HomeMy WebLinkAboutCity Council Committees - Operations Committee - 10/16/2018
Unless otherwise noted, the Operations Committee meets at 4 p.m. on the first and third
Tuesday of each month in Kent City Hall, Council Chambers East, 220 Fourth Avenue South,
Kent, WA 98032.
For additional information please contact Cathie Everett at 253-856-5705, or via email at
CEverett@KentWA.gov.
Any person requiring a disability accommodation should contact the City Clerk’s Office at
253-856-5725 in advance. For TDD relay service call Washington Telecommunications Relay
Service at 7-1-1.
Operations Committee
Agenda
Chair - Les Thomas
Bill Boyce– Dennis Higgins
Cathie Everett, Committee Secretary
Tuesday, October 16, 2018
4:00 p.m.
Item Description Action Speaker Time
1. Call to Order Chair 01 MIN.
2. Roll Call Chair 01 MIN.
3. Changes to the Agenda Chair 01 MIN.
4. Approval of September 18, 2018
Minutes
YES Chair 05 MIN.
5. Approval of Check Summary
Report dated 9/16/2018 to
9/30/2018
YES Chair 05 MIN.
6. 2018 Court Commissioner -
Temporary Limited Term Position
YES Margaret Yetter 05 MIN.
7. Asset Management System
Contract with Azteca Systems &
Woolpert - Recommend
YES Melissa Janson & Mike
Carrington
05 MIN.
8. Amended Business License
Ordinance
YES Patty Roseto 05 MIN.
9. Director's Report NO Aaron BeMiller 05 MIN.
10. Adjournment Chair 01 MIN.
Page 1 of 3
Pending Approval
Operations Committee
CC Ops Regular Meeting
Minutes
September 18, 2018
Date: September 18, 2018
Time: 4:00 PM
Place: Chambers East
Attending: Les Thomas, Committee Chair
Bill Boyce, Councilmember
Dennis Higgins, Councilmember
Toni Troutner, Councilmember
Agenda:
1. Call to Order 4:00 PM
2. Roll Call
Attendee Name Title Status Arrived
Les Thomas Committee Chair Excused
Bill Boyce Councilmember Present
Dennis Higgins Councilmember Present
Toni Troutner Councilmember Present
3. Changes to the Agenda
None
4. Approval of Minutes dated September 4, 2018
MOTION: Move to approve the Minutes dated September 4, 2018
RESULT: APPROVED [UNANIMOUS]
MOVER: Toni Troutner, Councilmember
SECONDER: Dennis Higgins, Councilmember
AYES: Boyce, Higgins, Troutner
5. Approval of Check Summary Report dated 8/16/2018 - 8/31/2018
MOTION: Move to approve the check summary report dated
8/16/2018 - 8/31/2018
RESULT: APPROVED [UNANIMOUS]
MOVER: Dennis Higgins, Councilmember
SECONDER: Toni Troutner, Councilmember
AYES: Boyce, Higgins, Troutner
6. Write-offs of Uncollectable Accounts
Finance Director Aaron BeMiller requested authorization to write-off
$181,686.86 in uncollectable accounts. Finance has adopted a procedure to
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Operations Committee CC Ops Regular Meeting
Minutes
September 18, 2018
Kent, Washington
Page 2 of 3
write-off delinquent accounts receivable invoices older than three years, not
including current year, unless requested by the department. The write-off
does not forgive the debt. Council President Boyce asked what is done to
continue trying to collect once a debt is written off. BeMiller noted that
Accounts may stay in collections if the billing department ensures all backup
documents are retained while the accounts remain with the collection
agency. The collection agency actively continues to try and collect.
MOTION: Recommend Council authorize the Mayor to write-off
uncollectable accounts owed to the City in the amount of
$181,686.86, subject to final approval of the Finance Director and
City Attorney.
RESULT: RECOMMENDED TO COUNCIL [UNANIMOUS]
MOVER: Toni Troutner, Councilmember
SECONDER: Dennis Higgins, Councilmember
AYES: Boyce, Higgins, Troutner
7. Director's Report - Info Only
Finance Director Aaron BeMiller and Senior Financial Analyst Joe Bartlemay
addressed some questions regarding the Investment Report that was
presented at the last Operations Committee meeting. Committee members
expressed appreciation for the clarifications. Director BeMiller also reported
that a very successful audit has been completed and the SAO Exit Conference
is set for early October. BeMiller congratulated the entire City and thanked
the council, CAO and Mayor for their support through this process. Council
President Boyce expressed appreciation for the great leadership and work of
the Finance department for this accomplishment.
8. Puget Sound Regional Fire Authority Interlocal Agreement Update -
Info Only
Chief Administrative Officer Derek Matheson provided an update on the
renewal process for the Puget Sound Regional Fire Authority Interlocal
Agreement. The City of Kent and PSRFA have had an ILA for shared services
since 2010 covering a wide range of services. Over time PSRFA has taken
over many of the components of the original ILA and is in the process of
assuming responsibility for more of those services. The current agreement
expires at the end of 2018 and needs to be renewed soon. CAO Matheson
discussed the changes to the agreement that are currently being proposed,
specifically many that will reduce the City’s financial obligation, including
information technology, emergency management, and fire/arson
investigations. These proposals are in the very beginning stages with a lot of
questions to work through. In terms of next steps, staff has been assigned
on both sides to work through the various pieces of the RFA. The purpose of
today’s presentation is to ensure that the committee is in the loop, is
comfortable with the direction we are heading and to be sure we are aware
of any issues the committee expects us to work through during this process.
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Operations Committee CC Ops Regular Meeting
Minutes
September 18, 2018
Kent, Washington
Page 3 of 3
Committee members spoke to the importance of collaboration and agreed
staff should move forward with the renewal process as presented.
9. Adjournment 4:30 PM
The meeting was adjourned at 4:30 by Council President Boyce.
Cathie Everett
Committee Secretary
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OPERATIONS COMMITTEE
Derek Matheson, Chief Administrative Officer
220 Fourth Ave S
Kent, WA 98032
256-856-5712
DATE: October 16, 2018
TO: Operations Committee
SUBJECT: Approval of Check Summary Report dated 9/16/2018 to
9/30/2018
SUPPORTS STRATEGIC PLAN GOAL:
Sustainable Services
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OPERATIONS COMMITTEE
Derek Matheson, Chief Administrative Officer
220 Fourth Ave S
Kent, WA 98032
256-856-5712
DATE: October 16, 2018
TO: Operations Committee
SUBJECT: 2018 Court Commissioner - Temporary Limited Term Position
MOTION: Establish a temporary limited term position of Court
Commissioner, to be funded out of the Municipal Court budget, with an end
date of December 31, 2018.
SUMMARY: The Municipal Court has the authority to hire a Court
Commissioner to serve in the Kent Municipal Court. The Court would like to hire
Michael Frans as a Court Commissioner to assist with the transitioning to the
new judge in January 2019. The Court believes that the Commissioner will work
between 30-40 hours a week and would like to offer benefits to the
Commissioner during this period. Thus, the Court requests that a Term -Limited
position be created with an end date of December 31, 2018.
BUDGET IMPACT: Minimal impact to the Municipal Courts general fund. The
Municipal Court can cover the costs within its existing budget.
SUPPORTS STRATEGIC PLAN GOAL:
Innovative Government
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OPERATIONS COMMITTEE
Derek Matheson, Chief Administrative Officer
220 Fourth Ave S
Kent, WA 98032
256-856-5712
DATE: October 16, 2018
TO: Operations Committee
SUBJECT: Asset Management System Contract with Azteca Systems &
Woolpert - Recommend
MOTION: Recommend Council authorize the Mayor to sign all necessary
documents to enter into agreements with Azteca Systems, LLC and
Woolpert Consultants Inc. to purchase, install, and configure the Cityworks
software in a total amount not to exceed $883,000, subject to final terms
and conditions acceptable to the Information Technology Director and the
City Attorney.
SUMMARY: Council approved the replacement of Public Works’ asset management
software in the 2018/2019 Mid-Biennium Budget. Public Works is currently
managing assets within Hansen; however, the Hansen software platform is no
longer being supported by the manufacturer and has surpassed its useful lifecycle.
IT and PW issued a formal RFP last October that resulted in the selection of the
Cityworks / Woolpert proposal. Cityworks is marketed by Azteca Systems, LLC and
is a mobile, GIS-centric software that can easily integrate with the City’s current
software infrastructure. Over the next 18 months the City will work with Woolpert,
a proven third-party integrator of the Cityworks software, to configure and
implement this solution thereby streamlining and automating current workflows
resulting in improved efficiency.
IT has worked with the City Attorney’s Office to negotiate the software license
agreement with Azteca Systems for the Cityworks software, and the
implementation agreement with Woolpert to customize the Cityworks software of
the City and assist with its implementation into the City’s system.
BUDGET IMPACT: Funding for this project was approved at $683,000 in the
City’s 2018/2019 Mid-Biennium Budget. In addition there is a contingency
budget of $200,000 to cover any additional resource and hardware upgrade
costs mitigating identified potential project risks.
SUPPORTS STRATEGIC PLAN GOAL:
Innovative Government
ATTACHMENTS:
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1. Cityworks - Kent, WA - Standard License Agreement (PDF)
2. Asset Management Contract Woolpert (PDF)
3. City of Kent-Woolpert SOW 20180911 (PDF)
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Standard License & Maintenance Agreement Page 10 of 14 10/16 ed.
3. Delivery Date/Effective Date of Software
MM/DD/YYYY
01/01/2019
4. Schedule of Payments and Fees under License and Maintenance Agreement
Support Period Date
From/To (mm/dd/yyyy)
Amount
Period 1 01/01/2019 – 12/31/2019 $ 80,000.00*
Period 2 01/01/2020 – 12/31/2020 $ 80,000.00
Period 3 01/01/2021 – 12/31/2021 $ 80,000.00
Period 4 01/01/2022 – 12/31/2022 $100,000.00
Period 5 01/01/2023 – 12/31/2023 $100,000.00
Period 6 01/01/2024 – 12/31/2024 $104,000.00
Period 7 01/01/2025 – 12/31/2025 $108,160.00
Period 8 01/01/2026 – 12/31/2026 $112,486.00
Period 9 01/01/2027 – 12/31/2027 $116,986.00
Period 10 01/01/2028 – 12/31/2028 $121,665.00
* Amount does not include Washington state sales tax which will be added to all software purchases.
5. Additional
Updates to the above licensed software means a subsequent release of the program which Azteca
generally makes available to its supported customers as part of the annual maintenance plan for
which fees have been paid.
Occasionally, Azteca changes the name of its licensed software as part of its ongoing process to
improve and increase the functionality of the software. In the event the software licensed or
listed above changes in name, and/or improvements are made, Azteca will provide software with
functionality that is similar to or with substantially the same or greater functionality of the
originally licensed software, provided all current license fees have been paid.
Updates may not always include any release, option or future program that Azteca licenses
separately. Updates are provided when available (as determined by Azteca). Azteca is under no
obligation to develop any future programs or functionality. Any updates made available will be
delivered to you, or made available to you for download. You shall be responsible for copying,
downloading and installing the updates.
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CONSULTANT SERVICES AGREEMENT - 1
CONSULTANT SERVICES AGREEMENT
FOR SYSTEM IMPLEMENTATION
between
the City of Kent
and
Woolpert, Inc. d/b/a Woolpert Consultants, Inc.
THIS AGREEMENT is made between the City of Kent, a Washington municipal corporation (hereinafter
the "City"), and Woolpert, Inc., doing business as Woolpert Consultants, Inc., organized under the laws of
the State of Ohio, located and doing business at 116 Inverness Drive East, Suite 105, Englewood, CO 80112-
5125 (hereinafter the "Consultant").
I. DESCRIPTION OF WORK.
Consultant shall provide the following goods and materials and/or perform the following services for
the City in accordance with the following described plans and/or specifications:
Install, and implement the Cityworks Asset Management System Software developed and
marketed by Azteca Systems, Inc. (“System”); configure the System; conduct advanced
functionality configuration and development of the System with a focus on automating and
streamlining workflow and enhancing user experience both at the City and within the field;
deploy the System; and provide an option for the City to amend the Agreement, in the City’s
sole discretion, to extend Consultant’s System support services after successful deployment
of the System, all in accordance with the City’s August 16, 2017, Asset Management Request
for Proposals (“RFP”); the Consultant’s October 30, 2017, response to that proposal
(“Response”); the Consultant’s System demonstrations and representations; and the
Statement of Work attached as Exhibit A; each of which are incorporated by this reference
and made a part of this Agreement as if stated in total herein (collectively, “Work”).
Consultant’s services will begin with Consultant coordinating for the City a one day on-site
product demonstration by Azteca Systems, Inc. of the current version of the Cityworks Asset
Management System Software that Consultant intends to configure and customize for the City
under the terms of this Agreement. It is anticipated that the one day on-site demonstration
will be based on the City provided scripts used during the January 29 -31st demonstration. At
the conclusion of this demonstration, the City will provide written notification of its acceptance
the software as substantially conf orming to the streamlined workflow automation and user
experience it observed during the prior live demonstration performed on January 29-31st_,
2018. This demonstration and acceptance will occur before the Consultant performs any
configuration or other implementation and integration services under this Agreement.
Although the City is entering into a contract with Consultant arising out of the City’s Request
for Proposals, the City shall concurrently enter into a software and maintenance agreement
directly with Azteca Systems, Inc. for the software solution recommended by Consultant and
incorporated into Consultant’s response to the City’s Request for Proposals. The City agrees
that with respect to such software and affiliated support and maintenance for the software,
all matters pertaining to performance, warranties, and guarantees applicable to the software
itself, and its support and maintenance, shall be as provided in the software license and
7.b
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CONSULTANT SERVICES AGREEMENT - 2
support and maintenance agreement between the City and Azteca. This Agreement is
intended to apply only to matters pertaining to performance, warranties, and guarantees
applicable to customization, implementation, and integration services performed by
Consultant for the recommended software.
Consultant further represents that the Work furnished under this Agreement will be performed by
qualified technicians familiar with the System s, its software, and its operation, and in accordance with
generally accepted professional and industry practices within the Puget Sound region in effect at the time
those services are performed.
II. TIME OF COMPLETION. The parties agree that the Work will begin on the tasks described
in Section I above immediately upon the effective date of this Agreement. Consultant shall complete the
Work described in Section I in accordance with those milestone and deliverable due dates provided for within
the Project Schedule, attached and incorporated as Exhibit B. The Project Schedule shall be updated from
time to time as the parties may mutually agree to reflect the current status of the Project . It is the parties’
shared expectation that Consultant’s work will be fully completed within twenty (20) months after the
effective date of this Agreement.
III. COMPENSATION.
A. The City shall pay the Consultant a total amount not to exceed
$_____________________________, for the Work described in this Agreement,
which will be billed upon the completion of deliverables as provided below on a fixed-
price basis based upon a percentage of the original total contract amount:
Milestone Deliverable
Payment
% of Total
Contract
Amount
Initiation Project Kickoff Meeting (Completion of
WBS Task 1.4) 10%
Schedule
Mutually agreed upon project schedule
signed off by the City Project Manager
and Consultant representative
Completion of WBS Task 1.2
5%
Business Requirements
Consultant representative and project
team certify that all business
requirements for each work group have
been collected and required questions
answered sufficiently to begin system
configuration
Completion of WBS Tasks 2.1 through
2.6)
15%
Configuration and
Integration
Certification of the City’s operating
environment and successful installation
of pre-production system.
Completion of WBS Tasks 3.1 through
3.4; 4.1, and 4.4
20%
Training
Training plan certified by the City and
training completed by Consultant
representatives
10%
7.b
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CONSULTANT SERVICES AGREEMENT - 3
The total amount provided for in this Section III.A. is the maximum amount to be paid
under this Agreement for the Work described in Section I above, and shall not be
exceeded without the prior written authorization of the City in the form of a negotiated
and executed amendment to this Agreement. The Consultant agrees that any rate
charged by it for the Work contracted for herein shall remain locked at the negotiated
rate(s) for the duration of this Agreement. Consultant will invoice professional services,
and allowed and approved expenses, separately from any hardware or software.
B. Upon the completion of each milestone and deliverable provided for in Section III.A.,
the Consultant shall submit a payment invoice to the City for Work performed, and a
final bill upon completion of all services described in this Agreement. The City shall
provide payment within forty-five (45) days of receipt of an invoice. If the City objects
to all or any portion of an invoice, it shall notify the Consultant and reserves th e option
to only pay that portion of the invoice not in dispute. In that event, the parties will
immediately make every effort to settle the disputed portion.
IV. INDEPENDENT CONTRACTOR. The parties intend that an Independent Contractor-
Employer Relationship will be created by this Agreement. By their execution of this Agreement, and in
accordance with Ch. 51.08 RCW, the parties make the following representations:
A. The Consultant has the ability to control and direct the performance and details of its
Work, the City being interested only in the results obtained under this Agreement.
B. The Consultant maintains and pays for its own place of business from which
Consultant’s services under this Agreement will be performed.
C. The Consultant has an established and independent business that is eligible for a
business deduction for federal income tax purposes that existed before the City
retained Consultant’s services, or the Consultant is engaged in an independently
established trade, occupation, profession, or business of the same nature as that
involved under this Agreement.
D. The Consultant is responsible for filing as they become due all necessary tax
documents with appropriate federal and state agencies, including the Internal Revenue
Service and the state Department of Revenue.
Completion of WBS Tasks 5.4
Data Conversion
Converted data validated by the City’s
project team
Completion of WBS Tasks 4.2
10%
Testing
Pre-production system, including all
required interfaces certified for
production. Mutual confidence testing
complete
Completion of WBS Tasks 5.1 through
5.3; 5.7
20%
Go-Live System in productive use Completion of
WBS Tasks 5.5 and 5.6 5%
Stabilization Stabilization period complete 10%
Acceptance
The City accepts system at project
closeout. Acceptance to occur within
3060 business days of the last Go-Live.
Maintenance payments begin 1 year
after date of acceptance
None
Total Project Fee $________
7.b
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CONSULTANT SERVICES AGREEMENT - 4
E. The Consultant has registered its business and established an account with the state
Department of Revenue and other state agencies as may be required by Consultant’s
business, and has obtained a Unified Business Identifier (UBI) number from the State
of Washington.
F. The Consultant maintains a set of books dedicated to the expenses and earnings of its
business.
VI. TERMINATION. Either party may terminate this Agreement, with or without cause, upon
providing the other party thirty (30) days written notice at its address set forth on the signature block of
this Agreement. After termination, the City may take possession of all records and data within the
Consultant’s possession pertaining to this project, which may be used by the City without restriction. If the
City’s use of Consultant’s records or data is not related to this project, it shall be without liability or legal
exposure to the Consultant.
VII. WARRANTY. Consistent with the City’s RFP and Consultant’s Response, Consultant warrants
the following:
A. Consultant will faithfully and satisfactorily perform all Work provided under this
Agreement in accordance with the provisions of this Agreement.
B. Consultant will comply with all terms and conditions of the software License and
Maintenance Agreement in the performance of services under this Agreement.
C. For a period of two years after Go-Live, Consultant shall correct at no cost to the City
any errors in the deliverables completed by Consultant and attributable to Consultant’s
work in customizing, implementing, or integrating the Software into the completed
System. This warranty does not apply to any error that is attributable to any later
modification made by the City following the completion and acceptance of the Testing
milestone. The City agrees to reimburse the Consultant based on provided hourly rates
for all reasonable costs incurred by Consultant in the investigation resulting in the
determination of an error or a change made by the City that impacts the System. Once
the City requests and receives any source code from Consultant, this warranty shall
cease to apply to those portions of the System covered by that source code. To
facilitate support during the warranty period, the City agrees to maintain a change
management log for all modifications made to the System once the City provides
system acceptance. The format of this log will be provided by Consultant prior to City’s
acceptance of the System.
D. Once final deployment occurs, the System will be fully operational as represented by
Consultant when used on the City of Kent’s existing operating environment.
E. When the System is implemented, configured, and integrated by Consultant under this
Agreement, the Consultants’ implementation, configuration and integration will leverage the
available functionality of the Cityworks software to provide the following solutions :
a. Solutions documented in the Consultant’s Response to the City’s RFP.
b. Solutions documented in any amendments to Consultant’s Response to the RFP
procurement process.
c. Solutions that will be demonstrated during the requested demonstration
provided in Section I. The parties agree that the requested demonstrations will
be recorded (e.g. via WebEx recoding function)..
d. Solutions documented as part of the Agreement.
7.b
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CONSULTANT SERVICES AGREEMENT - 5
F. Throughout implementation and during the term of this Agreement, Consultant will
promptly correct all defects to the extent those defects originate from the acts or
omissions of Consultant’s personnel or Work.
G. Virus Warranty. Consultant warrants that none of its equipment or products contain,
nor will any of Consultant’s employees or agents introduce, any malicious code,
program, or other internal component (e.g., computer virus, computer worm,
computer time bomb, or similar component) that could damage, destroy, or alter any
computer program, firmware, or hardware or which could in any manner, reveal,
damage, destroy, or alter any data or other information accessed through or processed
by the software product(s) or other products in any manner. Consultant shall
immediately advise the City, in writing, upon reasonable suspicions or actual
knowledge that the software product(s) or other products may resul t in the harm
described above.
VIII. DISCRIMINATION. In the hiring of employees for the performance of Work under this
Agreement or any subcontract, the Consultant, its subcontractors, or any person acting on behalf of the
Consultant or subcontractor shall not, by reason of race, religion, color, sex, age, sexual orientation, national
origin, or the presence of any sensory, mental, or physical disability, discriminate against any person who
is qualified and available to perform the Work to which the employment relates. Consultant shall execute
the attached City of Kent Equal Employment Opportunity Policy Declaration, Comply with City Administrative
Policy 1.2, and upon completion of the Work, file the attached Compliance Statement.
IX. INDEMNIFICATION. Consultant shall defend, indemnify and hold the City, its officers,
officials, employees, agents and volunteers harmless from any and all claims, injuries, damages, losses or
suits, including all legal costs and attorney fees, arising out of or in connection with the Consultant's
negligent performance of this Agreement, except for that portion of the injuries and damages caused by the
City's negligence.
The City's inspection or acceptance of any of Consultant's Work when completed shall not be grounds
to avoid any of these covenants of indemnification.
Should a court of competent jurisdiction determine that this Agreement is subject to RCW 4.24.115,
then, in the event of liability for damages arising out of bodily injury to persons or damages to property
caused by or resulting from the concurrent negligence of the Consultant and the City, its officers, officials,
employees, agents and volunteers, the Consultant's duty to defend, indemnify, and hold the City harmless,
and Consultant’s liability accruing from that obligation shall be only to the extent of the Consultant's
negligence.
IT IS FURTHER SPECIFICALLY AND EXPRESSLY UNDERSTOOD THAT THE INDEMNIFICATION
PROVIDED HEREIN CONSTITUTES THE CONSULTANT'S WAIVER OF IMMUNITY UNDER INDUSTRIAL
INSURANCE, TITLE 51 RCW, SOLELY FOR THE PURPOSES OF THIS INDEMNIFICATION. THE PARTIES
FURTHER ACKNOWLEDGE THAT THEY HAVE MUTUALLY NEGOTIATED THIS WAIVER.
In the event Consultant refuses tender of defense in any suit or any claim, if that tender was made
pursuant to this indemnification clause, and if that refusal is subsequently determined by a court having
jurisdiction (or other agreed tribunal) to have been a wrongful refusal on the Consultant’s part, then
Consultant shall pay all the City’s costs for defense, including all reasonable expert witness fees and
reasonable attorneys’ fees, plus the City’s legal costs and fees incurred because there was a wrongful refusal
on the Consultant’s part.
In recognition of the relative risks, rewards and benefits of the Project to both the City and the
Consultant, the risks have been allocated such that City agrees to limit Consultant’s liability for any and all
claims, losses, costs, expenses and/or damages of any kind whatsoever, including defense legal costs and
attorneys’ fees of the City, such that Consultant’s total aggregate liability to the City shall not exceed
Consultant’s fee, or $1,000,000, whichever is greater. The provisions of this section shall survive the
expiration or termination of this Agreement.
7.b
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CONSULTANT SERVICES AGREEMENT - 6
X. INSURANCE. The Consultant shall procure and maintain for the duration of the Agreement,
insurance of the types and in the amounts described in Exhibit C attached and incorporated by this reference.
XI. EXCHANGE OF INFORMATION. The City will provide its best efforts to provide reasonable
accuracy of any information supplied by it to Consultant for the purpose of completion of the Work under
this Agreement.
XII. OWNERSHIP AND USE OF RECORDS AND DOCUMENTS. Original documents, drawings,
designs, reports, or any other records developed or created under this Agreement shall belong to and
become the property of the City. All records submitted by the City to the Consultant will be safeguarded by
the Consultant. Consultant shall make such data, documents, and files available to the City upon the City’s
request. The Consultant acknowledges that the City is a public agency subject to the Public Records Act
codified in Chapter 42.56 of the Revised Code of Washington. As such, the Consultant agrees to cooperate
fully with the City in satisfying the City’s duties and obligations under the Public Records Act. The City’s use
or reuse of any of the documents, data, and files created by Consultant for this project by anyone other
than Consultant on any other project shall be without liability or legal exposure to Consultant.
XII. CITY'S RIGHT OF INSPECTION. Even though Consultant is an independent contractor with
the authority to control and direct the performance and details of the Work authorized under this Agreement,
the Work must meet the approval of the City and shall be subject to the City's general right of inspection to
secure satisfactory completion.
XIII. WORK PERFORMED AT CONSULTANT'S RISK. Consultant shall take all necessary
precautions and shall be responsible for the safety of its employees, agents, and subcontractors in the
performance of the contract Work and shall utilize all protection necessary for that purpose. All Work shall
be done at Consultant's own risk, and Consultant shall be responsible for any loss of or damage to materials,
tools, or other articles used or held for use in connection with the Work.
XIV. MISCELLANEOUS PROVISIONS.
A. Recyclable Materials. Pursuant to Chapter 3.80 of the Kent City Code, the City requires
its contractors and consultants to use recycled and recyclable products whenever
practicable. A price preference may be available for any designated recycled product.
B. Non-Waiver of Breach. The failure of the City to insist upon strict performance of any
of the covenants and agreements contained in this Agreement, or to exercise any
option conferred by this Agreement in one or more instances shall not be construed to
be a waiver or relinquishment of those covenants, agreements or options, and the
same shall be and remain in full force and effect.
C. Resolution of Disputes and Governing Law. This Agreement shall be governed by and
construed in accordance with the laws of the State of Washington. If the parties are
unable to settle any dispute, difference or claim arising from the parties’ performance
of this Agreement, the exclusive means of resolving that dispute, difference or claim,
shall only be by filing suit exclusively under the venue, rules and jurisdiction of the
King County Superior Court, King County, Washington, unless the parties agree in
writing to an alternative dispute resolution process. In any claim or lawsuit for
damages arising from the parties' performance of this Agreement, each party shall pay
all its legal costs and attorney's fees incurred in defending or bringing such claim or
lawsuit, including all appeals, in addition to any other recovery or award provided by
law; provided, however, nothing in this paragraph shall be construed to limit the City's
right to indemnification under Section IX of this Agreement.
D. Written Notice. All communications regarding this Agreement shall be sent to the
parties at the addresses listed on the signature page of the Agreement, unless notified
to the contrary. Any written notice hereunder shall become effective three (3)
business days after the date of mailing by registered or certified mail, and shall be
7.b
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CONSULTANT SERVICES AGREEMENT - 7
deemed sufficiently given if sent to the addressee at the address stated in this
Agreement or such other address as may be hereafter specified in writing.
E. Assignment. Any assignment of this Agreement by either party without the written
consent of the non-assigning party shall be void. If the non-assigning party gives its
consent to any assignment, the terms of this Agreement shall continue in full force
and effect and no further assignment shall be made without additional written consent.
F. Modification. No waiver, alteration, or modification of any of the provisions of this
Agreement shall be binding unless in writing and signed by a duly authorized
representative of the City and Consultant.
G. Entire Agreement. The terms and conditions outlined herein, together with the City’s
August 16, 2017, Asset Management Request for Proposals, and the Consultant’s
October 30, 2017, Response to that Proposal, constitute the entire agreement between
Consultant and the City and shall not be modified or rescinded except in writing, signed
by both parties. In the case of inconsistencies or disputes among these terms and
conditions, the following order of precedence shall prevail in descending order of
priority:
1. This Agreement and any written and fully signed amendments thereto.
2. As to workflow automation, and user experience, any assurances made or
expressed during the System demonstration process conducted in accordance
with Section I, which the City accepted as substantially conforming to its
expectations.
