Loading...
HomeMy WebLinkAbout2023-14 RFP Project Director ERP Implementation C240003 Executed CITY OF TIGARD-CONTRACT SUMMARY&ROUTING FORM Contract Overview Contract/Amendment Number: C240003 Contract Start Date: 07/25/2023 Contract End Date: 07/31/2025 Contract Title: Project Director for City of Tigard ERP Implementation Contractor Name: Data Climb Contract Manager: Kathy Nyland Department: IT Contract Costs Original Contract Amount: $500,000.00 Total All Previous Amendments: n/a Total of this Amendment: n/a Total Contract Amount: $500,000.00 Procurement Authority Contract Type: Personal Services Procurement Type: Intermediate RFP <=$150K Solicitation Number: 2023-14 LCRB Date: 07/25/2023 Account String: Fund-Division-Account Work Order—Activity Type Amount FY 24 600-2300-54017 $500,000.00 FY Contracts & Purchasing Approval Purchasing Signature: -I Comments: DocuSign Routing Route for Signature Name Email Address Contractor Clarence J. Clark Clarence.clark@data-climb.com City of Tigard Steve Rymer stever@tigard-or.gov Final Distribution Contractor Clarence J. Clark Clarence.clark@data-climb.com Project Manager Kathy Nyland kathyn@tigard-or.gov Project Manager Eric Kang Eric.kang@tigard-or.gov Buyer Toni Riccardi tonir@tigard-or.gov DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 City ofTigard Request for Proposal (RFP) TIGARD PROJECT DIRECTOR FOR CITY OF TIGARD ERP IMPLEMENTATION RFP 2023-14 Proposals Due: Thursday,June 15, 2023—10:00 a.m. local time Proposer must submit one (1) electronic copy in portable document format (pdf). Submit Proposals To: ContractsPurchasing@tigard-or.gov Direct Questions To: Toni Riccardi Phone: (503) 718-2518 Email: tonir@tigard-or.gov City of Tigard 113125 SW Hall Blvd., Tigard, OR 97223 I (503) 639-4171 I www.tigard-or.gov DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago,IL 60601 Proposal www.data-climb.com (312)763-9608 Attachment A. Proposal Certifications ATTACHMENT A PROPOSAL CERTIFICATIONS The Contractor agrees not to discriminate against any client,employee or applicant for employment or for services,because of race,color,religion,sex,national origin,handicap or age with regard to,but not limited to,the following: employment upgrading, demotion or transfer;recruitment or recruitment advertising layoffs or termination; rates of pay or other forms of compensation; selection for training;rendition of services.It is further understood that any Contractor who is in violation of this clause shall be barred from receiving awards of any contract from the City,unless a satisfactory showing is made that diserin ir,atory practices have terminated and that a recurrence of such acts is unlikely. Agreed by.: Clarence J. Clark Contractor Name: DATA CLL1>R.LLC ***************************************** Resident Certificate Please Check One: ❑ Resident Contractor:Contractor has paid unemployment tames and income taxes in this state d ring the List twelve calendar months immediately preceding the submission of this proposal. Or Nor.-residenr Contractor:Contractor does not qualify under requirement stated above. Pease specify your state of residence: Illinois Officer's signahrre: 1'`- { i- °t' ° se _ .Y j:� ..pe or print officer's name: Clarence J.;Jerk 11 June 15, 2023 I Page 28 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 It! Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Attachment B. Proposal Form ATTACE MEPTI"B PROPOSAL FORM RFP 2.023-14 Project Director for City of Tigard ERP Implementation The Contractor named below submits this proposal in response to the Request for Proposals (R.FP) for the contract named above and warrants that the Contractor has carefully reviewed the RFP and that this proposal represents the Contractor's full response to the requirements described in the RIP_ The Contractor further warrants that if this proposal is accepted,the Contractor agrees to all terms and conditions found in the sample contract(Attachment C),and will provide all necessary labor,materials.. equipment,and other means required to complete the work in accordance with the requirements of the RFP and contract documents_ The Contractor hereby acknowledges the requirement to carry or indicates the ability to obtain the insurance required in the sample contract. Indicate in the affirmative by initialing here: The Contractor certifies that the proposal has been arrived at independently and has been submitted without any collusion designed to limit competition. The Contractor hereby acknowledges receipt of Addendum Nos. 1 , 2 , 3 to this RFP_ Name of Contractor: DATA CLI iiS..LLC B,.cinPcs Address: 205 N.itiichiazx Aye. Suite 310 Chicago.IL 60601 Telephone Number: (404:. -SS-0048 Fax Number (404) 549-2653 Email Address: clarence.clark, .data-cl mb.cona Authorized Signature: (__if-ifJ1e4+t_b,._: Printed/Typed Name: Clarence J.Clark Title: Managing Principal Date: June 15,2&223 12IP:. June 15, 2023 I Page 29 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 14 City ofTigard q FINANCE AND INFORMATION SERVICES Invitation to Bid (ITB) TIGARD ADDENDUM #1 PROJECT DIRECTOR FOR CITY OF TIGARD ERP IMPLEMENTATION ITB 2023-14 Bids Due:June 15, 2023,2:00 PM PST Addendum Issue Date: June 7, 2023 Submit Bids to: contractspurchasing@tigard-or.gov Total Page of this Addendum: 2 This addendum is issued to clarify, add, delete, correct and/or change the bid documents to the extent indicated and is hereby made a part of the above noted ITB documents on which the contract will be based. Any modifications/changes made by this addendum affect only the portions or paragraphs specifically identified herein;all remaining portions of the TI'B to remain in force. It is the responsibility of all bidders to conform to this addendum. Question and Answers: 1. Q: Is the City looking to engage one (1) Project Director or multiple resources? A: The City is looking for a single contracted resource to serve as Project Director. The City will be issuing a separate RFP seeking several contracted resources to serve as Business Process Analysts/Team Leads for several of the City's ERP project teams. That RFP will be posted within the next week. 2. Q: According to the Timeline on Page 4, the Cost Proposal is due on June 22. a. Can the Cost Proposal be included as a section in the written proposal on June 15, 2023?Yes b. Should the cost proposal be submitted as a separate document on June 22,2023? Either 3. Q: Page 7 references the Deliverables and Schedule for the project. However, there does not appear to be an implementation schedule listed in the RFP. a. Has the Tyler Team provided an implementation schedule for the project? If so,is the City able to share a schedule for the project? b. Did Tyler recommend an order of implementation for the various Munis solutions? If so,is the City able to share this information? A: Tyler and the City negotiated to create the schedule. There are 5 primary modules implemented, working toward the following target Go Live dates. ITB 2022-04 OR99W Street Lighting Addendum 1 Page 1 of 1 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 Munis Finance 10/02/2023 Munis Human Capital Management 01/29/2024 Munis Utility Billing 03/11/2024 Enterprise Asset Management TBD—Is coordinated with UB Go Live Enterprise Permitting&Licensing May 2024 There are several additional pieces to be implemented in last half 2024-2025 including Tyler Incode (Court), Socrata, and additional capabilities of the above modules. 4. Q: Page 6 estimates the level of effort for the project at 25-30 hours per week on average over the term of the contract.? a. How was the estimate developed? b.Was the Tyler Team consulted in the development of this estimate?No A: Based on the experience of a nearby City who contracted a project director/manager for their Tyler ERP implementation. ITB 2022-04 OR99W Street Lighting Addendum 1 Page 2 of 1 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 Contract Number C240003 CITY OF TIGARD,OREGON PERSONAL SERVICES CONTRACT PROJECT DIRECTOR FOR CrI Y OF TIGARD ERP IMPLEMENTATION THIS AGREEMENT made and entered into by and between the City of Tigard, a municipal corporation of the State of Oregon,hereinafter called City,and Data Climb,hereinafter called Contractor. RECITALS WHEREAS, the City's 2024 fiscal year budget provides for services related to ERP Implementation Services; and WHEREAS, City has need for the services of a company with ability, knowledge, and experience possessed by Contractor;and WHEREAS, The City issued Request for Proposals No. 2023-14, inviting proposals from Contractors with certain ability,knowledge,and experience;and WHEREAS,Contractor submitted a response to the RFP and the City has determined that Contractor is qualified and capable of performing the services as City does hereinafter require, under those terms and conditions set forth, THEREFORE,the parties agree as follows: 1. EFFECTIVE DATE/CONTRACT TERM The term of this Agreement is effective on July 25,2023,or upon the date this Agreement is fully executed by both parties, whichever is later, and expires on July 31, 2025, unless otherwise terminated or extended. All work under this Agreement must be completed prior to the expiration of this Agreement. 2. SERVICES TO BE PROVIDED The nature, scope, and performance characteristics, and scope of the services and the required time specifications for Contractor's performance under this Agreement are set forth in Exhibit B, incorporated herein by reference. 3. COMPENSATION The City agrees to pay Contractor for satisfactorily completed services in accordance with the rates outlined in Exhibit B. The total amount paid to the Contractor by the City may not exceed Five Hundred Thousand and No/Dollars ($500,000.00) without a written contract amendment signed by authorized representatives of both parties. 4. PAYMENTS Payments made to Contractor will be based upon the following applicable terms: 131Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 A. Contractor will invoice onsite travel expenses separately from performance of services and other expenses. For onsite travel to the City, Contractor will follow the City policy and guidelines for travel and provide the City with an estimate of expenses two (2) weeks prior to the planned onsite travel.The City will review these expenses and provide the Contractor with an approval. B. Payment will be made in installments based on Contractor's invoice and not more frequently than monthly. Unless otherwise agreed, payment will be made only for work actually completed as of the date of invoice. C. Payment by City releases City from any further obligation for payment to Contractor for services performed or expenses incurred as of the date of the invoice. Payment may not be considered acceptance or approval of any work or waiver of any defects therein. D. The City certifies that sufficient funds are available and authorized for this Agreement during the current fiscal year. Funding during future fiscal years is subject to budget approval by Tigard's City Council 5. METHOD &PLACE OF SUBMITTING NOTICE, BILLS AND PAYMENTS All notices, bills and payments will be made in writing and may be given by personal delivery, mail, or by fax. Payments may be made by personal delivery, mail, or electronic transfer. The following addresses will be used to transmit notices,bills,payments,and other information: CITY OF TIGARD DATA CLIMB Attn: Kathy Nyland Attn: Clarence J. Clark Address: 13125 SW Hall Boulevard Address: 205 N. Michigan Ave, Ste 810 Tigard, Oregon 97223 Chicago, IL 60601 Phone: (503) 718-2412 Phone: (312) 763-9608 Email: kathyn(a�tigard-or.gov Email: Clarence.Clark@data-climb.com Notice will be deemed given upon deposit in the United States mail,postage prepaid,or when so faxed,upon successful fax. In all other instances,notices,bills and payments will be deemed given at the time of actual delivery. Changes may be made in the names and addresses of the person to who notices, bills, and payments are to be given by giving written notice pursuant to this paragraph. 6. OWNERSHIP OF WORK PRODUCT The City is the owner of and is entitled to possession of any and all work products of Contractor which result from this Agreement, including any computations, plans, correspondence, or pertinent data and information gathered by or computed by Contractor prior to termination of this Agreement by Contractor or upon completion of the work pursuant to this Agreement.Any intellectual property rights delivered to the City under this Agreement and Contractor's services rendered in the performance of Contractor's obligations under this Agreement,will be provided to the City free and clear of any and all restrictions on or conditions of use,transfer,modification, or assignment. 141Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 7. ASSIGNMENT/DELEGATION Neither party may assign,sublet or transfer any interest in or duty under this Agreement without the written consent of the other and no assignment has any force or effect unless and until the other party has consented. If City agrees to assignment of tasks to a subcontract, Contractor is fully responsible for the acts or omissions of any subcontractors and of all persons employed by them. Neither the approval by City of any subcontractor nor anything contained herein creates any contractual relation between the subcontractor and City. The provisions of this Agreement are binding upon and will inure to the benefit of the parties to the Agreement and their respective successors and assigns. 8. REPRESENTATIONS AND WARRANTIES In addition to other representations and warranties set forth in this Agreement, Contractor represents and warrants to the City that the services will be performed in accordance with the same professional skill,care,diligence,standards,and generally accepted professional practices as other professionals performing the same or similar services in the same or similar localities under similar conditions. Neither acceptance of the work nor payment therefore relieves Contractor from liability under warranties contained in or implied by this Agreement. Contractor is familiar and will comply with all federal, state,and local laws,regulations,executive orders,and ordinances applicable to the performance of the work under this Agreement. 