT003 Active Directory Inbound HCM Active Directory Inbound Custom Studio 60 C SLLC INT004 E-Verify HCM eVerify Outbound Cloud Connect CC 20 C SLLC INT005 Medical, RX Outbound Benefits Medical Or Dental Or Vision Or Rx Outbound Cloud Connect
CC 40 CSLLC
INT006 Dental Outbound Benefits Medical Or Dental Or Vision Or Rx Outbound Cloud Connect
CC 40 CSLLC
INT007 Vision Outbound Benefits Medical Or Dental Or Vision Or Rx CC 40 CSLLC INT008 Life, AD&D Insurance Outbound Benefits Life Or ADandD Outbound Cloud CC 40 CSLLC INT009 HSA or FSA Eligibility and Contributions Outb Benefits FSA Or HSA Or Transit Or Parking Outbound Cloud Connect
CC 40 CSLLC
INT010 COBRA Events Outbound Benefits COBRA Events Outbound Cloud Connect
CC 50 CSLLC
INT011 COBRA Initial Rights Outbound Benefits COBRA Initial Rights Outbound Cloud CC 50 CSLLC INT012 ACA Outbound Benefits ACA Outbound Cloud Connect CC 20 C SLLC INT013 401k Demographic Outbound Benefits Retirement Savings Financials Outbound Cloud Connect
CC 50 CSLLC
INT014 401k Elections and Loans Inbound Benefits Retirement Savings Inbound Cloud Connect
CC 50 CSLLC
INT015 401k Contributions Outbound Payroll Retirement Savings Financials CC 40 CSLLC INT016 Payroll ACH Outbound Payroll ACH NACHA Payment Outbound Cloud CC 40 CSLLC INT017 Payroll Positive Pay without Voids Outbound Payroll Positive Pay without Voids Outbound Custom
EIB/DT
S
50 CSLLC
INT018 Payroll Check Layout Birt Payroll Check Custom Check Layout_Low
BIRT 40 CSLLC
INT019 Tax Filing Periodic Outbound Payroll Tax Filing Periodic Outbound Cloud CC 20 CSLLC Verify if using ADP, etc.
INT020 Tax Filing Quarterly Outbound Payroll Tax Filing Quarterly Outbound Cloud CC 20 CSLLC Verify if using ADP, etc.
INT021 Teller Financial Transaction Inbound Teller Financials Adhoc Bank Transaction Inbound Custom
Studio 100 CSLLC Integrations from ActiveNet, DataTickets, Genfare, SmrtPay
INT022 Sprypoint Billing Inbound Sprypoint Financials Other Inbound Custom Studio 110 C SLLC Integrations from Linko, Portalogic, Syncta, Wasteworks, Sensus
INT023 Vector Training Record Inbound Vector Solutions HCM Training Or Learning Inbound Custom Studio 80 C SLLC INT024 Background Check Bidrectional Recruiting Employment Screening WD Software Setup 30 CSLLC INT025 Timekeeping System Outbound Telestaff HCM Demographic Outbound Custom EIB/DT S
60 C SLLC
INT026 Timekeeping System Inbound Telestaff Time_Tracking Time Tracking Inbound Custom Studio 100 C SLLC INT027 Absence Balances Outbound Telestaff Time_Tracking Absence Outbound Custom EIB/DT 70 C SLLC INT028 Financials (AP) Check Layout Workday Birt Financials Custom Check Layout_Low BIRT 40 C SLLC INT029 Financials Positive Pay without Voids Outbou Bank of America Financials Positive Pay without Voids Outbound Custom
EIB/DT
S
50 CSLLC
INT030 Financials ACH Outbound Bank of America Financials ACH NACHA Payment Outbound Cloud Connect
CC 40 CSLLC
INT031 Bank Statement Inbound Bank of America Financials Bank Statement Inbound Cloud CC 50 CSLLC INT032 1099 Filing Outbound IRS Financials Electronic Filing 1099 Outbound Cloud CC 20 CSLLC INT033 Journal (Charges/Credits) Inbound Financials Accounting Journals Inbound Custom Studio 100 C SLLC INT034 Ad Hoc Bank (Payments/Refunds) Inbound Assetworks, Fuel Master,
Financials Adhoc Bank Transaction Inbound
Cloud Connect
CC 50 CSLLC
INT035 Procurement Cards Outbound Financials Credit Cards Masked Outbound Cloud CC 60 CSLLC For both P-Cards and T&E Cards INT036 Procurement Cards Inbound Financials Credit Cards Masked Inbound Cloud CC 50 CSLLC INT037 Streetsave Inbound Streetsave Financials Business Assets Inbound Custom Studio 120 C SLLC INT038 Community Development Inbound Community
Development
Financials Other Inbound Custom Studio 110 CSLLC INT039 Debtbook Inbound Debtbook Financials Other Inbound Custom Studio 110 C SLLC
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5.6 Training
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.
Refer to Section 12: Other Required Forms for Form E Training • 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.
Workday Response:
our technical staff who will participate on the project team to deploy your Workday system will need to take courses designed by Workday to prepare your organization to successfully deploy and use your Workday system. Please see the Workday Education Training Catalog for detailed descriptions of these courses and the training options available. These course offerings will supplement the real-time knowledge transfer that your project team will receive from your consulting team during project workshops, design sessions and other project activities. Below are a few examples of those recommended training sessions for technical resources. • Workday Integration System Fundamentals
• Core Connectors and Document Transformation
• Workday Report Writer
• Workday Report Designer (BIRT)
• Configurable Security Fundamentals
• Advanced Configurable Security
Technical refresher training is available using our Learn On-Demand libraries. Learn On-Demand is a cost- effective alternative to traditional education delivery, providing access to training 24/7 from any computer.
Created in short, targeted segments, Learn On-Demand is perfectly suited for system administrators who need immediate access to specific training. These offerings are topic-specific and designed to focus on key Workday principles and functionality.
Collaborative Response:
As the project progresses, our Cynergy™ Methodology purposely helps your team build their capabilities so that they are ready to own and operate their system self-sufficiently. In the Architect & Configure stage, the Collaborative team will be leading, driving and owning many of the tasks while the City will typically review and provide feedback regarding the Collaborative work. As the team enters the Test Stage, we like to see a transition
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where your staff starts to take over the lead role for major activities while the Collaborative team provides guidance, advice and key assistance where needed. The point of this transition is to empower City stakeholders to be able to own, manage and operate their system as they work towards eventual Go-Live. We find that a collaborative and well supported transition of this kind can help our clients to be more successful and self- sufficient with their engagement.
• 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.
Workday Response:
In general, Workday provides online documentation and page-specific help on virtually every page in our application to guide users within the relevant context so that no end-user documentation is typically required.
However, we provide training materials in an eBook format for all Learn Virtual, and Learn Independent courses that customers visit. While these training materials may only be used to support the specific, intended training activity and may not be duplicated without Workday’s prior written consent, resources offered as part of the Adoption Kit can be reproduced, customized, and distributed within your organization, as needed.
The Adoption Kit is an out-of-the-box solution that is a collection of content, tools, and resources designed to accelerate your Workday rollout and quickly train your end-users on Workday. It is, therefore, leveraged by the implementation team, as it provides customers with customizable training materials (videos, job aids, facilitator's guide, etc.) that can be used out-of-the-box with little customization or act as the cornerstone of a larger training development plan. For example, the Manager Self-Service and Employee Self-Service materials are out-of-the-box solutions that can be used internally to train users. The kit also contains communications materials to support change management activities.
Collaborative Response:
Collaborative’s approach to End-User training development is customized to each client’s. The number of training documentations that will be created are dependent upon the types of training methods selected and the selected methods for each module and process, for example some user groups may receive multiple forms of training, as noted in Form E located in Section 12.
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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.
Workday Response:
Suggested approach (train-the-trainer, end-user, hybrid). Please see Training Form E in Section 12.
Suggested timeframes in which training will be conducted Training of your Functional Leads / Project Team (Training Credits) will be conducted in the early stages of the project, typically in the Pre-Plan or Planning stage of the project. The idea is to get your Project Team trained prior to the Architect / Configure stage so that they can make appropriate decisions about the software configuration. Workday’s Adoption Kit will be used by your Trainers and Collaborative Solutions to train the End Users just prior to Deployment. Collaborative Solutions will work with you to determine the most appropriate time for this training to take place.
Collaborative Solutions will provide knowledge transfer throughout the deployment. By the time your project is live, your users will be able to navigate the system and run daily operations. Typically, within six months following go live, most key leads are enhancing what was designed for go live.
Opportunities for on-going training.
Workday’s Adoption Kit will be customized to your specific needs so that it can be reused for training new employees. Workday’s Learn on Demand libraries are available for as long as you subscribe to them for your use in training your resources on specific, focused topics. Workday offers free training for small topics in our Community website (available to our customers). In addition to this Workday offers Refresher training for a small fee for specific topics.
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5.7 Organizational Change Management Approach
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.
Collaborative Response:
Our Organizational Change & Training (OC&T) practice is grounded in the industry-leading Prosci® approach with activities designed to integrate seamlessly within our overall Cynergy™ Methodology to help you manage the people side of change throughout your Workday deployment. Our OC&T consultants are also Workday-certified, which accelerates understanding of the change impacts that come with adopting Workday and will help the City of Santa Maria maximize its investment by boosting end-user acceptance and adoption.
To gain organizational knowledge, OC&T consultants begin their work by engaging leadership, key stakeholders, and a representative group of employees from all levels and business areas in OC&T Design Session. In these sessions, in-depth discussions on key drivers for change are facilitated to enable the capturing of data necessary for the strategic development of customized change management activities, and communication and training plans. In addition to hosting their own Design session, OC&T consultants participate in all functional Design sessions to ensure the impact to end-users is taken into consideration when design decisions are made.
Once captured, OC&T consultants work with functional team members to mitigate against change impacts as necessary - a full report of these changes will be presented to leadership and key stakeholders throughout the project. This practice has enabled clients to have a holistic view of the changes their employees will face. It has also played a key role in deciding when to implement policy changes not directly linked to the Workday deployment.
In our pricing proposal for the City, we have included a baseline Organizational Change and Training offering named our Essentials Package. This package allows access to all our tools and templates and our Library of job aids for functional areas in scope. We also provide a set amount of advisory support to use ad-hoc, throughout the deployment to assist with the usage of our tools or provide high level guidance on the deployment.
Should the City be interested in additional support from Collaborative we also offer an optional Expanded package which includes all the baseline offering in addition to development of key change and training deliverables such as the change impact assessment, communication plan, change management strategy, and training needs assessment and curriculum plan. Included in this package is also the management of the change and training workstream on a weekly basis throughout the entire deployment.
Collaborative understands that perhaps the baseline offering is suitable, but the City may only have a need for targeted support. If this is the case, we also offer add-on packages based on your specific needs. We would like the opportunity to discuss these options in more detail with you to determine which might be most appropriate based on your needs.
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Below are the add-on packages:
5.8 Testing
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 Collaborative Response:
The table below describes in detail the recommended approach to testing and the type of assistance that is provided.
Testing Type Purpose/Description Additional Information Unit Unit Testing is the first round of testing and is meant to review and test each configuration
component to ensure that each unit performs its
assigned function independently of other units. It
serves as a basic check that the configuration and
development requirements and is an integral part
of the configuration and development process
during the Architect stage. This should be
executed and triaged by the Collaborative
technical/functional consultant each time a
configuration is added, prior to handing the
configuration over to the client, with two major
• Performed in Configuration tenant
• Performed by Collaborative
• Tests integrations as defined during
Architect stage and Alignment sessions
• Tests individual, manually configured
components in Config tenant and after
Client Confirmation Sessions
configuration changes
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cycles occurring after Architect and after Client
Confirmation Sessions.
Smoke Smoke Testing is performed by executing short
tests to ensure all key functional area are working
correctly. This should be done after each new
tenant build (End-to-End through Gold) to ensure
there are no issues in migration and that the
configuration is ready for the client to review and
test.
• Performed End-to-End and Parallel
Tenant
• Verifies integrations execute
successfully and to specific
downstream/upstream internal or
vendor systems
• Completed after each new tenant build
prior to client accessing tenant
End-to-End End-to-End Testing is owned by the client testing team with the purpose of ensuring the proper
flow of End-to-End processes between multiple
functions, integrations, and downstream systems.
It is designed to verify the system functions as
designed to verify converted data, validate in-
scope custom reports, and to authenticate the
results of the processes that run in Workday
downstream systems and vendors.
• Performed in End-to-End Tenant
• Ensures the configured software meets
the business requirements set for the
project
• Ensures the integration that is built
meets the business requirements
• Identifies and resolves defects in the
integration between Workday and
other systems
• Verifies client has the ability to test the
integration fully
Integrations Integrations Testing validates the interaction of two (2) or more components within the
application. Integration Testing starts after Unit
Testing has been completed. It takes components
tested during Unit Testing, variously aggregates
those components, test those aggregates, and
delivers the output. Integration Testing can
expose problems with the interfaces among the
program components before the program has
been executed. This section will test Integration
Testing for all the components of the system and
display if the components are working together
as required in the preset guidelines.
• Performed in End-to-End and Parallel
tenant
Parallel Payroll Parallel Testing ensures that the payroll processes configured in Workday meet the same
results found in the client’s legacy application(s),
with any difference being explainable. This is also
a practice run of the Go-Live cutover activities.
Testing is performed in a Parallel tenant with the
most recent employee data available, with the
goal of representing the closest approximation
possible to what will be in the Production tenant
with the final tested configuration and
integrations signed off from the End-to-End
tenant.
• Performed in Parallel tenant
• Client owned and Collaborative
supported
• Validates same period processing
against the legacy production
application
• Validates payroll results and other 3
rd
part integration results
• Validates data synchronization
activities for deployment
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Performance* Stress/Performance Testing is additional testing intended for large clients to ensure optimal
system performance. The criteria are determined
by Workday, have product-specific thresholds
where the deployment team must focus on the
performance and key deployment activities and
deliverables.
*Only required if specific volumes of users related
to time entry are anticipated. Otherwise, no
performance testing will be conducted. Workday
has SLA’s around system response time that will
ensure system performance meets the City’s
requirements.
• Performed in End-to-End tenant
• Measures integration, reports, and UI
performance when executed together
in production-like intervals
• Includes Isolation Testing &
Concurrency Testing
• Determined during Architect stage as
to whether Performance testing is
required
Security Security testing is performed to ensure security group access is as expected.
• Performed in all tenants prior to
providing client access
• Performed by client before any users
access the system for DV prior to any
testing
• Focuses on data security and visibility
Regression Following each major Workday update, it is
important to run through the major business
processes to identify any functional impacts as a
result of the update. It is also recommended to
run through all audits within the Workday
Checklist associated with the update. If a
Workday update occurs between End-to-End
Testing and Cutover, complete Regression
Testing. Test the update against the already
tested configuration. The purpose of this testing
phase is to verify that the configurations,
security, business process and integrations
continue to behave as expected. Regression
Testing will focus on changes made to the system
during and should use the change control
process.
• Performed in End-to-End and copy of
Parallel
• Re-tests impacted design/configuration
due to a change
• Most, if not all, changes require a form
of regression testing
User Acceptance
Testing (UAT)
User Acceptance Testing (UAT) is designed to
confirm that Workday is not only working
properly but that the Client SMEs are confident in
their ability to perform their daily tasks using
Workday and can explain the system to general
end-users. By this stage of testing activities, all
processes should be stable, and the Client team
should be fully leading first-level issue triage.
User Acceptance Testing is performed in the
same tenant that was used for End-to-End
testing, so testers should anticipate seeing test
• Performed in End-to-End tenant
• Facilitated by client functional teams
• Participants are functional system
administrators/SMEs but are not fully
engaged with the project
• Not targeted to end users
• Ideally occurs after Parallel build or at
end of End-to-End
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data. Integrations and Payroll are not included as
part of User Acceptance Testing, as these
scenarios would have been addressed during
End-to-End testing.
5.9 Operational Redesign Approach
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.
Collaborative Response:
Strategic Implementation Planning
The success of migrating to a new technology platform is predicated on aligned strategy and planning before the start of an implementation. Collaborative Solutions offers a Workday Strategic Implementation Planning & Readiness engagement which will guide you through what needs to be done, why it must be done, and how it can be done to provide the foundation for a successful project execution. Our focus is on Leadership Alignment, Technology Readiness, and Experience Design.
Using a series of workshops, we will lead and facilitate discussion in the key areas that require review to obtain strong alignment and action for a successful Workday deployment. Specific to operational redesign, we offer the following as part of Strategic Implementation Planning at the start of the project:
Service Delivery Framework
Collaborative’s service delivery transformation approach seeks to achieve an end-state characterized by consistent quality, minimized costs, optimized functionality, and satisfied customers. Our goal is to craft a service delivery model (SDM) that enables the City to effectively pursue long-term value from your investment in Workday and its capabilities by drawing upon leading practice tailored to your culture and transformation capacity.
Service delivery transformation is on-going and continues as your organization strategy and external factors evolve. Therefore, it is essential to harmonize leadership, strategy, and execution to consistently deliver high- quality, cost-effective service that enables your organization to focus on its mission. Transforming service delivery requires focus across several areas which are incorporated into Collaborative’s Service Delivery Framework approach:
• Strategy Alignment – Collaborative will review your service delivery strategies and operating plan to facilitate sessions with the appropriate executives to drive alignment in harmony with the broader organizational strategy.
• Organization Buy-in – By examining complete stakeholder assessments (if available), governance and decision-making models, and plans for gaining buy-in to recommended changes, we will develop with the City an appropriate service delivery model.
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• Talent/Staffing – Working together, we will identify the skills and capabilities needed to support the service delivery vision and confirm that they align to the mission and goals of the project, participating units, and the organization as appropriate.
• Production Governance – A recommended production governance and decision-making structure will be defined based on what we learn and know about the organization. The structure will incorporate governance aspects that are currently most effective, address opportunities for improvement, and reflect leading practice.
Achieving service delivery transformation requires a clear understanding of the gaps between your current environment and desired future state. As a final step, Collaborative’s consultants will provide the City with an analysis and offer a set of recommendations to evolve and transform service delivery post Go-Live and beyond.
Developing this framework prior to Workday Architect and Configure, will assist the City in knowing who should be involved in various aspects of the implementation and in what capacity and will inform business design decisions.
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.
Collaborative Response:
The effective use of data is at the core of Technology Readiness, a part of Strategic Implementation Planning. We use a people, process, governance, and technology framework to focus on aspects of readiness that are critical to a Workday implementation. Collaborative understands that data is the foundation for both the operational efficiency and effectiveness of Workday, but also the user experience, as trust in data is paramount to a positive experience. We apply a holistic enterprise architecture approach to explore and understand your strategic vision and connect it with functional needs and expectations.
We assess readiness from data out to examine transformation potential and impacts on elements such as integration, configuration, and reporting, and concentrate on areas of intersection beyond data to surface ways to effectively achieve your transformation objectives. Specific to foundational data such as the chart of accounts, we focus on the Foundation Data Model (FDM) for assessing, designing, and managing core data such as organizational, hierarchical, job architecture and financial reporting required to create the Workday foundation.
The FDM Service is the initiation of the design of the data model used across HCM and Financials that establishes the foundation for Workday transaction processing and reporting. Goals of the exercise include:
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The FDM service will be initiated during the Strategy stage with a key output being client specific data delivered in the initial tenant used to facilitate design discussions during the Architect Stage.
FDM Readiness Clients
5.10 System Documentation and Manuals
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.
Workday Response:
Workday has been designed with a consumer-grade user interface to deliver a user experience similar to consumer-like experience applications. As such, users are not required to understand complex menu structures or undertake difficult navigation tasks – this limits the amount of training and guidance required for your end users. Workday delivers both guide tours to assist with navigation, and Workday People Experience (Journeys and Help) to embed your organization’s help guides, FAQs and policies against key HR actions such as recruiting
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compensation and talent/performance management tasks to ensure users have access to the relevant information when completing a task. Alerts and validations at a field level also support enforcement of your rules and processes to further guide users in execution of their tasks. Workday also provides guided tours that can be setup as field-level help text across various tasks. As a final point, Workday supports integrations with third-party plugins, which provide a deep, field-level click-guide guidance mechanism for those customers in need of a more detailed help function.
Workday Community is Workday’s customer portal that provides access to others in the Workday ecosystem including partners, other customers, and Workday. Community provides all customers with an area to access documentation, communicate on forums, and contribute or vote on “Brainstorm” ideas. Workday is unique in that all customers are on the same version. The benefit of one version is that customers can share resources such as reports and integrations. All of this collaboration occurs on the Workday Community portal.
Workday provides several types of documentation intended to help you with various scenarios of supporting Workday:
1. Services Update Notes - we publish service update notes weekly to document fixed bugs. In addition, we include notifications of any enhancements delivered with the service update.
2. Announcing Workday - approximately one month before the Release Preparation window for a feature release, we publish early release notes under the title of Announcing Workday. o Announcing describes the most highly anticipated features and enhancements planned for the release.
o Announcing is not a comprehensive list of the features planned for the release.
3. What's New Report - is a standard Workday report that you can run in your Preview or Production tenant. What's New release notes provide information about new features and enhancements delivered to each tenant. We update the report weekly.
o We notify you in the weekly service update notes when we add features or move features from Preview to Production.
o We created the What's New report to provide you with a source of information that you can easily download to a spreadsheet to help you plan and manage your testing of the release. o See “What's New in Workday XX” for instructions on how to run the What's New report.
4. Workday Administrator Guide - is a how-to guide for configuring and using Workday.
All documentation is updated accordingly in Workday Community when we update the Workday service.
We provide translations of the Administrator Guide in:
• French (continental)
• Japanese
All of Workday’s delivered business processes are integrated within the Workday solution through use of the Workday Business Process Framework. Workday includes the Workday Business Process Framework as part of our core platform. Workday delivers a default leading practice template business process definition for each Workday process (over 750 business processes), and customers can either use these leading practice templates as-is or configure them (without coding) to meet their own unique business process requirements.
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Workday provides online documentation and page-specific help on virtually every page in our application.
Training materials are provided for all Learn Virtual and Learn Independent courses. These training materials are provided in an eBook format. Training materials may only be used to support the specific, intended training activity and may not be duplicated without Workday’s prior written consent.