3. The City’s Request for Proposal and any written amendments thereto.
4. The Consultant’s Response to the City’s Request for Proposal and any
authorized written amendments or clarifications thereto.
In the event of conflict, the terms of this Agreement shall prevail. If any terms or conditions of this
Agreement are invalid under any applicable statute or rule of law, they are to that extent to be deemed
omitted and the remaining provisions shall not in any way be affected or impaired.
H. Compliance with Laws. The Consultant agrees to comply with all federal, state, and municipal
laws, rules, and regulations that are now effective or in the future become applicable to Consultant's
business, equipment, and personnel engaged in operations covered by this Agreement or accruing out of
the performance of those operations.
I. Public Records Act. The Consultant acknowledges that the City is a public agency subject to
the Public Records Act codified in Chapter 42.56 of the Revised Code of Washington and documents, notes,
emails, and other records prepared or gathered by the Consultant in its performance of this Agreement may
be subject to public review and disclosure, even if those records are not produced to or possessed by the
City of Kent. As such, the Consultant agrees to cooperate fully with the City in satisfying the City’s duties
and obligations under the Public Records Act.
J. City Business License Required. Prior to commencing the tasks described in Section I,
Contractor agrees to provide proof of a current city of Kent business license pursuant to Chapter 5.01 of the
Kent City Code.
K. Counterparts and Signatures by Fax or Email. This Agreement may be executed in any
number of counterparts, each of which shall constitute an original, and all of which will together constitute
this one Agreement. Further, upon executing this Agreement, either party may deliver the signature page
to the other by fax or email and that signature shall have the same force and effect as if the Agreement
bearing the original signature was received in person.
IN WITNESS, the parties below execute this Agreement, which shall become effective on
the last date entered below. All acts consistent with the authority of this Agreement and prior
7.b
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CONSULTANT SERVICES AGREEMENT - 8
to its effective date are ratified and affirmed, and the terms of the Agreement shall be deemed
to have applied.
CONSULTANT:
By:
(signature)
Print Name:
Its
(title)
DATE:
CITY OF KENT:
By:
(signature)
Print Name: Dana Ralph
Its Mayor
DATE:
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CONSULTANT SERVICES AGREEMENT - 9
NOTICES TO BE SENT TO:
CONSULTANT:
Attn:
Woolpert, Inc.
116 Inverness Drive East, Suite 105
Englewood, CO 80112-5125
303-925-1400 (telephone)
303-925-____ (facsimile)
NOTICES TO BE SENT TO:
CITY OF KENT:
Attn:
City of Kent
220 Fourth Avenue South
Kent, WA 98032
253-856-____ (telephone)
253-856-____ (facsimile)
APPROVED AS TO FORM:
Kent Law Department
ATTEST:
Kent City Clerk
7.b
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EEO COMPLIANCE DOCUMENTS - 1
DECLARATION
CITY OF KENT EQUAL EMPLOYMENT OPPORTUNITY POLICY
The City of Kent is committed to conform to Federal and State laws regarding equal opportunity.
As such all contractors, subcontractors and suppliers who perform work with relation to this
Agreement shall comply with the regulations of the City’s equal employment opportunity policies.
The following questions specifically identify the requirements the City deems necessary for any
contractor, subcontractor or supplier on this specific Agreement to adhere to. An affirmative
response is required on all of the following questions for this Agreement to be valid and binding.
If any contractor, subcontractor or supplier willfully misrepresents themselves with regard to the
directives outlines, it will be considered a breach of contract and it will be at the City’s sole
determination regarding suspension or termination for all or part of the Agreement;
The questions are as follows:
1. I have read the attached City of Kent administrative policy number 1.2.
2. During the time of this Agreement I will not discriminate in employment on the basis of sex,
race, color, national origin, age, or the presence of all sensory, mental or physical disability.
3. During the time of this Agreement the prime contractor will provide a written statement to
all new employees and subcontractors indicating commitment as an equal opportunity
employer.
4. During the time of the Agreement I, the prime contractor, will actively consider hiring and
promotion of women and minorities.
5. Before acceptance of this Agreement, an adherence statement will be signed by me, the
Prime Contractor, that the Prime Contractor complied with the requirements as set forth
above.
By signing below, I agree to fulfill the five requirements referenced above.
By: ___________________________________________
For: __________________________________________
Title: _________________________________________
Date: _________________________________________
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EEO COMPLIANCE DOCUMENTS - 2
CITY OF KENT
ADMINISTRATIVE POLICY
NUMBER: 1.2 EFFECTIVE DATE: January 1, 1998
SUBJECT: MINORITY AND WOMEN SUPERSEDES: April 1, 1996
CONTRACTORS APPROVED BY Jim White, Mayor
POLICY:
Equal employment opportunity requirements for the City of Kent will conform to federal and state
laws. All contractors, subcontractors, consultants and suppliers of the City must guarantee equal
employment opportunity within their organization and, if holding Agreements with the City
amounting to $10,000 or more within any given year, must take the following affirmative steps:
1. Provide a written statement to all new employees and subcontractors indicating
commitment as an equal opportunity employer.
2. Actively consider for promotion and advancement available minorities and women.
Any contractor, subcontractor, consultant or supplier who willfully disregards the City’s
nondiscrimination and equal opportunity requirements shall be considered in breach of contract
and subject to suspension or termination for all or part of the Agreement.
Contract Compliance Officers will be appointed by the Directors of Planning, Parks, and Public
Works Departments to assume the following duties for their respective departments.
1. Ensuring that contractors, subcontractors, consultants, and suppliers subject to these
regulations are familiar with the regulations and the City’s equal employment opportunity
policy.
2. Monitoring to assure adherence to federal, state and local laws, policies and guidelines.
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EEO COMPLIANCE DOCUMENTS - 3
CITY OF KENT
EQUAL EMPLOYMENT OPPORTUNITY COMPLIANCE STATEMENT
This form shall be filled out AFTER COMPLETION of this project by the Contractor awarded the
Agreement.
I, the undersigned, a duly represented agent of
Company, hereby acknowledge and declare that the before-mentioned company was the prime
contractor for the Agreement known as that was entered
into on the (date), between the firm I represent and the City of
Kent.
I declare that I complied fully with all of the requirements and obligations as outlined in the City
of Kent Administrative Policy 1.2 and the Declaration City of Kent Equal Employment Opportunity
Policy that was part of the before-mentioned Agreement.
By: ___________________________________________
For: __________________________________________
Title: _________________________________________
Date: _________________________________________
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CITY OF KENT, WA | CITYWORKS IMPLEMENTATION
1
Exhibit A – Scope of Services
Exhibit A – Scope of Services ............................................................................................................................................................. 1
Technical Scope of Work ................................................................................................................................................................... 3
Change Control ............................................................................................................................................................................... 4
Phase 1: Program Management ........................................................................................................................................................ 5
Task 1.1: Provide Written Notice to Proceed (City-Owned Task) ................................................................................. 6
Task 1.2: Finalize Project Plan ........................................................................................................................................... 6
Task 1.3: Project Administration ........................................................................................................................................ 6
Task 1.4: Project Kick-Off Meeting .................................................................................................................................... 7
Task 1.5: Project Schedule Coordination ..................................................................................................................... 8
Related Stub-Tasks .................................................................................................................................................................... 8
Task 1.6: Client Status Meetings ......................................................................................................................................... 8
Task 1.7: Internal Coordination Meetings ................................................................................................................... 10
Phase 2: Implementation Planning ................................................................................................................................................ 12
Task 2.1: Provide Asset Management Software Demonstrations ................................................................................. 13
Task 2.2: Install and Test Cityworks ................................................................................................................................ 14
Task 2.3: Facilitate Pre-Planning Discovery .................................................................................................................... 14
Task 2.4: Facilitate Cityworks AMS Work Order and Service Request Life-Cycle Management Business Process
Reviews 16
Task 2.5 Facilitate Geodatabase Design Review and Recommendations for Assets ............................................... 19
Task 2.6: Phase 2 Quality Control ..................................................................................................................................... 20
Task 2.7: Phase 2 Acceptance and Close ......................................................................................................................... 20
Phase 3: Core System Design and Configuration ......................................................................................................................... 21
Task 3.1: Prepare Initial Configuration Documentation ............................................................................................... 21
Task 3.2: Facilitate Cityworks AMS Software and Related Systems Configuration................................................... 22
Task 3.3: Review and Approval of Updated System Configuration and Documentation ......................................... 28
Task 3.4: Phase 3 Quality Control ..................................................................................................................................... 28
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Task 3.5: Phase 3 Acceptance and Close ......................................................................................................................... 28
Phase 4: Advanced Functionality Configuration and Development .......................................................................................... 29
Task 4.1: Design and Develop Application Integrations ................................................................................................ 29
Task 4.2: Perform Data Conversion of Legacy Asset and Transactional Data ........................................................... 42
Task 4.3: Develop Custom Reports and Dashboards (None Scoped) ........................................................................... 43
Task 4.4: Configure and Deploy Mobile Solutions .......................................................................................................... 43
Task 4.5: Phase 4 Quality Control ..................................................................................................................................... 45
Task 4.6: Phase 4 Acceptance and Close ......................................................................................................................... 45
Phase 5: System Deployment .......................................................................................................................................................... 46
Task 5.1: Provide Final Demonstrations .......................................................................................................................... 46
Task 5.2: Develop Test Plan .............................................................................................................................................. 46
Task 5.3: Facilitate User Acceptance Testing ................................................................................................................ 47
Task 5.4: Provide End-User Training ................................................................................................................................ 48
Task 5.5: Provide Go-Live Support Group 1 .................................................................................................................... 51
Task 5.6: Provide Go-Live Support Group 2 .................................................................................................................... 52
Task 5.7: Phase 5 Quality Control ..................................................................................................................................... 52
Task 5.8: Phase 5 Acceptance and Close ......................................................................................................................... 53
Schedule and Fee .............................................................................................................................................................................. 54
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Technical Scope of Work
Woolpert has developed a five-phased approach to implementing content rich enterprise asset management solutions. Each of the
five technical phases are executed in conjunction with continuous Project Management, Knowledge Transfer & Change
Management, and Quality Management activities. Deliberate execution of each phase, with continuous City involvement and
feedback enables Woolpert to ensure a successfully planned, designed, configured, and deployed asset management solution that is
used and useful immediately upon “Go-Live”, provides for the tools and resources needed to support current and planned asset
management activities, and provides the means to monitor and measure continuous improvement activities.
Each of our five phases are performed in order, with specific phase deliverables achieving City sign-off in each of the appropriately
defined tasks or sub-tasks. The culmination of each phase is solidified by a Phase Acceptance and Close-out process that signifies
delivery and acceptance of the Phase Tasks / Sub -Tasks for the particular phase being requested for Close-out.
Each of the five phases, depicted in the following Implementation Phase diagram, are present ed in detail in the subsequent sections
of this Statement of Work document. Note: the City has chosen to opt out of the final phase, Extended Support.
Implementation Phases
This scope of services is based on the following bounding assumptions:
The following Divisions are assumed to be part of the project:
o Environmental Engineering Division – Solid Waste
o Streets Division – Pavement, Sidewalk, Curb Repairs & Inspection; Requests; Signs
o Water Division - Sampling, Testing, Locates; Asset inspections, repairs, operation, replace, cleaning, flushing
o Sewer Division - Maintenance, Inspections, Repairs; Change Outs; Nassco; Other Inspections
o Drainage Division - SPPP, Inspections, Vactor, Ditch/Casting, Line Replacements, Basins
o Warehouse Division - Work Order Processing, Meters, Small Tools Rental & Repair, Stockpile, Motor Pool,
Orders/Inventory
o Vegetation Division - Ponds, Mowing, Fence Repairs, Irrigation, Litter Control, Tree Mgt., Requests
End user training will employ a Train-the-Trainer approach. Woolpert will train trainers and support trainers as they lead their
first class. City personnel will provide all end user training beyond those efforts.
Two Go-Live deployments are planned. The Divisions that will be part of each deployment will be mutually agreed-upon during
the project. The scoped go-live efforts assume two equal sized deployments. Should one go-live effort be larger than the other,
Woolpert will revise the scope the efforts (tasks and durations) to accommodate the size of each group. It is assumed that the
total effort defined in this scope of work will be sufficient to cover the total effort for the two go -lives.
The City will facilitate general computer and mobile device training outside the scope of this project.
The City will have reviewed, accepted and incorporated Geodatabase Design Recommendations from Task 2.5 prior to the
commencement of Phase 3, Core System Design and Configuration.
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The City will assign a Project Manager to schedule City resources for tasks, ensure that the appropriate City resources
participate in workshops and that City-owned tasks are executed per the project plan.
The City will assemble a Core Team that will participate in all key project tasks. The Core Team is considered the power users
that will serve as key Cityworks subject matter experts throughout the project and post-implementation.
The Woolpert Change Control process will be adopted as described below.
Anywhere that business days are referred to in the SOW means City business days.
Change Control
This section defines how changes to the original objectives and/or deliverables defined in this Statement of Work will be han dled.
Both Woolpert and the City recognize that changes are a normal part of the project life cycle. Woolpert believes that managing
change to project scope, cost, and schedule are critical to a project’s success and employs a comprehensive approach to chang e
control. Woolpert’s established change control process is documented as follows:
Any project team member (City or Woolpert) may initiate a Change Request whenever there is a perceived need for a change that
will affect the desired or anticipated outcome of the work or any element of the project. The project team member will use a
Change Control Notice (CCN) form as appropriate for the change:
Agreement to a Change Request signifies agreement to a change in overall costs, functionality, time scales, or other
identified project impact.
Changes will be identified and communicated by/to the respective Project Managers by any of the prescribed
communication channels. Change Requests may be introduced via verbal conversation or other form of communication but
must be supported by the appropriate CCN document.
All CCN’s will be signed by both the City and Woolpert Project Managers to indicate acceptance of the changes.
All project participants should understand that time is of the essence when initiating, reviewing, negotiating, and approving
Change Requests, as any delays to work in progress caused by a CCN may impact the overall project schedule and budget.
All request changes should be managed from their initiation through to their completion (acceptance or rejection) within five (5)
business days from the start of the process. If the City and Woolpert project managers cannot reach common agreement on the
request change within this time frame, the issue will be elevated to the next level of management (both City and Woolpert) for
resolution. During the resolution process, all downstream project tasks potentially impacted by the requested change will be placed
on hold until such time that resolution is achieved.
The following workflow diagram graphically depicts the above detailed process:
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Change Control Process
Each Change Control Notice (CCN) will clearly document the following:
Date
Change Control Number
CCN Initiated By
Original Scope of Services (language from the original scope that is being considered for change)
Proposed Change (narrative of the proposed change(s) being sought)
Schedule Impact (details about the proposed change(s) impact to the overall project schedule
Fee Impact (details on the proposed change(s) impact to the project budget)
Risk Assessment (narrative discussion about the risks the proposed change(s) will introduce to the project and the ways in
which said risk will be mitigated)
Acceptance Signatures (Woolpert and City project managers)
Phase 1: Program Management
An Enterprise Asset Management system implementation is a complex
endeavor that presents a variety of technical and organizational challenges
that will need to be identified, analyzed, understood, and continually
managed to ensure a successful outcome. Woolpert’s Project Management
approach provides for the resources and tools needed to successfully
manage the project through all phases / processes, including:
Initiation. project authorizations and expectations
Planning. project definitions, objectives, deliverables, analysis of
alternatives
Execution. coordination of resources, quality management, product
and service delivery
Monitoring and Controlling. monitoring and measuring to identify
variances and imitate corrective actions
Close-Out. acceptance of project deliverables and results
Project Life-Cycle Process Groups
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CITY OF KENT, WA | CITYWORKS IMPLEMENTATION
6
To fulfill each of these objectives, Woolpert will employ the different project management tools described in the following s ections:
Task 1.1: Provide Written Notice to Proceed (City-Owned Task)
Project start-up activities will commence upon receipt of a Written Notice to Proceed issued to Woolpert from the City contracting
authority. Project start-up activities include optimizing the project schedule, finalizing any outstanding modifications to the
proposed scope of series, setting up internal systems and controls, scheduling the Project Kick -Off Meeting, and locking in
implementation resources.
Task 1.2: Finalize Project Plan
During the course of selection and negotiation, there may have been requested modif ications to the proposed scope of work – add
additional tasks here, more hours there, remove a workshop, re-order on-site tasks, etc. Woolpert’s project manager and technical
leads will work with the City’s project manager to make sure all requested modifi cations to our project plan are completed and
signed-off between our two respective project managers.
Deliverables
Draft and Final Project Plan
Assumptions
The activities discussed in this section will begin once a Written Notice-to-Proceed is received from the City
City of Kent Responsibilities
Review, comment and accept draft project work plan within five days of document delivery
Schedule appropriate internal staff for remote review meeting
Related Sub-Tasks
WBS Task Name Duration
1.2 Finalize Project Plan 11.5 days
1.2.1 Woolpert to Prepare Draft Project Plan 2 days
1.2.2 Woolpert to Submit Project Plan to Client PM 0 days
1.2.3 Client Project Team to Review Project Plan (Client-Owned Task) 5 days
1.2.4 Woolpert to Facilitate Remote Review Meeting with Client Team 0.5 days
1.2.5 Woolpert to Update Project Plan Based on Client Review Feedback 2 days
1.2.6 Woolpert to Submit Final Project Plan 0 days
1.2.7 Client to Provide Written Acceptance of Final Project Plan (Client -Owned Task) 2 days
Task 1.3: Project Administration
Woolpert’s project manager will facilitate the following project administrative activities on a recurring basis throughout the life-cycle
of the project:
Develop, in cooperation with the City’s project manager, a project plan and schedule;
Proactively manage and update project plan and schedule, as required, throughout the duration of the project. Project plan
and schedule modifications will be facilitated upon common agreement between the City and Woolpert in accordance with
the issue control process detailed in the project plan;
Coordinate project events with the City’s project manager and Woolpert team members;
Author, edit, review, and distribute project documentation and technical reports as required;
Facilitate in-process review meetings with the City’s project manager, committees, management, and end-users as
scheduled, and appropriate, throughout the duration of the project;
Maintain a secure project collaboration web site to post project schedule details, in -process tasks and responsible parties,
technical documentation, as well as other project collaboration tools;
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Perform miscellaneous project administration (e.g. arrange travel, internal project updates); and
Anticipate problem areas and propose and facilitate solutions
Deliverables
Monthly project status reports
On-going project management, including resource allocation, invoicing and general consulting
Password protected project collaboration environment and issue log management
Assumptions
The activities discussed in this section will begin once a Written Notice-to-Proceed is received from the City
Nineteen (19) months of project management services will be provided
The following service areas within the City’s Department of Public Works are included in this scope of work :
o Environmental Engineering Division – Solid Waste
o Streets Division – Pavement, Sidewalk, Curb Repairs & Inspection; Requests; Signs
o Water Division - Sampling, Testing, Locates; Asset inspections, repairs, operation, replace, cleaning, flushing
o Sewer Division - Maintenance, Inspections, Repairs; Change Outs; Nassco; Other Inspections
o Drainage Division - SPPP, Inspections, Vactor, Ditch/Casting, Line Replacements, Basins
o Warehouse Division - Work Order Processing, Meters, Small Tools Rental & Repair, Stockpile, Motor Pool,
Orders/Inventory
o Vegetation Division - Ponds, Mowing, Fence Repairs, Irrigation, Litter Control, Tree Mgt., Requests
City departments or service areas not listed above will make personnel available to support all project phases where
technical or expert input from different business areas is needed
City of Kent Responsibilities
Assemble a team of domain and technical experts and have representation of all divisions / work groups involved
throughout all phases of the project
Provide a point of contact for all project management issues and questions
Schedule appropriate internal staff and provide facilities for on-site meetings and off-site conference calls
Review and accept project status reports, or otherwise provide comments on same within a reasonable time frame
Related Sub-Tasks
WBS Task Name Duration
1.3 Project Administration 380 days
1.3.1 Project Administration & Ad Hoc Client Meetings 380 days
1.3.2 Set-Up Woolpert Internal Systems 2 days
1.3.3 Monthly Status Reporting 380 days
1.3.4 Monthly Invoicing 380 days
Task 1.4: Project Kick-Off Meeting
As soon as is reasonably feasible, following receipt of the Written Notice to Proceed, Woolpert’s project manager will work w ith the
City’s project manager to schedule a Project Kick-Off Meeting. This meeting will be facilitated on-site at the City’s facilities for the
purpose of: 1) establishing the necessary project management protocols to be adhered to by all stakeholders, 2) reviewing the City’s
implementation goals and objectives with all team members, 3) identifying any City-owned source documentation necessary to
support the project, 4) identifying all critical path schedule milestones, and 5) addressing any outstanding scope or schedul e
questions that City stakeholders may have. Said meeting shall be of a duration suitable for addressing each of the items previously
listed. Development of the kick-off meeting agenda shall be the joint responsibility of Woolpert’s and the City’s project managers.
Deliverables
Kickoff meeting agenda
On-site project kick-off meeting (half day)
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Assumptions
The activities discussed in this section will begin once a Written Notice-to-Proceed is received from the City
City of Kent Responsibilities
Schedule meeting space and supporting technology peripherals suitable for the kick-off meeting
Coordinate and schedule meeting attendees
Related Sub-Tasks
WBS Task Name Duration
1.4 Project Kick-Off Meeting 5.5 days
1.4.1 Woolpert to Prepare Project Kick-Off Meeting Agenda 1 day
1.4.2 Client PM to Prepare Site for Kick-Off Meeting (Client-Owned Task) 2 days
1.4.3 Woolpert to Submit Meeting Agenda to Client PM 0 days
1.4.4 Client PM to Schedule Meeting Attendees (Client-Owned Task) 2 days
1.4.5 Woolpert to Facilitate Project Kick-Off Meeting (On-Site Task) 0.5 days
1.4.6 Woolpert to Prepare Kick-Off Meeting Minutes 1 day
1.4.7 Wooleprt to Submit Kick-Off Meeting Minutes to Client PM 0 days
Task 1.5: Project Schedule Coordination
Project schedule coordination and management will be performed using Microsoft Project software. Project schedules and tasks will
be monitored and adjusted as needed, depending upon the Client’s priorities and ability make its staff and facilities availab le at the
appropriate times throughout the project. An updated project schedule delinea ting resources, scheduled tasks, and completed tasks
will be maintained and available to all Woolpert and Client project participants.
Deliverables
Project schedule maintained and monitored on an on-going basis
Assumptions
The activities discussed in this section will begin once a Written Notice-to-Proceed is received from the Client
City of Kent Responsibilities
Review project schedule on an on-going basis
Related Stub-Tasks
WBS Task Name Duration
1.5 Project Schedule Coordination 380 days
Task 1.6: Client Status Meetings
Woolpert will facilitate a regular occurring status meeting. Woolpert’s project manager will participate in regularly schedul ed project
status meetings with the Client’s project manager and designees for the purpose of reviewing proj ect issues including: 1) activities,
action items, and deliverables completed to date; 2) activities, action items, and deliverables in process or scheduled; 3) t echnical or
contractual issues that require corrective action. Woolpert meeting participants will include Woolpert’s project manager and ad hoc
team members, as required. Client meeting participants will be as deemed necessary by the Client’s project manager, or as
requested by Woolpert’s project manager.
When feasible, Client Status Meetings will be held on-site at the Client’s facilities in conjunction with other scheduled on-site tasks.
Otherwise, Client Status Meetings will be facilitated remotely using teleconference and web meeting tools.
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Deliverables
Woolpert to facilitate bi-weekly project manager meetings. Meeting will be facilitated onsite, if the necessary Woolpert
resources are in Kent during the scheduled meeting, or via WebEx / teleconference. Woolpert will produce notes from
meetings and post them to the project website
Monthly project status reports upload to project website
Assumptions
Work will be performed remotely unless the required Woolpert resources happen to be onsite for the tasks.
The activities discussed in this section will begin once a Written Notice-to-Proceed is received from the City.
City of Kent Responsibilities
Schedule appropriate internal staff and provide facilities for on-site meetings and off-site conference calls
Review and accept project status reports, or otherwise provide comments on same within a reasonable time frame
Schedule meeting space and supporting technology peripherals suitable for on-site meetings
Coordinate and schedule meeting attendees
Related Sub-Tasks
WBS Task Name Duration
1.6 Client Status Meetings 347.13 days
1.6.1 Client Status Meetings 1 1 hr
1.6.2 Client Status Meetings 2 1 hr
1.6.3 Client Status Meetings 3 1 hr
1.6.4 Client Status Meetings 4 1 hr
1.6.5 Client Status Meetings 5 1 hr
1.6.6 Client Status Meetings 6 1 hr
1.6.7 Client Status Meetings 7 1 hr
1.6.8 Client Status Meetings 8 1 hr
1.6.9 Client Status Meetings 9 1 hr
1.6.10 Client Status Meetings 10 1 hr
1.6.11 Client Status Meetings 11 1 hr
1.6.12 Client Status Meetings 12 1 hr
1.6.13 Client Status Meetings 13 1 hr
1.6.14 Client Status Meetings 14 1 hr
1.6.15 Client Status Meetings 15 1 hr
1.6.16 Client Status Meetings 16 1 hr
1.6.17 Client Status Meetings 17 1 hr
1.6.18 Client Status Meetings 18 1 hr
1.6.19 Client Status Meetings 19 1 hr
1.6.20 Client Status Meetings 20 1 hr
1.6.21 Client Status Meetings 21 1 hr
1.6.22 Client Status Meetings 22 1 hr
1.6.23 Client Status Meetings 23 1 hr
1.6.24 Client Status Meetings 24 1 hr
1.6.25 Client Status Meetings 25 1 hr
1.6.26 Client Status Meetings 26 1 hr
1.6.27 Client Status Meetings 27 1 hr
1.6.28 Client Status Meetings 28 1 hr
1.6.29 Client Status Meetings 29 1 hr
1.6.30 Client Status Meetings 30 1 hr
1.6.31 Client Status Meetings 31 1 hr
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WBS Task Name Duration
1.6.32 Client Status Meetings 32 1 hr
1.6.33 Client Status Meetings 33 1 hr
1.6.34 Client Status Meetings 34 1 hr
1.6.35 Client Status Meetings 35 1 hr
1.6.36 Client Status Meetings 36 1 hr
1.6.37 Client Status Meetings 37 1 hr
1.6.38 Client Status Meetings 38 1 hr
1.6.39 Client Status Meetings 39 1 hr
Task 1.7: Internal Coordination Meetings
Internal coordination meetings will be held on a regular basis to ensure continuous communication about tasks in process,
scheduled tasks, and any issues impacting a successful implementation. Woolpert’s project manager will also utilize these mee tings
to gather information from project team members required to manage on -going resource loading.
