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HomeMy WebLinkAboutReso 2023-3580RESOLUTION NO. 2023 - A RESOLUTION OF THE CITY COMMISSION OF THE CITY OF SUNNY ISLES BEACH, FLORIDA, APPROVING THE EXPENDITURE OF BUDGETED FUNDS WITH CARAHSOFT FOR THE LICENSING AND IMPLEMENTATION OF OPENGOV, A BUDGETING SOFTWARE, IN AN AMOUNT NOT TO EXCEED TWO HUNDRED TWENTY-EIGHT THOUSAND NINE HUNDRED EIGHTY-FIVE DOLLARS AND FIFTY- EIGHT CENTS ($228,985.58); AUTHORIZING THE CITY MANAGER TO DO ALL THINGS NECESSARY TO EFFECTUATE THIS RESOLUTION; PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the Finance Department of the City of Sunny Isles Beach (the "City") has determined that its current budget development and monitoring process is not efficient, relying heavily on various software such as Excel, Word, and PDF, which is time-consuming and prone to errors due to double entry and manual data management; and WHEREAS, the City recognizes the necessity for an improved method for calculating wage -based compensation costs, date -based calculations, and scenario -based projections, and notes the current difficulty in tracking capital project costs and creating budget to actual comparisons; and WHEREAS, the City lacks performance dashboards for management and efficient means to tie strategic plan initiatives to budgeted revenues and expenditures, thereby seeking to enhance transparency and efficiency in line with the goals of the City Manager and City Commission; and WHEREAS, City staff have conducted thorough evaluations of budgeting software solutions to integrate with the City's financial system software, MCSJ, with the intent to standardize, automate, and improve the accuracy and. efficiency of the entire budgeting process; and WHEREAS, upon evaluation of several software solutions, the City identified OpenGov as the preferred vendor due to its comprehensive offering; and WHEREAS, OpenGov, through Carahsoft - an authorized reseller of IT solutions - has submitted a quote for the licensing and implementation of its budgeting software (the "Licensing and Services"), attached hereto as Exhibit "A"; and WHEREAS, the City will purchase the Licensing and Services utilizing the National Association of State Procurement Officials ("NASPO") Contract No. 43230000-NASPO-I6-ACS; and WHEREAS, pursuant to Section 62-13(I) of the City's Purchasing Code, purchases made through intergovernmental cooperative purchasing arrangements or purchasing consortiums organized as a corporation not for profit whose members are governmental entities, provided that such cooperative purchasing arrangements or consortiums provide for a competitive @BCL@8C09D182.doc Page 1 of 3 process to select a vendor, are exempt from the competitive bidding requirements set forth in Chapter 62; and WHEREAS, the expenditure of the budgeted funds for the Licensing and Services will be made across three (3) years, as follows: • Year One — for licensing and implementation in an amount not to exceed One Hundred Nine Thousand Three Hundred Forty -Nine Dol.lars and Two Cents ($109,349.02) • Year Two — for licensing in an amount not to exceed Fifty -Eight Thousand Three Hundred Fifty -Nine Dollars and Sixty -Nine Cents ($58,359.69) • Year Three — for licensing in an amount not to exceed Sixty -One Thousand Two hundred Seventy -Six Dollars and Eighty -Seven Cents ($61,276.87) WHEREAS, the City Commission wishes to approve the expenditure of budgeted funds with Carahsoft of the Licensing and Services, in an amount not to exceed Two Hundred Twenty - Eight Thousand Nine Hundred Eighty -Five Dollars and Fifty -Eight Cents ($228,985.58). NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF SUNNY ISLES BEACH, FLORIDA: Section 1. Approval of Expenditure of Budgeted Funds. The City Commission hereby approves the expenditure of budgeted funds with Carahsoft for the licensing and implementation of OpenGov, a budgeting software, in an amount not to exceed Two Hundred Twenty -Eight Thousand Nine Hundred Eighty -Five Dollars and Fifty -Eight Cents ($228,985.58). Section 2. Authority of City Manager. The City Manager is hereby authorized to do all things necessary to effectuate this Resolution. Section 3. Effective Date. This Resolution shall become effective upon adoption. ATTEST: PASSED AND ADOPTED this 16th day of N Larisa Svechin, Mayor APPROVED AS TO FORM AND LEGAL SUFFICIENCY: Aain Boileau, for Nabors, Giblin & Nickerson, P.A., City Attorney @BCL@8C09D182.doc Page 2 of 3 Moved by: 19 ( ✓(A Seconded by Vote: Mayor Svechin Vice Mayor Joseph Commissioner Lama Commissioner Stuyvesant Commissioner Viscarra (Yes) ------������°°°°°° (Yes) (Yes) Wes) (Yes) (No) (No) (No) (No) (No) @BCL@8C09D182.doc Page 3 of 3 rnmr- %Avv I H a [vtv CARAHSOFT TECHNOLOGY CORP 11493 SUNSET HILLS ROAD ( SUITE 100 1 RESTON, VIRGINIA 20190 PHONE (703) 871-8500 1 FAX (703) 871-8505 1 TOLL FREE (888) 66CARAH WWW.CARAHSOFT.COM ( SALES@CARAHSOFT.COM TO: Tiffany Neely Finance Director City of Sunny Isles Beach FL USA EMAIL: tneely@sibfl.net PHONE: (305) 792-1805 TERMS: Contract Number: 43230000-NASPO-16-ACS NASPO Master Contract Number: AR2472 Contract Term: 07/01/2017 to 09/15/2026 Shipping Point: FOB Destination Credit Cards: VISA/MasterCard/AMEX Remit To: Same as Above Payment Terms: Net 30 (On Approved Credit) Sales Tax May Apply LINE NO. PART NO. DESCRIPTION carahsoft. FROM: Heather Castellanos Carahsoft Technology Corp. 11493 Sunset Hills Road Suite 100 Reston, Virginia 20190 EMAIL: Heather.Castellanos@carahsoft.com PHONE: (571) 662-3750 FAX: QUOTE NO: 41561485 QUOTE DATE: 11/03/2023 QUOTE EXPIRES: 12/03/2023 RFQ NO: ---------- -- $90,975.06 SHIPPING: ESD TOTAL PRICE: $228,985.58 TOTAL QUOTE: $228,985.58 COOP QUOTE PRICE QTY EXTENDED PRICE TERM 1 -------- ------ -- - -- -- --- 1 OG-SWBA- — - ---- ------------- Budgeting and Planning - Between $100- ---------- -- $90,975.06 ------ --- - ----- $46,284.06 COOP 1 — -- -- $46,284.06 B100150M-AR-3Y- 150 Million - 3Y 491 OpenGov, Inc. - OG-SWBA-B100150M- AR-3Y Start Date: 12/01/2023 End Date: 09/30/2024 --------------------------------- 2 OG-PSBG- ------------------------ Professional Services Deployment - $297.00 ----- ---------------------------- $160.88 COOP 392 $63,064.96 B100150M-OT-OY- Prepaid - Between $100-150 Million - OY 491 OpenGov, Inc. - OG-PSBG-B100150M-OT- OY Start Date: 12/01/2023 End Date: 09/30/2024 - -- ---- ---- --- ---- - ---- -------------- TERM 1 SUBTOTAL: - ------ - -- - - --- - --- -- --- - -- - --- - - --- $109,349.02 - -- ------------------- ----------- -- - ---- --- ----- - -- -- --- ---- ---- TERM 2 --- - - - - -- -- -- -. - -- - 3 OG-SWBA- - ---- ------ - ---- -- --- - Budgeting and Planning - Between $100- - $90,975.06 - - -- ---- ---------- $58,359.69 COOP 1 ----- -- - $58,359.69 B100150M-AR-3Y- 150 Million - 3Y 491 OpenGov, Inc. - OG-SWBA-B100150M- AR-3Y Start Date: 10/01/2024 End Date: 09/30/2025 - - - - - -- --- - - - - -- -- - - - TERM 2 SUBTOTAL: ------ --- - ---- - - - - - ------ - - - --- - $58,359.69 -- -- - .. -- - -- - .. _ - -------- --------- TERM 3 - -- --- - -- — -- 4 OG-SWBA- - -- .... _ ... --- - - - ----- Budgeting and Planning - Between $100- -- - - $90,975.06 -- --- - - - - - $61,276.87 COOP 1 - - - - - $61,276.87 B10015OM-AR-3Y- 150 Million - 3Y 491 OpenGov, Inc. - OG-SWBA-B1 001 50M - AR -3Y Start Date: 10/01/2025 End Date: 09/30/2026 TERM 3 SUBTOTAL: $61,276.87 LINE NO. PART NO. Billing Frequency: Annually in Advance Opengov Terms of Service 11493 SUNSET HILLS ROAD I SUITE 100 ( RESTON, VIRGINIA 20190 PHONE (703) 871-8500 1 FAX (703) 871-8505 1 TOLL FREE (888) 66CARAH WWW.CARAHSOFT.COM I SALES@CARAHSOFT.COM DESCRIPTION COOP QUOTE PRICE QTY SUBTOTAL: TOTAL PRICE: TOTAL QUOTE carahsoft, EXTENDED PRICE $228,985.58 $228,985.58 $228,985.58 Annual invoices will be delivered by the start of each consecutive annual period. Payment of invoices shall be annually in advance. Customer's use of the OpenGov services is pursuant to the OpenGov End User License Agreement set forth at https://opengov.com/terms-of-service/end-user-license-agreement/ "PLEASE NOTE" Please be sure to include any applicable contract numbers on your purchase order, as well as, all billing and shipping emails and mailing addresses to ensure your order can be processed in a timely manner. For orders that may be subject to taxes, please provide the end user's mailing address so the correct tax rate, if any, can be applied. cITY op \SL S r Elf I., I*vi�'IC,4 Michael Fuentes Account Executive Mf,ue-rite,3.@,opengov.com (786),609 -7822 r Elf I., I*vi�'IC,4 Michael Fuentes Account Executive Mf,ue-rite,3.@,opengov.com (786),609 -7822 Executive Summary OpenGov Budgeting & Planning Reporting & Transparency Platform 3 9 14 Qualifications & Experience 20 Company History 21 Customer Stories 22 Professional Services Overview 24 OpenGov Support Overview 30 OpenGov Premium Support Overview 32 OpenGov University & Training 35 Partnership Investment Summary 37 OPENGOV 1 Audra Curts-Whann - Assistant City Manager Tiffany Neely - Finance Director Finance City of Sunny Isles 18070 Collins Ave 3rd floor, Sunny Isles Beach, FL 33160 RE: Project Plan Letter for Budgeting & Planning Software Dear Audra, and Tiffany, On behalf of OpenGov, we are thrilled about the opportunity to partner with the City of Sunny Isles by proposing Budgeting & Planning, the industry's only modern, full -featured cloud budgeting software designed to meet the unique needs of public sector planning and analysis. We truly value your careful consideration in reviewing the project plan letter we have prepared for you. In the following pages, we are pleased to inform you of our product offerings that we believe will exceed your expectations in implementing a cloud -based integrated solution suite for the City's operating budget, capital planning, workforce planning, online budget book, and reporting needs. Trusted by hundreds of forward -thinking governments, OpenGov Budgeting & Planning is the most collaborative solution for budget process automation, personnel cost forecasting, managerial reporting, and public transparency on the market. OpenGov has partnered with many other municipal governments who are also in the midst of establishing a new plan and vision for their communities. As a true partner, OpenGov enables municipalities like the City of Sunny Isles to build trust in their communities by communicating initiatives and progress clearly while fostering better engagement. OpenGov has a strong presence in the State of Florida, partnering with many governments such as the City of Tampa, the City of Pompano Beach, the City of North Miami, Hallandale Beach, and the City of Clearwater We are on a mission to power more effective and accountable government, and we seek to produce long-term partnerships with the communities we serve. We look forward to putting our entire organization behind the City of Sunny Isles to ensure this engagement exceeds expectations. I look forward to meeting with you and your team very soon. Sincerely, Michael Fuentes Area Account Executive Mf uentespopengov.com 786-609-7822 OPENGOV 2 OpenGov is proposing OpenGov Budgeting & Planning, and the Reporting & Transparency Platform for consideration. We look forward to demonstrating how these solutions will meet and exceed your needs and expectations. OpenGov Budgeting & Planning is the only modern, full -featured cloud budgeting software designed to meet the unique needs of public sector planning and analysis. Trusted by hundreds of forward -thinking governments, Budgeting & Planning is the industry's most collaborative solution for budget process automation, personnel cost forecasting, managerial reporting, and public feedback — driving more effective planning and strengthening stakeholder trust. The Reporting & Transparency Platform powers the OpenGov Cloud with unparalleled reporting and transparency capabilities to drive faster, more effective decisions, and understand the public response. OpenGov was founded on the principle that better transparency and civic service are paramount to the future of state and local government. The Reporting & Transparency Platform provides a seamless connection between back-office capabilities and industry-leading communication tools; transforming civic engagement and empowering data -based decision making. OPENGOV 3 Key Decision Criteria We understand how important it is to find a budgeting solution that will meet the City of Sunny Isles's needs for the long term. As you evaluate various solutions available on the market today, keep these key points in mind to meet your decision criteria: 4 Watch out for low-cost, low -value alternatives. Some software vendors claim to have a full -featured budgeting solution that is offered at a very low cost in order to attract buyers and agencies with tight IT budgets. When looking at multiple software vendors, understand that, just like with buying a new car, you get what you pay for. Cheaper software usually indicates lack of core functionality that may require more manual and Excel -based work to be done outside of the software. Most users agree that our solution is easier, more intuitive, and more comprehensive than their legacy solutions. In the process of trying to make government budgeting "simple," other alternatives cut important corners by making their software very one-dimensional with shallow reports. 4 Access to real-time data is crucial for planning and decision-making. OpenGov's approach of setting up an automated nightly sync between the City's Edmunds system and Budgeting & Planning enables impactful decision-making based on actionable insights and accurate data. Our fully staffed integrations team helps set up your data during the implementation so that it is refreshed regularly and is one less thing for your team to worry about. Our customers find access to live data incredibly valuable in comparison to other software vendors who require agencies to send data sets over to a support team, who may not be able to update data for weeks at a time which can cost your staff valuable time and cause frustration during budget season when updates are made by the minute. Similarly, budget updates happen real-time during meetings and reports need to reflect those changes for scenario planning purposes. OpenGov can fully support your agency's real-time data management needs. 4 Integrated Reporting & Transparency connects citizens with the budgeting process. While other solutions on the market offer reporting capabilities as an afterthought, either through access to a third -party system or by static, difficult -to -manipulate data sets, OpenGov's industry-leading Reporting & Transparency Platform enables a data -first foundation for all budget development activities. With interactive and user -intuitive reports and dashboards, your staff will benefit from a streamlined and fully integrated budget development process, allowing you to provide executive reports for Council meetings, as well as publish public -facing financial reports to foster transparency and civic engagement. Furthermore, OpenGov's Open Town Hall solution (included as part of the Reporting & Transparency Platform) enables citizens to provide feedback and play an active role in public meetings or budget simulations for which your agency wishes to engage the public's opinion. 