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resolution.council.019-21
RESOLUTION #019 (Series of 2021) A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ASPEN,COLORADO,APPROVING A PROPOSED CONTRACT BETWEEN THE CITY OF ASPEN AND AVOCETTE,AND AUTHORIZING THE CITY MANAGER TO EXECUTE A FINAL CONTRACT ON BEHALF OF THE CITY OF ASPEN,COLORADO. WHEREAS,there has been submitted to City Council a proposed contract between the City of Aspen and Avocette,which is attached herein as Attachment A; NOW,THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF ASPEN,COLORADO. That the City Council of the City of Aspen hereby approves the entry into a Contract for the support and enhancement of the Salesforce system for permits; land use planning;contractor licensing; and professional certifications, between the City of Aspen and Avocette,a copy of which is attached hereto, and does herby authorize the City Manager to execute a final contract on behalf of the City of Aspen in substantially the form attached hereto,subject to the approval of the City Manager and the City Attorney. INTRODUCED, READ,AND ADOPTED by the City Council of the City of Aspen on the 23rd day of February 2021. Torre, Mayor I, Nicole Henning,duly appointed and acting City Clerk do certify that the foregoing is a true and accurate copy of the resolution adopted by the City Council of the City of Aspen,Colorado,at a meeting held, February 23, 2021. ` f Nicole Henning,City Clerk DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A ATTACHMENT A Contract between the City of Aspen and Avocette DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A 1 � �R '14 % CITY OF ASPEN STANDARD FORM OF AGREEMENT v 2009 CITY OFASPEN PROFESSIONAL SERVICES City of Aspen Contract No.: 2020-106 AGREEMENT made as of 26h day of February,2021. BETWEEN the City: Contract Amount: The City of Aspen /Phillip Supino, Comm Dev Director 130 South Galena Street Total: $200,000, with a City option to Aspen, Colorado 81611 renew ongoing support annually for 2 Phone: 970-429-2767 additional years If this Agreement requires the City to pay And Professional: an amount of money in excess of $50,000.00 it shall not be deemed valid until it has been approved by the City vocette,C/O Darrel Drab Council of the City of Aspen. Vice President,Product Integration 22 Sixth Street City Council Approval: ew Westminster, BC V3L 3B2 elephone: 604.395.6000 Date:_ ax: 604.395.6004 Resolution No.: For the Following Project: Salesforce ongoing support; Lightning assessment; customer portal rebuild; and Lightning migration tasks Exhibits appended and made a part of this Agreement: Exhibit A: Scope of Work Exhibit B: Fee and Expense Schedule Exhibit C: Avocette Services Agreement Agreement Professional Services Page 1 DocuSign Envelope ID: 1FCOC420-962A-42D9-85CF-DE911A3E539A The City and Professional(Avocette) agree as set forth below. 1. Scope of Work. Professional and its partner Clariti, Inc., shall perform in a competent and Professional manner the Statement of Work as set forth at Exhibit A attached hereto and by this reference incorporated herein. 2. Completion: Standard of Performance. Professional is obligated to fulfill the full Scope of Work included in this contract. Professional shall commence Work immediately upon receipt of a written Notice to Proceed from the City and complete all phases of the Scope of Work as expeditiously as is consistent with Professional skill and care and the orderly progress of the Work in a timely manner. The parties anticipate that all Work pursuant to this Agreement shall be completed no later than December 31, 2021. Upon request of the City, Professional shall submit, for the City's approval, a schedule for the performance of Professional's services which shall be adjusted as required as the project proceeds, and which shall include allowances for periods of time required by the City's project manager for review and approval of submissions and for approvals of authorities having jurisdiction over the project. This schedule, when approved by the City, shall not, except for reasonable cause, be exceeded by Professional. Except as may otherwise be provided in a Scope of Work, the City shall have the right to promptly test and inspect whether each deliverable due under the Scope of Work conforms to the requirements of this Agreement in all material respects. If a Deliverable does not so conform, the City must give Professional notice describing the non-conformity ("Rejection Notice"). The City will provide such Notice within an agreed upon Test Period for each deliverable, the time period of which will be jointly agreed to by the City and Professional for each deliverable. The City will in a timely manner collaborate with Professional to establish an Extension to the Test Period should it be anticipated that the originally agreed to Test Period will be insufficient for any reason. Professional shall not unreasonably withhold such an Extension of a Test Period. Should no Extension of the Test Period be requested by the City within the originally agreed to Test Period or a subsequent Extension of the Test Period and should no Reject Notice be received by Professional from the City within the agreed upon Test Period or a subsequent Extension Test Period, then the deliverable will be considered to be accepted. A Request for Extension or a Rejection Notice shall be deemed to be delivered to Professional at the date and time it is emailed from the City to Professional. Upon receipt of a Rejection Notice, Professional will use commercially reasonable efforts to cause the Deliverable to conform to the Specifications in all material respects. The project timelines set forth in this Contract assume that the City and Professional will proceed with reasonable efforts to provide timely deliverables, and provide timely and reasonable feedback, decision-making, access, resources and other such support as may be needed to successfully complete the Scope of Work. Failure to provide such support, on the part of either party, may impact the timing of the project. Except as expressly set forth in this agreement, Professional disclaims all warranties, whether express, implied or statutory. Professional will not be responsible for nonconformities arising from inaccurate, inauthentic or incomplete data or information provided by or through the City, or for failures or delays arising from lack of cooperation. Professional disclaims all responsibility for the provision, use and functionality of third-party services, software and products, including Agreement Professional Services Page 2 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A salesforce.com. Professional, as the prime contractor, warrants the quality and functionality of its work, including configurations and customizations it performs as a part of this contract, for a period of 90 days beyond full deployment of the configurations and customizations, defined as go-live of mutually agreed upon sprints or sets of sprints in the case of new functionality, or as the date of a fix in the case of ongoing support cases. Nothing in this paragraph shall be deemed to excuse Professional from any liability or consequences due to negligence, from the requirements in Section 4, or from the responsibility of any other section of this contract. Professional shall be fully responsible for all acts and omissions of its partners and subcontractors to the same extent that Professional is responsible for the acts and omissions of persons directly employed by it. The final deliverables to be provided by the Professional shall conform to the specifications described in the Statement of Work, the Requirements list in the Avocette Proposal and other approved documents developed in the course of this project to detail final specifications and agreements for work. Where deliverables, including software functionality and security, are reported as not conforming to the applicable specifications, the Professional shall correct all such non- conformances that are reported to Professional within a period of thirty (30) days unless a different time period is mutually agreed upon in writing by the City and the Professional. 3. Payment. In consideration of the work performed, City shall pay Professional for all work performed. The fees for work performed by Professional and associated annual software licenses and and services shall not exceed those rates set forth in Exhibit B appended hereto. Except as otherwise mutually agreed to by the parties the payments made to Professional shall not initially exceed the amount set forth above. Professional shall submit, in timely fashion, invoices for work performed. The City shall review such invoices and, if they are considered incorrect or untimely, the City shall review the matter with Professional within ten(10)days from receipt of Professional's bill. Professional shall provide detailed invoices to City for work completed. Invoices must include a description for each line item charged. Approved invoices shall be paid in net 30 days from the date received by the City. 4. Disputed Fees. In the event that City disputes, in good faith, any charges on an invoice, it shall notify Avocette Industries of such dispute within seven (7) business days of the receipt of the respective invoice and the parties shall resolve the dispute in good faith within fourteen (14) calendar days following City's notice to Avocette thereof. The City shall hold back payment on any disputed invoice until all issues are fully resolved. 5. Fund Availability. Financial obligations of the City payable after the current fiscal year are contingent upon funds for that purpose being appropriated,budgeted and otherwise made available. If this Agreement contemplates the City utilizing state or federal funds to meet its obligations herein, this Agreement shall be contingent upon the availability of those funds for payment pursuant to the terms of this Agreement. 6. Non-Assignability. Both parties recognize that this Agreement cannot be transferred, assigned, or sublet by either party without prior written consent of the other, except to its wholly owned subsidiaries. Subcontracting, if authorized, shall not relieve Professional of any of the responsibilities or obligations under this Agreement. Professional shall be and remain solely responsible to the City for the Agreement Professional Services Page 3 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A acts, errors, omissions or neglect of any subcontractors' officers, agents and employees., each of whom shall, for this purpose be deemed to be an agent or employee of Professional to the extent of the subcontract. The City shall not be obligated to pay or be liable for payment of any sums due which may be due to any subcontractor. Professional shall fully inform each of its permitted partners and subcontractors hereunder of all of the provisions and requirements of this Agreement relating to the work to be performed and/or the services or materials to be furnished under such subcontract. Without limiting the generality of the foregoing, Professional will not disclose any confidential information of the City to any third party subcontractor unless and until such subcontractor has agreed in writing to protect the confidentiality of such confidential information in a manner that is no less restrictive than that required of Professional under this Agreement.,and then only to the extent necessary for such subcontractor to perform the services subcontracted to it. 7. Successors and Assigns. This Agreement and all of the covenants hereof shall inure to the benefit of and be binding upon the City and Professional respectively and their agents, representatives, employee, successors, assigns and legal representatives. Neither the City nor Professional shall have the right to assign, transfer or sublet its interest or obligations hereunder without the written consent of the other party. 8. Third Parties. This Agreement does not and shall not be deemed or construed to confer upon or grant to any third party or parties, except to parties to whom Professional or City may assign this Agreement in accordance with the specific written permission, any right to claim damages or to bring any suit, action or other proceeding against either the City or Professional because of any breach hereof or because of any of the terms, covenants, agreements or conditions herein contained. 9. Termination of Professional Services and Licensing Professional or the City may terminate Professional Services component of this Agreement,without specifying the reason therefor,by giving notice of 30 days, in writing, addressed to the other party, specifying the effective date of the termination;provided,however,that neither party will terminate this Agreement for breach without first giving the other party three(3)days to cure the breach.Upon termination of the Agreement the City will compensate Professional for fees earned up to the effective date of termination. Breach includes but may not be limited to negligence,major defects,or repeated moderate defects in deliverables. Upon any termination, all finished or unfinished deliverables specified in the Scope of Work(such as software functionality,documents, data, studies, surveys,drawings,maps,models,photographs,reports or other material prepared by Professional pursuant to this Agreement) shall become the property of the City and shall be returned to the City or made available to the City to easily retrieve. Professional may store,but not use or share,the City data in its system for a period of up to twelve(12)months. The parties agree that on the termination of the provision of the services, Professional shall, at the choice of the City, return all the personal data transferred including any data storage media supplied to Professional, and the copies thereof to the City or shall destroy all the personal data and certify to the City that it has done so,unless legislation imposed upon Professional prevents it from returning or destroying all or part of the personal data transferred. In that case, Professional warrants that it will guarantee the confidentiality of the personal data transferred and will not actively process the personal data transferred anymore. Agreement Professional Services Page 4 DocuSign Envelope ID: 1FCOC420-962A-42D9-85CF-DE911A3E539A In the event of termination prior to go-live, fees will be paid for work completed to date and according to the phasing schedule in Exhibit B,up to the point of termination. 10. Independent Contractor Status. It is expressly acknowledged and understood by the parties that nothing contained in this agreement shall result in or be construed as establishing an employment relationship. Professional shall be,and shall perform as, an independent Contractor who agrees to use his or her best efforts to provide the said services on behalf of the City. No agent, employee,or servant of Professional shall be,or shall be deemed to be,the employee, agent or servant of the City. City is interested only in the results obtained under this contract. The manner and means of conducting the work are under the sole control of Professional. None of the benefits provided by City to its employees including,but not limited to,workers'compensation insurance and unemployment insurance, are available from City to the employees, agents or servants of Professional. Professional shall be solely and entirely responsible for its acts and for the acts of Professional's agents, employees, servants and subcontractors during the performance of this contract. Professional shall indemnify City against all liability and loss in connection with, and shall assume full responsibility for payment of all federal, state and local taxes or contributions imposed or required under unemployment insurance, social security and income tax law,with respect to Professional and/or Professional's employees engaged in the performance of the services agreed to herein. 11. Indemnification and Liability Limits. Professional agrees to indemnify and hold harmless the City, its officers, employees, insurers,and self-insurance pool, from and against all liability, claims,and demands,on account of injury, loss,or damage,including without limitation claims arising from bodily injury,personal injury, sickness,disease,death,property loss or damage, or any other loss of any kind whatsoever,which arise out of or are in any manner connected with this contract,to the extent and for an amount represented by the degree or percentage such injury,loss,or damage is caused in whole or in part by, or is claimed to be caused in whole or in part by,the wrongful act,omission, error,professional error,mistake,negligence,or other fault of the Professional, any subcontractor of the Professional,or any officer, employee,representative,or agent of the Professional or of any subcontractor of the Professional,or which arises out of any workmen's compensation claim of any employee of the Professional or of any employee of any subcontractor of the Professional. The Professional agrees to investigate,handle,respond to, and to provide defense for and defend against, any such liability,claims or demands at the sole expense of the Professional,or at the option of the City, agrees to pay the City or reimburse the City for the defense costs incurred by the City in connection with, any such liability, claims, or demands. If it is determined by the final judgment of a court of competent jurisdiction that such injury, loss,or damage was caused in whole or in part by the act, omission, or other fault of the City, its officers, or its employees,the City shall reimburse the Professional for the portion of the judgment attributable to such act,omission,or other fault of the City, its officers, or employees. 