9. ERRORS Contractor will perform such additional work as may be necessary to correct errors in the work required under this Agreement without undue delays and without additional cost. 10. STATUS OF CONTRACTOR AS INDEPENDENT CONTRACTOR Contractor certifies that: A. Contractor acknowledges that for all purposes related to this Agreement,Contractor is an independent contractor as defined by ORS 670.600 and not an employee of City. Contractor is not entitled to benefits of any kind to which an employee of City is entitled and is solely responsible for all payments and taxes required by law. Furthermore, in the event that Contractor is found by a court of law or any administrative agency to be an employee of City for any purpose, City is entitled to offset compensation due, or to demand repayment of any amounts paid to Contractor under the terms of this Agreement, to the full extent of any benefits or other remuneration Contractor receives (from City or third party) as a result of said finding and to the full extent of any payments that City is required to make (to Contractor or to a third party) as a result of said fording. B. Contractor is not an officer,employee,or agent of the City as those terms are used in ORS 30.265. 11. CONFLICT OF INTEREST The undersigned Contractor hereby represents that no employee of the City, or any partnership or corporation in which a City employee has an interest,has or will receive any remuneration of any description from Contractor, either directly or indirectly, in connection with the letting or performance of this Agreement,except as specifically declared in writing. 151Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 If this payment is to be charged against Federal funds, Contractor certifies that he/she is not currently employed by the Federal Government and the amount charged does not exceed their normal charge for the type of service provided. 12. INDEMNIFICATION City has relied upon the professional ability and training of Contractor as a material inducement to enter into this Agreement. Contractor represents that all of its work will be performed in accordance with generally accepted professional practices and standards as well as the requirements of applicable federal, state,and local laws,it being understood that acceptance of a Contractor's work by City will not operate as a waiver or release. Contractor agrees to indemnify and defend the City, its officers, employees, agents, and representatives and hold them harmless from any and all liability,causes of action,claims,losses, damages, judgments, or other costs or expenses, including attorney's fees and witness costs (at both trial and appeal level,whether or not a trial or appeal ever takes place including any hearing before federal or state administrative agencies),that may be asserted by any person or entity which in any way arise from, during, or in connection with the performance of the work described in this contract,except liability arising out of the sole negligence of the City and its employees. Such indemnification will also cover claims brought against the City under state or federal worker's compensation laws. If any aspect of this indemnity is found to be illegal or invalid for any reason whatsoever, such illegality or invalidity does not affect the validity of the remainder of this indemnification. 13. INSURANCE Contractor and its subcontractors must maintain insurance acceptable to City in full force and effect throughout the term of this Agreement. Such insurance must cover risks arising directly or indirectly out of Contractor's activities or work hereunder, including the operations of its subcontractors of any tier. A. Standard Coverage.The policy or policies of insurance maintained by the Contractor must provide at least the limits and coverages in Exhibit A of this Agreement.The procuring of such required insurance will not be construed to limit Contractor's liability hereunder. Notwithstanding said insurance, Contractor is obligated for the total amount of any damage,injury, or loss caused by negligence or neglect connected with this Agreement. B. Workers' Compensation. The Contractor, its subcontractors, if any, and all employers providing work,labor,or materials under this Agreement that are subject employers under the Oregon Workers' Compensation Law must comply with ORS 656.017,which requires them to provide workers' compensation coverage that satisfies Oregon law for all their subject workers. Out-of-state employers must provide Oregon workers' compensation coverage for their workers who work at a single location within Oregon for more than 30 days in a calendar year. Contractors who perform work without the assistance or labor of any employee need not obtain workers' compensation coverage. All non-exempt employers must provide Employer's Liability Insurance with coverage limits of not less than$1,000,000 each accident. C. Additional Insured Provision. All required insurance policies, other than Workers' Compensation and Professional Liability, must name the City its officers, employees, 161Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 agents, and representatives as additional insureds with respect to this Agreement. D. Insurance Carrier Rating. Coverages provided by the Contractor must be underwritten by an insurance company deemed acceptable by the City. All policies of insurance must be written by companies having an A.M. Best rating of"A-VII" or better, or equivalent. The City reserves the right to reject all or any insurance carrier(s)with an unacceptable financial rating. E. Self-Insurance. The City understands that some contractors may self-insure for business risks and the City will consider whether such self-insurance is acceptable if it meets the minimum insurance requirements for the type of coverage required. If Contractor is self- insured for commercial general liability or automobile liability insurance, Contractor must provide evidence of such self-insurance. Contractor must provide a Certificate of Insurance showing evidence of the coverage amounts on a form acceptable to the City. The City reserves the right in its sole discretion to determine whether self-insurance is adequate. F. Primary Coverage Clarification. The parties agree that Contractor's coverage is primary to the extent permitted by law. The parties further agree that other insurance maintained by the City is excess and not contributory insurance with the insurance required in this section. G. Cross-Liability Clause. A cross-liability clause or separation of insureds clause will be included in the general liability policy required by this Agreement. H. Certificates of Insurance. As evidence of the insurance coverage required by the Agreement, Contractor will furnish a Certificate of Insurance to the City. No Agreement is effective until the required Certificates of Insurance have been received and approved by the City.The certificate will specify and document all provisions within this Agreement and include a copy of Additional Insured Endorsement (other than Workers' Compensation and Professional Liability). All certificates, including renewals are forwarded to: contractspurchasing@tigard-or.gov 14.TERMINATION WITHOUT CAUSE At any time and without cause,City has the right in its sole discretion to terminate this Agreement by giving notice to Contractor. If City terminates this Agreement pursuant to this paragraph,City will pay Contractor for services rendered to the date of termination. 15.TERMINATION WITH CAUSE A. City may terminate this Agreement effective upon delivery of written notice to Contractor, or at such later date as may be established by City, under any of the following conditions: 1) If City funding from federal,state,local,or other sources is not obtained and continued at levels sufficient to allow for the purchase of the indicated quantity of services. This Agreement may be modified to accommodate a reduction in funds. 2) If federal or state regulations or guidelines are modified, changed, or interpreted in such a way that the services are no longer allowable or appropriate for purchase under this Agreement. 3) If any license or certificate required by law or regulation to be held by Contractor,its subcontractors, agents, and employees to provide the services required by this 171Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 Agreement is for any reason denied,revoked, or not renewed. 4) If Contractor becomes insolvent,if voluntary or involuntary petition in bankruptcy is filed by or against Contractor,if a receiver or trustee is appointed for Contractor,or if there is an assignment for the benefit of creditors of Contractor. Any such termination of this Agreement under paragraph (A)will be without prejudice to any obligations or liabilities of either party already accrued prior to such termination. B. City by written notice of default (including breach of contract) to Contractor, may terminate the whole or any part of this Agreement: 1) If Contractor fails to provide services called for by this Agreement within the time specified, or 2) If Contractor fails to perform any of the other provisions of this Agreement or fails to pursue the work as to endanger performance of this Agreement in accordance with its terms, and after receipt of written notice from City, fails to correct such failures within ten (10) days or such other period as City may authorize. The rights and remedies of City provided above related to defaults (including breach of contract) by Contractor are not exclusive and are in addition to any other rights and remedies provided by law or under this Agreement. If City terminates this Agreement under paragraph (B), Contractor will be entitled to receive as full payment for all services satisfactorily rendered and expenses incurred, provided, that the City may deduct the amount of damages, if any, sustained by City due to breach of contract by Contractor. Damages for breach of contract include those allowed by Oregon law, reasonable and necessary attorney fees, and other costs of litigation at trial and upon appeal. 16. SURVIVAL The terms, conditions, representations, and warranties contained in this Agreement survive the termination or expiration of this Agreement. 17. STATUTORILY REQUIRED PROVISIONS A. Contractor will pay to the Department of Revenue all sums withheld from employees [Required by ORS 316.167]. B. Contractor will pay all contributions or amounts due the Industrial Accident Fund from the contractor or any subcontractor in the performance of this Agreement. [Required by ORS 279B.220(2)] C. As a condition of this Agreement, Contractor will make payment promptly,as due, to all persons supplying labor or materials for the performance of the work provided for in this Agreement. [Required by ORS 279B.220 (1)] D. In accordance with ORS 279B.235, the following are hereby incorporated in full by this reference: 1) Contractor may not employ an individual for more than 10 hours in any one day, or 40 hours in any one week, except as provided by law. For contracts for personal services, as defined in ORS 279A.055, Contractor must pay employees at least time 181Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 and a half pay for all overtime the employees work in excess of 40 hours in any one week,except for employees who are excluded under ORS 653.010 to 653.261 or under 29 U.S.C. 201 to 209 from receiving overtime. 2) Contractor must give notice in writing to employees who work on a public contract, either at the time of hire or before commencement of work on the contract, or by positing a notice in a location frequented by employees, of the number of hours per day and days per week that the employees may be required to work. 3) Contractor may not prohibit any of Contractor's employees from discussing the employee's rate of wage,salary,benefits or other compensation with another employee or another person and may not retaliate against an employee who discusses the employee's rate of wage,salary,benefits or other compensation with another employee or another person. 4) Contractor must comply with the pay equity provisions in ORS 652.220. Compliance is a material element of this Agreement and failure to comply will be deemed a breach that entitles City to terminate this Agreement for cause. E. Contractor may not permit any lien or claim to be filed or prosecuted against the City on any account of any labor or material furnished. [Required by ORS 279B.220 (3)] F. Contractor represents and warrants that Contractor is, to the best of the undersigned's knowledge, not in violation of any Oregon tax laws including but not limited to ORS 305.620 and ORS Chapters 316, 317,and 318. Contractor's failure to comply with the tax laws of this state or a political subdivision of this state before the Contractor executed this Agreement or during the term of this Agreement is a default for which the City may terminate this Agreement and seek damages and other relief available under the terms of this Agreement or applicable law. [Required by ORS 279B.045] G. Contractor will promptly,as due,make payment to any person,co-partnership,association, or corporation, furnishing medical, surgical, and hospital care or other needed care and attention, incident to sickness or injury, to the employees of Contractor, of all sums that Contractor agrees to pay for the services and all moneys and sums that Contractor collected or deducted from the wages of employees pursuant to any law, contract, or agreement for the purpose of providing or paying for services. [Required by ORS 279B.230 (1)] H. If Contractor fails, neglects, or refuses to make prompt payment of any claim for labor or services furnished to Contractor or a subcontractor by any person as such claim becomes due,Contractor is liable for the amount of the unpaid overtime wages and in an additional amount equal to the unpaid overtime wages as liquidated damages. [Required by ORS 279B.020 (9)] 18. MISCELLANEOUS PROVISIONS A. Choice of Law, Venue. The provisions of this Agreement are governed by Oregon law. Venue will be the State of Oregon Circuit Court in Washington County or the U.S.District Court for Oregon, Portland. B. Attorney's Fees. In the event an action,suit of proceeding,including appeal,is brought for failure to observe any of the terms of this Agreement, each party is responsible for that party's own attorney fees, expenses, costs and disbursements for the action, suit, 191Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 proceeding, or appeal. C. Business License. Contractor must obtain, prior to the execution of any performance under this Agreement, a City of Tigard Business License. The Tigard Business License is based on a calendar year with a December 31' expiration date. New businesses operating in Tigard after June 30h of the current year will pay a pro-rated fee through the end of the calendar year. D. Electronic Signatures. City may use Electronic Signatures as defined in the Electronic Signatures in Global and National Commerce Act. Under ORS 84.014. Contractor's consent is not required for this Agreement to be executed using Electronic Signatures. Even if ORS 84.014 is determined to be inapplicable or invalid, Contractor grants such consent. E. Retirement System. Contractor and its employees, if any, are not active members of the Oregon Public Employees Retirement System and are not employed for a total of 600 hours or more in the calendar year by any public employer participating in the Retirement System. F. Hazardous Materials. Contractor will comply with all federal Occupational Safety and Health Administration (OSHA) requirements and all Oregon safety and health requirements. In accordance with OSHA and Oregon OSHA Hazard Communication Rules, if any goods or services provided under this Agreement may release, or otherwise result in an exposure to, a hazardous chemical under normal conditions of use (for example, employees of a construction contractor working on-site), it is the responsibility of Contractor to provide the City with the following information: all applicable Safety Data Sheets, the identity of the chemical/s, how Contractor will inform employees about any precautions necessary, an explanation of any labeling system, and the safe work practices to prevent exposure. In addition,Contractor must label,tag,or mark such goods. 