4 Choose an experienced partner for the long term. OpenGov's team of professionals has over 500 years of government experience, and we are solely focused on developing and providing solutions for the unique needs and requirements of the public sector. We've specifically chosen to hire government professionals who understand and can speak to the specific budget and finance processes of local governments, which enables us to be better partners with and advocates for our customers' long-term needs and strategic priorities. G)OPENGOV 4 4 Additional considerations and "must -haves" for the new budget system: • Enable deep analysis of the budget by enabling robust, interactive visualizations with drill -down capabilities which can be generated on top of the budget. • Be able to visualize additional types of data, including historical budget data, budget -to -actual data, non-financial data, geospatial data, and project trends for future fiscal years. • Allow administrators to publish the budget to an integrated public -facing portal which allows constituents to interactively view and explore the published data. The budget information should include any narrative, explanation, and applicable media (such as maps and videos). • Contain fully integrated capabilities to support capital budgeting. • Allow users to easily track the impact of the operating budget. • Understand, visualize, make interactive, and map to your Chart of Accounts. Solutions that require you to work with a "standard" Chart of Accounts should not be considered. • Does NOT require staff to send data to the vendor in order for the data to synchronize with our accounting system. Data should, at a minimum, be refreshed with an automated nightly sync in order to capture near real-time data. • Be capable of visualizing non-financial data, projecting budgetary trends, depicting "what -if' scenarios and forecasting, and allowing users to save configured views. • Allow users to determine whether they would like to share reports externally, share the reports within the internal organization, or keep the reports purely private. • Be able to manage employee cost calculations and provide in-depth views into workforce cost drivers, providing scenario analysis based on position variables. This feature should be seamlessly integrated with the budgeting solution so users can request new employee positions for approval to be included in the annual budget. The workforce planning solution MUST be capable of scenario analysis of up to at least 10 years. • Have the ability to produce the annual budget book for online publication. Bidders should provide examples of other published budget books for review. The solution must NOT rely on any third party software systems to publish the budget book. • Allow for users to amend the structure of tables and chapters within the book and be able to pull in key performance data. The published budget book MUST be ADA compliant. • The published budget book must be very flexible to meet your agency's needs. Digital budget books that operate exclusively off of pre -built "templates" will not be considered. • The budget book solution must have been implemented in at least 100 government agencies. "Proof of concepts," for agencies will not be considered implementations. • The budget book solution must have a demonstrated record of resulting in GFOA awards for local government agencies. • Must allow for strategic initiatives to be built in, enabling departmental budget proposal requests to be tied to overall strategic goals at the worksheet level. The strategic initiatives module must be fully integrated within the budgeting application. • Must have a fully -integrated reporting & dashboard solution that can auto generate reports based on configured filters and data selection. The reporting solution must be provided and developed by the same vendor providing the budgeting software. No third party solutions will be considered. • Must support robust biennial budgeting functionality, including the ability for data from year 1 to OPENGOV 5 automatically impact/ influence the budget base for year 2. • Must include capabilities for your agency to engage directly with the public to solicit feedback and "vote" on current initiatives to better engage and stay aligned with the community. Competitive Analysis: City of Watsonville, CA RFP OpenGov was recently evaluated by the City of Watsonville, CA, through a competitive RFP process within the last 6 months. The City sought a new solution to replace their manual, Excel -based budget process and address core user needs that were not supported by their Tyler Munis budget module. Despite OpenGov having a higher priced proposal than two other software vendors, the City ultimately decided on moving forward with OpenGov due to the following reasons (we are happy to provide you with a copy of the Council Resolution for more details, if interested): �k "OpenGov is liked by their customers who appreciate their customer service and the continuous improvements to their product." OpenGov will "allow the Finance Department to move the Capital Improvement Plan (CIP) into the budget system." �r "OpenGov will automate the creation of the budget book and move the budget book from a published document to an online easily navigable document." ,k "OpenGov will save significant finance and communications staff time along with giving departments much more control and transparency around their budget submissions." "In addition to improving our existing internal processes OpenGov offers a number of features that will enhance our current process particularly around external communication with the public." OpenGov also includes additional solution suites which we would also love the opportunity to share with your team, if desired. OpenGov Citizen Services modernizes community development and other complex civic services through highly configurable workflows replete with digital forms, signatures, and payments. OpenGov Procurement is the collaborative public procurement suite built for modern government. Providing end-to-end automation across solicitation development, proposal evaluations and supplier interactions. OpenGov makes procurement more enjoyable and transparent for everyone involved. OPENGOV 6 Why OpenGov? The only modern cloud software purpose-built for local government. OpenGov offers transformative solutions for budgeting, financial management, civic services, and procurement with the market -leading Reporting & Transparency platform — allowing customers to reallocate up to 1% of their budgets for more strategic outcomes and save thousands of hours on manual and paper-based processes. A trusted partner. More than 1,600 governments nationwide partner with OpenGov to drive more effective and accountable operations through cloud financial solutions. Built exclusively for state and local government, OpenGov's software, services, and expertise are backed by over 500 years of employee experience in the public sector. A platform built to grow with you. Modern cloud architecture ensures all of your users have access to the latest features and upgrades while reducing your IT burden, minimizing your cost footprint, and breaking down system and data silos. Thanks to world-class professional services and a roadmap driven by customer feedback, you future -proof your investment for the next generation. Trusted by Leading Governments `1,tgoFM4yM ' ... 0 �OveDJUN°°"� City of Minneapolis, MN Pasco County, FL -1 OF IQb o r City of York, PA City of Savannah, GA IFD Jul ° City of Tampa, FL Union County, OH Q OPENGOV 7 Benefits of Modern Government Cloud Software In a post -pandemic world, the benefits of modern cloud software (aka: "Software as a Service") are crucial in helping governments address the challenges of remote work, digital services, and managing uncertainty. Cloud software helps you future -proof your investment while focusing on your community. ✓ Increase Productivity ✓ Improve Citizen Experience Modern government work is collaborative. Intuitive . Digital services map to the expectations of software empowers all users for success. community members and improve satisfaction. ✓Strengthen Public Trust ✓ Build Resilience Better decisions and alignment come from common, Leaders have confidence in the face of uncertainty shared, accurate information that their processes are secure and sustainable. All Cloud's aren't Created Equal Many software providers try to sell legacy systems as "cloud" because they are delivered remotely. Same software, different packaging. These aren't designed for 21st -century government. Modern government cloud software has these characteristics: • Anywhere, Any Device - Nothing to install - only a browser required • Intuitive User Interfaces - Built in the era of consumer software, eliminates the nuances and complexities that only "power users' can understand • Fast and Configurable - Can be deployed quicking providing value when you need it and configured without deep technical expertise or IT assistance • Continuous Enhancement - Updates are hassle -free and transparent to customers • World -Class Security and Infrastructure - Modern applications take advantage of the leading cloud service providers (like Amazon Web Services) to ensure your mission -critical systems are resilient • 100% Hassle -Free - Always up-to-date with no effort from your government. No upgrades, patches, customizations, or (of course) hardware to manage. "We thought we knew the benefits of having a web -based platform, but during the pandemic, we realized how absolutely crucial it is, from report sharing to book building." Christen Sullivan, Senior Budget Analyst I Harford County, MO Q OPENGOV 8 ®pentBudgeting Modernize your budget and align spending to strategic outcomes. Manage an Accurate, Outcome -Focused Budget Process Streamline and unify your end-to-end budgeting process, seamlessly tie budget dollars to key organizational initiatives, and draw actionable insights that maximize performance outcomes. Then, through Reporting & Transparency, add context to your results and share internally and externally for better collaboration. Budgeting & Planning Strategic Initiatives^` Workforce Planning Capital Planning€` GF; r Transparency;, Stories, Engagement SurveysIJ •. •� Board Reporting GPENGGV ConFidlntial, Da nut share Operating Budgets Online Budget Book Trend Analysis Budget vs. Actuals Operational Reporting Interactive Dashboards "The major successes for us are the transparency and efficiency in creating our budget, and especially using OpenGov tools to have the budget book prepared for us seamlessly, so we're excited about that." Lenora Reid Deputy Chief Admin Officer I City of Richmond, VA (DOPENGOV 9 Collaborate More Effectively. Collaborate across departments by sending and receiving budget proposals, tracking performance on strategic O�O objectives, commenting on key reports, and sharing your outcomes with colleagues. Improve Decision Making. Glean the context you need for budget — decisions and the information you need to manage performance. You can visualize trends and model the impact of proposed budget changes while you transform complex financial and performance data into actionable insights. Save Time. Through a simple and intuitive user interface, you can see your budget, receive commentary from your team, and get your plans approved. Easily seed the budget by importing last year's actuals, then adjust, add, or compare proposal line items in real-time. Budgeting & Planning Use Cases • Collaborative budgeting • Financial projections • Capital planning • Operating budgets • Online budget book publication • What -if scenario analysis Workforce calculation • Strategic initiative tagging • Budgetary reporting Full -Featured Public Sector Budgeting Enable maximum effectiveness for your budget and planning cycle from end-to-end, from near-term forecast adjustments to long-range capital initiatives. • Centralized, Automated Budgeting: Liberate your budgeting from disparate spreadsheets with a unified process that seamlessly ties spending to desired outcomes • Workforce Planning: Simplify planning for your most complex and important cost with scenario analysis, advanced calculations, and integrated budget requests • Capital Initiatives: Forecast long-term capital expenditures, manage proposals, track performance, and easily keep the public informed of progress • Online Budget Book: Publish a fully interactive, easily digestible online budget book that makes future publications vastly more repeatable OPENGOV 10 M© Reports > Budgetto Actual O. Filters Views Monitiry Renod shmvsvarian<e of eutleet a:Itl Actuals in cummay[ab!e.`/a:ianro calculalion can be cuviyed:n Enury Sell�ngs. ' YTD Expenses to Budget (all EBack :, Histury • `J. Rasat 0 depart—me) srvoms YTD Revenues Collected (by .—rd -ab, Type) Division _T Exp ac O YTD Project Budget Status —Me Vlsuallzatlon )M I - r— oo July .-d Seplem Uttoae Havembtt Uecemeer 201919 201ad9 201ed9 201ede 2.01319 201a49 a -i -e "'r Acletl Aclu�l Actual Actual Actual Actual Help Dewnload - Sort Large to Small • j o Police Utilities & Env Svcs m Undefined I Fire • Maintenance Servlees 3 Pw- Engineering&Transp o Human Resources Development Services Mo. (8 grouped) Government's Most Collaborative Budgeting & Planning Solution OpenGov drives efficiency through heightened collaboration by centralizing your planning in an intuitive online solution, delivering breakthrough communication between offices and departments. • Achieve unprecedented alignment around strategic priorities that comes from a real-time, singular source of truth • Give your budget collaborators an easy-to-use system that reduces the back -and -forth of traditional processes • Controlled collaboration is made simple through configurable administrative settings for user access and editing ability Industry -Leading Reporting and Analysis OpenGov Budgeting & Planning is built with a data -first foundation that provides out-of-the-box reporting & analysis capabilities for dashboards, managerial reporting, KPI tracking, scenario modeling, and data consolidation and sharing. • Present complex information that the public, elected officials, departments, and administration can understand with at -a -glance insights and interactive dashboards • Reduce reporting bottlenecks by freeing up your IT, finance, and other staff with centralized, self -serve reporting • Sharpen your focus on outcomes by establishing and tracking relevant KPIs to keep stakeholders updated on spending, initiatives, and operations Q OPENGOV 11 YTD Pavement Project Totals 0 Byrne Grant Activity YTD Police Department 3 Overtime Spend Public Safety(Speclal rout Programs) YTD Expenditures General Fund Expenditures Sz PERS Unfunded Liability o nv Employee Benefit Expenditures (YearoverYear) 1 s Retirement Costs Retirement costs by department tVr - Property Texas(See—d) Year _macs over Year through December Pavement Rehab Project (522D) T xnn Pudic Safety: Budget Bu tActual YW DxauL live: ant rx—lad. AP QSettings )M I - r— oo July .-d Seplem Uttoae Havembtt Uecemeer 201919 201ad9 201ed9 201ede 2.01319 201a49 a -i -e "'r Acletl Aclu�l Actual Actual Actual Actual Help Dewnload - Sort Large to Small • j o Police Utilities & Env Svcs m Undefined I Fire • Maintenance Servlees 3 Pw- Engineering&Transp o Human Resources Development Services Mo. (8 grouped) Government's Most Collaborative Budgeting & Planning Solution OpenGov drives efficiency through heightened collaboration by centralizing your planning in an intuitive online solution, delivering breakthrough communication between offices and departments. • Achieve unprecedented alignment around strategic priorities that comes from a real-time, singular source of truth • Give your budget collaborators an easy-to-use system that reduces the back -and -forth of traditional processes • Controlled collaboration is made simple through configurable administrative settings for user access and editing ability Industry -Leading Reporting and Analysis OpenGov Budgeting & Planning is built with a data -first foundation that provides out-of-the-box reporting & analysis capabilities for dashboards, managerial reporting, KPI tracking, scenario modeling, and data consolidation and sharing. • Present complex information that the public, elected officials, departments, and administration can understand with at -a -glance insights and interactive dashboards • Reduce reporting bottlenecks by freeing up your IT, finance, and other staff with centralized, self -serve reporting • Sharpen your focus on outcomes by establishing and tracking relevant KPIs to keep stakeholders updated on spending, initiatives, and operations Q OPENGOV 11 Strengthen Public Trust with the Leading Transparency Platform Build trust in your community by communicating initiatives and progress clearly while fostering better engagement through integrated tools to collect feedback and sentiment. • Publish interactive budget books online to provide taxpayers with a better understanding of how dollars are impacting the community • Communicate initiatives effortlessly with a simple drag -and -drop web -page builder and customizable themes that make it easy for citizens to digest key narratives • Run public meetings and budget simulations with our Virtual Town Hall — complete with robust forms, surveys, and other tools for a compliant feedback process. • Deliver up-to-date financial and operational data with context to keep the public informed of progress and fiscal health. Key Features Precisely calculate personnel costs through workforce planning. Drive better salary projections, increase visibility into cost drivers, and reduce broad assumptions. You can calculate the fully burdened labor costs of an individual or overall workforce, perform scenario analysis to inform negotiations and budget decisions, run vacancy reporting, compare actual positions to budgeted positions, and request new positions using accurate, updated costs. Forecast long-term expenditures for capital planning initiatives. Seamlessly harness the information your team needs to make educated decisions while providing a working blueprint for sustaining and improving your community's infrastructures. You can send and receive capital planning proposals, adjust proposal line items, track performance on projects, and comment on key reports. Then, easily create printable dashboards to streamline capital meetings. E Back ; > History I D Reset Broken d¢vm by Division T Expenses Visualization undenned 515,501166(12.1%) Ut0lnes & Env Svcs $23.905,724(18.7%) Fire $18,654,903 (14.6%) Malnt¢nance services 19,506(53%) Pw- En9lneedn9 & Transp $2,715,290(2.1%) Human Res $4,134,263= 0avatopments—Ices $4.005,958 (31%) Mare Ie grouped) $21,246.957 (16.6%) Ponce $30,971,692 (24.1%1 December Actual Sort Large to Small Or Police ? Utilities & Env Svcs o Undefined Fire o Maintenance Services �. Pw•Engineering &Transp ® Human Resources 1 Development Services More (8 grouped) OPENGOV 12 Simplify online budget book publication. Establish a framework for building your online budget book faster and more accurately, making the process repeatable and scalable for future cycles. Purpose of the Fund S-1—Pr ldcd audget Summary: 1.11 B W Resources by Malar Sources Itool GvnmlFutO rw.