Deliverables
Regularly scheduled internal coordination meetings
Assumptions
The activities discussed in this section will begin once a Written Notice-to-Proceed is received from the Client
Client Responsibilities
None
Related Sub-Tasks
WBS Task Name Duration
1.7 Internal Coordination Meetings 352.09 days
1.7.1 Internal Coordination Meetings 1 0.75 hrs
1.7.2 Internal Coordination Meetings 2 0.75 hrs
1.7.3 Internal Coordination Meetings 3 0.75 hrs
1.7.4 Internal Coordination Meetings 4 0.75 hrs
1.7.5 Internal Coordination Meetings 5 0.75 hrs
1.7.6 Internal Coordination Meetings 6 0.75 hrs
1.7.7 Internal Coordination Meetings 7 0.75 hrs
1.7.8 Internal Coordination Meetings 8 0.75 hrs
1.7.9 Internal Coordination Meetings 9 0.75 hrs
1.7.10 Internal Coordination Meetings 10 0.75 hrs
1.7.11 Internal Coordination Meetings 11 0.75 hrs
1.7.12 Internal Coordination Meetings 12 0.75 hrs
1.7.13 Internal Coordination Meetings 13 0.75 hrs
1.7.14 Internal Coordination Meetings 14 0.75 hrs
1.7.15 Internal Coordination Meetings 15 0.75 hrs
1.7.16 Internal Coordination Meetings 16 0.75 hrs
1.7.17 Internal Coordination Meetings 17 0.75 hrs
1.7.18 Internal Coordination Meetings 18 0.75 hrs
1.7.19 Internal Coordination Meetings 19 0.75 hrs
1.7.20 Internal Coordination Meetings 20 0.75 hrs
1.7.21 Internal Coordination Meetings 21 0.75 hrs
1.7.22 Internal Coordination Meetings 22 0.75 hrs
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WBS Task Name Duration
1.7.23 Internal Coordination Meetings 23 0.75 hrs
1.7.24 Internal Coordination Meetings 24 0.75 hrs
1.7.25 Internal Coordination Meetings 25 0.75 hrs
1.7.26 Internal Coordination Meetings 26 0.75 hrs
1.7.27 Internal Coordination Meetings 27 0.75 hrs
1.7.28 Internal Coordination Meetings 28 0.75 hrs
1.7.29 Internal Coordination Meetings 29 0.75 hrs
1.7.30 Internal Coordination Meetings 30 0.75 hrs
1.7.31 Internal Coordination Meetings 31 0.75 hrs
1.7.32 Internal Coordination Meetings 32 0.75 hrs
1.7.33 Internal Coordination Meetings 33 0.75 hrs
1.7.34 Internal Coordination Meetings 34 0.75 hrs
1.7.35 Internal Coordination Meetings 35 0.75 hrs
1.7.36 Internal Coordination Meetings 36 0.75 hrs
1.7.37 Internal Coordination Meetings 37 0.75 hrs
1.7.38 Internal Coordination Meetings 38 0.75 hrs
1.7.39 Internal Coordination Meetings 39 0.75 hrs
1.7.40 Internal Coordination Meetings 40 0.75 hrs
1.7.41 Internal Coordination Meetings 41 0.75 hrs
1.7.42 Internal Coordination Meetings 42 0.75 hrs
1.7.43 Internal Coordination Meetings 43 0.75 hrs
1.7.44 Internal Coordination Meetings 44 0.75 hrs
1.7.45 Internal Coordination Meetings 45 0.75 hrs
1.7.46 Internal Coordination Meetings 46 0.75 hrs
1.7.47 Internal Coordination Meetings 47 0.75 hrs
1.7.48 Internal Coordination Meetings 48 0.75 hrs
1.7.49 Internal Coordination Meetings 49 0.75 hrs
1.7.50 Internal Coordination Meetings 50 0.75 hrs
1.7.51 Internal Coordination Meetings 51 0.75 hrs
1.7.52 Internal Coordination Meetings 52 0.75 hrs
1.7.53 Internal Coordination Meetings 53 0.75 hrs
1.7.54 Internal Coordination Meetings 54 0.75 hrs
1.7.55 Internal Coordination Meetings 55 0.75 hrs
1.7.56 Internal Coordination Meetings 56 0.75 hrs
1.7.57 Internal Coordination Meetings 57 0.75 hrs
1.7.58 Internal Coordination Meetings 58 0.75 hrs
1.7.59 Internal Coordination Meetings 59 0.75 hrs
1.7.60 Internal Coordination Meetings 60 0.75 hrs
1.7.61 Internal Coordination Meetings 61 0.75 hrs
1.7.62 Internal Coordination Meetings 62 0.75 hrs
1.7.63 Internal Coordination Meetings 63 0.75 hrs
1.7.64 Internal Coordination Meetings 64 0.75 hrs
1.7.65 Internal Coordination Meetings 65 0.75 hrs
1.7.66 Internal Coordination Meetings 66 0.75 hrs
1.7.67 Internal Coordination Meetings 67 0.75 hrs
1.7.68 Internal Coordination Meetings 68 0.75 hrs
1.7.69 Internal Coordination Meetings 69 0.75 hrs
1.7.70 Internal Coordination Meetings 70 0.75 hrs
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WBS Task Name Duration
1.7.71 Internal Coordination Meetings 71 0.75 hrs
1.7.72 Internal Coordination Meetings 72 0.75 hrs
1.7.73 Internal Coordination Meetings 73 0.75 hrs
1.7.74 Internal Coordination Meetings 74 0.75 hrs
1.7.75 Internal Coordination Meetings 75 0.75 hrs
1.7.76 Internal Coordination Meetings 76 0.75 hrs
1.7.77 Internal Coordination Meetings 77 0.75 hrs
1.7.78 Internal Coordination Meetings 78 0.75 hrs
Phase 2: Implementation Planning
The Implementation Planning tasks are performed for verifying / establishing and documenting a clear purpose for the Cityworks
AMS implementation. Functional and technical requirements that were published in the request for proposal and further explained
in RFP addenda documents, during and after the short-list interview, are reviewed with Woolpert’s implementation team and the
City’s management and technical team leads to align goals and expectations and to establish critical success factors to measure
implementation milestones.
Woolpert will facilitate a number of Pre-Planning discovery tasks
beginning with a desktop audit of pertinent asset management data,
followed by a series on-site discovery workshops designed to identify,
validate, and document levels-of-service and key asset management
program metrics that we will need to configure the solution to support.
In those instances where the City does not yet have well-defined
performance metrics, the Woolpert implementation team will provide
some examples of quality metrics that the City can start with and grow
into as use of the system matures over time. Additionally, Woolpert will
facilitate a workshop to review the general GIS requirements for this
Cityworks project.
As part of these initial planning efforts, Woolpert will install a sample /
configured Cityworks AMS solution either on-site, on the City’s servers, or
in a cloud environment accessible to the City’s project team. This initial
system install will be used through all the implementation phases to
“teach and train” users how to navigate the system and ultimately use it to their daily benefit. As the project moves through the
phases, this initial install will be updated to reflect the configuration decisions made by the City’s project team until suc h time that at
“Go-Live” it becomes the Production Environment.
Additionally, as part of Woolpert’s continuous knowledge transfer and change control efforts, we can optionally provide a ser ies of
software demonstrations to the City team early in the process. Thi s early introduction to the system imparts a level of understanding
among those City team members that will be asked to make design and configuration decisions. This is the first of many softwa re
demonstrations that will be used throughout our implementati on process.
During the Planning Phase Woolpert will facilitate a series of Business Process Review workshops whereby Woolpert works with the
City’s key technical staff to establish a best practices approach to managing the request, work order, and inspecti on data that will be
captured, routed, acted-upon, and reported within the asset management software application.
Woolpert will facilitate a workshop in which the geodatabase will be reviewed in terms of how it supports asset management be st
practices for asset and attribute tracking. Woolpert will make recommendations as to how the data structures could be augments to
better align with the Cityworks solution and support advanced asset management decision -making. Woolpert will develop a
Key Implementation Planning (Phase 2)
Deliverables
Asset Management Software
Demonstrations
Installation of Cityworks in Sandbox Site
Pre-Implementation Planning Discovery
Technical Memorandum
Business Process Workflow (Best
Practices) Documentation
Geodatabase Design Technical
Memorandum
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conceptual data model that the City can incorporate into their geodatabase. Per request of the City during the scoping process,
Woolpert will provide effort to develop data migration scripts to load legacy Hansen asset records into the GIS.
Each of the related Implementation Planning Tasks and Sub-Tasks are detailed in the following sections.
Task 2.1: Provide Asset Management Software Demonstrations
Woolpert will facilitate a series of on-site software demonstrations to introduce the City’s project team members to the core
functionality and features of the Cityworks application. For many of the City’s project team members, this will be their first exposure
to the new Cityworks software. These demonstrations will provide an initial overview of the features and functions of the new
software and will serve as a basis for on-going software training and knowledge transfer that will increase in frequency and
complexity as the project progresses through the subsequent design, configuration and deployment phases. The on-site software
demonstrations will be facilitated multiple times over a three (3) day period to accommodate project team member schedules and
to allow the City to include as many staff members as possible.
Deliverables
Woolpert will develop a Software Demonstration agenda and provide same to the City PM
Woolpert will provide seven (7) on-site Software Demonstrations, each up to two (2) hours in duration.
Assumptions
Software Demonstrations will be facilitated using a Woolpert demo environment
The City’s project manager will ensure site readiness and staff participation for the Software Demonstrations
The City’s project manager will provide a conference room or training room with a projector. During the Software
Demonstrations, individual computers are not needed for the participants. The software functionality will be demonstrated
from the instructor’s computer.
Software demonstrations will be conducted during the same business week (Monday – Friday) as the project kick-off
meeting.
City Responsibilities
City project manager to review and accept agenda for Software Demonstrations
City project manager to schedule and accommodate the appropriate City project team members such that they are
available, without undue interruption, for the required number of days
Secure an appropriate training facility suitable for participants
Related Sub-Tasks
WBS Task Name Duration
2.1 Provide Asset Management Software Demonstrations 6.25 days
2.1.1 Woolpert to Develop AMS Demonstration Agenda 0.25 days
2.1.2 Woolpert to Submit Agenda to Client 0 days
2.1.3 Woolpert to Prepare for Software Demonstrations 2 days
2.1.4 Client to Prepare Site for Demonstrations (CLIENT-OWNED TASK) 2 days
2.1.5 Woolpert to Facilitate On-Site AMS Demonstrations 1.75 days
2.1.5.1 Demonstration 1: Environmental Engineering Division 0.25 days
2.1.5.2 Demonstration 2: Streets Division 0.25 days
2.1.5.3 Demonstration 3: Water Division 0.25 days
2.1.5.4 Demonstration 4: Sewer Division 0.25 days
2.1.5.5 Demonstration 5: Drainage Division 0.25 days
2.1.5.6 Demonstration 6: Warehouse Division 0.25 days
2.1.5.7 Demonstration 7: Vegetation Division 0.25 days
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Task 2.2: Install and Test Cityworks
This task includes installing the core Cityworks AMS software, other supporting applications, and a pre-configured sample Cityworks
database within the City’s networked environment. Alternatively, Woolpert can establish this installation in a hosted environment.
Prior to beginning the installation, Woolpert will provide a full readiness checklist to the City’s IT staff to ensure the ap plication and
database servers are prepared in advance through the installation and configur ation of the requisite operating system, relational
database, and web services applications, along with any additional City -specific security and system administration applications. The
readiness checklist will include recommendations / minimum requirements for hardware and software specifications suitable for
supporting the Cityworks solution. Woolpert will perform the necessary Cityworks software installation, testing and configura tion
required to ensure a successful deployment within the City’s on -premise sandbox or development environment. Also, at this time,
Woolpert will request the provision of application and database servers to support an n -tier environment consistent with the City’s
established IT policy. At a minimum, Woolpert envisions a total of three environments – Development (DEV), Testing (TEST), and
Production (PROD). Woolpert will deploy a System Implementation Specialist on-site to assist the City’s IT technical staff with the
installation and configuration of the various Cityworks environ ments. Also, at this time, Woolpert’s Implementation Specialist will
provide system administration knowledge transfer and training (software installation, configuration, back -up and recovery) to the
City’s identified system administrators.
Deliverables
Cityworks and hardware specifications documentation for the City to review
Woolpert will facilitate a remote system specifications review with the City’s IT team
Woolpert will perform on-site installation, configuration, and testing of the core Cityworks soft ware applications and
databases in the City’s on-premise network environment (Test and Development)
Woolpert will provide Cityworks software installation and back-up training to the City’s system administrators during the
time on-site to perform the installation services.
Assumptions
Activities including Installation, configuration, testing and training will be performed onsite at the City’s facilities.
Training will be facilitated utilizing the newly installed on-premise Cityworks environment
The City’s Project Manager will ensure site readiness and staff participation for the training
The City’s Project Manager will ensure IT Staff are available during the Cityworks software installation and testing to ensur e
the proper access and permissions are granted
The City will create a login for Woolpert for the necessary access to install software, set up databases, and test the softwa re
City Responsibilities
Create the logins for Woolpert with the necessary permissions
Ensure the Servers are prepared for the installation of the Cityworks software including ArcGIS Server, SDE, RDBMS (SQL
Server or Oracle), and other supporting software applications
City project manager to ensure the necessary staff participate in the training
Related Sub-Tasks
WBS Task Name Duration
2.2 Install and Configure Cityworks AMS in a Sandbox Environment 4 days
2.2.1 Woolpert to Install and Configure Cityworks AMS in a Sandbox Environment (On-Site Task) 0.5 days
2.2.2 Woolpert to Test Installation and Configuration and Modify as Required (On -Site Task) 0.5 days
2.2.3 Woolpert to Replicate Initial Sandbox Configuration to Development Environment (On -Site Task) 0.5 days
2.2.4 Woolpert to Provide Core Cityworks AMS Administration Training to Client System Administrators (On -
Site Task) 0.5 days
2.2.5 On-Site Travel: Demonstrations and Software Installation 4 days
Task 2.3: Facilitate Pre-Planning Discovery
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Woolpert will jointly facilitate a series of pre-planning
discovery sub-tasks for the purposes of: 1) understanding the
City’s over-arching corporate asset management objectives
and strategies; 2) aligning the City’s stated technical and
functional requirements with the governing project plan
(Request for Proposal, contract, Statement of Work
documents); and 3) identifying and documenting any critical
performance requirements that have not been adequately
addressed to date (critical / unique asset performance
measures, system interfaces, unique workflow details, specific
reporting requirements, data conversion requirements).
Ultimately, we are utilizing this pre-planning discovery
opportunity to engage the City’s management team and
technical leads to define the target asset performance
measures the implemented Cityworks AMS will be required to
support. By clearly articulating the organization’s
implementation vision and aligning this with the corporate
policies and goals, strategies, and objectives, we can establish
the desired “to-be” position at the very on-set of the project.
Woolpert will then compare requirements to the City’s current
asset management strategy baseline to define the outstanding measures that need to be implemented as part of the overall proj ect.
This will clearly establish the “roadmap” our project team and the City’s project participants will utilize to navigate the d esign,
configuration, and deployment phases of the project. The Performance Management Roadmap in the above graphic illustrates how
the pre-implementation planning discovery is used to align implementation goals and objectives and establish the requisite
implementation road map.
Any program elements that are discovered during this process that are not part of the Project Plan will be presented to the C ity’s
management team for consideration. At their discretion, the City’s management team may elect to: 1) have these added to a rev ised
Project Plan for inclusion in the core project implementation; 2) wait to address these issues as part of the Phase 5 – Extended
Support; or 3) place them in a “parking lot” for future consideration outside of the scope of this implementation plan. De pending
upon the City’s decision, Woolpert will make any necessary adjustments to the Project Plan and obtain acceptance from the Cit y.
Deliverables
Woolpert will prepare a Request for Information and submit it to the City’s PM
Woolpert will perform a desktop review of the data provided by the City’s PM
Woolpert will facilitate a series of discovery workshops, on-site at the City’s facilities
Woolpert will document the workshop discussions and finding in the form of a Technical Memorandum and submit it to t he
City’s PM
Woolpert will facilitate a remote conference call meeting with the City team to review the contents of the Technical
Memorandum
Assumptions
Onsite workshops will span no more than two (2) business weeks
The City’s project manager will provide the Data gathered from the Request for Information no later than one (1) week
prior to the scheduled pre-discovery workshops
All activities, other than the actual workshop will be performed remotely
The City’s project manager will ensure site readiness and staff participation for the workshop
City will be able to create and configure additional asset types after completion of the implementation
Asset types will be addressed in order of priority; some asset types may need to be configured by the City post
implementation or by Woolpert via the project change request process
City Responsibilities
Performance Management Roadmap
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The City’s PM will facilitate the data gathering process to collect the information detailed in Woolpert’s RFI
The City’s PM will secure appropriate meeting facilities in which Woolpert will conduct the workshops
The City’s PM will schedule all City workshop attendees
All identified City workshop attendees will actively participate in the on -site meetings without undue interruption
The City’s PM and technical project team members will review the Technical Memorandum and provide feedback to
Woolpert in a timely fashion
The City’s PM and technical project team members will participate in a remote conference call review meeting with the
Woolpert PM
Related Sub-Tasks
WBS Task Name Duration
2.3 Conduct Pre-Planning Discovery 19.25 days
2.3.1 Prepare Requests for Information 2 days
2.3.2 Submit RFI to Client PM 0 days
2.3.3 Client PM to Facilitate Data Gathering Process and Provide Data to Woolpert (Client-Owned Task) 10 days
2.3.4 Woolpert to Perform Desktop Audit of Collected Information 5 days
2.3.5 Woolpert to Prepare for On-Site Discovery Workshops 1 day
2.3.6 Woolpert to Facilitate Pre-Planning Discovery Workshops 5 days
2.3.6.1 Global Configuration Standards Workshop (On-Site Task) 2 days
2.3.6.2 General GIS Requirements and Review Workshop (On -Site Task) 0.5 days
2.3.6.3 Department-Specific Discovery Workshops 5 days
2.3.6.3.1 Environment Engineering Div. – Solid Waste (On-Site Task) 0.25 days
2.3.6.3.2 Streets Div. - Pavement, Sidewalk, Curb Repairs & Inspection; Requests, Signs (On -Site Task) 0.25 days
2.3.6.3.3 Water Div. - Sampling, Testing, Locates; Asset inspections, repairs, operation, replace, cleaning,
flushing (On-Site Task) 0.25 days
2.3.6.3.4 Sewer Div. - Maintenance, Inspections, Repairs; Change Outs; Nassco; Other Inspections (On -Site
Task) 0.25 days
2.3.6.3.5 Drainage Div. - SPPP, Inspections, Vactor, Ditch/Casting, Line Replacements, Basins (On-Site Task) 0.25 days
2.3.6.3.6 Warehouse Div. - Work Order Processing, Meters, Small Tools Rental & Repair, Stockpile, Motor
Pool, Orders/Inventory (On-Site Task) 0.25 days
2.3.6.3.7 Vegetation Div. - Ponds, Mowing, Fence Repairs, Irrigation, Litter Control, Tree Mgt., Requests
(On-Site Task) 0.25 days
2.3.6.3.8 Accounting Division 0.25 days
2.3.6.3.9 Data Conversion Review 0.25 days
2.3.6.3.10 On-Site Travel 5 days
2.3.7 Woolpert to Document Workshop Findings and Update Implementation Scope of Services,
Assumptions, and Risk Plan 5 days
2.3.8 Woolpert to Submit Updated Documentation to Client PM 0 days
Task 2.4: Facilitate Cityworks AMS Work Order and Service Request Life-Cycle
Management Business Process Reviews
The objective of the business process reviews is three-fold: 1) provide Woolpert’s implementation team with a deep understanding
of the City’s desired work / asset management work flows / business processes, 2) provide City project participants with a deeper
understanding of the impending business process improvements introduced by the planned Cityworks solution in tandem with the
desired business process as stated in the City’s RFP, and 3) establish asset life-cycle management and work management workflows
in the context of the City’s asset management strategies and as supported by Cityworks’ functional and technical capabilities .
One of the main features of today’s leading asset and maintenance management software applications is their ability to be
configured to fit the unique way an organization manages and executes its infrastructure maintenance management activities. Over
the course of many Cityworks AMS implementation engagements, Woolpert has learned that: 1) documenting asset management
software workflows can be a rather overwhelming task for the City’s technical leads; and 2) the service request, work order, and
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inspection life-cycles that need to be managed within the asset / maintenance management software application is 80 – 90 percent
standard across all implementing organizations. Woolpert has taken this knowledge and developed a standard set of “best
practice” workflow templates that we use to facilitate understanding of the work management life-cycle and we tailor these
standard templates to best accommodate the implementing organization’s standard “planning, scheduling, and execution”
workflows. We have found that this approach saves time, money, and introduces a substantial level of best industry practices for
work management activities right at the on-set of the project.
A single workshop will be used to review the global workflows that apply to most work management business processes. All work
groups are expected to participate in the global workflows workshop.
Woolpert will facilitate a series of on-site workshops that investigate a number of standard work management work flow diagrams
detailing the life-cycle management of work requests within the Cityworks application. The eight (8) primary workflow areas
addressed will include:
1. Initiation 4. Scheduling 7. Emergency Work
2. Screening 5. Assignment 8. QA Review & Completion
3. Planning 6. Performance
These standard work management work flows will specifically incorporate information gathered in the discovery phase (Task 1.1.6)
with the Current State and Future State diagrams and workflows presented in the RFP Exhibit B, which are listed below. Woolpert
has reviewed and understands the RFP’s process diagrams.
Current System State Context Diagram
Lifecycle Workflow
Future State Corrective Maintenance Workflow
Future State Preventative Maintenance Workflow
Future State Resource Tracking Workflow
Additionally, Woolpert will address the following three (3) ancillary work flows:
1. Asset Set-Up and Modification
2. Preventative Maintenance / Predictive Maintenance Work Order Set -Up and Modification
3. Inventory Management Processes
With the various workflows, Woolpert will introduce the use of Work Order Statuses, reasons why work order / inspection
performance might be delayed (awaiting parts, awaiting available crews, weather delays, etc.), the ability to track and repor t on
work orders throughout their life-cycle, and how all of these factors relate to establishing a work management environment that
moves from reactive maintenance to a more proactive maintenance position (one of the multiple asset management best practices
Woolpert facilitates through our implementations).
Also, as part of these workshop discussions, Woolpert will expand upon the discussions of Levels of Service, asset performance
measures, and specialized reporting requirements to identify any key custom data fields that will need to be taken under
consideration during the upcoming (Phase 2) configuration workshops.
Upon the completion of these workshops, Woolpert will compile all of the comments and feedback received from the City’s
technical team members (maintenance staff), and update the standard workflow diagrams to reflect local practices. Ou r past
experiences with this exercise indicate that we should not need to make more than a few edits to our standard workflow diagra ms.
The resultant documentation will later be used by the City’s technical team and system administrators to develop standar d
operating procedures and training materials.
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Example Asset Management Workflow Diagrams
Deliverables
Woolpert will facilitate a series of on-site Business Process Review Workshops
Woolpert team members will document the outcomes of the workshops
Woolpert team members will facilitate a remote review meeting with the City technical team to review the and update the
documentation based on the outcome of the review meeting
Assumptions
All preparation activities will be performed remotely.
All workshop activities will be performed on-site.
The City’s PM will ensure site readiness and staff participation for the workshops
City Responsibilities
Secure an appropriate meeting facility suitable for participants
Schedule and accommodate the appropriate City project participants such that they are available, without undue
interruption, for the required number of days
Review submitted draft documents
Participate in remote review meeting
Related Sub-Tasks
WBS Task Name Duration
2.4 Facilitate Cityworks AMS Work Order and Service Request Life-Cycle Management Business Process
Reviews 15.25 days
2.4.1 Round 1 Business Process Review Workshops (Onsite) 13.25 days
2.4.1.1 Woolpert to Prepare for Workshops (First Round) 1 day
2.4.1.2 Woolpert to Facilitate Business Process Workshops (Round 1) 3.75 days
2.4.1.2.1 Global Standards Workshop (On-Site Task) 1 day
2.4.1.2.2 Environmental Engineering Div - Solid Waste (On-Site Task) 0.25 days
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WBS Task Name Duration
2.4.1.2.3 Streets Div. - Pavement, Sidewalk, Curb Repairs & Inspection; Requests, Signs (On -Site Task) 0.25 days
2.4.1.2.4 Water Div. - Sampling, Testing, Locates; Asset inspections, repairs, operation, replace, cleaning,
flushing .; (On-Site Task) 0.25 days
2.4.1.2.5 Sewer Div. - Maint, Insp, Repairs; Change Outs; Nassco; Other Inspections (On-Site Task) 0.25 days
2.4.1.2.6 Drainage Div. - SPPP, Inspections, Vactor, Ditch/Casting, Line Replacements, Basins (On-Site Task) 0.25 days
2.4.1.2.7 Warehouse Div. - Work Order Processing, Meters, Small Tools Rental & Repair, Stockpile, Motor
Pool, Orders/Inventory (On-Site Task) 0.25 days
2.4.1.2.8 Vegetation Div. - Ponds, Mowing, Fence Repairs, Irrigation, Litter Control, Tree Mgt., Requests
(On-Site Task) 0.25 days
2.4.1.2.9 On-Site Travel 3 days
2.4.1.3 Woolpert to Document Business Process Review Workshop Findings (First Round) 3 days
2.4.1.4 Woolpert to Submit Draft Workflow Documentation to Client PM 0 days
2.4.1.5 Client Technical Team to Review Draft Workflow Documentation (Client -Owned Task) 5 days
2.4.1.6 Woolpert to Facilitate Remote Review Meeting with Client Technical Team 0.5 days
2.4.1.7 Woolpert to Update Draft Workflow Documentation per Client Review Comments 1 day
2.4.2 Round 2 Business Process Review Workshops (Remote Review) 2 days
2.4.2.1 Remote Review Meeting 1 - Solid Waste Division 0.25 days
2.4.2.2 Remote Review Meeting 1 - Streets Division 0.25 days
2.4.2.3 Remote Review Meeting 1 - Water Division 0.25 days
2.4.2.4 Remote Review Meeting 1 - Sewer Division 0.25 days
2.4.2.5 Remote Review Meeting 1 - Drainage Division 0.25 days
2.4.2.6 Remote Review Meeting 1 - Warehouse Division 0.25 days
2.4.2.7 Remote Review Meeting 1 - Vegetation Division 0.25 days
2.4.2.8 Woolpert to Update Draft Workflow Documentation per Client Review Comments 2 days
2.4.2.9 Client to Review and Approve Workflows 1 day
Task 2.5 Facilitate Geodatabase Design Review and Recommendations for Assets
For the Cityworks solution, the asset data model exists in the ArcGIS Geodatabase. Its data model design or structure is a key
component in the overall implementation of Cityworks. The Geodatabase can house both spatial and non-spatial records or assets.
A maintainable asset is any asset to which the City may assign a work order or an inspection. For each type of maintainable asset, a
GIS data structure (feature or object class) must exist. The GIS data structure is definable by the City and not dictated by the
Cityworks solution. This task will result in the delivery of a Geodatabase Design Technical which will include key recommendations
for the City’s Geodatabase.
Prior to the workshops, the City will provide Woolpert with a copy of their current geodatabases. Woolpert will install the database
on Woolpert servers and evaluate the existing data structures. Woolpert will develop and submit an agenda for the workshops.
Woolpert will facilitate a set of onsite workshops with the intent to provide input into, and recommendations on how to improve,
the existing and required new GIS data structures. After the workshops, Woolpert will develop a GIS Recommendations technical
memorandum. Woolpert will facilitate a remote review of the tech memo. Woolpert will update the document per feedback from
the City resubmit the document in its final version. City GIS staff will make any changes based on the recommendations in the
memorandum.
Deliverables
Woolpert will facilitate up to three (3) consecutive business days of GIS workshops onsite at City facilities.
Woolpert will develop and deliver a draft version of the GIS Recommendations technical memorandum.
Woolpert will facilitate a remote review of the GIS Recommendations tech memo for up to two (2) hours.
Woolpert will update and deliver a final version of the GIS Recommendations tech memo.
Assumptions
All work other than the GIS workshops will take place remotely.
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The recommendations that Woolpert will be making in the technical memorandum will be to support the configuration of
Cityworks.
City Responsibilities
City will provide a version of their existing geodatabase to Woolpert for review prior to the workshops.
City will ensure that the appropriate resources will attend the GIS workshops.
City will review the draft version of the GIS Recommendations tech memo prior to the joint review WebEx session.
The appropriate City project resources will actively participate in the session to review the GIS Recommendations tech
memo.
City will accept as final the GIS Recommendations tech memo once the updates from the joint review session have been
made.
Related Sub-Tasks
WBS Task Name Duration
2.5 Facilitate Geodatabase Design Review and Recommendations for Assets 33 days
2.5.1 Woolpert to Prepare for On-Site Discovery Workshops 2 days
2.5.2 Woolpert to Facilitate Geodatabase Design Workshops 3 days
2.5.2.1 Environmental Engineering Div - Solid Waste (On-Site Task) 0.25 days
2.5.2.2 Streets Div. - Pavement, Sidewalk, Curb Repairs & Inspection; Requests, Signs (On -Site Task) 0.25 days
2.5.2.3 Water Div. - Sampling, Testing, Locates; Asset inspections, repairs, operation, replace, cleaning,
flushing (On-Site Task) 0.25 days
2.5.2.4 Sewer Div. - Maint, Insp, Repairs; Change Outs; Nassco; Other Inspections (On-Site Task) 0.25 days
2.5.2.5 Drainage Div. - SPPP, Inspections, Vactor, Ditch/Casting, Line Replacements, Basins (On-Site Task) 0.25 days
2.5.2.6 Warehouse Div. - Work Order Processing, Meters, Small Tools Rental & Repair, Stockpile, Motor
Pool, Orders/Inventory (On-Site Task) 1 hr
2.5.2.7 Vegetation Div. - Ponds, Mowing, Fence Repairs, Irrigation, Litter Control, Tree Mgt., Requests (On-
Site Task) 0.25 days
2.5.2.8 On-Site Travel 3 days
2.5.2.8.1 Travel Costs 3 days
2.5.3 Woolpert to Document Workshop Outcomes in the form of a Technical Memorandum 3 days
2.5.4 Woolpert to Submit Draft Technical Memorandum to Client PM 0 days
2.5.5 Client Technical Team to Review Geodatabase Design Technical Memorandum (City-Owned Task) 5 days
2.5.6 Woolpert to Facilitate Remote Review Meetings with Client Technical Team 0.25 days
2.5.7 Woolpert to Update Geodatabase Design Technical Memorandum per Client Technical Team Review
Comments 1 day
2.5.8 Woolpert to Submit Updated Geodatabase Design Technical Memorandum to Client PM 0 days
2.5.9 Client GIS Team to Facilitate Geodatabase Updates and Populate Asset Data (Client -Owned Task) 20 days
Task 2.6: Phase 2 Quality Control
Woolpert technical resources, not regularly involved with this implementation will perform independent quality review of the work
processes and deliverable products in accordance with the Woolpert Total Quality Plan.