Collaborative Response:
Throughout the project, Collaborative takes a forward-looking approach to both documentation and deliverables. At each stage, Collaborative leads will set expectations on standards and timelines for key deliverables. Subsequently, be it integrations, functional configuration or data conversion, each area will maintain documentation detailing each of the decisions map, file layouts, changes, and authorizations accordingly as applicable by the area being covered.
Training materials developed will be based on the specific business process definitions configured for the City.
We will capture all conditional steps in the Business Process, incorporate all validations that are defined by the client, as well as customize materials based on the security roles performing each step.
5.11 Disaster Recovery Plan
Please describe the services you provide around business continuity and disaster recovery, if any, as part of your proposed solution.
Workday Response:
Workday maintains a formal Business Continuity Program. The Business Continuity Plan is the framework by which an unplanned event would be managed in order to minimize the loss of vital resources and disruption of business operations throughout the company. The Business Continuity Plan outlines Workday’s objectives, approach, responsibilities and procedures in carrying out the plan in case of an unplanned event. A test of Workday’s Business Continuity Plan is performed annually to ensure the viability of the plan and to identify programmatic improvement opportunities. Workday’s communications to employees, customers and vendors about the unplanned event is made according to the procedures outlined in the Business Continuity Plan.
Workday maintains back up and disaster recovery plans and tests them regularly. Workday commits to a recovery time objective of twelve (12) hours – measured from the time that the Workday Production Service becomes unavailable until it is available again. Workday commits to a recovery point objective of one (1) hour – measured from the time that the first transaction is lost until the Workday Production Service became unavailable. During regular operations the production configurations and data are kept up-to-date at the alternate site. The production databases have a remote copy of the databases kept at our secondary data center.
Workday has established failover capabilities between the primary and secondary data centers. Should a disaster be declared at the primary data center, Workday will quickly bring customers online from the secondary data center. Backup data from production are encrypted and transmitted over secure connections to the corresponding secondary data center. All data centers, both primary and secondary, are located within the United States.
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5.12 Knowledge Transfer
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.
Workday Response:
With every new release, Workday Field Readiness and Workday Education partner to provide a series of Learn On-Demand videos to assist consultants in updating their knowledge. Collectively this is referred to as Update Training. The individual videos contained within an update training curriculum are called 'Knowledge Bytes'. We offer system training to our business partners to ensure they have knowledge on the latest functionality to support our customer’s implementations. We continually enhance our education delivery capabilities using innovative technology to provide our customers and business partners additional classroom experiences, online training opportunities, and other knowledge transfer sessions to help build self-sufficiency and ensure successful customer adoption of the Workday service.
Your technical staff who will participate on the project team to deploy your Workday system will need to take courses designed by Workday to prepare your organization to successfully deploy and use your Workday system. Please see the Workday Education Training Catalog for detailed descriptions of these courses and the training options available. These course offerings will supplement the real-time knowledge transfer that your project team will receive from your consulting team during project workshops, design sessions and other project activities. Below are a few examples of those recommended training sessions for technical resources. • Workday Integration System Fundamentals
• Core Connectors and Document Transformation
• Workday Report Writer
• Workday Report Designer (BIRT)
• Configurable Security Fundamentals
• Advanced Configurable Security
Technical refresher training is available using our Learn On-Demand libraries. Learn On-Demand is a cost- effective alternative to traditional education delivery, providing access to training 24/7 from any computer.
Created in short, targeted segments, Learn On-Demand is perfectly suited for system administrators who need immediate access to specific training. These offerings are topic-specific and designed to focus on key Workday principles and functionality.
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Collaborative Response:
Knowledge Transfer (Project Team)
Knowledge transfer is built into our implementation approach, so the project team achieves the new knowledge, skills, and self-sufficiency they need to support themselves after Go-Live. Our Knowledge Transfer approach educates and teaches project team members how to effectively leverage the Workday solution to perform their future job duties and maintain the system from an administrative perspective. This includes how to update business processes and security configuration, as well as preparing City of Santa Maria to manage Workday’s semi-annual updates.
Specific milestones and opportunities for knowledge transfer are listed below:
• Architect Workshops — Immersion includes learning the kind of questions and clarifications that are asked to understand how to translate requirements into design considerations. • Work Stream Meetings (weekly scheduled and ad hoc) — Led by Collaborative consultants and attended by City of Santa Maria SMEs to facilitate Collaborative resources sharing the analysis, decision making, and configuration options available to meet requirements.
• Customer Confirmation Sessions — Immersion learning supported by review of functional requirement configuration, on-demand configuration changes (as possible), and hands-on experience of managing business processes.
• Test Scenario Development —Ensures City of Santa Maria understanding of the expected outcomes of tests.
• End-to-End Testing —First round of End-to-End has Collaborative consultants responsible for triaging and resolving test issues with observation and support provided by City of Santa Maria. The second round of End-To-End encourages City of Santa Maria resources to be the first line of triage support with shared responsibility for resolving issues between Collaborative and City of Santa Maria. • User Acceptance Testing (UAT) — User Acceptance Testing (UAT) is designed to certify the Workday application and Workday integrations are working properly. The UAT stage also helps to ensure that City of Santa Maria SMEs are confident in their ability to perform their daily tasks using Workday by allowing select business process owners (outside of the core City of Santa Maria team) to provide final validation that the configured system is ready for Production. During UAT, each scenario is assigned to one or more SMEs to act as business process owners and verify that the test executed successfully. • Payroll Integration Parallel Test — As Payroll Parallel Testing is completed, City of Santa Maria resources should be primary for all Issue triage and resolution, and the opportunity for knowledge transfer among City of Santa Maria resources. As with all stages of testing, Collaborative consultants are available to support City of Santa Maria resources with triaging, resolving, and continued knowledge transfer. • Deploy Stage — Any knowledge transfer remediation that is identified during Payroll Parallel Testing is completed during the Deploy Stage.
Our assessment of progression of knowledge transfer by the end of the stages is as follows:
• Architect Stage — City of Santa Maria resources understand the concepts and relationships between configuration set up values, business processes, and data. • Configure & Prototype Stage — City of Santa Maria resources can configure set up values, business processes, condition rules, and reports. It is during this stage that we expect to use the “See One, Do One,
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Teach One” methodology to ensure Knowledge Transfer to City of Santa Maria resources together.
Separate knowledge transfer sessions are not included in the method. • Test Stage — City of Santa Maria resources can triage testing issues and resolve issues. • Deploy Stage — City of Santa Maria resources can train any non-core team members that will have responsibilities in production as identified above.
Training (For End Users)
End-user training is a fundamental component of our Organizational Change & Training (OC&T) methodology.
Our traditional training approach is to provide training tailored to end users and other stakeholders, dependent on the specific roles and business functions they perform. Prior to training, the end users and managers receive communications about the new technology and business processes to build their awareness and enthusiasm about the upcoming changes.
The first step in our training development methodology involves developing an End-User Training Strategy, which serves as a roadmap for all training activities. Collaborative and City of Santa Maria would jointly define the training philosophy to ensure that the most effective education for the City of Santa Maria environment is delivered to end users.
Following the development of the End-User Training Strategy, we conduct thorough assessments of each client's needs during Architect Workshops and Customer Confirmation Sessions, and with that information derive a detailed Training Needs Assessment. These assessments are validated with the client functional team leads and project management prior to building a detailed Training Curriculum Plan for the various end-user populations.
We have found that applying a range of training methods works best for most of our clients.
Once training methods have been selected and a meaningful amount of training materials drafted, clients may also elect to have Collaborative assist in User Experience Sessions (UES). While not a form of testing, UES generally occurs during the Test Stage to take advantage of the general stability of most configuration expected by that time. UES focuses on true end-user populations who have not yet been exposed to Workday. During UES, participants do not have the ability to change the system. Instead, we create an "experience" for end-users to explore the system and build their first impressions. The goal of UES is to pilot the system with a group of users who have had no prior exposure to gain an additional, candid perspective on how the new system will be received and whether it is meeting overall end-user project objectives. Feedback from UES also allows the OC&T workstream to pressure-test initial training materials. Combined, this information helps the training team identify and drive focused revisions and adjustments to training materials and plans, in turn ensuring the maximum impact and benefit of your training program.
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The following table outlines the benefits and/or implications of the various types of end-user training delivery method options we would recommend for the deployment of Workday:
Detailed Training Methods
Training Method Benefits/Implications
Train-the-Trainer for Instructor Led Training • Provides tools and expertise to City of Santa Maria’s in- house functional and/or training teams, allowing for
enhanced knowledge transfer, flexible deployment, and
ongoing internal training capacity
• Client must provide training resources
• Scheduling and related logistics
Instructor Led Training (Collaborative Led) • Provides detailed training from experienced resources • Allows targeting training for specific stakeholder groups, including grouping trainees by which employee type they most often transact upon (ex. faculty, staff, student)
• Increased delivery cost
Customized On-Demand Training Videos • Can pair with objective assessment tools to determine the level of the end-user’s comprehension of the delivered
material
• End-users can view on-demand and as needed to support their successful completion of transactions in Workday
• Reduced delivery cost
Webinars/Presentations to Introduce City of
Santa Maria-Specific Configuration and
Processes
• Large audience can receive the same message at the same time over a broad geographic area
• Reduced delivery cost
• Not repeatable unless recorded
Job Aids & Quick Reference Guides • Resource material used to aid in learning new processes and troubleshooting
• Can be linked within Workday system, providing support at the point of need
• Must be updated as system changes occur to remain
relevant
In-System Guidance (Help Text, Guided Tours,
etc.)
• Aids and guides at the point of need (directly within Workday system)
• Increases accessibility to training materials by linking them directly on the processes they support
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Section 6 - Functional System Requirements
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.
Workday Response:
ERP Software and Implementation Services - Specifications
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Section 7 – Staffing Plan
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.
Collaborative Response:
Project Roles and Responsibilities
There are various roles that need to be filled on a deployment. The following is a description of the project team roles and responsibilities for Collaborative, City of Santa Maria, and Workday resources.
Collaborative Solutions Roles
The extent of each Collaborative team
member’s involvement will vary by task as
defined in the project plan. Collaborative will
notify City of Santa Maria of any change in the
Collaborative team that may be necessary
from time to time. The Collaborative team
listing below does not exclude other
Collaborative staff from being involved in this
project.
Collaborative resources are process/software specialists and are responsible for providing functional and technical expertise to the project. Collaborative’s core responsibilities include the following:
• Lead and drive business process configuration according to City of Santa Maria’s requirements • Set up and configure system as defined in the SOW
• Coach City of Santa Maria about the options and implications around each process/configuration decision • Assist City of Santa Maria with the resolution of issues • Identify potential business process improvements
• Escalate project problems and risks to the project leadership and/or steering committee as appropriate • Support City of Santa Maria during testing and validation activities • Assist City of Santa Maria with planning and managing the Organizational Change & Training (OC&T) Program
Workday
The City of
Santa Maria
Collaborative
Solutions
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• Share OC&T templates and coach City of Santa Maria on how to use and maintain • Provide OC&T support during the implementation
Collaborative’s responsibilities will be completed on-site in City of Santa Maria facilities when required.
Team Member Description of Role
Portfolio Director Collaborative provides a Portfolio Director to serve in an advisory role and escalation point on all Workday deployments to ensure success by working collaboratively with City of Santa Maria Executives, City of Santa Maria Project Manager, Workday leadership, and Collaborative’s Engagement Manager. Supports Collaborative Engagement Manager to resolve any escalated issues in a timely manner and sign-off on key deliverables throughout the project per the Cynergy™ for Workday methodology. The Collaborative 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.
Functional Architect Collaborative provides a Functional Architect (FA) to work with City of Santa Maria in leading and driving the solution based on their broad Workday experience along with deep implementation expertise. The FA will work with City of Santa Maria to drive City of Santa Maria solutions and provide design/strategy support. The FA is responsible for driving the design and business process sessions along with the Collaborative Consultants.
Engagement Manager Collaborative provides a designated Engagement Manager (EM) who is responsible for working with the City of Santa Maria 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 Cynergy™ tools and templates, interaction with Workday Product Strategy and Development, and leveraging Collaborative Cynergy™ 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 Collaborative Consultants and City of Santa Maria 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 City of Santa Maria project team apprised of Workday updates, tenant changes, and can provide guidance on using the Workday Community.
Project Associate Collaborative provides a Project Associate (PA). The Project Associate is responsible for coordinating with the Collaborative consultants to
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Team Member Description of Role
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 Collaborative’s Executive Management team.
Works with the Collaborative PD & EM to ensure that escalated issues do not impact the project timeline.
Functional Consultant(s) Responsible for working with City of Santa Maria to lead and drive City of Santa Maria 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 City of Santa Maria requirements and documents any areas where
requirements are not met. They provide best practices to enhance City of Santa Maria 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 Collaborative EM.
Integration Consultant(s) Responsible for working with the Collaborative Principal Consultant(s) and the City of Santa Maria 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 City of Santa Maria integrations as defined by the SOW.
Data Conversion Consultant(s) Responsible for converting City of Santa Maria data into Workday based on the configuration and mapping done by the Collaborative Principal Consultant(s) and the City of Santa Maria Business Analysts.
The Collaborative Data Conversion Consultant(s) works with the City of Santa Maria Business Analysts to resolve data related issues. They work with City of Santa Maria to resolve loading errors and reload the appropriate tenants.
Change Architect (Recommended)
The Change Architect is a senior professional resource of the Organizational Change & 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 Collaborative’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.
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Team Member Description of Role
Organizational Change & Training
Lead (Recommended)
The Organizational Change & 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 City of Santa Maria’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.
Strategy Architect (Recommended)
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, 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 (Recommended)
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.
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Section 8 – Ongoing Support Services
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 Workday Response:
Whilst Workday Support and all the associated service levels are applicable from the start of your deployment, Workday also includes a formal Service to Success transition that provides our Customer Success and Customer Base teams with a
full transition of knowledge and information on your journey to date (both the sales engagement and deployment).
Please find below an overview of the different support teams available to you.
Workday Post-Deployment Support Services Available:
Workday Support – Workday is committed to answering your questions and quickly resolving your issues with world class 24x7 production support. Gain access to our experts and get your questions answered and problems solved in the way that works best for you.
With Workday Support, you can:
• Gain access to our experts 24x7
• Get rapid resolution to any production issues
• Benefit from the multi-tenant SaaS delivery model where a resolution for one is a resolution for all Support analysts are specialists in the capabilities and functions that make up the Workday application services you have subscribed too. They also know the tools you'll use to configure and maintain your Workday system such as integrations, business processes, security, and reporting.
Workday Customer Success – Customer satisfaction is a goal of most companies, but it’s a core value of every employee at Workday. That’s why the Customer Success program surrounds our entire Customer Service Operations delivery model. Customer Success helps you get the resources you need so you can realize the full value of your investment.
Workday Community - Workday Community is a repository of content provided by our Customers, our Partner Ecosystem, and Workday. Community is searchable and includes topics on a variety of subjects. Customers can ask questions and get feedback from all other participants in Community.
Workday Success Plans - Workday Success Plans are subscription-based services plans that include education,
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tools, and Workday expertise to empower teams to use and adopt Workday more effectively, and cost- efficiently, throughout their time in production, as business needs evolve. There are several levels to the subscription plans to meet the needs of a diverse customer base.
Workday Education and Training: For further information, please refer to the following link; https://www.workday.com/en-us/customer-experience/education- training.html o Onsite support (e.g., system tuning, application configuration, interface issues, report development, network optimization, user training and tips to optimize the user experience)
Workday Response:
Due to the nature of the Workday hosted Cloud platform, onsite support is unnecessary. Major issues, or “Blockers” as they are known in the Workday priority structure, are dealt with in a very specific manner with fast escalation through development resulting in a fix being applied to all customers through one of the regularly scheduled weekly patches. With all Workday customers being on the same release and patch level, and no customizations to take into account, patching is a fast and easy process giving Workday the advantage of safer, faster fixes than on-premise applications.
o Telephone support,
Workday Response:
Workday Support is provided online through our case management system, Workday Customer Center. Staffed with highly trained experts, Workday Support and Customer Care organizations are available around the clock and around the world.
Customers can also request a phone call after a case is created online. The Workday Customer Center is available 24 hours a day, 365 days a year.
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 Workday Response:
Workday provides its customer with 24x7 technical assistance in accordance with the Support and Service Availability Policy stated in our SLA (service level availability).
Customers who need to interact with Workday open cases via our case management system. New cases require a description of the problem, the customer’s assessment of impact, along with the affected system environments (Production, Sandbox, or Implementation). A case is assigned to a Workday Support Analyst for response, analysis, and resolution. Customers receive a unique case number and confirmation email for each case opened.
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The case workflow provides status information to customers. As a case moves through the workflow, the Support Analyst and Named Support Contact will communicate via the Customer Center, documenting the problem and its resolution.
If requested by either party, a phone call or online meeting will be scheduled and documented within the case by the customer and Workday. In addition, if requested by either party, a management escalation will occur.
Occasionally, Workday identifies an issue that needs to be proactively communicated to particular customers. In that event, Workday will contact each affected customer. For issues affecting many customers, Workday will communicate via Workday Community Alerts.
When a resolution to a case has been provided and the customer acknowledges receiving it by commenting in the case, the case will be closed. In the event of no customer communication, the case will be closed by Support.
Workday provides advance notice on the Workday Community site of scheduled downtimes due to weekly, monthly, and quarterly scheduled maintenance (see SLA). Upcoming scheduled downtimes are also proactively displayed within the Workday User Interface.
Note that customers often maintain their own case management system for internal use; the Workday platform is not for use in managing internal cases.
The Workday Production Support and Service Level Availability Policy (SLA) is located at https://www.workday.com/content/dam/web/en-us/documents/legal/workday-production-support-and- service-level-availability-policy.pdf, which may be updated by Workday from time to time. No update shall materially decrease Workday’s responsibilities under the Workday SLA. o Toll-free support line
Workday Response:
Technical support is provided online through the Customer Center, our case management system. We do not leverage a telephony-based call routing system; however, customers can select their preferred method of contact as phone call, when a case is created online or request a phone call through a case comment. o Users groups
Workday Response:
Workday’s User Groups are a growing and powerful way for Workday customers around the globe to get more from Workday—we are happy to support their further growth and maturity.
User Group Types
Workday has three main types of user groups:
• Product: Workday customers who share interest in the same product functionality. Each group focuses on its unique area of the product line. Product group are typically organized by a Workday Product Manager.
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• Regional: Workday customers who are based in the same geographic region. The members have regular meetings where they can share their ideas. Regional user groups are independent organizations run by local Workday customers. Workday promotes regional user groups but does not own, manage or direct the groups. Each regional group operates independently and typically meet several times a year in person. • Special Interest: Workday customers who are part of the same industry or other specialty areas, e.g., Technology, Higher Education, Government, Retail, etc. Special Interest group objectives include networking with others in your area of interest regarding the use of existing functionality, sharing and discussing common best practices, and providing collective feedback to Workday Product Management via the Community group.
The Workday Community site provides in-person and online spaces to organize members and meetings and to post presentations and other materials. The groups are largely run by customers and are self-organized; User Group chapters can be found throughout the world (North America, EMEA, APJ). Workday is often invited to present or participate but peer-to-peer presentations are more common. o Online knowledgebase (i.e. – how it is accesses, who updates it, etc.) Workday Response:
The Workday Community was launched at Workday Rising 2008. As a customer of Workday, your organization can gain access to The Workday Customer Community—our primary vehicle for customer communications, including on-line forums and brainstorm (where the Workday Community collaborates and votes on enhancement ideas). Workday Product Strategy and Product Management take information from the Brainstorm and use it as input to their product planning process.
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Collaborative Response:
Post-Production Services
Upon going live, our clients often seek to continue to expand the partnership by leveraging one or more of our Workday support and optimization services within Collaborative’s Continuous Value Services offering (CVS).
Whether the client is looking for assistance on functional or technical Workday support activities, targeted optimization of owned but not yet deployed Workday functionality, or the deployment of brand-new Workday functions, Collaborative has demonstrated success in all facets of post Go-Live Workday engagements.
Specific to the City of Santa Maria our ability to deploy and support the entire Workday Platform allows us to be a one-stop shop for any Workday-related engagements for your organization.
The initial Workday deployment is only the start of a great journey. Our belief is that with the ever-increasing functional benefits of Workday, our clients can gain value continually from the platform. One of the most important aspects to achieve the full benefit in your investment in Workday is to establish a well-defined internal Workday roadmap planning, review, and ongoing engagement amongst key stakeholders and system owners in a post-Go-Live support model.
This provides an opportunity to evaluate and identify how current and upcoming planned business needs can be supported through the effective use of technology. It can also ensure that those charged with executing and managing the governance policies have an avenue to review current system challenges and to identify areas where improvements can be made.
Continuous Value Services tends to fall within the five following categories:
• Strategic Lifecycle Planning offerings tailored to meet the most pressing needs preventing clients from realizing the maximum value from their Workday investment • Execution of planned, current year roadmap initiatives • Optimization efforts and extension of current functionality • Required maintenance to support annual occurrences such as annual merit, financials year-end close, audit requests, or open enrollment
• Planned and unplanned tasks introduced due to break-fix, punch list, change in business-drivers, regulatory, or compliance requirements
As part of our comprehensive set of post-deployment CVS offerings, our Lean-On Service provides on-demand support for what you need and when you need it from one of the most experienced set of resources in the Workday ecosystem.
Flexibility is key to our Lean-On Services. The service is typically contracted on an annual basis which targets planned staffing and resourcing needs. The service provides significant flexibility to provide optimization and production support for the following representative functional and technical support needs:
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Activity Functionality Scope
Workday Support and Troubleshooting Assistance with support activities may include, but is not limited to, troubleshooting issues, guidance and other day to day activities including assisting the team with support requests.
New Functionality Review Collaborative reviews new features and functions not yet implemented. Collaborative assists with new functionality reviews, which may include, but are not limited to, support and guidance for making decisions regarding the implementation of new functionality, such as employee/manager self-service, benefits, performance and absence management.
Collaborative can also provide sample testing scenarios, if available, or can help support Client in creating new sample test scenarios on an as-requested basis.
Reporting and Integrations Based on Client requirements, Collaborative may provide technical support including integrations, custom reporting, and business form layouts via the Business Intelligence Reporting Tools (BIRT) framework. Integration assistance may include the configuration and supports the testing of Workday packaged integrations and the development of Client integrations.