�ns.;vo:rysveliw�-_ IMvm u AR. _ t[E11 ESz P.t. s i THE 6nY0FUKIAH r a� A nua , ,1• y � I � � ��t I Ukiah City Council's strategic Plan sUryOac.'M:r,I b;[t,:tbm::I., .. '•tS n:. m�nya: . e. a M lu. G•m..tar.n ofC.. Si G c a r. ,• Com. + L c.eW el'x a ry .�...,nw ' ra SU¢f. mane Cusc<um¢mn �spGry Ctaken,¢eavCcmmvlryatc,lva tGa vva': [ G^.¢Ca:r<.i ¢: fG:u:rq a>sr>t:;i l[rl'rl'ac Centralize dashboards onto a single Reporting & transparency platform. Powering OpenGov Budgeting & Planning is the Reporting & Transparency platform. Integrate and synchronize your financial and non-financial data with other data sources including your ERP. When any data point changes, all reports automatically update. You can go beyond seeing your outcomes and truly understand the reasoning behind performance with OpenGov's reporting platform. Then, add context to your outcomes and insights and share internally and externally. ® Dashboards City Manager Dashboard El 1[A] � Special Events Permittin Undal¢d 3tnxlh.aKn 0 — —_ srovin t Councilmember Mulchay Q upaal¢nmry,unmcaao .l �D� Program -Animal Shelter Opera... g Mayor's Dashboard Public Safety Dashboard y ) PLC Dashboard COVID-19 Tracking & Scenario ... vo-wlea a,nombaso ul:ameznnnm aso Controller Dashboard ItpfateJ)ine::llrt.t�ro (ACS) Economic Vitality Compa... 11,t !d]If.Cllllt].IIn1 Public Safety Finance Director's Dashboard il uldmoe ryrn,r gory ul>•lalenaroaragry y I u 13 ev i Centralize reporting and align data with context for internal and external stakeholders OpenGov Budgeting & Planning is powered by our robust Reporting & Transparency Platform. Built with a data -first mindset, OpenGov's Reporting & Transparency Platform powers Budgeting & Planning with unparalleled reporting and transparency capabilities to drive faster, more effective decisions, and understand the public response. OpenGov was founded on the principle that better transparency and civic service are paramount to the future of state and local government. Trusted by hundreds of forward -thinking customers, the Reporting & Transparency Platform provides a seamless connection between back-office capabilities and industry-leading communication tools - transforming better civic engagement from aspiration to reality. Reports > Budgetto Actual 0 Filters Views vnaosx YTD Expenses to Budget (all Q departments) R—.a YTDRmenues Cogacted(by • Stakeholder engagement Type) �$ YTD Project Budget Status mOGLra YTD Pavement Project Totals Byme Gmnl Activity an YTO Police Department Overtime Spend Publie Safety (Special wxeu Programs) YTD Expenditures General Fund Expenditures �8 PERS Unfunded Liability xtunrc. Employee Banegl Expenditures (Year war Year) sroO s Retirement Costs Retirement at. by department s� W Property Tsxes(Secured)Year smmas amr Year through December Pavement Rehab Project(5220) Q e- Public Safety: Budget to Actual YnY. M.—Wien: not marat.d AP (DSettings _. _> Vonthh'Repertshvvs var:arceef 0udycl and Actuals in sum ytrb!e.Vanance calculnlinn wn CecB rM in Entity Belling. (-Dock :.History - DReset Broken down by Division ,TE p. se_ Visualization o zoo.e;a OWN, 00 E77 _71 July Auqusl Benta a eclebor November Oeceaa 2U1B 19 Aa -19 Al1 201619 2 119 ]0 l 101619 Revizud 9udyuz Hual A:1uel Actual q<lua! Actual Actual Reporting & Transparency Use Cases Help ! Download %a _ / a... swt Large to Small - o Police Utilities&Env Svcs o Undefined Fire o Maintenance Services Pw- Engineering & Transp o Human Resources Development Services > More (8 grouped) s Interactive budget summary • Citizen ideas/feedback portal • Satisfactory survey • Internal project coordination • Participants budgeting to Emergency communication • Performance reporting • Strategic planning • Stakeholder engagement OPENGOV 14 Present complex information that all parties can understand. Keep internal and external stakeholders updated on performance and aligned 'i around high-level strategic goals. Gain at -a -glance insights with interactive dashboards, take action with customized alerts, or dive into the granular _ _ _ details for deeper analysis. Broaden citizen engagement. Supplement public hearings with virtual town halls, budget simulations, and online surveys that are easy and convenient. You can gather broader feedback from residents by reducing the barriers of involvement. Reduce reporting bottlenecks across your organization. Free up your IT and Business Intelligence professionals with centralized reporting and immediate access to necessary day-to-day data for every department. N Achieve your communications objectives. III (III ((I Put your operating and strategic plans online in a way that your constituents can easily understand and even interact with. Tell the stories behind your data by quickly creating, editing, and publishing content in real-time, while easily incorporating feedback. Then, identify and analyze engagement by seeing the number of views, unique visitors, and social sharing metrics. Focus on outcomes with dynamic reporting functionality. Establish goals for departments, programs, or initiatives, then track relevant KPIs to keep external stakeholders updated on spending, performance, and progress. GF Revenue Trends 1.1 General Fund Revenues (Yrly) $293,121,912.2 1.1 GF Revenue (Yrly) — Revenues have increased by 127% or $32.9 million through the fourth quarter of fiscal year 201a compared to some period In fiscal year 2017. This growth can primarily be attributed to a .1875.5 GRT rate increase that has generated $30.6 million more than last year through the Tax Revenues 1.2 Tax Revenues -Gen Fund (Otrly) $276,491,169.41 Q 1.2 GF Toa Revenues (01,1y)— The lax revenue came In higher than expected with 102.3% or $276.5 million collected through four quarters. The majority (97.99".) comes from property taxes and gross receipts tax. with some smaller revenue received through gasoline tax and motor vehicle lax. All tax Tax Revenue Trends 1.3 Tax Revenues -Gen Fund (Yrly) $276,491,169.41 1.3 GF Tax Revenues (Yrly) - Revenues- have Increased by 12.9% or $31.6 million through the fourth quarter of fiscal year 2018 compared to the same period In fiscal year 2017. The large increase Is primarily attributable to a $30.6 million increase In GRT revenue along with Incremental 15 Communicate clearly and increase transparency with stakeholders. Create and share content easily and quickly. Use a simple, drag -and -drop page builder to combine your data with images, dashboards, maps, and narrative context. Present complex information in a way that's easy for anyone to understand. Share via email, social media, or through your agency's website. Examples of Cabarrus County, NC using Stories to Communicate ARPA Relief Funding Allocation to the Public CARA 0 .,0 h, Funding C.tsg�fl.� Cab— C.unty Home Treasury 1 � � /fir 1 PUBLISHED FEBRUARY a. 2022 SUMMARY On March 11, 2021, President Biden signed the American Rescue Plan Act of 2021 (ARPA), the S1.9 trillion economic stimulus package aimed to help Funds (SLFRF) to provide support for households. small businesses, and the communities hardest hit by the COVID-19 pandemic This dashboard provides a breakdown of each funding category and as transparency Is a priority at Cabarrus County, this website will be updated cor For mora information about each funding category, please click the links below F21 c:mnmws courrry 1-9 Calegailes CabanusCoryHana rvasary fVx4 x��t4�^ L4li .ti et t u L \ f�H ��1f i z�ni1,%fl '1v t � �;a,�` ,,t} 1. OPENGOV 16 Example of the Town of Brookline, MA using Open Town Hall to Engage and Solicit Public Feedback Public Feedback - (click each section to allocate $) How would you distribute $100 of ARP Funds `-i Take the Budget Challenge! Wow would you distribute $100 of ARP Funds No deadline is currently set Total Allocated Expand results below to edit K?3 Support Public Health Response Address Negative Economic Impacts Current ARPA Requests - Dollar Amount by Category Current ARPA Approvals - Dollar Amount by Category S60M S2M SSOM S1 5M S40M 330tH SIM S2or.1 S10rA S600k so B - Premium Pay._ D- Investments ... $12,375,952.09 Department Name in D - Investments... A- Public Heal... $1,826,343.00 Department Mame in A. Public Heal... �, OPENGOV 17 OAb Government eo•w of county cemmlWon.n s.ant•ann.�ml a.vowns w.nty e..ra. r mmmlWom o«Honf a.n.tl oHluf... svwaolfmm.•. . .Town. 06va1•f County Town H.il Ceunry Wtlrf v.8ecelve OepatMents. Oaing Business "OpenGov has absolutely made us more proactive in looking at data and attacking the data, instead of saying, 'It's too big." Andrew McCreery Finance Director I Township of Mt. Lebanon, PA "If it had not been for OpenGov, I'm not sure when we would have gotten the budget done." Thomas Ray Business Administrator I City of York, PA OPENGOV 19 Oualif ications & Experience The Open Gov Team has over 500 years of combined Government experience. Checkout just a few of our star players, and their specific experience in the public sector below... McsdaKOIAN CF0 i=;IrIlYP1'SIjPCiZI $�VIaCr for �lllc •Y _- w .-in v. Y.�ir:rrr7nre :,,if tn- ntI rn,ati irz, Sorurily A!;mntance i-ri r cL Rt?AFRTO RUIZ Irin Inn. nCar inr' m;ie.t; Paiirei-Suidur Gue'aet ugobr:' ut 7.u..1'ar�.lran'ap� yatr�P.,l.. JA111E CASTELLANDS klr,pr:�Yr in,E rY-,algter. Y:nl �r.dGr;II,�lilin.�:°lulPayt_T; .Jf ButHelPy calif urnia muistleA bbl li .:e;riur `Icr!:g1erE's!1•:Ilitms rr,71'Iccrn!,� F.->inr•r YiF!;' 6'B: ar ,.I IN u hllr. F'rth.p-Instih:b. �I L,ahtarni,�;t �If} 11irr.rnr; :�g111rh:i5 FrQiglhtrlr. fj' h•laro]nr, f?F! �i, a: M-mignnnry er'Jntq. r•larylar;J MICAH INTERKILL. 1 hole:' N_uacict oil Ltv •1irlir�upJliS. Y•iilir;=_ta a CHAAHTW Hl]LYt'J3H %IGF:L�II10Ii =�� ;LIFC,'t L:'all tin Ch. u.itY l:i lstivrtP.'dllf:igu. Tonus MIKF M=1NN 6'F' i; t lan6'r: �.Rnifi it {• �,Rnl:f �".• aL'IL"!ICi 1;� Dirrirtrr at .'iPr; r' h RLt. Calif' —11'a A91 ANNA TUDKEY $iJll lr lf.. I;.'lll.jldrQr; t at Ole' -E11 .. M0411IS WELCH Forircr .'..itu iri isl'ul ire $erai..:2s Cnr-_cor.rrCi^y 5f�.1'J'o7 rin=�;lun A1:MIS U101RYS l'rlI I''I.r .+:_,lyt:.'lt l IIfeY flGEf 9tl1'•:I C,l.,i,:.l yr _:,u DI_ilu. Ca'.fr�rriie J'ENNTER NORt]IN ,t+l rll 711>l''?i.'i lr °I: YJOiIGr FLn folml f u yr t and ;Iiif ':I I fedi is Mcotrp_ 1 ILI P r=OAI I';t. Q OPENGOV 20 Awards & Credentials As mentioned above, OpenGov employees have over 500 years of collective government employment experience, and many of our key personnel are members of government -focused organizations like GFOA and ICMA. OpenGov has consistently appeared on the GovTech 100 list for several years, was named to the 2021 Top Workplaces USA and most recently was named to the Forbes 2022 list of America's Best Startup Employers. We focus our hiring on top -tier talent pools for individuals with proven track records in government and/or the government technology SaaS industry. 29 Company History , h 2022 STEVIE Forbes WINNER THE STEVIE�AWARDS FDR 'SALES AND (USTDMEf2 SERVi(E After witnessing the City of Palo Alto spend over $10 million on an ERP system that was delivered on 20 discs and had green screens, OpenGov's founders learned that governments across the country were similarly hamstrung by outdated technology. The public sector has been underserved by its vendors for decades, while the digital era has transformed consumer experiences and private sector organizations. State and local governments deserve access to modern cloud software suited for their increasingly complex needs. Citizens deserve to know that their tax dollars are being spent by effective and accountable organizations. Our public sector leaders deserve to be supported by companies who act as true partners. In order to address these needs, OpenGov was born in 2012. Today we have over 1,600 government customers using our cloud -based suites. Below are the stories of just a few of our customers who have adopted OpenGov Budgeting & Planning to transform their communities... OPENGOV 21 Customer Stories How Tampa is Transforming for Tomorrow with OpenGov The City of Tampa was looking for software that would provide leadership with the real-time data they needed to make informed, transparent, and transformative decisions. With the implementation of OpenGov Budgeting & Planning, the City enabled a variety of capabilities to modernize its budgeting and financial processes, including: • Reviewing, versioning, and approving department budget proposals from a single portal • Building.a printed or online budget book faster, while preserving institutional knowledge with access to historical records • Providing staff and residents with critical budget information via powerful dashboards and data visualizations With OpenGov, the City of Tampa transformed into a more effective and accountable government, empowered by connected data sources, better budget processes, and a greater foundation of trust between the City and its constituents. For the full story, click here to watch how Tampa is for Transforming Tomorrow with OpenGov. "Affordable homes, good paying jobs, reliable mass transit, and an overarching view of resiliency and sustainability — that's what OpenGov allows us to track." Jane Castor Mayor I City of Tampa, FL OPENGOV 22 Milpitas, CA, Moves from Incremental to Strategic Budgeting in Three Steps Milpitas saved 100 hours of budget development time and identified $4 million in personnel cost savings without cutting positions by helping City Council and departments think more strategically about spending in a resource constrained environment. The City achieved outsized returns by revamping the budget process with OpenGov Budgeting & Planning, which it launched in eight weeks. Milpitas also transitioned to virtual Council meetings overnight, and gathered survey data from diverse communities (in four languages) in under a month to surface budget priorities. Coming into his new role, Walter Rossmann knew there was a better way to work. His first action as Deputy Finance Director was to buy a new budget system for the City through a competitive procurement process. Recognizing that without changes to the way the budget was developed the City could not find the savings it needed, Rossmann worked with the City Manager's office, department directors and budget liaisons to gain buy -in across teams to transition to a strategic budget process that allowed for greater efficiency and scenario planning: 1. The budget team uploaded the previous year's budget for each department to establish Council -approved service level costs and provide teams with a base budget in OpenGov. 