12. Professional's Insurance. (a) Professional agrees to procure and maintain, at its own expense, a policy or policies of insurance sufficient to insure against all liability, claims, demands, and other obligations of Professional pursuant to Section 14 below (Completeness of Agreement). Such insurance shall be in addition to any other insurance requirements imposed by this contract or by law. Professional shall not be relieved of any liability,claims,demands,or other obligations assumed pursuant to Section 11 (Indemnification) above by reason of its failure to procure or maintain insurance, or by reason of its failure to procure or maintain insurance in sufficient amounts, duration,or types. Agreement Professional Services Page 5 DocuSign Envelope ID: 1 FCOC420-962A-42139-85CF-DE91 1A3E539A (b) Professional shall procure and maintain and shall cause any subcontractor of Professional to procure and maintain, the minimum insurance coverages listed below. Such coverages shall be procured and maintained with reputed insurers/ reinsurers. All coverages shall be continuously maintained to cover all liability, claims, demands, and other obligations of Professional pursuant to Section 11 (Indemnification) above. In the case of any claims-made policy, the necessary retroactive dates and extended reporting periods shall be procured to maintain such continuous coverage. (i) Workers' Compensation insurance (only applicable for the service performed in US) to cover obligations imposed by applicable laws for any employee engaged in the performance of work under this contract, and Employers' Liability insurance (only applicable for the service performed in US) with minimum limits of FIVE HUNDRED THOUSAND DOLLARS ($500,000.00) for each accident, FIVE HUNDRED THOUSAND DOLLARS ($500,000.00) - policy limit, and FIVE HUNDRED THOUSAND DOLLARS ($500,000.00) disease- each employee. Evidence of qualified self-insured status may be substituted for the Workers' Compensation requirements of this paragraph. (ii) Commercial General Liability insurance with minimum combined single limits of ONE MILLION DOLLARS ($1,000,000.00) each occurrence and ONE MILLION DOLLARS ($1,000,000.00) aggregate. The policy shall be applicable to all premises and operations. The policy shall include coverage for bodily injury, broad form property damage (including completed operations), personal injury (including coverage for contractual and employee acts), blanket contractual, independent contractors, products, and completed operations. The policy shall contain a severability of interests provision. (iii) Comprehensive Automobile Liability insurance (only applicable for the service performed in US) with minimum combined single limits for bodily injury and property damage of not less than ONE MILLION DOLLARS ($1,000,000.00) each occurrence and ONE MILLION DOLLARS ($1,000,000.00) aggregate with respect to each Professional's owned, hired and non-owned vehicles assigned to or used in performance of the Scope of Work. The policy shall contain a severability of interests provision. If Professional has no owned automobiles,the requirements of this Section shall be met by each employee of Professional providing services to the City under this contract. (iv) Professional Liability insurance with the minimum limits of ONE MILLION DOLLARS ($1,000,000) each claim and ONE MILLION DOLLARS ($1,000,000) aggregate. (c) The policy or policies required above (except for Workers Compensation, Employer's Liability and Professional Liability) shall be endorsed to include the City and the City's officers and employees as additional insureds. Every policy required above shall be primary insurance, and any insurance carried by the City, its officers or employees, or carried by or provided through any insurance pool of the City, shall be excess and not contributory insurance to that provided by Professional. No additional insured endorsement to the policy required above shall contain any exclusion for bodily injury or property damage arising from completed operations. Agreement Professional Services Page 6 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Professional shall be solely responsible for any deductible losses under any policy required above. (d) The certificate of insurance provided to the City shall be completed by Professional's insurance agent as evidence that policies providing the required coverages, conditions, and minimum limits are in full force and effect, that Professional confirm that the coverages afforded under the policies shall not be canceled, terminated or materially changed until at least thirty(30)days prior written notice has been given to the City. (e) Failure on the part of Professional to procure or maintain policies providing the required coverages, conditions, and minimum limits shall constitute a material breach of contract upon which after providing 15 days prior notice to Professional, City may at its discretion procure or renew any such policy or any extended reporting period thereto and may pay any and all premiums in connection therewith, and all monies so paid by City shall be repaid by Professional to City upon demand, or City may offset the cost of the premiums against monies due to Professional from City. (f) The parties hereto understand and agree that City is relying on, and does not waive or intend to waive by any provision of this contract, the monetary limitations (presently $350,000.00 per person and $990,000 per occurrence) or any other rights, immunities, and protections provided by the Colorado Governmental Immunity Act, Section 24-10-101 et seq., C.R.S., as from time to time amended,or otherwise available to City,its officers,or its employees. 13. City's Insurance. The parties hereto understand that the City is a member of the Colorado Intergovernmental Risk Sharing Agency (CIRSA) and as such participates in the CIRSA Proper- ty/Casualty Pool. Copies of the CIRSA policies and manual are kept at the City of Aspen Risk Management Department and are available to Professional for inspection during normal business hours. City makes no representations whatsoever with respect to specific coverages offered by CIRSA. City shall provide Professional reasonable notice of any changes in its membership or participation in CIRSA. 14. Completeness of Agreement. It is expressly agreed that this agreement contains the entire undertaking of the parties relevant to the subject matter thereof and there are no verbal or written representations, agreements, warranties or promises pertaining to the project matter thereof not expressly incorporated in this writing. If any of the provisions of this Agreement shall be held invalid, illegal or unenforceable it shall not affect or impair the validity, legality or enforceability of any other provision. 15. Waiver. The waiver by the City of any term,covenant,or condition hereof shall not operate as a waiver of any subsequent breach of the same or any other term. No term, covenant, or condition of this Agreement can be waived except by the written consent of the City, and forbearance or indulgence by the City in any regard whatsoever shall not constitute a waiver of any term, covenant, or condition to be performed by Professional to which the same may apply and, until complete performance by Professional of said term, covenant or condition, the City shall be entitled to invoke any remedy available to it under this Agreement or by law despite any such forbearance or indulgence. Agreement Professional Services Page 7 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1A3E539A 16. Integration and Modification This written Agreement along with the Exhibits shall constitute the contract between the parties and supersedes or incorporates any prior written and oral agreements of the parties. The parties acknowledge and understand that there are no conditions or limitations to this understanding except those as contained herein at the time of the execution hereof and that after execution no alteration,change or modification shall be made except upon a writing signed by the parties. Modifications to the Statement of Work shall be mutually agreed upon in writing between the parties and will be governed by the terms and conditions of this Agreement. Changes in scope will include modifications to the Statement of Work and any applicable milestone payments, with the exception of clarifications of the details of the scope,or substantially equal substitutions. Professional shall not be obligated to provide the work required by a change in the Statement of Work until such time as a change order is agreed to in writing by both Professional and the City. Any work outside the scope of the agreement and done so prior to the mutual agreement in writing of a change order is done at Professional's sole expense. Minor changes associated with the finalization and clarification of requirements as occurs during the design phase of the project will not result in additional expense to the City,nor will substantially equal substitutions. 17. Notice. Any written notices as called for herein may be hand delivered or mailed by certified mail return receipt requested to the respective persons and/or addresses listed herein: Avocette City of Aspen Attn: Darrel Drab, VP Attn: Phillip Supino Address: 422 Sixth Street 130 S. Galena Street New Westminster, BC V3L 3B2 Aspen, CO 81611 Email: Darrel.Drab@Avocette.com Phillip.supino@cityofaspen.com 18. Illegal Aliens—CRS 8-17.5-101 & 24-76.5-101. (a) Purpose. During the 2006 Colorado legislative session, the Legislature passed House Bills 06-1343 (subsequently amended by HB 07-1073) and 06-1023 that added new statutes relating to the employment of and contracting with illegal aliens. These new laws prohibit all state agencies and political subdivisions, including the City of Aspen, from knowingly hiring an illegal alien to perform work under a contract, or to knowingly contract with a subcontractor who knowingly hires with an illegal alien to perform work under the contract. The new laws also require that all contracts for services include certain specific language as set forth in the statutes. The following terms and conditions have been designed to comply with the requirements of this new law. (b) Definitions. The following terms are defined in the new law and by this reference are incorporated herein and in any contract for services entered into with the City of Aspen. "Basic Pilot Program"means the basic pilot employment verification program created in Public Law 208, 104th Congress, as amended, and expanded in Public Law 156, 108th Congress, as amended, that is administered by the United States Department of Homeland Security. "Public Contract for Services"means this Agreement. Agreement Professional Services Page 8 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A "Services" means the furnishing of labor, time, or effort by a Contractor or a subcontractor not involving the delivery of a specific end product other than reports that are merely incidental to the required performance. (c) By signing this document, Professional certifies and represents that at this time: (i) Professional shall confirm the employment eligibility of all employees who are newly hired for employment in the United States; and (ii) Professional has participated or attempted to participate in the Basic Pilot Program in order to verify that new employees are not illegal aliens. (d) Professional hereby confirms that: (i) Professional shall not knowingly employ or contract new employees without confirming the employment eligibility of all such employees hired for employment in the United States under the Public Contract for Services. (ii) Professional shall not enter into a contract with a subcontractor that fails to confirm to Professional that the subcontractor shall not knowingly hire new employees without confirming their employment eligibility for employment in the United States under the Public Contract for Services. (iii) Professional has verified or has attempted to verify through participation in the Federal Basic Pilot Program that Professional does not employ any new employees who are not eligible for employment in the United States; and if Professional has not been accepted into the Federal Basic Pilot Program prior to entering into the Public Contract for Services, Professional shall forthwith apply to participate in the Federal Basic Pilot Program and shall in writing verify such application within five (5) days of the date of the Public Contract. Professional shall continue to apply to participate in the Federal Basic Pilot Program and shall in writing verify same every three (3) calendar months thereafter, until Professional is accepted or the public contract for services has been completed, whichever is earlier. The requirements of this section shall not be required or effective if the Federal Basic Pilot Program is discontinued. (iv) Professional shall not use the Basic Pilot Program procedures to undertake pre-employment screening of job applicants while the Public Contract for Services is being performed. (v) If Professional obtains actual knowledge that a subcontractor performing work under the Public Contract for Services knowingly employs or contracts with a new employee who is an illegal alien, Professional shall: (1) Notify such subcontractor and the City of Aspen within three days that Professional has actual knowledge that the subcontractor has newly employed or contracted with an illegal alien; and (2) Terminate the subcontract with the subcontractor if within three days of receiving the notice required pursuant to this section the subcontractor does Agreement Professional Services Page 9 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1A3E539A not cease employing or contracting with the new employee who is an illegal alien; except that Professional shall not terminate the Public Contract for Services with the subcontractor if during such three days the subcontractor provides information to establish that the subcontractor has not knowingly employed or contracted with an illegal alien. (vi) Professional shall comply with any reasonable request by the Colorado Department of Labor and Employment made in the course of an investigation that the Colorado Department of Labor and Employment undertakes or is undertaking pursuant to the authority established in Subsection 8-17.5-102 (5), C.R.S. (vii) If Professional violates any provision of the Public Contract for Services pertaining to the duties imposed by Subsection 8-17.5-102, C.R.S. the City of Aspen may terminate the Public Contract for Services. If the Public Contract for Services is so terminated, Contractor shall be liable for actual and consequential damages to the City of Aspen arising out of Professional's violation of Subsection 8-17.5-102, C.R.S. 19. Confidentiality and Proprietary Rights. The terms of confidentiality as specified in Part 3, Sections 1 and 2 of Exhibit B apply, in addition the terms below apply: Certain information furnished or disclosed by Professional or the City (the "Disclosing Party") to the other (the "Receiving Party") in connection with the performance of their respective obligations under this Agreement may contain or reflect confidential information with respect to the disclosing party. "Confidential Information" means all information disclosed by the Disclosing Party to the Receiving Party under this Agreement that is clearly marked or otherwise clearly designated as "confidential" or that is or should reasonably be understood by the Receiving Party to be confidential. The Disclosing Party's Confidential Information shall not include any information that: (i) is or becomes part of the public domain through no act or omission of the other party; (ii) the Receiving Party can demonstrate was in its lawful possession prior to the disclosure and had not been obtained by it either directly or indirectly from the Disclosing Party; (iii) the Receiving Party can demonstrate was independently developed by the Receiving Party without access to the party's Confidential Information; or (iv) the Receiving Party can demonstrate was received from a third party without breach of any confidentiality obligation. To the extent permitted by public disclosure laws, the Receiving Party agrees to hold the Disclosing Party's Confidential Information in strict confidence, not to disclose such Confidential Information to third parties not authorized by the Disclosing Party to receive such Confidential Information, and not to use such Confidential Information for any purpose except to perform its obligations under this Agreement. The foregoing prohibition on disclosure of Confidential Information shall not apply to the extent Confidential Information is required to be disclosed by the Receiving Party as a matter of law or by order of a court, provided that: (i) the Receiving Party uses reasonable efforts to provide the Disclosing Party with prior notice of such obligation to disclose to allow the Disclosing Party to obtaining a protective order from such disclosure; and (ii) the Receiving Party only discloses that portion of Confidential Information which it reasonably believes, based on the advice of counsel, is required to be disclosed. Agreement Professional Services Page 10 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Nothing contained in this Agreement shall restrict either party from the use of any general ideas, concepts, know-how, methodologies, processes, technologies, algorithms or techniques retained in the unaided mental impressions of such party's personnel relating to the Services which either party, individually or jointly, develops or discloses under this Agreement ("Residual Knowledge"); provided, however, that in doing so such party does not(a) infringe the intellectual property rights of the other party or third parties who have licensed or provided materials to the other party, or (b) breach its confidentiality obligations under this Agreement. 20. Technical Support and Personnel (a) Representative: Professional and City shall each appoint appropriate representatives to deal with operational services and transitions as may be necessary for the purpose of implementing this Agreement. (b) Personnel. Professional shall recruit and maintain personnel (i) adequately trained and skilled to perform its obligations under this Agreement and (ii) possessing at least such training, knowledge and experience as is regarded as industry standard in the provision of the tasks to which they are assigned. The City reserves the right to request new personnel at any point during the project at Professional expense. Professional shall bear the cost to train and/or familiarize new personnel regardless of the circumstances for having to do so. 21. Work Priorities. The details of the work associated with each priority, along with the deliverables and the duration/delivery dates, are defined in Exhibit A, the Statement of Work. These priorities and schedules may only be shifted through mutual written consent. 