Task 2.7: Phase 2 Acceptance and Close
This is the Phase exit document that the City project manager signs indicating Woolpert has delivered the Phase 2 services in
accordance with the Scope of Work and Project Plan.
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Sample AM System Configuration
Documentation Table of Contents
Phase 3: Core System Design and Configuration
Using the “road map” developed in Phase 2 as our guide, the Woolpert
implementation team will lead the City’s project team through the
Cityworks configuration tasks. The result of Phase 3 activities will be a
fully configured AM solution – deployed to the City’s development
environment – that is ready to undergo User Acceptance Testing.
Woolpert will initiate the configuration activities by developing a set of
configuration documents. These will be reviewed by the City’s technical
team for gaining a level of familiarity with the various aspects of the
system components that will need to be configured (service requests,
work orders, inspections, job plans, work crews, default schedule dates,
and the list goes on).
Woolpert’s implementation team will facilitate three (3) rounds of on-site
configuration workshops, whereby the Cityworks solution will be
iteratively configured and loaded with the data required to support the
City’s asset / maintenance workflows and support the defined reporting
requirements.
Once all the configuration activities have been completed, Woolpert will facilitate a review of the configured solution and
companion documentation to gain alignment from the City’s project team that the
solution is ready to move into the next project phase. This review is to ensure
that nothing major has been omitted from the design, not to approve the system
for go-live. Alignment means the system is ready for testing. Once alignment is
complete, Woolpert will facilitate a series of on-site system demonstrations.
These demonstrations will “walk” the system through all the asset / maintenance
management workflows in the manner they were configured and provide the
City’s technical team an opportunity to comment upon and request modifications
to the configuration. After Woolpert updates the configuration (and related
documentation) per the demonstration feedback, the system will be ready for
User Acceptance Testing (UAT) – Phase 4.
Task 3.1: Prepare Initial Configuration Documentation
Woolpert will compile the asset management program data gathered and
documented through the multiple on-site workshops and other related project
meetings completed project-to-date (pre-planning discovery, business process
review, etc.) and distill this information into a series of organized configuration
documents. This configuration documentation, consisting of standard AM system
elements, as well as the customized details required to support the City’s specific
asset management program, will be used to guide the configuration of the AM
system such that it is localized to the City’s specific work order and asset
maintenance management requirements.
Later in the project, the City will be asked to formally review and approve the
final configuration document. Since this is a very long and complicated
document, it is important for the City’s team to start learning about it (how
sections are divided and how those sections related to the configured solution)
early in the project. Else, when final acceptance of that document is required, the
review will be overly-cumbersome for the City team. Delayed acceptance at that
time may affect the timing of subsequent project activities.
Key Core System Design and Configuration
(Phase 3) Deliverables
Core AM System Configuration
Documentation
AM System Configuration Training
Core AM System Configuration in the
Development Environment
Inventory and Materials Management
Configuration in the Development
Environment
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Deliverables
Woolpert team members will develop a set of configuration documents containing all the configuration items discovered
to-date
Woolpert will facilitate a remote review meeting with the City’s technical team
Assumptions
All above listed tasks will be performed remotely
City Responsibilities
Review the prepared draft configuration documentation
Participate in the remote review meeting
Related Sub-Tasks
WBS Task Name Duration
3.1 Prepare Cityworks AMS Configuration Documentation 10.25 days
3.1.1 Woolpert to Prepare Draft Configuration Documentation 5 days
3.1.2 Woolpert to Submit to Client PM for Review 0 days
3.1.4 Client Technical Team to Review Draft Configuration Documentation 5 days
3.1.3 Woolpert to Facilitate Remote Review Meeting with Client Technical Team 0.25 days
Task 3.2: Facilitate Cityworks AMS Software and Related Systems Configuration
Sub-Task 3.2.1: Provide Cityworks AMS Configuration Training
Woolpert will facilitate an on-site configuration training course for the purpose of providing the City’s project team members with
the Cityworks knowledgebase needed to support the system design and implementation decisions. Configuration Training will be
comprised of a two-day curriculum designed to cover all relative aspects of the AM system configuration. Completion of the
configuration training will ensure the City’s project participants (those with implementation responsibilities) are provided with
enough exposure to, and understanding of, the Cityworks work order and asset management functionality to enable them to make
smart and informed configuration decisions as they relate to the overall implementation objectives. The intent of the Configuration
Training is not to provide the skills needed to maintain the daily operations of the system. This End -User Training is provided at a
later date.
Configuration Training will be facilitated in a classroom environment (computer lab or training room) on -site at the City’s facilities.
Deliverables
Woolpert will develop a Configuration Training agenda and provide same to the City project manager
Woolpert will provide on-site Configuration Training
Assumptions
Training will be facilitated utilizing the newly installed on-premise Cityworks environment
The City’s project manager will ensure site readiness and staff participation for the training
The City’s project manager will provide a conference room or training room with a projector. During Configuration Training,
individual computers are not needed for the participants. The software functionality will be demonstrated from the
instructor’s computer.
Ensure Woolpert access to the Cityworks environment installed on-premise to perform training
City Responsibilities
City project manager to review and accept agenda for training
City project manager to schedule and accommodate the appropriate City project team members such that they are
available, without undue interruption, for the required number of days
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Secure an appropriate training facility suitable for participants
Related Sub-Tasks
WBS Task Name Duration
3.2.1 Provide Cityworks AMS Configuration Training 5 days
3.2.1.1 Woolpert to Prepare Configuration Training Agenda 1 day
3.2.1.2 Woolpert to Submit Agenda to Client PM 0 days
3.2.1.3 Client PM to Prepare Site for Configuration Training (Client-Owned Task) 2 days
3.2.1.4 Woolpert to Provide Configuration Training 1 day
3.2.1.4.1 Configuration Training Class (On-Site Task) 1 day
Sub-Task 3.2.2: Facilitate Core Cityworks AMS Software Configuration
Woolpert will facilitate Core Cityworks Configuration through three (3) rounds of on-site configuration workshops. Given the number
of work groups that will implement the solution under this scope of work, each round of workshops may span multiple onsite we eks.
In support of the configuration workshops, Woolpert will have a full version of Cityworks available to help facilitate ideas and
approaches to the configuration – this is also part of the overall iterative learning process. Each round of workshops will address the
following items in increasing levels of detail:
Domains. This is the security architecture that determines how employees, work orders and other asset maintenance
management information can be shared across organizational boundaries.
Employee Hierarchy. Determines security protocols for each user of the system as well as practical grouping of employees
for assignments to work orders, inspections, and service requests (e.g. crews).
Work Orders. Templates for each of the type of maintenance activities that will be performed on each asset in the system
Tasks. Individual work items associated with a work order. For example, a repair sewer main work order might have tasks
for establish traffic control, utility locate, excavate, etc.
Materials Hierarchy. Organization and rules for items that are used to repair assets. Examples of materials are things such
as pipes and meters.
Equipment Hierarchy. Organization and rules for items that are utilized to complete a work order but are not consumed.
Examples are items such as backhoes, vehicles, vacuum trucks, etc.
Service Requests. Templates for requests for service. Many times, maintenance activities are initiated starting with a
service request whose purpose is to determine if a work is necessary or not.
Reporting. Current or future expected reports will be discussed and designed.
Projects. Projects to be managed within the Cityworks AMS software
Mobile. Mobile setup and configuration for each crew.
At the end of the first round of workshops, there will be a set of action items for the City team members, such as c ompiling a list of
employees, work crews, and contractors, as well as hard copies of work orders, reports, inspection forms, and other relevant data
sets and configuration items. Woolpert will prepare a detailed list of action items of items that were discussed, but not provided in
detail during the workshops, and submit that list to the City project manager. Woolpert will work remotely after the workshops to
update the System Configuration Document with the information learned during, and supplied by the City after, the workshops. At
the end of first round of configuration workshops, Woolpert expects to have gathered enough information to configure
approximately 70% of the City’s desired asset maintenance management functionality.
The second round of workshops will address proposed configuration approaches to service requests, work orders, and inspections
identified in the initial workshops. During second round workshops, the City’s actual configured data from the first round will be
available for viewing within the AM System software. At the end of second round of workshops, Woolpert expects to have gathered
enough information to configure approximately 85% of the City’s Core AM System requirements.
Woolpert will facilitate a third round of configuration workshops to achieve 100% configuration. The third round of workshops will
be used to polish the configuration items from the first two rounds and to finalize the user group security.
Deliverables
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Woolpert will facilitate Round 1 On-Site Configuration Workshops as follows:
o Environmental Engineering Div ........................................... 1 day
o Streets Division ................................................................... 1.5 days
o Water Division .................................................................... 1.5 days
o Sewer Division ..................................................................... 1.5 days
o Drainage Division ................................................................ 1.5 days
o Warehouse Division ............................................................. 1 day
o Vegetation Division ............................................................. 1 day
Woolpert will update the configuration documentation based on the outcome of the first round of configuration workshops
Woolpert staff will perform system configuration in the City’s on -premise development environment via remote access
Woolpert will facilitate in-process configuration review meetings with the City’s technical team
Woolpert will facilitate Round 2 On-Site Configuration Workshops as follows:
o Environmental Engineering Div .............................................. 1 day
o Streets Division ....................................................................... 1 day
o Water Division ........................................................................ 1 day
o Sewer Division ........................................................................ 1 day
o Drainage Division .................................................................... 1 day
o Warehouse Division ................................................................ 0.5 day
o Vegetation Division ................................................................ 0.5 day
Woolpert will update the configuration documentation based on the outcome of the second round of configuration
workshops
Woolpert staff will perform system configuration in the City’s on -premise development environment via remote access
Woolpert will facilitate in-process configuration review meetings with the City’s technical team
Woolpert will facilitate Round 3 On-Site Configuration Workshops as follows:
o Environmental Engineering Div .............................................. 0.5 day
o Streets Division ....................................................................... 0.5 day
o Water Division ........................................................................ 0.5 day
o Sewer Division ........................................................................ 0.5 day
o Drainage Division .................................................................... 0.5 day
o Warehouse Division ................................................................ 0.25 day
o Vegetation Division ................................................................ 0.25 day
Woolpert will update the configuration documentation based on the outcome of the third round of configuration
workshops
Woolpert staff will perform system configuration in the City’s on -premise development environment via remote access
Woolpert will facilitate in-process configuration review meetings with the City’s technical team
Assumptions
All workshop preparation activities will be performed remotely
Actual workshops will be administered on-site at City facilities
City staff participating in the Configuration workshops will do so un -interrupted
City Responsibilities
Secure an appropriate workshop facility
Coordinate and schedule workshop participants
Workshop participants shall actively participate in workshop activities
Workshop participants will collect and provide all information request during the workshops within five (5) days after
completion of the workshops
Related Sub-Tasks
WBS Task Name Duration
3.2.2 Facilitate Core Cityworks AMS Software Configuration 94.5 days
3.2.2.1 Round 1 Configuration 35.75 days
3.2.2.1.1 Round 1 Configuration Workshops 14 days
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WBS Task Name Duration
3.2.2.1.1.1 Woolpert to Prepare for Configuration Workshops 0.5 days
3.2.2.1.1.2 Woolpert to Facilitate Configuration Workshops 10 days
3.2.2.1.1.2.11 Environmental Engineering Div - Solid Waste (On-Site Task) 1 day
3.2.2.1.1.2.12 Streets Div. - Pavement, Sidewalk, Curb Repairs & Inspection; Requests, Signs
(On-Site Task) 1.5 days
3.2.2.1.1.2.13 Water Div. - Sampling, Testing, Locates; Asset inspections, repairs, operation,
replace, cleaning, flushing (On-Site Task) 1.5 days
3.2.2.1.1.2.14 Sewer Div. - Maint, Insp, Repairs; Change Outs; Nassco; Other Inspections (On-
Site Task) 1.5 days
3.2.2.1.1.2.15 Drainage Div. - SPPP, Inspections, Vactor, Ditch/Casting, Line Replacements,
Basins (On-Site Task) 1.5 days
3.2.2.1.1.2.16 Warehouse Div. - Work Order Processing, Meters, Small Tools Rental & Repair,
Stockpile, Motor Pool, Orders/Inventory, Barcoding (On -Site Task) 1 day
3.2.2.1.1.2.17 Vegetation Div. - Ponds, Mowing, Fence Repairs, Irrigation, Litter Control, Tree
Mgt., Requests (On-Site Task) 1 day
3.2.2.1.1.2.18 On-Site Travel 10 days
3.2.2.1.4 Woolpert to Update Configuration Documentation (Round 1) 5 days
3.2.2.1.5 Woolpert to Perform Configuration in Development Environment (Round 1) 15 days
3.2.2.1.3 Woolpert to Facilitate Remote Configuration Review Meetings with Client
Technical Team 1.75 days
3.2.2.1.3.1 Remote Review Meeting 1 - Environmental Engineering Div - Solid Waste 0.25 days
3.2.2.1.3.2 Remote Review Meeting 1 - Streets Division 0.25 days
3.2.2.1.3.3 Remote Review Meeting 1 - Water Divison 0.25 days
3.2.2.1.3.4 Remote Review Meeting 1 - Sewer Division 0.25 days
3.2.2.1.3.5 Remote Review Meeting 1 - Drainage Division 0.25 days
3.2.2.1.3.6 Remote Review Meeting 1 - Warehouse Division 0.25 days
3.2.2.1.3.7 Remote Review Meeting 1 - Vegetation Division 0.25 days
3.2.2.2 Round 2 Configuration 27.75 days
3.2.2.2.1 Round 2 Configuration Workshops 0.5 days
3.2.2.2.1.1 Woolpert to Prepare for Configuration Workshops 0.5 days
3.2.2.2.2 Woolpert to Facilitate Configuration Workshops 5.5 days
3.2.2.2.2.1 Environmental Engineering Div - Solid Waste (On-Site Task) 1 day
3.2.2.2.2.2 Streets Div. - Pavement, Sidewalk, Curb Repairs & Inspection; Requests, Signs (On-
Site Task) 1 day
3.2.2.2.2.3 Water Div. - Sampling, Testing, Locates; Asset inspections, repairs, operation,
replace, cleaning, flushing (On-Site Task) 1 day
3.2.2.2.2.4 Sewer Div. - Maint, Insp, Repairs; Change Outs; Nassco; Other Inspections (On-Site
Task) 1 day
3.2.2.2.2.5 Drainage Div. - SPPP, Inspections, Vactor, Ditch/Casting, Line Replacements,
Basins (On-Site Task) 1 day
3.2.2.2.2.6 Warehouse Div. - Work Order Processing, Meters, Small Tools Rental & Repair,
Stockpile, Motor Pool, Orders/Inventory, Barcoding (On -Site Task) 0.5 days
3.2.2.2.2.7 Vegetation Div. - Ponds, Mowing, Fence Repairs, Irrigation, Litter Control, Tree
Mgt., Requests (On-Site Task) 0.5 days
3.2.2.2.2.8 On-Site Travel 5 days
3.2.2.2.4 Woolpert to Update Configuration Documentation (Round 2) 4 days
3.2.2.2.5 Woolpert to Perform Configuration in Development Environment (Round 2) 15 days
3.2.2.2.3 Woolpert to Facilitate Remote Configuration Review Meetings with Client
Technical Team 1.75 days
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WBS Task Name Duration
3.2.2.2.3.1 Remote Review Meeting 2 - Environmental Engineering Div - Solid Waste 0.25 days
3.2.2.2.3.2 Remote Review Meeting 2 - Streets Division 0.25 days
3.2.2.2.3.3 Remote Review Meeting 2 - Water Divison 0.25 days
3.2.2.2.3.4 Remote Review Meeting 2 - Sewer Division 0.25 days
3.2.2.2.3.5 Remote Review Meeting 2 - Drainage Division 0.25 days
3.2.2.2.3.6 Remote Review Meeting 2 - Warehouse Division 0.25 days
3.2.2.2.3.7 Remote Review Meeting 2 - Vegetation Division 0.25 days
3.2.2.3 Round 3 Configuration 26 days
3.2.2.3.1 Round 3 Configuration Workshops 0.5 days
3.2.2.3.1.1 Woolpert to Prepare for Configuration Workshops 0.5 days
3.2.2.3.2 Woolpert to Facilitate Configuration Workshops 4 days
3.2.2.3.2.1 Environmental Engineering Div - Solid Waste (On-Site Task) 0.5 days
3.2.2.3.2.2 Streets Div. - Pavement, Sidewalk, Curb Repairs & Inspection; Requests, Signs (On-
Site Task) 0.5 days
3.2.2.3.2.3 Water Div. - Sampling, Testing, Locates; Asset inspections, repairs, operation,
replace, cleaning, flushing (On-Site Task) 0.5 days
3.2.2.3.2.4 Sewer Div. - Maint, Insp, Repairs; Change Outs; Nassco; Other Inspections (On-Site
Task) 0.5 days
3.2.2.3.2.5 Drainage Div. - SPPP, Inspections, Vactor, Ditch/Casting, Line Replacements,
Basins (On-Site Task) 0.5 days
3.2.2.3.2.6 Warehouse Div. - Work Order Processing, Meters, Small Tools Rental & Repair,
Stockpile, Motor Pool, Orders/Inventory, Barcoding (On -Site Task) 0.25 days
3.2.2.3.2.7 Vegetation Div. - Ponds, Mowing, Fence Repairs, Irrigation, Litter Control, Tree
Mgt., Requests (On-Site Task) 0.25 days
3.2.2.3.2.8 On-Site Travel 4 days
3.2.2.3.2.8.1 Travel Costs 4 days
3.2.2.3.4 Woolpert to Update Configuration Documentation (Round 3) 4 days
3.2.2.3.5 Woolpert to Perform Configuration in Development Environment (Round 3) 15 days
3.2.2.3.3 Woolpert to Facilitate Remote Configuration Review Meetings with Client
Technical Team 2.5 days
3.2.2.3.3.1 Remote Review Meeting 3 - Environmental Engineering Div - Solid Waste 1 day
3.2.2.3.3.2 Remote Review Meeting 3 - Streets Division 0.25 days
3.2.2.3.3.3 Remote Review Meeting 3 - Water Divison 0.25 days
3.2.2.3.3.4 Remote Review Meeting 3 - Sewer Division 0.25 days
3.2.2.3.3.5 Remote Review Meeting 3 - Drainage Division 0.25 days
3.2.2.3.3.6 Remote Review Meeting 3 - Warehouse Division 0.25 days
3.2.2.3.3.7 Remote Review Meeting 3 - Vegetation Division 0.25 days
Sub-Task 3.2.3: Facilitate Storeroom Configuration
Materials management and inventory control procedures play a significant role in properly deployed asset maintenance
management solutions. As materials are added to work orders, they need to be depleted from the stock and the cost of the
materials added to the work orders; as materials are depleted from stock, they need to be requisitioned from the various vend ors.
This task is focused on configuring the materials management module of Cityworks to achieve these objectives. The effort required
to integrate Cityworks with the City’s purchasing and inventory system of record is addressed in the Systems Integration task s.
To accomplish these goals, Woolpert will facilitate a series of Inventory and Materials Management Configuration Workshops and
then perform the resulting configuration in the Cityworks Storeroom software.
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We have scoped this effort under the assumption that the City operates a ce ntralized warehouse. If we need to configure multiple
Storeroom deployments for differently managed warehouses, we will need to revisit this approach.
Deliverables
A Woolpert Senior System Analyst will facilitate a series of On-Site Configuration Workshops
Woolpert will update the configuration documentation based on the outcome of the workshops
Woolpert staff will perform system configuration in the City’s on -premise development environment via remote access
Woolpert will facilitate in-process configuration review meetings with the City’s technical team
Assumptions
All workshop preparation activities will be performed remotely
Actual workshops will be administered on-site at City facilities
City staff participating in the Configuration workshops will do so un-interrupted
Woolpert has proposed the use of Citywork’s Storeoom out -of-the-box functionality
City Responsibilities
Secure an appropriate workshop facility
Coordinate and schedule workshop participants
Workshop participants shall actively participate in workshop activities
Related Sub-Tasks
WBS Task Name Duration
3.2.3 Facilitate Cityworks Storeroom Configuration 10 days
3.2.3.1 Woolpert to Prepare for Configuration Workshops 1 day
3.2.3.2 Woolpert to Facilitate Configuration Workshops 3 days
3.2.3.2.1 Storeroom/Warehouse/Barcoding Workshop (On-Site Task) 2 days
3.2.3.2.2 On-Site Travel 2 days
3.2.3.3 Woolpert to Update Configuration Documentation 2 days
3.2.3.4 Woolpert to Perform Configuration in Development Environment 5 days
3.2.3.5 Woolpert to Facilitate Remote Configuration Review Meetings with Client Technical Team 3 days
3.2.3.5.1 Remote Review Meeting 1 1 day
3.2.3.5.2 Remote Review Meeting 2 1 day
Sub-Task 3.2.4 Facilitate Cityworks AMS – CCTV Interface Configuration
During the review of the original scope of work, it was determined that the interface for CCTV and Cityworks will be configur ed by
the CCTV software vendor. As such, Woolpert has descoped the original tasks, and at the City’s reques t maintained a line item for
ad-hoc support of this interface.
Deliverables
Woolpert will provided configuration support as required for this integration
Assumptions
All work shall be performed remotely
A third-party vendor shall perform the CCTV integration with Cityworks
City Responsibilities
Manage and coordinate implementation of CCTV interface
Management and coordination with third-party vendor
Related Sub-Tasks
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WBS Task Name Duration
3.2.4 Facilitate Cityworks AMS – CCTV Interface Configuration 7 days
Task 3.3: Review and Approval of Updated System Configuration and Documentation
Woolpert will submit the updated Configuration Documentation (completed in Task 3.2) to the City for review. The City’s project
manager and technical team members will undertake an internal review of this documentation, providing pertinent feedback to
Woolpert. Upon completion of this task, Woolpert will have delivered a comprehensive se t of configuration documents, updated to
reflect the current as-is core system configuration. There will be additional opportunities to make minor updates to this
documentation in future project phases up to and including the final / accepted configuration documents delivered just prior to Go-
Live. However, this task is performed to ensure that there are no major gaps in the system’s configuration prior to moving into the
Deployment phase.
Deliverables
Woolpert will submit updated configuration documentation to the City’s PM
Woolpert will facilitate remote review meetings with the City’s technical team
Woolpert will update the configuration documentation based on the outcome of the City review and re -submit the updated
documentation to the City’s PM
Assumptions
The City project manager will ensure that the necessary people review and understand the documentation for its accuracy
City Responsibilities
The City project manager and technical team will review and provide feedback on the configuration document
The City project manager and technical team will participate in a remote configuration document review meeting
The City project manager will approve and sign the configuration document
Related Sub-Tasks
WBS Task Name Duration
3.3 Review and Approval of Cityworks AMS and Related Systems Configuration and Updated
Documentation 19 days
3.3.1 Woolpert to Submit Updated Configuration Documentation to Client PM 0 days
3.3.2 Client Technical Team to Review Updated Configuration and Documentation (Client -Owned Task) 15 days
3.3.3 Woolpert to Facilitate Remote Review Meetings with Client Technical Team 15 days
3.3.4 Woolpert to Update Configuration Documentation per Client Technical Team Review Comments 4 days
3.3.5 Woolpert to Submit Updated Pre-Final Configuration Documentation to Client PM 0 days
Task 3.4: Phase 3 Quality Control
Woolpert technical resources, not regularly involved with this implementation will perform independent quality review of the work
processes and deliverable products in accordance with the Woolpert Total Quality Plan.
Task 3.5: Phase 3 Acceptance and Close
This is the Phase exit document that the City project manager signs indicating Woolpert has delivered the Phase 3 services in
accordance with the Scope of Work and Project Plan.
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Phase 4: Advanced Functionality Configuration and
Development
While Phase 3 is focused on deploying the Core AM System functionality
that supports work / asset maintenance management activities, Phase 4
tasks are undertaken to deliver the advanced AM system functionality
required to deliver robust Enterprise Asset Management capabilities.
Completion of Phase 4 tasks will result in the development and
enterprise level application and workflow integrations between various
corporate business applications and the Core Cityworks application.
Phase 4 tasks will also include the conversion / migration of critical legacy
asset data sets needed to establish life-cycle asset performance, as well
mobile asset management application deployment.
Development of the application interfaces will be executed in a manner
very similar to the Core AM System deployment – moving through
planning, design / development, and deployment tasks. Application
development strategies (waterfall or agile) will be defined as appropriate for each of th e individual integrations and will be
determined as part of the integration planning activities. Woolpert will assume direct responsibility for the development of the
Cityworks AMS side of the integrations, while the City’s IT staff (or appropriate software vendors / third-party contractors) will be
responsible for developing the other side of the integrations. Woolpert will support phone calls with the City and third-party
contractors with questions.
Data conversion / migration tasks will also require a “team approach” with Woolpert’s implementation team leading the discovery
of legacy data, developing the data migration mapping from the legacy system(s) to the new AM database, and developing the
database scripts required to move the data sets and test for conformance to data validation rules (by Woolpert). It will be the City’s
responsibility to provide Woolpert with clean data sets, scrubbed and ready for migration.
Woolpert will work with the City’s technical and IT team to deploy mobile AM capabilities offered by the Core Cityworks application.
While not part of this scope of services, it is in this phase that Woolpert would also develop and deploy any customized mobi le
solutions.
When all of the above tasks are completed, and the advanced functionality has been tested and deployed to the Production
environment, the City’s asset management team will have all of the data sets, application tools, and business process workflo ws
needed to support advanced asset management and begin to move the organization to a position of proactive asset sustainability.
Task 4.1: Design and Develop Application Integrations
To fully meet the City’s over-arching asset management program
objectives, the core Cityworks solution will need to be able to interface
with a number of the City’s existing business applications, including the
following:
JD Edwards: Enterprise resource planning and financials for
valid materials and work order costing
Laserfiche: Enterprise document management system
Resident Request Tracking System: Web hosted citizen request
/ engagement application
FASTER: Fleet management system
DataNow!: Harris ERP system for utility billing
WonderWare: SCADA software for monitoring plant, facility,
and other assets
Woolpert’s application development team will work with the City’s IT
Key Advanced Functionality (Phase 4)
Deliverables
Custom Application Integrations
Legacy Data Conversion
Advanced Mobile AM Application
Deployment
Key Application Interface (Task 4.1)
Deliverables
Documented Application Interface
Standards
Application Interface Software
Requirements Specifications (including
detailed use cases)
Designed, Developed, and Tested
Application Integrations Deployed to the
Production Environment
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support staff to define the information technology standards by which all application development efforts will be governed an d the
enterprise application technologies that will be deployed to integration the various solutions. Our approach to application planning,
design, and development will be tailored to meet City-specific IT standards.
Overview
A typical integration consists of software A (Cityworks) and software B; an interface for each side, such as APIs, interface tables, flat
file import/export, or custom development; and a mechanism that pulls, transforms, and pushes the data from A to B. On the
Cityworks side, Azteca has developed an extensive set of APIs as a set of JSON-based web services installed with the core Cityworks
product and licensed as needed.
How we approach the ‘other side’ of an integration depends on what interface mechanism is available. If the software has a we ll-
documented interface such as an API or flat file import mechanism, Woolp ert can often work with the client’s Subject Matter Expert
to build the necessary functions. Or, if the client engages another vendor or consultant to customize the software, Woolpert will
work with the client to identify the documentation and technical sp ecifications they need from that vendor. Communication and
clear documentation are critical to make sure that data being sent matches what is expected, and also that success and failur e
behaviors are defined.
Integration Architecture
With the desired workflows and interfaces identified, we determine the mechanism for sending the data back and forth. A simple
integration (such as updating a master bill of materials) could consist simply of a Windows Service that runs on a given sche dule,
attempts to send/retrieve data, logs its activities and raises notifications of any errors. For a complex time - or data-sensitive
integration (such as CIS or financials), Woolpert typically employs an architecture using a messaging queue and a service bus to
create a fault-tolerant integration that will:
Reliably send data when and where it is supposed to send it
Gracefully handle normal networking challenges, such as a database being temporarily unavailable
Raise active notification of critical errors for those who need to respond
Log all integration activity
Allow integration administrators to resend failed messages once the failure conditions have been addressed
Testing and Deployment
Woolpert creates an internal development environment with a copy of Cityworks and mock interfaces to represent third party
software according to the technical specifications defining the interface. In that way, we are able to build and execute test s against
all workflows. Once that initial testing is complete, the software is ready for full system integration testing in the client environment.