2. With access to scenario planning capabilities via OpenGov, the budget team easily ran multiple scenarios with available data to prepare for the potential impact in revenue shortfalls due to the impact of the COVID-19 pandemic. Enabling teams to be agile helped them prepare for uncertainty with confidence. 3. After the base budget was established, departments submitted service level changes for finance review and the City Manager's consideration. For the full story, dick here to read how Milpitas moved to strategic budgeting. "We saved 100 hours in annual budget work by transitioning to J OpenGov Budgeting & Planning, including the publication of the budget document." Walter C. Rossmann Deputy City Manager I City of Milpitas, CA For more customer stories on how OpenGov's solutions are driving success in communities around the country, please visit: his://opengov.com/customers/ OPENGOV 23 We Are Here to Support You Your success as a customer is OpenGov's top priority. We recognize the challenge of adding a new software implementation project to your already full -to -the -brim schedule. We've invested heavily in the key drivers of the UCS's success so you can maximize the impact of your OpenGov software and arm you with insight, expertise, and industry-leading best practices. L011 Experience ollo) Our team of over 150 Professional Services experts have delivered over 1,600 successful projects - we have the experience to make your implementation a success. (t;✓�) Expertise `�✓t OpenGov shares your mission of effective government - and deploys over 500+ years of �1 previous public sector experience for your success. 0 0 0 Q n lil Fully -Supported 00 0 No matter the expertise your project needs, our team of professionals are here to partner 8 8III III III with you on even the most complex projects. Our data -first deployment methodology is based on strategies that reduce your time to value, keep the project in motion and promote the leadership of you and your teams. To effectively deploy these strategies and keep the focus on outcomes, project progression, and your enablement, our methodology follows five key focus areas. When you get OpenGov Professional Services, you get confidence in every step of your project. Our team's best practices ensure alignment, support, and documentation to build the foundation of a successful implementation and a software used in years to come. The OpenGov Deployment methodology prepares and enables your team for continued ownership of your OpenGov solution, made possible without dependency on IT or coding knowledge and with continued award-winning OpenGov Support. OPENOV 24 Delivering Success During and After the Project We recognize the challenge of adding a new software implementation project to your already full schedule. To ensure you derive the full value from OpenGov, we've researched and invested heavily in the key drivers of our projects'success. For each of those key drivers, from project management to technical problem solving to change management, we have team members with the corresponding expertise at the ready to support. Depending on your project's needs, you will have complete coverage and support to make the most from your OpenGov software during your implementation and beyond. Implementation Analyst Implementation Consultant Technical experts who will tackle Technical experts who help design your software configuration and complex configuration solutions with ensure it is done right the Implementation Analyst Project Manager Professional Project Manager to hold the OpenGov team and your team accountable for on-time delivery Solution Architect Former government officials who customize OpenGov's best - practice, out-of-the-box solutions to your unique needs CUM Success Mai Your go -to resource to ennui u you are getting the most from your OpenGov software G)OPENGOV Account Executive Your OpenGov resource who can work with your Customer Success Manager to deliver value to your team Technical Consultant Advises on any technically complex integrations your systems may need Data Solutions Engineer Data expert building and validating the integration pipelines between your data sources and OpenGov iGov Support tiers of support team vers on call to help you troubleshoot your challenges after your project go -live i%l Implementing Modern Budgeting OpenGov enables your team to use modern, collaborative software to power your entire budget and planning cycle, from real-time forecast adjustments to long-range initiatives across your Operating Budget, Workforce Planning, Capital Planning, and Online Budget Book. ® T)Reports > Budget to Actual QFiltars Views ueNaN2pannim.zrarls.molvUdan anan::a:lslawmryywp'e. vaurcc oaUavnrnp0ra�vrna:n6nrrvsNe : nnvrc WD E.,,.,, to D.udscl(aa (-Dock ;i Hislury- 0Rosut �p tlepadments) ral man MRova—Coh,ted(by ero a amply Expenses Umaen dawn bYDepartmants Type) Division YExpenses �S Y4D Prolocl autlget Slalus (Yearover>4aU .Si62T29.640 YTDP IR T Visualization 2caou I Sal Largo to Small o Police -> UliIIII.&Env Svcs a Undefined 11 Fre o Menten—SeNe. u KY - Engineering&Transp o H.—Rosources w Dorelopmerdss k Mare(Sit-ped) Integrated and easily configurable Reporting with up-to-date financial data I = Itpsrznls r zozzoaml..aBwact 9 gudgel 5umrrmry avamen oleo otals 0 Byrne Grent AetWity Damm VI mix Depadment ProPoanls line ilrms 0a0H-Spend �p Public Salcly(spedol ral P,0grams)Y3DExpe 1't. E Peeriod:rIld. iY2GAdoptedBudvat DOneral Nndbpe.dilores Expenses Umaen dawn bYDepartmants PERSUnllnded Uebiby un EmployeeSme'lExpen.h— ® (Yearover>4aU .Si62T29.640 Ratadrr tcott, n(e2 eapted8ud8etsurp.0 N RetiremenleMbydeporimcnt �d�y3 pas Nap,tyTases(Seazed)Year r.w r� amrYaar lkwgh0eoembar E]2d C01 FMrn tRehab Pr0l0c1(5220) um Public Salaty:8ud80tlomluel .55.204238 W V. IYrm rindvn' nM nmmtaal �.. DPm'<z SsO.fiaB.al1V..... _— M20xxu1 2caou I Sal Largo to Small o Police -> UliIIII.&Env Svcs a Undefined 11 Fre o Menten—SeNe. u KY - Engineering&Transp o H.—Rosources w Dorelopmerdss k Mare(Sit-ped) Integrated and easily configurable Reporting with up-to-date financial data I = Itpsrznls r zozzoaml..aBwact 9 gudgel 5umrrmry Damm ProPoanls line ilrms Ao« n4aza,Ma was I . Peeriod:rIld. iY2GAdoptedBudvat •vISUALIL.TWn E.5ne_oe, 5lvawing Expenses Umaen dawn bYDepartmants Oa=a nes 14014— .. N n¢r_numenl ww Is .Si62T29.640 Budael8au.• n(e2 eapted8ud8etsurp.0 N Rwwru 5207643343 59.ri8A30 E]2d C01 469.5004205.50! ••el .55.204238 S3G3.53G �.. DPm'<z SsO.fiaB.al1V..... _— M20xxu1 20T.I AnaMrn scapus E1E6.I34,61] -50201.911 O6rAIL5 ) PhnaP 9ee.ill Proposals ® .. .Scotus ;'L CilY alamacr Benew Adminismauon Bude.t4 Pmposad Ix PaOcnFss BoW of Franca Fa rw '"^a .uvea xsdce.a F P M aY rc... mx6 uuve v.. n,...RLS MI nB �a[K �mnxtiarwznceva a:xnvni:rabriz.mnine+a'�C 4amP1. a-4 a:.xM*mr rN PRaenE s In PAomEss M pbaae - - pre 0udgat Fnhancarrrenm oaPan vel i veu Operating Budget G)OPENGOV 26 . ...................... • � OepaaatTnpr :_ Hide Legend ental I PUNT. Sakti L I n�s.rvzzannp-1 �.r..� IZ„9` rmPrm.vvzz•au:n In,nxer .. N n¢r_numenl HZZ AdvP[ed eudgat Fop •.... F Aawmd Budael8au.• n(e2 eapted8ud8etsurp.0 N 59.A8tt0 <0 011 59.ri8A30 E]2d C01 469.5004205.50! r. S3G3.53G 4aL9ld>OS 3aLI5LIG9 b1I-- 89S9L2W 50 -50201.911 4u2ti.o"GS' 30)�h LU 4989LZa4 34'6.604 g Operating Budget G)OPENGOV 26 IU- 1 to til L,!:; Workforce Plan P-sil,lari, Goat Eleanenti t. W I mqj S41oct And upoto cost gotr".% Wage Wage Overview 9) fart UnDNge A-11 CIA P. -t OCLA ARFAVrourournPay oavif um Irel elm) vitutioD T'r1t, CC C-0.1- ti-. ba- w,gp fi, eneh. p2nd o iha 4-ty -te, Undo" uaw, Pao-, ttp, Q ,ri n, c— t {:a6l (-,•'N) Auto VMR. C9 �k*'X DWAI FAP Ula vision Current Year Back, ;, History Z)Resat 0,A- ..o b, Capital Projects Funds Y D.Nlltalaots TEuQ.seI Visualization N Capital Planning Workforce Planning Municipal Building Commission MBC0I-l-lfeSafety Improvements M1302-Mechanicalysterns UpgL IVI8aI0-fALeLLor lrilPrQyements -S, n-NonArea M. - 4th St Light Poles 1;grade M8C15 - Elevator 12 Modernization IVIBC16 - Building -Wide Electrical UOgrades Miscellaneous Projects ART01 - Art In Public Places Solt largo to Small 0 (434)Land-Budd Ls-Eq.ip (495)Redevelopment Auth Capital Project Request Capital Facilities Continuing Project Request 0,,![,i, f— -d -.Wl- to,,,boiA a t. t::l'act d F'clecl -1, Cit for , C', a,,d "l, to "I N, C.ot "I o I'?., arc lu I County Gt Capital Facilities Project Update Report GW— fo— and Y-kilow to sI.ibmil A nngrwg c.,r, In'C Ct,,,q,d "aw—p'J'to to, —t g Wus ...... ty,,JS �p ?�6 DOT Financial Management Dashboard Primary funding Comes from traditional sources such as gas tax revenues, vehicle registration fees. federal reimbursements and local Print Editl participation Fiscal Years2017-19Appropriatie t Financial Management Division i Object of Expenses FY17.19 F Capital Projects FYIB-19 t ,, Travel Expanses FY2019 t fAcklxxe M„ne,onhrtnaLm. fAckonclrarrlaravae utlan�aten Q[kMr�Mbr,nereinla,nnpn. fl tl,onmart lolnwveinM1xaiati0n. ClKkm iun lar mo,einlomulin,. S40 SLSe!a ca.my 2019 rice sca CAq,va 2019 - ane - 1W16t 1'. Shia Travel in She - ideal.. 15,848.997,84 na - see 2epn!uny 592.512.907D5 zb9tr me4u o � 5,l000ay... Sara MW T-0 4, Slate Publi. %1.I44.477.69 50 - --- - - 2W90", - w - 1 - B,xlgel 388.311.70390 m,s rots Tra.11a Stals-fifW_. $978.52591 $10,339,453,888.70 Footling %2433705541 $10,339,453,888.70 $130,844,670.78 Trarelh State lactl... S%2,962.99 6-;n ..-62ala o' - s, [ravel 011t.of-Slale ... $332.519.38 Olber $509.25617 Executive Dashboards with drill -down capabilities Milestones of a Budget Implementation Project We believe your implementation is the foundation for success with OpenGov. The OpenGov team will work with your municipality to understand your processes and requirements before you sign the dotted line, while providing data validation checkpoints throughout the entire process. On the following page we have provided a visual representation of the key components of a Budgeting & Planning implementation project. 0 OPENGOV 28 Budget Configuration During your operating budget engagement, the OpenGov deployment team will configure a budget instance to meet your requirements, configure reports to drive decision-making, conduct user acceptance testing to validate the configuration, and train administrators and users on the specifics they need to be successful. Capital Project Budget As a part of the capital budget implementation, the OpenGov deployment team will configure a budget instance to meet your agency's requirements, configure reports to drive decision-making, validate the configuration, and train administrators and users on the specifics they need to be successful. Online Budget Book During the Online Budget Book phase of your deployment, OpenGov will work with you to configure our standard templates to meet your agency's branding requirements and train you on how to build and publish your book online each year. In a typical deployment, OpenGov will configure the repeatable templates that require OpenGov reports, such as the department and fund pages. This portion of the implementation can be tailored to your level of comfort: we can enable your team to create the remainder of your templates or contract the OpenGov team to create your entire Budget Book end to end, freeing up your time. Chart of Accounts Configuration The OpenGov Chart of Accounts is the underlying foundation of everything financial done in OpenGov. OpenGov will provide a functional build of the Chart of Accounts based on your General Ledger Chart of Accounts, any project codes used for project budgeting or reporting, and any summary levels (such as fund type, function, object type, etc.). Your Chart of Accounts will be specific to your agency, not generic. Financial Integrations OpenGov's Budgeting & Planning solution will include a financial integration from your financial system to OpenGov. As part of the integration, OpenGov will bring over up to 10 years of historical data. The integration will also be set up to bring in current year information automatically at an agreed upon cadence. We recommend you refresh your data nightly, however, OpenGov can set up a weekly or monthly cadence at your request. Our dedicated integrations team has years of experience integrating with financial systems. Workforce Budget During a workforce planning engagement, the deployment team will review your cost elements, which are all the factors that drive the personnel budget such as salary, FICA, retirement plans, benefits, etc, and work with you to configure each cost element in the tool. Once the cost elements are configured, you will be able to generate a template to complete with their approved positions and position data. Once the template is complete, it will be uploaded into the system and then you will be able to validate the amounts are calculated correctly. Once the Workforce Plan is validated, it can be linked directly to a budget, and any time you need to make a change to your Workforce Plan, your budget will be automatically updated as well. A linked Workforce Plan also powers any position requests to give departments a more accurate view of additional position costs. 29 Every OpenGov customer has the benefit of OpenGov Standard Support. Standard Support provides a host of options, from a 24/7 Resource Center with documentation and case access to live business day phone support. Our support processes are designed to support you throughout your journey with OpenGov. We have three main components to our philosophy for ensuring every customer is successful and happy: Access to our team of Government Solution Experts: This team, composed of former government finance directors, chief information officers, budget and r r r r performance analysts, and others, provides insight and expertise, best practices, and context to the people that use OpenGov's suites driving efficiency and outcomes for your agency. Customer Success: Our Customer Success team supports you from deployment through adoption and beyond. You will get up and running quickly and receive the training and support that you need to maximize the value of your investment in OpenGov. Li �\ Customer Support: OpenGov Support is staffed by a veteran team with over 95 years of combined government experience. Our highly trained support analysts are available to solve any issues that you encounter within OpenGov's suites. We are committed to resolving your issues in a timely fashion and to your satisfaction. Resources and Support As an OpenGov customer, you are supported by our Customer Success team from deployment through adoption and beyond. When you contact OpenGov, your first point of contact will be a real, live person. OpenGov provides best -in -class standard support resources such as telephone, email, chat, and an online portal as well as additional engagement channels like webinars, user groups, and a resource center. • User Groups: Our subject matter experts host regular user groups online and in person. Learn from the pros and your peers! G)OPENGOV 30 • Resource Center: We provide you with articles and videos to enhance your learning and education of OpenGov. • Free Webinars: As a customer, you can look forward to engaging and informative webinars. Get a crash course in performance management or learn about the latest features of your OpenGov software. If you are interested in additional support options, such as access to support outside of our standard business hours, improved SLAs, and a named Designated Contact, we also offer a Premium Support service. Premium support is recommended for customers who view their OpenGov solution as mission -critical and therefore require faster response times and a designated OpenGov contact. L I T 1 0 P pY °� � saw it ;} �A`'' ads+ �:SUM ,, I a BAR CALIf=t R N I A "The responsiveness was incredible. They always had an answer for us and were always open to recommendations and suggestions. I was just blown away by their level of professionalism and knowledge of the system." Dannette Allen Finance Director I City of Diamond Bar, CA 31 Every OpenGov customer has the benefit of OpenGov Standard Support. Standard Support provides a host of options, from a 24/7 Resource Center with documentation and case access to live business day phone support. Our processes are designed to support you at every step of your journey toward a more effective and accountable government. OpenGov Premium Support provides customers a level of support above and beyond our Standard Support. Premium Support is intended for customers who view their OpenGov solution as mission -critical and therefore require expedited response times and a designated OpenGov contact. Offering Standard Premium Unlimited Number of Support Cases per Year* ✓ ✓ Unlimited Access to OpenGov Resource Center ✓ ✓ Unlimited Online access to the Support Request Portal ✓ ✓ Access to Phone/Chat Support 4:00 AM PT to 7:00 PM PT Monday through Friday, excluding OpenGov holidays ✓ ✓ Designated OpenGov Contact - ✓ Increased Response Times - ✓ * Support Cases are defined as issues related to the OpenGov Software Services. We have three main components to our philosophy for ensuring every customer is successful and happy: Access to our team of Government Solution Experts: This team, comprised of former government finance directors, chief information officers, procurement directors, budget and performance analysts, and others, provides insight and expertise, best practices, and context to the people that use OpenGov's suites r F r driving efficiency and outcomes for your agency. 