Workday Solution Optimization Collaborative is able to help improve the utilization of Client’s Workday solution, as well as the Client’s experience. Such optimization may include, but not limited to, updating business processes, revising organization structures, or modifying rules for security, business process, and organization for the full Workday platform.
Knowledge Transfer As agreed to by Client and Collaborative, Collaborative on-demand support may include knowledge transfer pertaining to the resolution of an issue and providing insight on how Client may troubleshoot similar issues in the future and advisory support services including guidance on new feature sets, impact-considerations, and solution guidance.
Organizational Change & Training Post-
Production Services
Collaborative offers in production Workday clients services related to Organizational Change Management, Communications, and Training.
This can be part of the Lean-on Service if requested. Please see the related section below for additional service details.
In addition to the Lean-On Services, additional CVS offerings include:
• Strategic Tenant Analysis & Plan – establishing a strategic baseline for demonstrating value, followed by a thorough evaluation of tenant configuration, resulting in a timebound, actionable roadmap which aligns to delivering on stakeholder definitions of values.
• Advanced Reporting Dashboard and Analytics (ARD) – an expanded package of approximately 60 pre- built reports and dashboards that are deployed in as little as five weeks. Dashboard examples include headcount information, quality of hire, turnover, population diversity, succession potential, etc.
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• Extension and Optimization – a defined project and scope that supports the deployment of additional Workday functionality that has already been purchased by the client. • Business Event Support – based on defined, larger scoped projects such as data and/or configuration changes required to support Mergers and Acquisitions or Divestitures. It is also used by clients for project- based support for significant design changes on recurring events of existing functionality such as Open Enrollment, Annual Merit/Bonus Processing, and Financials Year-End Close. • Testing Services – assistance with facilitating testing efforts including developing test plans, test scripts, and organizes testing feedback and updates to the configuration.
CVS for In Production Clients
Differentiators for Our Continuous Value Services
Collaborative’s Workday Continuous Value Services (CVS) Practice is dedicated to supporting Workday Clients that are in production. Although our CVS practice often collaborates with our primary professional services organization, they are exclusive, separate, and dedicated to providing support for existing Workday clients. We are committed to driving self-sufficiency for our clients in an efficient, scalable, and value driven model.
Knowledge Transfer is key to our joint success and incorporated into our standards of delivery.
We work with our clients to target “high value” support opportunities. This means we focus on efforts which will drive stabilization followed by optimization across all deployed Workday Functionality rather than operating primarily in a traditional help desk model that focuses in on “break/fix”. While a limited amount of break/fix is unavoidable in a system as dynamic as Workday, our vast experience supporting Workday clients has led us the
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belief that both integration and functional support should evolve towards targeting ongoing enhancements, support of optimization efforts, and adapting to changing business requirements. Doing so moves our clients from operating in a reactive, legacy ERP manner to proactively increasing the value realized from their Workday investment.
The approach we take for supporting production clients aligns to the following:
• Stabilize, then optimize your rollout by providing a quality, highly experienced team of consultants that are dedicated to post- Go-Live services
• Proactively recommend adjustments to your Workday configuration which drive more value from the solution
• Emphasize and support a knowledge transfer first approach to support the City’s investment in the Workday application to help your organization move towards self-sufficiency • Leverage our resources as an extension of your internal support team, versus the more traditional “break/fix” help desk model in legacy ERP’s.
• Where feasible, align a pre-assigned account team comprising both functional and technical consultants for expected support needs, in addition to a dedicated Engagement Manager Recommended Approach for the City Phase 1
The approach we take for Lean-On Services aligns to the following:
• Build upon the successes from your initial deployment in Workday by recommending adjustments to your Workday configuration which drive more value from the solution • Stabilize, then optimize your rollout by providing a quality, highly experienced team of consultants that are dedicated to post- Go-Live services
• Emphasize and support a knowledge-transfer first approach to support the City’s investment in the Workday application to help your organization move towards self-sufficiency • Leverage our resources as an extension of your internal support team, versus the more traditional “break/fix” help desk model in legacy ERP’s.
• Where feasible, align a pre-assigned account team comprising both functional and technical consultants for expected support needs, in addition to a dedicated Engagement Manager
Tenant Analysis & Plan with Strategy Needs
Collaborative’s recommendation is summarized as follows:
• Guide the City through developing a Strategy Map to gain executive alignment around a number of key factors for your Workday program: Understanding your stakeholders’ definitions for value, aligning system goals and guiding principles with those of the broader organization, and agreeing upon what outcomes best demonstrate the success of your system and by what measures those outcomes will be assessed. • Conduct a Tenant Analysis & Plan (TA&P) engagement to review in-tenant configuration and understand process issues and pain-points through the eyes of your subject matter experts.
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• Build a comprehensive set of recommendations (inclusive of TA&P findings as well as the enhancements requested in this RFP) and develop a timebound, actionable roadmap for with a line of site to delivering the greatest value based on your Strategy.
• Execute enhancements according to approved roadmap
• Deploy Collaborative’s Advanced Reporting & Dashboard Analytics package to give the City managers and leadership access to multiple reports and dashboards as quickly as five (5) weeks. • Pair your TA&P and Enhancement projects with ongoing Continuous Value Support (CVS) Lean-On services to support daily operations and coordinate with rolling deployment of enhancements.
Tenant Analysis & Plan
As part of our recommended approach, Collaborative would conduct a Tenant Analysis prior to undertaking the enhancement portion of the project.
Tenant Analysis Plan
Collaborative’s Tenant Analysis & Plan service offering is available to current Workday clients. As part of the offering, Collaborative will analyze existing client configuration, either as per client request or in preparation for Financials or Payroll implementation. The standard offering includes a review of HCM Core, Organizations, Jobs and Positions, Core Compensation, Security, Business Process, Employee Self-Service, Manager Self-Service configuration. Additional functional areas may be added to scope if requested by the client and noted in the Statement of Work (SOW).
Collaborative will review in-scope, existing configuration for standardization, Collaborative recommended best practices, potential updates, optimization opportunities, and process efficiencies. Collaborative will also lead tenant analysis workshops (either onsite or remote) with key stakeholders for each of the scoped areas in order to discuss:
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• Discuss pain points
• Inefficiencies
• Manual workarounds
• Issues
• Concerns
• Desired enhancement
• Identify opportunities to more fully leverage Workday functionality • Improve the user experience
The Tenant Analysis & Plan will conclude with delivery of top recommendations to the client in both a detailed summary report and executive presentation.
Approach & Deliverables
Stage Standard
Duration
Description Reference
Strategy
Map
3 weeks
(1 of which may be
concurrent with
Plan)
The Strategy Map phase includes
workshops conducted onsite over 2
half-days which are focused on
identifying stakeholders’ persona-
based value statements to build the
vision and goals for the system and
define success criteria and measures.
• Gap discussions highlight deltas
between current state and
vision.
• This activity sets the parameters
for understanding
o What changes will best
demonstrate value
o How to align Workday
improvements strategically to
the direction of your business
o Guiding principles for Workday
reconfiguration
Deliverables
Strategy Map
Plan 1 week The TA&P Plan stage will include an
introductory client meeting/kickoff to:
• Review the scope and ensure
team understanding
Deliverables
Tenant Analysis &
Plan Kickoff Presentation
and Agenda Template
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Stage Standard
Duration
Description Reference
• Review Strategy Map for
knowledge transfer to TA&P
resources
• Identify individuals to be
interviewed during the tenant
analysis stage
• Confirm timeline
• Schedule tenant
analysis workshops
This meeting may occur during the last
week of the Strategy Phase while the
Strategy Map is still being finalized.
Tenant Analysis & Plan
Project Plan (Smartsheet)
Analysis 3 weeks The Analyze stage consists of two
pieces. First, an in-tenant analysis is
performed by the consultant(s) for any
in-scope functional areas. Second,
interviews with client SMEs, end users,
and key stakeholders are held
(preferably in person).
Deliverables
Information gathering
sessions/ tenant analysis
workshops (leverage the
above workbook to track
conversations) in the form
of interviews, focus groups,
or formal workshops in
instances where the
analysis is being conducted
prior to a Financials or
Payroll implementation, the
interviews may be omitted
Recommend 2 weeks The recommendation stage will include a final tenant review, analysis,
summarization and recommendations
to the client.
Detailed Findings and
Recommendations Report
This is the detailed report documenting
all Collaborative findings and
recommendations. This report is
developed based on the results
documented in the Tenant Analysis
Workbook and Checklist. The report
includes estimated complexity
(high/medium/low), estimated level of
effort (# hours) for both Collaborative
and the client, and dependencies, if
applicable, for recommendations. The
Deliverables
Tenant Analysis & Plan
Detailed Recommendations
and Summary Presentation
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Stage Standard
Duration
Description Reference
evaluation key used to make
recommendations is also included.
Summary of Findings and
Recommendations Presentation
This is a PPT summary of the findings
from the above report and is used in
the final readback of the
recommendations to the client. It
highlights overall recommendation
themes as well as the top 10.
Roadmap 3 weeks
(1 of which is
concurrent with
Recommend)
The Roadmap phase involves Strategy
resources working with the City to
align the TA&P Recommendations to
available internal bandwidth and
contracted CVS support over a 1-3-year
timeline. Strategy Map and existing
SOW commitments are considered and
any recommended adjustments to the
agreed scope will be documented.
• Strategy consultants collaborate
with CVS resources for Strategy
Map knowledge transfer to
inform TA&P Recommendation
• Strategy consultants develop a 1-
3-year Workday Roadmap for
TA&P Recommendations which
includes applicable WD Product
Roadmap information and aligns
to the City’s Strategy Map.
Deliverables
Targeted Roadmap for
Workday
Recommendations
(including any impacts to
agreed scope)
The following timeline demonstrated the coordination of activities between the Strategic and Functional components of the approach Collaborative recommends for the City:
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Engagement Timeline
Service Request Process Ticketing System
The City’s primary contacts will submit all service requests via Collaborative’s ticketing system which will enable involvement by Collaborative’s support personnel for resolution. Requests will be managed depending upon the type as outlined below.
Issue Resolution Support for Existing Configuration
As issue requests are received, Collaborative will:
a. Acknowledge the request within 24 hours of the City’s normal business hours. Definition of normal business hours will be mutually agreed upon between the City and Engagement Manager. If emergency assistance is needed, Client will log a case with Workday. Examples of emergency assistance include a system down issue or business critical function such as payroll not processing correctly. In non-emergency cases where urgent assistance is required, Client will submit a request via the ticketing system indicating the nature of the urgent request and contact the Collaborative’s Engagement Manager (EM). The EM will work with Client to outline a plan of action to address the urgent issue in a timely manner. This may involve after hours support if mutually agreed upon between both parties. Support ticket requests initiated outside of standard hours of operation (i.e.
Saturday and Sunday) will receive an initial response when the standard hours of operation window becomes available.
b. Request details on the configuration impacted, if not already provided. c. Determine a plan of action for all standard requests to support resolution of the issue which will be provided within 48 hours of issue alert.
d. Review configuration changes required with the City and request the City’s approval to apply fix.
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Enterprise Resource Planning (ERP) Software
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e. Client is responsible for testing and any move-to-production activities, which shall include configuration, business processes, data, reports and integrations. Client will provide written acceptance of test results to Collaborative’s prior to any move to production. f. Should the City require Collaborative’s assistance with move-to-production activities, the City will submit request via writing and provide written approval for Collaborative’s to access the City production tenant. The City shall verify production results and is solely responsible for production accuracy. Client shall provide written acceptance to Collaborative’s after such move-to-production activities.
g. If the City submits a request for assistance outside of the Collaborative ticketing system via any communication mechanism such as such as email, voice mail, text, instant message Collaborative is not subject to standard response times.
New Configuration Enhancement Requests
As new modification requests are received, Collaborative will:
a. The City will submit a request in the ticketing system. b. Gather information on the requirements and systems involved. c. Estimate the scope of effort.
d. Request approval from the City, through ticketing system, to begin work via the ticket. o If level of effort is expected to exhaust available hours or is estimated to take more than 40 hours, a separate Change Order may be prepared.
o The EM will request resource(s) upon signature of the Change Order and can take up to ten business days from date of signature. Schedule the work with the City as determined between the City’s Project Manager and Collaborative’s EM.
e. Complete configuration and unit testing.
f. Provide the change for user acceptance testing in the City’s sandbox or implementation tenant.
Collaborative’s can assist with providing testing guidance, if requested.
For more information please see our CVS Data Sheet on the Resources page of our website.
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Enterprise Resource Planning (ERP) Software
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• 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.)
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.
Collaborative Response:
As part of our comprehensive set of post-deployment CVS offerings, our Lean-On Service provides on-demand support for what you need and when you need it from one of the most experienced set of resources in the Workday ecosystem.
The following table represents some of the activities that we have provided for on-demand support and specific client issues encountered:
Activity Functionality Scope
Workday Support and Troubleshooting Assistance with support activities may include, but is not limited to, troubleshooting issues, guidance and other day to day activities including assisting the team with support requests.
New Functionality Review Collaborative reviews new features and functions not yet implemented. Collaborative assists with new functionality reviews, which may include, but are not limited to, support and guidance for making decisions regarding the implementation of new functionality, such as employee/manager self-service, benefits, performance and absence management.
Collaborative can also provide sample testing scenarios, if available, or can help support Client in creating new sample test scenarios on an as- requested basis.
Reporting and Integrations Based on Client requirements, Collaborative may provide technical support including integrations, custom reporting, and business form layouts via the Business Intelligence Reporting Tools (BIRT) framework. Integration assistance may include the configuration and supports the testing of Workday packaged integrations and the development of Client integrations.
Workday Solution Optimization Collaborative is able to help improve the utilization of Customer’s Workday solution, as well as the Customer’s experience. Such optimization may include, but not limited to, updating business processes, revising organization structures, or modifying rules for
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security, business process, and organization for the full Workday platform.
Knowledge Transfer As agreed to by Client and Collaborative, Collaborative on-demand support may include knowledge transfer pertaining to the resolution of an issue and providing insight on how Client may troubleshoot similar issues in the future and advisory support services including guidance on new feature sets, impact-considerations, and solution guidance.
Organizational Change & Training Post-
Production Services
Collaborative offers in production Workday customers services related to Organizational Change Management, Communications, and Training. This can be part of the Lean-on Service if requested. Please see the related section below for additional service details.
Advanced Report Dashboards & Analytics
Following numerous requests from our customers over the years for us to develop dashboard and scorecards, we decided to create a pre-packaged Workday Advanced Report Dashboards & Analytics offering. We have essentially taken the best-of-the best of the Workday dashboards and scorecards that we have created and have developed three offerings: HCM, System Administration and Financials.
This offering can be leveraged by the City and can be implemented in as little as five (5) weeks.
This offering is unique in the Workday ecosystem and will provide the City leadership and management teams with real-time analytics to facilitate strategic and operational decisions.
Advanced Reporting Dashboards are pre-built reports that allow minor tweaking for your requirements. They include key metrics that Collaborative has developed based off years of experience and best practices, and grow every quarter based on feedback from clients.
Advanced Report Dashboards & Analytics for HCM
Executive insight for your HCM solution is a key driver for success in any deployment. The challenge is dedicating the time and resources to effectively build the reports, which can take thousands of hours, and hundreds of thousands of dollars to complete.
With Collaborative’s optional Advanced Report Dashboards & Analytics for HCM service, you can have almost 60 reports deployed in as little as five weeks for a fraction of the cost and effort it would take to build them on your own. Leveraging our industry best practices and 15 years as an HR and Financial consultancy, you’ll gain ROI and increased adoption and agility from your HR and Financials investment in Workday.
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Section 9 – Client References
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.
Refer to Section 12: Other Required Forms for Client Reference Form.
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Section 10 - Subscription and Maintenance
Agreements
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.
Workday Response:
We have included our Master Subscription Agreement and sample Order Forms for Subscription and Training for your review.
Workday's simplified subscription pricing model is based on the total number of workers in the enterprise over the term of the agreement. We first determine the number for FSE (full-service equivalent) workers based on the makeup of the workers at the company.
Concessions are applied to part time, contingent, casual and volunteer or other type of workers who will access the system, providing a fair and simplified subscription model that is easy to manage. Concession to the fees is applied to part-time, casual/contingent and other worker types who will potentially have lesser interaction with the system. Full-time workers count as 100% of an FSE; part-time workers count as 50% of an FSE; contingent (contract) workers count as 25% of an FSE. All worker and user types have full access to Workday managed through role-based security.
• 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.
Workday Response:
In the Software-as-a-Service environment, Workday strives to provide deep functionality and flexibility so that each organization can meet their requirements while maintaining a system that is customization-free.
Workday’s focus is to maintain a strategy that allows us to provide cost-effective but flexible solutions and the ability to leverage new features and enhancements going forward.
Workday does not operate on a model of “customization” but rather configuration. Everything from branding to validation rules, to custom objects to Business Processes is available for configuration by a customer. These configurations – many of which would be considered “customizations” in the legacy application world – are retained seamlessly when Workday services are updated behind-the-scenes.
All Workday customers are on exactly the same version of the service and all customers are update to new versions at exactly the same time. Configurations are automatically brought forward to the new version without
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effort on the customer's part. Because they are configurations and not customizations, they do not break during the update process.
Workday provides details for new Feature Updates in the Release Center that is part of the Workday Community customer collaboration site. This provides details on new features, training videos, and other tools to prepare for the update.
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Section 11 - Exceptions and Deviations
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 Workday Exception: Workday takes exception to customer created terms and conditions, and will negotiate in good faith based on Workday's standard contractual documents. An innovative one-to- many model such as Workday’s necessitates a consistent contracting approach with accurate descriptions of what we are delivering and how we deliver it. If selected, Workday will provide a cross-reference as to where provisions are addressed in the Workday contract documents as compared to any sample terms and conditions provided in an RFP. This is the same approach we take with our other large Public Sector customers. We have provided our sample MSA for your review.
Since Workday uses our own contractual documents which form the basis of our customer relationships, various traditional RFP concepts such as warranting to requirements, attachment of RFPs or proposals to contracts, etc. don’t lend themselves well to Workday's model. Workday’s proposals are predicated on use of Workday’s standard contractual documents, please review our Exceptions, Assumptions and Conditions section of this proposal.
/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.
Workday Response:
Non-Comply/Exception Explanations
# Title Explanation of Non-Comply / Exception
1.1.1 Scope of
Agreement
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.2 Services to be
Performed
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.3 City’s Duties Exception. Please see
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Non-Comply/Exception Explanations
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.4 Incorporation by
Reference
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.5 Entire Agreement
Clause
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.6 Applicable and
Governing Law
Clause
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.7 Byrd Anti-Lobbying
Amendment
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.8 Rights to Inventions
Made Under A
Contract or
Agreement
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.9 Integration Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.10 Interpretation Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
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Non-Comply/Exception Explanations
• Workday's Contractual Approach.pdf
1.1.11 Jurisdiction Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.12 Warranty of
Authority
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.13 No Waiver Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.14 Severability Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.15 Submittals Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.16 Prevailing Wage Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.17 Wording Conflicts Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
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Non-Comply/Exception Explanations
1.1.18 Standard Forms
and Contracts
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.19 Minimum Amount
of Service
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.20 Tools and
Equipment
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.21 Term and
Termination Clause
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.22 Indemnification Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.23 Insurance Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.24 Public Information
Act
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.25 Title and
Confidentiality
Exception. Please see
• Workday’s MSA package
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Non-Comply/Exception Explanations
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.26 Identification of
Parties to the
Agreement
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.27 Notices Clause Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.28 Amendments Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.29 Survival Clause Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.30 Effect of Regulation Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.31 Vendor as
Independent
Contractor
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.32 Advertisement Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
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Non-Comply/Exception Explanations
1.1.33 Pricing Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.34 Right to Withhold
Payment
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.35 Non-Collusion Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.36 Conflict of Interest Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.37 Vendor Merger or
Acquisition
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.38 Equal Opportunity
Employment/
Nondiscrimination
Policy
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.39 Debarment and
Suspension
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
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Non-Comply/Exception Explanations
1.1.40 Abandonment or
Default
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.1.41 Tax Exemption Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
Software
1.2.1 Grant of Right to
Use Software
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.2.2 Documentation Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.2.3 Software Warranty Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.2.4 Patents,
Copyrights, and
Proprietary Rights
Indemnification
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.2.5 Liability for
Software Vendor
Infringement
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.2.6 Software Interfaces Exception. Please see
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Non-Comply/Exception Explanations
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.2.7 Right to Outsource Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.2.8 Use of Software by
Personnel Who Are
Not Employees
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.2.9 Disaster Recovery
& Disaster
Recovery Testing
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.2.10 Vendor Merger or
Acquisition
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
Software Maintenance and Support
1.3.1 Extended Services Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.3.2 Termination of
Annual
Maintenance and
Support
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.3.3 Federally
Mandated Changes
Exception. Please see
• Workday’s MSA package
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Non-Comply/Exception Explanations
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.3.4 Future
Releases/Upgrades
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.3.5 Solution Longevity Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.3.6 Successor Software
Products
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.3.7 Functionality
Replacement
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.3.8 Continuity of
Warranty
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.3.9 Payment Terms –
Annual Fees
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
Professional Services
1.4.1 Intellectual
Property
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
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Non-Comply/Exception Explanations
• Workday's Contractual Approach.pdf
1.4.2 Contract Extension Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.3 Subcontractors Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.4 Control of Sub-
Contractor, Project
Team and Project
Manager
Designation
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.5 Project Schedule
and Acceptance
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.6 Programming
Services
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.7 Acceptance Testing Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.8 Professional
Services Warranty
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
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Non-Comply/Exception Explanations
1.4.9 Ineffective Training Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.10 Subcontracts Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.11 Force Majeure
Clause
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.12 Force Majeure
Requisites
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.13 120 Day Maximum Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.14 Liquidated
Damages
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.15 Change Orders Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.16 Travel Expense
Reimbursement
Exception. Please see
• Workday’s MSA package
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Non-Comply/Exception Explanations
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.17 Video and Audio
Recording
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.4.18 Payment Terms –
Professional
Services
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
Hosting Services
1.5.1 Hosting Services Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.5.2 Service Audits Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.5.3 Disaster Recovery Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.5.4 Cybersecurity,
Penetration
Testing,
Remediation, and
Breach Response
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.5.5 Back-up and
Recovery
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
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Non-Comply/Exception Explanations
• Workday's Contractual Approach.pdf
1.5.6 Secure Data
Transmission
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.5.7 Background Checks Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.5.8 Client Notification
if Third-Party
Request for Data
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.5.9 Provision of Client
Data Upon
Termination
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.5.10 Transition Services Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.5.11 Annual Hosting
Fees
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.5.12 Payment Terms –
Annual Hosting
Fees
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
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Non-Comply/Exception Explanations
Hosting Service Level Agreement
1.6.1 Service Level
Agreement
Overview
Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.6.2 Definitions Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.6.3 Service Availability Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
1.6.4 Applicability Exception. Please see
• Workday’s MSA package
• Exception Assumptions and Conditions.pdf
• Workday's Contractual Approach.pdf
Workday’s Exception Assumptions and Conditions
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Collaborative Response:
Upon notification being awarded the Services, Collaborative is prepared to quickly finalize contract negotiations to enter into a formal and definitive services agreement ("Agreement") and one or more project-level documents entered into pursuant to the Agreement (collectively, the “Binding Agreements”), which will include industry standard terms and conditions appropriate for the Services and future services that may be provided by Collaborative. Notwithstanding any other term contained in the RFP or Collaborative’s response to the contrary, (i) all confidential or proprietary information contained in Collaborative’s response to this RFP shall at all times remain the sole and exclusive property of Collaborative, must be held in confidence by the City and may be used by the City solely for purposes of evaluation of Collaborative’s response, (ii) other than the confidentiality terms set forth above, no term of the RFP or Collaborative’s response is binding or intended to reflect a commitment by either party and (iii) Collaborative disclaims any representation, warranty, covenant or condition of any kind in connection with this RFP and/or the Services except as may be subsequently agreed as part of the express terms of the Binding Agreements.