We tailor our deployment approach according to the needs and preferences of each client, but our recommended approa ch is for
the City to identify an integration administrator. A Woolpert developer assists the integration administrator during a remote session
(via WebEx) as s/he installs and configures the integration in the client’s development or testing environment. This serves as a
hands-on training session so that City staff has the knowledge they need to manage the application. Once the application is install ed,
the Woolpert developer and City administrator perform ‘smoke testing’ – kick off an action or actions that will demonstrate that
data can successfully get from system A to system B. The intent of this is simply to make sure that the two systems are
communicating as expected. At that point, the system is ready for City staff to perform integration testing.
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Woolpert develops our Software Requirements Specification document so that each requirement is clearly defined, and is testabl e
(e.g., ‘When a work order in Cityworks is closed, the integration will update the corresponding service order in CIS with the following
data…’). We also provide use cases which describe example user workflows (e.g., ‘A Cityworks user closes the work order. A CI S user
then can see that the service order has been updated…’). These provide the basis for the City to develop their own in ternal
integration test scripts that incorporate their own business processes as needed.
Because software integrations often involve processes that have little or no user interaction, it is critical to provide syst em
administrators what they need to manage and monitor the services. A typical administrator’s guide details the architecture of the
system including components installed, database customizations, configuration options, and logging and troubleshooting
information.
Integration Architecture
With the desired workflows and interfaces identified, we determine the mechanism for sending the data back and forth. A simple
integration (such as updating a master bill of materials) could consist simply of a Windows Service that runs on a given sche dule,
attempts to send/retrieve data, logs its activities and raises notifications of any errors. Fo r a complex time- or data-sensitive
integration (such as CIS or financials), Woolpert typically employs an architecture using a messaging queue and a service bus to
create a fault-tolerant integration that will:
Reliably send data when and where it is supposed to send it
Gracefully handle normal networking challenges, such as a database being temporarily unavailable
Raise active notification of critical errors for those who need to respond
Log all integration activity
Allow integration administrators to resend failed messages once the failure conditions have been addressed
Testing and Deployment
Woolpert creates an internal development environment with a copy of Cityworks and mock interfaces to represent third party
software according to the technical specifications defining the interface. In that way, we are able to build and execute tests against
all workflows. Once that initial testing is complete, the software is ready for full system integration testing in the client environment.
We tailor our deployment approach according to the needs and preferences of each client, but our recommended approach is for
the City to identify an integration administrator. A Woolpert developer assists the integration administrator during a remote session
(via WebEx) as s/he installs and configures the integration in the client’s development or testing environment. This serves as a
hands-on training session so that City staff has the knowledge they need to manage the application. Once the application is install ed,
the Woolpert developer and City administrator perform ‘smoke testing’ – kick off an action or actions that will demonstrate that
data can successfully get from system A to system B. The intent of this is simply to make sure that the two systems are
communicating as expected. At that point, the system is ready for City staff to perform integration testing.
Woolpert develops our Software Requirements Specification document so that each requirement is clearly defined, and is testab le
(e.g., ‘When a work order in Cityworks is closed, the integration will update the corresponding service order in CIS with the following
data…’). We also provide use cases which describe example user workflows (e.g., ‘A Cityworks user closes the work order. A CI S user
then can see that the service order has been updated…’). These provide the basis for the City to develop their own internal
integration test scripts that incorporate their own business processes as needed.
Because software integrations often involve processes that have little or no user interaction, it is critical to provide system
administrators what they need to manage and monitor the services. A typical administrator’s guide details the architecture of the
system including components installed, database customizations, configuration options, and logging and troubleshooting
information.
Integration Details
Further details for each interface to be developed are described below. These details are based on a number of assumptions and
represent only one possible approach to integration. During requirements gathering meetings, the participants will inevitably make
adjustments to the processes as described here; if the requested changes affect the overall scope and level of effort for the project,
Woolpert and the City will review the modifications and corresponding budget as needed.
For all software listed, the City will maintain parallel test and/or development environments consisting of isolated instance s of each
software package for use in testing the integrations.
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JD Edwards
The following business system requirements (BSR) were identified for the JD Edwards – Cityworks interface:
BSR 1: Ability to export usage data for tasks/work orders to Excel in customized layouts for import into JDE
BSR 2: Ability to export parts material usag e and costs to Excel in customized layouts for import into JDE
BSR 3: Ability to read/import/update rate structures for recourses (employees/equipment/materials)
BSR 4: Ability to communicate directly with JDE’s web API’s for import/export/synchronization of data
Deliverables – BSR 1 and BSR 2
Both BSR 1 and BSR 2 can be achieved with COTS functionality contained in the proposed solution using queries that can be set up
via the user interface that will export either to .csv and/or Excel as well as to Crystal Reports.
Assumptions
The data produced by the desired and configured workflows in the final implemented Cityworks configuration supports the
capture of the desired data to be imported to JD Edwards
The customized layouts do not exceed the capability of either Excel or Crystal Reports to generate.
Deliverable BSR 3, 4
Assumptions
Prior to commencing work, Woolpert and the City will review all assumptions and the level of effort and revise scope as
mutually negotiated
A requirements gathering workshop with Woolpert's involvement will be conducted to more precisely define requirements
A Software Requirements Specification will be developed by Woolpert
SSRS (SQL Server Reporting Services with appropriate licenses) will be used for data extraction and report rendering
SSRS Report Builder will be used for report creation
SSRS Subscriptions will be used for automated report generation
SSRS Delivery will be used for automated report delivery
SSRS inherent "Save as CSV" or "Save as Excel" functionality will be used for file export
Client's JDE environment has web API with documentation
Client's JDE environment has web API that supports all desired actions
Client's JDE environment includes development environment for development/testing purposes
Integration for items 3 and four above to be built on top of NServiceBus platform
Integration to be hosted on application server provided by client.
Integration to be built with C#/.NET
JDE's web APIs are assumed to be the REST API for JD Edwards EnterpriseOne AIS Server
(https://docs.oracle.com/cd/E53430_01/EOTRS/index.html)
The bulk of development will be performed in Woolpert's development environment.
However, some access to a JDE Sandbox environment will be necessary for developing authentication components and
developing integration tests.
A JDE Web API SME will be available to assist as needed
Unit/integration tests will be developed by Woolpert as part of its TDD approach
Woolpert developers will assist in deployment of all related components to the Client's test environment
A system guide will be developed by Woolpert
User-Acceptance test scripts will be developed by the Client
A limited number of post-production support hours will be provided by Woolpert
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Laserfiche
The following business system requirements (BSR) were identified for the Laserfiche – Cityworks interface:
BSR 1: Support a hyperlink to link to an external records management system and have the document open in a new
browser window.
BSR 2: Support a hyperlink to link to an external records management system and have the document open in a new
browser window on a mobile device.
BSR 3: Ability to have a button from an external records management system to insert a document from the a sset
management system.
Deliverables BSR 1, 2, 3
Assumptions
Prior to commencing work, Woolpert and the City will review all assumptions and the level of effort and revi se scope as
mutually negotiated
A requirements gathering workshop with Woolpert's involvement will be conducted to more precisely define requirements
A Software Requirements Specification will be developed by Woolpert
Laserfiche Web Access with URLs (https://www.laserfiche.com/solutionexchange/integrate-laserfiche-with-urls/) will be
leveraged for the integration
Laserfiche Web Access with URLs (https://www.laserfiche.com/solutionexchange/integrate-laserfiche-with-urls/) works as
claimed
Woolpert has not validated that Laserfiche Web Access with URLs works as claimed.
Laserfiche Web Access with URLs supports viewing, searching, retrieving, and uploading documents (see above)
Client will provide access to a sandbox Laserfiche site for development and testing
Client will provide a Laserfiche SME to assist with creating an appropriate Laserfiche site hierarchy and performing
administrative tasks as required
Cityworks Attachments use a flat hierarchy. I.e. all attachments for a given service request are siblings in the root of a
logical directory containing all the attachments for that request.
The Integration will use this same flat storage hierarchy.
Client will use Laserfiche Web Access or Laserfiche Client to perform all other actions other than adding/listing/viewing
Laserfiche documents via Cityworks.
Other actions could include renaming files, editing versioned files, moving files, deleting files, etc.
Uploads of new documents into Laserfiche will rely on whatever security features are inherent to Laserfiche to ensure that
malicious or corrupted files cannot be uploaded
Mobile devices will use Cityworks Office, Field Mode, or Respond. The integration will not target Cityworks Mobile for iOS
or Android, as these are custom apps from Azteca
When documents are downloaded by mobile devices, the ability of the mobile device to open and displa y downloaded
documents will depend entirely on the content handlers available on the mobile device.
For example, if a PDF is loaded into Laserfiche, most mobile clients will have no issue retrieving and displaying it. However,
if a less common file is loaded into Laserfiche (such as a CAD-CAM file), the mobile device would need the appropriate
software installed on it to be able to open and display the file.
The integration will not be responsible for converting files between formats for display (for exampl e, from *.dxf to *.pdf)
Woolpert developers will assist in deployment of all related components to the Client's test environment
A system guide will be developed by Woolpert
User-Acceptance test scripts will be developed by the Client
A limited number of post-production support hours will be provided by Woolpert
Laserfiche Web Access URLs provide a COTS capability for document upload from Cityworks; no customization is required
by Woolpert, only configuration;
Cityworks native document file structure is compatible with Laserfiche Web Access URL
Locations within the Cityworks system UI that can support the linking button are acceptable to the City
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Resident Request Tracking System
The following business system requirements (BSR) were identified for the Resi dent Request Tracking System – Cityworks interface:
BSR 1: Using web APIs, enable a request entered into Resident Request Tracking System to create a linked request in the
system
BSR 2: Using web APIs, enable linked data/status to be updated in Resident Request Tracking System when data is updated
in a linked request
BSR 3: Ability to display a hyperlink in system that links back to the original Resident Request Tracking System request
Deliverables BSR 1, 2, 3
Assumptions
Prior to commencing work, Woolpert and the City will review all assumptions and the level of effort and revise scope as
mutually negotiated
Resident Request Tracking System has a web API that supports the desired actions to occur in Cityworks and the API is
adequately documented
Resident Request Tracking System has a web API with sandbox services for development and testing
Resident Request Tracking System has a web API that exposes a unique record ID for submitted requests
Resident Request Tracking System supports querying to the extent that new requests can be detected
Resident Request Tracking System has web API that supports updating to the extent that existing requests can be updated
Resident Request Tracking System has web API that supports updating to the extent that new requests c an be marked as
processed. For example, a system field available to the integration, but not available to site users, can be used to store th e
Cityworks request id to allow cross referencing of requests between systems.
Resident Request Tracking System has a web API that exposes a URL to an existing logged request
Will Resident Request Tracking System problem codes (if any) have a one-to-one correspondence with Cityworks problem
codes
If a request is submitted in Resident Request Tracking System, and that p roblem code does not exist in Cityworks, does the
City still desire the request to be entered into Cityworks without a problem code
There will be no requirement for parent / child relationships or attachments to work orders
Resident Request Tracking System have a web API that supports updating to the extent that new requests can be marked as
processed
Example: is there a system field available to the integration, but not available to Resident Request Tracking System site
users, that can be used to store the Cityworks request ID to allow cross referencing of requests between systems
If total cost to complete all 3 business system requirements (BSR 1, 2, 3) for Resident Request Tracking System exceeds
$9,360.00, City agrees to continue work on a Time and Materials basis or park the task for a future un-scoped phase
FASTER
The following business system requirements (BSR) were identified for the FASTER – Cityworks interface:
BSR 1: Ability to import (and keep current) vehicle assets in the asset management system from external SQL database
Deliverables BSR 1
Assumptions
Prior to commencing work, Woolpert and the City will review all assumptions and the level of effort and revise scope as
mutually negotiated
A requirements gathering workshop with Woolpert's involvement will be conducted to more precisely define requirements
A Software Requirements Specification will be developed by Woolpert
Integration to be built on top of NServiceBus platform
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Integration to be hosted on application server provided by client
Integration to be built with C#/.NET
A FASTER SME will be available for assistance in understanding the FASTER database schema
A FASTER SME will provide DDL/DML scripts for all FASTER entities relevant to the integration (table definitions + sample
data)
Add-On modules to the core product that expose FASTER WCF services are available
(http://www.fasterasset.com/technicaldetails.php)
The client has made a conscious decision to not investigate these services for potential use in this integration. Instead, the
client prefers an integration that uses direct FASTER database access.
The Cityworks REST API does not appear to support creation of equipment.
The integration will require direct Cityworks database access.
This is a ONE-WAY SQL-to-Cityworks integration to synchronize vehicles FROM Faster TO Cityworks
Integration is to be a periodic PULL (polling) integration. This will necessarily introduce latency
The nature of the integration will be a period full synchronization
The integration will ensure that each vehicle in FASTER has a corresponding vehicle asset in Cityworks.
If a vehicle is removed from FASTER, the corresponding vehicle in Cityworks will not be affected.
I.e. it will neither be updated nor deleted. It will remain in Cityworks until manually remo ved.
Unit/integration tests will be developed by Woolpert as part of its TDD approach
Woolpert developers will assist in deployment of all related components to the Client's test environment
A system guide will be developed by Woolpert
An installer will be provided by Woolpert
User-Acceptance test scripts will be developed by the Client
A limited number of post-production support hours will be provided by Woolpert
DataNow!
The following business system requirements (BSR) were identified for the DataNow! – Cityworks interface:
BSR 1: Ability to import (and keep current) water meter/service line and customer contact information from an external
SQL database
Deliverable BSR 1
Assumptions
Prior to commencing work, Woolpert and the City will review all assumptio ns and the level of effort and revise scope as
mutually negotiated
A requirements gathering workshop with Woolpert's involvement will be conducted to more precisely define requirements
A Software Requirements Specification will be developed by Woolpert
DataNow! is the same as Harris DataNOW
DataNOW SME will be able to assist in understanding the DataNOW schema
DataNOW SME will provide DDL/DML scripts for all DataNOW entities relevant to the integration (table definitions + sample
data)
This is a ONE-WAY SQL-to-SQL integration to synchronize:
water meter,
service line
customer information info
o FROM DataNOW TO Cityworks.
DataNOW is the source of record. Updates made to synchronized records in Cityworks will not propagate to DataNOW
Integration to be built in Woolpert's dev environment
Integration to be built on top of NServiceBus platform
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Integration to be hosted on application server provided by client
Integration to be built with C#/.NET
Integration is to be a periodic PULL (polling) integration
Integration will require inserts/updates to AZTECA.PEOPLE rows. This will require direct database access to the Cityworks
database (not supported by API)
Integration will require updates to underlying ArcGIS features (water meter/service line)
All ArcGIS feature classes that are targeted by the integration will contain an immutable unique key field (other than
OBJECTID)
All read/write access to underlying ArcGIS features will occur via ArcGIS feature services hosted and exposed by the client
One Custom bridge table in the Cityworks DB will be used by the integration to establish links between Cityworks PEOPLE
records and DataNOW contact records.
o Cityworks PEOPLE records do not have a "PEOPLEUID"-type field.
Multiple (i.e. two or more) Custom bridge tables in the Cityworks DB will be used by the integration to establish links
between GIS feature class rows and DataNOW rows.
DataNOW data will be considered authoritative. If edits are made to fields in Cityworks that are synchronized by the
integration, these edits may be overwritten by the integration.
If rows are deleted from DataNOW, they will not be deleted from Cityworks. They will simply no longer be synchronized
Import User-Acceptance test scripts will be developed by the Client
Import will target a single ArcGIS feature class representing street segments
Unit/integration tests will be developed by Woolpert as part of its TDD approach
Woolpert developers will assist in deployment of all related components to the Client's test environment
A system guide will be developed by Woolpert
An installer will be provided by Woolpert
User-Acceptance test scripts will be developed by the Client
A limited number of post-production support hours will be provided by Woolpert
MTC Street Saver
The following business system requirements (BSR) were identified for the MTC Street Saver – Cityworks interface:
BSR 1: Ability to export street segment inventory to Excel for import into MTC Street Saver
BSR 2: Ability to import data from MTC Street Saver via Excel to update asset inf ormation (such as asset condition)
The proposed Cityworks solution has COTS functionality that supports exporting street segment inventory to .csv and Excel. This can
be done a number of ways depending what asset information is desired. This is semi-manual process.
The proposed Cityworks solution has COTS functionality that allows asset information to be updated via Excel, this is a semi -manual
process.
Deliverables
Workflow training to accomplish BSR 1 and BSR 2 using COTS functionality
Will follow (as close as possible) the same general task workflow as all other integrations for consistency in the work
breakdown structure (WBS)
Assumptions
Prior to commencing work, Woolpert and the City will review all assumptions and the level of effort and revise sc ope as
mutually negotiated
City desires to use COTS functionality
City accepts that the import/export of desired data between MTC StreetSaver and Cityworks does not occur often enough
to warrant a custom integration
City may not use MTC StreetSaver over the entire life-cycle (assumed 10 years) of the asset management system
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City will inquire Woolpert regarding alternatives for a more automated integration if the City desires
Wonderware
BSR 1: Ability to query usage information on pump hours/gallons to automatically schedule preventive maintenance tasks
Deliverable: BSR 1
Assumptions
Prior to commencing work, Woolpert and the City will review all assumptions and the level of effort and revise scope as
mutually negotiated
A requirements gathering workshop with Woolpert's involvement will be conducted to more precisely define requirements
A Software Requirements Specification will be developed by Woolpert
SCADA is the source system, and Cityworks is the target system, i.e. information FROM SCADA TO Cityworks
SCADA SME will be available to assist in understanding the SCADA schema
SCADA SME will provide DDL/DML scripts for all SCADA entities relevant to the integration (table definitions + sample data)
Integration to be built in Woolpert's dev environment
Integration to be built on top of NServiceBus platform
Integration to be hosted on application server provided by client
Integration to be built with C#/.NET
Integration is to be a periodic PULL (polling) integration
Integration will not synchronize pumps, only pump readings
If a pump in SCADA has no corresponding pump asset entity in Cityworks, the integration will not create one
A client-configurable preventative maintenance schedule will be used by the integration to determine when to
automatically schedule preventative maintenance work orders.
Appropriate Cityworks Named API licenses will be purchased by the Client (Reading, WorkOrder)
Woolpert developers will assist in deployment of all related components to the Client's test environment
A system guide will be developed by Woolpert
An installer will be provided by Woolpert
User-Acceptance test scripts will be developed by the Client
A limited number of post-production support hours will be provided by Woolpert
Sub-Task 4.1.1: Define and Develop Global Integration Standards
Prior to initiating any of the system integration tasks, it is important that all stakeholders have a complete and thorough
understanding of the application development and system support landscape in place and administered by the Cit y’s Information
Technology team. This first System Integrations Phase task will focus on bringing the City’s IT support staff together with t he
Woolpert development team for the purpose of discovering and discussing the City’s current technology roadmap.
A wide range of system integration technology solutions exist, and it is critical to select an application development / integration
path that the City IT staff can maintain long after our work has been completed.
To achieve our objectives, Woolpert will fa cilitate an initial conference call meeting to discuss these issues with the City IT staff and
obtain a clear direction upon which to base our development decisions. Upon completion of this first meeting the Woolpert tea m
will document (via a technical memorandum) the discussion points and any standards / preferences which we will need to consider.
We will submit this to the City IT team for review and comment and then follow-back up with a quick conference call to finalize our
understanding going forward into the tasks of developing system integrations.
Deliverables
One initial conference call meeting with City IT staff and City project manager to review application integration and other
related IT standards
Draft technical memorandum detailing the findings of the first meeting
One follow-up conference call with City staff to review technical memorandum and the City IT Staff’s comments
Final technical memorandum
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Assumptions
The City will provide all adequate documentation available for each system including data models and API documentation
City will provide documentation on API’s, web services and / or other methods to integrate with desired systems
The City will setup and maintain a staging/test environment during development
City Responsibilities
Participate in the conference call meetings
Review and comment upon technical memorandum
Provide required application documentation and access to data models and APIs
Related Sub-Tasks
WBS Task Name Duration
4.1.1 Define and Develop Global Integration Standards 11.06 days
4.1.1.1 Woolpert to Facilitate Remote Application Integration Environment Review Meeting with Client
Technical Team 1 day
4.1.1.2 Woolpert to Document Global Application Integration Standards 3 days
4.1.1.3 Woolpert to Submit Global Application Integration Standards to Client PM 0.5 hrs
4.1.1.4 Client Technical Team to Review Global Application Integration Standards (Client -Owned Task) 5 days
4.1.1.5 Woolpert to Facilitate Remote Review Meetings with Client Technical Team 1 day
4.1.1.6 Woolpert to Update Global Application Integration Standards per Client Review Comments 1 day
4.1.1.7 Woolpert to Submit Updated Global Application Integration Standards to Client PM 0 hrs
Sub-Task 41.2: Facilitate Application Integration Discovery Workshops
Woolpert will facilitate a series of workshops over the course of several days to further investigate each of the required ap plication
integrations; confirm the technical and functional requirements already developed by the City; and to begin mapping out application
business process and data flow diagrams. We will investigate the underlying data models of each application actor; identify a ny data
validation requirements; and identify the available integration technologies available to support the required integrations. We wi ll
also establish the level of involvement the City IT staff will assume in the processes.
The results of these workshops will set the framework within which each application integration will be undertaken.
Deliverables
Woolpert will facilitate on-site Application Integration Discovery Workshops, as detailed above. Individual workshops
scheduled for two (2) hours will be facilitated for each of the seven (7) applications identified by the City for integration
with Cityworks
Assumptions
City IT support and business unit staff familiar with the technical and functional requirements will be available and attend
each workshop
Workshops will be grouped to occur over the course of consecutive business days
All necessary City staff will be available during the requirements workshops and throughout development
City Responsibilities
Secure an appropriate meeting facility
Coordinate and schedule workshop participants
Workshop participants shall actively participate in workshop activities
Related Sub-Tasks
WBS Task Name Duration
4.1.2 Facilitate Application Integration Discovery Workshops 6 days
4.1.2.1 Woolpert to Prepare for Workshops 1 day
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4.1.2.2 Woolpert to Facilitate On-Site Application Integration Discovery Workshops 3 days
4.1.2.2.1 JDEdwards: PO, Cost Data (material, labor, usage, expense) (On -Site Task) 0.25 days
4.1.2.2.2 LaserFiche hyperlinking, viewing & doc load into LaserFiche (On-Site Task) 0.25 days
4.1.2.2.3 Resident Request Tracking System: Linking, Updating, Hyperlinking (On -Site Task) 0.25 days
4.1.2.2.4 FASTER: Update Cityworks with new vehicle info (On-Site Task) 0.25 days
4.1.2.2.5 DataNow!: Meter and Service Line info to Cityworks (On -Site Task) 0.25 days
4.1.2.2.6 WonderWare: Auto Schedule/Trigger Preventive Maintenance (On-Site Task) 0.25 days
4.1.2.2.7 MTC Street Saver - Import/Export Asset Data (On-Site Task) 0.25 days
4.1.2.2.10 On-Site Travel 3 days
Sub-Task 4.1.3: Develop Application Integration Software Specifications
Based on the information gathered during the integration workshops, Woolpert will draft a Software Requirements Specification
(SRS) for each of the integrations. Each SRS document will provide:
A vision for the application integration
High-level system architecture diagrams
Assumptions learned
Data mapping tables
Lists of functionality requirements and their priorities
Detailed application workflows
Detailed integration requirements – this section will further expand upon the functional and technical requirements
Use case narratives (where applicable)
Once the draft SRS documents have been developed, Woolpert will submit them to the Ci ty project manager for review and
comment. Woolpert will then facilitate a remote review meeting with City IT team members to discuss the findings of their rev iew,
address their comments, and make adjustments where necessary. Woolpert will then update the SRS documents and submit final
versions to the City project manager.
Deliverables
One draft SRS document for each system integration (x7)
A conference call review meeting, up to four (4) hours in duration, with City team members to address their comments
One final version of each SRS document for each of the system integrations
Assumptions
The City project manager and IT team will review the draft documents and submit comments back to Woolpert within ten
(10) business days of receipt
City Responsibilities
Review submitted draft documents
Participate in remote review meeting
Related Sub-Tasks
WBS Task Name Duration
4.1.3 Develop Application Integration Software Specifications 32.25 days
4.1.3.1 Woolpert to Develop Draft Software Requirements Specifications (SRS) 16 days
4.1.3.1.1 JDEdwards Cost Data (material, labor, usage, expense) 3 days
4.1.3.1.2 LaserFiche hyperlinking, viewing, doc load 2 days
4.1.3.1.3 Resident Request Tracking System: Linking, Updating, Hyperlinking 3 days
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WBS Task Name Duration
4.1.3.1.4 FASTER: Update Cityworks with new vehicle info 2 days
4.1.3.1.5 DataNow!: Meter and Service Line info to Cityworks 2 days
4.1.3.1.7 MTC Street Saver - Import/Export Asset Data 2 days
4.1.3.1.6 WonderWare: Auto Schedule/Trigger Preventive Maintenance 2 days
4.1.3.2 Woolpert to Submit Draft SRS Documentation to Client PM 0.13 days
4.1.3.3 Client Technical Team to Review Draft SRS Documentation (Client-Owned Task) 10 days
4.1.3.4 Woolpert to Facilitate Remote Review Meetings with Client Technical Team 1 day
4.1.3.5 Woolpert to Update Draft SRS Documentation per Client Review Comments 5 days
4.1.3.6 Woolpert to Submit Updated SRS Documentation to Client PM 1 hr
Sub-Task 3.1.4: Develop and Deploy Application Integrations
Adhering to the previously established global application integration standards, the City’s published application integration
requirements, and Woolpert’s SRS documents, Woolpert will undertake the physical development, testing, and deployment of each
integration.
It has been our experience - time-and-again - that the software application configurations can have an impact on how an application
needs to be developed and vice versa. For this reason, our application development team will coordinate closely with our syst em
implementation team to en sure both sides understand each other’s requirements and are in synch with one another.
Deliverables
Fully developed, tested, and functioning application integrations for each of the identified systems (x7)
Assumptions
The City will provide viable examples of data for each point of integration. This includes GIS data as well as data from the
business system with which to integrate. The data must be clean and an accurate view of the data as it resides in the
respective system. The City will be responsible for any necessary data cleanup regarding GIS data or business system data
to perform a successful integration.
The City will provide test data from each of the business applications to support interface development and testing efforts.
Woolpert will have access to development / testing environments via virtual private network (VPN) connection.
The City will ensure the Development environment servers and software / network configurations are an exact replica of
the target Production environment. Any environmental issues that prevent the configured applications to function within
the production environment, and that require Woolpert to rectify prior to go-live, will be billed to the City at contracted
T&M rates outside of this Scope of Services.
Once integration development work begins, the City will ensure a stable platform for development, testing, and cut -over.
There will be no software upgrades for applications or database platform upgrades that occur during this project.
The source code will be provided to the City.