0 OPENOV 32 Customer Success: Our Customer Success team supports you from deployment through adoption and beyond. You will get up and running quickly and receive the training and support that you need to maximize the value of your investment in OpenGov. Customer Support: OpenGov Support is staffed by a veteran team with over 95 years of combined government experience. Our highly trained support analysts are available to solve any issues that you encounter within OpenGov's suites. We are committed to resolving your issues in a timely fashion and to your satisfaction. Resources and Support As an OpenGov customer, you are supported by our Customer Success team from deployment through adoption and beyond. When you contact OpenGov, your first point of contact will be a real, live person. OpenGov provides best -in -class standard support resources such as telephone, email, chat, and an online portal as well as additional engagement channels like webinars, user groups, and a resource center. • User Groups: Our subject matter experts host regular user groups online and in person. Learn from the pros and your peers! • Resource Center: We provide you with articles and videos to enhance your learning and education of OpenGov. Review the status and updates of your previously submitted requests. Can't find what you are looking for? Our support team is ready to assist. Read about our upcoming product features and ideas. Let us know which would be most helpful to you. 0 OPEGOV 33 • Free Webinars: As a customer, you can look forward to engaging and informative webinars. Get a crash course in performance management or learn about the latest features of your OpenGov software. Premium Support Furthermore, OpenGov offers Premium Support to help organizations on their journey to successfully adopt OpenGov's solution suites. With Premium Support, increased Service Level Agreement (SLAs) mean that we start working on urgent requests even on weekends. In the spirit of addressing problems quickly, Premium Support's designated OpenGov contact builds a relationship with you and understands your organization and the nuances of your OpenGov application setup. OpenGov's Support Philosophy is simple: You invest in us. We invest in you. We are driven by customer success. If you ever need help or have questions about your system, we want to make sure you get well-informed, proactive support from the OpenGov team. Our goal is 100% satisfaction. "The responsiveness was incredible. They always had an answer for us and were always open to recommendations and suggestions. I was just blown away by their level of professionalism and knowledge of the system." Dannette Allen Finance Director I City of Diamond Bar, CA OPENOV 34 iii 11111! • • i 111i=4j OpenGov is the leader in modern cloud software for our nation's cities, counties, and state agencies. On a mission to power more effective and accountable government, OpenGov serves more than 1,600 agencies across the U.S. OpenGov University helps your government staff become power -users of our software. With unlimited access to the tools below, your staff can easily adopt new features and ensure that best practices are followed when business processes are enhanced with our technology solutions. Access to OpenGov University includes: Training from OpenGov Experts Walk through core functionality with your OpenGov deployment team as defined in the Statement of Work. TDOpenGov Resource Center Read help articles, review company announcements, or chat with Support. Knowledge Check 3 O.Ongns Budgvl BooA can ha matls aceesslhly la Dory lnu:rnal govemmantlaonx Self -paced learning modules OGPENGGV —Cp,U Plannlnq-UBa Ca ea, Mem.V .In RnpOtl9 LeaLZrn OpenGov product suites with Training Overview on demand training in our learning Lnnrntnq Palh: CaPlpl Pbnnlnq management system. _ InlraJucYon Sellings In -app guidance Master your software with instructions and helpful hints offered while using the software. Row to Usa CasosI T,,..,. ` -' Training Workshops ° ° Access our recurring, virtual training series on product best practices. Live Training Events Join OpenGov's hybrid or live trainings around the country. G)OPENGOV 35 Benefits of OpenGov University Maximize your investment Save time by accelerating your team's knowledge and confidence to apply the software and best practices to your government. Successful Change Management Shorten the time for a new team member to provide value to your department. Empower your teams Develop confidence in working with OpenGov by understanding how to use our tools to best improve your team's effectiveness. Minneapolis City of Lakes Training that grows with you Ensure that new employees have easily accessible training as both your team grows and as your future -proof technology investment evolves. Available on your schedule On -demand training when you need it, to help get the entire team on the same page. Deliver modern software to your government Leading governments are deploying modern software to improve their process, reduce their costs and deliver more to their communities. "I understand so much more about what we can do with the system after completing the OpenGov University classes, I am just so excited about the ways we are using all the features this year." Amelia Cruver Budget Director I City of Minneapolis, MN OPENOV 36 NASPO ValuePoint PARTICIPATING ADDENDUM CLOUD SOLUTIONS Administered by the State of Utah (hereinafter "Lead State") Alternative Contract Source No: 43230000-NASPO-16-ACS Carahsoft Master Agreement No: AR2472 (hereinafter "Contractor") And Florida Department of Management Services (hereinafter "Department/Participating State/Entity") The State of Utah, acting by and through the National Association of State Procurement Officials (NASPO) ValuePoint, competitively procured and awarded a Request for Proposal resulting in Master Agreement number AR2472. The Master Agreement was created as a cooperative purchasing agreement for Cloud Solutions. This Participating Addendum is entered into pursuant to Section 287.042, Florida Statutes. The Department is authorized by subsection 287.042(16), Florida Statutes, "to evaluate contracts let by the Federal Government, another state, or a political subdivision for the provision of commodities and contract services, and, if it is determined in writing to be cost-effective and in the best interest of the state, to enter into a written agreement authorizing an agency to make purchases under such contract." Accordingly, agencies and eligible users (Customer) may make purchases from this Participating Addendum pursuant to the terms and conditions herein. The Department evaluated the Master Agreement, and hereby acknowledges that use of the Master Agreement as an alternative contract source is cost-effective and in the best interest of the State. This Participating Addendum and all incorporated Exhibits, set forth the entire understanding of the Parties and supersedes all prior agreements. Accordingly, the Parties agree as follows: 1. Term and Effective Date The initial term of this Participating Addendum will become effective on the date the document is signed by all Parties, and shall be effective through September 30, 2020, unless terminated earlier in accordance with the General Contract Conditions. 2. Renewal Upon agreement of the Parties, the Department and the Contractor may renew this Participating Addendum in accordance with section 287.057(13), Florida Statutes, and Rule 60A-1.048, Florida Administrative Code. Renewals must be in writing and are subject to the same terms, conditions, and modifications set forth in this Participating Addendum. Renewal determinations will be based upon utilization and achieved savings. 3. Modifications or Additions to Master Agreement The following changes are modifying or supplementing the Master Agreement terms and conditions. a. Scope: The Contractor's Master Agreement products or services listed on the Contractor's page of the NASPO ValuePoint website are included in this contract only if they are not offered on a State Term Contract. Page 2 of 15 In accordance to 74-3.004, F.A.C., Agency requests for Infrastructure as a Service (laaS) must be submitted via a Service Request to the State Data Center. b. Exhibits: All Exhibits attached and listed below are incorporated in their entirety into, and form part of this Participating Addendum. The Participating Addendum Exhibits shall have priority in the order listed: 1) Exhibit A: Contract Conditions, Florida General 2) Exhibit B: Contract Conditions, Florida Special 3) Exhibit C: NASPO ValuePoint Master Agreement Number AR2472 If a conflict exists among any of the documents, the following shall have priority in the order listed below: 1) The Addendum 2) Florida Special Contract Conditions, Exhibit B 3) Florida General Contract Conditions, Exhibit A 4) NASPO ValuePoint Master Agreement Number AR2472 Exhibit C c. Participation: Use of specific NASPO ValuePoint cooperative contracts by agencies, political subdivisions and other entities (including cooperatives) authorized by an individual state's statutes are subject to the prior approval of the respective State Chief Procurement Official. Issues of interpretation and eligibility for participation are solely within the authority of the State Chief Procurement Official. d. Access to Cloud Solutions Services Requires State CIO Approval: Unless otherwise stipulated in this Participating Addendum, specific services accessed through the NASPO ValuePoint cooperative Master Agreements for Cloud Solutions by state executive branch agencies are subject to the authority and prior approval of the State Chief Information Officer's Office. The State Chief Information Officer means the individual designated by the state Governor within the Executive Branch with enterprise -wide responsibilities for leadership and management of information technology resources of a state. Any agency requests for Infrastructure as a Service must be submitted via a service request to the state data center. See section 3.a. above. e. Authorization: Approval of this Participating Addendum by the State Chief Procurement Official and State Chief Information Officer is an authorization for participation in the NASPO cooperative contract process, it is not intended as an approval of any specific purchase or solution. It is the responsibility of the Customer to validate all terms and conditions and to ensure compliance with all applicable statutes and rules. f. Request for Quotes: Customers purchasing Cloud Solutions from this Participating Addendum shall create a Request for Quote (RFQ), each time they desire to purchase Cloud Solutions. The Customer shall issue a detailed RFQ to the ACS Contractor(s) who offer the applicable cloud solutions(s). The specific format of the RFQ is left to the discretion of the Customer, but must contain the following: 1) Applicable service and deployment model(s); 2) Data security classification; 3) Service level agreement requirements; and 4) Exit strategy considerations. g. Enterprise Agreements: The Contractor shall honor any Volume or Enterprise Page 3 of 15 Agreement(s) established between a State of Florida agency and the manufacturer of products or services offered under their Master Agreement. h. Purchase Orders: Customers shall issue purchase orders under this Participating Addendum to their awarded RFQ Contractor using this State of Florida ACS number 43230000-NASPO-16-ACS. The purchase order period survives the expiration of the Contract. The duration of purchase orders must not exceed the expiration of the Contract by more than 12 months. I. Contractor Selection Justification Form: Customers purchasing Cloud Solutions from this Participating Addendum shall attach to the purchase order a completed Contractor Selection Justification Form (Attachment A). 4. Warranty of Authority Each person signing this document warrants that he or she is duly authorized to do so and to bind the respective party. 5. Entire Agreement of the Parties This document and the attached exhibits constitute the Participating Addendum and the entire understanding of the parties. 6. Amendments All modifications to this Participating Addendum must be in writing and signed by all Parties. No oral modifications to this Participating Addendum are permitted. Notwithstanding the order listed in section 3b, amendments executed after the Participating Addendum is executed may expressly change the provisions of the Participating Addendum. If they do so expressly, then the most recent amendment will take precedence over anything else that is part of the Participating Addendum. IN WITNESS THEREOF, the Parties hereto have caused this agreement, which includes the attached and incorporated Exhibits, to be executed by their undersigned officials as duly authorized. This agreement is not valid and binding until signed and dated by the Parties. Participating State: Florida Contractor: Carahsoft --., 41 Name: Dave Zeckman Name: Robert R. Moore Title: Chief of Staff Title: Vice President Date: 76 1/701-2 Date: June 26, 2017 / i AI Florlida'A Chief roc ement Officer: Florida's Chief,,1. formatiorm- _ icer By: By: Name: R z gr Name: Eric Larson Title: Directo of S to Purchasing and Chief Procu em' Officer Title: Executive Director of the Florida Agency for State Technologyand Chief Information Officer Date: Date: 7f,. Page 4 of 15 Alternate Contract Source No. 43230000-NASPO-16-ACS Exhibit A GENERAL CONTRACT CONDITIONS Table of Contents SECTION 1. DEFINITIONS------------------------------------------------------------------------- _ 4 SECTION 2. CONTRACT TERM AND TERMINATION.............................................................4 SECTION 3. PAYMENT AND FEES..........................................................................................5 SECTION 4. CONTRACT MANAGEMENT................................................................................6 SECTION 5. COMPLIANCE WITH LAWS.................................................................................7 SECTION 6. MISCELLANEOUS................................................................................................8 SECTION 7. WORKERS' COMPENSATION AND GENERAL LIABILITY INSURANCE, AND INDEMNIFICATION....................................................................................................................9 SECTION 8. PUBLIC RECORDS, TRADE SECRETS, DOCUMENT MANAGEMENT AND INTELLECTUAL PROPERTY...................................................................................................10 SECTION 9. DATA SECURITY AND SERVICES:...................................................................11 SECTION 10. GRATUITIES AND LOBBYING.........................................................................12 SECTION 11. CONTRACT MONITORING..............................................................................12 SECTION 12. CONTRACT AUDITS........................................................................................12 SECTION 13. BACKGROUND SCREENING AND SECURITY...............................................13 These General Contract Conditions supersede and replace in their entirety all General Contract Conditions, Form PUR 1000, which is incorporated by reference in Rule 60A-1.002, Florida Administrative Code (F.A.C.) SECTION 1. DEFINITIONS. The following definition applies in addition to the definitions in Chapter 287, Florida Statutes, (F.S.) and Rule Chapter 60A-1, F.A.C.: 1.1 Customer. The agency or eligible user that purchases commodities or contractual services pursuant to the Contract. SECTION 2. TERMINATION. 