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Section 12 - Other Required Forms and
Attachments
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:
• Proposal Signature Form
Proposal Signature Form
The undersigned, as authorized proposal responder, declares that he/she has carefully examined all the items of the Specifications and Instructions herein that he/she fully understands and accepts the requirements of the same, and he/she agrees to furnish the specified items and will accept, in full payment therefore, the amount specified below.
The proposal responder will identify below its business entity as individual, DBA, partnership, corporation (foreign or domestic), and will indicate the official or person(s) executing this proposal
.
Proposals shall include installation services, and the successful respondent shall obtain all required permits and pay fees required.
State term proposal is held firm for:
State warranty on equipment:
State maximum time required for shipping,
F.O.B. City of Santa Maria, CA:
PROPOSAL: Enterprise Resource Planning Software and Implementation Services $ $
(Total price written) (Total figure – as noted on the
Proposal Pricing Forms - Subtotal
(Required Components))
Firm Name: Date:
Address:
Collaborative Solutions LLC
11190 Sunrise Valley Drive, Suite 110 Reston, Virginia, 20191
Telephone:
Signature:
(Person executing response and official capacity)
(Names of principal officers:
designate official capacity)
(If partnership or assumed name,
indicate name of owners)
888.545.5387
Refer to https://www.collaborativesolutions.com/meet-the-leadership Parent company: https://www.cognizant.com/us/en/about-cognizant/corporate-governance/leadership-team
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• Non-Collusion Affidavit
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• Minimum Criteria
Minimum Criteria Checklist Comply?
x Minimum Client Software Installations
Must have provided software for at least three previous municipalities of similar size, complexity, and scope.
yes
x RFP Response
RFP response is submitted by the due date and time.
yes
x Response Authorization
The RFP response is signed by an authorized company officer. yes
x Authorization to do business in State of California
The vendor must be authorized to do business in the State of California. yes
x 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.
yes
x Vendor Hosted / Cloud Solution
Vendor responses must be vendor hosted and/or in the cloud. The City will not consider an on-premises proposal.
yes
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• Company Background Form*
Form A: Company Background Form
Vendor name: Workday
Software brand name: Workday
Software version proposed
(years in production):
Workday 2022R2. All Workday customers are on the same version of the software. The Workday update process is simple, quick and completed by Workday staff in our operation center. All customers are updated to the most current version of the system, although new features are disabled by default in security to minimize impact to our customers. This enables our customers to test and determine if and when to flip the functionality to the “on” position for use in their Production system. Once an update is officially released and available, all customer Sandbox Preview environments, which are replicas of their production system, are updated.
All customer data, business process configurations, report definitions, etc. will have been tested and updated as part of the Workday process. Customers then have 5 weeks for testing the update prior to delivery to their production environment. There are two major updates a year, but compliance enhancements are pushed out throughout the year. Workday has been in production for 16 years.
Workday is constantly innovating to make the Service better for all customers. The County, like all our customers, will always be on the current version.
Is Vendor prime contractor: Yes ☐ No ☒
1. What are the top three differentiators of your company and its proposed solution? Workday is a business transformation system that allows for significant increases in operational efficiency and productivity. Organizations accomplish this with the following three differentiators: modern complete set of cloud-based applications for enterprise to meet the City's requirements today and in the future; a service that is flexible to change as the City's business and environment changes; and having a single system of truth greatly enhances reporting to make more informed business decisions.
2. What strategic alliance have you made to further strengthen your product and services?
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Vendor name: Workday
Workday is continuously innovating for our customers, and about 40% of our updates come from customer suggestions. We have also made some acquisitions to strengthen our product and services offering.
Through acquisition strategies, Workday has expanded our product footprint in recent years including:
• Prism Analytics: acquired in 2017 and based on Platfora, permits data analytics and reporting capabilities for Workday and non-Workday data (e.g., combining ERP and data from operations related systems).
• Adaptive Planning: acquired in 2018, provides Workday with a comprehensive solution for operating/capital budgeting, financial forecasting, and reporting. Both the State of Washington and the State of Iowa are implementing these solutions in addition to numerous government customers. • Scout RFP/Strategic Sourcing: acquired in 2019, helps Workday develop a comprehensive source-to- pay solution with a best-in-class strategic sourcing offering, elevating the office of procurement in strategic importance and transforming the procurement function. • Peakon: acquired in 2021, an employee success platform that converts feedback into actionable insights. With Peakon now part of Workday, organizations will have access to a continuous listening platform, including real-time visibility into employee experience, sentiment, and productivity, to help drive engagement and improve organizational performance. • Zimit: acquired in 2021, Zimit will allow Workday to provide organizations with a comprehensive quote-to-cash process automation offering for services industries, including communications, media, technology, and professional and business services. The combination will provide organizations increased visibility across the entire revenue cycle and will help further expand the Workday product portfolio that is enabling the office of the CFO to digitally transform.
Workday has formed a strategic alliance with Accela to address the needs of Special Districts and State and Local Governments in the area of Permitting and Land Management. We have a number of joint customers.
3. How do you guarantee the services provided by your company? Workday's provides a lifetime-of-relationship warranty of material conformity to documentation. In contrast, a traditional software warranty typically lasts only for one to two years, often expiring prior to the completion of the implementation of the software.
In addition, Workday is the only leading ERP vendor which contractually guarantees service performance of its software. Our Service Level Agreement guarantees response times as well as service availability times. The SLA guarantees response times of less than 1 second in 50% of transactions. The actual response times in 2020 were less than 1 second in 95.14% of transactions, with an average response time of 0.25 seconds. Guaranteed service availability is 99.7%, actual service availability in 2020 was 99.98%.
These guarantees are provided to all of our customers, regardless of the user transaction or data volume placed on Workday by the customer, with no exception. SLA reports are available for the customer to monitor actual metrics against SLAs on a monthly basis.
No other leading ERP provider offers guarantees comparable to the above.
4. What is your marketplace focus?
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Vendor name: Workday
☐ Small/Local Governments ☐ Large Government (e.g., counties /states) ☒ Other: Specify Workday's target markets include over 50% of the Fortune 500 and 24% of the Forbes Global 2000. Our
target industries span all Product and Services based
industries for our oCHRO suite as the leading HR
Solution in the global marketplace (Manufacturing, Life Sciences, Energy, CPG, Telecom). For our full platform
of capabilities spanning oCHRO and oCFO and CIO, our
target focus is in super industries across Financial
Services, Professional & Business Services, Retail &
Hospitality, Technology & Media, Healthcare, State &
Local Government, Non Profits and the US Federal
Government.
Moreover, our powerful and scalable platform with an
intuitive user interface is able to reach across the
market spectrum, from small and medium-sized
organizations to large enterprise customers.
5. What is your preferred customer size (quantify in terms of budget, customers, population, etc.)? Workday's niche in the marketplace are organizations looking to deploy a market-leading, next generation ERP system built on state-of-the-art Cloud technology and designed to easily interface with the customer's existing infrastructure. Workday's customers range in size from 200 employees to 2 million+ employees.
We don't have a preferred customer size. One characteristic we look for in prospects is a preference to utilize true Cloud, next-generation and best of breed technology. To better address the needs and requirements of the Districts Workday created an organization focused 100% on Special Districts.
Please find more information on Workday's customers at the following site:
https://www.workday.com/en-us/customer-experience/customers.html
6. Please describe the level of research and development investment you make in your products (i.e. – annual budget, head count, etc.).
Workday is a publicly held corporation and is happy to share our research and development expenditure, which is included in the most recent SEC financial filing provided on our website at:
http://www.workday.com/company/investor_relations/sec_filings.php.
Workday has approximately 40% of our employees dedicated to research and development across all product lines.
7. How many years have you been selling your solution to the public sector?
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Vendor name: Workday
In 2011 the City of Orlando became Workday's first government customer. We are proud to say that the City of Orlando has not only remained a customer of Workday's but is also a reference for this RFP.
Workday's commitment to the Public Sector can be seen in the >100% growth we have achieved in this sector over the past two years. Over the past several years, Workday has shifted a significant amount of resources to substantially grow its government/public sector business, and as a result, Workday's Government division has been Workday's fastest growing division in 2019 and 2020. We are proud to serve over 300 public sector organizations, including 11 states, and many counties comparable to The County.
Workday continues addressing public sector-specific requirements by maintaining a collaborative partnership with our public sector customers and analyzing the needs that are specific to public sector organizations. As a few examples, Workday has worked closely with our public sector customers to provide functionality such as Position Management and Position Budgeting, non-resident Alien payroll calculations, Grants Management, Fund Accounting and Budgetary Control, Multiple Jobs, Unions, Section 508 Compliance, and Tax Treaty information based on customer feedback. Workday continues to enhance existing public sector functionality based on customer feedback and provides additional functionality as part of our bi-annual releases in March and September. Workday customers automatically get access to all the innovation delivered with Workday's releases twice a year as part of our SaaS offering.
Workday has been very successful driving value for Special Districts and understood the need for a dedicated team to support them. In 2021 Workday created the Special Districts team to provide support across United States.
Workday has established a Strategic Advisory Council for the Public Sector to continuously learn of industry issues and areas requiring program enhancements.
8. How many fully operational customer installations of the version proposed in this RFP, currently in production, has the Vendor completed?
California Nationally
Local Government 13 70+
Other public sector 3 40+
Other non-public sector 800+ 2,000+
Overall: 816+ 2,100+
9. How many fully operational customer installations, in total, has the Vendor completed? State of California – Contra Costa County, City of San Mateo, LADWP, Santa Barbara County Region – City of Aurora, City of Boulder, City of Olympia, City of Seattle, City of Tucson
California Nationally
Local Government
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Vendor name: Workday
Other public sector
Other non-public sector
Overall: 14
10. How many current system implementations of your solution are in-process within both the State of California and the region of the country that includes the State of California? Current in-process Implementations
State of California
Region
Total:
11. Please state the year the Vendor started in the business of selling the proposed solution to local governments:
In 2011 the City of Orlando became Workday's first government customer. We are proud to say that the City of Orlando has not only remained a customer of Workday's but is also a reference for this RFP.
Workday's commitment to the Public Sector can be seen in the >100% growth we have achieved in this sector over the past two years. Over the past several years, Workday has shifted a significant amount of resources to substantially grow its government/public sector business, and as a result, Workday's Government division has been Workday's fastest growing division in 2019 and 2020. We are proud to serve over 300 public sector organizations, including 11 states, and many counties comparable to The County. Workday continues addressing public sector-specific requirements by maintaining a collaborative partnership with our public sector customers and analyzing the needs that are specific to public sector organizations. As a few examples, Workday has worked closely with our public sector customers to provide functionality such as Position Management and Position Budgeting, non-resident Alien payroll calculations, Grants Management, Fund Accounting and Budgetary Control, Multiple Jobs, Unions, Section 508 Compliance, and Tax Treaty information based on customer feedback. Workday continues to enhance existing public sector functionality based on customer feedback and provides additional functionality as part of our bi-annual releases in March and September. Workday customers automatically get access to all the innovation delivered with Workday's releases twice a year as part of our SaaS offering.
Workday has established a Strategic Advisory Council for the Public Sector to continuously learn of industry issues and areas requiring program enhancements.
12. Where is the Vendor’s closest support facility/sales office to Santa Maria, California?
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Vendor name: Workday
Workday Support is a SaaS delivery model available 24/7, 365 days a year—with a manager on duty at all times.
To meet the needs of our customers around the world, Workday Support provides global coverage. There are primary support centers located in the United States, EMEA region, and Asia-Pacific region. Workday's competitors limit their 24x7 support to only the most critical cases while Workday provides 24x7 support for all severity levels.
13. Where is the Vendor’s company headquarters?
Workday, Inc. Headquarters:
6110 Stoneridge Mall Road
Pleasanton, CA 94588
14. Please list the Vendor’s sales in the previous three years:
Year Sales
2021 Refer to our most recent Annual Report on Form 10-K filed with the SEC:
https://investor.workday.com/sec-filings.
2020 Refer to our most recent Annual Report on Form 10-K filed with the SEC:
https://investor.workday.com/sec-filings.
2019 Refer to our most recent Annual Report on Form 10-K filed with the SEC:
https://investor.workday.com/sec-filings.
15. How many total employees does the Vendor have in each of the following categories? Area Number
Sales/Marketing See below
Management/Administration See below
Help Desk Staff See below
Development Staff See below
Project Management See below
Cybersecurity See below
Other (please list) See below
Total: Workday employs approximately 16,900 people and continues at a rapid growth rate. Upon award, we will be happy to share additional details as requested.
16. What organization/recent customer would the Vendor recommend for a site visit?
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Vendor name: Workday
Workday recognizes the value of customer references and accordingly has a formal Reference Program which profiles instances of Workday that span multiple industries throughout the world. Due to applicable policies governing privacy and personal information, Workday would like to share our customer page at www.workday.com/customers.php in lieu of full references at this time. On this page, prospects can view customer lists sorted by industry as well as Workday customer stories and videos.
Upon being shortlisted, Workday will be more than happy to facilitate 2-3 reference calls. Current similar sized City deployment projects in California right now are:
• City of Ontario – Live on Workday HCM & Workday Financials, currently deploying Phase II Workday Financial Planning / Budgeting
• City of San Mateo – Live on Phase I Workday Financials, currently deploying Phase II Workday HCM
17. Please disclose any outstanding litigation against your company.
Workday is publicly traded, and any material litigation is reported to the SEC in our annual and quarterly reports provided on our website at: https://investor.workday.com/sec-filings .
18. Please list any third-party vendors you’re partnering with and proposing as part of your response, as well as the products and versions proposed, and the scope areas/functionality they will be providing. • CanAm/Teller – Cash Receipting
• SpryPoint – Utility Billing
• Debtbook – Debt Management
19. Confirm (Yes/No) that your system will comply with all California State and Federal Employment Laws and Regulations, including future changes. You may add any comments below.
Yes ☒ No ☐
Workday has a team of dedicated software industry professionals who monitor industry and governmental regulations and incorporate those into the Workday service as required. They belong to professional associations and subscribe to industry periodicals to stay current on regulation changes. In addition, Workday takes input from our customers, industry analysts, etc. as to proposed enhancements and prioritizes those items for inclusion in future releases. All updates to the Workday service are included in the annual subscription fee each customer pays, regardless of whether those updates include functionality to address legislative changes or other enhancements. However, the ultimate responsibility for a customer’s regulatory compliance remains with the customer and Workday does not offer a contractual commitment regarding compliance of the Workday Service.
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Vendor name: Collaborative Solutions, LLC.
Software brand name: Workday
Software version proposed
(years in production):
Is Vendor prime contractor: Yes ☒ No ☐
1. What are the top three differentiators of your company and its proposed solution? 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. • 100% Focused on Workday Practice and 100% Deployment Success – Because our business is 100% dedicated to Workday, 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 Workday is all we do. Because of this dedication and commitment to Workday, Collaborative is able to maintain ratings of 100% deployment success and 98% Client satisfaction.
• Depth of Workday Experience – With 1000 Workday consultants, Collaborative is in the top 2-3 in terms of largest Workday practice among all partners in the ecosystem. In addition, Collaborative’s consultants have on average 3.4 years of Workday experience, which is more than the average for our competitors. Even our Organizational Change & Training organization is staffed with Workday certified consultants. 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 17 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. • Global Presence – As our Client needs have grown, so has Collaborative’s location footprint. In addition to our offices across North America, Collaborative maintains international offices in Europe and Asia-Pacific.
• In-House Change Management Capabilities – One of the only partners with an in-house, Workday- focused Organizational Change & Training practice. In business, change is a constant factor.
Communicating key process changes and training employees effectively are essential to the successful adoption and ongoing use of any new enterprise application. We are one of the only partners with an in-house, Workday-focused Organizational Change & Training practice (including Workday Financials and HCM Certified Change Management Consultants). We'll be with you every step of the way.
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Vendor name: Collaborative Solutions, LLC.
We are confident that our capabilities best positions us to meet and exceed your strategic objectives.
2. What strategic alliance have you made to further strengthen your product and services? We are making considerable investments in building practices around high-demand technology such as Digital Adoption, Intelligent Automation, Talent Management, and Contingent Workforce Management.
Our partnerships with industry leaders in these spaces (AppLearn, Automation Anywhere, Phenom and Utmost; respectively) allow us to provide complete solutions to our clients' most pressing business issues.
Our combined knowledge of Workday, client business processes and this suite of solutions allows us to holistically respond to HCM and Finance transformation needs.
3. How do you guarantee the services provided by your company? Typically, due to the speed of deployment and our 100% successful deployment track record with Workday implementations, we have not needed to implement penalties or incentives in our deployments. Our goal is to have an earned Client reference, not just a project Go-Live and therefore we have not needed this.
Should this be required, Collaborative will work with the City to determine an appropriate solution.
Collaborative understands the importance of being on-time and on-budget, and it is our top priority in every project we undertake to proactively manage the timeline and project actuals to budget, to ensure we are on target for on-time/on-budget completion of the project. Based upon the discovery performed and our experience with previous Clients/projects, we provide an estimated level of effort and assumptions that support our proposed pricing. At the end of the Architect stage of the project, when we have confirmed the design, we have 95% predictability in delivering to expected budget and timeline.
4. What is your marketplace focus?
☒ Small/Local Governments ☒ Large Government (e.g., counties /states) ☒ Other: Specify Energy, Environmental, Health
Care, Hospitality, Manufacturing, Media &
Communications, Pharmaceutical, Retail,
Services, Technology & others.
5. What is your preferred customer size (quantify in terms of budget, customers, population, etc.)? With 1100+ Clients across a wide range of industries, Collaborative has seen it all. We have the deep, cross- industry expertise to consistently deliver value to our Clients looking to adopt the latest technologies. We have successfully deployed Workday HCM, Payroll and Financials solutions for global Fortune 100/500 companies in various industries as well as education & government institutions. Our Clients include all major markets, but we have a specific focus in three key markets: Commercial, Nonprofit and Government/Higher Education. We are proud to have developed long-term partnerships with Clients to support them in extending and optimizing their Workday platform, while they remain fully self -sufficient on managing Workday’s day- to-day operations. Throughout our history, Collaborative has been known as a valued partner to a wide range of Clients, both small and large. This experience, as well as with many Clients the size of State OFM, enables
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us to bring multiple viewpoints to our Clients. This helps us create better solutions that help make your team a strategic asset to driving overall business success.
6. Please describe the level of research and development investment you make in your products (i.e. – annual budget, head count, etc.).
Collaborative Solutions is a profitable business. We continuously reinvest our profits back into the company to hire, train and retain the best talent in the industry, and to drive innovation around Workday deployments. These innovations in the form of deployment tools ensuring greater efficiency and accuracy in processes such as repeatable configuration items, data conversion and testing validation. This practice has led to the highest Client satisfaction in our industry.
7. How many years have you been selling your solution to the public sector? 19 years
8. How many fully operational customer installations of the version proposed in this RFP, currently in production, has the Vendor completed?
California Nationally
Local Government 13 70+
Other public sector 3 40+
Other non-public sector 800+ 2,000+
Overall: 816 2,100+
9. How many fully operational customer installations, in total, has the Vendor completed? California Nationally
Local Government 13 70+
Other public sector 3 40+
Other non-public sector 800+ 2,000+
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Vendor name: Collaborative Solutions, LLC.
Overall: 816 2,100+
10. How many current system implementations of your solution are in-process within both the State of California and the region of the country that includes the State of California? Current in-process Implementations
State of California California Department of Justice, Sutter County, Contra Costa County, City of San Mateo, City of Rancho Cucamonga, LADWP, Santa Barbara County
Region City of Amarillo, TX; Bell County, TX; Richland, County SC; City of Aurora, CO; City of Boulder, CO; City of Lakewood, CO; City of Olympia, WA; City of Seattle, WA; City of Tucson, AZ
Total: 16
11. Please state the year the Vendor started in the business of selling the proposed solution to local governments:
2003
12. Where is the Vendor’s closest support facility/sales office to Santa Maria, California? 6210 Stoneridge Mall Road, Suite 140
Pleasanton, CA 94588
(888) 545-5387
13. Where is the Vendor’s company headquarters?
11190 Sunrise Valley Dr.
Suite 110
Reston, VA 20191
14. Please list the Vendor’s sales in the previous three years:
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.
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Vendor name: Collaborative Solutions, LLC.
Year Sales
2021 N/A
2020 N/A
2019 N/A
15. How many total employees does the Vendor have in each of the following categories? Area Number
Sales/Marketing 115
Management/Administration 43
Help Desk Staff NA
Development Staff NA
Project Management NA
Cybersecurity NA
Other (please list) Finance/IT/Operations/delivery - 1452 Total: 1610
16. What organization/recent customer would the Vendor recommend for a site visit? We have other Cities in California within driving distance for you to visit. We will arrange a visit at the appropriate time.