22. Professional's Responsibilities • To appoint suitable Project Manager(s) and team of consultants as required for the project. • To adhere to the time schedules, quality expectations and budget specified. • To obtain necessary sign-off/acceptances from the City. • To report the ongoing status of the project to the City. • To define standards and procedures to be used • To effectively communicate requirements and standards to the technical team • To assure the technical team accurately and efficiently codes/customizes the system • To assure that solutions meet performance and other requirements of the Salesforce product and any other product used in development • To assure that deliverables are ready for user testing prior to sending them to the City • To resolve bugs and issues in a timely manner, per the parameters of Section 2 of this agreement • To maintain historic versions (where applicable) Agreement Professional Services Page 11 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A • To deliver high-quality ongoing support, such that the Salesforce system is functioning as expected and is available to staff and customers • To deliver fully functional software fixes and enhancements that meets the Acceptance Criteria in Section 28, including the work and functionalities described in Exhibit A and other documents that may be developed under this agreement. 25. City's Responsibilities • To identify and depute suitable person(s) for co-ordination with Professional. • To provide information to Professional pertaining to City organization, procedures, and existing systems wherever applicable. • To provide necessary tools/facilities to Professional where mutually agreed upon. • To inform Professional immediately about any factors possibly affecting the scope of the project or its successful implementation. • To protect Professional proprietary information if applicable • To prepare the acceptance plan and perform acceptance testing • To communicate testing success or rejection in a timely manner, per the parameters of Section 2 of this agreement 26. Joint Responsibilities • To conduct joint reviews of the project at the mutually agreed stages. • To co-operate and ensure timely, free flow of information • Additional joint responsibilities as specified in Exhibit A, Statement of Work, particularly with respect to communication and project management 27. System and Network Security,Access,Software and Tools (a) Security Procedures and practices Professional is required to implement and maintain security procedures and practices that protect City owned data and personal identifying information (PII) from unauthorized access, use, modification, disclosure, or destruction. Professional shall use industry-standard best practices and up to date security tools, technologies and procedures to protect such data and PII. Professional shall prevent the transfer of malicious software that could infect City computers, systems, or networks to City computers via the connection from the Professional's system. Professional represents that its security measures do, and will at all times, comply with any security requirements outlined in Section 28 below. At its discretion, the City may require additional specific security measures to protect its data, network access, software and tools. Professional agrees to comply with all such provisions in the course of its work. (b) Data Security Breaches and Reporting Procedures The City is required by Colorado Statutes (CRS 6-1-716) to notify its residents of a Data Security Breach involving their personal identifying information. Professional is under a strict obligation to notify the City of a Data Security Breach within 24 hours of the Professional becoming aware of a possible breach of their systems. In the event of a breach the Professional is required to provide those details that are known about the breach to the City. Such details include,but are not limited to the following: • How the breach was stopped and access to the system removed. Agreement Professional Services Page 12 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A • The date and time, estimated date and time, or estimated date range of the security breach; • A description of all the information that was acquired or potentially acquired as part of the security breach; • What format the information would have been in and how likely would it be that information could become readable by whomever perpetrated the breach. The Professional's requirement for notifying the City is not to be delayed in order to complete a forensics investigation or because further research might be needed. Additional information that may be developed later will be shared with the City as it becomes available. The Professional agrees to provide any reasonable assistance as is required by the City to facilitate the handling of any Data Security Breach in an expeditious and compliant manner. The Professional will provide the City a remediation plan for repair of the system, mitigation of any known vulnerabilities, and prevention of future beaches. In the event of a Data Security Breach at City's location, City will alert the Professional about the incident within 24 hours of the City becoming aware of the breach. The City will work with the Professional to determine if any additional security controls are to be implemented. This provision does not preclude the City from seeking a remedy via court in the State of Colorado. (c) Resolution of disputes regarding Personal Data In the event of a dispute or claim concerning the processing of Personal Data against either or both parties, the Parties will inform each other about any such disputes or claims, and will cooperate with a view to settling them amicably in a timely fashion. The Parties agree to respond to any generally available non-binding mediation procedure initiated by either of the parties. If they do participate in the proceedings, the parties may elect to do so remotely (such as by telephone or other electronic means). The Parties also agree to consider participating in any other arbitration, mediation or other dispute resolution proceedings developed for data protection disputes. Each Party shall abide by a decision of a competent court in the State of Colorado. 28. Warranty, Generally, Professional warrants that a) all work performed in connection with the agreement was perfornled in a competent, Professional and workmanlike manner, and of industry standard quality; b) all work performed and all deliverables comply with applicable laws; c) all work performed and all deliverables were provided in accordance with and confirm in all materials respects to all specifications and requirements set forth in this agreement and any associated Change Orders; and that d) all deliverables will perform as expected individually and as a total system. Professional agrees to complete all testing needed to verify accurate and complete functioning, and to repair all defects that are classified as Severity 1 or 2 below, in a timely manner and at no additional cost to the City, during initial configuration and for 30 days post-go-live. Thereafter, the standard service agreement terms, as provided for in the Avocette Services Plus Agreement and the Clariti (BasicGov) Subscription Agreement apply, as well as any other agreements that may be mutually agreed upon and signed by both parties. Agreement Professional Services Page 13 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Severity Level Defmitions ✓ Severity 1 -Critical: A bug in the Avocette delivered software code or configuration that will result in a complete or substantial loss of service functionality or accuracy with no credible workaround, for one or more core business services included within scope ✓ Severity 2 -High: A bug in the Avocette delivered software code or configuration that will result in: (i)the functionality of the software being adversely affected, but can be circumvented, or(ii)certain functions within the software being disabled,but the Software remains operable for all key business functions. Acceptance Criteria The Professional warrants that the system will meet the Acceptance Criteria below. These criteria will be used by the City to guide its decision-making regarding whether to reject deliverables, including software functionality and security, but may not be the only basis upon which rejection occurs. The acceptance criteria include: • Successful (error-free) execution of all functional test cases developed for acceptance testing. • Successful (defect-free) completion of all agreed-upon requirements in Exhibit A, as modified and reflected in any other documents agreed to and signed in the course of this proj ect. • System response times that are reasonable, such that time-out or other errors are avoided and significant delays in processing do not otherwise occur. • Successful passing of system security tests, as initiated by or requested by the City. • Successful passing of tests related to individual user permissions and security. • System stability, as reflected by consistent performance and results over time The intention of the above Acceptance Criteria is to more specifically capture the attributes of a system that is functioning without defects. Before 30-days post go-live, Professional will provide a check designed to uncover and address any other technical issues or needed adjustments, and the formal warranty period will end. Pursuing Warranty Remedies To receive warranty remedies, the City must report any deficiencies to Professional in writing within the Warranty Period. Emails or entry of service requests into a mutually agreed upon request management system shall be considered an acceptable reporting method. If an item is reported by the City within the Warranty Period, it will be completed under the warranty regardless of whether the delivery date of the repaired item falls outside of the Warranty Period. Professional shall correct all deficiencies in the Services or Work identified by the City during the Warranty Period,provided that the defective Services or Work is not caused by any inappropriate, improper or unforeseen usage of the Work or Services by the City,unless such actions are taken at the direction of Professional. 29. General Terms. a. Non-Discrimination. No discrimination because of race, color, creed, sex, marital status, affectional or sexual orientation, family responsibility, national origin, ancestry, handicap, or religion shall be made in the employment of persons to perform services under this contract. Agreement Professional Services Page 14 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Professional agrees to meet all of the requirements of City's municipal code, Section 15.04.570, pertaining to non-discrimination in employment. b. Warranties Against Contingent Fees, Gratuities, Kickbacks and Conflicts of Interest. i. Professional warrants that no person or selling agency has been employed or retained to solicit or secure this Contract upon an agreement or understanding for a commission, percentage, brokerage, or contingent fee, excepting bona fide employees or bona fide established commercial or selling agencies maintained by Professional for the purpose of securing business. ii. Professional agrees not to give any employee of the City a gratuity or any offer of employment in connection with any decision, approval, disapproval, recommendation, preparation of any part of a program requirement or a purchase request, influencing the content of any specification or procurement standard, rendering advice, investigation, auditing, or in any other advisory capacity in any proceeding or application, request for ruling, determination, claim or controversy, or other particular matter, pertaining to this Agreement, or to any solicitation or proposal therefore. iii. In addition to other remedies it may have for breach of the prohibitions against contingent fees, gratuities, kickbacks and conflict of interest, the City shall have the right to: 1. Cancel this Purchase Agreement without any liability by the City; 2. Debar or suspend the offending parties from being a Professional, contractor or subcontractor under City contracts; 3. Deduct from the contract price or consideration, or otherwise recover, the value of anything transferred or received by Professional; and 4. Recover such value from the offending parties. c. Mediation: Prior to pursuing other legal remedies (i), all disputes shall be submitted to non- binding mediation by written notice given by either Party to the other Party. Except as otherwise expressly provided herein, the mediation process will be conducted under the American Arbitration Association's (the "AAA") Commercial Arbitration Rules and Mediation Procedures (including Procedures for Large, Complex Commercial Disputes) (collectively the "AAA Rules"). If the Parties cannot agree on a mediator, a mediator will be designated by the AAA at the request of a Party. The mediation shall be conducted in Colorado. The mediation will be treated as a settlement discussion and therefore will be confidential. The mediator may not testify for either Party in any later proceeding relating to the dispute. No recording or transcript shall be made of the mediation proceedings. Each Party will bear its own costs in the mediation. The fees and expenses of the mediator will be shared equally by the Parties. d. Governing Law. This Agreement shall be governed by the laws of the State of Colorado as from time to time in effect. Venue is agreed to be exclusively in the courts of Pitkin County, Colorado. e. Taxes, VAT, & Service Tax. Professional and the City shall each bear sole responsibility for all US taxes, assessments, and other real property-related levies or property taxes on its owned property. The City shall be responsible for Service tax, GST, or Value Added Tax or similar taxes applicable on the sale of services or goods. f. Non-Solicitation: Each party agrees that during the term of this Agreement and for a period of one year thereafter, it will not and will procure that its Affiliate will not directly or indirectly, either on its own account or in conjunction with or on behalf of any other person, Agreement Professional Services Page 15 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A hire solicit or endeavor to entice away from the other party any person who, during the term of this Agreement has been an officer, manager, employee, agent or consultant of the other party. 30. Records to be Kept by Professional. Professional shall make available to the City if requested, true and complete records, which support billing statements, reports, deliverables, performance and all other related documentation to this agreement (the Documentation). The City's authorized representatives shall have access, at any time during reasonable hours and with reasonable advance notice, to all records that are deemed appropriate to auditing the Documentation at Professional's offices or via email and without expense to the City related to copying or document access. The Consultant agrees that it will keep and preserve for at least seven (7) years all documents related to the Agreement which are routinely prepared,collected or compiled by Professional during the performance of this Agreement. 31. Attorney's Fees. In the event that legal action is necessary to enforce any of the provisions of this Agreement, the prevailing party shall be entitled to its costs and reasonable attorney's fees. 32. Waiver of Presumption. This Agreement was negotiated and reviewed through the mutual efforts of the parties hereto and the parties agree that no construction shall be made or presumption shall arise for or against either party based on any alleged unequal status of the parties in the negotiation, review or drafting of the Agreement. 33. Certification Regarding Debarment, Suspension,Ineligibility, and Voluntary Exclusion. Professional certifies, by acceptance of this Agreement, that neither it nor its principals is presently debarred, suspended, proposed for debarment, declared ineligible or voluntarily excluded from participation in any transaction with a Federal or State department or agency. It further certifies that prior to submitting its Bid that it did include this clause without modification in all lower tier transactions, solicitations, proposals, contracts and subcontracts. In the event that Professional or any lower tier participant was unable to certify to the statement, an explanation was attached to this agreement and was determined by the City to be satisfactory to the City. 34. Electronic Signatures and Electronic Records. This Agreement and any amendments hereto may be executed in several counterparts, each of which shall be deemed an original, and all of which together shall constitute one agreement binding on the Parties, notwithstanding the possible event that all Parties may not have signed the same counterpart. Furthermore, each Party consents to the use of electronic signatures by either Party. The Scope of Work, and any other documents requiring a signature hereunder, may be signed electronically in the manner agreed to by the Parties. The Parties agree not to deny the legal effect or enforceability of the Agreement solely because it is in electronic form or because an electronic record was used in its formation. The Parties agree not to object to the admissibility of the Agreement in the form of an electronic record, or a paper copy of an electronic documents, or a paper copy of a document bearing an electronic signature, on the grounds that it is an electronic record or electronic signature or that it is not in its original form or is not an original. 