City Responsibilities
Provide support as requested by Woolpert at different stages of the software development cycle
Clean up any data sets that are identified as requiring clean-up
Related Sub-Tasks
WBS Task Name Duration
4.1.4 Develop and Deploy Application Integrations 66.5 days
4.1.4.1 JDEdwards Cost Data (material, labor, usage, rate, cost) 19.5 days
4.1.4.1.1 Woolpert to Set-Up Development Environment 1.5 days
4.1.4.1.2 Woolpert to Perform Application Coding / Development 10 days
4.1.4.1.3 Woolpert to Develop Application Documentation 4 days
4.1.4.1.4 Woolpert to Develop Application Test Plan 2 days
4.1.4.1.5 Woolpert to Facilitate Application Testing Coordination and Support 2 days
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WBS Task Name Duration
4.1.4.1.6 Woolpert to Facilitate In-Process Review Meetings 4 days
4.1.4.1.7 Woolpert to Deploy Application to Production Environment 1 day
4.1.4.2 LaserFiche hyperlinking, viewing, doc load 7 days
4.1.4.2.1 Woolpert to Set-Up Development Environment 1 day
4.1.4.2.2 Woolpert to Perform Application Coding / Development 1 day
4.1.4.2.3 Woolpert to Develop Application Documentation 1 day
4.1.4.2.4 Woolpert to Develop Application Test Plan 1 day
4.1.4.2.5 Woolpert to Facilitate Application Testing Coordination and Support 1 day
4.1.4.2.6 Woolpert to Facilitate In-Process Review Meetings 1 day
4.1.4.2.7 Woolpert to Deploy Application to Production Environment 1 day
4.1.4.3 Resident Request Tracking System Linking, Updating, Hyperlinking 8 days
4.1.4.3.1 Woolpert to Set-Up Development Environment 1 day
4.1.4.3.2 Woolpert to Perform Application Coding / Development 2 days
4.1.4.3.3 Woolpert to Develop Application Documentation 1 day
4.1.4.3.4 Woolpert to Develop Application Test Plan 1 day
4.1.4.3.5 Woolpert to Facilitate Application Testing Coordination and Support 1 day
4.1.4.3.6 Woolpert to Facilitate In-Process Review Meetings 1 day
4.1.4.3.7 Woolpert to Deploy Application to Production Environment 1 day
4.1.4.4 FASTER Update Cityworks with new vehicle information 8 days
4.1.4.4.1 Woolpert to Set-Up Development Environment 1 day
4.1.4.4.2 Woolpert to Perform Application Coding / Development 2 days
4.1.4.4.3 Woolpert to Develop Application Documentation 1 day
4.1.4.4.4 Woolpert to Develop Application Test Plan 1 day
4.1.4.4.5 Woolpert to Facilitate Application Testing Coordination and Support 1 day
4.1.4.4.6 Woolpert to Facilitate In-Process Review Meetings 1 day
4.1.4.4.7 Woolpert to Deploy Application to Production Environment 1 day
4.1.4.5 DataNow! Meter and Service Line Information to Cityworks 8 days
4.1.4.5.1 Woolpert to Set-Up Development Environment 1 day
4.1.4.5.2 Woolpert to Perform Application Coding / Development 2 days
4.1.4.5.3 Woolpert to Develop Application Documentation 1 day
4.1.4.5.4 Woolpert to Develop Application Test Plan 1 day
4.1.4.5.5 Woolpert to Facilitate Application Testing Coordination and Support 1 day
4.1.4.5.6 Woolpert to Facilitate In-Process Review Meetings 1 day
4.1.4.5.7 Woolpert to Deploy Application to Production Environment 1 day
4.1.4.6 WonderWare Auto Schedule/Trigger Preventive Maintenance 9 days
4.1.4.6.1 Woolpert to Set-Up Development Environment 1 day
4.1.4.6.2 Woolpert to Perform Application Coding / Development 3 days
4.1.4.6.3 Woolpert to Develop Application Documentation 1 day
4.1.4.6.4 Woolpert to Develop Application Test Plan 1 day
4.1.4.6.5 Woolpert to Facilitate Application Testing Coordination and Support 1 day
4.1.4.6.6 Woolpert to Facilitate In-Process Review Meetings 1 day
4.1.4.6.7 Woolpert to Deploy Application to Production Environment 1 day
4.1.4.7 MTC Street Saver 7 days
4.1.4.7.1 Woolpert to Set-Up Development Environment 1 day
4.1.4.7.2 Woolpert to Perform Application Coding / Development 1 day
4.1.4.7.3 Woolpert to Develop Application Documentation 1 day
4.1.4.7.4 Woolpert to Develop Application Test Plan 1 day
4.1.4.7.5 Woolpert to Facilitate Application Testing Coordination and Support 1 day
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WBS Task Name Duration
4.1.4.7.6 Woolpert to Facilitate In-Process Review Meetings 1 day
4.1.4.7.7 Woolpert to Deploy Application to Production Environment 1 day
Task 4.2: Perform Data Conversion of Legacy Asset and Transactional Data
The City has identified existing Hansen work management and asset data
that will need to be migrated to the new Cityworks AMS database. In
support of these efforts, Woolpert will facilitate a series of on-site data
migration workshops, during which time Woolpert will meet with City
subject matter experts to review and analyze each of the data sets
(assets, work orders and inspections).
Woolpert will document the workshop findings in the form of a data
conversion plan and submit a draft version of that plan to the City
project manager for
review. Upon the City’s
completed review of the
draft plan, Woolpert will
facilitate a remote review
meeting to address the comments. Woolpert will then update the data conversion
plan and provide the final version to the City project manager.
Once the final data conversion plan is agreed upon, Woolpert will support questions
from the City technical staff regarding questions about the data needed based on the
conversion requirements. It will be the City’s responsibility to extract the source data
sets and provide them in the format defined by Woolpert, for transforming and
loading into the new Cityworks AMS database. Woolpert will provide specific
documentation that will require the City to align and normalize the Hansen data into
the worksheets for proper migration. Once Woolpert receives the data from the City,
Woolpert will perform a number of tests on the data sets, checking for data
cleanliness, completeness, relevancy, and conformance to the standards established
in the data conversion plan. The City project manager will be notified of any non -
conforming data that needs to be corrected and re-submitted.
Once this iterative process is complete, Woolpert will transform and load the data into a test database to complete the data
conversion. After the Extract-Transform-Load process has been fully tested, the entire process will be documented. Woolpert will
then re-run the process just prior to go-live to load the legacy data into the production asset management databases.
Data conversion activities defined herein are limited to only those asset and transactional work history records maintained i n the
Hansen database. It does not include any other applications, spreadsheets, or databases.
Deliverables
Woolpert will facilitate a series of on-site Data Migration workshops, as defined above, to review and analyze the Hansen
database records, and to map the conversion to Cityworks
Woolpert will prepare a draft data conversion plan and submit to the City project manager
Woolpert will facilitate a remote data conversion plan review meeting with the City technical team
Woolpert will update the data conversion plan based on the outcome of the review meeting and re-submit to the City
project manager
Woolpert will develop a fully tested Extract, Transform, and Load (ETL) process documented and ready to be used for a final
data loading at system go-live
Assumptions
Key Data Conversion (Task 4.2) Deliverables
Data Conversion Plan
Data Migration Scripts
Legacy Data Migrated to New Cityworks
AMS Production Environment
Sample Data Migration Table of Contents
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All data to be converted will be provided to Woolpert in an appropriate digital format
All data scrubbing and prep work will be performed by the City
All data will have appropriate primary and foreign key relationships
All related data will have appropriate feature IDs capable of tying it to asset features in the AM System / GIS databases
Only two iterations of data migration will be performed. Should City’s failure to provide properly scrubbed data sets, per
the migration specifications, require additional iterations, this work will be performed via Scope Change Order.
City Responsibilities
Participate in the on-site data conversion workshops
Perform all data prep, scrubbing, and extraction of data from source databases
Review and comment upon the data conversion plan
Related Sub-Tasks
WBS Task Name Duration
4.2 Perform Data Conversion of Legacy Asset and Transactional Data 46 days
4.2.1 Facilitate Data Migration Workshops 19 days
4.2.1.1 Woolpert to Prepare for Data Migration Workshops 2 days
4.2.1.2 Client PM to Prepare Site for Workshops (Client-Owned Task) 2 days
4.2.1.3 Woolpert to Facilitate Data Migration Workshops 5 days
4.2.1.3.1 Hansen Asset Data (On-Site Task) 2 days
4.2.1.3.2 On-Site Travel 5 days
4.2.1.3.2.1 Travel Costs 5 days
4.2.1.4 Woolpert to Document Data Conversion Workshop Findings and Decisions 5 days
4.2.1.5 Woolpert to Submit Draft Data Conversion Plan Documentation to Client PM 0 days
4.2.1.6 Client Technical Team to Review Draft Data Conversion Plan (Client-Owned Task) 5 days
4.2.1.7 Woolpert to Facilitate Data Conversion Plan Remote Review Meetings with Client Technical Team 1 day
4.2.1.8 Woolpert to Update Draft Data Conversion Plan Based on Review Comments 2 days
4.2.1.9 Woolpert to Submit Updated Data Conversion Plan to Client PM 0 days
4.2.2 Migrate Legacy Data Sets to new AM System Database 27 days
4.2.2.1 Client to Generate Flat Files of Legacy Hansen Data Sets (Client-Owned Task) 4 days
4.2.2.2 Client to Provide Legacy Data Flat Files to Woolpert (Client -Owned Task) 1 day
4.2.2.3 Woolpert to Configure Data Migration Environment on Woolpert Servers 2 days
4.2.2.4 Woolpert to Develop, Test, and Refine Data Loading Scripts 5 days
4.2.2.5 Woolpert to Perform Test Data Conversion Load to new Cityworks AMS Database in Test
Environment 2 days
4.2.2.6 Woolpert to Review and Analyze Test Data Migration Results 2 days
4.2.2.7 Client to Clean-Up Data as Required (Client-Owned Task) 5 days
4.2.2.8 Woolpert to Update Data Conversion Scripts as Required 2 days
4.2.2.9 Woolpert to Reload Updated Data in Test Environment 2 days
4.2.2.10 Woolpert to Facilitate Data Conversion Remote Review Meetings with Client Technical Team 2 days
Task 4.3: Develop Custom Reports and Dashboards (None Scoped)
Task 4.4: Configure and Deploy Mobile Solutions
Configuration and deployment of mobile Cityworks AMS software applications is limited to the software applications (Cityworks
Mobile, Cityworks Respond, and Cityworks Field) covered in the proposed Cityworks AMS license agreement. Should the City require
different third party mobile applications to be developed and deployed, Woolpert will do so per a revised Scope of Services.
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Woolpert will facilitate a series of on-site Mobile Application Discovery workshops for the purpose of demonstrating application
functionality and to gather user requirements for the various City end user groups (field staff, supervisors, and managers). Upon
completion of the workshops, Woolpert will document the decisions in the form of a Technical Mem orandum and submit it to the
City’s Project Manager for dissemination and review by City technical team members. Woolpert will facilitate a remote review
meeting with the City’s technical team and make appropriate updates to the Draft Technical Memorandum.
Woolpert will configure the mobile applications per the details captured in the Technical memorandum and provide the configur ed
applications to the City for testing. The City will document the test results and provide a written report to Woolpert. Woolp ert will
provide remote testing assistance to the City during the testing period. Woolpert will update the mobile application configur ations
per the City’s testing results and deploy the applications to the City’s production environment as part of go-live activities.
Deliverables
Woolpert will facilitate a remote Mobile Application Discovery workshops. The work shop will be up to one full day in
duration
Woolpert will prepare and submit a Technical Memorandum detailing the workshop discovery
Woolpert will facilitate a remote review meeting with the City technical team.
Woolpert will update and re-submit the Technical Memorandum per the results of the review meeting.
Woolpert will configure the mobile applications with one standard configuration per user gro up (field staff, supervisors,
managers)
Woolpert will provide up to fourteen (14) hours of remote pilot area testing support.
Woolpert will update the configurations, per the testing results
Woolpert will deploy the mobile applications to the Production environment.
Assumptions
Any custom one-off configurations desired or required for individual users shall be the responsibility of the City’s Cityworks
Administrators or will require a scope modification for Woolpert to support.
All activities, other than the actual workshop will be performed remotely
The City’s PM will ensure site readiness and staff participation for the workshop
The City’s PM will manage the Pilot testing activities
City Responsibilities
The City’s PM will secure appropriate meeting facilities in which Woolpert will conduct the workshops
The City’s PM will schedule all City workshop attendees
All identified City workshop attendees will actively participate in the on -site meetings without undue interruption
The City’s PM and technical project team members will review the Technical Memorandum and provide feedback to
Woolpert in a timely fashion
The City’s PM and technical project team members will participate in a remote conference call review meeting with the
Woolpert PM
The City will perform application testing and provide results of the testing to Woolpert
Related Sub-Tasks
WBS Task Name Duration
4.4 Configure and Deploy Mobile Solutions 30.5 days
4.4.1 Mobile Asset Management Discovery Workshops 10 days
4.4.1.1 Woolpert to Prepare for Workshops 2 days
4.4.1.2 Woolpert to Facilitate Workshops 1 day
4.4.1.2.1 Mobile Workshop (Remote Workshop) 1 day
4.4.1.3 Woolpert to Document Workshop Findings and Mobile Deployment Strategy Recommendations 2 days
4.4.1.4 Woolpert to Submit Draft Technical Memorandum to Client PM 0 days
4.4.1.5 Client Technical Team to Review Draft Mobile Deployment Documentation (Client-Owned Task) 3 days
4.4.1.6 Woolpert to Facilitate Remote Review Meeting with Client Technical Team 1 day
4.4.1.7 Woolpert to Update Draft Technical Memorandum per Client Review Comments 1 day
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4.4.2 Configure and Deploy Mobile Asset Management Solutions 20.5 days
4.4.2.1 Woolpert to Configure Mobile Applications for Field Use by User Group Type 6.5 days
4.4.2.1.1 Field Staff 3 days
4.4.2.1.2 Supervisors 3 days
4.4.2.1.3 Managers - NOT SCOPED 0.5 days
4.4.2.2 Client to Test Mobile Applications Configurations in a Pilot Area (Client -Owned Task) 10 days
4.4.2.3 Client Document Pilot Test Results (Client-Owned Task) 10 days
4.4.2.4 Woolpert to Provide Remote Pilot Testing Support 10 days
4.4.2.5 Woolpert to Update Configurations Based on Pilot Results 3 days
4.4.2.6 Deploy Mobile Applications to Production Environment 1 day
Task 4.5: Phase 4 Quality Control
Woolpert technical resources, not regularly involved with this implementation will perform independent quality review of the work
processes and deliverable products in accordance with the Woolpert Total Quality Plan.
Task 4.6: Phase 4 Acceptance and Close
This is the Phase exit document that the City project manager signs indicating Woolpert has delivered the Phase 4 services in
accordance with the Scope of Work and Project Plan.
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Phase 5: System Deployment
Once the Cityworks AMS solution has been configured, along with any
critical related applications interfaced and advanced functionality
deployed (custom integrations, data migrations), there are still a number
of critical tasks that must be completed before the solution is placed into
a production environment. Woolpert’s implementation team will lead the
City’s technical team through a series of related deployment tasks that
will ensure a fully tested and accepted solution as well as a City team of
fully trained system administrators and end users ready to put the system
to use on a daily basis.
Woolpert will assist the City system administrators in developing a
thorough Testing and Acceptance Plan, designed to step the configured
solution through all the technical and functional requirements that the
system was configured to support. Development of this plan will be the
responsibility of the City implementation team. Woolpert will support the
City as they develop the Test and Acceptance Plans to ensure the Plans
conform to acceptable standards. Following acceptance of the test plan,
Woolpert will facilitate a series of Tester Training classes for the City’s
selected testing team. Immediately upon completion of this training, the
City’s testing team will execute the User Acceptance Testing program in accordance with the plan. While it is the City’s responsibility
to assemble a testing team and manage the testing procedures in-house, Woolpert staff will be made available to provide on-site
(during the initial week) and remote assistance. All system configurations and business processes for all implementing divisions will
be completed in this task.
Once the system testing has been completed, and all the resultant configuration updates have been made, Woolpert will deliver
training and go-live support. Since the City has a large number of divisions implementing the new solution, training and go -live has
been split into two (2) groups. The participants in each group will be determined by the project team and are not specified in this
scope of work. It is assumed that the two waves of training / go-live activities will be sufficient and that they will be similar in size /
effort.
This training will be scheduled and delivered “just in time”, immediately prior to the Go-Live activities to ensure system
administrators and end users are prepared to adopt and embrace the new technology solutions right out of the gate. Go-live cutover
activities are a shared set of activities among the Woolpert and City project teams. Cutover activities include migrating the
Cityworks database / configuration from the Development / Testing environment to a live Production environment, migrating legacy
data, and installing the integration components. All cutover activities will be performed one time, except for the final migration of
legacy data records for the second go-live effort. Legacy data migration for the second group of go -live divisions will be performed
just before that group begins using the new system. Migration will be from the source system(s) directly into the Production version
of Cityworks. Once each cutover is complete Woolpert will provide on-site Go-Live support for each deployment wave during the
period immediately following the new system being placed into productive use.
Task 5.1: Provide Final Demonstrations – not scoped
Task 5.2: Develop Test Plan
The City implementation team is responsible for developing the test plan. This will ensure that the system passes the City’s
expectations, not Woolpert’s. It will also strengthen the City team’s understating of the software’s intended functionality. The focus
of system testing efforts is to thoroughly test the newly installed / configured AMS solution and ensure all delivered functionality
(application workflows, templates, reports, interfaces) is properly functioning. Woolpert will provide sample test plans, as
requested, from other Cityworks implementations to assist the City in determining a format style for the test plan.
The test plan should derive its focus from the previously prepared AM System Configuration documents. Functional metrics that the
AM System configuration must successfully achieve prior to being promoted to the City’s production environment will be define d.
Key Core System Deployment (Phase 5)
Deliverables
User Acceptance and Testing (UAT) Plan
(Client-Owned)
Tester Training
UAT Support
Train-the-Trainer End User Training
Cutover and Go-Live 1Group 1
Cutover and Go-Live Group 2
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Additionally, test scenarios designed to step City Testers through the User Acceptance Testing (UAT) process should be included in
the plan. Final plan contents will be agreed upon between the City testing team and Woolpert and will serve as the “script” for
testing and approving the system configuration. The test plan will address the AM System functionality specified and configured per
the Project Plan.
Deliverables
Woolpert will provide sample Testing and Acceptance Plan documents to the City project manager.
Woolpert will facilitate a remote review meeting with the City’s testing team to review the City-developed Testing and
Acceptance Plan.
Assumptions
The final Testing and Acceptance Plan will be agreed upon between the City and Woolpert.
City Responsibilities
The City’s project team will develop a draft version of the Testing and Acceptance Plan.
The City’s project team will participate in a joint review of the Testing and Acceptance Plan.
The City’s project team will update the Testing and Acceptance Plan per Woolpert’s feedback.
Related Sub-Tasks
WBS Task Name Duration
5.2 Develop Test Plan 15.5 days
5.2.1 Woolpert to Provide Sample Test Plan 5 days
5.2.2 Woolpert to Submit Test Plan to Client PM 0 days
5.2.3 Client to Review Sample Test Plan (Client-Owned Task) 5 days
5.2.4 Woolpert to Facilitate Joint Review of Sample Test Plan 0.5 days
5.2.5 Client to Develop Test Plan 5 days
5.2.6 Woolpert to Provide Support in Development of Test Plan 5 days
Task 5.3: Facilitate User Acceptance Testing
It will be most effective to have the Core Team members test the asset management solution . Additionally, training will be provided
to the testers. Immediately following tester training, Woolpert will provide onsite support testing. Should testing extend beyond the
Woolpert on-site testing support period, Woolpert will remotely support testing activities. Issues identified during the on -site
testing support period will be corrected immediately so that re-testing can occur under the guidance of the Woolpert team. Issues
identified after the Woolpert on-site testing support period will be corrected as quickly as possible. These issues may require that
the Woolpert and City testers participate in WebEx session s so that Woolpert can understand the issues and facilitate the retesting .
Deliverables
Woolpert will prepare and deliver tester training materials.
Woolpert will provide one (1) day of on-site tester training to the City’s testing team.
Woolpert will provide up to three and a half (3.5) days of onsite testing support to the City’s testing team.
Woolpert will provide up to twenty-four (24) hours of remote testing assistance in support of the City’s testing team; hours
to be used to review, correct and support retesting of issues.
Assumptions
The City understands that failure to provide the City testing team with the appropriate training documents will impact
Woolpert’s ability to properly train these users in the time allotted for classroom training.
The City understands that failure to properly prepare the training site and ensuring adequate available training resources
will result in the Woolpert – City training team being unable to provide the required training to the City testers.
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The City understands that failure to properly prepare for and participate in the training sessions will significantly impact the
City testing team’s ability to effectively make use of the configured AM System application.
Severity defect definitions will be documented in the Project Plan deliverable, but all parties agree with a defect rating of 1
to 4 with only 1 or 2 severity defects preventing Go-Live from happening as planned.
City Responsibilities
Distribute training materials to the City testing team prior to the scheduled training sessions.
Ensure training room is prepared in advance.
The City’s project manager and testing team must thoroughly review and understand the training syllabus developed by
Woolpert.
Secure an appropriate training facility suitable for participants,
Schedule and accommodate the appropriate City testing team members such that they are available, without undue
interruption, for the required number of days.
Related Sub-Tasks
WBS Task Name Duration
5.3 Facilitate User Acceptance Testing 14.5 days
5.3.1 User Acceptance Testing Training and Support 13 days
5.3.1.1 Provide Tester Training 1 day
5.3.1.2 Review Issue Documentation and UAT Exit Criteria 0.5 days
5.3.1.3 Perform User Acceptance Testing (CLIENT-OWNED TASK) (On-Site Task) 10 days
5.3.1.4 Provide Onsite Testing Support (On-Site Task) 3.5 days
5.3.1.5 On-Site Travel 5 days
5.3.1.6 Provide Remote User Acceptance Testing Support 5 days
5.3.2 Woolpert to Update AMS Configurations per Testing Results 5 days
5.3.2.1 Update Cityworks AMS Configuration 2 days
5.3.2.2 Update Configuration Documentation 3 days
Task 5.4: Provide End-User Training
It is important that end-user training be timed to occur immediately prior to beginning live use of the system in the Production
environment.
We are scoping a modified Train-the-Trainer approach to the End-User Training. In this scenario, Woolpert trainers will provide the
system administrator, Storeroom, and CCTV training to City system administrators / trainers and end -users. We will also provide one
round of Cityworks AMS end-user training (additional rounds can be added to the project and schedule with the City prior to
beginning this task). At the end of this End-User training, City trainers will take over and provide the remainder of End-User training
themselves.
Completion of the training efforts will result in Client system administrators and end-users being provided the system knowledge
and capabilities necessary to manage (administrators) and use (end -users) the configured Cityworks AMS and integrated
applications in an effective manner such that the Client’s over -arching business objectives can be met through use of the newly
configured system.
Following the completion of the Train-the-Trainer training classes, Woolpert will co-facilitate the first round of End-User training
classes, providing support to the City trainers. The exception to this will be the Storeroom and CCTV interface training which will be
provided by Woolpert resources. Do to the limited number of Storeroom and CCTV users, it is most cost effective for Woolpert to
provide this training.
While this formalized training occurs just prior to go-live, Client system administrators and Core Team members (Power Users) will
have already participated in the following training during prior project phases:
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Software installation and configuration training (knowledge transfer)
Asset Management System Configuration training (system exposure prior to configuration workshops)
Multiple System Configuration workshops (in which the software is used extensively)
Tester training
Detailed training documentation and training agendas will be dev eloped for each training class. Training topics to be addressed may
include:
User Interface, the Map, and Asset Search
Logging in
Changing user settings
Navigating the user interface
Map frame
Map tools
Asset search
Work Orders
The work order and its role in Cityworks
What is in a work order
Finding assets and creating work orders
Modifying and completing work orders
Inspections
The inspection and its role in Cityworks
What is in an inspection
Finding assets and creating inspections
Modifying and completing inspections
Advanced Cityworks Functionality
Searching Work Activities, Saved Searches
& Ad Hoc Reporting
Utilizing Saved Searches
o Inbox
o Calendar
o Heat Maps
Utilizing Saved Searches
o Inbox
o Calendar
o Heat Maps
Cityworks Administration
Introduction
o Navigating Designer
Designer Quick-Launch
Designer Menus
Accessing & Managing Employees
o Employee section in Designer
o Adding employees
o Managing employees
Permissions vs. Employee
Relates
Employee Skills
o Deactivating employees
Accessing & Managing Equipment
o Equipment section in Designer
o Adding equipment – Make sure
additions are duplicated in GIS
o Managing equipment
o Removing equipment
o Deactivating equipment – Make sure
deactivations are duplicated in GIS
Accessing & Managing Contractors
o Contractors section in Designer
o Adding contractors – Set provider
type
o Managing contractors
o Removing contractors
o Deactivating contractors
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Cityworks Administration for System Administrators
Domain Administrators and CWDBAs –
Domains
Groups
o Understanding groups
o Managing groups
Preferences and Codes
o Cityworks Preferences
Understanding preferences
Managing preferences
o Custom Codes
Finding code lists
Managing codes & code lists
Email Events & Triggers
Site Menu
o Understanding the site menu
o Security roles
o Managing the site menu
GIS Configuration
o Understanding GIS configuration
o Asset Groups
Managing asset groups
Adding an asset type
Managing assets
o Services
Service Resources
Service Definitions
Service Layers
o Asset Readings
Web Site Administration
o Cityworks Application Pool
o Web.Config – Impersonate User
o WebConnectionStrings.Config
Cityworks database connection
Enterprise geodatabase
connection
o Print Templates
Location
Updating
o User Interface Modification
XML files
XML modification overview
Administrator functions in the user interface
o Managing Inboxes
o Managing Saved Searches
o Administrator Map Tools
Asset Alias
Log
o Reports
Adding reports
Managing report security
Deliverables
Standard Cityworks training materials
Woolpert will facilitate on-site Train-the-Trainer training, as detailed above
Woolpert will facilitate on-site Administrator Training (administration tasks and Cityworks AMS), as detailed above
Woolpert will facilitate on-site Storeroom End-User training, as detailed above
Woolpert will facilitate on-site CCTV End-User training, as detailed above
Woolpert will facilitate Cityworks AMS End-User training classes, with support provided by City trainers, as detailed above
Class sizes will be limited to no more than ten (10) if a single instructor is conducting the class with no assistance; class sizes
can increase to up to twenty (20) if a properly trained resource, City or Woolpert, assists the lead instructor
Assumptions
The City has an adequate training facility that can accommodate the resultant number of staff to be trained; each accessing
the AM system on their own workstation
Upon completion of two full rounds of training, City trainers will be able to further train their end -users with little to no
support
Class sizes will be limited to no more than fifteen (15) students for Woolpert -led training classes.
City Responsibilities
Secure an appropriate training facility
Coordinate and schedule training participants
Training participants shall actively participate in training activities
City will train all users beyond that Woolpert led / supported training efforts without Woolpert participation.
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Related Sub-Tasks
WBS Task Name Duration
5.4 Provide End User Training 14 days
5.4.1 Develop Training Materials 6 days
5.4.1.1 Prepare Administration Training Manual 3 days
5.4.1.2 Prepare User Training Manual 3 days
5.4.2 Conduct Training 2 days
5.4.2.1 Prepare Training Agenda and Materials 2 days
5.4.2.2 Prepare Client Site for Training (CLIENT-OWNED TASK) 2 days
5.4.3 Train-the-Trainer EUT 12 days
5.4.3.1 Custom Business Process Train-the-Trainer Training (On-Site Task) 0.5 days
5.4.3.2 System Administrator Training (On-Site Task) 0.5 days
5.4.3.3 Service Requests Train-the-Trainer Training Session (On-Site Task) 0.5 days
5.4.3.4 Service Requests End-User Training Session - City Led; Woolpert Support (On-Site Task) 0.5 days
5.4.3.5 Work Order and Inspections Train the Trainer Training Session (On -Site Task) 0.5 days
5.4.3.6 Work Order and Inspections End-User Training Session - City Led; Woolpert Supported (On-Site
Task) 0.5 days
5.4.3.7 Cityworks Searches and GIS Train-the-Trainer Session (On-Site Task) 0.5 days
5.4.3.8 Cityworks Searches and GIS End-User Training Session - City Led; Woolpert Supported (On-Site
Task) 0.5 days
5.4.3.9 CCTV Interface Training 0.5 days
5.4.3.10 Cityworks Storeroom Training 0.5 days
5.4.3.11 On-Site Travel 5 days
5.4.3.12 City-led End User Training Group 1 (Client Owned Task) 7 days
Task 5.5: Provide Go-Live Support Group 1
Immediately following the Cityworks AMS (and related systems) Training, Go -Live cutover tasks will begin. Cutover tasks are those
activities that ready the production Cityworks environment for live use. Cutover tasks are shared between the Woolpert and C ity
teams. Cutover tasks include ensuring that all terminals / devices requiring access to the AM System application(s) are tested for
connectivity; all terminals requiring the ability to print documents are tested for connectivity; and all system user ac counts are
tested for login ability. Cutover also includes porting the configured and approved Cityworks AMS (and related) databases from the
Development environment to the Production environment and final migration of the legacy Hansen data. Each of these tasks will be
shared by the Woolpert and City teams as determined during the project.
Woolpert resources will provide five (5) days of on-site Go-Live support during the go-live week. Woolpert will assist the City’s end-
users and system administrators with site-specific access and configuration issues and application use and will provide additional
coaching and supplemental training during the on-site go-live support period.
Deliverables
Woolpert will provide on-site Go-live preparation services, as detailed above
Woolpert will provide up to forty (40) hours of general on-site Go-live support from one analyst
Woolpert will provide up to 20 hours of remote Go-live support
Assumptions
All other phases of the project have received City sign -off and acceptance
There will be two separate Go-lives
Group 1 will be the smaller of the two groups because of window of opportunity for Go -Live.
City Responsibilities
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The City’s project manager, Cityworks administrators, and IT support staff should equally assis t in administering the Go-Live
tasks to make sure it is clear to the End-Users that the City is internally capable of supporting the newly deployed Cityworks
AMS solution. The City system administrators and IT support staff will benefit from learning basic AM System
troubleshooting routines during this time.