19.ACCESS TO RECORDS Contractor will maintain a copy of work products related to the performance of services under this Agreement in a location designated by the City on the City Microsoft SharePoint Server and such work product will be the property of the City.The contractor shall maintain all other records relating to this Agreement for three (3) years after final payment unless a longer retention is requested by the City in writing.The City may examine,audit,and copy Contractor's books, documents,papers,and records relating to this Agreement at any time during this period upon reasonable notice. Copies of these records must be made available upon request. Payment for the reasonable cost of requested copies will be made by the City. 20.AUDIT RIGHTS The City may conduct financial and performance audits of the billings and services specified in this Agreement at any time in the course of the Agreement and during the three (3) year period established by Section 22 of this Agreement. Audits will be conducted in accordance with generally accepted auditing standards as promulgated in Government Auditing Standards by the Comptroller General of the United States Government Accountability Office. If an audit discloses that payments to Contractor exceed the amount to which the Contractor was entitled, the Contractor will repay the amount of the excess to the City. 201Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 21. FORCE MAJEURE Neither City nor Contractor will be considered in default because of any delays in completion and responsibilities hereunder due to causes beyond the control and without fault or negligence on the part of the parties so disenabled,including but not restricted to,an act of God or of a public enemy, civil unrest, volcano, earthquake, fire, flood, epidemic, quarantine restriction, area-wide strike, freight embargo, unusually severe weather or delay of subcontractor or supplies due to such cause;provided that the Parties so disenabled will,within ten (10) days from the beginning of such delay,notify the other party in writing of the cause of delay and its probable extent. Such notification will not be the basis for a claim for additional compensation. Each Party will, however,make all reasonable efforts to remove or eliminate such a cause of delay or default and will, upon cessation of the cause, diligently pursue performance of its obligation under the Agreement. 22.NON-WAIVER The failure of City to insist upon or enforce strict performance by Contractor of any of the terms of this Agreement or to exercise any rights hereunder should not be construed as a waiver or relinquishment to any extent of its rights to assert or rely upon such terms or rights on any future occasion. 23. NON-DISCRIMINATION Contractor will comply with all federal, state, and local laws, codes, regulations, and ordinances applicable to the provision of services under this Agreement,including,without limitation: A. Title VI of the Civil Rights Act of 1964; B. Section V of the Rehabilitation Act of 1973; C. The Americans with Disabilities Act of 1990, as amended by the ADA Amendments Act (ADAAA) of 2008 (Pub L No 101- 336); and D. ORS 659A.142,including all amendments of and regulations and administrative rules,and all other applicable requirements of federal and state civil rights and rehabilitation statutes, rules and regulations. 24. MERGER;MODIFICATION This writing is intended both as a final expression of the Agreement between the parties with respect to the included terms and as a complete and exclusive statement of the terms of the Agreement. No modification of this Agreement will be effective unless and until it is made in writing and signed by both parties. 25. COMPLIANCE WITH STATE AND FEDERAL LAWS/RULES Contractor will comply with all applicable federal, state and local laws, rules and regulations applicable to the work in this Agreement. 26. SEVERABILITY In the event any provision or portion of this Agreement is held to be unenforceable or invalid by any court of competent jurisdiction,the validity of the remaining terms and provisions will not be impaired unless the illegal or unenforceable provision affects a significant right or responsibility, 211Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 in which case the adversely affected party may request renegotiation of the Agreement and, if negotiations fail,may terminate the Agreement. 27. CONFLICT BETWEEN TERMS Any exhibits, schedules or other attachments referenced in this Agreement are part of this Agreement.In the event of conflict between a provision in the main body of the Agreement and a provision in the exhibits, schedules or other attachments, the provisions in the main body of the Agreement will control. IN WITNESS WHEREOF, City and Contractor have caused this Agreement to be executed by their duly authorized officials. Approved by Tigard's Local Contract Review Board at their July 25, 2023 meeting. CITY OF TIGARD DATA CLIMB 4W By:_Fftw By..r IU 9;U44 Steve Rymer Clarence 7 . Clark Name: Name: Title: City Manager Title: Managing Principal 8/12/2023 8/11/2023 Date: Date: 221Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 EXHIBIT A PERSONAL SERVICES AGREEMENT STANDARD INSURANCE REQUIREMENTS 1. COMMERCIAL GENERAL LIABILITY INSURANCE. Contractor will obtain, at Contractor's expense, and keep in effect during the term of this Agreement, comprehensive General Liability Insurance covering Bodily Injury and Property Damage on an "occurrence" form (CG 2010 1185 or equivalent. This coverage must include Contractual Liability insurance for the indemnity provided under this Agreement. ❑ Not required. COMMERCIAL GENERAL LIABILITY INSURANCE with limits of not less than:®$1,000,000/$2,000,000 ❑ $2,000,000/$3,000,000 ❑ Other: $ each occurrence/aggregate for Bodily Injury and Property Damage. ❑ ADDITIONAL INSURED ENDORSEMENT not required. 2. COMMERCIAL AUTOMOBILE LIABILITY INSURANCE. Contractor must also obtain, at Contractor's expense,and keep in effect during the term of the Agreement,commercial Automobile Liability coverage including coverage for all owned,hired,and non-owned vehicles on an"occurrence" form. ❑ Not required. Driving is not included in the scope of work for this Agreement and the City will not reimburse for any travel expenses. AUTOMOBILE LIABILITY INSURANCE with a combined single limit,or the equivalent of not less than: n No requirement in excess of that provided for under state law.®$2,000,000 ❑ Other: $ each accident for Bodily Injury and Property Damage. If Contractor uses a personally-owned vehicle for business use under this Agreement, the Contractor will obtain at Contractor's expense, and keep in effect during the term of the Agreement, business automobile liability coverage for all owned vehicles on an "occurrence" form with a combined single limit, or the equivalent of not less than: ❑ No requirement in excess of that provided for under state law.®$2,000,000 n Other: $ each accident for Bodily Injury and Property Damage. n ADDITIONAL INSURED ENDORSEMENT not required. 231Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 3. PROFESSIONAL LIABILITY INSURANCE ® Not required. PROFESSIONAL LIABILITY INSURANCE with a combined single limit, or the equivalent,of not less than: I� $1,000,000/$3,000,000 n $2,000,000/$4,000,000 ❑ Other: $ each occurrence/aggregate to cover damages caused by error, omission or negligent acts related to the professional services to be provided under this Agreement. ® ADDITIONAL INSURED ENDORSEMENT not required. 4. OTHER COVERAGE REQUIRED ❑ EMPLOYEE DISHONESTY AND MONEY AND SECURITIES INSURANCE with a limit of not less than $ to cover Theft, Disappearance and Destruction of cash or negotiable securities in the care, custody or control of the contractor for City or on behalf of City clients. ❑ CYBER LIABILITY INSURANCE with limits of not less than $ to cover first party data breach forensic examination/investigation expenses,liability for claims or losses that result from breach of security or protected data,losses for first party damage to networks or other digital assets,losses for first-party business interruption, costs of regulatory investigations, and regulatory fines and/or penalties including but not limited to PCI-DSS fines,penalties and assessment. ❑ PHYSICAL ABUSE AND MOLESTATION INSURANCE with limits of not less than $ to cover actual or threatened physical abuse, mental injury, sexual molestation, or negligent employment, supervision,investigation,reporting to proper authorities or retention of any person for whom the Contractor is responsible for, including but not limited to Contractor and Contractor's employees and volunteers. Coverage can be provided by a separate policy or as an endorsement to the general or professional liability policies. ❑ OTHER(describe coverage and limits): 241Page DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 iipP ..7. grrq 3 II i ' r t. 411 k. .. 21- -- '. it -. _ _•MMILM1 1 Welcome to _._{ 1..f `..7.1.-....*.:. T I GA R D .,411.5,,...m-.N, A Plc to Call timc 0) DATA CLIMB Project Director for ERP Implementation Proposal Presented to Toni Riccardi Contracts and Purchasing City of Tigard June 15, 2023 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 June 15, 2023 Toni Riccardi Contracts and Purchasing 13125 SW Hall Blvd. Tigard, OR 97223 Re: ITB 2023-14 Project Director for City of Tigard ERP Implementation Ms. Riccardi: It is our pleasure to propose services for your Project Director for City of Tigard ERP Implementation. We have reviewed the documents related to this Request for Proposal (RFP) and believe we have the expertise, resources, and experience needed to meet the qualifications for providing a high-quality solution at a competitive price. Our proposal and pricing are guaranteed for 120 days, and we take no exceptions to the RFP contract terms. We are very excited about this opportunity to partner with the City of Tigard! DATA CLIMB, LLC, is a management and technology consultancy specializing in ERP solutions and we have worked with most of the leading systems vendors. We understand the transformational nature of ERP projects and have the resources and services to comprehensively cover the entire scope of your project, and we have experience with multiple implementations of Tyler Technologies ERP solutions. We will bring a combination of expertise in project management, organizational change management, business process reengineering, and system implementation to help the City implement on-time, on-budget and with high end-user adoption that will drive the return on your investment. You will see from our past experience that we have previously assisted several clients with similar projects, and we have the methodologies and tools needed to successfully complete your project. Our ERP System Implementation Methodology will serve as the framework for providing project management services and working with the Tyler Team to develop a plan and implement the chosen system solution. We hope to have the opportunity to assist you with this important project. Please reach me with any questions or for further information about our submitted proposal using the contact information below. Name: Clarence J. Clark Address: 205 N. Michigan Ave, Suite 810, Chicago, IL 60601 Phone: (404) 788-0048 Email: clarence.clark@data-climb.com Sincerely, Clarence J. Clark Managing Principal June 15, 2023 I Page 2 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N. Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Table of Contents Transmittal Page 2 A. Firm Qualifications and Project Team 4 Our Firm 4 Our Resources 4 Consultant Experience and Availability 5 Work Quality Assurance and Cost Control 5 Firm Management 6 References 6 B. Project Approach and Methodology 7 Overall Project Management Approach 7 Work Tasks, Activities, and Deliverables 9 Timeline 17 Team Members 18 Project Reviews 18 Project Completion 18 Risk and Issue Management and Escalation 21 Change Control 22 C. Project Management 23 Project Manager Experience 23 Firm Principal Involvement 25 Resource Assignment 25 Key Personnel 25 Cost Proposal 27 Attachment A. Proposal Certifications 28 Attachment B. Proposal Form 29 Appendix A. Resume 30 June 15, 2023 I Page 3 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 A. Firm Qualifications and Project Team DATA CLIMB is a technology and management consulting firm specializing in Enterprise Resource Planning Systems implementations. Below are more details on our firm and our qualifications to assist the City of Tigard with this important project. Our Firm DATA CLIMB, LLC, is an information technology and management consultancy that specializing in all the services needed to support Enterprise Resource Planning (ERP) and other enterprise systems implementation projects. We are an S-Corporation that was founded by three principal owners who had more than 80 years of combined technology experience. For two (2) years prior to the firm's founding, our principals developed significant chemistry from working together as consultants on a Tyler Technologies system implementation. After this experience, they decided to form a partnership. So, in 2019, they established DATA CLIMB and decided to make ERP technology services a core part of the service offering. In our relatively short existence, we have assisted clients with multiple implementations or Tyler and other ERP systems. Our firm is headquartered in Chicago, with additional offices in Atlanta and Houston. We will manage the project from our headquarters, which is located at 205 North Michigan Avenue, Suite 810, Chicago, Illinois, 60601. As our name implies, we are a System Integrator with highly qualified, senior resources who have the data and technical skillsets needed to select and implement cloud-based and on-premises ERP solutions. What differentiates us from other firms is that we actually have the functional and technical skillsets and services to effectively cover all phases of any ERP program, from needs assessment to vendor selection, to implementation and deployment. We also have services to assist with every portion of the work effort, including the following: ■ Program management • Stakeholder engagement ■ Requirements analysis ■ Application configuration ■ Business process reengineering ■ Data conversion, migration, and cleansing ■ Organizational change readiness ■ Quality assurance testing ■ Learning and enablement ■ Systems integration ■ Communications ■ Solution architecture and infrastructure ■ Leadership alignment ■ Cloud migration Our specific focus on ERP implementations in the public sector makes us well qualified to assist the City. In fact, 70% of our engagements to date have been in the public sector, and 90% of them were ERP implementations. Cloud migrations were a part of 100% of our ERP projects, and we provided project management for 90% of them. Our experience provides us with a great breadth of experience in meeting project challenges and delivering on-time solutions that are a good fit. We believe that our proposal demonstrates these differentiating factors through our staff, past experience, approach, methodologies and best practices. Our Resources We proposed to meet the City's Project Director needs by deploying Clarence Clark, one of our Senior June 15, 2023 I Page 4 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Program Managers, who will dedicate at least 25-30 hours per week for the duration of the implementation project. We realize that Project Director time requirements are dependent on project needs at that time and may vary each week. Therefore, Clarence will be prepared to dedicate additional time to ensure the success of the project, if required. Clarence has other on-going project responsibilities for a client that include overseeing a project team. These responsibilities typically require 4-8 hours per month and will not impact his availability for the City's project. Consultant Experience and Availability We propose our Senior Program Manager, Clarence Clark, to manage this project for the City. Clarence is also a Managing Principal for DATA CLIMB with more than 30 years of experience implementing enterprise-wide technology business transformation programs in both the public and private sectors, and he has managed programs with most of the leading ERP vendors. This experience includes managing multiple implementations of Munis ERP and other Tyler Technologies software solutions, which means he is well versed in the Munis implementation methodology, as well as the Tyler organizational structure. This is important because the success of the City's project will be highly dependent on two important factors: (1) the Project Director's understanding of the RACI model of who does what and when between the Tyler and the client teams during the implementation, and (2) the ability to work with the assigned Munis Project Managers and Implementation Consultants to navigate the highly siloed Tyler organizational structure. It will be necessary for the City Project Director to work multiple Tyler resources from different organizations, depending on the software products and activities being performed (e.g., cloud-based hardware deployment, implementation, support, etc.). Clarence has significant experience working with all the Tyler organizations and has developed strong relationships that have helped our Tyler projects be highly successful. Clarence also has additional impressive qualifications with Organizational Change Readiness. He has been formally trained in Prosci ADKAR and Lean Six Sigma methods and has successfully used them to assist clients with more than 25 ERP implementations. He will be able to develop plans and lead the City through important change efforts, such as Leadership Alignment, Stakeholder Engagement, Change Champion Networking, Change Impact Assessment, Department Preparedness, and Business Process Reengineering. Clarence is immediately available to assist the City with this project and he has the bandwidth to work the estimated 25-30 hours or more per week with no time constraints. More details about his experience may be found in his attached resume in Appendix A. Resumes. Work Quality Assurance and Cost Control Our project governance model includes deploying several quality assurance and cost control procedures to manage the project. Below are some of the key procedures our Project Director will implement. 1. Weekly Project Status Reporting— Conduct weekly meetings with the Core Project Team of City Stakeholders and the Tyler Project Managers to review project progress, risks, and issues. 2. Key Performance Indicators (KPIs)—Work with the City to develop KPIs that reflect the City's goals and objectives. Our Project Director will ensure the KPIs are quantifiable and measurable June 15, 2023 I Page 5 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 metrics around scope, deliverables, and timeline against which ERP vendor performance will be evaluated. 3. Project Milestone Reviews— Conduct project reviews at each major project milestone of the Tyler Munis ERP Implementation Methodology wherein we evaluate deliverable and work product quality and the City's overall satisfaction with performance. 4. Change Control — Define and deploy for the process for raising, evaluating, and approving Change Requests that potentially impact scope, timeline, resources, and budget. 5. Budget Development— Use the Tyler Investment Summary to help the City develop a comprehensive project budget of all project costs and expenses. 6. Monthly Budget reviews—Work with the City to schedule a monthly meeting to review the established project budget, and particularly, any material variances that need to be addressed. Firm Management Many consulting firms have pools of resources that have varying availability and responsibility to client projects. This can result in multiple resources having responsibility for a task overtime which can lead to inconsistencies and the loss of knowledge in the transition. We operate very differently and have a client project focus wherein most of our consulting resources are dedicated to a specific client project. This allows our team to develop a strong understanding of the client and demonstrate our capabilities. Our Executive Leadership Team is comprised of three (3) very capable principals who have over 80 years of combined experience with ERP technology implementations. This includes expertise and leadership roles in all the critical disciplines, such as Program Management, Organizational Change Readiness, Business Process Reengineering, ERP Vendor Management, Data Migration, Transformation and Cleansing, Solution Architecture, Security and Cloud Migration. We have access to their collective capabilities on every client engagement and they are able to serve as advisors in their respective areas of expertise, when needed. Our consulting staff also has very strong capabilities. We are proud that 73% of our consultants have project management certifications and an average of more than 17 years of experience leading projects. More than 95% of our consultants have experience working with clients in the public sector and 91% have assisted clients with ERP Implementations. Each of our client projects in both practices are overseen by an Engagement Manager who has responsibility for managing client relationship and contractual matters. Our Project teams are led by our Project Managers and typically vary in size from four (4) to seven (7) Consultants, depending on the services being delivered. This demonstrates our commitment and capabilities to the type of skillsets and experience needed to assist the City with this project. References Please see the references below for our work on similar ERP projects. Client Contact Information Village of Orland Park, Illinois Kevin Wachtel, Director of Finance 14700 Ravinia, Orland Park, IL 60462 kwachtel@orlandpark.org, (708) 403-6199 State of Illinois Michael Bailey, Director (Former) (Subcontractor to GNC Consulting) Michael.bailey(a�gnc-consultinq.com, (312) 560-4798 June 15, 2023 I Page 6 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Client Contact Information 201 W. Adams St, Springfield, IL 62701 Cook County Government, Illinois Steve Edmondson, CIO (Retired) 118 N. Clark St., Unit 112, Chicago, IL 60602 Stevee6278@aol.com, (973) 610-3732 B. Project Approach and Methodology Our Proposal Response Team has reviewed the RFP and developed a good understanding of the City's requirements. We propose to use the DATA CLIMB Program Management and Organizational Change Readiness Methodologies as the framework for our approach to this project. A key component of this framework will include the development and deployment of a Project Management Office (PMO) to lead all critical areas of the project. The PMO will provide the needed organizational structure and roles and responsibilities for City, Tyler, and DATA CLIMB team members. The DATA CLIMB PM Methodology also includes a Governance Model to facilitate clear and transparent decision-making, and to provide the standards, processes, and tools for effective management of the project, scope, schedule, risks, and budget. The Project Director will also use the DATA CLIMB Organizational Change Readiness Methodology to provide effective strategies that will help prepare the City's departments for the changes to come. It will bring methods for addressing all the change disciplines, including Leadership Alignment, Stakeholder Management, Change Impact Assessment, Organizational Transformation, Learning and Enablement, and Communications and Engagement. Our methods align well with the Tyler Munis Implementation Methodology, and they will be tailored to specific City needs. Our proposed Director is very familiar with these methods from assisting clients with multiple similar Tyler implementations. More details on these methodologies may be found in the following sections. Overall Project Management Approach One of our first activities will be the development of the PMO. It will be led by the DATA CLIMB Project Director and include project managers from the City and Tyler teams. The objectives of this project body are to manage the key project areas that drive the success of your project. The PMO will establish the framework and governance, which will guide project tasks, activities, deliverables, standards, and procedures. It will be led by the DATA CLIMB Project Director and include the City Executive Project Sponsor and the Tyler Project Managers. The PMO will develop the Project Plan and Schedule, organize the project team and all functional and technical workstreams, and hold responsibility for management of the Tyler Teams that are involved with the project; Implementation, Data Conversion, Deployment, Support, TSM, etc. The PMO will also coordinate with Stakeholders to manage the City business and technical Subject Matter Experts (SMEs) who will be needed throughout the project. Our PMO will effectively plan and schedule activities in a manner that provides City Staff with sufficient advanced notice to be able to plan their involvement June 15, 2023 I Page 7 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 on the project. The graphic and information (below) is a summary of the key activities our PMO will manage for the City. • Proactively identify and • Review Current State monitor risks Risk Monitoring Implementation functional and technical • Triage and root cause and Mitigation Value Assurance requirements problems O • Identify Future State • Develop effective mitigations 0 • Reengineer business • Escalate risks early PMO • rocesses Reso • Resolve issues quickly � • Validate solution design • Escalate risks early • Program planning and execution ,, • • Manage UAT and EUT • Avoid"scope creep" • Schedule management • Facilitate deployment ■ Weekly progress tracking and reporting • Engage and align • Resource and budget '• Organize and lead PMO Stakeholders management • Develop project plan • Assist with departmental • RAID Log management • Establish project Change Readiness governance model • Conduct Change Impact 0 ~ 2 • Manage scope, Assessment Program schedule,resources, • Develop training needs Organizational Management and risks,and budget • Conduct program Change Readiness Governance • Coordinate with Tyler communications Team 1. Implementation Value Assurance Our PMO will provide oversight of the project implementation tasks, activities, and deliverables and help assure that the City is able to realize the expected value out of its investment in the ERP solution. Our PM will work with the Tyler Team to review and analyze the City's Current State functional and technical requirements then manage the development of the Future State of systems and business processes. The PM will then manage the reengineering of business processes and validate the solution design to ensure it meets all City requirements. The DATA CLIMB Project Director will work with the Tyler Team to conduct quality assurance testing of the Munis system. However, in the Tyler Munis Implementation Methodology, the client is typically responsible for User Acceptance Testing (UAT). Therefore, our PM will develop the strategy and plan and coordinate City resources to execute this phase of quality assurance testing. Our PM will also work with the Tyler Team to develop the strategy and plan for End User Training. He will coordinate the development of training materials. This can typically be done by leverage the procedure manuals available on the Tyler intranet site that is available to clients. These documents will serve as the training content templates. The PM will manage the revisions to these documents to include City-specific system configuration, screenshots, and procedures. Our PM will coordinate the training sessions with end-users. If the City has contracted with Tyler to assist with training, our PM will coordinate with the Tyler PM and Implementation Consultants (ICs) to deliver the training to City end- users. Otherwise, the PM will work with the City to identify Trainers for this purpose. Finally, the DATA CLIMB Project Director will work with the Tyler Team and City IT Department to coordinate the Go-live Cutover and deployment of the system in the City's production environment. This includes assisting with the development of a Cutover Plan and reviewing organizational change readiness. Our PM will also provide oversight of the HyperCare Support phase after Go-live to ensure June 15, 2023 I Page 8 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 that all production issues are raised for quick resolution with the Tyler Implementation and Support Teams. 