2.1 Termination for Convenience. The Contract may be terminated by the Department in whole or in part at any time, in the best interest of the State of Florida. If the Contract is terminated before performance is completed, the Contractor will be paid only for that work satisfactorily performed for which costs can be substantiated. Such payment, however, may not exceed an amount which is the same percentage of the Contract price as the amount of work satisfactorily performed. All work in Page 5 of 15 progress will become the property of the Customer and will be turned over promptly by the Contractor. 2.2 Termination for Cause. If the Department determines that the performance of the Contractor is not satisfactory, the Department may, at its sole discretion, (a) immediately terminate the Contract, (b) notify the Contractor of the deficiency with a requirement that the deficiency be corrected within a specified time, otherwise the Contract will terminate at the end of such time, or (c) take other action deemed appropriate by the Department. SECTION 3. PAYMENT AND FEES 3.1 Payment Invoicing. The Contractor will be paid upon submission of properly certified invoices to the Customer after delivery and acceptance of commodities or contractual services is confirmed by the Customer. Invoices must contain detail sufficient for an audit and contain the Contract Number and the Contractor's Federal Employer Identification Number. 3.2 Travel. Travel expenses are not reimbursable unless specifically authorized by the Customer in writing, and may be reimbursed only in accordance with section 112.061, F.S. 3.3 Annual Appropriation. Pursuant to section 287.0582, F.S., if the Contract binds the State of Florida or an agency for the purchase of services or tangible personal property for a period in excess of one fiscal year, the State of Florida's performance and obligation to pay under the Contract is contingent upon an annual appropriation by the Legislature. 3.4 Transaction Fees. The State of Florida, through the Department of Management Services, has instituted MyFloridaMarketPlace, a statewide eProcurement system pursuant to section 287.057(22), Florida Statutes. All payments issued by Customers to registered Vendors for purchases of commodities or contractual services will be assessed Transaction Fees as prescribed by rule 60A-1.031, Florida Administrative Code, or as may otherwise be established by law. Vendors must pay the Transaction Fees and agree to automatic deduction of the Transaction Fees, when automatic deduction becomes available. Vendors will submit any monthly reports required pursuant to the rule. All such reports and payments will be subject to audit. Failure to comply with the payment of the Transaction Fees or reporting of transactions will constitute grounds for declaring the Vendor in default and subject the Vendor to exclusion from business with the State of Florida. 3.5 Taxes. The State of Florida is not required to pay any taxes, including customs and tariffs, on commodities or contractual services purchased under the Contract. 3.6 Return of Funds. Contractor will return any overpayments due to unearned funds or funds disallowed pursuant to the terms of the Contract that were disbursed to the Contractor by the Department or Customer. The Contractor must return any overpayment within 40 calendar days after either discovery by the Contractor, its independent auditor, or notification by the Department or Customer of the overpayment. Page 6 of 15 SECTION 4. CONTRACT MANAGEMENT. 4.1 Composition and Priority. The Contractor agrees to provide commodities or contractual services to the Customer within the manner and at the location specified in the Purchase Order and any attachments to the Purchase Order. 4.2 Notices. All notices required under the Contract must be delivered to the designated Contract Manager by certified mail, return receipt requested, by reputable air courier service, email, or by personal delivery, or as otherwise identified by the Department. 4.3 Department's Contract Manager. The Department's Contract Manager, is primarily responsible for the Department's oversight of the Contract. In the event that the Department changes the Contract Manager, the Department will notify the Contractor. Such a change does not require an amendment to the Contract. 4.4 Contractor's Contract Manager. The Contractor's Contract Manager is primarily responsible for the Contractor's oversight of the Contract performance. In the event that the Contractor changes its Contract Manager, the Contractor will notify the Department. Such a change does not require an amendment to the Contract. 4.5 Diversity Reporting. The State of Florida supports its diverse business community by creating opportunities for woman-, veteran-, and minority-owned small business enterprises to participate in procurements and contracts. The Department encourages supplier diversity through certification of woman-, veteran-, and minority-owned small business enterprises, and provides advocacy, outreach, and networking through regional business events. For additional information, please contact the Office of Supplier Diversity (OSD) at osdinfo@dms.myflorida.com. Upon request, the Contractor will report to the Department its spend with business enterprises certified by the OSD. These reports must include the time period covered, the name and Federal Employer Identification Number of each business enterprise utilized during the period, commodities and contractual services provided by the business enterprise, and the amount paid to the business enterprise on behalf of each Customer purchasing under the Contract. 4.6 RESPECT. Subject to the agency determination provided for in Section 413.036, F.S., the following statement applies: IT IS EXPRESSLY UNDERSTOOD AND AGREED THAT ANY ARTICLES THAT ARE THE SUBJECT OF, OR REQUIRED TO CARRY OUT, THIS CONTRACT SHALL BE PURCHASED FROM A NONPROFIT AGENCY FOR THE BLIND OR FOR THE SEVERELY HANDICAPPED THAT IS QUALIFIED PURSUANT TO CHAPTER 413, FLORIDA STATUTES, IN THE SAME MANNER AND UNDER THE SAME PROCEDURES SET FORTH IN SECTION 413.036(1) AND (2), FLORIDA STATUTES; AND FOR PURPOSES OF THIS CONTRACT THE PERSON, FIRM, OR OTHER BUSINESS ENTITY CARRYING OUT THE PROVISIONS OF THIS CONTRACT SHALL BE DEEMED TO BE SUBSTITUTED FOR THE STATE AGENCY INSOFAR AS DEALINGS WITH SUCH QUALIFIED NONPROFIT AGENCY ARE CONCERNED. Page 7 of 15 Additional information about the designated nonprofit agency and the commodities or contractual services it offers is available at http://www.respectofflorida.org. 4.7 PRIDE. Subject to the agency determination provided for in Sections 946.515 and 287.042(1), F.S., the following statement applies: IT IS EXPRESSLY UNDERSTOOD AND AGREED THAT ANY ARTICLES WHICH ARE THE SUBJECT OF, OR REQUIRED TO CARRY OUT, THIS CONTRACT SHALL BE PURCHASED FROM THE CORPORATION IDENTIFIED UNDER CHAPTER 946, F.S., IN THE SAME MANNER AND UNDER THE SAME PROCEDURES SET FORTH IN SECTION 946.515(2) AND (4), F.S.; AND FOR PURPOSES OF THIS CONTRACT THE PERSON, FIRM, OR OTHER BUSINESS ENTITY CARRYING OUT THE PROVISIONS OF THIS CONTRACT SHALL BE DEEMED TO BE SUBSTITUTED FOR THIS AGENCY INSOFAR AS DEALINGS WITH SUCH CORPORATION ARE CONCERNED. Additional information about PRIDE and the commodities or contractual services it offers is available at http://www.pride-enterprises.org. SECTION 5. COMPLIANCE WITH LAWS. 5.1 Department of State Registration. The Contractor and any subcontractors that assert corporate status must provide the Department with conclusive evidence, per section 607.0127, F.S., of a certificate of status, not subject to qualification, if a Florida business entity, or of a certificate of authorization if a foreign business entity and maintain such status or authorization through the life of the Contract and any resulting contract or purchase order. 5.2 Convicted and Discriminatory Vendor Lists. In accordance with sections 287.133 and 287.134, F.S., an entity or affiliate who is on the Convicted Vendor List or the Discriminatory Vendor List may not perform work as a contractor, supplier, subcontractor, or consultant under the Contract. The Contractor must notify the Department if it or any of its suppliers, subcontractors or consultants have been placed on the Convicted Vendor List or the Discriminatory Vendor List during the term of the Contract. 5.3 Contractor Certification. If the Contract exceeds $1,000,000.00 in total, not including renewal years, Contractor certifies that it is not listed on either the Scrutinized Companies with Activities in Sudan List, the Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List, or the Scrutinized Companies that Boycott Israel List created pursuant to sections 215.473, F.S. and 215.4725 F.S, respectively. Pursuant to section 287.135(5), F.S., and 287.135(3), F.S., Contractor agrees the Department may immediately terminate the Contract for cause if the Contractor is found to have submitted a false certification or if Contractor is placed on the Scrutinized Companies with Activities in Sudan List, the Scrutinized Companies with Activities in the Iran Petroleum Energy Sector List, or the Scrutinized Companies that Boycott Israel List, or is engaged in a boycott of Israel during the term of the Contract. 5.4 Cooperation with Inspector General. Pursuant to subsection 20.055(5), F.S., Contractor, and any subcontractor to the Contractor, understand and will comply with their duty to cooperate with the Inspector General in any investigation, audit, inspection, review, or hearing. Upon request of the Inspector General or Page 8 of 15 any other authorized State official, the Contractor must provide any type of information the Inspector General deems relevant to the Contractor's integrity or responsibility. Such information may include, but will not be limited to, the Contractor's business or financial records, documents, or files of any type or form that refer to or relate to the Contract. The Contractor will retain such records for five years after the expiration of the Contract, or the period required by the General Records Schedules maintained by the Florida Department of State (available at: http://dos.myflorida.com/library-archives/records-management/general- records-schedules/), whichever is longer. The Contractor agrees to reimburse the State of Florida for the reasonable costs of investigation incurred by the Inspector General or other authorized State of Florida official for investigations of the Contractor's compliance with the terms of this or any other agreement between the Contractor and the State of Florida which results in the suspension or debarment of the Contractor. Such costs will include, but will not be limited to: salaries of investigators, including overtime; travel and lodging expenses; and expert witness and documentary fees. SECTION 6. MISCELLANEOUS. 6.1 Notice of Legal Actions. The Contractor must notify the Department of any legal actions filed against it for a violation of any laws, rules, codes, ordinances or licensing requirements within 30 days of the action being filed. The Contractor must notify the Department of any legal actions filed against it for a breach of a contract of similar size and scope to this Contract within 30 days of the action being filed. Failure to notify the Department of a legal action within 30 days of the action will be grounds for termination for cause of the Contract. 6.2 Subcontractors. All contactors, dealers, and resellers authorized by the Department, as shown on the dedicated Contractor NASPO ValuePoint website, are approved to provide sales and service support to participants in the Master Agreement. The Contractor's dealer participation will be in accordance with the terms and conditions set forth in the Master Agreement. The Contractor is fully responsible for satisfactory completion of all subcontracted work. The Department supports diversity in its procurements and contracts, and requests that Contractor offer subcontracting opportunities to certified woman-, veteran-, and minority-owned small businesses. The Contractor may contact the OSD at osdhelp(a-).dms.myflorida.com for information on certified small business enterprises available for subcontracting opportunities. 6.3 Assignment. The Contractor will not sell, assign or transfer any of its rights, duties or obligations under the Contract without the prior written consent of the Department. In the event of any assignment, the Contractor remains secondarily liable for performance of the Contract. The Department may assign the Contract to another state agency. 6.4 Independent Contractor. The Contractor and its employees, agents, representatives, and subcontractors are not employees or agents of the Department and are not entitled to the benefits of State of Florida employees. The Department will not be bound by any acts or conduct of the Contractor or its employees, agents, representatives, or subcontractors. The Contractor agrees to include this provision in all of its subcontracts under the Contract. 6.5 Ombudsman. A Vendor Ombudsman has been established within the Department of Financial Services. The duties of this office are found in section 215.422, F.S., which include disseminating information relative to prompt payment and assisting contractors in receiving their payments in Page 9 of 15 a timely manner from a Customer. The Vendor Ombudsman may be contacted at (850) 413- 5516. 6.6 Information Technology Standards Pursuant to sections 282.0051 and 282.318, F.S., the Agency for State Technology (AST) is to establish standards for the implementation and management of information technology resources. Vendors agree to cooperate with the state agency in furtherance of the state agency's efforts to comply with AST standards, established in Rule Chapter 74, F.A.C, as applicable. SECTION 7. WORKERS' COMPENSATION AND GENERAL LIABILITY INSURANCE, AND INDEMNIFICATION 7.1 Workers' Compensation Insurance. To the extent required by law, the Contractor must be self-insured against, or must secure and maintain during the life of the contract, Worker's Compensation Insurance for all its employees connected with the work of this project, and in case any work is subcontracted, the Contractor must require the subcontractor similarly to provide Worker's Compensation Insurance for all of the latter's employees unless such employees engaged in work under the resulting contract are covered by the Contractor's insurance program. Self-insurance or insurance coverage must comply with the Florida Worker's Compensation law. In the event hazardous work is being performed by the Contractor under the resulting contract or purchase order and any class of employees performing the hazardous work is not protected under Worker's Compensation statutes, the Contractor must provide, and cause each subcontractor to provide adequate insurance satisfactory to the Department for the protection of employees not otherwise protected. 7.2 General Liability Insurance. The Contractor must secure and maintain Commercial General Liability Insurance including bodily injury, property damage, product-liability, personal & advertising injury and completed operations. This insurance must provide coverage for all claims that may arise from the services, and operations completed under the Contract and any resulting contract or purchase order, whether such services or operations are by the Contractor or anyone directly or indirectly employed by them. Such insurance must include a Hold Harmless Agreement in favor of the State of Florida and also include the State of Florida as an Additional Named Insured for the entire length of the Contract and any resulting contract or purchase order. The Contractor is responsible for determining the minimum limits of liability necessary to provide reasonable financial protections to the Contractor and the State of Florida under the Contract and any resulting contract or purchase order. All insurance policies must be with insurers licensed or eligible to transact business in the State of Florida. The Contractor's current certificate of insurance must contain a provision that the insurance must not be canceled for any reason except after thirty (30) days written notice to the Department's Contract Manager. The Contractors must submit insurance certificates evidencing such insurance coverage prior to execution of a contract with the Department. The Contractor must require its insurance carrier to add the Department to the insurance policies as an additional insured, as provided below: Florida Department of Management Services Page 10 of 15 c/o Division of State Purchasing . 