Related Sub-Tasks
WBS Task Name Duration
5.5 Provide Go-Live Support Group 1 34 days
5.5.1 Go-Live Cutover Activities 6.25 days
5.5.1.1 Develop Cutover Plan 2 days
5.5.1.2 Submit Cutover Plan to Client PM 0 days
5.5.1.3 Review Cutover Plan (CLIENT-OWNED TASK) 3 days
5.5.1.4 Facilitate Remote Review of Cutover Plan 0.25 days
5.5.1.5 Perform Dress Rehearsal 1 day
5.5.2 Conduct Go-Live Group 1 20 days
5.5.2.1 Migrate Cityworks Application and Database from Development to Production Environment 1 day
5.5.2.2 Perform Data Load to Production Environment AMS Database 2 days
5.5.2.3 Perform Final Legacy Work Order Data Loads to Production Cityworks 1 day
5.5.2.4 Woolpert to Perform System Tests in Production Environment and Correct as Required 1 day
5.5.2.5 Woolpert to Support City Integration Deployment to Production 3 days
5.5.2.6 Woolpert to Provide One Week of Go-Live Support (On-Site Task) 5 days
5.5.2.7 Woolpert to Provide 20 Hrs Remote Go-Live Support 5 days
5.5.2.8 On-Site Travel 6 days
Task 5.6: Provide Go-Live Support Group 2
It is important that end-user training be timed to occur immediately prior to beginning live use of the system in the Production
environment. Due to the large number of City departments and their related en d users, a phased Go-Live is recommended. In a
multi-phased Cityworks AMS roll-out, End-User Training and Go-Live Support activities occur in series for each phase. The City’s
trainers will lead End-User Training immediately prior to cutover and Go-Live Activities for Group 2.
Deliverables
Woolpert will facilitate the update the cutover plan
Woolpert and City will perform a dress rehearsal
Woolpert will provide on-site Go-live preparation services, as detailed above
Woolpert will provide up to forty (40) hours of general on-site Go-live support
Woolpert will provide up to 20 hours of remote Go-live support
Assumptions
The City’s project manager will provide project sign-off within agreed upon timeframe following Go-live.
Group 2 will be the larger of the two groups because of window of opportunity for Go-Live
City Responsibilities
Secure an appropriate training facility
Coordinate and schedule training participants
City will lead Group 2 End-User Training
Related Sub-Tasks
WBS Task Name Duration
5.6 Provide Go-Live Support Group 2 26.25 days
5.6.3 City-led End User Training Groups 2 (Client Owned Task) 5 days
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WBS Task Name Duration
5.6.1 Go-Live Cutover Activities 6.25 days
5.6.1.1 Update Cutover Plan 2 days
5.6.1.2 Submit Cutover Plan to Client PM 0 days
5.6.1.3 Review Cutover Plan (CLIENT-OWNED TASK) 3 days
5.6.1.4 Facilitate Remote Review of Cutover Plan 0.25 days
5.6.1.5 Perform Dress Rehearsal 1 day
5.6.2 Conduct Go-Live 20 days
5.6.2.1 Migrate Cityworks Application and Database from Development to Production Environment 1 day
5.6.2.2 Perform Data Load to Production Environment AMS Database 2 days
5.6.2.3 Perform Final Legacy Work Order Data Loads to Production Cityworks 1 day
5.6.2.4 Woolpert to Perform System Tests in Production Environment and Correct as Required 1 day
5.6.2.5 Woolpert to Support City Integration Deployment to Production 3 days
5.6.2.6 Woolpert to Provide One Week of Go-Live Support (On-Site Task) 5 days
5.6.2.7 Woolpert to Provide 20 Hrs Remote Go-Live Support 5 days
5.6.2.8 On-Site Travel 6 days
Task 5.7: Phase 5 Quality Control
Woolpert technical resources, not regularly involved with this implementation will perform independent quality review of the work
processes and deliverable products in accordance with the Woolpert Total Quality Plan.
Task 5.8: Phase 5 Acceptance and Close
This is the Phase 4 exit document that the City signs indicating Woolpert has delivered the Phase 4 services in accordance wi th the
Scope of Work. After the phase 4 has been approved by th e City, Woolpert will provide a project close document for signature by
the City, signifying that all items listed within this scope of work have been completed.
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Schedule and Fee
Below Woolpert has provided a breakdown of both schedule and fee by major tasks. Woolpert has developed a detailed project
schedule that will take nineteen (19) months to complete from notice-to-proceed (NTP), which is based on received a signed
contract and purchase order. Upon receiving NTP, both Woolpert and the City will rev iew and mutually agree on any final schedule
changes prior to beginning the project. It has been agreed the twenty-month timeframe will begin on the project kickoff date has
been confirmed by the City and Woolpert. Below is a breakdown of major tasks and their durations. The durations will not change,
only the start and finish dates.
WBS Task Name Duration Cost
1 PHASE 1 | PROJECT MANAGEMENT
1.1 Provide Written Notice to Proceed (CLIENT-
OWNED TASK) 0 days $0.00
1.2 Finalize Project Plan 11.5 days $3,026.00
1.3 Project Administration 380 days $33,314.00
1.4 Project Kick-Off Meeting 5.5 days $3,296.75
1.5 Project Schedule Coordination 380 days $8,208.00
1.6 Client Status Meetings 357 days $13,377.00
1.7 Internal Coordination Meetings 362 days $25,272.00
Phase 1 Totals 380 days $86,493.75
2 PHASE 2 | IMPLEMENTATION PLANNING
2.1 Provide Asset Management Software
Demonstrations 6.25 days $7,522.00
2.2 Install and Configure Cityworks 4 days $8,589.00
2.3 Conduct Pre-Planning Discovery 19.25 days $27,451.00
2.4
Facilitate Cityworks AMS Work Order and
Service Request Life-Cycle Management
Business Process Reviews
15.25 days $25,482.00
2.5 Facilitate Geodatabase Design Review and
Recommendations for Assets 33 days $15,335.50
2.7 Phase 2 | Quality Control 67 days $2,195.50
2.8 Phase 2 | Acceptance and Close 0 days $0.00
Phase 2 Totals 67 days $86,575.00
WBS Task Name Duration Cost
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WBS Task Name Duration Cost
3 PHASE 3 | CORE SYSTEM DESIGN AND CONFIGURATION
3.1 Prepare Cityworks AMS Configuration
Documentation 10.25 days $2,746.00
3.2 Facilitate Cityworks AMS Software and Related
Systems Configuration 109.5 days $137,473.00
3.3
Review and Approval of Cityworks AMS and
Related Systems Configuration and Updated
Documentation
19 days $5,330.00
3.4 Phase 3 | Quality Control 169 days $6,079.00
3.5 Phase 3 | Acceptance and Close 0 days $0.00
Phase 3 Totals 169 days $151,628.00
4 PHASE 4 | ADVANCED FUNCTIONALITY CONFIGURATION AND DEVELOPMENT
4.1 Design and Develop Application Interfaces 118 days $109,467.00
4.2 Perform Data Conversion of Legacy Asset and
Transactional Data 46 days $39,726.00
4.3 Develop Custom Reports and Dashboards 0 days $0
4.4 Configure and Deploy Mobile Solutions 30.5 days $14,145.00
4.4 Phase 4 | Quality Control 174 days $8,240.00
4.5 Phase 4 | Acceptance and Close 0 days $0.00
Phase 4 Totals 174 days $171,578.00
5 PHASE 5 | SYSTEM DEPLOYMENT
5.1 Provide Final Demonstration 8.75 days $0.00
5.2 Develop Test Plan 17.5 days $3,745.00
5.3 Facilitate User Acceptance Testing 14.5 days $16,278.50
5.4 Provide End User Training 14 days $21,515.00
5.5 Provide Go-Live Support Group 1 34 days $28,935.00
5.6 Provide Go-Live Support Group 2 26.25 days $31,427.00
5.7 Phase 5 | Quality Control 93 days $9,000
5.8 Phase 5 | Acceptance and Close 0 days $0.00
Phase 5 Totals 93 days $110,900.50
PROJECT TOTALS 380 days $607,175.25
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OPERATIONS COMMITTEE
Derek Matheson, Chief Administrative Officer
220 Fourth Ave S
Kent, WA 98032
256-856-5712
DATE: October 16, 2018
TO: Operations Committee
SUBJECT: Ordinance Amending Kent City Code 5.01 Relating to
Business Licenses – Recommend
MOTION: Recommend Council adopt an ordinance amending Section
5.01.020 of the Kent City Code, entitled “Definitions” to add a definition
of “engaging in business,” and amending Section 5.01.040, entitled
“General business license required,” to add a new section, “Threshold
exemption,” to exempt certain persons and businesses from general
business registration and licensing requirements as presented by staff.
SUMMARY: In 2017, the state passed legislation requiring cities with business
licenses to establish a workgroup through Association of Washington Cities to
create a model business license ordinance with a licensing threshold for adoption
by all business license cities by January 1, 2019. The resulting model ordinance
includes a mandatory definition of “engaging in business” and minimum $2,000
gross receipt threshold exemption that establishes when out-of-town or
transient businesses are required to be licensed.
All business license cities must adopt the model ordinance provisions by the end
of 2018, and a city cannot enforce its general business licensing requirements
after January 1, 2019, until it has adopted the mandatory provisions of the
“engaging in business” definition and the threshold exemption.
This is part of HB 2005 that went into effect on 7/23/17. The other part of this bill
requires Washington cities with business licensing activity to join the State Business
Licensing System or FileLocal. The city is scheduled to become a principal member
with FileLocal and implementation will start 3rd quarter of 2019. One of the reasons
the city selected FileLocal was because it will allow the city to maintain greater
control over business licenses.
BUDGET IMPACT: None
SUPPORTS STRATEGIC PLAN GOAL:
Sustainable Services
ATTACHMENTS:
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1. Business License Theshold Exemption (PDF)
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1 Amend Chapter 5.01 KCC -
Re: Business License Threshold Exemption
ORDINANCE NO.
AN ORDINANCE of the City Council of the
City of Kent, Washington, amending Section
5.01.020 of the Kent City Code, entitled
“Definitions” to add a definition of “engaging in
business,” and amending Section 5.01.040, entitled
“General business license required,” to add a new
section, “Threshold exemption,” to exempt certain
persons and businesses from general business
registration and licensing requirements.
RECITALS
A. In 2017, the state passed legislation requiring cities with
business licenses to establish a workgroup through the associations of
Washington cities to create a model business license ordinance with a
licensing threshold for adoption by all business license cities by January 1,
2019. The resulting model ordinance includes a mandatory definition of
“engaging in business” and minimum $2,000 threshold exemption that
establishes when out-of-town or transient businesses are required to be
licensed.
B. All business license cities must adopt the model ordinance
provisions by the end of 2018, and a city cannot enforce its business
license after January 1, 2019, until it has adopted the mandatory
provisions.
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2 Amend Chapter 5.01 KCC -
Re: Business License Threshold Exemption
C. In order to comply with the statutory requirements of the new
legislation, now codified in Chapter 35.90 RCW, certain amendments must
be made to the City’s code provisions regulating general business licenses.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF KENT,
WASHINGTON, DOES HEREBY ORDAIN AS FOLLOWS:
ORDINANCE
SECTION 1. - Amendment. Section 5.01.020 of the Kent City
Code, entitled “Definitions,” is hereby amended as follows:
Section 5.01.020. Definitions. Unless the context clearly requires
otherwise, the definitions in this section apply throughout this chapter.
A. Business means all activities, occupations, pursuits, or professions
located and/or engaged in within the city, with the object of gain, benefit
or advantage to the person engaging in the same, or to any other person
or class, directly or indirectly, and includes nonprofit enterprises. The term
business shall also mean apartment and residential rental properties of
two or more units, as well as rental housing and rental property as those
terms are defined in Chapter 5.14 KCC, but shall not mean governmental
agencies.
B. Business enterprise means each location at which business is conducted
within the city. A business may have more than one business enterprise
within the city.
C. Director means the finance director of the city or his or her designee.
D. Department means the finance department of the city.
E. Engaging in business:
1. The term "engaging in business" means commencing,
conducting, or continuing in business, and also the exercise of corporate
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3 Amend Chapter 5.01 KCC -
Re: Business License Threshold Exemption
or franchise powers, as well as liquidating a business when the liquidators
thereof hold themselves out to the public as conducting such business.
2. This section sets forth examples of activities that constitute
engaging in business in the city, and establishes safe harbors for certain of
those activities so that a person who meets the criteria may engage in de
minimis business activities in the city without having to register and obtain
a business license or pay city business and occupation taxes. The
activities listed in this section are illustrative only and are not intended to
narrow the definition of "engaging in business" in subsection (1). If an
activity is not listed, whether it constitutes engaging in business in the city
shall be determined by considering all the facts and circumstances and
applicable law.
3. Without being all inclusive, any one of the following activities
conducted within the city by a person, or its employee, agent,
representative, independent contractor, broker or another acting on its
behalf constitutes engaging in business and requires a person to register
and obtain a business license.
a. Owning, renting, leasing, maintaining, or having the
right to use, or using, tangible personal property, intangible personal
property, or real property permanently or temporarily located in the city.
b. Owning, renting, leasing, using, or maintaining, an
office, place of business, or other establishment in the city.
c. Soliciting sales.
d. Making repairs or providing maintenance or service to
real or tangible personal property, including warranty work and property
maintenance.
e. Providing technical assistance or service, including
quality control, product inspections, warranty work, or similar services on
or in connection with tangible personal property sold by the person or on
its behalf.
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4 Amend Chapter 5.01 KCC -
Re: Business License Threshold Exemption
f. Installing, constructing, or supervising installation or
construction of, real or tangible personal property.
g. Soliciting, negotiating, or approving franchise, license,
or other similar agreements.
h. Collecting current or delinquent accounts.
i. Picking up and transporting tangible personal property,
solid waste, construction debris, or excavated materials.
j. Providing disinfecting and pest control services,
employment and labor pool services, home nursing care, janitorial
services, appraising, landscape architectural services, security system
services, surveying, and real estate services including the listing of homes
and managing real property.
k. Rendering professional services such as those provided
by accountants, architects, attorneys, auctioneers, consultants, engineers,
professional athletes, barbers, baseball clubs and other sports
organizations, chemists, consultants, psychologists, court reporters,
dentists, doctors, detectives, laboratory operators, teachers, veterinarians.
l. Meeting with customers or potential customers, even
when no sales or orders are solicited at the meetings.
m. Training or recruiting agents, representatives,
independent contractors, brokers or others, domiciled or operating on a
job in the city, acting on its behalf, or for customers or potential
customers.
n. Investigating, resolving, or otherwise assisting in
resolving customer complaints.
o. In-store stocking or manipulating products or goods,
sold to and owned by a customer, regardless of where sale and delivery of
the goods took place.
p. Delivering goods in vehicles owned, rented, leased,
used, or maintained by the person or another acting on its behalf.
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5 Amend Chapter 5.01 KCC -
Re: Business License Threshold Exemption
q. Accepting or executing a contract with the city,
irrespective of whether goods or services are delivered within or without
the city, or whether the person’s office or place of business is within or
without the city.
4. If a person, or its employee, agent, representative,
independent contractor, broker or another acting on the person’s behalf,
engages in no other activities in or with the city but the following, it need
not register and obtain a business license and pay tax.
a. Meeting with suppliers of goods and services as a
customer.
b. Meeting with government representatives in their
official capacity, other than those performing contracting or purchasing
functions.
c. Attending meetings, such as board meetings, retreats,
seminars, and conferences, or other meetings wherein the person does
not provide training in connection with tangible personal property sold by
the person or on its behalf. This provision does not apply to any board of
director member or attendee engaging in business, such as a member of a
board of directors who attends a board meeting.
d. Renting tangible or intangible property as a customer
when the property is not used in the city.
e. Attending, but not participating in a "trade show" or
"multiple vendor events". Persons participating at a trade show shall
review the city's trade show or multiple vendor event ordinances.
f. Conducting advertising through the mail.
g. Soliciting sales by phone from a location outside the
city.
5. A seller located outside the city merely delivering goods into
the city by means of common carrier is not required to register and obtain
a business license, provided that it engages in no other business activities
in the city. Such activities do not include those in subsection (4).
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6 Amend Chapter 5.01 KCC -
Re: Business License Threshold Exemption
6. The city expressly intends that engaging in business includes
any activity sufficient to establish nexus for purposes of applying the
license fee under the law and the constitutions of the United States and
the State of Washington. Nexus is presumed to continue as long as the
licensee benefits from the activity that constituted the original nexus
generating contact or subsequent contacts.
EF. Licensee means any business or business enterprise that applies for or
is granted a business license. The term licensee shall also mean the
person who submits a business license for approval, the owner or operator
of a business or business enterprise, and any corporation, partnership,
nonprofit, or organization which owns or operates the business or business
enterprise.
SECTION 2. - Amendment. Section 5.01.040 of the Kent City
Code, entitled “General business license required,” is hereby amended as
follows:
Sec. 5.01.040. General business license required. Except as
provided in KCC 5.01.045, iIt is unlawful for any business to operate in the
city without having first obtained a general business license for the current
calendar year or unexpired portion thereof and paid the fees prescribed in
this chapter; provided, that a business solely owned and operated by a
person under the age of eighteen (18) years shall not be required to have
a business license. A business with premises, primary places of business,
or main offices outside the city limits must be licensed before conducting
business within the city limits.
SECTION 3. - Amendment. Chapter 5.01 KCC is amended by
adding a new Section 5.01.045, entitled “Threshold exemption,” as
follows:
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7 Amend Chapter 5.01 KCC -
Re: Business License Threshold Exemption
Sec. 5.01.045. Threshold exemption. To the extent set forth in
this section, the following persons and businesses shall be exempt from
the registration, license and/or license fee requirements as outlined in this
chapter:
1. Any person or business whose annual value of products,
gross proceeds of sales, or gross income of the business in the city is
equal to or less than $2,000 and who does not maintain a place of
business within the city shall be exempt from the general business license
requirements in this chapter. The exemption does not apply to regulatory
license requirements or activities that require a specialized permit.
SECTION 4. – Severability. If any one or more section, subsection,
or sentence of this ordinance is held to be unconstitutional or invalid, such
decision shall not affect the validity of the remaining portion of this
ordinance and the same shall remain in full force and effect.
SECTION 5. – Corrections by City Clerk or Code Reviser. Upon
approval of the city attorney, the city clerk and the code reviser are
authorized to make necessary corrections to this ordinance, including the
correction of clerical errors; ordinance, section, or subsection numbering;
or references to other local, state, or federal laws, codes, rules, or
regulations.
SECTION 6. – Effective Date. This ordinance shall take effect and
be in force thirty days from and after its passage, as provided by law.
DANA RALPH, MAYOR Date Approved
ATTEST:
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8 Amend Chapter 5.01 KCC -
Re: Business License Threshold Exemption
KIMBERLEY A. KOMOTO, CITY CLERK Date Adopted
Date Published
APPROVED AS TO FORM:
ARTHUR “PAT” FITZPATRICK, CITY ATTORNEY
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OPERATIONS COMMITTEE
Derek Matheson, Chief Administrative Officer
220 Fourth Ave S
Kent, WA 98032
256-856-5712
DATE: October 16, 2018
TO: Operations Committee
SUBJECT: Director's Report
SUMMARY: The Finance Director will report out the August 2018 financial report.
ATTACHMENTS:
1. August Finance Report (PDF)
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2018
Adj Budget
2018
YTD
2018
Est Actual
Variance
Favorable
(Unfavorable)
%Variance
Favorable
(Unfavorable)
Revenues 103,130,990 66,287,639 108,029,860 4,898,870 4.8%
Expenditures 105,320,667 58,847,143 105,724,296 (403,629) -0.4%
Net Revenues Less Expenditures (2,189,677) 7,440,497 2,305,564 4,495,241
Beginning Fund Balance 21,595,175 21,595,175
Ending Fund Balance 19,405,498 23,900,740
Ending Fund Balance Detail:
General Fund Reserves 18,815,328 22,609,780
17.9%21.4%
Restricted for Annexation 590,170 1,290,960
Revenue Overview
Expenditures Overview
Required Ending Fund Balance Calculation
Estimated Expenditures for 2018 (from above)105,724,296
18.0%
18% GF Ending Fund Balance 19,030,373
August 2018 Monthly Financial Report
City of Kent, Washington
General Fund Overview
Summary
Analysis through August shows an overall positive budget variance of $4.5 million.
The budgeted use of fund balance is offset by the positive budget variance of $4.5 million, creating a net surplus of
$2.3m.
General Fund Reserves are estimated to end the year at $22.6 million, or 21.4% of estimated 2018 expenditures.
Revenues are estimated to end the year approximately $4.9 million (4.8%) higher than budgeted.
Through August, all departments are remaining fairly close to budget with an overall budget variance of $-404
thousand or -0.4% due to $1.25m in transfers to other funds (See GF Expenditure page). Budget will be updated in
September and will be included in the next supplemental budget ordinance.
6.93
2.06 0.83 0.64
4.13
7.65
9.46 11.91
18.92
20.65 22.61
0.00
5.00
10.00
15.00
20.00
25.00
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Est. 2018
General Fund Ending Fund Balance 10-year History (excluding Annexation)$ in
millions
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Revenue Categories 2018
Adj Budget
2018
YTD
2018
Est Actual
Variance
Favorable
(Unfavorable)
%Variance
Favorable
(Unfavorable)
Taxes:
Property 29,532,710 16,070,478 29,881,100 348,390 1.2%
Sales & Use 21,100,310 15,464,666 22,539,400 1,439,090 6.8%
Utility 19,150,880 13,265,267 19,186,150 35,270 0.2%
Business & Occupation 8,890,480 4,030,260 9,252,460 361,980 4.1%
Other 879,260 589,828 1,002,530 123,270 14.0%
Licenses and Permits 5,695,870 5,175,458 7,171,560 1,475,690 25.9%
Intergovernmental Revenue 7,946,370 4,444,925 7,761,240 (185,130) -2.3%
Charges for Services 5,844,610 4,676,166 6,702,070 857,460 14.7%
Fines and Forfeitures 1,565,970 887,921 1,352,500 (213,470) -13.6%
Miscellaneous Revenue 1,574,530 1,682,673 2,230,850 656,320 41.7%
Transfers In 950,000 - 950,000 -
Total Revenues 103,130,990 66,287,639 108,029,860 4,898,870 4.8%
Fines & Forfeitures: $213k decrease due primarily to lower than anticipated civil penalties to date ($340k), offset
by increase in B&O penalties of $88k & Criminal Penalties $52k.
Miscellaneous Revenue: $656k increase due to interest income ($207k), rents & royaties ($125k), and
miscellaneous revenue ($308k - due mostly to PD reimbursements).
August 2018 Monthly Financial Report
City of Kent, Washington
General Fund Overview - Revenues
Variance analysis for revenues is provided for particular line items or those in which the estimated actual amount
differs from the budgeted amount by at least 10% or minimum of $500,000.
Variance Notes
Charges & Services: $857k increase over budget due to higher planning development service charges of $1.1m
than budgeted, offset by decreases in public safety charges of ($155k), Culture & Rec ($50k), & Gen Govt ($48k).
Licenses and Permits: $1.5m increase due to $960k of bldg/struc permits, $260k in higher street/curb permits,
$160k in fire permits, & $120k in business licenses & franchise fees.
Sales & Use Tax: $1.4m increase due to higher than anticipated sales tax revenues in May, June, July & Aug.
2018 Estimated
General Fund
Revenues
Property Taxes
28%
Sales Taxes
21%
Utility Taxes
18%
B&O Taxes
8%
Other Taxes
1%Licenses and
Permits
7%
Intergovernmental
7%
Charges for
Services
6%
Fines and Forfeits
Misc & Transfers In
3%
Other
17%
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Revenues
Budgeted
Revenues
Actual
Revenues
January 5,578 6,021 5,721
February 5,024 5,516 5,542
March 7,586 8,148 7,432
April 17,008 16,729 18,343
May 6,492 7,431 8,891
June 6,175 6,633 6,778
July 7,351 6,916 8,084
August 5,581 5,633 5,496
September 6,738 7,301 0
October 15,494 16,964 0
November 6,875 6,659 0
December 11,017 9,180 0
Total 100,919 103,131 66,288
Prior Year
Revenues
Budgeted
Revenues
Actual
Revenues
January 0 11 0
February 197 224 213
March 711 966 736
April 9,768 11,775 12,768
May 1,324 2,345 1,860
June 109 160 121
July 26 56 269
August 85 107 104
September 561 665 0
October 8,610 11,300 0
November 1,361 1,668 0
December 249 256 0
Total 23,000 29,533 16,070
Prior Year
Revenues
Budgeted
Revenues
Actual
Revenues
January 1,686 1,610 1,761
February 1,986 2,056 2,045
March 1,550 1,560 1,810
April 1,547 1,553 1,604
May 1,836 1,781 2,074
June 1,587 1,456 2,019
July 1,739 1,724 2,000
August 1,964 1,918 2,152
September 1,693 1,771 0
October 1,783 1,765 0
November 1,841 1,916 0
December 1,898 1,992 0
Total 21,109 21,100 15,465
August 2018 Monthly Financial Report
City of Kent, Washington
General Fund Revenues ($ in Thousands)
All Revenues Sources
Property Tax
Sales Tax
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
18 Bud 17 Act 18 Act
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
18 Bud 17 Act 18 Act
$0
$5,000
$10,000
$15,000
$20,000
$25,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
18 Bud 17 Act 18 Act
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August 2018 Monthly Financial Report
City of Kent, Washington
General Fund Revenues ($ in Thousands)
Prior Year
Revenues
Budgeted
Revenues
Actual
Revenues
January 1,842 2,052 1,860
February 1,829 1,675 1,771
March 1,739 1,606 1,719
April 1,873 1,817 1,737
May 1,566 1,486 1,602
June 1,505 1,363 1,447
July 1,631 1,707 1,647
August 1,479 1,434 1,482
September 1,574 1,674 0
October 1,536 1,498 0
November 1,535 1,443 0
December 1,540 1,396 0
Total 19,648 19,151 13,265
Prior Year
Revenues
Budgeted
Revenues
Actual
Revenues
January 1 6 1
February 4 24 3
March 494 265 33
April 1,945 1,888 322
May 232 338 1,688
June 153 123 223
July 1,984 1,753 2,011
August 185 364 340
September 8 92 0
October 1,950 1,965 0
November 578 358 0
December 2,509 2,595 0
Total 10,042 9,770 4,620
Prior Year
Revenues
Budgeted
Revenues
Actual
Revenues
January 2,049 1,697 2,099
February 1,008 948 1,510
March 3,092 2,765 3,135
April 1,876 1,597 1,912
May 1,534 1,519 1,667
June 2,820 2,980 2,968
July 1,969 1,610 2,157
August 1,868 1,467 1,419
September 2,902 2,758 0
October 1,615 1,931 0
November 1,561 1,195 0
December 4,821 3,110 0
Total 27,119 23,577 16,867
Utility Tax
Other Taxes
Other Revenues
(Intergovernmental, Licenses & Permits, Charges for Service, Fines & Forfeits, and Misc Revenues)
$0
$5,000
$10,000
$15,000
$20,000
$25,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
18 Bud 17 Act 18 Act
$0
$2,000
$4,000
$6,000
$8,000
$10,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
18 Bud 17 Act 18 Act
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
18 Bud 17 Act 18 Act
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Department 2018
Adj Budget
2018
YTD
2018
Est Actual
Variance
Favorable
(Unfavorable)
%Variance
Favorable
(Unfavorable)
City Council 409,150 240,826 372,100 37,050 9.1%
Mayor's Office/City Clerk 3,063,990 1,706,468 2,861,600 202,390 6.6%
Economic & Community Dev 7,305,340 4,468,700 7,047,000 258,340 3.5%
Finance 3,007,710 2,052,244 3,112,000 (104,290) -3.5%
Fire Contracted Services 3,657,530 2,344,688 3,478,391 179,139 4.9%
Human Resources 2,213,030 1,376,242 2,156,800 56,230 2.5%
Information Technology 519,450 336,572 510,025 9,425 1.8%
Law 1,777,920 1,124,594 1,754,100 23,820 1.3%
Municipal Court 3,405,030 2,212,960 3,387,200 17,830 0.5%
Parks, Recreation & Comm Svcs 18,488,507 11,540,206 18,093,700 394,807 2.1%
Police 38,863,160 25,693,138 39,219,300 (356,140) -0.9%
Public Works 1,318,470 762,365 1,190,700 127,770 9.7%
Non-Departmental 21,291,380 4,988,140 22,541,380 (1,250,000) -5.9%
Total Expenditures 105,320,667 58,847,143 105,724,296 (403,629) -0.4%
August 2018 Monthly Financial Report
City of Kent, Washington
General Fund Overview - Expenditures
Variance analysis for expenditures is provided for particular departments or those in which the estimated actual
amount differs from the budgeted amount by at least 10% or a minimum of $500,000.