17. Please disclose any outstanding litigation against your company.
Collaborative is an indirect wholly owned subsidiary of Cognizant Technology Solutions Corporation. Cognizant is a publicly traded organization. All material present and pending litigations and investigations are disclosed by Cognizant in its public filings as and to the extent required by applicable securities laws, rules, and regulations.
18. Please list any third-party vendors you’re partnering with and proposing as part of your response, as well as the products and versions proposed, and the scope areas/functionality they will be providing. • SpryPoint
• CamAm Technologies
• ADP
• DebtBook
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
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Vendor name: Collaborative Solutions, LLC.
19. Confirm (Yes/No) that your system will comply with all California State and Federal Employment Laws and Regulations, including future changes. You may add any comments below.
Yes ☒
No ☐
Vendor name: SpryPoint Services Inc.
Software brand name: SpryPoint
Software version proposed
(years in production):
All SpryPoint solutions are updated on two-week cycles. SpryCIS – Deployed in production since 2020
SpryEngage – Deployed in production since 2016 SpryMobile – Deployed in production since 2012
Is Vendor prime contractor: Yes ☐ No ☒
1. What are the top three differentiators of your company and its proposed solution? SpryCIS supports new functionality required by regulators and demanded by customers which many legacy CIS vendors are unable to meet. These advantages include:
• SaaS – SpryPoint offers the first true SaaS platform built specifically for municipal utilities. Our application does not require any hardware and SpryPoint looks after all security, performance, back- up & recovery. Customers are always on the most recent version of the software and we push updates to our customers every two weeks.
• Modern Functionality – SpryCIS extends beyond the typical functionality of legacy CIS solutions with additional functionality to address mobility, Customer Relationship Management (CRM), Customer engagement & communication, Smart Grid, AMI/MDM, complex rates and conservation and efficiency initiatives.
• Application Programming Interfaces (API's) – Our platform includes a comprehensive (API) framework to enable easier integration to other critical systems Advanced Metering Infrastructure (“AMI”), Meter Data Management (“MDM”), Outage Management System (“OMS”). • Scalability – SpryCIS is a true SaaS solution has been designed in a scalable manner to support both smaller and larger utilities. Our platform includes both horizontal and vertical scalability.
2. What strategic alliance have you made to further strengthen your product and services? • SpryPoint is the preferred CIS partner of Workday (ERP) • SpryPoint is working with three separate companies as System Integrators or Service Delivery Partners of the SpryPoint Platform.
• SpryPoint is an Amazon Web Services (AWS) and is closely aligned with AWS.
3. How do you guarantee the services provided by your company?
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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Vendor name: SpryPoint Services Inc.
SpryPoint guarantees its services by first building out a Statement of Work (SOW) that is agreed upon by both SpryPoint and the City. Upon acceptance of the SOW SpryPoint issues out a standard contract alongside our Service License Agreement (SLA).
4. What is your marketplace focus?
☒ Small/Local Governments ☒ Large Government (e.g., counties /states) ☒ Other: Specify Utilities
5. What is your preferred customer size (quantify in terms of budget, customers, population, etc.)? Municipal utilities running legacy CIS systems that are not taking advantage of cloud technology. Our target market is progressive utilities that embrace the value of SaaS and who service between 10,000 and 250,000 accounts.
6. Please describe the level of research and development investment you make in your products (i.e. – annual budget, head count, etc.).
We invest heavily into research and development. Our current development team consists of 30 full-time employees (FTEs) (Including CTO and VP of Software) out of the 74 total FTE’s working at SpryPoint. As a relatively new platform, our annual R&D spend exceeded over 50% of annual revenue over the past 3 years.
We included a high-level description of our R&D approach below:
The advent of cloud computing has enabled the development of infinitely scalable commercial applications and unprecedented productivity through continuous innovation and integration. SpryPoint’s development approach leverages the improved channels and newly enabled workflows and capabilities of agile methodologies across product management, software design, development, testing, deployment, and support.
SpryPoint’s platform is at the cutting edge of technology relative to our competitors, and we are constantly adding functionality and enhancing our solutions SpryPoint only maintains one version of code and all enhancements that are made across our customer base are included with the core product so that all customers can benefit. Each SpryPoint application has a product roadmap based on customer feedback and includes planned enhancements.
7. How many years have you been selling your solution to the public sector? SpryPoint was founded in 2011 and has been providing solutions to the public sector for 11 years.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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Vendor name: SpryPoint Services Inc.
8. How many fully operational customer installations of the version proposed in this RFP, currently in production, has the Vendor completed?
California Nationally
Local Government 3 31
Other public sector
Other non-public sector 1
Overall: 3 32
9. How many fully operational customer installations, in total, has the Vendor completed? California Nationally
Local Government 3 31
Other public sector
Other non-public sector 1
Overall: 3 32
10. How many current system implementations of your solution are in-process within both the State of California and the region of the country that includes the State of California? Current in-process Implementations
State of California 0
Region 7
Total: 7
11. Please state the year the Vendor started in the business of selling the proposed solution to local governments:
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
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Vendor name: SpryPoint Services Inc.
Product: Launch Year
SpryCIS 2020
SpryEngage 2016
SpryMobile 2012
SpryIDM 2022
12. Where is the Vendor’s closest support facility/sales office to Santa Maria, California? SpryPoint is headquartered on Prince Edward Island, Canada but has employees throughout Canada and recently incorporated in the United States.
13. Where is the Vendor’s company headquarters?
SpryPoint is headquartered on Prince Edward Island, Canada 401 - 45 Queen Street, Charlottetown, PE C1A 4A4
14. Please list the Vendor’s sales in the previous three years:
Year Sales
2021 SpryPoint is disrupting the CIS market and has been selected on 18 competitive Utility Billing (CIS) transactions since going live with our first CIS customer in 2020.
Recent sale figures for the past three years will be available upon shortlist. Revenue and Bookings growth has been greater than 100% year-over-year for the past three years.
2020
2019
15. How many total employees does the Vendor have in each of the following categories? Area Number
Sales/Marketing 2
Management/Administration 6
Help Desk Staff 15
Development Staff 30
Project Management 21
Cybersecurity *Included in Development and Help Desk Staff Other (please list)
Total: 74
16. What organization/recent customer would the Vendor recommend for a site visit?
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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Vendor name: SpryPoint Services Inc.
This is dependent on whether the visit will be completed in person or remote. The closest customer to Santa Maria which is live on SpryCIS is the City of East Palo Alto, CA and Aurora, CO. We strongly recommend that the City’s team speak with all the references we have provided.
1. City of East Palo Alto (Veolia), CA
2. City of Summerside, PE
3, Easton Utilities, MD
4. City of Charlottetown, PE
5. Aurora Water, CO
6. Florida Keys Aqueduct Authority, FL
17. Please disclose any outstanding litigation against your company.
Not applicable. No outstanding litigation against our company.
18. Please list any third-party vendors you’re partnering with and proposing as part of your response, as well as the products and versions proposed, and the scope areas/functionality they will be providing.
We strongly recommend that the City consider our partner, Workday, your new ERP provider. Together, SpryPoint and Workday will provide the City with a state-of-the-art SaaS platform for ERP and Utility Billing, long into the future.
19. Confirm (Yes/No) that your system will comply with all California State and Federal Employment Laws and Regulations, including future changes. You may add any comments below.
Yes ☒ No ☐
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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Vendor name: Can/Am Technologies, Inc.
Software brand name: Teller Cashiering
Software version proposed
(years in production):
7.5 Is Vendor prime contractor: Yes ☐ No ☒
1. What are the top three differentiators of your company and its proposed solution? Teller’s key differentiators are its technology, its clients and its ability to seamlessly integrate with other software applications. We highly encourage you to talk to our clients. All our clients are used as references.
2. What strategic alliance have you made to further strengthen your product and services? Can/Am has a myriad of alliances and strategic partnerships within the local/state government environment, which is our only market. This includes financial integrators, multiple software applications, hardware providers, credit processors, Amazon, etc. We are also member of a number of government organizations such as National Government Finance Officers.
3. How do you guarantee the services provided by your company? All services required by the District will be performed by Can/Am employees. We have a very high level of client service expectation and by performing all projects including support services ourselves it ensures that our clients are receiving the absolute best service possible. A detailed implementation project plan will be constructed with the District that will have milestones. Service payments are tied to those milestones.
Again, talk to our clients about our service and our commitment to them.
4. What is your marketplace focus?
☒ Small/Local Governments ☒ Large Government (e.g., counties /states) ☒ Other: Specify
5. What is your preferred customer size (quantify in terms of budget, customers, population, etc.)? Can/Am clients serve a population of 50,000 up to 1.95 million. Recent new clients are City of Miami, City of Salt Lake City, Fond du Lac County, WI and City of Amarillo, TX
6. Please describe the level of research and development investment you make in your products (i.e. – annual budget, head count, etc.).
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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Vendor name: Can/Am Technologies, Inc.
Can/Am is highly focused on research and development, continually enhancing our applications and developing new ones. There are several principles that guide Teller product development:
• Market Vision and Direction
o Teller is constantly being enhanced and improved based on our understanding of the product market, sales initiatives, and client feedback.
o We are continuously expanding our integration capabilities and set of implemented integrations with payment processing and business system partners.
• Client Requests and Enhancements
o We actively incorporate client requests on the functionality of Teller. This includes bug fixes, usability enhancements, and new client funded functionality. • Project Requirements
o We are actively improving Teller to support current project requirements • Technology Upgrades
We work hard to keep Teller updated on a technology stack that is current and supportable. Teller on average focuses about 30% of revenue back into R & D. Can/Am averages 30% of revenue re-invested in R & D.
7. How many years have you been selling your solution to the public sector? 17 years
8. How many fully operational customer installations of the version proposed in this RFP, currently in production, has the Vendor completed?
California Nationally
Local Government 6 27
Other public sector
Other non-public sector
Overall: 6 27
9. How many fully operational customer installations, in total, has the Vendor completed? California Nationally
Local Government 6 27
Other public sector
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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Vendor name: Can/Am Technologies, Inc.
Other non-public sector
Overall: 6 27
10. How many current system implementations of your solution are in-process within both the State of California and the region of the country that includes the State of California? Current in-process Implementations
State of California 3
Region 3 (+6 in other parts of the country)
Total:
11. Please state the year the Vendor started in the business of selling the proposed solution to local governments:
2004
12. Where is the Vendor’s closest support facility/sales office to Santa Maria, California? Lakewood, CO
13. Where is the Vendor’s company headquarters?
Lakewood, CO
14. Please list the Vendor’s sales in the previous three years:
Year Sales
2021 $2.0M
2020 $1.3M
2019 $1.0M
15. How many total employees does the Vendor have in each of the following categories? Area Number
Sales/Marketing 2
City of Santa Maria
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and Implementation Services
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Vendor name: Can/Am Technologies, Inc.
Management/Administration 3
Help Desk Staff 6 (combined with implementation staff)
Development Staff 10
Project Management 1
Cybersecurity 1
Other (please list)
Total: 27
16. What organization/recent customer would the Vendor recommend for a site visit? All Can/Am clients are referenceable and available for a site visit
17. Please disclose any outstanding litigation against your company.
Can/Am has never had any litigation of any kind taken against it.
18. Please list any third-party vendors you’re partnering with and proposing as part of your response, as well as the products and versions proposed, and the scope areas/functionality they will be providing.
N/A
19. Confirm (Yes/No) that your system will comply with all California State and Federal Employment Laws and Regulations, including future changes. You may add any comments below.
Yes ☒ No ☐
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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Vendor name: ADP
Software brand name: ADP Employment Tax Service
Software version proposed
(years in production):
ADP, Inc.
Is Vendor prime contractor: Yes ☐ No ☐
1. What are the top three differentiators of your company and its proposed solution? Our solution offers our clients several advantages:
Established interfaces with major ERP providers. ADP maintains and updates tax compliance information in support of these established interfaces, which effectively eliminate most of the regular interface updates clients may need with other solutions. When tax compliance information is updated, our clients test the extract to ensure the environment is sound and load the applicable changes to their payroll systems.
Elimination of a separate file format for the collection of Form W-2-related data. To simplify and reduce client effort, ADP eliminated the need for a separate data collection to complete year-end information return filing for federal Forms W-2 and their state/local jurisdiction equivalents. This means employers have a better chance of ensuring tax returns and Forms W-2 are filed in balance with each other, which is the ultimate tax agency requirement. Using the same source data to drive production of tax returns, Forms W- 2, and annual reconciliations help to achieve this goal/requirement.
Single file Form W-2 process. As an optional service, the fourth-quarter tax file can be used to produce the employee Forms W-2 (printing and/or posting). This ADP differentiator saves you time since only one file needs to be sent to ADP. In addition, there is no chance of having discrepancies in your fourth-quarter filing and employee Forms W-2.
Agency notice turnaround (market-leading) response times. Although our standard is 10 business days or fewer, 95 percent of tracers and inquiries are completed within five business days or fewer.
Amendment processing routines. In most situations, vendors produce original returns. Returns can be reproduced and resent if data is lost. ADP takes all employee detail and wage-level data, and it becomes part of a permanent database — which is the basis for amendment processing. The city can make changes to your payroll system, close the quarter and send the new file to ADP. We take the new file, compare it to the processed file and identify all differences. More than 80 percent of submitted amendments are completed within 10 business days or less. The City’s administrative responsibilities are reduced, and turnaround times are quick.
Balance-Before-Go. Since accurate deposit and filing activity only occurs when ADP systems reflect the exact information residing in the City’s payroll system of record, the provided extract reporting gives you quick, easy assurance you have provided complete, accurate information for subsequent processing. This balance- before-you-go capability is unique to ADP.
Online portal. ADP’s online SmartCompliance platform gives integrated access to our SmartCompliance products (employment tax, wage garnishments, wage payments and Form W-2 management).
2. What strategic alliance have you made to further strengthen your product and services?
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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Vendor name: ADP
ADP maintains and updates tax compliance information in support of established interfaces with major ERP providers, which effectively eliminate most of the regular interface updates clients may need with other solutions. When tax compliance information is updated, our clients test the extract to ensure the environment is sound and load the applicable changes to their payroll systems.
As a Workday payroll client, data is extracted from your Workday tenant to the ADP integration platform via ADP SmartConnect and Workday native APIs. The necessary data elements are transformed into the specific formats ADP requires to perform services.
3. How do you guarantee the services provided by your company? ADP will warrant that, during the term of the executed agreement, our contracted services will operate substantially in accordance with ADP’s published documentation and/or specifications. Any additional warranties will need to be specifically negotiated.
4. What is your marketplace focus?
☐ Small/Local Governments ☐ Large Government (e.g., counties /states) ☒ Other: Specify ADP is the largest filer and
depositor of taxes in the U.S. We serve both
public sector clients as well as private sector
organizations of all size and industries.
5. What is your preferred customer size (quantify in terms of budget, customers, population, etc.)? ADP is the largest filer and depositor of taxes in the U.S. We serve organizations of all size and industries.
6. Please describe the level of research and development investment you make in your products (i.e. – annual budget, head count, etc.).
ADP’s business vision is to be the HCM market leader. To accomplish this goal, ADP invests significantly in solutions and continues to budget R&D dollars.
In fiscal year 2022, ADP invested $1.21 billion from continuing operations in development and programming, migration to new computing technologies, the development of new solutions and maintenance of existing technologies (including purchases of new software and software licenses). With total revenue of $16.5 billion, investment dollars accounted for approximately 13.7 percent of revenue in fiscal year 2022.
Our research and development technology strategy is based on reliability, scalability and open architecture.
We evaluate the technology landscape for hardware components and configurations that allow us to provide administrative services to our clients more effectively.
7. How many years have you been selling your solution to the public sector?
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
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Vendor name: ADP
ADP has provided general payroll services since our inception in 1949 and standalone tax services since 1997.
8. How many fully operational customer installations of the version proposed in this RFP, currently in production, has the Vendor completed?
California Nationally
Local Government
Other public sector
Other non-public sector
Overall: Between payroll clients and
standalone tax clients, ADP
supports employment tax
services for more than 770,000
U.S. organizations.
9. How many fully operational customer installations, in total, has the Vendor completed? California Nationally
Local Government
Other public sector
Other non-public sector
Overall: ADP has serves more than
770,000 U.S. organizations.
10. How many current system implementations of your solution are in-process within both the State of California and the region of the country that includes the State of California? Current in-process Implementations
State of California
Region
Total: N/S
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and Implementation Services
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Vendor name: ADP
11. Please state the year the Vendor started in the business of selling the proposed solution to local governments:
ADP has provided general payroll services since our inception in 1949 and standalone tax services since 1997.
12. Where is the Vendor’s closest support facility/sales office to Santa Maria, California? Employment tax is delivered and supported from our San Dimas, California, office.
13. Where is the Vendor’s company headquarters?
Roseland, NJ
14. Please list the Vendor’s sales in the previous three years:
Year Sales
2021 (FY 2022): $16.5 billion
2020 (FY 2021) $15 billion
2019 (FY 2020) 14.6 billion
15. How many total employees does the Vendor have in each of the following categories? Area Number
Sales/Marketing
Management/Administration
Help Desk Staff
Development Staff
Project Management
Cybersecurity
Other (please list) ADP employs approximately 60,000 associates worldwide (excluding our partners resources). A general breakdown of the associate population is:
• Customer service and support: 60 percent.
• Training and implementation: 10 percent.
• Product development: 10 percent.
• Sales, finance, marketing and administration: 20 percent.
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and Implementation Services
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Vendor name: ADP
Total: 60,000
16. What organization/recent customer would the Vendor recommend for a site visit? ADP’s policy is to not release key client contact names until their approvals have been obtained and only if ADP is a finalist for the prospective outsourcing business. Please let us know once ADP is named a finalist, and we will gladly arrange this contact and establish a format for dialogue. We appreciate being considered for your business, and we recognize you may not be able to reach a final decision without validation from existing clients.
Our clients’ day-to-day activities are focused on their businesses. Because it is our business to assist our clients by reducing their daily responsibilities instead of adding to them, we are extremely sensitive to their schedules.
We know you will appreciate this consideration and will understand our reference policy.
Please visit our website at
https://www.adp.com/resources/what-others-say.aspx [adp.com] to view client testimonial videos and success stories and hear how ADP is helping our clients achieve their business goals.
17. Please disclose any outstanding litigation against your company.
ADP has a corporate litigation team that manages litigations and certain pre-litigation claims and disputes, primarily for matters within the United States. The records of matters that the corporate litigation team maintains contain confidential information, including information protected by the attorney-client privilege.
Accordingly, subject to complying with ADP’s public disclosure obligations and to respond to lawfully served discovery requests or subpoenas, ADP’s policy is to not disclose information within the records of ADP’s corporate litigation department to persons outside ADP other than ADP’s outside counsel. ADP discloses in its periodic filings with the Securities and Exchange Commission (SEC) all material asserted and unasserted claims pursuant to the standards set forth in Financial Accounting Standards Statement No. 5. This information is publicly available at
www.sec.gov [sec.gov].
To the best of ADP’s knowledge, there are currently no pending litigation claims against ADP, or litigation claims that have been resolved within the past five (5) years, that would materially adversely affect ADP’s ability to enter into an agreement with, or to provide the proposed services to, the City.
18. Please list any third-party vendors you’re partnering with and proposing as part of your response, as well as the products and versions proposed, and the scope areas/functionality they will be providing.
ADP does not rely on third party vendors for employment tax or W-2 services.
19. Confirm (Yes/No) that your system will comply with all California State and Federal Employment Laws and Regulations, including future changes. You may add any comments below.
Yes ☒ No ☐
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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Vendor name: Fifth Asset, Inc. d/b/a DebtBook
Software brand name: DebtBook
Software version proposed
(years in production):
The software has been in production since February 2020.
We’re on version 1.31 and release new versions weekly.
Is Vendor prime contractor: Yes ☐ No X
1. What are the top three differentiators of your company and its proposed solution?
1. DebtBook offers both Debt and Lease Management within a single application to make sure local governmental financial professionals can see the whole picture and manage their funds in a consolidated application rather than disparate systems. This means ongoing reporting and year end audit notes are consistent and come from the same place.
2. Made for Governments - The best way to make sure a solution meets a client’s needs is to sit at a table with them and truly understand what those needs are. At DebtBook we have done just that. We initially built the software based on the challenges of local government and continue to iterate as those challenges evolve.
3. White Glove Onboarding - There is no point in getting good software if you can't get your information into the software. DebtBook removes the traditional headache of implementing new software through our White Glove Onboarding in which we do 90% of the work and have the City confirm the details.
2. What strategic alliance have you made to further strengthen your product and services? DebtBook has strategic partnerships with governmental professionals across the country. These include Municipal Advisors, Bond Counsel and Auditors who serve local government finance teams.
DebtBook works in collaboration with these professionals and our clients to continue to improve our product.
3. How do you guarantee the services provided by your company? DebtBook guarantees uptime of the application in our SLA. We have also tested of our approach and outputs with multiple industry professionals. Lastly, we have undergone SOC 1 and SOC 2 type audit reports, which we are happy to provide.
4. What is your marketplace focus?
X Small/Local Governments X Large Government (e.g., counties /states) ☐ Other: Specify
5. What is your preferred customer size (quantify in terms of budget, customers, population, etc.)? DebtBook works with clients of all size. We work with clients as large as Boston, MA and as small as Ocean Isle Beach, NC (population 600) and many in between.
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Enterprise Resource Planning (ERP) Software
and Implementation Services
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Vendor name: Fifth Asset, Inc. d/b/a DebtBook
6. Please describe the level of research and development investment you make in your products (i.e. – annual budget, head count, etc.).
DebtBook has dedicated personnel within the organization who are focused on the continual development of the product, which includes routine meetings with clients and industry professionals.
7. How many years have you been selling your solution to the public sector? DebtBook has been selling our solution in the Public Sector since the product became available in 2020. (2.5 years).
8. How many fully operational customer installations of the version proposed in this RFP, currently in production, has the Vendor completed?