4050 Esplanade Way, Suite 36060 Tallahassee, Florida 32399-0950 SECTION 8. PUBLIC RECORDS, TRADE SECRETS, DOCUMENT MANAGEMENT AND INTELLECTUAL PROPERTY. 8.1 Public Records. The Department may unilaterally cancel this Contract for refusal by the Contractor to comply with this section by not allowing public access to all documents, papers, letters or other material made or received by the Contractor in conjunction with the Contract, unless the records are exempt from section 24(a) of Article I of the State Constitution and section 11 9.07(l), F.S. Solely for the purposes of this section the contract manager is the agency custodian of public records, unless another is designated per (e), below. If, under a resulting contract or purchase order, the Contractor is providing services and is acting on behalf of a public agency, as provided by section 119.0701, Florida Statutes. The Contractor shall: (a) Keep and maintain public records required by the public agency to perform the service; (b) Upon request from the public agency's custodian of public records, provide the public agency with a copy of the requested records or allow the records to be inspected or copied within reasonable time and at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes, or as otherwise provided by law; (c) Ensure that public records that are exempt or confidential and exempt from public records disclosure are not disclosed except as authorized by law for the duration of the contract term and following the completion of the contract if the contractor does not transfer the records to the public agency; (d) Upon completion of the contract, transfer, at no cost, to the public agency all public records in possession of the Contractor or keep and maintain public records required by the public agency to perform the service. If the contractor transfers all public records to the public agency upon completion of the contract, the contractor shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. If the contractor keeps and maintains public records upon completion of the contract, the contractor shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to the public agency, upon request from the public agency's custodian of public records, in a format that is compatible with the information technology systems of the public agency; and (e) IF THE CONTRACTOR HAS QUESTIONS REGARDING THE APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE CONTRACTOR'S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS CONTRACT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT THE TELEPHONE NUMBER, EMAIL ADDRESS AND MAILING ADDRESS PROVIDED IN THE RESULTING CONTRACT OR PURCHASE ORDER. 8.2 Protection of Trade Secrets or Confidential Information. If the Contractor considers any portion of materials made or received in the course of performing the Contract ("contract -related materials") to be trade secret under section 812.081, F.S., or otherwise confidential under Florida or federal law, the Contractor must Page 11 of 15 clearly designate that portion of the materials as "confidential" when submitted to the Department. If the Department receives a public records request for contract -related materials designated by the Contractor as "confidential," the Department will provide only the portions of the contract -related materials not designated as "confidential." If the requester asserts a right to examine contract -related materials designated as "confidential," the Department will notify the Contractor. The Contractor will be responsible for responding to and resolving all claims for access to contract -related materials it has designated "confidential." If the Department is served with a request for discovery of contract -related materials designated "confidential," the Department will promptly notify the Contractor about the request. The Contractor will be responsible for filing the appropriate motion or objection in response to the request for discovery. The Department will provide materials designated "confidential" only if the Contractor fails to take appropriate action, within timeframes established by statute and court rule, to protect the materials designated as "confidential" from disclosure. The Contractor will protect, defend, and indemnify the Department for claims, costs, fines, and attorney's fees arising from or relating to its designation of contract -related materials as "confidential." 8.3 Document Management. The Contractor must retain sufficient documentation to substantiate claims for payment under the Contract and all other records, electronic files, papers and documents that were made in relation to this Contract. Contractor must retain all documents related to the Contract for five years after expiration of the Contract, or, if longer, the period required by the General Records Schedules maintained by the Florida Department of State available at: http://dos.myflorida.com/library-archives/records-management/gerieraI-records-schedules/. SECTION 9. DATA SECURITY AND SERVICES. 9.1 Warranty of Security. Unless otherwise agreed in writing, the Contractor and its subcontractors will not perform any of the services from outside of the United States, and the Contractor will not allow any State of Florida Data to be sent by any medium, transmitted or accessed outside of the United States. Notwithstanding any provision of this Contract to the contrary, the Contractor must notify the Department as soon as possible, in accordance with the requirements of section 501.171, F.S., and in all events within one (1) business day in the event Contractor discovers any Data is breached, any unauthorized access of Data occurs (even by persons or companies with authorized access for other purposes), any unauthorized transmission of Data or any credible allegation or suspicion of a material violation of the above. This notification is required whether the event affects one agency/customer or the entire population. The notification must be clear and conspicuous and include a description of the following: (a) The incident in general terms. (b) The type of information that was subject to the unauthorized access and acquisition. (c) The type and number of entities who were, or potentially have been affected by the breach. (d) The actions taken by the Contractor to protect the Data from further unauthorized access. However, the description of those actions in the written notice may be general so as not to further increase the risk or severity of the breach. 9.2 Remedial Measures. Page 12 of 15 Upon becoming aware of an alleged security breach, Contractor's Contract Manager must set up a conference call with the Department's Contract Manager. The conference call invitation must contain a brief description of the nature of the event. When possible, a 30 minute notice will be given to allow Department personnel to be available for the call. If the designated time is not practical for the Department, an alternate time for the call will be scheduled. All available information must be shared on the call. The Contractor must answer all questions based on the information known at that time and answer additional questions as additional information becomes known. The Contractor must provide the Department with final documentation of the incident including all actions that took place. If the Contractor becomes aware of a security breach or security incident outside of normal business hours, the Contractor must notify the Department's Contract Manager and in all events, within one business day. 9.3 Indemnification (Breach of Warranty of Security). The Contractor agrees to defend, indemnify and hold harmless the Department, Customer, the State of Florida, its officers, directors and employees for any claims, suits or proceedings related to a breach of the Warranty of Security. The Contractor will include credit monitoring services at its own cost for those individuals affected or potentially affected by a breach of this warranty for a two year period of time following the breach. 9.4 Annual Certification. The Contractor is required to submit an annual certification demonstrating compliance with the Warranty of Security to the Department by December 31 of each Contract year. SECTION 10. GRATUITIES AND LOBBYING. 10.1 Gratuities. The Contractor will not, in connection with this Contract, directly or indirectly (1) offer, give, or agree to give anything of value to anyone as consideration for any State of Florida officer or employee's decision, opinion, recommendation, vote, other exercise of discretion, or violation of a known legal duty, or (2) offer, give, or agree to give to anyone anything of value for the benefit of, or at the direction or request of, any State of Florida officer or employee. 10.2 Lobbying. In accordance with sections 11.062 and 216.347, F.S., Contract funds are not for the purpose of lobbying the Legislature, the judicial branch, or the Department. Pursuant to subsection 287.058(6), F.S., the Contract does not prohibit the Contractor from lobbying the executive or legislative branch concerning the scope of services, performance, term, or compensation regarding the Contract, after the Contract execution and during the Contract's term. SECTION 11. CONTRACT MONITORING. 11.1 Financial Consequences of Non -Performance. If the corrective action plan is unacceptable to the Department or Customer, or fails to remedy the performance deficiencies, the Contractor will be assessed a non-performance retainage equivalent to 10% of the total invoice amount or as specified in the Contract. The retainage will be applied to the invoice for the then -current billing period. The retainage will be withheld until the Contractor resolves the deficiency. If the deficiency is subsequently resolved, the Contractor may invoice the Customer for the retained amount during the next billing period. If the Contractor is unable to resolve the deficiency, the funds retained will be forfeited. SECTION 12. CONTRACT AUDITS. 12.1 Payment Audit. Page 13 of 15 Records of costs incurred under terms of the Contract will be maintained. Records of costs incurred will include the Contractor's general accounting records, together with supporting documents and records of the Contractor and all subcontractors performing work, and all other records of the Contractor and subcontractors considered necessary by the Department, State of Florida's Chief Financial Officer or the Office of the Auditor General for audit. SECTION 13. BACKGROUND SCREENING AND SECURITY. 13.1 E -Verify. In accordance with Executive Order 11-116., the Contractor agrees to utilize the U.S. Department of Homeland Security's E -Verify system to verify the employment eligibility of all new employees hired during the term of the Contract for the services specified in the Contract. The Contractor must also include a requirement in subcontracts that the subcontractor must utilize the E -Verify system to verify the employment eligibility of all new employees hired by the subcontractor during the Contract term. In order to implement this provision, the Contractor must provide a copy of its DHS Memorandum of Understanding (MOU) to the Contract Manager within five days of Contract execution. If the Contractor is not enrolled in DHS E - Verify System, it will do so within five days of notice of Contract award, and provide the Contract Manager a copy of its MOU within five days of Contract execution. The link to E - Verify is provided below. http://www.uscis.gov/e-verify. Upon each Contractor or subcontractor new hire, the Contractor must provide a statement within five days to the Contract Manager identifying the new hire with its E -Verify case number. 13.2 Disqualifying Offenses. If at any time it is determined that a person has a criminal misdemeanor or felony record regardless of adjudication (e.g., adjudication withheld, a plea of guilty or nolo contendere, or a guilty verdict) within the last six years from the date of the court's determination for the crimes listed below, or their equivalent in any jurisdiction, the Contractor is required to immediately remove that person from any position with access to State of Florida Data or directly performing services under the Contract. The disqualifying offenses are as follows: (a) Computer related or information technology crimes (b) Fraudulent practices, false pretenses and frauds, and credit card crimes (c) Forgery and counterfeiting (d) Violations involving checks and drafts (e) Misuse of medical or personnel records (f) Felony theft 13.3 Communications and Confidentiality. The Contractor agrees that it will make no statements, press releases, or publicity releases concerning the Contract or its subject matter or otherwise disclose or permit to be disclosed any of the data or other information obtained or furnished in compliance with the Contract, or any particulars thereof, during the period of the Contract, without first notifying the Department's Contract Manager or the Department designated contact person and securing prior written consent. The Contractor must maintain confidentiality of all confidential data, files, and records related to the services and commodities provided pursuant to the Contract and must comply with all state and federal laws, including, but not limited to sections 381.004, 384.29, 392.65, and 456.057, F.S. The Contractor's confidentiality procedures must be consistent with the most recent version of the Department security policies, protocols, and procedures. The Contractor must also comply with any applicable professional standards with respect to confidentiality of information. Page 14 of 15 Alternate Contract Source No. 43230000 -NAS PO -16 -ACS EXHIBIT B FLORIDA SPECIAL CONTRACT CONDITIONS This Exhibit contains the Special Contract Conditions. If a conflict exists between the Special Contract Conditions and the General Contract Conditions, the Special Contract Conditions shall take precedence over the General Contract Conditions unless the conflicting term in the General Contract Conditions is required by Florida law, in which case the General Contract Conditions term will take precedence. Special Contract Conditions are as follows: Section 1 Delays and Complaints Delivery delays and service complaints will be monitored on a continual basis. Documented inability to perform under the conditions of the contract, via the established Complaint to Vendor process (PUR 7017 form), may result in default proceedings and cancellation. Section 2 Monthly Transaction Fee Report The Contractor is required to submit monthly Transaction Fee Reports electronically through MFMP VIP. All such reports and payments shall be subject to audit. Failure to comply with the payment of the Transaction Fees or reporting of transactions shall constitute grounds for declaring the Contractor in default and subject the Contractor to exclusion from business with the State of Florida. For information on how to submit Transaction Fee Reports online, please reference the detailed fee reporting instructions and Vendor training presentations available online through MFMP U on the MyFloridaMarketPlace website (located at http://dms.myflorida.com/mfmp). Assistance is also available from the MyFloridaMarketPlace Customer Service Desk at feeprocessing@myfloridamarketplace.com or 866-FLA-EPRO (866-352-3776) between the hours of 8:00 AM to 6:00 PM, Eastern Time. Section 3 Quarterly Sales Reports Each Contractor shall submit a sales report to the Department on a Quarterly basis. Contract Sales Reports must include the Contractor's name, the dates of Quarter covered, each Customer's name, services provided (to include identification of the cloud solution and service model), and the amount paid by the Customer. Initiation and submission of the Contract Sales Reports are to be the responsibility of the Contractor. The Contractor will submit the completed Sales