2. Program Management and Governance The DATA CLIMB Project Director will establish and lead the PMO. This project body will also include the Tyler PMs and directly engage the Executive Project Sponsor and Key Stakeholders. The PMO will have responsibility for developing the project plan and managing all areas of project execution. Our PM will organize the project into logical "chunks" or workstreams, and work with the Tyler and City Teams to establish and manage the Project Scope, Schedule, Resources, and Budget. Our PMO will also be responsible for establishing a strong governance model that provides the project standards, tools, processes, policies, and procedures for managing the project. for effective and timely decision-making. The project governance will also determine the meeting cadences, and the Risk and Issue Management, and Change Control Procedures. 3. Organizational Change Readiness The DATA CLIMB Project Director will work with the City to develop an Organizational Change Readiness Strategy and Plan that provide guidance for aligning City Leadership with the vision and goals of the project and educates them on the importance of change readiness. The Plan will provide activities for engaging Key City Stakeholders whose departments are impacted by the Munis implementation. It will determine methods for ensuring departmental readiness through a Change Impact Assessment. The PMO Change Readiness effort will also develop the strategy and plan for training end-users, and for conducting project communications. 4. Risk Monitoring and Mitigation Our Director will deploy methods for proactively identifying and monitoring risks, so they can be effectively triaged to determine the root cause. Risks will be captured in weekly status and workstream meetings, Tyler sessions, Steering Committee meetings, and other interactions between the City and Tyler Teams. The Director will analyze all risks with the City and develop a mitigation plan that will be entered in the Project RAID Log for future tracking and reporting. The Director will review risks weekly and escalate early, when needed, according to the established project governance model. He will also monitor and mitigate the possibility of"scope creep" by using the Change Control procedures to review Change Requests and analyze their impacts to the project scope, timeline, resources, and budget. More details about how we our project management methods may be found in the Project Execution section of this proposal document. Work Tasks, Activities, and Deliverables We have found it a best practice to follow the ERP vendor's methodology for implementing the solution. Therefore, we will follow the Tyler methodology. We have organized our proposed work tasks, activities, and deliverables around our recent Munis implementations and described our approach to completing these tasks during each phase of the project. June 15, 2023 I Page 9 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Planning and Startup • Develop Project Organization — Design and develop the structure of the City and vendor project teams, assign roles and the RACI model of responsibilities. • Kickoff the Project— Start up the project and perform initial planning with the City and Tyler PM. • Establish the Project Management Office— Design and develop the project body that is responsible for managing the project, plan, resources, timeline, critical path, milestones, and budget. • Deploy the Project Governance Model — Develop and deploy the policies, processes, tools for managing the project scope, resources, timeline, critical path, and budget, and for effective decision-making. • Create the Project Charter— Develop the Project Charter document that will govern scope, resources, and other key components of the project. • Finalize Project Timeline — Review and confirm the project timeline with the City and Tyler Teams. • Develop the Requirements Traceability Matrix (RTM)— Create the numbered and prioritized matrix of City functional and technical requirements. • Determine Weekly Status Reporting Cadence and Tools— Identify the cadence and tools that will be used to perform weekly project status reporting. • Establish the RAID Log — Determine the tools, site location, and maintenance processes for the log the PMO will use to monitor, track, and report on project Risks, Action Items, Issues, and Decisions. • Perform Stakeholder Identification — Identify all Stakeholders from City Leadership and department directors and manager impacted by the ERP implementation. • Develop the Project Plan and Work Breakdown Structure (WBS)— Use the confirmed Tyler timeline to develop an integrated project plan of Tyler and City activities. • Develop the RACI Model of project roles and responsibilities for City, Tyler, and DATA CLIMB team members. • Develop Project Budget— Utilize the Tyler Investment Summary to develop a comprehensive project budget of all software and hardware costs, professional fees, and expenses. • Develop Key Performance Indicators (KPIs)—Work with the City to develop KPIs that reflect the City's goals and expectations for the project that can be used to evaluate vendor performance. • Project manage the Data Profiling for Conversion —Work with the Data Conversion Lead to identify data sources and perform a high-level analysis on requirements prior to conversion. • Project manage the Documentation of a High-level Integration Catalog —Work with the City Technical Lead(s) to develop a catalog of legacy source systems that will be integrated with the Munis system. • Develop the Organizational Change Readiness (OR) Approach and Plan —Work with the City to develop the OR approach and plan, including Leadership Alignment, Stakeholder Engagement, Change Impact Analysis, Develop Approach to Training (e.g., in-person instructor-led, remote, and web-based, etc.) and types and modes of project communications (e.g., email, newsletter, website, etc.), and Communications June 15, 2023 I Page 10 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 ■ Conduct Milestone Phase Review—Assessment of project progress, deliverable completion and quality, and vendor performance against the established KPIs. Nbr Deliverables Description 1. Project Structure of the project roles and hierarchy Organizational Chart 2. Kickoff Meeting Initial meeting to introduce the project, its vision, purpose, goals, and objectives to the Project Team and Stakeholders 3. Project Management Project body that has responsibility for defining and maintaining project Office structure, standards, managing the project workstreams and resources, and ensuring it is delivered on time and within the budget 4. Governance Model Framework that provides the policies, procedures, processes, and tools that govern the management of the project and decision-making 5. Project Charter Overview of the project include the scope, schedule, budget, risks, and key stakeholders 6. Key Performance Metrics that measure project progress and vendor performance Indicators 7. Project Timeline Chronological order of project activities and deliverables 8. Requirements Matrix of City requirements that is numbered and prioritized, used for Traceability Matrix tracing fulfillment across the system design, configuration, and testing (RTM) 9. Weekly Status Establishment of the format and cadence for weekly status reporting on Reporting project progress 10. RAID Log Development of the project log for Risks, Action Items, Issues, and Decisions 11. Stakeholder List Listing of Project Stakeholders from leadership and each of the impacted departments 12. Project Plan and Blueprint of project schedule, scope, due dates, and deliverables for all Work Breakdown phases, including the WBS in Microsoft Project Plan, or similar tool Structure (WBS) 13. RACI Model Identification of project roles and responsibilities, including who is Responsible, Accountable, Consulted, and Informed on project activities and tasks June 15, 2023 I Page 11 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Nbr Deliverables Description 14. Budget The costs of software, hardware, professional fees, and expenses to implement the Munis system 15. Data Profile Preliminary high-level assessment of data migration requirements that identifies legacy source systems, ETL strategies and tools, and potential concerns 16. Integration Catalog Listing of all required legacy system integrations with the Munis ERP systems 17. Organizational Develop the OR Approach and Plan and types and modes of project Readiness (OR) communications Approach and Plan 18. Training Approach Develop the High-level Strategy for conducting training of UAT Testers and Plan and end-users, and communicating with the project team (e.g., in-person instructor-led, remote, and web-based, etc.) 19. Communications Determine the communications medium (e.g., email, newsletter, website, Approach and Plan etc.) 20. Weekly Status Continued monitoring, tracking, and status reporting of project progress Reporting 21. RAID Log Continued identification, tracking, management, mitigation, and closure of Management RAID items 22. Milestone Phase Conduct review of project progress and Tyler Team performance against Review the established KPIs Definition • Review - Participate in the Tyler review and analysis of the Current State and Future State ■ Validate Solution Design — Review requirements and validate the system design against the Requirements Traceability Matrix and identify business processes, current system support, and software usage targeted for improvement. ■ Finalize Project and Resource Plans— Make any necessary adjustments to the project plan, schedule, and resources, based on assessment and prioritization of requirements. • Project manage the Development of the Data Conversion Strategy—Work with the City and Tyler to determine tools and methods for data extraction, transformation, and load, and the plan for using the Tyler Data Conversion Templates versus Import Tools, etc. • Project manage the Development of the Integration Approach —Work with the Tyler and City Technical Teams to develop the detailed system integration requirements. June 15, 2023 I Page 12 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 ■ Project manage the Documentation of Modifications Requirements—Work with the Tyler and City teams to identify and document the need for any modifications to the Tyler Munis systems. • Conduct Milestone Phase Review—Assessment of project progress, deliverable completion and quality, and vendor performance against the established KPIs. Nbr Deliverables Description 1. Review of Tyler Perform a review of the Tyler Current state/Future State documents Current State/Future State Analysis 2. Solution Design Manage the recommended Tyler system design against the established Validation City requirements and identify gaps 3. Final Project Plan Refined and final project plan that includes any changes identified during the Definition Phase 4. Resource Plan Refined and final resource plan that includes any changes identified during the Definition Phase 5. Data Conversion High-level plan for converting legacy data into the Munis systems, Strategy including the process, tools, resources, and timing of migration activities 6. Systems Integration High-level plan for integrating legacy applications with the Munis Approach systems, including the preferred process, tools, resources, and timing of interface activities 7. Systems Modifications Analysis of the need for modifications to existing Munis functionality for Requirements each system 8. Weekly Status Continued monitoring, tracking, and status reporting of project progress Reporting 9. RAID Log Continued identification, tracking, management, mitigation, and closure Management of RAID items 10. Milestone Phase Conduct review of project progress and Tyler Team performance against Review the established KPIs Configuration ■ Final System Configuration — Manage the development of the final solution configuration, including analysis of any gaps in system functionality usage, support, and how they will be closed. Ensure that the RTM and the Tyler Current State/Future State documents are updated with City requirements. ■ Oversee Business Process Refinement — Manage the finalization of reengineered business June 15, 2023 I Page 13 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 processes, policies, and procedures; automate manual processes, eliminate duplicate processes, and close gaps with disconnected processes. ■ Develop Training and Communications Plans— Draft plans for training end-users and communicating project information and updates. ■ Manage Data Conversion Activities - Manage progress on data conversion needed for the Solution Confirmation and Testing efforts. ■ Manage the Deployment Plan Draft—Work with Tyler to monitor and manage progress on the draft of the Deployment Plan to cut-over into the production environment. ■ Manage the Deployment of Training Enterprise Architecture — Monitor progress and manage the process of standing up the Training environments. ■ Conduct Milestone Phase Review—Assessment of project progress, deliverable completion and quality, and vendor performance against the established KPIs. Nbr Deliverables Description 1. Final Solution Final solution design and identification and analysis of any gaps Confirmation and Gap between the City's requirements and the Munis systems capabilities Analysis 2. Training Strategy and Approach and plan for training UAT Testers and End-users, including Plan the audiences, materials, trainers, and scheduling logistics 3. Business Process Assist the City with identifying final changes to business processes, Refinement policies, and procedures 4. Communications Approach and plan for communicating with project team members and Strategy and Plan Stakeholders 5. Weekly Status Continued monitoring, tracking, and status reporting of project progress Reporting 6. RAID Log Management Continued identification, tracking, management, mitigation, and closure of RAID items 7. Milestone Phase Conduct review of project progress and Tyler Team performance Review against the established KPIs Validation ■ Iterative Validation of Solution Configuration — Organize and manage the validation of the solution configuration and methods for gap closure with City Stakeholders and key departmental users. ■ Complete Solution Development—Work with the Tyler and City Teams to make final system changes June 15, 2023 I Page 14 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 ■ Process and Projects - Identify and document opportunities for ongoing ■ Return on Investment, including RACI model of support staff and department staff responsibilities and their timing ■ Prepare for Deployment—Assist with departmental readiness for system deployment and Go-live. ■ Finalize Business Processes, Policies and Procedures — Use feedback from solution validation to finalize changes to business processes, policies, and procedures for implementation. ■ Train end-users - Perform User Acceptance Testing (UAT) with Key City Stakeholders and End-user Training with each department on system use and redesigned business processes. ■ Finalize Deployment Plan — Manage the completion of the Deployment in preparation for production cutover, including data, environment, and operational changes. ■ Complete Data Conversion and Perform Mock Migrations — Manage the conversion of all remaining data and performance of mock migrations in preparation for Go-live. ■ Finalize Go-live Deployment Plan — Complete the development of the Go-live Plan. ■ Deploy Production Enterprise Architecture—Stand up the production environment for Go-live. ■ Conduct Milestone Phase Review—Assessment of project progress, deliverable completion and quality, and vendor performance against the established KPIs. Nbr Deliverables Description 1. Deployment Work with the Change Readiness Lead to ensure departmental change Preparedness readiness for Go-live 2. Final Business Manage the finalization of business processes for Go-live Processes 3. Process and Projects Document process and project opportunities for ongoing ROI 4. User Acceptance Final approach and plan for the organization, schedule, resources, and Testing (UAT) Strategy timeline for the execution of UAT and Plan 5. End-user Training Final approach ad plan for the organization, schedule, resources, and (EUT) Strategy and timeline for the execution of EUT Plan 6. Cutover Deployment Manage the development of the plan for deploying the system in the Plan production environment and Go-live 7. Enterprise Architecture Work with the Tyler Team to ensure readiness of the production system Deployment environment for Go-live 8. Mock Data Assist with the execution of mock data conversions in preparation for a June 15, 2023 I Page 15 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Nbr Deliverables Description Conversions final Go-live cutover 9. Weekly Status Continued monitoring, tracking, and status reporting of project progress Reporting 10. RAID Log Management Continued identification, tracking, management, mitigation, and closure of RAID items 11. Milestone Phase Conduct review of project progress and Tyler Team performance Review against the established KPIs Deployment ■ Production Cutover and Go-live — Deploy solution in the production and conduct Go-live. ■ Document outstanding issues— List of outstanding issues and software defects for transition to EBS Vendor support organization. ■ Conduct HyperCare Support— Put plans in place for system maintenance. ■ Evaluate End-user Adoption — Work with the City departments to understand how well user have adopted the new system, business processes and procedures; identify areas for improvement and implement recommended changes. ■ Conduct Milestone Phase Review—Assessment of project progress, deliverable completion and quality, and vendor performance against the established KPIs. Nbr Deliverables Description 1. Production Go-live Work with Tyler to deploy the Munis system and related business processes, policies, and procedures 2. Post Go-live Issue Log Listing and tracking of all issues that arise after the Go-live 3. HyperCare Support Management of the project after the cutover into the production environment; typically for 2-4 weeks 4. End-user Adoption Assessment of the adoption of the new system and processes by City Evaluation end-users 5. Weekly Status Continued monitoring, tracking, and status reporting of project progress Reporting 6. RAID Log Continued identification, tracking, management, mitigation, and closure Management of RAID items June 15, 2023 I Page 16 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Nbr Deliverables Description 7. Milestone Phase Conduct review of project progress and Tyler Team performance against Review the established KPIs HyperCare and Closure • Perform HyperCare Project Management— Manage the project after production Go-live. • Document outstanding issues— List outstanding issues and defects for transition to Tyler Support. • Conduct Final Milestone Phase Review—Assessment of project progress, deliverable completion and quality, and vendor performance against the established KPIs. • Closeout Project— Ensure City acceptance of project and that all project deliverables and artifacts are updated and stored in the proper location. Nbr Deliverables Description 1. Go-live Cutover Project manage the execution of the Cutover Deployment into the production environment and Go-live with end-users 2. HyperCare Project Continue project management activities after the Go-live Management 3. Production Issues List Document issues that arise post Go-live in the RAID Log and monitor and track them to resolution 4. Final Milestone Phase Conduct final review of project progress and Tyler Team performance Review against the established KPIs 5. Project Closeout Confirm project acceptance by the City Executive Sponsor and archive project deliverables and artifacts Timeline Finance HCM Week Nbr 1 2 3 4 5 6 7 8 9 70 11 12 13 14 15 76 Week Nbr 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 Planning Planning Staffing Staffing Software Software Process/Projects Process/Projects UB EAM EPL Week Nbr 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 Planning Staffing Software Process/Projects June 15, 2023 I Page 17 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 The City has worked with Tyler to develop a timeline to complete the implementation. We have aligned the estimated delivery of our proposed work products with this timeline. Illustrated above is our estimated timeframe for completion of work tasks in conjunction with this timeline. We will work with the City and Tyler Teams to gain a better understanding this timeline and make revisions, as needed, to the timing of our delivery as a part of our initial Planning Phase. Team Members We propose Clarence J. Clark to assist the City as the Project Director for this implementation. He will provide project management for each task described in the City RFP. Project Reviews The DATA CLIMB Methodology provides for several points of input and review with the City. Our Project Director will conduct the following reviews to ensure satisfaction with the project and make sure that it is delivered on time and on budget with the highest possible quality. Milestone Reviews We will conduct purposeful Project Milestone Reviews towards the end of each Implementation Phase wherein we will solicit input from the City Stakeholders on project progress and Tyler performance. This input will include feedback on the quality and timeliness of project deliverables against the Tyler Service Level Agreement (SLA). Project progress will be measured against the established KPIs using a Red Amber Green (RAG) methodology. We will identify any issues and work with the Tyler Project Managers to develop a Get to Green Plan that will remediate the issues. The timing of the Milestone Reviews may be viewed in Section B. Approach and Methodology, under the Timeline subsection. Monthly Budget Reviews Our Project Manager will also conduct monthly reviews of the project budget. This includes software and hardware costs, professional fees, and project expenses. We will identify any variances and help the City determine actions needed to get the project costs back on track. Steering Committee Reviews Our PM will help the City form or re-engage an existing Steering Committee as a part of the project governance. This is a decision-making body that provide guidance and serves as an escalation point for issues that cannot be resolved at the project level. It typically consists of the Executive Project Sponsor and members of Senior Leadership who have decision-making authority. We will also help the City determine the meeting cadence for this body; usually monthly or quarterly. Project Completion Completing this project on time, within its scope and budget, with high end-user adoption, and to the City's satisfaction is our primary objective. We will accomplish this goal by deploying our Project Management Methodology framework previously identified in this section. These methods were developed specifically for modern day implementations of Tyler and other ERP vendor software systems, and they have been refined over the course of several client projects. All of our past Tyler implementations used our methods and were successfully completed. We have developed significant June 15, 2023 I Page 18 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 expertise from these client experiences, and we have tailored our methods to the requirements listed in the City RFP. We understand that this project is a restart of the implementation effort for the City. Therefore, we will work to leverage past work as much as possible and tailor our methods to meet the City's needs. This includes modifying or removing existing methods and adding tasks and activities, if needed. The following describes how we plan to complete the project, including our project management, risk management, change control and organizational change readiness methods. Project Management Execution A comprehensive Project Management Framework is important to the success of every ERP system project. It provides the day-to-day guidance needed to manage project activities and resources. Our Project Director will execute the following activities to complete the project. • Schedule— Project plan and schedule management. • Scope— Development and management of scope based on the agreed upon project charter. • Resources— Planning, identifying, tracking, and management of City and Tyler resources. • Cost Management— Establishment of a project budget and tracking and reporting on variances between actual and budgeted project costs. • Roles and Responsibilities— Development of Tyler and City project roles and responsibilities. • Status Tracking and Reporting —Weekly monitoring and tracking of project progress and reporting of project status on a weekly, monthly, quarterly, and ad hoc cadence, as required. • Project Communications— Development of a Communications Plan for managing project messaging and engagement with all Stakeholder groups. • Project Governance Model — Establish a governance model that provides direction and defines the decision-making procedures and metrics for validating that the project stays on track. This model will help the DATA CLIMB Project Director organize the project, establish meeting cadences and methods and procedures for risk and issue management and change control. The model will also enable the project team to manage deliverables to the established City requirements and create a forum for issue resolution to occur in a timely manner. Our Project Governance will facilitate the Project Management Framework. It will be comprised of the elements below. • Meeting Cadences —Timing, attendees, and logistics for project meetings: workstream, project status, risk and issue, Quarterly Steering Committee, etc. • Risk and Issue Management— Identification, documentation, tracking, reporting, and management of project risks and issues in the RAID Log. • Action Items—Tracking and reporting of project actions, priorities, follow up dates and responsible resources in the RAID Log. • Decision Management—Organization, presentation, and escalation, where needed, of project decisions to the City Sponsor and Stakeholders for resolution, and documentation of all key decisions in the RAID log. • RAID Log —The database log of all Risks, Actions, Issues and Decisions (RAID), organized by workstream, priority, date, responsible persons, etc., that is tracked and reported on a weekly basis. June 15, 2023 I Page 19 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 • Key Performance Indicators (KPI)— Identification, documentation and progress tracking against established project goals, objectives, and standards. • Milestone Tracking and Management— Establishment, tracking, and management of project milestones and deliverables. Reviews of project progress against KPIs conducted with the Tyler and City Stakeholders near the conclusion of each project milestone in all the key areas of importance (e.g., solution configuration, data conversion, change readiness, budget, etc.). Documented results and any recommendations for improved performance. • Knowledge Management— Establishment of an information sharing platform (e.g., Microsoft SharePoint, Teams, or similar) to serve as repository of project artifacts, reference documents, and deliverables, and as a tool for keeping Stakeholders informed and engaged. • Quality Assurance— Review of vendor deliverables for quality, timeliness and completeness that aligns with project milestones. • Executive Steering Committee— Organization of project executives to review project progress and provide an independent and unbiased view of project progress, then offer input and guidance to the team; comprised of the Executive Project Sponsor, the DATA CLIMB Project Director, and Key City Stakeholders; serves as an escalation for critical decisions that are not made through the project workstreams. • Design Advisory Board — Board to review and prioritize requested solution design, business process, and policy/procedural changes; includes the Executive Project Sponsor, Key City Decision-makers from the agencies and the DATA CLIMB Project Director. • Deliverable Service Level Agreements (SLA)— Management of adherence to SLAs that govern the processes, procedures and timelines for deliverable submission, review, and acceptance between the City and all project vendors. • Project Management Tools— Determination of the software solutions that will be used to manage the project (e.g., Microsoft Office 365, Project, SharePoint, Visio, etc.). • Project Artifacts Content Management— Maintenance of City sites for storage and retrieval of project artifacts for reference and training. Organizational Change Readiness Our Project Director will partner with City to design and deploy a comprehensive Change Readiness Program that will assess impacts of the planned solutions, help set and manage expectations, and assist with preparing the impacted departments and end-user. This program will educate City Stakeholders on their role in preparing for change and provide the tools they need