35. Order of Document Precedence. This Professional Services Agreement, together with all Exhibits, constitutes the entire agreement and contract and shall be considered one contract document. In the event of conflicting or missing provisions within portions of this contract, the order of precedence for an item is: Agreement Professional Services Page 16 DocuSlgn Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A 1. the general terms as specified in Professional Services Agreement 2. the specific terms set forth in Exhibit A,the Statement of Work 3. the specific terms and requirements set forth in Exhibit C,the Avocette Service Plus Agreement 36. Execution of Aereement by City. This Agreement shall be binding upon all parties hereto and their respective heirs, executors, administrators, successors, and assigns. Notwithstanding anything to the contrary contained herein, this Agreement shall not be binding upon the City unless duly executed by the City Manager of the City of Aspen(or a duly authorized official in her absence). 37. Authorized Representative. The undersigned representative of Avocette, as an inducement to the City to execute this Agreement, represents that he/she is an authorized representative of Professional for the purposes of executing this Agreement and that he/she has full and complete authority to enter into this Agreement for the terms and conditions specified herein. IN WITNESS WHEREOF, the parties hereto have executed, or caused to be executed by their duly authorized officials, this Agreement of which shall be deemed an original on the date first written above. CITY OF ASP]; W40RADO: PROFESSIONAL: [Signaturie e [Signature] By: Sara ott By: Darrel Drab [Name] [Name] Title: city Manager Title: VP, Product Integration Date: 2/28/2021 1 8:21:14 AM PST Date: Feb 11, 2021 Approved as to form: City Attorney's Office Agreement Professional Services Page 17 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A EXHIBIT A: STATEMENT OF WORK This exhibit contains the proposal submitted by Avocette. As such, it embodies the work to be completed by Avocette and its partner Clariti under this agreement.This Statement of Work does not preclude the development of more detailed work plans or mutually agreed upon minor alterations to this Statement of Work as the project proceeds. DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avoce e TECHNOLOGY TOGETHER:' City of Aspen RFP 2020-106 —Salesforce— Community Development System Assistance Due Date: January 8, 2021 @ 2:00 pm (MTN) Prepared for: Response contact: City of Aspen Farouk Savji Senior Consultant Attention: Tara Nelson Direct Line: (250)220-3112 Fax: (250)389-2995 Email: Farouk.Savii(c�avocette.com Submitted via email: tara.nelson(cb-cityofsaPen,com Darrel Drab Vice President, Product Integration Phone: (250)389-2993 Ext 229 Fax: (250)389-2995 Email: Darrel.DrabaAvocette.com Head Office: Victoria Office 422 Sixth Street 3'd Floor, 1205 Broad Street New Westminster, BC V3L 3132 Victoria, BC V8W 2A4 Telephone: 604.395.6000 Telephone: 250.389.2993 Fax: 604.395.6004 Fax: 250.389.2995 www.avocette.com www.avocette.com DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avo c e++e TECHNOLOGY TOGETHER January 8, 2021 City of Aspen Attention: Tara Nelson Submitted via email: tara.nelson@cityofsapen.com Dear Ms Nelson: Re: RFP 2020-106—Salesforce—Community Development System Assistance Avocette is pleased to provide a proposal to the City of Aspen for the support, analysis and implementation of the Clariti solution requirements identified in the above-referenced RFP. Avocette brings years of experience implementing and supporting solutions for local government to over forty clients across the United States and Canada. Avocette is uniquely qualified to serve the City in their Lightning conversion efforts. For this effort, Avocette is partnering with Clariti, the City's current Community Development system solution provider. Clariti will be actively participating in gap analysis and will ensure the path to Lightning maintains all necessary Clariti functionality.Avocette is well versed in the Clariti solution's capabilities and features; this expertise will reduce time and effort required for the Lightning conversion effort. Avocette has the capability to deliver a successful solution to the City through our strong partnership with Clariti, our depth of knowledgeable and capable staff and our experience in implementing solutions in complex communities.We look forward to working as a fully engaged partner and trusted advisor with the City to help you achieve your goals. Yours truly, !7 Darrel Drab Vice President, Product Integration DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance TABLE OF CONTENTS 1.0 Introduction.............................................................................................................................................1 1.1 Avocette Technologies Inc...............................................................................................................1 1.1.1 Office Facilities and Equipment.........................................................................................1 1.1.2 Technical Facilities............................................................................................................1 1.1.3 Service Lines.....................................................................................................................2 1.1.4 Vendor Partnerships .........................................................................................................4 1.1.5 Certifications......................................................................................................................5 1.2 Clariti................................................................................................................................................5 2.0 Company and Staff Qualifications and experience ................................................................................8 2.1 Experience.......................................................................................................................................8 2.2 Avocette Personnel..........................................................................................................................9 2.3 Clariti Personnel.............................................................................................................................20 2.4 References.....................................................................................................................................21 3.0 Work Approach and Milestones............................................................................................................25 3.1 Project Management Approach .....................................................................................................25 3.1.1 Critical Success Factors..................................................................................................25 3.1.2 Project Management.......................................................................................................26 3.1.3 Risk Management...........................................................................................................27 3.1.4 Quality Assurance...........................................................................................................29 3.1.5 Project Implementation Phases......................................................................................31 3.2 City and Avocette/Clariti Roles and Responsibilities.....................................................................36 3.3 Proposed Detailed Approach.........................................................................................................37 3.3.1 Priority 1: Day-to-day assistance with bug fixes and enhancements..............................37 3.3.2 Priority 2: Lightning needs assessment..........................................................................50 3.3.3 Priority 3: Customer portal improvements......................................................................53 3.3.4 Priority 4: Additional Lightning migration tasks...............................................................55 3.3.5 Warranty of Work............................................................................................................57 4.0 Propposed Service Summary and Fee Proposal.................................................................................58 Page i DocuSign Envelope ID: 1 FC0C420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen Avoce-++e RFP 2020-106—Salesforce—Community Development System Assistance 1 .0 INTRODUCTION 1.1 Avocette Technologies Inc. Avocette Technologies Inc. (Avocette) has been in business for over 43 years and was founded in 1977. Avocette is a privately-held business and is incorporated in the United States as Avocette (USA) Inc.with federal Identification number:46-1712755. Avocette's focus is on providing IT solutions and consulting to public sector organizations at all levels.We also provide IT consulting services and software to non-profit organizations, healthcare providers and regulatory organizations. We believe in providing our clients with the best solutions for their needs and supporting these solutions through their lifecycle.We meet our commitments by developing strong partnerships with leading technology organizations and by providing long term support. Our staff have a deep understanding of our clients' business as well as deep knowledge of the technology required to power it. Our clients have rewarded Avocette's performance and commitment with repeat engagements and contract renewals.A number of organizations have been clients for more than twenty years. Our employees are based out of offices in Victoria BC, New Westminster BC, Boston MA and Phoenix AZ with over 155 staff and 50 active subcontractors. Avocette works collaboratively with our clients in long-term partnerships, by providing tailored solutions, best-of-breed software and responsive services. We deliver reliable on-going support and expertise, creating opportunity, stability, and mutual success. Our Strategic Vision is: "Supporting clients with technology solutions that create a foundation for business success." 1.1.1 Office Facilities and Equipment Avocette has two large offices-our head office in Vancouver(New Westminster) British Columbia and an office in downtown Victoria, British Columbia. All Avocette's staff are provided with a secure network environment and the most current versions of productivity(MS Office)and development tools(MS.NET, Oracle, Java and others). Our network and development infrastructure is fully compliant with Canadian and United States Government security policies. Our employees are provided with all the tools and materials necessary to complete work for our clients. 1.1.2 Technical Facilities Avocette has robust development environments for .NET/Microsoft, Java, mobile platform, and Oracle development and integration work,with security that meets or exceeds the Government's standards. Our secure environment is used to develop new applications, and to support, maintain and enhance numerous existing client applications throughout the public and private sector. Page 1 DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance 1.1.3 Service Lines Avocette provides our clients with a full range of business-focused IT services through our six business units: • Local Government Unit(Product Integration Specialty) • Government Unit(Consulting Specialty) • Social Sector Unit(Managed Services Specialty) • Product Unit(Product Specialty) • Service Delivery Unit ® Professional Services Unit 1.1.3.1 Local Government Unit(Product Integration Specialty) Avocette's Local Government Unit provides our clients with advanced product-based solutions to their business needs. Avocette's product suite includes Accela for government information systems, Sage for Enterprise Resource Planning and Cherwell for Service Management. Our teams include Project Managers and Senior Business and Technical consultants who have extensive experience in their specific sectors. This depth of practical knowledge allows our teams to bring our clients solutions based on years of consulting experience and industry best practices. To help us provide clients with a range of options we maintain relationships and/or partnerships with a number of software vendors. These partnerships allow us to provide our clients with the latest tools and technologies as well as providing our consultants with access to training and resources. Avocette's Local Government Unit supports over forty clients across the United States and Canada. 1.1.3.2 Government Unit(Consulting Speciality) Avocette's Government Unit is focused on providing solutions to the public sector through the development of long-term relationships, some of over twenty years. Our engagement with our clients allows Avocette to develop and bring domain expertise that directly supports our client's business. We have expertise in social services, natural resources, finance, education and transportation. We work in Page 2 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance partnership with our clients to deliver enterprise-wide solutions and to manage their large-scale projects. We also provide expertise in project and program management, business analysis, quality assurance and testing, and organizational change management. Our project managers and business analysts are experienced in a variety of project management and systems development lifecycle methodologies including traditional waterfall, Agile, Scrum and DevOps approaches. Our PMs and BAs hold professional certifications in project management, program management and business analysis. Avocette is both a Microsoft and Oracle Gold partner and we have deep software development expertise in these technology stacks. We are experienced in Java, cloud technologies, open-source technologies and large data management providing leadership of the Province of British Columbia's Integrated Data Office initiative. Some of our clients include the Province of British Columbia in eight ministries, BC Ferry Corporation, WorkSafeBC, ICBC, BC Hydro, and Translink. 1.1.3.3 Social Sector Unit(Managed Services Specialty) Our Social Sector Unit is specialized in providing consulting, system integration, application managed services and technology managed services to our Social Sector clients. Avocette has been providing Application Managed Services for more than 20 years to support our clients with service-level based maintenance and support for mission-critical business systems. Working closely with our clients, Avocette can support, manage and maintain applications where we add value by identifying areas for cost improvement, increasing productivity and/or streamlining operations. We also ensure systems remain available, reliable and secure. Our services are based on the ITIL service model and each service provided has an associated Service Level Agreement(SLA). Avocette's client base includes organizations in the United States and Canada with our largest clients in Victoria BC and Boston MA supporting over ten thousand users. Avocette supports clients in such diverse geographies as Sweden, Trinidad and Tobago, and Jamaica. 1.1.3.4 Product Unit(Product Specialty) Avocette's Product Unit focuses on the configuration, integration and implementation of our own Sohema case management product as well as partner products like SharePoint, Collabware and PSIGEN. 1.1.3.4.1 Sohema Sohema is a case management product developed by Avocette for the Health and Human Services Market. Sohema features make it a Secure Web-Based Integrated Case Management System. Built to parallel case management best practices, Sohema's core product offering includes a large number of features and includes functionality for users at every level of the organization.Through configuration, each group of users in an organization is able to view and update only the information relevant to the work that they do. 1.1.3.4.1.1 Sohema 365 Sohema is Avocette's cloud enabled case management product developed by Avocette for the Health and Human Services Market. Sohema 365 is developed on the concepts of case management based on industry standards and evolved by Avocette over the last 25 years of case management systems Page 3 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance development and implementations. Sohema 365 focuses on the user experience and leverages the Microsoft Dynamics 365 platform which provides a broader set of integration productivity tools like Office, Outlook and also provides a rich set of workflow and automation tools. Microsoft's cloud and Dynamics platform includes industry leading security and stability. 1.1.3.4.2 SharePoint Enterprise Content Management(ECM)with SharePoint products helps by giving you tools to organize and manage content throughout the content life cycle, from creation to archive. SharePoint ECM integrates the familiar tools of the Microsoft Office system with the central management and collaboration features of SharePoint products and technologies. 1.1.3.4.3 Collabware Collabware provides intelligent Enterprise Content Management software for SharePoint&Office 365 that improves information and records management, and enhances the way people communicate, collaborate and consume information. The software, available on-premises or cloud, ensures regulatory and legal compliance, increases team productivity, protect sensitive data, and helps organizations quickly locate information needed to make better decisions. 1.1.3.4.4 PSIGEN PSIGEN's end-to-end and stand-alone solutions for document capture, extraction, indexing and management turn data into actionable business intelligence. PSIGEN's PSICapture product is a capture platform to meet all your organizational capture needs, including scanning & import, forms processing, data capture, OCR/ICR data extraction and the ability to migrate the information into a document repository. 