California Nationally
Local Government 40 467
Other public sector 0 0
Other non-public sector 0 0
Overall: 40 467
9. How many fully operational customer installations, in total, has the Vendor completed? California Nationally
Local Government 40 467
Other public sector 0 0
Other non-public sector 0 0
Overall: 40 467
10. How many current system implementations of your solution are in-process within both the State of California and the region of the country that includes the State of California? Current in-process Implementations
State of California 105
City of Santa Maria
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and Implementation Services
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Vendor name: Fifth Asset, Inc. d/b/a DebtBook
Region
Total: 741
11. Please state the year the Vendor started in the business of selling the proposed solution to local governments:
2020
12. Where is the Vendor’s closest support facility/sales office to Santa Maria, California? Charlotte, NC
13. Where is the Vendor’s company headquarters?
Charlotte, NC
14. Please list the Vendor’s sales in the previous three years:
Year Sales
2021 $2,725,000
2020 $280,000
2019 NA
15. How many total employees does the Vendor have in each of the following categories? Area Number
Sales/Marketing 17
Management/Administration 10
Help Desk Staff 4
Development Staff 15
Project Management 0
Cybersecurity 2
Other (please list) Implementation (13), Account Management (5), Business Development (7), Accounting Product Enablement (14)
Total:
16. What organization/recent customer would the Vendor recommend for a site visit?
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
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Vendor name: Fifth Asset, Inc. d/b/a DebtBook
Vista, CA
17. Please disclose any outstanding litigation against your company.
There is no outstanding litigation against our company.
18. Please list any third-party vendors you’re partnering with and proposing as part of your response, as well as the products and versions proposed, and the scope areas/functionality they will be providing.
There are no third-party vendors included in our response.
19. Confirm (Yes/No) that your system will comply with all California State and Federal Employment Laws and Regulations, including future changes. You may add any comments below.
Yes X No ☐
• Technical and Vendor Requirements Form
Form B: Technical and Vendor Hosting Requirements Form
20. Indicate Tier certification for design and operation of the hosting locations mentioned above. Indicate if a private link (MPLS or EVPL) can be set up to the hosting locations mentioned above.
Workday customers do not require any VPN or MPLS to connect with their Workday instance. All user communication with Workday’s Enterprise Cloud Applications uses industry standard transport layer security (TLS/HTTPS) encryption for the transmission of private or confidential information over public networks using a web browser. TLS 1.3 is the standard encryption protocol used. Additionally, the Workday application provides Enterprise Interface Builder (EIB) functionality that allows Workday Customers the ability to build simple and secure integrations to transmit data, both inbound and outbound, with Workday. Insecure transport protocols, including secure file transport protocol (SFTP) and e-mail, require Pretty Good Privacy (PGP) encryption of files by default unless configured by the customer’s designated security personnel, which is systematically enforced. Workday can be configured to restrict access by IP addresses via a whitelist for allowed IP ranges or a blacklist of source IP addresses that are never allowed for authentication. Customers can define ranges of IP addresses as client networks and use them in authentication policies to designate blocked and allowed networks for accessing Workday.
21. How do you track monthly usage for subscription-based services?
City of Santa Maria
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and Implementation Services
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Workday’s contractual Service Availability SLA is 99.7%, excluding scheduled maintenance. Workday's service level commitments are set out in the Workday Production Support and Service Level Availability Policy (SLA) (located at
https://www.workday.com/content/dam/web/en-us/documents/legal/workday- production-support-and-service-level-availability-policy.pdf).
Service Availability in a given month is calculated as a percentage equal to [(# of minutes the Workday Production System is available in the month – number of minutes of Scheduled Downtime during the month) / (total number of minutes in the month – number of minutes of Scheduled Downtime during the month)].
There are no exceptions to our availability SLA. For example, unlike some other service providers, Workday doesn't exclude downtime related to emergency maintenance. In some cases other vendors don't even commit to a planned downtime duration - they provide a maintenance start time but not an end time. Workday publishes our maintenance calendar one year in advance so that customers can plan ahead (some vendors provide only a few days' notice of upcoming maintenance, and consider this "planned" maintenance).
Workday’s Service Response SLA is: (i) not less than *50% of (online) transactions complete in one (1) second or less and (ii) not more than 10% of (online) transaction complete in 2 and a half (2.5) seconds or more. In reality we far exceed this commitment since ~95% of all cumulative Workday on-line transactions complete within 1 second. Workday is the only enterprise SaaS solution in our market that contractually commits to the performance of the application. Service Response is the processing time of the Workday production tenants in the Workday production data center to complete transactions submitted from a web browser.
We monitor every tenant with the goal of detecting problems before they impact end users/customers. We use a variety of tools and industry best practices across our Network Operations Centers to detect and correct anomalies.
*Not applicable to Workday Adaptive Planning or Workday Strategic Sourcing.
22. Does the system interface support a browser interface with or without the help of additional components? Is the interface compatible with mobile devices? Since Workday is a full SaaS platform, Workday takes care of all the hardware requirements. As a client, you would only need to worry about the browsers that you would need to access the platform.
Browser Info
• Workday officially supports the latest supported version of Microsoft Internet Explorer 11, and the latest supported version that is automatically released by each of the following browser technologies: Mozilla Firefox, Google Chrome, Microsoft Edge ("IE" mode is not supported), Apple Safari (only supported on Mac OS X), and Opera
• Supported on Apple and Android devices via mobile app and HTML5 enabled browser Network Info
• Network communication with Workday is performed using TCP/IP, encrypted via TLS 1.2. • In terms of internet bandwidth consumption, Workday is a very light-weight application. Network testing shows 5,000 users only require about 100kbps of bandwidth. Within HR applications, the number of concurrent users is generally 1% of the total workforce. • Server-side hardware and software is all managed by the Workday service and hosted outside your organization.
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23. Please describe the minimum commitment term (in years) for a vendor-hosted option and note the term assumed for determining the proposed costs.
Workday’s Master Subscription Agreement (MSA) is non-cancelable and non-refundable based upon a minimum three (3) year commitment. That said, Workday has assumed a 5-year subscription term with a 3-year optional renewal years for the purposes of providing the proposed costs.
24. Please list the connectivity options and carriers available at your hosting facility.
We have a diverse set of 4-6 Tier1 and Tier2 ISPs per co-location. Exact carriers continue to change for the right mix of reliability and redundancy. Our focus is plenty of diversity and bandwidth to serve our customers globally.
25. Estimate the bandwidth that your solution will require based upon users, application environment, and any other factors.
In terms of internet bandwidth consumption, Workday is a very light-weight application. Network testing shows 5,000 users only require about 100kbps of bandwidth.
System Performance
26. How much notification will you give the City in advance of any scheduled downtime? Planned downtime is predictable as maintenance windows are planned and published a year in advance on the Workday Community. Major feature releases are performed semi-annually during a regularly planned maintenance window.
27. What is your process for notifying the customer and fixing bugs once they have been identified? At Workday, our goal is to deliver functionality at a rapid pace to provide you with the functionality and enhancements you need, while being mindful of your busy schedules and mission critical business processes.
We deliver product features and services in two ways:
• Weekly Service Updates - which occur within the weekend maintenance window and deliver timely fixes and enhancements that are non-impactful to customers. • Feature Releases - delivered on a 6-month schedule, which contain a significant number of new features and functionality; these features are delivered “turned off”, so you can review them before putting them into production.
Below we provide further insight into what is appropriate for delivery in a Weekly Service Update and in contrast what we will target for a Feature Release.
Weekly Service Update
• Net new features or enhancements to existing functionality
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• Minor UI modifications (e.g., field spacing, font sizing, text shading, drop-shadow weight) • Architecture and Data Center improvements
• New capabilities like the ability to cancel a background report • New Reporting components (Report Fields and Report Data Sources) • New web services or updates to existing web services
• Payroll Compliance Updates
• Bug fixes
• All of the above are documented in the Weekly Service Update Notes Feature Release
• Net new features
• Enhancements to existing functionality, including UI improvements • New web services or updates to existing web services
• Bug Fixes
• New Products
• A 5-week preview window leading up to the Feature Release date to test, plan and build communications for the upcoming release
Workday provides access to Preview tenants where we will continue to introduce features between Feature Releases. Preview tenants allow you to try out features and test alongside your own configurations, provide feedback to us, and learn about them in advance of their availability in Production.
28. Please provide the total number of clients and corresponding number of end-users of hosted solutions currently supported by your proposed solution.
Workday has over 5,700 core Workday Financial Management and Workday HCM customers. These customers range in size from 200 employees to 2 million+ employees.
29. What system/application availability and response time will your proposed system meet? What are the City’s responsibilities to ensure this level of performance? Workday’s Service Response SLA is: (i) not less than 50% of (online) transactions complete in one (1) second or less and (ii) not more than 10% of (online) transaction complete in 2 and a half (2.5) seconds or more. In reality we far exceed this commitment since ~95% of all cumulative Workday on-line transactions complete within 1 second. Workday is the only enterprise SaaS solution in our market that contractually commits to the performance of the application. Service Response is the processing time of the Workday production tenants in the Workday production data center to complete transactions submitted from a web browser. Workday reports back to customers its performance against the SLA monthly and quarterly. There is not a specific responsibility for the customer, it is provided as part of the service.
Security
30. Describe the identification and authorization capabilities of your proposed solution for users.
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Authentication
Workday security access is role-based, supporting LDAP Delegated Authentication, SAML for single sign- on, and x509 certificate authentication for both user and web services integrations.
Single-Sign-On Support - SAML allows for a seamless, single-sign-on experience between the customer’s internal web portal and Workday. Customers log in to their organization's internal web portal using their enterprise username and password and are then presented with a link to Workday, which automatically gives customers access without having to log in again. Workday also supports OpenID Connect.
Workday Native Login - For customers who wish to use our native login, Workday only stores our Workday password in the form of a secure hash as opposed to the password itself. Unsuccessful login attempts are logged as well as successful login/logout activity for audit purposes. Inactive user sessions are automatically timed out after a specified time, which is customer configurable by user.
Multifactor Authentication - We recommend that customers use multifactor authentication (MFA).
Workday allows customers to bring in their own MFA provider that is backed by the TOTP (time-based one-time passcode) algorithm. Workday also allows end users of customers to receive a one-time passcode delivered via an email-to-SMS gateway mechanism. Lastly, Workday supports challenge questions as an additional mechanism to prove a user’s identity.
Step-Up Authentication - If someone leaves their console open or multiple users access Workday from the same device, organizations that use SAML as an authentication type can secure against unauthorized access by identifying critical items within Workday. This allows customers to force a secondary authentication factor that users must enter to access those items.
Customer end users must have valid credentials (e.g., a valid User ID and password) to access Workday services. The majority of customers configure Single Sign-on (SSO) to use credentials from external sources, such as in their identity management solution or a directory service.
Authorization
The Workday application enforces group policy-based security for authorization. The application prevents any user from directly accessing the production database. Workday-delivered and customer- created security groups, combined with predefined security policies, grant or restrict user access to functionality, business processes, reports, and data—whether accessed online or through web services.
31. Provide list of compatible directory services and identity access management solutions. Describe how your system interoperates with Active Directory.
Workday supports single sign-on platforms via SAML 2.0 or Google OpenID Connect. The single sign-on integration may work alongside the delegated authentication mechanism. For Active Directory, Single Sign-on can be set up by invoking the Active Directory Federation Services (ADFS) function.
Workday also supports multiple IDMs and have pre-build integrations with partners such as Azure, Okta, OneLogin and Ping Identity. Workday can also act as an IDP, if needed. Workday provides integration with Azure Active Directory for single signon. Details can be found here Tutorial: Azure Active Directory single sign-on (SSO) integration with Workday | Microsoft Docs.
Additionally, a connector is provided for provisioning with Active Directory. Directions for configuring this can be found here
https://docs.microsoft.com/en-us/azure/active-directory/saas-apps/workday- inbound-tutorial.
32. Confirm ability to back up the data to an external third-party on-premise or cloud-based storage environments, and costs associated to exporting the data. Please provide list of compatible backup/recovery solutions.
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Workday maintains back up and disaster recovery plans and tests them regularly. Workday commits to a recovery time objective of twelve (12) hours – measured from the time that the Workday Production Service becomes unavailable until it is available again. Workday commits to a recovery point objective of one (1) hour – measured from the time that the first transaction is lost until the Workday Production Service became unavailable. During regular operations the production configurations and data are kept up-to-date at the alternate site. The production databases have a remote copy of the databases kept at our secondary data center.
The focus of our Workday Hosted Operation is on Security, Performance, and Reliability. Workday utilizes five data centers as co-location facilities. In the United States, they are located in Oregon (primary), Virginia (primary/secondary) and Georgia (secondary). Workday also has two European data centers in production, based in Ireland and the Netherlands. Co-location facilities primarily provide Workday with space in their data centers along with redundant power sources, and Internet connectivity. Workday ensures that each of our data centers provides state-of-the-art security for our customers.
Workday has established failover capabilities between the primary and secondary data centers. Should a disaster be declared at the primary data center, Workday will quickly bring customers online from the secondary data center. Backup data from production are encrypted and transmitted over secure connections to the corresponding secondary data center.
Workday provides an SLA for uptime of 99.7% against unplanned downtime.
33. Describe on-going security testing done for your data centers such as penetration testing, vulnerability scanning, etc.
Workday contracts with third-party expert firms to conduct independent internal and external network, system, and application vulnerability assessments.
Application
Workday utilizes a third party to conduct web application-level security assessments. These assessments generally include testing, where applicable, for:
• Cross-site request forgery
• Services scanning
• Improper input handling (e.g. cross-site scripting, SQL injection, XML injection, cross-site flashing) • XML and SOAP attacks
• Weak session management
• Data validation flaws and data model constraint inconsistencies • Insufficient authentication viii)Insufficient authorization Network
External vulnerability assessments scan all internet-facing assets, including firewalls, routers, and web servers for potential weaknesses that could allow unauthorized access to the network. In addition, an authenticated internal vulnerability network and system assessment is performed to identify potential weaknesses and inconsistencies with general system security policies.
34. Indicate cybersecurity solutions that are in place to prevent, detect, contain and recover from security threats such as malware injection, ransomware, side channel attacks, exploitation of API vulnerabilities, or distributed denial of service (DDoS) attacks.
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To ensure services are available and that problems are identified, investigated, and resolved, Workday uses a combination of monitoring tools and incident response protocols. Network intrusion prevention systems (IPS) monitor critical network segments for atypical network patterns in the Customer Data environments as well as traffic between web servers and the load balancers. System generated alerts are sent to the Infrastructure staff if suspicious network activity is detected, for further investigation, analysis, and resolution as appropriate.
In an effort to stay current with the most cutting-edge security tactics, Workday partners with a leading provider to protect against DDoS attacks. This provider has massive Internet connectivity, and technology that filters out security threats and passes clean traffic to our data centers.
If this question is pertaining to Contention-Based Protocols (CBPs), then it is a wireless telecommunication specification and not directly relevant to the Workday service.
35. Indicate what support will be provided to carry out forensic investigation of security incidents.
Workday has a detailed, multi-tiered response process for security incidents that involves several organizations within Workday. Incidents are classified into 4 levels of severity. A detailed communication plan is in place that takes into the account the severity level of the incident and determines who within Workday must be involved to resolve the issue, how the issue is resolved, and the type of communication sent internally and to customers. More details can be provided under NDA.
36. How are hosted software applications deployed for use by numerous customers (dedicated servers for each hosted customer, or is a single set of applications utilized for all customers)? Workday is a true multi-tenant cloud software as a service solution. All Workday customers are on exactly the same version of the software at all times. Scheduled maintenance and major feature updates are provided to customers at exactly the same time.
37. Indicate if you comply or do not comply with the following:
Requirement Comply?
YES NO
The system shall be available 24 x 7 with a minimum of 99.95% uptime, measured on a monthly basis (excluding maintenance windows).
☐ ☒
Data shall reside in the United States at all times. ☒ ☐ All system data and files shall be regularly backed up to a secondary data center/disaster recovery site outside of the main data center’s same weather pattern and power grid.
Backups shall occur such that the City loses no more than 2 hours of transactions due to an unexpected outage.
☒
☐
Hosting Providers/Respondents shall have a documented Security Incident Response Plan (SIRP) that addresses the Respondent’s plan for preventing, detecting, and responding to security breaches or cyberattacks in which the City’s data or operations may be compromised.
☒ ☐
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Hosting Providers/Respondents shall have a documented Disaster Recovery Plan (DRP) that addresses recovery and maintenance of system data and operations in response to hazard or emergency scenarios. This plan shall be tested regularly to ensure that it is both tangible and actionable.
☒ ☐
Hosting Providers/Respondents shall have a documented Business Continuity Plan (BCP) that addresses localized or system outages that create an impact to one or more business functions. The BCP should account for the rapid restoration of services and redundancies in technology or process.
☒ ☐
Hosting Providers /Respondents shall undergo a SSAE 18 SOC2 Type 2 audit covering at a minimum the Security and Availability Principles on an annual basis and must have no unaddressed material concerns. Respondent shall provide a copy of their most recent audit report prior to contract award.
☒ ☐
Hosting Providers/Respondents shall support and be compliant with all relevant regulations and requirements including, but not limited to:
PCI-DSS
FERPA,
IPAA/HITECH
GDPR.
☒ ☐
• Project Management Approach Form
Form C: Project Management Approach Form
38. How does the Vendor plan to manage the material that is produced during the project through potential solutions such as a collaboration environment?
Project documentation will be stored in a collaboration tool, SharePoint site, provided by Collaborative.
This site will have a dashboard showing current status, timeline, and is the repository for Risk Logs, Action Items, Issues and Decisions. All project members will have access. All workbooks with requirements and design documents will also be stored in the SharePoint site. Any data that includes Personal Identifiable Information has to be stored on an SFTP site provided by Collaborative. This includes data conversion files, issues or screenshots that contain employee data, etc.
All project documentation will be left with City of Santa Maria at the end of the project including configuration workbooks (which will actually be turned over to the client earlier than the end), integrations design documents, integrations operating guides, integrations recurrence tracker, and all training materials developed as part of the implementation.
39. Provide specific information on project close-out activities to support to the City.
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As part of our proprietary Cynergy™ methodology, cutover planning activities would occur toward the end of Testing stage while documentation of the City’s specific cutover planning approach and cutover checklist would be prepared during the Testing Stage.
Cutover planning approach documents the strategy, communications, timeline of activities, tenant information, roles and responsibilities and logistics during the cutover period. This plan is owned by the Engagement Manager and the City’s Project Manager and will be used to report and manage progress related to the cutover period.
The cutover checklist is an integral tool during the cutover period and supports the cutover plan. The cutover checklist includes a timeline of activities during the cutover process and records the person identifying the action, description, dependencies, and the time. The final plan will be presented to the team along with the cutover checklist for approval.
The final Go/No-Go decision will take place after completing the all the testing (E2E testing, Parallel Testing, User Testing, Regression testing etc.) and before launching into the Deploy Stage. The testing results, cutover checklist and Workday required Go-Live checklist are critical elements for the Go/No-Go decision-making process. These documents will be presented to the City’s project sponsor and project executives and a roll call meeting will be conducted to formally document the decision and also served as the basis for obtaining the signed off from the City’s Project Manager and project sponsor.
40. What percentage of the Project Manager's time will be devoted to the project? A Collaborative project manager typically has 1-2 projects that they are managing at any one time, depending upon the size of the projects. For the Santa Maria project, we would anticipate our project manager providing about 20 hours a week of support to the City.
41. What percentage of the Project Manager's time will be spent on site? In pre-Covid times, our typical ratio was 30% onsite, 70% offsite for our resources. Our objective with travel is to be a good steward of the City’s resources. So we look to be onsite during key periods of the project (i.e., Planning phase, Architect, the early weeks of testing, go-live) where face-to-face time is beneficial to the project. When work can just as easily be performed remotely, we will work offsite. We will work with the City to arrive at a travel schedule that best meets your overall needs.
42. What is the total proposed duration of the implementation? Collaborative is recommending a 50 month long implementation (Plan through Go-Live) with a recommended 6-week Strategy phase up front and 6 weeks of Production support following go-live.
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• Report Development Form
Form D: Report Development Form
Workday Response:
43. What is the query tool and report writer that Vendor is proposing? The Workday Report Framework is a full featured reporting platform that allows for selecting, filtering, and summarizing data elements that are provided as part of the Workday service. The Workday Reporting Framework allows you to configure reports that you can run from your home page, from the Favorites page or as the results of a search. With Workday reports, you can take action or drill down on data to obtain additional information. The report can be downloaded to an Excel spreadsheet or a PDF document. Rather than downloading sensitive data to Excel we offer the option to keep the data safe in Workday and export it from a report to a worksheet - which is the equivalent of Google Sheets but it's actually a Workday functionality - so it's the same Workday user experience, security, data model, etc.
Reports can be copied and configured to your unique requirements, whether the report was delivered by Workday or created by your organization.
With Workday, reports are embedded directly within business processes, with full drill down capabilities.
Augmented analytics provide personalized insights based on role, surfacing insights that would otherwise go unnoticed. You can also bring any external data into Workday, blend it with existing people and finance data, and present it securely through Workday’s reporting framework.
44. What reports are available out of the box? Provide a list here and samples at the end of this section.
Over the years, traditional ERP applications struggled to provide meaningful business insight into the organizations they support. As a result, organizations invested in costly, complex bolt-on reporting or business intelligence systems that are disconnected from any user or organizational context. Workday provides actionable business analytics that are seamlessly available throughout the application and are provided at no additional cost or complexity.
Workday delivers over 4,800 categorized reports within the subscription. Most often, there is a report that can act as the starting point, with the ability to copy the report and edit in the remaining field requirements.
With Workday reporting, you can:
• Take advantage of reports and analytics that are simple to build, simple to deploy, and simple to use • Gain business insight at any time and from anywhere—in reports, on dashboards, in alerts, on mobile devices, or embedded in business process tasks
• Make fact-based decisions with multi-dimensional analysis and the ability to drill down to transaction- level detail
• Empower business users and reduce dependency on IT support • Lower ownership costs with zero infrastructure overhead or extra subscription fees
45. Describe your process for determining the scope of what reports will have to be developed (not out-of-the- box) and what effort it will take to develop and test them?
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The reporting framework is provided with the Workday service at no additional cost.