Variance Notes
Non-departmental: $1.25m negative variance due to transfers to the LEOFF 1 Fund ($1m) and Healthcare Fund
($.25m). Budget will be updated in September and will be included in the next supplemental budget
ordinance.
City Council
Mayor's Office/City
Clerk
3%
ECD
7%
Finance
3%
Fire Contracted
Services
3%
Human Resources
2%
Information
Technology
Law
2%
Municipal Court
3%
Parks, Recreation &
Comm Svcs
17%
Police
37%
Public Works
1%
Non-Departmental
21%
Other
9%
2018 Estimated General Fund Expenditures
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2017 2018 2018 2018
Actuals Adj Budget YTD Est Actual
Beginning Fund Balance 19,987,828 21,595,175 21,595,175 21,595,175
Revenues
Taxes:
Property 22,999,864 29,532,710 16,070,478 29,881,100
Sales & Use 21,109,277 21,100,310 15,464,666 22,539,400
Utility 19,648,349 19,150,880 13,265,267 19,186,150
Business & Occupation 9,141,800 8,890,480 4,030,260 9,252,460
Other 900,663 879,260 589,828 1,002,530
Licenses and Permits 6,962,130 5,695,870 5,175,458 7,171,560
Intergovernmental Revenue 8,102,414 7,946,370 4,444,925 7,761,240
Charges for Services 7,328,567 5,844,610 4,676,166 6,702,070
Fines and Forfeitures 1,549,964 1,565,970 887,921 1,352,500
Miscellaneous Revenue 2,241,585 1,574,530 1,682,673 2,230,850
Transfers In 934,128 950,000 - 950,000
Total Revenues 100,918,740 103,130,990 66,287,639 108,029,860
Expenditures
City Council 349,577 409,150 240,826 372,100
Mayor's Office/City Clerk 2,745,792 3,063,990 1,706,468 2,861,600
Economic & Community Dev 5,841,098 7,305,340 4,468,700 7,047,000
Finance 2,522,554 3,007,710 2,052,244 3,112,000
Fire Contracted Services 3,668,180 3,657,530 2,344,688 3,478,391
Human Resources 1,835,276 2,213,030 1,376,242 2,156,800
Information Technology 521,151 519,450 336,572 510,025
Law 1,600,451 1,777,920 1,124,594 1,754,100
Municipal Court 3,128,652 3,405,030 2,212,960 3,387,200
Parks, Recreation & Comm Svcs 16,655,356 18,488,507 11,540,206 18,093,700
Police 37,167,622 38,863,160 25,693,138 39,219,300
Public Works 1,111,563 1,318,470 762,365 1,190,700
Non-Departmental 22,164,122 21,291,380 4,988,140 22,541,380
Total Expenditures 99,311,394 105,320,667 58,847,143 105,724,296
Net Revenues less Expenditures 1,607,347 (2,189,677) 7,440,497 2,305,564
Ending Fund Balance 21,595,175 19,405,498 29,035,672 23,900,740
Ending Fund Balance Detail:
General Fund Reserves 20,654,417 18,815,328 22,609,780
based on same year actuals/budget 20.8% 17.9% 21.4%
Restricted for Annexation 940,759 590,170 1,290,960
August 2018 Monthly Financial Report
City of Kent, Washington
General Fund
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2016 2017 2018 % of
thru August thru August thru August Budget
Revenues
Taxes:
Property 11,999,658 12,219,657 16,070,478 3,850,821 31.5%53.1%
Sales & Use 12,913,802 13,894,474 15,464,666 1,570,192 11.3%51.6%
Utility 12,868,236 13,463,935 13,265,267 (198,669) -1.5%54.6%
Business & Occupation 4,298,686 4,522,810 4,030,260 (492,551) -10.9%28.8%
Other 512,120 475,270 589,828 114,558 24.1%30.6%
Licenses and Permits 3,902,357 4,483,024 5,175,458 692,434 15.4%51.9%
Intergovernmental Revenue 4,384,220 4,400,784 4,444,925 44,140 1.0%52.7%
Charges for Services 3,578,227 4,686,221 4,676,166 (10,055) -0.2%67.8%
Fines and Forfeitures 1,081,812 1,182,255 887,921 (294,334) -24.9%57.7%
Miscellaneous Revenue 1,182,119 1,466,590 1,682,673 216,083 14.7%65.7%
Transfers In - - - -
Total Revenues 56,721,237 60,795,019 66,287,639 5,492,621 9.0%64.3%
Expenditures
City Council 223,672 234,469 240,826 6,357 2.7%58.9%
Mayor's Office/City Clerk 1,488,527 1,485,671 1,706,468 220,797 14.9%55.7%
Economic & Community Dev 3,592,016 3,712,955 4,468,700 755,745 20.4%61.2%
Finance 1,848,756 1,642,507 2,052,244 409,737 24.9%68.2%
Fire Contracted Services 2,401,226 2,451,063 2,344,688 (106,375) -4.3%64.1%
Human Resources 1,042,116 1,161,804 1,376,242 214,438 18.5%62.2%
Information Technology 339,884 345,040 336,572 (8,468) -2.5%64.8%
Law 984,761 1,040,986 1,124,594 83,608 8.0%63.3%
Municipal Court 2,039,947 2,072,462 2,212,960 140,498 6.8%65.0%
Parks, Recreation & Comm Svcs 10,577,959 10,964,595 11,540,206 575,611 5.2%62.4%
Police 22,726,558 24,125,678 25,693,138 1,567,460 6.5%66.1%
Public Works 966,018 748,080 762,365 14,284 1.9%57.8%
Non-Departmental 2,158,042 3,355,464 4,988,140 1,632,677 48.7%23.4%
Total Expenditures 50,389,481 53,340,774 58,847,143 5,506,368 10.3%55.9%
*General Govt. includes City Council, Mayor/Clerk, HR, IT, & Finance
Variance
August 2018 Monthly Financial Report
City of Kent, Washington
General Fund
Year-to-Year Month Comparison
2018-17
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
Property
Taxes
Sales &
Use Taxes
Utility
Taxes
Other
Revenues
GF Revenues thru August
2016
2017
2018
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5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
Police Parks *General
Govt.
ECD Non-Dept
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GF Expenditures thru August
2016
2017
2018
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2018 2018 2018 2018
Beginning Fund
Balance
Estimated
Revenues
Estimated
Expenditures
Ending Fund
Balance
Operating revenues and expenditures only; capital and non-capital projects are excluded.
General Fund 21,595,174 108,029,860 105,724,296 23,900,738
Street Fund 5,873,486 13,188,190 15,198,840 3,862,836
LEOFF 1 Retiree Benefits 1,296,372 2,083,600 1,350,000 2,029,972
Lodging Tax 457,557 291,110 392,750 355,917
Youth/Teen Programs 104,887 936,220 942,000 99,107
Capital Resources 15,646,334 22,932,930 23,130,430 15,448,834
Criminal Justice 7,197,004 4,570,000 4,400,000 7,367,004
ShoWare Operating 2,518,894 1,344,430 1,102,020 2,761,304
Other Operating 526,158 120,650 80,000 566,808
Councilmanic Debt Service 986,220 11,031,820 10,066,990 1,951,050
Special Assessments Debt Service 582,661 1,504,460 1,563,470 523,651
Water Utility 20,803,436 26,903,500 26,750,000 20,956,936
Sewer/Drainage Utility 24,390,396 55,551,850 55,000,000 24,942,246
Solid Waste Utility 479,431 755,700 707,330 527,801
Golf Complex (3,816,932) 8,920,170 6,770,000 (1,666,762)
Fleet Services 5,869,149 4,761,160 7,800,000 2,830,309
Central Services (3,113) 396,000 390,000 2,887
Information Technology 3,593,294 8,236,550 8,450,000 3,379,844
Facilities 2,316,961 4,938,260 4,800,000 2,455,221
Unemployment 1,424,508 123,900 171,990 1,376,418
Workers Compensation 2,374,326 1,135,000 1,350,000 2,159,326
Employee Health & Wellness 2,960,567 13,995,000 14,000,000 2,955,567
Liability Insurance 1,661,132 1,610,000 1,800,000 1,471,132
Property Insurance 652,035 575,600 472,700 754,935
Enterprise Funds
Internal Service Funds
August 2018 Monthly Financial Report
City of Kent, Washington
Fund Balances
General Fund
Special Revenue Funds
Debt Service Funds
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2016 2017 2018 2018 2018
Actual Actual Budget YTD Est Actual
Operating revenues and expenditures only; capital and non-capital projects are excluded.
In instances where expenditures exceed revenues, fund balance is being utilized.
Street Fund
Revenues 14,254,751 14,407,771 11,921,560 7,988,844 13,188,190
Expenditures 14,369,693 12,511,397 15,198,840 8,258,240 15,198,840
Net Revenues Less Expenditures (114,942)1,896,373 (3,277,280)(269,396)(2,010,650)
LEOFF 1 Retiree Benefits
Revenues 1,035,289 1,285,285 1,193,480 531,551 2,083,600
Expenditures 954,561 1,163,174 1,196,550 960,971 1,350,000
Net Revenues Less Expenditures 80,728 122,111 (3,070)(429,421)733,600
Lodging Tax
Revenues 294,859 316,975 286,610 186,859 291,110
Expenditures 219,989 328,804 392,750 266,555 392,750
Net Revenues Less Expenditures 74,870 (11,830)(106,140)(79,696)(101,640)
Youth/Teen Programs
Revenues 911,855 955,757 936,220 644,555 936,220
Expenditures 942,000 942,000 942,000 942,000
Net Revenues Less Expenditures (30,145)13,757 (5,780)644,555 (5,780)
Capital Resources
Revenues 20,751,646 19,948,247 18,606,830 12,385,609 22,932,930
Expenditures 15,248,984 15,579,639 23,130,430 2,769,213 23,130,430
Net Revenues Less Expenditures 5,502,662 4,368,607 (4,523,600)9,616,396 (197,500)
Criminal Justice
Revenues 4,873,770 6,032,589 4,200,900 3,193,690 4,570,000
Expenditures 3,157,680 4,533,302 4,306,560 2,690,361 4,400,000
Net Revenues Less Expenditures 1,716,090 1,499,287 (105,660)503,330 170,000
ShoWare Operating
Revenues 1,647,988 1,355,226 1,234,430 450,970 1,344,430
Expenditures 1,097,457 1,067,836 1,102,020 774,948 1,102,020
Net Revenues Less Expenditures 550,531 287,390 132,410 (323,977)242,410
Other Operating
Revenues 135,731 129,338 120,650 5,000 120,650
Expenditures 63,059 40,094 120,650 47,567 80,000
Net Revenues Less Expenditures 72,672 89,244 (42,567)40,650
Councilmanic Debt Service
Revenues 86,581,322 10,781,229 10,531,820 2,620,517 11,031,820
Expenditures 85,720,181 10,316,403 10,066,990 2,620,517 10,066,990
Net Revenues Less Expenditures 861,141 464,826 464,830 964,830
Special Assessment Debt Service
Revenues 2,151,133 1,979,573 1,504,460 729,495 1,504,460
Expenditures 3,032,661 2,585,818 1,563,470 188,577 1,563,470
Net Revenues Less Expenditures (881,528)(606,245)(59,010)540,918 (59,010)
Debt Service Funds
August 2018 Monthly Financial Report
City of Kent, Washington
Other Funds Overview (Revenues and Expenditures)
Special Revenue Funds
2018 estimated expenditures higher due to increased long-term care costs - a budget adjustment will be required
before year end.
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Actual Actual Budget YTD Est Actual
Operating revenues and expenditures only; capital and non-capital projects are excluded.
In instances where expenditures exceed revenues, fund balance is being utilized.
August 2018 Monthly Financial Report
City of Kent, Washington
Other Funds Overview (Revenues and Expenditures)
Water Utility
Revenues 24,526,000 28,209,235 25,718,320 18,560,821 26,903,500
Expenditures 21,654,832 26,577,932 28,943,430 13,876,786 26,750,000
Net Revenues Less Expenditures 2,871,168 1,631,303 (3,225,110)4,684,035 153,500
Sewer/Drainage Utility
Revenues 53,289,642 54,240,288 53,455,350 37,529,582 55,551,850
Expenditures 50,599,649 49,060,469 57,617,920 28,429,560 55,000,000
Net Revenues Less Expenditures 2,689,993 5,179,819 (4,162,570)9,100,021 551,850
Solid Waste Utility
Revenues 774,072 754,868 749,500 502,813 755,700
Expenditures 471,180 577,964 707,330 510,934 707,330
Net Revenues Less Expenditures 302,892 176,904 42,170 (8,121)48,370
Golf Complex
Revenues 2,475,682 3,027,079 9,588,390 8,481,333 8,920,170
Expenditures 3,188,762 3,081,308 6,939,044 3,049,080 6,770,000
Net Revenues Less Expenditures (713,080)(54,229)2,649,346 5,432,254 2,150,170
Fleet Services
Revenues 4,769,001 5,480,210 4,761,160 3,375,477 4,761,160
Expenditures 3,974,431 4,164,630 9,119,000 3,404,593 7,800,000
Net Revenues Less Expenditures 794,570 1,315,580 (4,357,840)(29,116)(3,038,840)
Central Services
Revenues 382,444 350,602 449,310 261,415 396,000
Expenditures 399,786 290,147 421,150 254,256 390,000
Net Revenues Less Expenditures (17,342)60,455 28,160 7,158 6,000
Information Technology
Revenues 7,717,834 8,173,478 8,137,635 5,532,975 8,236,550
Expenditures 6,905,076 8,175,302 8,706,380 5,403,048 8,450,000
Net Revenues Less Expenditures 812,757 (1,824)(568,745)129,928 (213,450)
Facilities
Revenues 5,556,854 4,737,520 4,904,580 3,276,601 4,938,260
Expenditures 4,881,741 4,761,950 5,142,110 2,698,855 4,800,000
Net Revenues Less Expenditures 675,113 (24,429)(237,530)577,746 138,260
Unemployment
Revenues 420,226 167,215 121,700 103,256 123,900
Expenditures 126,718 75,154 171,990 126,323 171,990
Net Revenues Less Expenditures 293,508 92,061 (50,290)(23,066)(48,090)
Workers Compensation
Revenues 1,200,476 1,082,091 1,074,800 768,435 1,135,000
Expenditures 1,436,775 1,013,278 1,442,430 1,845,482 1,350,000
Net Revenues Less Expenditures (236,299)68,813 (367,630)(1,077,047)(215,000)
Enterprise Funds
Internal Service Funds
Note: Golf revenues include proceeds from the sale of land of $500k in 2017 and $6m in 2018. 2018 Exp include
$3.2m transfer to Capital Projects
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Actual Actual Budget YTD Est Actual
Operating revenues and expenditures only; capital and non-capital projects are excluded.
In instances where expenditures exceed revenues, fund balance is being utilized.
August 2018 Monthly Financial Report
City of Kent, Washington
Other Funds Overview (Revenues and Expenditures)
Employee Health & Wellness
Revenues 10,688,926 11,707,967 13,745,990 9,239,650 13,995,000
Expenditures 12,130,696 13,428,552 14,629,950 9,160,180 14,000,000
Net Revenues Less Expenditures (1,441,770)(1,720,584)(883,960)79,470 (5,000)
Liability Insurance
Revenues 1,447,027 2,087,755 1,510,060 1,108,217 1,610,000
Expenditures 2,145,627 2,180,680 1,925,930 1,670,360 1,800,000
Net Revenues Less Expenditures (698,600)(92,925)(415,870)(562,143)(190,000)
2018: Fund may need budget change before year end.
Property Insurance
Revenues 628,105 556,770 565,920 394,976 575,600
Expenditures 445,135 436,283 526,490 602,209 472,700
Net Revenues Less Expenditures 182,970 120,487 39,430 (207,233)102,900
0
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100,000,000
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Actuals
2017
Actuals
2018
Budget
2018
Est.
Actuals
Other Fund Revenues
Special
Revenue
Funds
Enterprise
Funds
Internal
Service
Funds
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5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
50,000,000
General Fund Special Revenue
Funds
Enterprise Funds Internal Service
Funds
2018 Estimated Fund Balances
Beginning
Balance
Estimated
Ending Balance
0
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
70,000,000
80,000,000
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100,000,000
2016
Actuals
2017
Actuals
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Budget
2018
Est.
Actuals
Other Fund Expenditures
Special
Revenue
Funds
Enterprise
Funds
Internal
Service Funds
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2016 2017 2018
thru August thru August thru August
Operating revenues and expenditures only; capital and non-capital projects are excluded.
Street Fund
Revenues 7,554,624 7,645,474 7,988,844 343,370 4.5%
Expenditures 5,919,012 6,946,584 8,258,240 1,311,656 18.9%
Net Revenues Less Expenditures 1,635,611 698,891 (269,396)
LEOFF 1 Retiree Benefits
Revenues 502,872 631,845 531,551 (100,294)-15.9%
Expenditures 606,081 756,438 960,971 204,533 27.0%
Net Revenues Less Expenditures (103,210)(124,593)(429,421)
2016 revenues reflect a timing difference because of revenues that were not booked until June.
Lodging Tax
Revenues 164,248 178,548 186,859 8,311 4.7%
Expenditures 164,452 244,195 266,555 22,360 9.2%
Net Revenues Less Expenditures (204)(65,647)(79,696)
Youth/Teen Programs
Revenues 617,923 660,405 644,555 (15,850)-2.4%
Expenditures
Net Revenues Less Expenditures 617,923 660,405 644,555
Capital Resources
Revenues 10,348,654 10,875,645 12,385,609 1,509,965 13.9%
Expenditures 2,945,125 1,468,913 2,769,213 1,300,299
Net Revenues Less Expenditures 7,403,529 9,406,731 9,616,396
Criminal Justice
Revenues 3,204,950 4,174,807 3,193,690 (981,116)-23.5%
Expenditures 1,906,679 2,827,158 2,690,361 (136,797)-4.8%
Net Revenues Less Expenditures 1,298,271 1,347,649 503,330
ShoWare Operating
Revenues 471,942 179,265 450,970 271,706 151.6%
Expenditures 299,020 460,811 774,948 314,137 68.2%
Net Revenues Less Expenditures 172,922 (281,546)(323,977)
Admissions Tax revenues received quarterly (April, July, September, January)
Other Operating
Revenues 5,000 5,000
Expenditures 58,569 22,702 47,567 24,866 109.5%
Net Revenues Less Expenditures (58,569)(22,702)(42,567)
Combines several small programs, including City Art Program and Neighborhood Matching Grants
August 2018 Monthly Financial Report
City of Kent, Washington
Other Funds Overview (Revenues and Expenditures)
Year-to-Year Month Comparison
2018-17
Special Revenue Funds
Variance
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2016 2017 2018
thru August thru August thru August
Operating revenues and expenditures only; capital and non-capital projects are excluded.
August 2018 Monthly Financial Report
City of Kent, Washington
Other Funds Overview (Revenues and Expenditures)
Year-to-Year Month Comparison
2018-17
Variance
Councilmanic Debt Service
Revenues 78,737,078 2,721,443 2,620,517 (100,926)-3.7%
Expenditures 78,679,169 2,721,443 2,620,517 (100,926)-3.7%
Net Revenues Less Expenditures 57,909
Debt service payments are generally due in June and December.
Special Assessments Debt Service
Revenues 1,336,381 1,252,288 729,495 (522,793)-41.7%
Expenditures 425,267 196,552 188,577 (7,976)-4.1%
Net Revenues Less Expenditures 911,114 1,055,735 540,918
Water Utility
Revenues 15,782,079 17,502,000 18,560,821 1,058,821 6.0%
Expenditures 12,824,386 12,041,477 13,876,786 1,835,309 15.2%
Net Revenues Less Expenditures 2,957,693 5,460,523 4,684,035
Sewer/Drainage Utility
Revenues 32,856,816 34,689,174 37,529,582 2,840,408 8.2%
Expenditures 28,161,933 29,262,368 28,429,560 (832,808)-2.8%
Net Revenues Less Expenditures 4,694,884 5,426,805 9,100,021
Solid Waste Utility
Revenues 436,333 452,866 502,813 49,947 11.0%
Expenditures 297,160 323,894 510,934 187,039 57.7%
Net Revenues Less Expenditures 139,173 128,971 (8,121)
Golf Complex
Revenues 1,898,851 1,826,460 8,481,333 6,654,873 364.4%
Expenditures 2,139,323 1,840,663 3,049,080 1,208,417 65.7%
Net Revenues Less Expenditures (240,472)(14,203)5,432,254
2017 revenues down due to inclement weather conditions in Q1. 2018 includes $6m sale of land.
Fleet Services
Revenues 3,196,825 3,263,740 3,375,477 111,737 3.4%
Expenditures 2,434,865 2,310,930 3,404,593 1,093,663 47.3%
Net Revenues Less Expenditures 761,961 952,811 (29,116)
Central Services
Revenues 267,330 228,566 261,415 32,849 14.4%
Expenditures 248,954 189,711 254,256 64,545 34.0%
Net Revenues Less Expenditures 18,377 38,855 7,158
Debt Service Funds
Enterprise Funds
Internal Service Funds
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2016 2017 2018
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Operating revenues and expenditures only; capital and non-capital projects are excluded.
August 2018 Monthly Financial Report
City of Kent, Washington
Other Funds Overview (Revenues and Expenditures)
Year-to-Year Month Comparison
2018-17
Variance
Information Technology
Revenues 5,027,191 5,262,311 5,532,975 270,664 5.1%
Expenditures 3,766,577 4,675,939 5,403,048 727,108 15.5%
Net Revenues Less Expenditures 1,260,614 586,372 129,928
Facilities
Revenues 3,574,739 3,125,979 3,276,601 150,621 4.8%
Expenditures 2,825,986 2,659,088 2,698,855 39,767 1.5%
Net Revenues Less Expenditures 748,753 466,891 577,746
Unemployment
Revenues 277,297 117,753 103,256 (14,497)-12.3%
Expenditures 115,260 49,293 126,323 77,030 156.3%
Net Revenues Less Expenditures 162,037 68,461 (23,066)
Workers Compensation
Revenues 785,251 710,358 768,435 58,077 8.2%
Expenditures 734,703 693,568 1,845,482 1,151,915 166.1%
Net Revenues Less Expenditures 50,548 16,791 (1,077,047)
Employee Health & Wellness
Revenues 7,126,139 7,274,581 9,239,650 1,965,069 27.0%
Expenditures 7,654,363 9,128,911 9,160,180 31,268 0.3%
Net Revenues Less Expenditures (528,224)(1,854,330)79,470
Liability Insurance
Revenues 761,346 1,662,920 1,108,217 (554,702)-33.4%
Expenditures 1,505,446 2,382,405 1,670,360 (712,045)-29.9%
Net Revenues Less Expenditures (744,100)(719,485)(562,143)
Property Insurance
Revenues 408,548 373,389 394,976 21,587 5.8%
Expenditures 622,590 577,428 602,209 24,781 4.3%
Net Revenues Less Expenditures (214,042)(204,039)(207,233)
0
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
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Special
Revenue
Funds
Enterprise
Funds
Internal
Service Funds
Other Fund Revenues thru August
2016
2017
2018
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10,000,000
15,000,000
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25,000,000
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35,000,000
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Special
Revenue Funds
Enterprise
Funds
Internal
Service Funds
Other Fund Expenditures thru
August
2016
2017
2018
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Project Prior Years 2018 Total Balance
Budgets Actuals YTD to Date Remaining
Street Fund
Resources 11,718,715 7,192,854 (242,290) 6,950,564 4,768,151
Expenditures 11,718,715 4,384,175 867,133 5,251,307 6,467,408
Net Resources Less Expenditures 2,808,679 (1,109,422)1,699,257 (1,699,257)
Capital Resources
Resources 1,540,800 1,491,470 1,491,470 49,330
Expenditures 1,540,800 1,433,565 82,397 1,515,962 24,838
Net Resources Less Expenditures 57,905 (82,397)(24,492)24,492
Criminal Justice
Resources 1,606,854 1,457,867 200,372 1,658,239 (51,385)
Expenditures 1,606,854 1,395,875 218,535 1,614,410 (7,556)
Net Resources Less Expenditures 61,992 (18,163)43,830 (43,830)
Housing & Community Development
Resources 3,010,536 1,345,765 185,579 1,531,345 1,479,191
Expenditures 3,010,536 1,345,765 522,553 1,868,318 1,142,218
Net Resources Less Expenditures (336,973)(336,973)336,973
ShoWare Operating
Resources 310,000 310,000 310,000
Expenditures 310,000 225,570 84,430 310,000
Net Resources Less Expenditures 84,430 (84,430)
Other Operating
Resources 713,213 1,018,022 12,750 1,030,772 (317,559)
Expenditures 713,213 868,258 13,032 881,290 (168,077)
Net Resources Less Expenditures 149,763 (282)149,481 (149,481)
Street Capital Projects
Resources 175,547,165 134,562,754 10,987,840 145,550,594 29,996,571
Expenditures 175,547,165 123,474,413 12,563,585 136,037,998 39,509,167
Net Resources Less Expenditures 11,088,341 (1,575,745)9,512,596 (9,512,596)
Parks Capital Projects
Resources 33,964,839 22,052,841 1,120,046 23,172,888 10,791,951
Expenditures 33,964,839 14,883,925 3,655,834 18,539,759 15,425,080
Net Resources Less Expenditures 7,168,916 (2,535,787)4,633,129 (4,633,129)
Technology Capital Projects
Resources 10,270,562 8,073,231 1,093,147 9,166,378 1,104,184
Expenditures 10,270,512 1,819,437 1,090,917 2,910,354 7,360,158
Net Resources Less Expenditures 50 6,253,793 2,231 6,256,024 (6,255,974)
Facilities Capital Projects
Resources 9,102,238 9,102,239 9,102,239 (1)
Expenditures 9,102,238 9,082,605 1,153 9,083,758 18,480
Net Resources Less Expenditures 19,634 (1,153) 18,481 (18,481)
August 2018 Monthly Financial Report
City of Kent, Washington
Capital and Non-Capital Projects
Special Revenue Funds
Capital Project Funds
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Project Prior Years 2018 Total Balance
Budgets Actuals YTD to Date Remaining
August 2018 Monthly Financial Report
City of Kent, Washington
Capital and Non-Capital Projects
Other Capital Projects
Resources 1,790,820 1,428,779 65,934 1,494,714 296,106
Expenditures 1,790,820 399,034 117,959 516,993 1,273,827
Net Resources Less Expenditures 1,029,745 (52,024)977,721 (977,721)
Water Utility
Resources 39,943,201 33,158,669 1,538,173 34,696,842 5,246,359
Expenditures 39,943,201 12,157,318 2,519,772 14,677,090 25,266,111
Net Resources Less Expenditures 21,001,350 (981,599)20,019,751 (20,019,751)
Sewer/Drainage Utility
Resources 116,583,059 97,343,152 688,365 98,031,516 18,551,543
Expenditures 116,583,059 73,607,412 2,910,775 76,518,187 40,064,872
Net Resources Less Expenditures 23,735,740 (2,222,410)21,513,329 (21,513,329)
Golf Complex
Resources 3,223,754 550,000 550,000 2,673,754
Expenditures 3,223,754 300,000 21,495 321,495 2,902,259
Net Resources Less Expenditures 250,000 (21,495) 228,505 (228,505)
Fleet Services
Resources 1,750,000 6,000 6,000 1,744,000
Expenditures 1,750,000 162 6,469 6,631 1,743,369
Net Resources Less Expenditures (162)(469)(631)631
Facilities
Resources 6,151,007 5,460,007 7,784 5,467,791 683,216
Expenditures 6,151,007 3,956,750 76,711 4,033,461 2,117,546
Net Resources Less Expenditures 1,503,257 (68,927)1,434,330 (1,434,330)
Enterprise Funds
Internal Service Funds
1,788,079
7%
12,563,585
51%
3,655,834
15%
5,452,042
22%
1,090,917
4%
202,291
1%
2018 YTD Capital & Non-Capital
Project Spending
Special Revenue
Fund Projects
Street Capital
Projects
Parks Capital
Projects
Utility Capital
Projects
Technology Capital
Projects
Other Capital &
Non-Capital
Projects
11,441,288
4%
136,037,998
50%18,539,759
7%
2,910,354
1%
91,516,772
33%
13,640,843
5%
Total Spend to Date on Open Projects
Special Revenue Fund
Projects
Street Capital Projects
Parks Capital Projects
Technology Capital
Projects
Utility Capital Projects
Other Capital & Non-
Capital Projects
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