1.1.3.5 Professional Services Unit At Avocette,we believe that people are the greatest asset of any successful organization. That is why we focus on finding you the best resource to fit your organization's needs. Whether the resource you need is short term, long term or permanent,Avocette has years of experience working with a network of highly qualified technical professionals ready to go to work for you. For candidates and potential employers, this means being able to leverage: Personalized services focused on a mutual understanding of needs m Established relationships with high profile employer organizations ■ In-depth working experience with both public and private sector organizations 1.1.4 Vendor Partnerships At Avocette, we strive to provide our clients with the best solutions regardless of technology or platform. To help us provide clients with a range of options,we maintain relationships and/or partnerships with a number of technology vendors.These partnerships allow us to provide our clients with the latest tools and technologies as well as providing our consultants with access to training and resources. Avocette has the following partnerships and qualifications: Microsoft—Avocette is a Microsoft Gold Certified Partner demonstrating our expertise on a wide range of Microsoft tools and technologies. Page 4 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoee++e RFP 2020-106—Salesforce—Community Development System Assistance Oracle—Avocette is an Oracle Partner Network member that allows us to innovate with confidence and get to market quickly with Oracle technologies. Collabware—Avocette is a VAR and Implementation Partner for a comprehensive content lifecycle management product for Microsoft SharePoint. Clariti—Avocette is a partner of Clariti providing solutions that serve the needs of the local government sector. SAGE—Avocette is a VAR and Implementation Partner for SAGE. Sage Business Cloud Enterprise Management is easier and more affordable than ERP software. Enterprise Management adapts to meet your company requirements, user roles, and preferences to deliver a quick-to-implement, simple-to- manage, and easy-to-use software, on any familiar web browser or mobile device. 1.1.5 Certifications Avocette currently holds the following organizational certifications: ✓ MSP Cloud Verify—Avocette Technologies continues to maintain (MSP/CV)certification for Cloud, Application and IT Managed Service Providers. Certification is granted after a 3rd party audit based on 10 Control objectives of the Unified Standards for Cloud including Governance, Policies and Procedures, Confidentiality and Privacy, Change Management, Service Operations, Information Security, Data Management, Physical Security, Billing and Reporting and Corporate Health. Results confirm Avocette Technologies meets or exceeds industry standards. ✓ SOC 2 Type 1 -Trust Services Criteria for Security and the Additional Criteria for Availability and Confidentiality(TSP section 100A—2017) in addition to the 10 control objectives listed above. Avocette also has a training program in place to ensure services are delivered by ITIL v3 certified resources. In addition to the above certification, Avocette is currently pursuing several other organizational certifications: 3 IS09001 — IS09001 is the internationally recognized Quality Management System (QMS) standard for delivery of service to clients. The standard is designed to be a powerful business improvement tool that helps to improve processes, streamline operations, and reduce cost. IS020000—IS020000 is an internationally recognized Service Management System (SMS) standard to provide Managed IT Services such as Infrastructure and Application Support for clients. It takes a comprehensive approach to IT Service Management and defines a set of processes needed to deliver effective services. 8 CMMI Dev 2.0—CMMI for Development is a collection of best practices to improve products/services and, as a result, improve client satisfaction. By using these practices, services and products will be delivered in a better, more efficient and cost-effective way. 1.2 Clariti Clariti Cloud Inc. ("Clariti") has worked with public sector agencies since its inception in 1985. Previously called Municipal Solutions Group Inc., Clariti was founded by government employees who believed permitting and licensing could be automated through software. Clariti emerged from its parent in 2006 as a software-as-a-service (SaaS)based company offering modules for Licensing, Inspections, Planning, Page 5 DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoce-E +e RFP 2020-106—Salesforce—Community Development System Assistance Permitting, Code Enforcement, Fund Accounting, and Payment/Billing Management. Since then, we have grown to develop leading-edge applications that help government empower their citizens and businesses through modern self-service community portals that achieve performance and efficiency goals. Clariti products are based on industry best practices accrued for almost 30 years of experience with government agencies across North America. The Clariti commercial off the shelf(COTS)solution features all the elements needed to deliver the proposed solution with the Salesforce platform as the underlying infrastructure.The data model that connects each of the departments or program areas together for applications, reviews and inspections, as well as how they relate to GIS, is configured within the Clariti solution. This also includes a robust financial framework that lets you implement aspects such as complex fee structures, deposits, invoicing, and double-entry accounting, and allows you to connect with a payment gateway to provide payment processing. All of this can be configured to work from the back office or extended out to an online solution. With Clariti, users can create, capture and securely store all types of documents (i.e., certificates, licenses, regulations, tickets/citations/legal orders, operations guide, payments, invoices, etc.) streamlining the licensing and/or inspections process by easily collaborating among staff and between agencies to save time, paper, and storage cost. Fees and deposits can be applied, payments processed, and transactions recorded. Agencies can increase productivity through the use of a single application by automatically routing documents for reviews and approvals.Additionally, information sharing is improved by capturing and reviewing investigations, integrating with other systems (i.e. GIS), backend systems, and a public website providing a 360-degree view of all information and interactions. The Clariti solution has extensive dashboards and reporting functionality, can be mobile, on any connected device, anywhere, anytime--plus,the flexibility to modify and scale at will for changing needs. Clariti offers a comprehensive operations management platform that enables government to automate, streamline, and innovate operations to optimize costs while ensuring the efficient delivery of quality services to citizens. With the Clariti solution: ® Customer service responds to expected demands of self-service capabilities including online payments; • Administrative tasks become automated and resource time maximized; ® Automation rules create ordered processes for applications and violations from review to approval and inspection to re-inspection, respectively; • Information is easily searchable and can be dragged and dropped into dynamic reports to provide performance metrics or resource visibility; and, ® Maintenance on technology infrastructure is lessened due to the powerful Force.com cloud platform. Clariti was listed as a "Gartner Cool Vendor for Public Sector" in 2014 - one of only four companies to receive the award Page 6 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance Clariti is headquartered in Vancouver, British Columbia in Canada.The company website can be accessed at www.ClaritiSoftware.com. Currently, the company has around 35 employees. Page 7 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen /� RFP 2020-106—Salesforce—Community Development A V"OCe++e System Assistance 2.0 COMPANY AND STAFF QUALIFICATIONS AND EXPERIENCE 2.1 Experience Avocette currently has 28 experienced consultants with an average of five implementations per consultant. In addition, as a full service consulting company, Avocette has a team of Project Managers, Business Analysts, Technical Architects, Technical Analysts and Database Administrators. Avocette currently has Twenty-two active and ongoing local government projects for organizations across the United States and Canada including the City of Seattle WA, City of Scottsdale AZ and the City of Kingston ON. In addition, Avocette is currently providing our ServicePlus managed application support for local government system users such as the County of San Mateo CA, the City of Cupertino CA and the Regional Municipality of Wood Buffalo (Fort McMurray AB).Avocette's newest ServicePlus clients are Osceola County Florida and Watertown NY. Avocette's technical staff is very experienced in providing implementation services and several members of our team are in high demand to assist with complex implementation and integration projects.Avocette provides full implementation services including analysis, design, configuration, integration, data conversion,technical implementation and project management.Avocette also employs specialist in UX design and Organizational Change Management to ensure the best possible user experience and user change acceptance.Avocette's integration team are experienced in delivering and supporting complex integration solutions so that existing software can interoperate providing a comprehensive solution. Avocette has specialized in providing an enhanced post implementation support services offering for local governments: Avocette's ServicePlus applications managed service offering. Our service level based support offering is available at a number of support levels including: "as needed", 5 X 8, 5 X 12, and 7 X 24.Avocette's post implementation support for upgrades, implementation of new and changed features, data conversions, integrations and new automation keeps your system up to date and provides for continuous improvement. Avocette has implemented local government solutions for both very large organizations such as New York City and very small organizations such as St. Pete's Beach, Florida. Avocette recognizes that packaged solutions may not meet all of the requirements that every client has. However, because Avocette is a full service systems consulting company, we are able to find or develop solutions and integrate them with the system to provide a complete solution. Avocette provides both standard and customized training.Avocette's trainers are experienced in delivering classroom and web based training to our clients. Our experience has been that,while standard training does provide the necessary foundation for client to use the system, standard training can be improved by understanding the true needs of the user base and adapting the training to meet their needs. Avocette's approach of Knowledge Transfer during the implementation project also provides a foundation to determine what kind of end user training is needed. This can range from Avocette providing classroom training to end-users to Avocette training the trainers to deliver the end user training. In addition Avocette can provide web based refresher training as needed in order to keep costs down. Avocette's approach to project delivery is to ensure the deployment of dedicated project teams who become familiar with all aspects of the delivery project ensuring continuity and delivery efficiency. In the Page 8 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance event that changes to staffing is necessary then Avocette provides a knowledge transfer to the new consultants.Avocette commits to providing only substitute consultants of equal or higher experience when these changes are required. Avocette staff take professional pride in their work and because we focus on the public sector our consultants are experienced in working in complex multi-stakeholder environments. Avocette is invested in our client's success and we encourage you to contact our references to learn how the implementation experience working with Avocette has been. See the list below of Avocette's clients and experience. Local Government Clients ■ *Regional Municipality of Wood Buffalo, AB ■ *City of Atlanta, GA ■ City of Mesa, AZ ■ *City of Covington, KY ■ City of Peoria, AZ ■ Barnstable County, MA ■ *City of Scottsdale, AZ ■ *Oakland County, MI ■ *Insurance Council of British Columbia, BC ■ *City of Las Cruces, NM ■ *Regional District of Okanagan-Similkameen ■ Clark County(Las Vegas), NV BC ■ *City of Watertown, NY ■ *Resort Municipality of Whistler, BC ■ New York City, NY ■ *City of Inglewood, CA ■ New York State, Albany NY ■ *City of Commerce, CA ■ *Hamilton County, OH ■ *City of Cupertino, CA ■ *City of Kingston, ON ■ County of San Benito, CA ■ City of Barrie, ON ■ City of Newport Beach, CA ■ *Town of Newmarket, ON ■ *Contra Costa County, CA ■ *City of Brampton, ON ■ *County of San Mateo, CA ■ Deschutes County, OR ■ *City of Menlo Park, CA ■ City of Albany, OR ■ Lake County, CA ■ City of Redmond, OR ■ San Bernardino County, CA ■ *Linn County, OR ■ Sonoma County, CA ■ City of Hillsboro, OR ■ Town of Yountville, CA ■ City of EI Paso, TX ■ City of Denver, CO ■ City of Fort Worth, TX ■ Osceola County, FL ■ *City of Lake Forest Park, WA ■ *Athens-Clarke County, GA ■ *City of Seattle, WA *Current active engagements 2.2 Avocette Personnel The following tables represents some of Avocette's key personnel who would be available to the City for the purpose of the project. At the time of this RFP response, Avocette has 105 employees and 50 active contractors across North America. Avocette's breadth and depth of personnel provides the capacity to provide additional resources to the project as required. Page 9 DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avocee RFP 2020-106—Salesforce—Community Development System Assistance The supervising implementation manager for the project will be Steve Dean. Steve Dean Director, Product Integration 1205 Broad Street Victoria, BC V8W 2A4 Phone: 1.778.401.2726 Page 10 Name and Title Darrel Drab, Vice President Product Integration Project Role Role Description n Partner closelythe Agency Sponsor . participate projectSteering Committee meetings • Provide high-level oversight throughout the duration of the • Assist in removing Project execution obstacles Resolve issues and risks escalated by the Project Manager Home Office ' 1 © , M t° Previous Projects Project Executive forthe following Projects • Kingston Ontario—Land Management • Barrie Ontario • Management • City • ••- Management • • of • Management Council• Insurance of • • -• Professionals • State of Arizona Registry of Contractors—Licensed Professionals MexicoLas Cruces New • Management • •. of Management menPrevious Projects w{�y x �"fl my ' ' v s�e ,�, ,M r ✓ , � � +e t { + d' � �C� ri .app�+ioY7y9Pt�` ez 4t f ua,�:� w�':P YE ,x�(� Iy w 1�'' i ,^�+,• ' ' i ti v r r a« ay b r .. } �i�r��1M (P� l+t• • .° PC .i{l �w' 4a��gt�6� Ay: a�L q's dYk ' 56 J'+'+, r# ,x i4# ae'ay iFa wyar „y�Nl' 'l r�.✓� C" +�t' 'at'�> e� t�yy,���y 4�1 X 1 k�� tM7 i )j461�A1l' 5 119tir6 f '"��,Ra' iwrar +�f.� aZ DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce+ fie RFP 2020-106—Salesforce—Community Development V System Assistance ' 4 • • • ■ 2001 - E-Business Application Framework, IBM Course Code (1306S0) ■ 2000-Project Management Techniques, IBM Course Code (CP2S0) ■ 1982-Diploma of Technology, Computer Systems, BUT, Vancouver • • • • • �. f, 1, t l, r k a � ��,'... � *.,.::d �i•"h roc, i ,,�i�,�� .«M:Y+�1k� �a prep. • - - • • ■ Plan, schedule, coordinate and track the implementation with the agency. ■ Ensure that the project team stays focused, tasks are completed on schedule Page 12 DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance ■ Identify and mitigate issues and risks and escalate as needed in a timely manner. ■ Collaborate closely with Agency Project Manager. ■ Enforce project governance and structure regarding change control, communication and escalation management. ■ Maintain project workspace and create weekly status reports. • - ■ City of Seattle—Project Manager ■ Regional District of the Okanagan-Similkameen—Project Manager ■ City of Scottsdale—Project Manager ■ Accela Middle East(Kuwait)—Senior Consultant ■ County of Lake CA—Senior Consultant/Lead Analyst ■ Resort Municipality of Whistler-Senior Consultant/Lead Analyst ■ SaskPower-Senior Consultant/Lead Analyst ■ City of Barrie ON -Senior Consultant/Lead Analyst ■ City of Kingston ON -Senior Consultant/Lead Analyst ■ City of Newport Beach CA-Senior Consultant/Lead Analyst • University of Victoria Continuing Studies towards BSC in Computer Science Victoria, BC 1985-1990 • • -• • • • . • Steve has over 30 years of information technology industry experience including project management, systems analysis, business analysis and infrastructure planning. Steve has worked with a number of large projects where he has had primary responsibility for both management of the project as well as design and development of the technology utilized. Prior to Page 13 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance working with civic management and case management systems in health and human services, Steve has managed companies that provided fixed link network connectivity and data acquisition and control capabilities. He is an excellent business communicator and effective team leader and has excellent understanding of business processes, software development and has extensive telecommunications experience. • • ■ Responsible for the Functional and Technical Consultants, working directly with client Subject Matter Experts (SMEs) and technical personnel throughout all aspects of the implementation ■ Manages and assists in Business Analysis activities ■ Manages and assists in Configuration activities ■ Manages and assists in Technical Configuration activities ■ Provide design oversight and direction to the team ■ Ensure quality of all deliverables ■ Ensure methodology is being adhered ■ Provide expertise and direction on best practices ■ Provide expertise and guidance on release/environment management ■ Assist with analysis of change requests • ■ Menlo Park Fire District, Permitting and Compliance—Senior Consultant ■ Regional District of the Okanagan-Similkameen—Project Consultant ■ City of Scottsdale AZ, Licensing and Compliance—Senior Consultant, Project Manager ■ Insurance Council of British Columbia, Licensing and Compliance- Project Coordinator ■ State of Arizona Licensing and Compliance- Project Manager ■ San Benito County, Building and Planning (Project Lead) ■ College of Massage Therapists of British Columbia (Business Analyst/Configuration Developer) ■ Regional Municipality of Wood Buffalo(Business Analyst/ Configuration Developer) ■ Kuwait—Senior Financial Consultant ■ Linn County, Building (Reports Analyst) Page 14 Name and Title Farouk Savji, Senior Consultant Reports• City of Commerce, Building and Planning (Project Lead, Licensing• St Pete's Beach, • - Lead) w r Educational Background �V x w € it i �-1 7 egr rcr f a' �� _r,' '+ ' �j N°Tl,94 �1�� �! " P di p, a l r r Y ��"7 AN, z ry ���� 7j�7���: �9� 11�A;� II 11�Ji1����`g`"3Pd��� ' �R[°).