to advocate and support the change readiness effort. A Change Network of City Change Agents will be created to help inform end-users and manage expectations around the project. Our approach will be guided by industry-proven Best Practices, including effective leadership and coaching activities to help lead City end users through the four (4) progressive stages of the change experience below. June 15, 2023 I Page 20 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Four Stages of Change EnUnderstanding Adoption Sustainment Creates focus in the Builds on the awareness Highlights project Delivers the resources organization that the created to provide more progress, providing and tools used to project is happening, direct and specific updates, and informing provide the support, and distributes information regarding the the audience what they information and knowledge on what it is changes to occur need to know prior to incentives needed to about and when to training and during "sustain"adoption after expect changes and implementation of the implementation benefits change The Change Readiness effort will address the four (4) key areas of importance, Leadership Alignment and Stakeholder Management, Organizational Transformation, Communications and Engagement, and Learning and Enablement. The following is a description of each change area. Change Area Description Leadership Alignment Development and deployment of a plan to align leadership with the and Stakeholder project visions and goals, and to engage and manage Stakeholder Management participation in the project. Organizational Identification and analysis of changes that will impact the City Transformation systems, business processes, and organizational structures. Development and execution of the plan to assist with preparedness for the transformation that will take place, including reengineering processes to align with the Munis ERP system. Communications and Development and management of the plan for communicating with Engagement and engaging the project team, Stakeholders, and end-users. Learning and Enablement Development and oversight of the plan for training City UAT Testers and end users on adoption of the new system and processes Risk and Issue Management and Escalation The DATA CLIMB Project Director will maintain a log to document, communicate, and track project risks, issues, action items, and decisions, called the RAID Log. He will regularly publish information from the RAID Log in our Weekly Status Reports and collaborate with the Tyler and City teams to review and prioritize problems and assign responsibilities. Risks will be mitigated by working with City departments to proactively identify threats to schedule, cost, and quality. The goal will be to mitigate risks so that they do not evolve into issues. When issues do arise, The Director will facilitate timely resolution, and when necessary, escalate to the City. Risks will be raised within 24 hours of discovery, June 15, 2023 I Page 21 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 and assessed for potential impact, priority, and probability, to propose mitigation steps. Below are the steps in the process we typically use; however, we will work with City to tailor this process. 1. Identification - Once identified, risks and issues will be shared with the Workstream Lead and the PMO, then documented in the RAID Log. The Lead and the PMO will attempt to resolve the issues and/or develop a mitigation plan. 2. SteerCo Escalation - If the risk or issue cannot be resolved at the workstream level, it will be escalated to the Steering Committee. Any additional information will be gathered by the Project Director for presentation to the Steering Committee, where it will be reviewed, and a second attempt will be made to develop a resolution and/or mitigation plan. We expect resolutions for most issues and mitigation plans for most risks will be identified by the Steering Committee. 3. Sponsor Escalation - In the event a risk or issue is not resolved within the Steering Committee, it will be finally escalated to the Executive Project Sponsor, who may take any number of resolution paths, including consulting with key members of leadership. The Executive Project Sponsor will be considered the final escalation point. Once the resolution is identified, it will be communicated back to the PMO for implementation. Change Control Our Project Change Control Process is a part of our Project Governance Model that is used to manage requests for changes to the project scope. These Change Requests may be raised by the DATA CLIMB Project Director, Tyler PMs, City Stakeholders, Subject Matter Experts (SMEs), etc., for consideration. Once a Change Request is raised, it is documented and analyzed by our Project Director, analyzed for its impacts, and reviewed with the City for approval. We will use the 6-step Change Control Process below to initiate, approve, plan, deploy, evaluate, and sustain project changes. 1. Identify and Triage Change Request The DATA CLIMB Project Director will identify and triage change requests from the City Team to determine to determine the impact to project scope, timeline, resources, and budget. Change Requests that are deemed impactful to the project will be formally documented using the agreed upon Change Request Form for presentation to the Steering Committee. Change Request Forms will be added to the Change Request Log. 2. Review by Steering Committee The Steering Committee plays the key role in the Change Control Process. The Board reviews and approves project changes based on the information it receives from the DATA CLIMB Project Director, along with the inputs from its members and the Project Executive Sponsor. Requests that are approved move to the Planning Stage of the process. Requests may be rejected due to costs, resource requirements, timeline impacts, or the need for additional information. 3. Planning During this phase, the DATA CLIMB Project Director works with the project team to develop the strategy and plan for deploying the change. This includes estimating resource and timeline requirements, evaluating impacts and developing a plan to mitigate risks. June 15, 2023 I Page 22 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 4. Deployment When the change is deployed, resources are allocated, the organization and related business processes are aligned, and the changes are incorporated into the overall Communications Plan for the project. 5. Review After deployment, the DATA CLIMB Project Director reviews the change with the City PM, Key Stakeholders, and the project team to determine its effectiveness. Any adjustments are identified to gain momentum in adoption of the change and to improve the ease of its maintenance. 6. Sustainment The final step in the Change Control Process is to maintain the momentum and perform continuous process improvements to sustain the change over its long-term use. C. Project Management The following provides details of how we plan to administer this project. Project Manager Experience Our Project Director, Clarence Clark, has over 30 years of past experience managing similar large scale ERP projects in both the public and private sector industry verticals. This experience includes managing several Tyler Munis implementations. His previous municipal and public sector clients include the Village of Orland Park, Illinois, Western Municipal Water District, the State of Illinois, the City of Dover, Delaware, Cook County Assessor's and Cook County Treasurer's Offices, Illinois, City of Atlanta, Georgia, and Metropolitan Atlanta Transit Authority. For these engagements, he held responsibility for managing the schedule, budget, scope, and organizational change management. Clarence is accustomed to managing diverse project teams and has served as Project Director for private sector client projects with teams of over 550 members from as many as 36 countries. His municipal projects also have diverse teams from different departments structures and operational procedures. In larger municipalities, the Stakeholders are often elected and appointed officials who often have diverse objectives that sometimes result in competing interests. Our Project Director breaks down complex projects into logical "chunks" of work called workstreams. With the help of the client, he assigns lead resources to each workstream who are responsible for tasks, activities, and deliverables. As the Project Director, he brings these leads together on a regular cadence to discuss cross functional deliverables and issues and develop solutions. His approach to communicating with these teams involves developing messaging that is effective, transparent, consistent, and appropriate for each audience. The goal is always to keep all team members regularly informed and motivated to work towards the project objectives and to maintain the project schedule by completing tasks and deliverables on time and with high quality. This effective method of"dividing and conquering the work effort is one of his keys to managing these teams and getting them to work towards inter-related deliverables. It works because it leverages the strengths of each workstream lead and positions them as the SME and "go-to" resource for their area of June 15, 2023 I Page 23 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 expertise. This is done as a part of a comprehensive approach to Project Management and Change Readiness that properly assesses team dynamics, then engages each team members in a manner that resonates with them. More details about Clarence's projects may be found in his resume in Appendix A. Below are some key details of the approach he took to manage the schedule, budget, scope, and change readiness for previous similar projects. Project Area Approach Schedule • Conducted Weekly Status Meetings with Core Team and monthly Steering Committee meeting with Leadership Team to review the progress against the schedule and review any risks or issues that may delay the project. • Conducted Weekly Working Meetings with each project workstream to discuss detailed issues and develop plans for resolution. • Performed weekly meetings with PMO to discuss project management concerns, Change Requests, and determine any impacts to the schedule. Budget • Used the Tyler Investment Summary to develop a project budget. Conducted monthly reviews of invoicing and project budget with Finance and IT. • Tracked Tyler Implementation Consultant utilization against the budget and identified any concerns with Tyler billing. • Met with Tyler Accounts Receivable, as needed, to resolve including issues. • Managed Change Requests using a Change Control process. Documented Change Request decisions in the Change Log. • Processed approved Change Requests and revised budget accordingly. Scope • Identified all Change Requests and conducted an initial review to triage the request and understand change justification and requirements. • Performed monthly and ad hoc reviews of all Change Requests for impact to project scope. • Used a Change Control process analyze impacts to project scope, schedule, resources, and budget. • Facilitated the approval process and escalated decisions, when needed. Adopted approved changes and implemented revised scope. Change • Developed a comprehensive Organizational Change Readiness Plan. Management • Performed a Stakeholder Assessment to identify their needs, expectations, issues, and concerns. • Developed a program for Leadership Education and Alignment. • Met monthly with Leadership Team during Executive Staff Meetings to review progress and align members. • Analyzed Change Impacts and developed plans for business transformation, including needed changes to organizational structures, roles and responsibilities, and business processes. • Developed the plan for Learning and Enablement and trained User Acceptance Testing Testers and End-users. • Tracked training registration and attendance and the need for make-up sessions. June 15, 2023 I Page 24 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Project Area Approach • Developed a Change Agent Network of representatives from each impacted department and conducted monthly meetings to update agents and receive feedback from departments. • Used the Stakeholder Assessment to develop a Communications and Engagement Plan for each Stakeholder Group. • Regularly determined project messaging. • Maintained distribution lists for communications. • Tailored project communications for each audience. • Drafted and reviewed communications with City and Tyler for accuracy and performed distribution. Firm Principal Involvement All of our resources are technologists and DATA CLIMB operates in a partnering model with our clients to ensure satisfaction with our performance. This means that we involve multiple levels of our organization. We have three (3) Principals who divide responsibility for managing our firm and its clients. They will review progress on the City project during their monthly internal Management Meeting. There, they will also discuss risks and help with the development of mitigation plans, and review DATA CLIMB fees and expenses to be sure they are on budget. Our Project Director will serve as the primary point of contact for all DATA CLIMB matters. However, if needed, our principals are prepared to serve as occasional Subject Matter Experts in their respective areas of expertise, such as Data Migration, Solution Architecture, and other areas of need. They may attend a project meeting or work directly with a City Stakeholder to resolve an issue. They are also prepared to occasionally attend the City Project Steering Committee meetings to lend expertise. Our firm will partner with the City to make sure that the project is a success. Resource Assignment We will assign one person to this project to serve as the Project Director. Key Personnel Clarence Clark will perform all work on this project. Below are his key responsibilities. Role and Key Responsibilities Project Role Key Responsibilities Project • Overall management of day-to-day project activities, tasks, and deliverables Manager • Provide oversight of Tyler Implementation Team • Work with the City and the Tyler Teams to develop the project plan • Deploy the Project Plan and Governance Model • Manage the project scope, timeline, resources, and budget • Coordinate and participate in the Tyler Current State/Future Solution Orientation June 15, 2023 I Page 25 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Project Role Key Responsibilities and Confirmation Sessions ■ Led the effort to perform a Gap Analysis of system capabilities ■ Validate design and final configuration against the RTM ■ Have overall responsibility for Organizational Change Readiness ■ Perform the Stakeholder Assessment ■ Develop and execute the Leadership Alignment and Stakeholder Management plan ■ Conduct the Change Impact Assessment ■ Develop and execute the plan for Organizational Transformation, including business process alignment ■ Organize and plan User Acceptance Testing and End-user training ■ Project manage data conversion, transformation, and cleansing processes ■ Work with Tyler and any 3rd party system vendors, as needed, to complete system integrations ■ Work with Tyler and City technical resources to deploy the solution architecture ■ Assist City with any decisions to integrate or sunset legacy applications ■ Monitor, track and mitigate project risks ■ Work with City and Tyler Teams to resolve project issues ■ Perform weekly project status tracking and reporting on all functional and technical workstreams ■ Attend Steering Committee meetings and present project status, as required Current Assignments and Locations Clarence works as a Managing Principal out of the DATA CLIMB Chicago Office and provides engagement oversight for the Village of Orland Park Munis Implementation. Relevant Experience Our Project Director has recent and strong experience with both cloud-based and on-premises implementations of Munis ERP and other Tyler systems, including migrations from many legacy and on-premises solutions. See the brief descriptions below of some of these recent projects. More details on his experience other municipal ERP projects may be found in his resume in Appendix A Village of Orland Park Clarence has served as the Engagement Manager for the Village of Orland Park Tyler Munis ERP implementation. He has responsibility for maintaining the client relationship and providing any needed guidance to the DATA CLIMB Team. He oversees five (5) resources; two (2) Project Managers, two (2) Technical Analysts, and one (1) Data Conversion Analyst. The scope includes Financials, Utility Billing, Human Capital Management, Enterprise Permitting and Licensing, Employee and Citizen Self-service, Cashiering, Enterprise Asset Management, Content Management, and Workflow for nine (9) departments. Clarence oversees the PMO and a team that is responsible for project management, technical analysis, data conversion, and organizational readiness, training, and communications. City of Dover, Delaware Clarence served as the Project Manager for the implementation of Tyler Munis ERP solutions that supported ten (10) departments. He performed project management and organizational readiness services and managed project workstreams for data conversion, systems integration, and solution June 15, 2023 I Page 26 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-14 Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 architecture. The systems scope included Financials, Enterprise Permits and Licenses, Utilities Billing, Human Capital Management, Citizen Self-service, Cashiering, Content Management, and Workflow. We provided project management, data conversion and enterprise architecture services. Cook County, Illinois, Treasurer's Office Clarence served as the Program Manager for the implementation of Tyler ERP billing and collections solutions. He managed the PMO and held responsibility for a team of over 30 consultants across, business analysis, application development, data conversion and cleansing, systems integration, solution architecture, cloud migration, and organizational change management. Systems scope encompassed billing, collections, workflow, content management, business analytics and reporting solutions. Cook County, Illinois, Assessor's Office Clarence served as the Program Manager for the implementation of Tyler iasWorld Property Management solutions. He managed the PMO and oversaw a team of more than 50 consultants. Project workstreams included business analysis, application development, data conversion and cleansing, systems integration, solution architecture, cloud migration, and organizational change management. The systems scope included Tyler iasWorld Computer Assisted Mass Appraisal Property Management systems for residential and commercial properties, SmartFile online filling portal, Cashiering, Billing, Cashiering, Treasury Management, Online Citizen Self-service, Content Management, and Workflow. Demonstrated Performance Our Project Director has successfully managed over 25 large-scale and complex efforts business transformation projects. Clarence's expertise is in ERP program management, and his more than 30 years of experience includes multiple implementations of Munis ERP and other Tyler Technologies systems. During his career, he has developed and directed PMOs, overseen software vendor, System Integrator, and client teams, and held responsibility for all project workstreams. His experience with Tyler Munis implementations affords him significant experience leading clients through the implementation lifecycle and he has developed a keen understanding of the methods used by Tyler Teams. We believe Clarence's capabilities and qualifications are a strong fit to serve as Project Director for the City. Project Time Dedication As is estimated in the RFP, our Project Manager will have 60-75% of his total available time (approximately 25-30 hours) dedicated to the City project. Cost Proposal Our Cost Proposal will be submitted as a separate document on or before the June 22, 2023, deadline. June 15, 2023 I Page 27 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-140.) Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Appendix A. Resume CLARENCE CLARK Project Role Project Director Clarence is a senior program management professional with more than 30 years of proven experience managing enterprise business transformation projects in both the Years of Experience 30+ public and private sector industry verticals. Clarence's expertise is in ERP program management, and he has developed and directed Program Management Offices for Education the full lifecycle of more than 25 large-scale and complex efforts. Clarence has • Bachelor of Science Degree, experience with multiple implementations of Tyler Technology Munis ERP systems, Morehouse College,Atlanta, GA and he has developed a keen understanding of the methods used by Tyler Teams. . Formal Training in Project Below is a representation of his public sector ERP project experience: Management Institute PMBOK,Prosci ADKAR, Village of Orland Park, Orland Park, Illinois ADDIE Learning Methods, and Lean Six Sigma Directed the cloud-based Tyler Munis ERP system implementation of financials, vendor self-service, human capital management, payroll, time and attendance, Skills/Areas of Expertise scheduling, employee self-service, inventory, enterprise asset management, • ERP Program Management permitting and licensing, cashiering, merchant payment processing, citizen self- and Governance •service, workflow, and content management solutions. Provided oversight for the Managctement migration of on-premises solutions to the cloud and directed the conversion of legacy . ERP Systems Development, Harris systems data into the Tyler Data Conversion Template. Developed the Deployment,and Integration Organizational Readiness Plan that included Stakeholder Engagement, Business • Organizational Change Process Improvement, Change Impact Assessment, Departmental Preparedness, Management and Training and Communications deliverables. Participated in a 3rd Party effort to Work Experience deploy Lean Six Sigma methods to reengineering permitting processes. Addressed • DATA CLIMB, LLC, challenges with restarting a stalled implementation and a Tyler timeline that was Managing Principal unrealistic due to Village resource constraints. • Clark&Associates Management Consulting, Program Manager Western Municipal Water District, Riverside, California • Stratus Technologies, Served as Engagement Manager for the implementation of Infor CloudSuite ERP Director of Professional Financials, Supply Chain and Warehouse Management systems. Negotiated Services contractual agreements with vendor for hardware, software, and professional • PricewaterhouseCoopers, LLP,Senior Manager services. Provided oversight of the Infor Team and monitored and tracked vendor . Ernst&Young, LLP, performance. Engagement included resources for overall program management, Manager organizational change readiness,training,communications,technical leadership,and • Medaphis Physician quality assurance testing. Developed organizational change readiness plans to Services Corporation, Informataddress significant end-user population of Requisitioners and Approvers, lack of Manager Services g p p q pp Manager vendor flexibility with training, partially dedicated software vendor resources, and a • KPMG Peat Marwick LLC, lack of transparency into vendor data conversion and system configuration activities. Consultant • HBO&Company, City of Dover, Dover, Delaware Implementation Analyst • Southwest Hospital, Served as Program Manager for the implementation of Tyler Munis ERP financials, Business Office Coordinator human capital management, payroll, time and attendance, and utility billing solutions. and Analyst Assessed the current state and developed future state improvements. Oversaw data conversion and cloud migration efforts. Worked directly with multiple Tyler PMs to complete the implementation. Challenges included antiquated systems, needed project plan and timeline adjustments to reflect the bandwidth of City resources. Cook County Treasurer's Office, Chicago, Illinois Managed the cloud-based implementation of Tyler property tax billing and collections systems for the Clerk's and Treasurer's Offices. Managed a program of over 50 June 15, 2023 I Page 30 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-140.) Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 consultants. Scope included workflow, content management, cashiering, and integrations with 40+ systems. Started with a review of the existing stalled implementation process, misaligned project plan and organizational structure, requirements, timeline, and budget. Developed implemented recommendations for improvement to address the lack of a comprehensive project plan, challenges with a complex patchwork of homegrown legacy systems and business processes, no single system of record for property tax collections data, more than 50 system integrations, strong end-user resistance to change, stakeholders consisting of more than 25 elected officials with competing priorities, multiple collective bargaining organizations, and an election that took place midway through the project resulting in the replacement and relocation of several key stakeholders. Developed a plan and implemented solutions to successfully complete the project. Cook County Assessor's Office, Chicago, Illinois Served as Program Manager for the implementation of cloud-based Tyler Computer- aided Mass Appraisal (CAMA) and property tax billing systems for the Assessor's Office. Scope also included field mobile, workflow, content management, cashiering, and integrations with 20+ systems. Addressed challenges with antiquated property appraisal, billing, collections systems and processes, 40 years of inconsistent historical data with no single source of truth, lack of central document storage system, stakeholders consisting of more than 25 elected officials with competing priorities, multiple collective bargaining unit (CBU) organizations, and strong end-user resistance to change. Managed Key Stakeholders to align with the program vision and goals and negotiated with the Legal Team to ensure alignment with Collective Bargaining Units on changes to business processes to successfully complete the project. State Government of Illinois, Springfield, Illinois Managed the multi-year, on-premises and cloud-based implementation of ERP Financials, Human Capital Management, Time and Attendance, Payroll, Labor Relations, Grants Management, Procurement, Warehouse Management, Data Analytics, and People Analytics for 58 State Agencies. Served as a member of the McKinsey PMO. Provided oversight of project activities for both Accenture and Deloitte System Integration Teams. Developed the Organizational Change Readiness Strategy and Plan for the HCM implementation. American Red Cross, Washington, D.C. Served as Program Manager for the consolidation of 26 national call centers into three (3) new facilities and managed the selection and implementation of SAP CRM solutions. Developed the Organizational Readiness Strategy for the relocation of over 2,000 call center staff, including a Retention Incentive Program. Assisted with the reengineering of call center business processes and organizational structures. Baton Rouge Community College, Baton Rouge, Louisiana Served as Project Manager for the implementation of Banner Student Information, Financial, and Human Resources systems. Led the requirements gathering and business process analysis efforts. Hands on management of the data conversion, user acceptance testing and end-user training efforts. Developed a data warehouse solution to support reporting and decision-making analytics. June 15, 2023 I Page 31 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1 E3257473 ITB 2023-140.) Project Director of City of Tigard ERP Implementation DATA CLIMB 205 N.Michigan Ave,Suite 810 Chicago, IL 60601 Proposal www.data-climb.com (312)763-9608 Metropolitan Atlanta Rapid Transit Authority(MARTA) Managed an ERP system selection that evaluated PeopleSoft, Oracle, SAP, and Maximo solutions for financials, human capital management, and enterprise asset management solutions. Develop the Risk Management Strategy and served as project manager during the implementation of Oracle EBS solutions. Metropolitan Atlanta Rapid Transit Authority(MARTA) Served as Project Manager and performed an Enterprise Training Needs Assessment that analyzed training plans, programs, certifications, facilities, and logistics, across the authority. Conducted interviews with leadership in every department. Reviewed and analyzed training needs and documented gaps in training infrastructure. Developed a Needs Assessment report and presented to the Executive Leadership Team. City of Atlanta Led an enterprise-wide assessment of Training needs for the selection and implementation of ERP financials, procurement, asset management, and human resources systems. Evaluated stakeholder needs and organizational readiness across departments to determine training needs. June 15, 2023 I Page 32 DocuSign Envelope ID:AFEB9100-9221-400C-85DD-74A1E3257473 r ( ) U M U T .. . . . ... ....4 . . A.,,,.., ,. . 4 TIGIz D • _ . / , i( v4u. ,,i, ,,\..1 ..: V iii / . i %. ill I": aw 'i: ,iftl,....:...'...-e. .;,.J . , i ? 5 if AT . - 9 (312) 763-9608 0 info@data-climb.com www.data-climb.com