The Workday Report Writer provides the following report types for creating custom reports and custom analytics:
• Simple Report: A Simple Report provides straightforward design options for ad hoc reporting. • Advanced Report: An Advanced Report provides comprehensive transactional reporting including access to related business objects and multiple levels of headings and subtotals. Advanced reports also enable the use of sub-filters, run time prompts, charts, Worklets, and report sharing. Advanced Reports can expose the report as a web service with the click of a check box. • Matrix Report: A Matrix Report provides the foundation for multi-dimensional analysis. It can summarize data based upon the object data model. The resulting matrix is displayed as a table and/or chart that users can drill through to see the associated detail. You can control the detail data that users see when they drill down by selecting the desired fields when defining the report. Matrix reports provide additional features including filtering, run time prompts, Worklets and report sharing. • Search Report: A Search Report displays search results based on values selected for faceted filters on the report.
• Trending Report: A Trending Report reports on and analyzes trends in worker data such as headcount and attrition. By using either Standard Reports or Custom Reports, you can analyze important trends in your workforce directly in Workday without the need for a third-party analytical tool • Transposed Report: A Transposed report interchanges the rows and corresponding columns on the report for optimal display.
• nBox Report: An nBox Report summarizes and encapsulates employee talent data in a configurable visual box format.
• Composite reporting. Composite reports are primarily targeted for financial analysis and can combine data from multiple data sources into a single report by using sub reports. • Discovery Board: Workday also offers the ability to do data visualization, to build reports by Drag & Drop to analyze the data in real time.
• Worksheets: Worksheets are an excel-like interface to allow for spreadsheet creation and collaboration with real-time data, all within Workday's single security model.
Reports created with the Workday Reporting Framework can also be utilized as outbound integrations - either synchronous or asynchronous web services.
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Collaborative Response:
Form D: Report Development Form
43. What is the query tool and report writer that Vendor is proposing? Workday has several reporting tools, each designed for specific use cases. Please see the “Reporting Tools Comparison 2022R2.pdf” document in the Appendix C: Additional Information.
44. What reports are available out of the box? Provide a list here and samples at the end of this section.
Workday provides over 4,000 standard reports that can be used out of the box or potentially copied and used as the starting point to create customized reports.
The Report Writer tool allows authorized users the ability to create several unique types of reports such as:
• Simple
• Advanced
• Matrix
• Trending
• Transposed
• nBox
• Search
• Composite
Reports in Workday are intended to be interactive or “actionable” in the sense that the data returned is often a hyperlink with drillable functionality.
In addition to the Report Writer tool, Workday has recently introduced a new reporting tool known as Discovery Boards, which allows users to use a drag and drop interface to quickly analyze data and easily convert to dashboards and scorecards. This tool, which was initially designed for the data scientists, can also serve the purpose of an intuitive drag and drop interface to support basic ad hoc queries.
A representative list of available delivered reports and a collection of report samples are both available in the Appendix C: Additional Information (Workday 2022R1 Standard Report Examples and Workday 2022R1 Standard Report Listing).
45. Describe your process for determining the scope of what reports will have to be developed (not out-of-the- box) and what effort it will take to develop and test them? Effective use of Workday’s reporting capabilities can be a key differentiator between a satisfactory implementation and a highly successful one. To prepare for addressing your reporting needs, the Strategic Implementation Planning engagement includes a Strategic Readiness Workshop on Reporting & Analytics.
Findings from that session are incorporated with related areas such as Integrations, Foundation Data Model, and Job Architecture to provide a “big picture”, data-centric understanding of what City of Santa Maria’s reporting requirements will be.
In this phase we review required regulatory reports, executive reports, management reports and establish your approach to dashboards. Clients begin the process of documenting their specific reporting scope using
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43. What is the query tool and report writer that Vendor is proposing? the Collaborative Report Tracker which will continue through the implementation. Reports are prioritized to ensure that go-live critical reports are developed first.
During the Architect phase, reports which represent key business requirements will be addressed and documented. These requirements may be met either by configured Workday functionality or by reports. Some custom reports will be built by functional consultants as the solution for a given business requirement. Clients send designated resources to Workday report writing training and develop most reports internally. This development typically occurs during the Configure & Prototype and Testing stages of the project. Collaborative recommends that all report development be completed in time for the reports to be accurately tested during the relevant testing cycle.
Cynergy™ methodology also includes documentation of reporting and calculation field naming standards to be followed by both Collaborative and client resources to ensure reporting clarity and accuracy.
A limited number of Collaborative’s consulting hours are typically specified as dedicated to report writing and may be used for assistance on complex reporting or to guide the overall reporting effort.
Following numerous requests from our clients over the years for us to develop dashboards and scorecards, we decided to create a pre-packaged Workday Advanced Report Dashboards & Analytics offering. We have essentially taken the best-of-the best of the Workday dashboards and scorecards that we have created and have developed three offerings: HCM, System Administration and Financials. This optional offering is unique in the Workday ecosystem and can provide City of Santa Maria leadership and management teams with real-time analytics to facilitate strategic and operational decisions.
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• Training Form
Form E: Training Form
Workday Response:
46. What is your recommended approach to training (End-user, train the trainer, hybrid approach), for the City, and why?
Workday has provided descriptions of our training elsewhere in this response. Workday recommends that your Functional Leads / Project Team be trained by Workday by using Workday’s Learn In Person / Learn Virtual / Learn Independent Training by utilizing the proposed Training Credits.
This approach gets your Project Team up to speed quickly and in a timely manner so that they can be maximally effective in deploying the Workday software.
Members of your Functional Lead Team, and perhaps your Training Resource (if you have one) will work with Collaborative Solutions to develop End User Training. This is a bit of a hybrid Train the Trainer approach, but it has been very successful for both Collaborative Solutions and Workday. The Adoption Kit is used for the purpose of training End Users.
Workday’s Learn On Demand libraries are used for periodic refresher training or topic focused training for your Workday System Administrators and Support staff.
47. What types of training documentation will be developed by the Vendor? Workday provides online documentation and page-specific help on virtually every page in our application.
Training materials are provided for all Learn Virtual and Learn Independent courses. These training materials are provided in an eBook format. Training materials may only be used to support the specific, intended training activity and may not be duplicated without Workday’s prior written consent.
48. Describe the opportunities for ongoing training.
Learn On-Demand, Learn Virtual, and Learn Independent course offerings are designed for ongoing learning within your organization on the Workday system. These targeted role-based offerings will allow your employees to understand the principles, functionality, and processes associated with the following areas:
• All Workday Products/SKUs
• Integrations
• Reporting and Analytics
49. Describe online training options.
Workday has made all training available virtually to meet COVID restrictions. Here is a list of our training delivery methods:
Workday Education Courses and Delivery Methods:
Workday Education offers a variety of options to meet your training needs, including the following:
Learn Virtual provides the advantages of live instructor-led training without the expense and time associated with travel. These courses are a combination of lecture, demonstration, and hands-on
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activities to reinforce learning. Attendees participate remotely through Zoom and connect to our training environment via the Internet to complete the hands-on activities. These offerings are topic- specific and designed to focus on key Workday principles and functionality.
Learn Independent enables our customer to be more self-sufficient. This learning experience combines videos, interactive exercises, quizzes, and tests into a comprehensive online learning curriculum that students can complete at their own pace.
Learn On-Demand is a cost-effective alternative to traditional education delivery, providing access to training 24/7 from any computer. Created in short, targeted segments, Learn On-Demand is perfectly suited for system administrators who need immediate access to specific training. These offerings are topic-specific and designed to focus on key Workday principles and functionality.
Adoption Kit is a collection of templates and resources designed to support and accelerate end-user training and your Workday rollout. It includes a combination of hosted or downloadable videos, job aids, facilitation guides, and marketing materials. All content can be downloaded and tailored to your needs or used as-is.
Workday Pro is a customer-focused accreditation program targeted at customers who want to actively engage and work side by side with the Ecosystem on a path to develop a similar level of knowledge and expertise. It consists of a number of tracks, each with relevant courses plus a written test.
Form E: Training Form
Collaborative Response:
46. What is your recommended approach to training (End-user, train the trainer, hybrid approach), for the City, and why?
End-user training is a fundamental component of our Organizational Change & Training (OC&T) methodology. Our traditional training approach is to provide training tailored to end users and other stakeholders, dependent on the specific roles and business functions they perform. Prior to training, the end users and managers receive communications about the new technology and business processes to build their awareness and enthusiasm about the upcoming changes.
The first step in our training development methodology involves developing an End-User Training Strategy, which serves as a roadmap for all training activities. Collaborative and the City of Santa Maria would jointly define the training philosophy to ensure that the most effective education for the City of Santa Maria environment is delivered to end users.
Following the development of the End-User Training Strategy, we conduct thorough assessments of each client's needs during Architect Workshops and Customer Confirmation Sessions, and with that information derive a detailed Training Needs Assessment. These assessments are validated with the client functional team leads and project management prior to building a detailed Training Curriculum Plan for the various end-user populations. We have found that applying a range of training methods works best for most of our clients.
Once training methods have been selected and a meaningful amount of training materials drafted, clients may also elect to have Collaborative assist in User Experience Sessions (UES). While not a form of testing, UES generally occurs during the Test Stage to take advantage of the general stability of most configuration expected by that time. UES focuses on true end-user populations who have not yet been exposed to Workday. During UES, participants do not have the ability to change the system. Instead, we create an "experience" for end-users to explore the system and build their first impressions. The goal of
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UES is to pilot the system with a group of users who have had no prior exposure to gain an additional, candid perspective on how the new system will be received and whether it is meeting overall end-user project objectives. Feedback from UES also allows the OC&T workstream to pressure-test initial training materials. Combined, this information helps the training team identify and drive focused revisions and adjustments to training materials and plans, in turn ensuring the maximum impact and benefit of your training program.
The following outlines a hybrid approach and various types of end-user training delivery method options we would recommend for the deployment of Workday:
Train-the-Trainer:
• Provides tools and expertise to City of Santa Maria’s in-house functional and/or training teams, allowing for enhanced knowledge transfer, flexible deployment, and ongoing internal training capacity
• Client must provide training resources
• Customized On-Demand Training Videos:
• Can pair with objective assessment tools to determine the level of the end-user’s comprehension of the delivered material
• End-users can view on-demand and as needed to support their successful completion of transactions in Workday
• Webinars/Presentations to Introduce City of Santa Maria Specific Configuration and Processes:
• Large audience can receive the same message at the same time over a broad geographic area • Reduced delivery cost
• Not repeatable unless recorded
• Job Aids & Quick Reference Guides:
• Resource documentation used to aid in learning new processes and troubleshooting • Can be linked within Workday system, providing support at the point of need • Must be updated as system changes occur to remain relevant
47. What types of training documentation will be developed by the Vendor? Collaborative's approach to training is to provide you with materials that serve as preparation during the initial Workday rollout and to provide enduring value to The City of Santa Maria after the initial transition is complete. Point-of-need resources like quick reference guides and job aids typically constitute a large portion of the training collateral that will be developed, followed closely by modular, reusable presentations that you can adapt into eLearning resources or LMS modules, such as Train-the Trainer presentations and collateral. These training materials become on-demand references for your workforce after you go live with Workday, and many of our clients choose to include them within new employee onboarding plans and function-specific trainings for new members of their HR organization.
Our training materials are developed in standard, broadly available formats such as Microsoft Word, and the City of Santa Maria’s project team will be provided with editable versions of any training collateral so you can easily maintain and update your training materials as needed for Workday updates or new functionality you deploy in the future.
48. Describe the opportunities for ongoing training.
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All training materials provided or developed as part of your Workday deployment will be owned by the City of Santa Maria to update and utilize for ongoing training post-deployment. Additionally, training offerings are available as both ad-hoc services supplied through a Lean-On services contract, or in conjunction with the structured deployment of new Workday features and functionality.
49. Describe online training options.
Given the current climate, we have recent experience in successfully holding all Train-the-Trainer sessions virtually rather than in-person. Virtual training sessions may be a desirable option in some cases regardless of the ability to travel. Collaborative recommends the following when conducting training virtually:
• Sessions will be no more than 2-3 hours in length. This may mean users must attend multiple sessions to gain all necessary instruction
• Class size will be no more than 40 participants to ensure ample instructor/participant interaction, and support for hands-on practice activities during the virtual session • A client IT resource will be on hand to troubleshoot non-Workday technical issues as they arise • Follow up virtual open labs may be scheduled to allow participants additional time to practice in a training tenant and ask questions
• Quizzes will be included throughout the training to ensure participant engagement
Collaborative will work with the City of Santa Maria to determine if virtual training sessions will be utilized rather than in-person training sessions based on the ability for trainers and participants to travel at the time training is executed as well as feasibility of travel given the participant geography.
Collaborative also has expertise in developing and deploy training videos along with eLearning courses as a form of online training. These types of training allow participants the opportunity to complete training within their schedules and can allow for tracking completion rates.
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• Staffing Plan Form
Form F: Staffing Plan Form
43. Assuming health restrictions permit doing so, identify the degree to which Vendor staff will be onsite versus off-site during the project.
Due to the cloud-based nature of Workday and our clients' desire to keep travel-related expenses to a minimum, our typical ratio is 30% onsite and 70% remote. That said, Collaborative is very client-focused and flexible in this area and will modify our ratio based on what works best for City of Santa Maria. Our Engagement Manager will work with your Project Manager to determine the optimal ratio for onsite services for City of Santa Maria.
44. Use the table provided below to identify the number of the City business staff expected to be committed to the project implementation. Initial identification of project roles has been provided but should be supplemented or revised by Vendors based on their experience in implementing their product in similar environments.
Project Role Project Responsibilities FTE
51a. Executive Sponsor(s) • Obtaining appropriate funding and approvals. • Ensuring all appropriate resources are available for
the project.
• Resolving issues that are impeding the progress of
the project.
• Providing overall direction to the City Project
Manager.
• Sign-off on key deliverables/project milestones.
Assuring project delivery and quality control.
☐
51b. Project Manager The City Project Manager is a dedicated resource focused, specifically on the Workday implementation.
While we understand 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 that could impact the project budget, schedule, scope, or quality.
☐
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51c. Project Administrator ☐
51d. Functional Process
Owners
Functional Team
(Global Process Owners, Process Leads and
SMEs/Business Analysts)
Business Analysts are those familiar with the City’s
business processes and systems. These individuals
provide information to the Collaborative Principal
Consultant(s) to configure the Workday solution.
Responsibilities include:
• Communicate functional requirements that need
to be configured in Workday.
• Describe current business processes and work
with team to simplify and improve.
• Work with Collaborative Principal Consultant to
help map and load data into Workday.
• Actively participate in all testing activities.
• Validate data converted into Workday solution.
Perform end-user training.
☐
51e. Functional Process
Team Participants (per
member involvement)
See 51d
☐
51f. Training Coordinator
Team Lead
The Training Lead is focused on planning and executing
the end-user training activities for the City. He or she is the primary counterpart to Collaborative Training Lead
and is responsible for providing primary insight into the City’s training resources and references, as well as
competing projects or interests related to end-user
training. The Training Lead is the primary liaison
between the project team and other internal resources
needed to plan, execute, and deploy the various
training-related deliverables. As needed, the City may
choose to assign Organizational Change Lead and the
Training Lead roles and responsibilities to a single
resource.
☐
51g. Change Management
Team Lead
The Organizational Change Lead is focused on planning
and executing the change management and
communications activities for the City. He or she is the primary counterpart to the Collaborative Organizational Change lead and is responsible for providing primary
insight into the City’s culture, operations, and
competing projects or interests. The Organizational
Change Lead is the primary liaison between the project
team and other internal resources needed to execute
☐
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and deploy the various change management and
communications activities. He or she is responsible for reviewing and approving all change management and
communications-related deliverables.
51h. Communications Team
Lead
See 51g ☐
51i. Other Roles 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 outlined
in the SOW.
• Develop custom reports.
Test Lead:
The Test Lead develops and manages the overall City’s
Test Strategy and Plan, conducting overall execution of the Client prescribed End-to-End (including
Integrations), UAT, and Parallel test process for either Workday Payroll or Payroll Interface from start to end of the test period. The Test Lead is responsible for
successfully managing defect resolutions; resolving test issues via coordination of City and Collaborative test
teams as required to complete testing on tenant for
successful completion of Workday test; and the overall
test strategy outlines, test approach, roles and
responsibilities, test tools, scenarios by tester and
success criteria for each of the test stages. The Test Lead may also support the Collaborative Data Consultant with data validation activities associated with test and tenant development.
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. This person is responsible for providing
compliance-related guidance and expertise to the
Project Team.
Training, Communications, and Change Management
Support Resources
Depending on the specific strategies and plans the City establishes as part of its Organizational Change &
Training program, additional City resources will be
needed at various times throughout the project
☐
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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.
52. Use the table below to identify the number of technical resources expected to be committed to the project implementation. Initial identification of project roles has been provided but should be supplemented or revised by Vendors based on their experience in implementing their product in similar environments.
Project Role # of FTEs Skill Set
Required
Training
Required?
Training
Provided?
52a. Help Desk The role of Help
Desk will be
discussed during
the
implementation.
Collaborative
Solutions
expects the
City of Santa
Maria SMEs to
be well versed
in their area.
Training is not
required but
recommended.
Training will be
provided based
on your
Workday
subscription. In
addition, hands-
on experience
and knowledge
transfer
sessions will be
conducted
throughout your
implementation.
52b. Trainer Please see table
below for overall
project level of
effort.
Collaborative
Solutions
expects the
City of Santa
Maria SMEs to
be well versed
in their area.
Training is not
required but
recommended.
Training will be
provided based
on your
Workday
subscription. In
addition, hands-
on experience
and knowledge
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transfer
sessions will be
conducted
throughout your
implementation.
52c. DBA DBA is not a role
on a Workday
implementation,
unless the City of
Santa Maria
requires one to
extract their data
from legacy
Collaborative
Solutions
expects the
City of Santa
Maria SMEs to
be well versed
in their area.
N/A N/A
52d. Report Developer Please see table
below for overall
project level of
effort.
Collaborative
Solutions
expects the
City of Santa
Maria SMEs to
be well versed
in their area.
Training is not
required but
recommended.
Training will be
provided based
on your
Workday
subscription. In
addition, hands-
on experience
and knowledge
transfer
sessions will be
conducted
throughout your
implementation.
52e. Application Support Please see table
below for overall
project level of
effort.
Collaborative
Solutions
expects the
City of Santa
Maria SMEs to
be well versed
in their area.
Training is not
required but
recommended.
Training will be
provided based
on your
Workday
subscription. In
addition, hands-
on experience
and knowledge
transfer
sessions will be
conducted
throughout your
implementation.
52f. System Administrator Please see table
below for overall
project level of
effort. The
specific
expectations of
the System
Administrator will
Collaborative
Solutions
expects the
City of Santa
Maria SMEs to
be well versed
in their area.
Training is not
required but
recommended
Training will be
provided based
on your
Workday
subscription. In
addition, hands-
on experience
and knowledge
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be discussed
during the
implementation.
transfer
sessions will be
conducted
throughout your
implementation.
52g. Security Administrator The role of
Security
Administrator will
be discussed
during the
implementation.
Collaborative
Solutions
expects the
City of Santa
Maria SMEs to
be well versed
in their area.
Training is not
required but
recommended.
Training will be
provided based
on your
Workday
subscription. In
addition, hands-
on experience
and knowledge
transfer
sessions will be
conducted
throughout your
implementation.
52h. Other Roles Please see table
below for overall
project level of
effort.
Collaborative
Solutions
expects the
City of Santa
Maria SMEs to
be well versed
in their area.
Training is not
required but
recommended.
Training will be
provided based
on your
Workday
subscription. In
addition, hands-
on experience
and knowledge
transfer
sessions will be
conducted
throughout your
implementation.
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• Ongoing Support Services Form
Form G: Ongoing Support Services Form
Support and Maintenance
53. Provide the minimum, maximum, and average response times (hours) provided as part of the basic support agreement and average actual response time for the past twelve (12) months.
Workday has a very specific set of service level agreements that apply to all customers. Availability of Workday production environment at the data center connection point is committed to meet or exceed
99.7%. Service Availability for a given month is calculated as a percentage equal to [(# of minutes the Workday Production System is available in the month – number of minutes of Scheduled Downtime during the month) / (total number of minutes in the month – number of minutes of Scheduled Downtime during the month)]. All service disruptions outside of regularly scheduled maintenance counts against the availability SLA. Workday monitors every tenant for availability and alerts our operations staff if there are any issues. Workday also monitors performance of every request, and alerts are issued when responses are slow or resulting in errors. Trends are proactively monitored before they become problems.
Our SLA states that >50%* of transactions will process within 1 second, and that no more than 10% of transactions take greater than 2.5 seconds to process. Our SLA also covers our Disaster Recovery and Updates strategy. Workday commits that in a service outage requiring a failover to a separate data center, the total length of the outage (RTO) will not exceed 12 hours and the recovery point (RPO) will not exceed 1 hour. Updates are applied during planned outage windows.
Workday provides a Case Response time SLA as follows: Response Time is the period from the time the Production case was logged in the Customer Center until Workday responds to Customer and/or escalation within Workday, if appropriate.
• Severity Level 1 < 30 Minutes
• Severity Level 2 < 1 hour
• Severity Level 3 < 4 hours
• Severity Level 4 < 24 hours
• Severity Level 5 < 24 hours
Workday's service level commitments are set out in the Workday Production Support and Service Level Availability Policy (SLA) (located at
https://www.workday.com/en-us/legal/contract-terms-and- conditions/index/exhibits.html).
*Not applicable to Workday Adaptive Planning or Workday Strategic Sourcing.
54. Describe Help Desk services for technical support and end users. Specify days and hours and any escalation options and procedures.
Collaborative does not offer a help desk phone number; however, you will be in regular contact with your dedicated Engagement Manger via email/phone.
55. Identify the party or business unit that is responsible for the support options provided above.
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Support and Maintenance
Collaborative Solutions’ Continuous Value Services group is responsible for the support options described above.
56. Provide the following regarding the number of business staff the City should expect to be committed to providing on-going application support:
• Role
• Responsibility
• Estimated time commitment in terms of FTE time
Role Responsibility Estimated commitment in FTE
Collaborative Solutions customers have an average of 2-4 employees supporting Workday. Management Application
Services provide for Staff Augmentation for short term support. Staff Augmentation is used when a customer wants to supplement their internal Workday Team in a full-time capacity during periods of resource constraints such as during transition times of attrition or during leaves of absence.