Report forms by email to the Department Contract Manager no later than the due date indicated in Section 10. Submission of these reports is considered a material requirement of this Contract and the Contractor. Failure to provide quarterly sales reports, including those indicating no sales, within thirty (30) calendar days following the end of each quarter (January, April, July and October) is considered as Non -Performance by the Contractor. Exceptions may be made if a delay in submitting reports is attributable to circumstances that are clearly beyond the control of the Contractor. The burden of proof of unavoidable delay shall rest with the Contractor and shall be supplied in a written form and submitted to the Department. Page 15 of 15 The Department reserves the right to request additional sales information as needed. Section 4 Quarterly Reporting Timeframes Quarterly reporting timeframes coincide with the State Fiscal Year as follows: Quarter 1 - (July -September) — Due by October 10 Quarter 2 - (October -December) — Due by January 10 Quarter 3 - (January -March) — Due by April 10 Quarter 4 - (April -June) — Due by July 10 Section 5 Business Review Meetings The Department reserves the right to schedule business review meetings as frequently as necessary. The Department will provide the format for the Contractor's agenda. Prior to the meeting, the Contractor shall submit the completed agenda to the Department for review and acceptance. The Contractor shall address the agenda items and any of the Department's additional concerns at the meeting. Failure to comply with this section may result in the Contractor being found in default and contract termination. THE REMAINDER OF THIS PAGE IS INTENTIONALLY LEFT BLANK. CITY OF y \S L ES 40 REFERENCE QUESTIONNAIRE Proposer: OpenGov The above named proposer has provided us with your information as a reference. We would appreciate you providing the information requested below as well as any other information you feel is pertinent. Reference Information Contact Name/Title: Vivian Cao, Budget Director Agency: City of North Miami Email: vcao@northmiamifl.gov Phone: 3058959894 Questions 1. How long have you been using the software, and what is your ERP system that it integrates with? The city has been using the software for the past 4 years and it integrates with Tyler/EDEN 2. How was the implementation process for your agency? How long did it take? was not part of the implementation, but I understand that the implementation was easy 3. What significant benefits have you realized since implementing the software? Ability to easily download/upload data and create reports 4. Have you identified any shortcomings in the software? If yes, please explain. None 5. Was training provided? If so, how would you rate it? Yes and availability of training for new updates 6. How would you rate their customer service for help or support after implementation? Excellent 7. Overall, what is your level of satisfaction with the software? Excellent 8. Is there anything else about your experience with the software or vendor that may help us make a decision? Their customer service is excellent as well their response with might encounter *This form must be completed and signed by the person providing the reference. Digitally signed by Vivian Cao Signature: Vivian Cao Date: 2023.02.1511:38:38 -05'00' CITY op _ \SLES6' N cn _v < _ REFERENCE QUESTIONNAIRE Proposer: OpenGov The above named proposer has provided us with your information as a reference. We would appreciate you providing the information requested below as well as any other information you feel is pertinent. Reference Information Contact Name/Title: Erjeta Diamanti, Budget Director Agency: City of Pompano Beach Email: erjeta.diamanti@copbfl.com Phone: 954-786-4065 Questions 1. How long have you been using the software, and what is your ERP system that it integrates with? Financial Transparency since 2014, Budget and Planning since June 2018 . It intergrates with Sun-guard/Naviline. 2. How was the implementation process for your agency? How long did it take? I think it went smoothly. We procured a few other modules and each department utilizing the respective module was responsible for the implementation and deployment of it. OpenGov made sure to keep the process running and ensuring the modules were implemented within the established timeline. 3. What significant benefits have you realized since implementing the software? Departments submit their proposals for the following FY via the software; monitoring via dashboards, easy to run reports especially budget to actuals for prior years (historical data since 2013); time reduction on salaries and benefits projections and loading the budget in Naviline. We are aiming to publish a digital budget book in the near future. 4. Have you identified any shortcomings in the software? If yes, please explain. One of the issues we have experienced more frequently is the integration software. Naviline wrote the software for the City and we had to modify it a few times to make sure the data was integrated accordingly. OpenGov has assisted to solve the issue by adding the missing reference years. 5. Was training provided? If so, how would you rate it? Yes, training was provided for admin and users. Also training materials were provided for future years. Training was very efficient and informative. received positive feedback from all the users/departments. 6. How would you rate their customer service for help or support after implementation? Very helpful. They prioritize and resolve the issue on time, and follow up with staff to ensure that the issue has been resoved. 7. Overall, what is your level of satisfaction with the software? Very satisfied. 8. Is there anything else about your experience with the software or vendor that may help us make a decision? OpenGov releases updates on their suites often and they engage the customers to provide feedback and be part of the process. They organize yearly meetings with other municipalities in the area to share their experiences and learn from each other. OpenGov staff provides recommendations for improvements and ideas on how you could enhance the final product. *This form must be completed and signed by the person providing the reference. Signature: CITY OF A \SLES6� J,J REFERENCE QUESTIONNAIRE Proposer: Questica Software Ltd. The above named proposer has provided us with your information as a reference. We would appreciate you providing the information requested below as well as any other information you feel is pertinent. Reference Information Contact Name/Title: Lisa Walden/ Financial Reporting Manager Agency: City of Palm Beach Gardens/Finance Email: Iwalden@pbgfl.com Phone: 561-799-4157 Questions 1. How long have you been using the software, and what is your ERP system that it integrates with? 1 Year, Tyler Technologies Eden 2. How was the implementation process for your agency? How long did it take? The process went very well in my opinion. It took approximately 6 months. 3. What significant benefits have you realized since implementing the software? Accuracy in budgeting especially payroll, ease of use for department users, ease of use for residents 4. Have you identified any shortcomings in the software? If yes, please explain. more options when creating reports (something OpenGov is currently working to improve), the need for java script to enhance look and feel of budget (OpenGov staff is good at helping with) 5. Was training provided? If so, how would you rate it? Yes. Very Good. Teams or Zoom (can't remember which) was held for all departmental staff users 6. How would you rate. their customer service for help or support after implementation? Excellent!! Looking forward to utilizing the software for different applications 7. Overall, what is your level of satisfaction with the software? Excellent!! Looking forward to utilizing the software for different applications 8. Is there anything else about your experience with the software or vendor that may help us make a decision? Implementation is very important. Especially setup of chart of accounts. Don't be afraid to utilize the software rather than doing a lot of cut and past from other applications. Vendor is very mindful of support for it's customers. *This form must be completed and signed by the person providing the reference. Digitally signed by Lisa M Si nature: Lisa M Walden Walden g Date: 2023.02.25 13:29:49 -05'00' P • FLS7 .. TO: VIA: FROM: DATE: RE: RECOMMENDATION: City of Sunny Isles Beach 18070 Collins Avenue Sunny Isles Beach, Florida 33160 (305) 947-0606 City Hall (305) 949-3113 Fax MEMORANDUM Honorable Mayor and City Commissioners Stan Morris, City Manager Tiffany D. Neely, Finance Director November 16, 2023 Purchase Budget Software Staff recommends approval of the resolution. REASONS: The current budget development and monitoring process is not efficient. It relies heavily on Excel, but also includes Word, and PDF documents, which has proven to be time consuming due to the volume of information to manage and numerous formulas to maintain. There is also double entry required in some instances. The personnel budget is developed manually in Excel utilizing formulas to calculate the wage -based compensation costs which are entered individually into the financial system software and increases the chance of errors. Date -based calculations such as merit increases according to anniversary dates and being able to present different scenario -based projections is lacking. Capital planning is also done manually in Excel, which makes it difficult to track capital project costs across years as well as across categories or subcategories. Reporting is limited and can be time consuming because it requires a great amount of data manipulation to create budget to actual comparisons in an easy -to -understand format. There are also no performance dashboards for management and no easy way to tie strategic plan initiatives to budgeted revenues and expenditures. As a result, the process is lacking in many ways. Due to these reasons, Finance started the evaluation process to purchase budgeting software that can integrate with our financial system software (MCSJ) and help standardize, automate, and brin€ Item Number: 10.0 accuracy and efficiency throughout the entire budgeting process. Another goal was finding better and more effective ways for the city to communicate its budget, strategic plan, and capital projects, as well as creating a digital budget book in an ADA -compliant format for state compliance. This will allow foi greater transparency in line with the City Manager and the City Commission's goals. Finance Director Tiffany Neely and Assistant City Manager Audra Curts-Whann met with the following three vendors in January and February 2023 to evaluate their budgeting software solutions: 1. OpenGov 2. Questica (Euna Solutions) 3. ClearGov It was determined after meeting with ClearGov that their personnel budgeting solution did not meet the City's needs (i.e., it did not have position control) so this vendor was no longer considered in the evaluation process. After reviewing OpenGov and Questica, we felt that both were viable options; both software package were competitive with favorable references. However, in the early part of 2023, Questica did not have a digital budget book solution which we thought was important to have as an option for future consideration so OpenGov was placed at the top of the list. Due to the budget software not being budgeted and the short timeframe before the start of the current budget season in April 2023, we decided to wait on proceeding with the budget software. Once the budget was approved in September, we proceeded with scheduling refresher demos with Questica (which introduced a digital book in late August) and OpenGov in September 2023. CIC Derrick Arias, was included in the process to assess the software from an IT standpoint. After the demos and IT assessments, OpenGov was selected as the vendor of choice for the followinE reasons: • OpenGov has a local representative who is very familiar with the City of Sunny Isles Beach arei and demographics. This is important because we believe it will provide a personalized and higher level of customer service. • OpenGov has regular local user training forums which serves two purposes: to provide training to users on new features and obtain user feedback on how to make the software better. We attended their user forum in Fort Lauderdale on 12/12/22 although we were not a current Item Number: 10.0 customer and obtained firsthand feedback from their current customers and users. The city of Fort Lauderdale, North Miami, and Palm Beach Gardens were in attendance to name a few. • OpenGov can integrate with the City's financial system software - MCSJ. We spoke with the Cit) of Apopka on 10/27/03 who has the same on -premise version of MCSJ which integrates wit[ the OpenGov budget software. The City's Chief Information Officer, Derrick Arias, spoke wit[ their IT Director, Robert Hippler. Robert was able to answer all questions and stated that the integration with MCSJ was easy and went smoothly. Questica could not provide any customer! utilizing their software that included an integration with the financial software — MCSJ. We felt this was critical and the final deciding factor in our evaluation since it proves that OpenGov can successfully integrate with our current software eliminating duplicate entry in two systems. The City of Apopka is also a resource to assist and answer any questions we may have during our integration process if necessary. We also received favorable responses from OpenGov references — City of Palm Beach Gardens, Nort[ Miami and Pompano Beach. OpenGov: Meeting Timeline • January 24, 2023- Budgeting & Planning Demo o Attendees: Tiffany & Audra • February 9, 2023- Scoping Call o Attendees: Tiffany & Audra • March 2, 2023 - Implementation & Pricing Proposal o Attendees: Tiffany & Audra • March 8, 2023 - Executive Proposal o Attendees: Tiffany & Audra • September 20, 2023 - Budgeting & Planning w/t Reporting & Transparency Demo o Attendees: Tiffany & Audra & Derrick & Natalie • September 21, 2023 - Scoping & Implementation Call o Attendees: Tiffany & Audra • September 25, 2023 - IT Review o Attendees: Tiffany & Audra & Derrick The proposed cost of $228,985.58 is for a term of 3 years broken down as follows: • Term 1 - $109,349.02 (software $46,284.06 for 10 months and training & implementation $63,064.96) • Term 2 - $58,359.69 (5% increase) • Term 3 - $61,276.87 (5% increase) Item Number: 10.0 ADDITIONAL INFORMATION: OpenGov: • is a USA -based company that only sells to the government and has a hyper -focus on building the best -in -class government solutions. OpenGov is a cloud -first and cloud -only solution. Many vendors claim to be cloud but are usually legacy hosted with a .net tech stack, so it is not true SaaS/designed for the cloud; • will integrate with the city's chart of accounts helping to standardize and automate the entire budget process, reducing budget process completion time by up to 50%, and supporting the ability to conduct different workforce scenarios supporting union negotiations, and long-term personnel forecasting. It can also marry budgeting, reporting, and communications on a single platform and shift to performance-based budgeting with a focus on outcomes by tracking relevant KPIs to keep departments, elected officials, and the public informed. Workforce planning accuracy helps find roughly on average 1% of the city's budgets for other projects; • will also produce a Digital Interactive Online Publication tying in Key Performance Metrics Budget book, Strategic Plan, and Capital Projects, all in ADA compliance. Many vendors ar limited to only one -use case which is a budget book that is not integrated and must use 3rd party vendors to accomplish that; • integration with Edmunds' MCSJ financial software will bring accuracy and efficiency to the budget process while helping to accomplish the city's transparency goals. FUNDING SOURCE: Funds have been appropriated in 001-2-5130-431000-0000 and 001-2-5160-434050-00000. ATTACHMENTS: Resolution Quote Plan Letter - B&P NASPO Addendum with Carahsoft Reference Questionnaire - City of North Miami Reference Questionnaire - City of Pompano Beach Reference Questionnaire - Town of Palm Beach Gardens Item Number: 10.0