®,�,,, a��q�•P��F��� s +w ttr �c9�s i �` t9 ° s•aQ9 a�°a � 3� as pe f Name and Title Mike Buell, Manager, Product Integration/Local Government Project Role ���c naq.ds✓v^e"�'X '" G, a g r -t, �i�i� ; �° e 7�'+�"`a t'1 ��"�3�a Role Description m GIS Managem Manage and assist in the development of GIS specifications m Manage and assist in the development of GIS configuration and assist in Unit Testing GIS configuration Manage GIS deployment Home Office ,i" d'ti' '3urtti' 3>, � e Previous Projects n BramptonON, -• • • Newmarket ON, -. . • Cupertino CA, ESRI GIS Integration Yountville CA, ESRI GIS Integration IntegrationWhistler BC, ESRI GIS between ESRI • Las Cruces NM, ESRI GIS Integ - - -. • • Javascript coding Countyto utilize ESRl data in business rules applied • Lake -. • • Kingston ON, ESRI GIS Integration and Javascript coding to utilize ESRI data business rules applied Previous Projects Pro� ;'�i�i°7n� '��1,�•��5�}�f If1( �F191�ilta "f ld�s L 4j, �•. f �' i 5 .:e F x�<ri4-tl �a""x�,' "�'',1F °4-�1 J�f�✓� ��'f''�';��r 1�"',A'��©'�'4 �',���� a�,y+ �.�1 �3��K` y �, :iF�.. DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance • M ■ Project Management Academy 2018 Certificate in Project Management On-line collaborative based leaning program ■ Penn State, University Park, PA 2004 Post Graduate Program. Graduate Certificate in Geographic Information Systems On-line collaborative based leaning program ■ ITI Information Technology Institute, Ottawa, ON 1999 Post Graduate Program. Diploma in Applied Information Technology Collaborative based leaning program ■ University of New Brunswick, Fredericton, NB 1997 BSc. Forestry and Environmental Management Program Published undergraduate thesis Minors: Parks and Wilderness, and Wildlife Management Collaborative based leaning program •• Presentations ■ ESRI user conference (2014)ensuring a successful audit of forest carbon offset project hftp://qis.esri.com/library/userconf/procl 4/papers/abstracts/a 4563.html ■ ESRI user conference(2010) minimizing ecological risk while maximizing value hftp://gis.esri.com/library/userconf/procl 0/papers/abstracts/c 4531.html ■ ESRI user conference(2007) linking LP models with alternative spatial models http://gis.esri.com/library/userconf/proc07/papers/abstracts/a 1389.html Interest Papers ■ Strategic and tactical time supply modeling—maximizing value on public lands http://member.abcfp.ca/web/Files/magazine/JulyAugustWhol elssue.pdf ■ Breaking down the software options available to forest professionals http://www.abcfp.ca/publications forms/BCFORmagazine/do cuments/BCFORPRO-2010-4 AIIArticles/BCFORPRO-2010- 4 Buell.pdf Page 16 DocuSign Envelope ID: 1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance • - • • ■ Responsible for the Functional and Technical Consultants, working directly with client Subject Matter Experts (SMEs) and technical personnel throughout all aspects of the implementation ■ Manages and assists in Business Analysis activities ■ Manages and assists in Configuration activities ■ Manages and assists in Technical Configuration activities ■ Provide design oversight and direction to the team ■ Ensure quality of all deliverables ■ Ensure methodology is being adhered ■ Provide expertise and direction on best practices ■ Provide expertise and guidance on release/environment management ■ Assist with analysis of change requests ■ Deliver Clariti Training Classes • ■ Regional District of the Okanagan-Similkameen—Solution Lead ■ City of Seattle STR-Solution Lead, Business Analyst/Configuration Specialist ■ City of Seattle TRIP R1 -Business Ana lyst/Configuration Specialist, QA ■ City of Cupertino-Business Analyst/Configuration Specialist, Training ■ Oakland County, MI - Business Ana lyst/Configuration Specialist,Training ■ City of Las Cruces-Business Analyst/Configuration Specialist ■ City of Brampton -Business Analyst/Configuration Specialist, Training ■ City of Newmarket-Business Analyst/Configuration Specialist, Training ■ Insurance Council of British Columbia—Analyst Lead ■ College of Massage Therapists of British Columbia- Business Analyst/Configuration Specialist, Solution Lead ■ San Mateo County- Business Analyst/Configuration Specialist, Solution Lead ■ Regional Municipality of Wood Buffalo AB-Configuration Specialist Page 17 Name and Title Teresa Cameron, Senior Business Analyst CommerceCity of Specialist- - Specialist, Specialist, �, Educational Background 'r " �`�1, I y yy�+ qq q rh 3 s Name and Title Shawn Chen, Configuration Specialist Project Role Configuration Specialist Role Description &n ew 4 ^'"�az d r .... Ug yy p s Home Office Victoria • �� Previous Projects Win- „, '�,� "� FllfiOf�f�.�' �' 65• �. C�� "�'��r�++w�5"`�����'�° ��b��n fJ �� �6: 0.�_ d1nh 411 r DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen Avoce++-e RFP 2020-106—Salesforce—Community Development System Assistance • ■ BSc Major in Economics with Co-op (Sep 2010-June 2015) University of Victoria -Victoria, BC Entrance Scholarship, 2010. ■ MA in Economics with Teaching Assistant position (Aug 2015 -2016 June) MA in Economics Scholarship, 2015. • • ■ Data Conversion Consultant ■ Review data conversion approach and deliverable expectations ■ Develop data conversion data map ■ Build and Unit Test data conversion program ■ Execute and support data conversion for testing and go-live ■ Interface Consultant ■ Conduct Interface analysis sessions ■ Develop data integration specifications for importing or exporting data from Clariti ■ Build and Unit Test data integration programs ■ Business rule automation ■ Manage and assist in the development of business rule specifications ■ Manage and assist in the development of business rules ■ Manage and assist in Unit Testing of business rules ■ Manage business rule automation deployment • - ■ Town of Newmarket(Software Development) ■ Regional Municipality of Wood Buffalo(Software Development) ■ City of Seattle(Software Development) ftp'` Page 19 DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance • ■ B.Sc. Major in Computer Science (Oct 2004—June 2009) Academy of Computer Science, Lodz, Poland ■ Certified Technician in Electronics (Sep 1999—July 2003) ZSP#9, Lodz, Poland 2.3 Clariti Personnel . Provides implementation guidelines, subject matter expertise, and technical analysis for Clariti solutions • Solution architect and business analyst for the following Projects (2006-2020): ■ City of Aspen, CO-Community Development ■ City of Hampton,VA-Community Development ■ Massachusetts Division of Professional Licensure- Professional Licensing ■ Ohio Department of Administrative Services(OIT)- Professional Licensing ■ City of Norfolk-Community Development ■ Michigan Liquor Control Commission (MLCC)- Liquor Licensing Page 20 DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoee++e RFP 2020-106—Salesforce—Community Development System Assistance ■ Orange County Public Works-Community Development ■ Washington State Department of Licensing (DOL) ■ Regional District of Okanagan-Similkameen -Community Development ■ City of Phoenix, AZ-Community Development r r • 1999- Bachelor of Science, Computer Science/Business, University of Victoria r 2.4 References • • . City of Cupertino, California • • Bill Mitchell Chief Technology Officer • • - 10300 Torre Avenue, Cupertino, CA 95014-3202, USA • 408.777.1333 BilIM(cD-cupertino.org • Avocette was chosen by the City of Cupertino to implement a suite of land management modules including Building, Planning, and Enforcement. Avocette was chosen to replace the existing permitting solution and provide full services of data conversion of 10 years worth of legacy data and interfaces to third party systems to help the city better serve it's citizens. The implementation also involved configuration of the Citizen Access portal and Inspector and Mobile Applications (iOS and Android). The project scope includes: ■ Implement the solution for the following Agency departments: ■ Permitting ■ Planning Page 21 DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce-Community Development System Assistance ■ Zoning ■ Enforcement ■ Deploy the following, licensed, products to meet the needs of these departments: ■ Land Management ■ GIS ■ Citizen Portal ■ Mobile Office ■ Interfaces: ■ ESRI GIS ■ Laserfiche ■ ProjectDox ■ BuildingEye ■ Complete data conversion from the legacy solution ■ Complete end user training and administrative training 70 Users Integrations: Laserfiche ESRI PayPal CSLB •. . - 60,170 • Orange County Public Works, CA • • • - 300 N Flower Street, Santa Ana, CA 92703 • Colby Catadi, Deputy Director • - • - (714)667-8860 • colby.cataldi .ocpw.ocgov.com - Aug 2016-Ongoing customer support • • - Orange County has a vision of"1 OC"—One Orange County—to provide a unified customer/constituent engagement platform to support interaction with county stakeholders("customers"). OCPW was looking to modernize the way the County does business with its land developer community(including general public, applicants, residents, surveyors, engineers&developers)and general citizen engagement by developing electronic processes to support developers and the public in their interactions for county services. OCPW has ten (10) Service Areas with nearly half of them using the current LMS in some way or another,for permit tracking, clearances, inspections or management and customer information. A number of outside organizations such as OCFA, OC Parks, OC Waste and Recycling, and City of Brea use OCPW's LMS as well, which could Page 22 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance potentially grow if other entities add on. Currently these outside agencies only use the system to comment on development projects, clear conditions and for informational purposes. Currently, approximately 250 users, in multiple locations, could access the system at any given time. OCPW selected Clariti to act as a comprehensive system that can accept input, organize, process and track development related permits, cases and entitlements through the entire development process. The flexibility in the solution also addresses non development related work flows such as Code Enforcement, Business Registration and Public Works maintenance/repair requests. The system provides robust reporting and auditing components and overall helps to improve OCPW's business processes. OCPW's processes are constantly adapted to meet new challenges and requirements; a system that can quickly respond to these changes was required. The Clariti solution helped OCPW realize many benefits including but not limited to: ■ Providing tools to increase efficiency&responsiveness from OCPW Staff with customers. ■ Improving efficiency and performance within County operations. ■ Monitoring and reporting usage statistics to agency management. ■ Tightly integrating the solution with the preferred Salesforce CRM Platform. ■ Integrating with the County's GIS systems (ESRI &GeoResearch)to provide map-based management reporting 250 Users Integrations: MainStar ESRI Caps+ VTI OnBase Revenue Experts BlueBeam Cyber Source Verifone • • 3,190,000 • • City of Las Cruces, New Mexico • - 304 Bell Ave, Las Cruces, NM 88005, USA • Robert Kyle, Building&Development Services Administrator, Chief Building Official Page 23 DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance • • • 575-528-3106 • rkyle@las-cruces.org • September 2017—May 2017 (On-going) • - Avocette has implemented the Land Management solution using the Best Practice templates (BPT)as part of the Phase 1. Additional business processes beyond the templates and further configuration of BPT's in Phase 2. In Phase 3 Avocette implemented business licensing which went live in November 2018. The project scope includes: ■ Implement the solution for the following Agency departments: o Permitting o Planning o Zoning o Right of Way ■ Deploy the following, licensed, products to meet the needs of these departments: o Land Management o GIS o Citizen Portal o Mobile Office ■ Interface to GIS in Phase 1 ■ Interfaces (Phase 2)to: ■ GL—Munis—2 way periodic batch interface o Tyler Cashiering for cashiering functions ■ Business Licensing implementation for 30 license types in phase 3 ■ More than 50 custom reports. 60 Users Integrations: ESRI MUNIS Financials Payment Adapter •.. 101,700 Page 24 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce-+---e RFP 2020-106—Salesforce—Community Development System Assistance 3.0 WORK APPROACH AND MILESTONES 3.1 Project Management Approach Avocette's Implementation Methodology uses principles developed from the Project Management Institute's (PMI®) Project Management Body of Knowledge (PMBOK®), the recognized ANSI standard, and it is malleable to meet specific City requirements. Avocette will develop a project charter that provides details of our approach, methodology, organization, communication strategy, risk mitigation strategy, integrated master schedule (IMS), staffing plan, training plan and collaboration between the City and the Avocette team for program success. 3.1.1 Critical Success Factors Project implementation will be a collaborative effort between the City and Avocette. Significant time will be spent to ensure the City's goals are met, as defined in the Statement of Work.The following list identifies the critical factors that typically have a significant impact on your implementation: ® Goals and Objectives of the City—The goals and objectives of the City need to be considered in the development of an overall project schedule that reduces risk, maximizes benefit and works within the City's resource and time constraints. • Dedicated Participation—Avocette fully understands that City staff members have daily responsibilities that will compete with the amount of time that can be dedicated to the implementation project. However, it is critical that the City acknowledges that its staff must be actively involved throughout the entire duration of services as defined in the Project Plan. We will communicate participation of the City and Avocette resources through Project Status Reports with real and potential impacts to the project timeline. • Knowledge Transfer—While Avocette cannot guarantee specific expertise for City staff will be gained because of participating in the project, we will make all reasonable efforts to transfer knowledge to City staff. It is critical that City personnel participate in the analysis, configuration, testing and deployment of the system to ensure transfer of knowledge to the City staff. Once Postproduction assistance tasks are completed by Avocette,the City assumes all day-to-day operations of the system. • Support-Avocette provides our ServicePlus Application Management services to assist the City in maintaining and enhancing their solution post go-live.Avocette's ServicePlus is designed to help the City keep their system current and up to date by providing system and end user support, continual improvements to meet new and changing business needs and support for upgrades of the software.Avocette manages all support issues for the City and provides a single point of contact. • Deliverable Acceptance Process—Upon completion of each deliverable according to the acceptance criteria defined herein, Avocette will provide the City with a Deliverable Acceptance Form to formalize acceptance and completion. This form is subsequently signed by the appropriate City contact, as defined in the Project Charter, and faxed/scanned/emailed or hand delivered to Avocette. It is critical that reviews and approvals of each project deliverable confirms that Avocette is meeting its expectations. Upon completion of each Deliverables Acceptance Page 25 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce+ -e RFP 2020-106—Salesforce—Community Development System Assistance Form,Avocette will proceed toward the next milestone. Deliverable review cycles, if extensive, can extend the length of a project significantly. M Go-Live and beyond—In preparation for Go Live, Avocette will work with the City to prepare a checklist and appropriate approach given geographic distribution of end users and availability of super users. This checklist acts as a "mini project plan"within the overall project plan. During the lead up to Go Live and for two weeks post Go Live, Avocette will support the triaging and Level 1 response to issues. During the 20 days post Go Live, Avocette will turn over the support role to Avocette's ServicePlus support staff and Avocette will continue to handle all level of issues to the service levels agreed (SLAs). 