Determining the ideal number of business staff members required to appropriately support Workday once in Production is dependent on several variables which make it inadvisable to provide a concrete estimate during pre-sales. These variables include things such as the desired level of involvement of functional area professionals in contributing to the ongoing support of the system, the level of IT involvement appropriate for a given customer, the complexity of the configuration decisions made by the customer, the nature of the consumer-provider relationship between IT and their internal customers, organizational philosophy, and the project justification itself.
Collaborative’s Advisory team guides customers through evaluating these and other decision points in our Service Delivery Model and Production Governance offerings which are designed to complement our implementation services and prepare customers to get the most out of their implementation. In these offerings, we incorporate discussion of roles and responsibilities involved in properly maintaining and leveraging your Workday system. Collaborative’s recommended guidance on questions related to specific numbers and types of supporting resources is to thoroughly evaluate your Workday Support Model within the context of your broader Service Delivery Model to be sure the appropriate resources are leveraged in both the business and IT.
57. For ongoing IT staff resources, please provide the following information:
• Type of positions required (e.g., help desk, trainer, DBA, report developer, application support, system administrator, security administration, etc.)
• Number of FTEs within each position
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Support and Maintenance
• Skill sets required for each position
• Training required and whether the Vendor provides this training
Posit
ion
# FTE Skill Sets
Required
Training
Required
Vendor
Training
Determining the ideal number of business
staff members required to appropriately
support Workday once in Production is
dependent on several variables which make it
inadvisable to provide a concrete estimate
during pre-sales. These variables include
things such as the desired level of
involvement of functional area professionals
in contributing to the ongoing support of the
system, the level of IT involvement
appropriate for a given customer, the
complexity of the configuration decisions
made by the customer, the nature of the
consumer-provider relationship between IT
and their internal customers, organizational
philosophy, and the project justification
itself.
58. It is anticipated that all system updates, security updates and release patches will be applied in a timely manner. For any on-premises components these should be easily downloadable, if applicable.
An accumulation patch process is desired. Provide information on how software updates are received, processed, and distributed, including but not limited to:
58a. Use of tools to deploy new versions and patches
Release Management Services (optional)
Activity Functional Scope/Support Activity Detail
Release Management • Preparation Pack
• Release Packs
• Detailed Showcase
• Audit Reports
• 2 Hour personal review per release
58b. Additional information
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Support and Maintenance
N/A
59. Do you limit the number of City staff who can call in for ongoing support? If yes, explain your model and how additional staff can be included? If there is no limitation, the maintenance agreement should clearly state this fact. Are you agreeable to include such language in our contract? We do not limit the number of staff who can call in for ongoing support. Including such language in our contract is permissible.
60. Describe the types of support needed to keep the product under current support and to keep the product up-to-date.
Workday Respoken:
At Workday, we're uniquely positioned to take advantage of innovations from the industry’s most visionary technology teams. For you, that means continuously evolving solutions aimed squarely at meeting your current needs and anticipating what’s next. Workday utilizes a continuous update model that provides two major feature releases per year and performs smaller service updates throughout the year. In our Cloud model, all customers are updated to the most current release of the system, and the Support organization is available at any time should the need arise
Collaborative Response:
Differentiators for Our Continuous Value Services
Collaborative’s Workday Continuous Value Services (CVS) Practice is dedicated to supporting Workday Customers that are in production. Although our CVS practice often collaborates with our primary professional services organization, they are exclusive, separate, and dedicated to providing support for existing Workday customers. We are committed to driving self-sufficiency for our customers in an efficient, scalable, and value driven model. Knowledge Transfer is key to our joint success and incorporated into our standards of delivery.
We work with our customers to target “high value” support opportunities. This means we focus on efforts which will drive stabilization followed by optimization across all deployed Workday Functionality rather than operating primarily in a traditional help desk model that focuses in on “break/fix”. While a limited amount of break/fix is unavoidable in a system as dynamic as Workday, our vast experience supporting Workday customers has led us the belief that both integration and functional support should evolve towards targeting ongoing enhancements, support of optimization efforts, and adapting to changing business requirements. Doing so moves our customers from operating in a reactive, legacy ERP manner to proactively increasing the value realized from their Workday investment.
We are now offering our CVS Global Service Delivery Enablement Gold package that provides comprehensive support throughout your Workday journey. The value of the deliverables within this
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Support and Maintenance
package represent over 1000 hours of effort, the majority of which will be executed by onshore resources. Our services are grouped into five areas:
• Customer Experience Management
• Workday Support Services
• Release Management Services
• Reporting and Integrations Management Services
• Advisory and Optimization Services
CVS Service Delivery Enablement- Optional Services
Customer Experience Management
Activity Functional Scope/Support Activity Detail
Portfolio Management • Service delivery management
• Metric and usage reporting
• Ticket management and Escalation Management
• Change orders and enhancement requests
• High touch personalized engagement mutually defined with Customer
• Quarterly initiative check-ins and Semi-Annual Account Reviews • Ongoing leadership oversight
• Partnership for future initiatives and road-mapping
• Bi-weekly Financial Reporting
Onboarding/Knowledge
Transfer (KT)
• Completion of Collaborative onboarding documentation
• Completion of Customer support workbook to facilitate Knowledge transfer
• Wishlist collection
• Sales to Service
• Ticketing system setup and training
• Squad Assignment
• Customer Kickoff Meeting
Functional Architect • A dedicated resource in order to validate cross-functional impacts, review tickets, and work with the consultants to ensure the best outcomes for the customer.
Workday Support Services
Activity Functional Scope/Support Activity Detail
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Support and Maintenance
Consulting Lean-On
Hours
• Workday Support and Troubleshooting
• New Functionality Review
• Reporting and Integrations
• Workday Solution Optimization
• Knowledge Transfer
• Organizational Change and Training (OC&T) Post-Production Services • Note: Strategy hours/consulting may be used, a rate conversion will need to occur
Release Management Services
Activity Functional Scope/Support Activity Detail
Release Management Preparation Pack
Release Packs
Detailed Showcase
Audit Reports
2 Hour personal review per release
Reporting and Integrations Management Services
Activity Functional Scope/Support Activity Detail
Integrations Support • Collaborative to offer an annual Integrations Health Check across all of Customer’s integrations. The integrations will be reviewed for efficiency and to ensure they are functioning properly. • An integrations dashboard for the Customer to continuously monitor integrations.
Advanced Reporting
Dashboard
• Advanced Dashboard built with nearly 60 deployed reports • Including areas:
• HCM
• System Administration
• Financial Management (opt)
Advisory and Optimization Services
Activity Functional Scope/Support Activity Detail
Workday Roadmap
Planning and Strategy
• Facilitated alignment of vision, stakeholder value perceptions, goals, and success outcomes and measures
• Joint prioritization of roadmap items based upon bandwidth and goal alignment
• Reporting to support roadmap activities
Governance Model
Workshop
• Alignment with executive leadership
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Support and Maintenance
• Outline how to enable business leaders and decision makers • Define processes for break/fix support, enhancements, and feature release uptake
User Adoption and
Reinforcement
• User adoption diagnostic and results
• End-user adoption and sustainment white paper
• Top Ten (10) Workday delivered reports for adoption and remediation
• Personal Remediation Consultation of up to 40 hours
Annual Event Planning • Guidebooks to support Affordable Care Act (ACA), Open Enrollment, Year End, Advanced Compensation, and Talent and Performance • Two (2) Personal Module Reviews across the different functional areas of Workday
Tenant Analysis and
Plan (TA&P)
• Provide analysis and optimization recommendations on
two (2) modules within a tenant e.g. HCM, Recruiting,
61. Do you need remote access to the server to support/maintain it? If yes, describe the method(s) and security used.
Workday Response:
Workday uses a screen sharing tool to share desktops between a support analyst and a customer if we need to work together on a problem. We also have a special support role which can access your Sandbox and Production systems, if needed, for problem diagnosis. Access using this special support role is controlled by the customer.
All data transfers are performed using SFTP protocol. All the laptops that are used by the consultants are fully encrypted with pre-boot password protected encryption. Data is hosted by Workday and is encrypted before it is written to the database.
We use a public/private key pair to authenticate with our SFTP server. Client data is transmitted using only SSH. All our consultant’s laptops have full disk encryption. Keys are assigned to an individual and it is managed by our IT department. The key is associated to the specific client project once approval for the access has been granted.
62. Do you offer post-go live support? If so, what is the duration? Continuous Value Services
Upon going live, our clients often seek to continue to expand the partnership by leveraging one or more of our Workday support and optimization services within Collaborative’s Continuous Value Services offering (CVS). Whether the client is looking for assistance on functional or technical Workday support activities, targeted optimization of owned but not yet deployed Workday functionality, or the deployment of brand-new Workday functions, Collaborative has demonstrated success in all facets of
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post Go-Live Workday engagements. Our ability to deploy and support the entire Workday Platform allows us to be a one-stop shop for any Workday-related engagements for your organization.
Collaborative is a leading global provider of Workday full platform post-production services with true flexibility and a knowledge transfer approach proven to drive client self-sufficiency. Offers also include strategic roadmapping, post deployment governance services, and comprehensive Workday Organizational Change & Training Services to make the most of your Workday investment.
We are committed to driving self-sufficiency for our customers in an efficient, scalable, and value driven model. CVS contracts are 1-3 years long. At the end of each contract an evaluation is made with the client to determine if the client is self-sufficient or if a renewal contract should be considered.
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Collaborative Solutions, LLC. Proprietary & Confidential 166
Support and Maintenance
63. Will the vendor contractually agree to the following? Contractual Inquiry Term Condition Yes No
66a. Provide staff for training and implementation ☒ ☐
63d. Ongoing cost for software modules is waived until the implementation phase for the given modules begins
☐ ☒
Comments:
Software Updates and Distribution Workday Response:
64. Describe the product release cycle including:
64a. Frequency of upgrades/enhancements or new versions (major and minor version releases) At Workday, our goal is to deliver functionality at a rapid pace to provide you with the functionality and enhancements you need, while being mindful of your busy schedules and mission critical business processes.
We deliver product features and services in two ways:
• Weekly Service Updates - which occur within the weekend maintenance window and deliver timely fixes and enhancements that are non-impactful to customers. • Feature Releases - delivered on a 6-month schedule, which contain a significant number of new features and functionality; these features are delivered “turned off”, so you can review them before putting them into production.
Below we provide further insight into what is appropriate for delivery in a Weekly Service Update and in contrast what we will target for a Feature Release.
Weekly Service Update
• Net new features or enhancements to existing functionality • Minor UI modifications (e.g., field spacing, font sizing, text shading, drop-shadow weight) • Architecture and Data Center improvements
• New capabilities like the ability to cancel a background report • New Reporting components (Report Fields and Report Data Sources) • New web services or updates to existing web services
• Payroll Compliance Updates
• Bug fixes
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 167
Support and Maintenance
• All of the above are documented in the Weekly Service Update Notes Feature Release
• Net new features
• Enhancements to existing functionality, including UI improvements • New web services or updates to existing web services
• Bug Fixes
• New Products
• A 5-week preview window leading up to the Feature Release date to test, plan and build communications for the upcoming release
Workday provides access to Preview tenants where we will continue to introduce features between Feature Releases. Preview tenants allow you to try out features and test alongside your own configurations, provide feedback to us, and learn about them in advance of their availability in Production.
64b. Contents of release
As a customer of Workday, you can gain access to the Workday Customer Community, our primary vehicle for customer communications including online forums and brainstorms. The Workday Community supports, educates, and empowers our customers by connecting them with peers and partners. Members share ideas and best practices through a variety of collaboration tools, including contributed solutions, forums, and user groups. And if customers have great ideas for product enhancements, they can let us know. In fact, we've put more than 5,200 brainstormed ideas into the product. It’s a model of shared success that’s only possible with our unique technology platform. The Workday Community is a private community exclusively available to Workday customers and implementation partners.
Workday provides several types of documentation intended to help you with various scenarios of supporting Workday:
1. Services Update Notes - we publish service update notes weekly to document fixed bugs. In addition, we include notifications of any enhancements delivered with the service update.
2. Announcing Workday - approximately one month before the Release Preparation window for a feature release, we publish early release notes under the title of Announcing Workday. o Announcing describes the most highly anticipated features and enhancements planned for the release.
o Announcing is not a comprehensive list of the features planned for the release.
3. What's New Report - is a standard Workday report that you can run in your Preview or Production tenant. What's New release notes provide information about new features and enhancements delivered to each tenant. We update the report weekly. o We notify you in the weekly service update notes when we add features or move features from Preview to Production.
o We created the What's New report to provide you with a source of information that you can easily download to a spreadsheet to help you plan and manage your testing of the release.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 168
Support and Maintenance
4. Workday Administrator Guide - is an extensive and detailed how-to guide for configuring and using Workday.
64c. How long release takes to implement
In the Workday application, Feature Releases are delivered twice a year, where all customers are updated to the most current version of the system.
To prepare for these Feature Releases, customers are provided perpetual access to a Sandbox Preview tenant where they are able to evaluate new functionality. New features, with the exception of security updates, are delivered in a "toggled off" state (disabled) in order to minimize impact to our customers.
This provides our customers the ability to evaluate and determine if and when to turn on new functionality for use in the Production tenant.
Patches and fixes are applied to all customer environments during weekly and monthly maintenance windows. Workday applies weekly patches, which typically takes a few hours, on Friday nights.
Because Workday customers are configuring their environment, rather than customizing with unique code and logic, Workday can deliver these patches and Feature Releases without disrupting customer environments. In this way, all customers of Workday are always update safe.
64d. Use of release notes
Please see the previous response.
64e. Backward version compatibility and support of back versions All Workday customers are always on the same version of the software. With each release, all customers are updated to the most current version of the system, so there are no back versions to support.
64f. Timeframe/policy on moving to new versions
Workday performs all of the tasks typically associated with a software upgrade and patching process on behalf of our customers. We refer to these as Feature Releases rather than upgrades to emphasize the difference. In the Workday application, Feature Releases are delivered twice a year, where all customers are updated to the most current version of the system. While updates are pushed out to all customers at the same time, most new features are delivered turned off and customers can enable them, at their leisure. The only exceptions to this are regulatory requirements.
Patches and fixes are applied to all customer environments during weekly and monthly maintenance windows. Workday applies weekly patches, which typically takes a few hours, on Friday nights.
64g. Automatic product upgrades or on demand
All Workday updates are automatic and completed by Workday staff in our operation center.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 169
Support and Maintenance
64h. Ease of implementation for City staff versus need to contract for services Workday performs all of the tasks typical to a traditional upgrade for all of our customers. There shouldn't be a need to contract for outside services. Once an update is officially released and available, all customer Sandbox Preview environments, which are replicas of their production system, are updated. All customer data, business process configurations, report definitions, etc. will have been tested and updated as part of the Workday process. Customers then have 5 weeks for testing the update prior to delivery to their production environment. There are two major updates a year, but compliance enhancements are pushed out throughout the year.
64i. Use of tools to deploy new versions and patches
Workday performs all of the tasks typical to a traditional upgrade for all of our customers. There shouldn't be a need to contract for outside services. Once an update is officially released and available, all customer Sandbox Preview environments, which are replicas of their production system, are updated. All customer data, business process configurations, report definitions, etc. will have been tested and updated as part of the Workday process. Customers then have 5 weeks for testing the update prior to delivery to their production environment. There are two major updates a year, but compliance enhancements are pushed out throughout the year.
64j. Additional information
Customizations
65. How can the City customize or configure the software directly without Vendor involvement? Workday provides configuration frameworks with the service that are available to customers to do their own configuration. In addition, customers who would like to extend the functionality can do so without Vendor involvement.
66. How are local customizations or configurations maintained when installing new releases of the Vendor’s software?
In the Software-as-a-Service environment, Workday strives to provide deep functionality and flexibility so that each organization can meet their requirements while maintaining a system that is customization-free. Workday’s focus is to maintain a strategy that allows us to provide cost-effective but flexible solutions and the ability to leverage new features and enhancements going forward.
Workday does not operate on a model of “customization” but rather configuration. Everything from branding to validation rules, to custom objects to Business Processes is available for configuration by a customer. These configurations – many of which would be considered “customizations” in the legacy application world – are retained seamlessly when Workday services are updated behind-the-scenes.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 170
Support and Maintenance
All Workday customers are on exactly the same version of the service and all customers are update to new versions at exactly the same time. Configurations are automatically brought forward to the new version without effort on the customer's part. Because they are configurations and not customizations, they do not break during the update process.
Workday provides details for new Feature Updates in the Release Center that is part of the Workday Community customer collaboration site. This provides details on new features, training videos, and other tools to prepare for the update.
• Client Reference Form
Client Reference Form
Vendor name: Collaborative Solutions & Workday
Customer name: City of Ontario, CA
Customer contact: Toni McNaughton
Customer phone number: (909) 395-2064
Customer E-mail address [email protected]
System which Solution Replaced PeopleSoft
Describe Nature of Project and Services Provided to This Client:
The City adopted Workday HCM in 2016. Workday services provided the original implementation and Collaborative Solutions came in to support the newly adopted HRIS platform. After 3 years of supporting the City, Collaborative won an RFP to implement Workday financials in 2021/2022. The City of Ontario went live on Workday Financials in July of 2022. Adopting Workday functionality like Budgets, Procurement, Business Assets, Workday Planning, Grants/ Projects, Inventory, etc.
Configuration of Solution Implemented (Hardware, Software):
No hardware necessary as Workday is completely SaaS. The city enjoys the full platform offered by workday to include all Human Capital Management, Payroll, and Financials.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 171
Vendor name: Collaborative Solutions & Workday
Customer name: City of San Mateo, CA
Customer contact: Rich Lee
Customer phone number: (650) 522-7102
Customer E-mail address [email protected]
System which Solution Replaced Tyler Eden
Describe Nature of Project and Services Provided to This Client:
Plante Moran was also selected by the City of San Mateo to assist with moving off Tyler Eden. Collaborative Solutions and Workday we selected as their as their new partner going forward. The city went live in early November 2022. San Mateo has been a fantastic customer to work with.
Configuration of Solution Implemented (Hardware, Software):
No hardware necessary as Workday is completely SaaS. The city enjoys the full platform offered by workday to include all Human Capital Management, Payroll, and Financials.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 172
Vendor name: Collaborative Solutions & Workday
Customer name: City of Kent
Customer contact: Kari Endicott
Customer phone number: (253) 856-4611
Customer E-mail address [email protected]
System which Solution Replaced JD Edwards
Describe Nature of Project and Services Provided to This Client:
The City of Kent came to Collaborative Solutions with the challenge of systemic processing errors in Time Entry and Payroll. We helped them move from their previous ERP (JD Edwards) to Workday by deploying HCM Core, Benefits, Talent, Compensation, Time Tracking, Absence, Payroll, Reporting, Integrations, Organizational Change & Training, and completing a Data Conversion. They initially chose Collaborative because of our customer focus and a culture fit with their team. Workday enabled them to standardize processes, policies, and data values across the city. We were on schedule and on budget throughout entire project. Close management of scope, deliverables, and deadlines was critical and this was a true partnership.
Configuration of Solution Implemented (Hardware, Software):
No hardware necessary as Workday is completely SaaS. The city enjoys the full platform offered by workday to include all Human Capital Management, Payroll, and Financials.
• 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.
N/A
* If a vendor includes a sub-contractor in their proposal response, each sub-contractor must complete this form.
City of Santa Maria
Enterprise Resource Planning (ERP) Software
and Implementation Services
November 14, 2022
Collaborative Solutions, LLC. Proprietary & Confidential 173
Section 13 - Addenda
Include all original, signed copies of addenda in this section.
City of Santa Maria, CA
Addendum 1
October 19, 2022
Addendum #1 – Responses to Questions regarding the Request for Proposal for ERP Software and Implementation Services released October 3, 2022.
The following changes/clarifications have been made to the original Request for Proposal.
Additional questions submitted prior to the response deadline will be answered in a separate addendum.
1. Question: We would like to request a 15-day extension of the due date to Tuesday, 11/22. This will provide adequate time to prepare our joint response with Oracle as well as get the hardcopy response to your office (along with the electronic copy).
Answer: The City has extended the proposal submission deadline to 11/14 at 5:00 PM Pacific Time.
2. Question: An early question came up when I noticed the final addendum and responses to vendor questions will be posted on 11-2-22. A hard copy needs to be mailed and delivered by 11-7-22. Not much time to react and ensure a solid response once the vendors have all the possible information. Is there a consideration to extend the due date?
Answer: The City has extended the proposal submission deadline to 11/14 at 5:00 PM Pacific Time.
3. Question: Upon review of your Fiscal Years 2022-24 Budget document, you have allocated a total of $3.2M for the ERP replacement project in fiscal years 2022-23 and 2023-24.
1. Would you mind sharing more details about the funding for the project and the intended use of the funding:
2. Is the $3.2M to be used for both capital expenditure items (eg implementation services) as well as operating expenditure items (eg recurring software subscriptions)?
3. If it does not include operating expenditures, how much funding is there for operating expenditures on a go forward basis?
4. Does the City have any additional funding available but not currently appropriated or designated for use with this project (eg ARPA funding)?
City of Santa Maria, CA
Answer: The budget is for costs associated with implementation, including software or subscription costs during implementation. The City will consider additional funding, if necessary, based on evaluation of proposals received.
4. Question: I would like to submit the clarification question below:
According to the timeline on page 5 of the RFP, responses to the Vendor RFP clarification questions are released only a few days before proposal submissions are due.
Would you consider extending the proposal submission deadline or moving up the questions submission deadline to provide responses sooner? Answer: The City has extended the proposal submission deadline to 11/14 at 5:00 PM Pacific Time.
5. Question:
1. Please confirm # of customers served is approximately 20k.
2. Please confirm the # of utility Service Order (mobile) users is 10. a. Full Users – are Field Technicians, Dispatchers, or anybody else with "write" access. Is this 10?
b. Light Users - are users with “Read Only” access - typically Management to view reports & data. Does the City have any?
3. What organization is used for bill print?
4. How many years of historical utility data is the City looking to convert? Would the City consider that vendors convert 3 years and archive the remaining? Archived data is unlimited and can be accessed (read-only) and reported on.
5. Does the City offer budget or levelized billing?
6. Does the City offer a Special Payment Arrangement?
7. Is an electronic signature okay for the original copy?
8. Please provide a phone number for couriers.