3.1.2 Project Management Project management services are defined as the following activities: • Development and Management of a Project Plan a Project Document Management ® Issue Log Management and Escalation ® Status Reporting Lq Change Order Management is Resource Management 0 Executive Project Oversight and Quality Assurance 3.1.2.1 Project Change Management Managing change is critical to the success of any IT activities;the impact of failing to manage change includes cost overruns, un-met client expectations and significant delays.Avocette follows a robust change control process that ensures that any changes are authorized prior to execution. A change is defined as a deviation from the original project plan or Statement of Work(SOW)that impacts the project scope, cost and/or schedule. Changes will usually impact at least two aspects of the project. We propose that the following definitions be used to determine if an official change is required. The Avocette Project Manager will manage the following changes: 3.1.2.1.1 Scope Change A scope change will be any modification (addition, deletion or restatement)to the approved scope. Scope changes may involve software configuration management or may impact other aspects of the delivery. 3.1.2.1.2 Cost Change A cost change will be any modification to the effort required to complete a work package related to the approved scope(or changed scope)that results in a cost change. 3.1.2.1.3 Schedule Change A schedule change will be any modification to the project schedule that changes the overall timeline for the project by+/-5 days. Page 26 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen Avoee+ e RFP 2020-106—Salesforce—Community Development System Assistance When the Avocette's Project Manager identifies a potential change,the following process will be initiated: m Document and Analyze Change. • Review Change Order. • Change Order Approved. If the Community Project Sponsor does not accept the change order, the Avocette's Project Manager will update the change log to indicate that the change request has been rejected. 3.1.3 Risk Management Avocette's' Project Manager will refine and deliver a Project Risk Management Plan that includes specific activities our team will regularly perform to identify, qualify, quantify, prioritize, and manage risks to the Project. Avocette's' Project Manager will regularly solicit input from Avocette's Project Team and the City Team, to anticipate any possible events, obstacles, or issues that may produce unplanned outcomes during the project. He will assess risks to both internal and external aspects of the project. Internal risks are events the Avocette Project Team or the City Team can directly control, while external risks happen outside their direct influence.Throughout the project, Avocette's Project Manager will continuously identify, track, and analyze risks, assess the probability of occurrence, and define mitigation actions to minimize potential impact on the project. Our Project Manager will analyze risk as it applies to the Project in areas such as: • Culture of the various departments participating in the project w Anticipated impact on the participating departments of the resulting product or iw The level to which the result is defined (the more complete the definition, the lower the possibility of risk) Technology used on the project(proven vs. new) * Relationships among team members Impact on work units Competing projects and priorities within the City The Project Risk Management Plan will define the processes for the identification, tracking, mitigation, and contingency planning of project risks—those things that could occur and have a negative impact on one or more aspects of the project at some time in the future. For each project risk, whether internal or external,Avocette will evaluate the potential for the risk to occur, the timeframe of occurrence, and potential impact to the project in terms of cost, schedule, resource, and/or quality.Avocette's Project Manager will make recommendations to the City Project Manager for partial mitigation of the risk, or for acceptance of the risk without mitigation. Our risk management includes the following steps: Page 27 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development Svstem Assistance ProcessDescription Risk Management Usually undertaken during the initiation phase.Working with the City team and Planning stakeholders,our Project Manager will establish the risk management framework for the project.This will include identifying who is responsible for managing risks, methodologies to be used for identifying,analyzing and monitoring risks,and metrics for risk quantification.The Project Manager will also work with the City to understand our risk threshold which will help to determine risk priority. Risk Identification Risk identification is an on-going activity on all our projects which begins during project initiation.Working with the Avocette's Project Team and the City Team and Stakeholders,our Project Manager will identify and document in the risk management worksheet, risks that may potentially impact the success of the project.This process will be repeated throughout the project through both formal risk reviews and informally at team and status meetings. For each risk the following information will be recorded in the risk management worksheet: -+The definition of the risk ->The timeframe that the risk could occur -+The probability that the risk will occur -+The potential impact on the project that the risk will have when it occurs -*Any mitigation activities that can reduce the potential or impact of the risk, if it occurs -+Any contingency plan(s)that should be implemented, should the risk occur -+The status of the risk(potential, transition to issue, transition to close-no longer a risk)and date Risk Qualitative Following the identification of risks to the project,our Project Manager will work with Analysis your team to prioritize the risks, using probability and impact analysis and taking into consideration the City risk tolerance.This information will be captured in the risk log. Risk Quantification Using the information from the qualitative analysis of the project risks our Project Manager will seek to quantify the risks using a combination of expected monetary value and decision tree analysis.On very complex or high-risk projects the Project Manager may also model the project using simulation software to evaluate cost and/or schedule risk.This information will be captured in the risk log and will be used for risk response planning and establishment of contingency funds. Risk Response Once the risks to the project are well understood and quantified our Project Manager Planning will work with the Avocette and the City teams to develop response strategies.The goal of this planning is to: -+Decide on risk mitigation strategies-actions that can be taken proactively that eliminate or reduce the likelihood of a risk occurring or the impact on the project should it occur.The team may identify several mitigation strategies and will then determine which to implement based on a cost/benefit analysis. -+Develop risk response strategies-if the team is unable to completely eliminate a risk,they will then agree upon a plan of action to be implemented in the event that the risk does occur during the project.The intention is to have a clearly defined plan in place that allows the project team to respond to risk events quickly and efficiently without having to delay risk response. Our team will propose an appropriate response for each risk—avoidance, mitigation or acceptance,and facilitate a decision by the City Team to approve mitigation actions. Avocette will also facilitate communication of risks and mitigation action status,and ensure those actions are implemented.The plan will focus more on those risks considered most likely,with the greatest impact on the project.The City Team may also make a conscious decision to accept or ignore certain risks.Avocette will document any such decisions within the Risk Management Plan for follow-up or subsequent re-evaluation. Risk Monitoring and Our Project Manager will be responsible for on-going risk monitoring throughout the life Control of the project using both formal and informal information gathering techniques, Page 28 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoee++' e RFP 2020-106—Salesforce—Community Development System Assistance DescriptionProcess including risk assessment review meetings, performance measurement and trend analysis.The Project Manager will be responsible for ensuring that risk mitigation activities are completed, risk response plans are initiated if a risk event occurs and that the risk plans and logs are kept up to date. Avocette's Project Manager's risk management activities will be focused in two critical areas: 3.1.3.1 Risk Monitoring Our Project Manager will be continuously monitoring performance and issues that are raised throughout the project to determine if an identified risk is occurring. He will also be actively managing the issue and project change management processes and identifying issues that are representative of a larger risk to the service delivery. As appropriate and as agreed upon between Avocette's Project Manager and the City Project Manager, the assignment and execution of risk mitigating activities and tasks will be performed and tracked in the same manner as any other project activity or task. If during the project a risk event occurs,Avocette's Project Manager will immediately log an issue and communicate with the City Project Manager and other team members. Our Project Manager will ensure that any predefined risk response strategy is immediately implemented and will monitor the situation until resolution. 3.1.3.2 Risk Reviews The top five project risks and mitigating activities will be reviewed weekly during the project status meetings. In addition, our Project Manager will conduct a monthly risk review meeting with the City Project Manager and other stakeholders.The purpose of the risk review meeting is to update the risk evaluation and response plan and will include: 10 Review of existing risks • Confirm that the risk still applies ® Update the risk description with additional information if available • Identification of additional risks 3.1.4 Quality Assurance Avocette is committed to delivering and maintaining applications that meet our client's quality expectations. We do not submit deliverables to our clients without first subjecting them to a rigorous quality review process. For documentation deliverables, this includes both peer and senior level reviews for content and presentation. For software and related deliverables,we engage the services of our Quality Assurance team who are responsible for all aspects of functional testing, non-functional and integration testing. Avocette's Quality Assurance team is composed of intermediate to senior-level quality assurance analysts. These quality analysts work closely with the development teams to develop subject matter expertise on specific client applications. Page 29 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen Avoee+-1-e RFP 2020-106—Salesforce—Community Development System Assistance All requests for quality assurance are routed to senior QA analysts, who are responsible for coordinating requests, planning and scheduling tasks, developing the testing plan, monitoring the end-to-end completion of assigned tasks, and ensuring the overall quality of testing. Avocette has a tried and true quality assurance process based on industry best practices.The process ensures oversight of the creation and maintenance of the templates used for creating various quality assurance deliverables and work products, such as QA Plans, QA Test Cases, QA Metrics Reports, and QA Test Reports. The general QA activities include: 1. Assessing and providing an estimate for quality assurance on an application 2. Analyzing requirements and design documents for testability and providing appropriate feedback 3. Planning and assigning the quality assurance scope, activities, resources and schedule 4. Creating quality assurance test plans and test cases 5. Establishing an appropriate test environment(hardware, software), with desired data, access accounts and security access 6. Planning test execution activities 7. Documenting all identified bugs in a Defect Tracking System 8. Capturing the test execution results and other test metrics 9. Creating the quality assurance test report 3.1.4.1 Avocette Testing Techniques Avocette's QA team typically performs the following tests for the development deliverables. Test .• Description Boundary Testing Ensures data within the fields properly function at the boundary(or edges) of allowable data input. Boundary values include maximum, minimum,just inside/outside boundary,typical values, and error values. Field Entry Testing Examines data that is entered in screen forms intended for database input. Testing includes data values, ranges, invalid input, GUI controls, error recovery, and any processing that might occur as a result of data input. End-to-End Testing Ensures the application meets the real user expectations by demonstrating or System Integration that the application works end-to-end. This involves testing a complete Testing (SIT) application environment in a situation that mimics real-world use, such as interacting with a user interface, using a database, using network communications, or interacting with other applications. Functional Testing Ensures the application meets the functional requirements. It is an important test type to validate an application's requirements. Page 30 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen Avoee++e RFP 2020-106—Salesforce—Community Development System Assistance Test •- Description Security Testing Testing how well the system protects against unauthorized internal or external access, including users with inadequate security privileges. Regression Testing Re-testing the application to verify that modifications have not had unintended consequences and that the application still meets all defined requirements. Smoke Testing Checks to see if a newly available software build is testable and can be used by the members of the quality assurance team for the planned testing phase. Scenario Testing User scenario-based testing to find out if the application can handle the standard sequences of user operations that fall within the scope of specific scenarios followed by typical business users. Ad Hoc/Exploratory Testing performed by experienced testers to uncover bugs that normally Testing appear when a user deviates from standard business usage scenarios. In cases where data migrations need to be verified by our QA team,we have experts with years of experience to deliver effective testing for such needs. 3.1.5 Project Implementation Phases 3.1.5.1 Project Initiation Project Initiation sets the tone for the entire implementation. All project expectations and guidelines are defined in this stage. The statement of work is finalized, and the contract is completed and executed. A thorough review of the project scope is performed, and all Objectives, Activities and Deliverables are defined. The City and Avocette representatives will be identified as project team members who will develop project plans, project milestones, and communications plans. 3.1.5.1.1 Objectives ® Establish a detailed project approach that will meet City-specific business needs. A project team is developed and each member's role and responsibility is clearly defined. This team will develop the detailed project plan, resource/task assignment list, and project timeline. • Develop a strong communication plan that includes status meetings, progress tracking and reporting mechanisms, issue/risk management plans, budget management, and resource management plans. • Review and approve all project deliverables. ® Identify of all project milestones, including include approval and sign-off requirements. 3.1.5.1.2 Deliverables ® Project Charter—A comprehensive deliverable that defines how the project will be managed and executed for each stage of the implementation. This document details all functional areas of the project and includes the project approach, project organization and roles/responsibilities matrix, project plan, communication plan, and the issue/risk management plan. The charter outlines how deliverables, milestones, and change control procedures are addressed. ® Statement of Work—The scoping document that defines all consulting/professional services work and deliverables to be provided by Avocette. Page 31 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106-Salesforce-Community Development System Assistance ® Baseline Project Plan—A project timeline that details the dates and durations of all implementation activities, including status meetings and executive committee meetings. This plan serves as the main calendar to track all events related to this project. a Project Status Report Template—The template from which all project status reports are created. m Project SharePoint Site—pre-loaded with baseline documentation. In Project Initiation Meeting (Kickoff)—During the project kick-off meeting, the project charter and schedule of status meetings and deliverables will be reviewed with all participating departments and the executive committee overseeing this project. 3.1.5.1.3 Workplan 13 Schedule and complete Sales handoff to meeting. n Schedule and conduct initial meeting/call with City project leadership (typically Sponsor, Jurisdiction PM, Avocette Project Director, and Avocette PM)to review objectives, scope, and timeline for the project. IM Work with City PM to develop Project Charter using Avocette's Project Charter template. E Review and gain approval on Project Charter. im Work with City PM to develop Integrated Project Plan. Review and gain approval on Project Plan from City Sponsor. * Agree on Project Status Report Template. * Setup project SharePoint Site and upload pertinent documentation (Manuals, Contract, templates, etc.). * Agree on Issues and Risk Management Log (SharePoint). Organize and conduct Project Kickoff Meeting with jurisdiction. * Schedule Project Team onsite work facilitates access to any necessary buildings, systems, etc. 3.1.5.2 Analysis The Analysis phase is used to develop and document the City's business processes that will be supported by the software. During the analysis phase, Avocette reviews existing City documentation, interviews City staff, and conducts workshops to understand and document the City's processes. It is during this phase that Avocette gains a deeper understanding of City's processes and business rules; simultaneously,the City begins to gain a deeper understanding of the methodology and system capabilities. 3.1.5.2.1 Objectives • Introduce the City staff to the system. • Identify the system requirements for each process, transaction, business rule and activity. Im Prepare detailed requirements for in-scope data conversion and interface activities. Page 32 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance • Define reporting needs and report development resources. A list of recommended reports (including custom documents/letters/reports) is defined. • Create system test plans that verify the system configuration and confirm required functionality. 3.1.5.2.2 Deliverables ■ System configuration document ® Interface configuration document ® Data conversion scope document • Report requirements document w System test plan document 3.1.5.2.3 Workplan • Collect and chart each business process as a basis for configuration. • Collect employee names and roles for establishing user groups. a Document existing record numbering schemes and determine their appropriateness for the new system. m Collect and document intake requirements,forms, and data fields for each record type; output requirements (documents/letters/reports);fees, fee schedules, and collection procedures for each record/activity type; and all required inspections and inspection result options for each case record/activity type. o Provide orientation and training on the system. in Assist in identifying potential data elements that should be mapped into the system. m Work with the City to identify required fields to be mapped to existing agency systems that are identified required interfaces. fa Prepare and review a High-Level System Testing Plan for each department. ® Develop data conversion scope document to specify data sources and high-level conversion requirements. * Develop Interfaces requirements document 3.1.5.3 Configuration In this third phase, the system will be configured to match the to-be processes agreed to in the Analysis stage. Essential to this effort is the configuration of the Record (Case, Application, Permit, Work Order, etc.)types that were agreed to during the Analysis phase. In-scope record types include, but are not limited to user-defined fields,workflows, fee structures, and inspection data. Concurrent with the configuration the system integrations and data conversion/migration programs are developed. 3.1.5.3.1 Objectives YA Complete the configuration and testing of the system, meeting all in-scope requirements. Page 33 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance ® Develop and test the data conversion programs to migrate data from the in-scope data sources into the system. ® Prepare the production environment. • Develop reports and letters. m Develop and test the system interfaces. 3.1.5.3.2 Deliverables e Configured solution read for User Acceptance Testing ® Configured Interfaces a Configured and tested data conversion process ® Configured and tested reports and letters 3.1.5.3.3 Workplan ■ Implement configuration for processes, business rules and workflows. ® System-test the application. • Conduct review sessions with the departments throughout the configuration process to ensure expectations are met. • Review required data conversion activities to ensure proper data field mapping. • Develop and system-test the data conversion/migration programs and test load the data into system. ® Configure and system-test the in-scope reports and letters. • Develop and system-test the application interfaces. The Avocette team will work with City IT staff to ensure the proper enhancements to the legacy systems are made. 3.1.5.4 Quality Assurance 3.1.5.4.1 Objectives ® Develop and execute a User Acceptance Test Plan. Gain approval/confirmation that the terms and conditions of the system have been met. • Complete all User Acceptance Test activities; documented deployment plan must be executed by the Community prior to Training and Deployment. 3.1.5.4.2 Deliverables is User Acceptance Testing—A User Acceptance plan will be developed and is used as a guideline in User Acceptance Testing. Approval of completion of this deliverable confirms that Avocette has successfully met the requirements of the new system and the system is ready to be deployed. 3.1.5.4.3 Workplan a Execute the User Acceptance Test Plan to ensure the requirements have been met. Page 34 DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoee++e RFP 2020-106—Salesforce—Community Development System Assistance ® Schedule, conduct, and document results of testing sessions with each participating department to execute the User Acceptance Test Plan. If necessary, corrections deemed to be in-scope will be made to the system. o Schedule an executive session to review the successful completion of the User Acceptance Test Plan for approval and sign-off. s Gain approval to execute the Deployment Plan. 3.1.5.5 Training The purpose of this phase is to ensure that the users and system administrators are ready to use and manage the system. 3.1.5.5.1 Objectives a Completion of all training on the use and maintenance of the system. 3.1.5.5.2 Deliverables • End User Training—User groups are trained in the use of the system. This training includes how their daily responsibilities and workflows are enhanced by the system (business operations training). ® Administrative and Technical Training—Training for City staff that focuses on the administration, maintenance, and augmentation of the system. 3.1.5.5.3 Workplan • Schedule training sessions. ® Conduct training (includes end user training, administrative, and maintenance training)on their enhanced workflows using the new system (business operations training). 3.1.5.6 Deployment The final phase of the project is marked by the transition of system to the production environment. All necessary go-live activities are identified, executed, documented and reviewed. A review of the Statement of Work ensures that all system requirements have been met. Once deployed, the City may begin to use the system in their day-to-day activities. 3.1.5.6.1 Objectives m Successful deployment of system into the production environment. ■ Conduct conformance test to ensure all parts of the system are ready for go-live. ® The City begins to use the system to support their daily activities. 3.1.5.6.2 Deliverables • Pre-Production Checklist Development, Tracking and Execution—A document detailing all go-live required activities,timelines, and execution. ® Move to Production—System is fully transitioned to the production environment and ready for daily use. ® Final data migration—third and final data conversion is executed. Page 35 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance ■ Conformance test results—System is tested to ensure it is ready for go-live • On-site post go-live support for five days. • Off-site post-go-live support for 15 days. • Postproduction Analysis—A review of all activities detailed in the Production Checklist and confirmation of project completion. 3.1.5.6.3 Workplan in Execute the Deployment Plan,whereby the system is installed and live in a production environment. • Perform final data conversion. ® Conduct conformance test to ensure all parts of the system are ready for go-live. ® Conduct go/no-go meeting to confirm production go-live. 3.1.5.7 Transition to Support The purpose of this phase is to transition the support from the project team to the ServicePlus support team. 3.1.5.7.1 Objectives • Ensure system is supported. • Ensure knowledge transfer to ServicePlus support team. 3.1.5.7.2 Deliverables ® Formal Transition to the ServicePlus team for Ongoing Support—The process whereby the City's project is transitioned to ServicePlus for ongoing support. This includes training City staff on the many ways to contact and interact with the ServicePlus team, as well as the transition of all documented issues and requests from the implementation team to ServicePlus staff. 3.1.5.7.3 Workplan ® Conduct transition to ServicePlus team including staff training on use of support tools and familiarization with the ServicePlus Service Level Agreement. 3.2 City and Avocette/Clariti Roles and Responsibilities PM Lead PM Lead PM SO Project Charter R/A C R/A I Project Plan, Project Monitoring Tools R/A C R/A I Priority 1 A R I/C I/C Priority 2 I/C I/C R/A R/A I/C I/C Priority 3 A R C C I/C I/C Priority 4 A R C R/C I/C I/C Page 36 DocuSign Envelope ID:1 FCOC420-962A-4209-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce-H-e RFP 2020-106—Salesforce—Community Development System Assistance 3.3 Proposed Detailed Approach 3.3.1 Priority 1: Day-to-day assistance with bug fixes and enhancements Since 1977 Avocette has been implementing solutions for numerous government agencies. This experience has provided valuable insight to the challenges many organizations face toward successful ongoing deployment. As a result, we have identified a strong demand for extended support, configuration, and training that goes above and beyond the traditional support model and the professional services offered by software suppliers. In our experience,we have found that there are significant knowledge gaps, organizational change management issues and limited technology resources that impeded the use, adoption, and optimization of the software. This results in under utilization of the features of the application systems and heightened frustration among administrators, and end-users of systems. To address this growing need for extended Support and Professional Services we developed a solution known as ServicePlus—a monthly subscription based model with an allotted amount of hours/services bundled to provide a comprehensive program to bridge the knowledge/tech gaps to improve operational/financial efficiencies and engagement. Avocette's clients can attest to the peace of mind they have with Avocette providing support beyond the technical support provided by software vendors as part of their software agreements. Some highlights of Avocette's support include: • Client has a single source for problem reporting and resolution. ® Avocette provides support for major and minor upgrades. im Avocette provides resources to continuously improve their implementation. Avocette is proposing our ServicePlus (Basic Level)application managed service.A brief description of our services is provided below.Avocette's ServicePlus Basic service provides defined on-going support services aimed at maintaining a stable environment. We utilize a subscription format wherein agencies are allocated 40 Hours of Professional Services, Consultation and Configuration per month. Monthly hours can roll over and our experience has shown that while some agencies readily consume their allotted time others save their hours to support planned upgrades or projects. We utilize a subscription format wherein agencies are allocated 40 Hours of Professional Services, Consultation and Configuration per month. ServicePlus Basic 24/7 Service Desk hours: 24 hours a day, 7 days a week excluding statutory holidays. Service requests outside of standard business hours of 08:00— 17:00 EST must be made using the ServicePlus support phone line (email and portal requests made outside of standard business hours will not be answered until the following business day). 3.3.1.1 Service Levels The following service levels are included with ServicePlus Basic in order to achieve the level of support required for the City's environment.The City accesses the Avocette service desk through one of three Page 37 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance methods—Telephone to Avocette Service Desk with up to May 24hour support available, Avocette ServicePlus Support Portal or email. Service levels are divided into five priority levels and are monitored and measured against the service level commitment as shown below. Avocette uses the following definitions to measure service levels: ® Acknowledge Request is an email from an Avocette representative that confirms that the request has been received; * Incident Resolution Time is the time from when the incident is reported to the time a work around or temporary solution has been implemented to address the specific incident; ® Incident Closure is the time from when the incident was reported to the time to hand over for production deployment with a permanent correction for the incident. 3.3.1.2 Service Level Reporting Service level reporting is a key means of communication between the City and Avocette. It is a forum to discuss the performance with respect to service levels, the accomplishments and challenges, and to have open honest dialog about the service delivery and relationship. It also allows potential risks to be discussed and addressed proactively. Service level reporting is provided through the Avocette support portal. Service level meetings are conducted to review the report and to have dialog around the service delivery and support relationship. 3.3.1.2.1 ServicePlus... Basic service levels Resolution Priority Definition Priority 1 Service Disruption for major < 30 Minutes < 4 Hours < 1 applications/systems and/or has Phone call Phone call to Business major impact on business Acknowledgement Software day operations and/or impacts is required Vendor external customers Customer Guideline— has significant Support business impact. Centre every Exclusive of CLIENT network or 60 minutes system issues not covered. with updates Exclusive of external disaster or (if required) disruption. Priority 2 Partial service disruption for < 1 Hour < 4 Hours < 3 major application/system and/or Business service disruption for minor days system and/or has moderate impact on business operations Guideline—affects business operation for at least one department. Page 38 DocuSign Envelope ID: 1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance Resolution Priority •n Acknowledgment Time Closure Priority 3 Minor service disruption < 1 Business day < 3 Business < 30 impacting 1-2 users significantly days Business and/or has minimal impact on days business operations. Does not affect service delivery to external clients. Service Request may be raised for incident remediation and resolution. Priority 4 Minor Service disruption with < 1 Business day < 15 < 90 insignificant or no impact on Business Business business operations days days Workaround available Guideline—Affects < 5people Service Request may be raised for incident remediation and resolution. Priority 5 Causes no service disruption < 5 Business days < 30 < 120 with no impact on business Business Business operations and does impact days days service delivery to clients. Additional work needed to perform some functions. Service Request may be raised for incident remediation and resolution. The following are required in order for Avocette to meet the above service levels: • The City will provide all required subscription, software and/or hardware licenses required to support the application. • The support team will not be on-site at the City's location and Avocette's support team will be able to access the City's network remotely using an SSTP VPN connection to access the necessary application environments. 3.3.1.3 Service Level Meetings The following service level meetings will be required and will be conducted: • Weekly Prioritization meeting to review and rank incidents in priority. • Monthly Planning meeting to assess service request planning, status, priority and actions. Page 39 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce-+ +e RFP 2020-106—Salesforce—Community Development System Assistance ® Quarterly Performance review meeting to review service level report and address performance, if required. • Annual Service Delivery review meeting to review the previous year and determine what adjustments are required for the next year. Attendees will include at least: e Avocette Service Delivery Manager w The City's Contract Manager Note Weekly, Monthly, Quarterly and Annual meetings will occur via conference call. 3.3.1.4 Service Level Report The service level report provided by Avocette support will include the following information: ® An itemized list of the requests received in the last period and their status as of the end of the period. ■ Priority 1 &2 Incident Summary(with an Executive Level explanation of the incident and root cause) ■ Status section (noting any potential risks to achieving Service Levels, soft measure feedback, as well as any information that will assist both the City and Avocette in planning for the next period) Service Level Performance report described below with monthly and annual totals: Total number of Priority 1 incidents Percentage and number of Priority 1 incidents acknowledged, remediated and resolved within SLA times List of incidents not acknowledged, remediated or resolved within the SLA times with explanation for each. Total number of Priority 2 incidents Percentage and number of Priority 2 incidents acknowledged, remediated and resolved within SLA times List of incidents not acknowledged, remediated or resolved within the SLA times with explanation for each. Total number of Priority 3 incidents Percentage and number of Priority 3 incidents acknowledged, remediated and resolved within SLA times List of incidents not acknowledged, remediated or resolved within the SLA times with explanation for each. List of service requests raised as a result of Priority 3 incidents with estimates of effort and assigned priority. Total number of Priority 4 incidents Percentage and number of Priority 4 incidents acknowledged, remediated and resolved within SLA times Page 40 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance List of incidents not acknowledged, remediated or resolved within the SLA times with explanation for each. List of service requests raised as a result of Priority 4 incidents with estimates of effort and assigned priority. • Total number of Priority 5 incidents Percentage and number of Priority 5 incidents acknowledged, remediated and resolved within SLA times List of incidents not acknowledged, remediated or resolved within the SLA times with explanation for each. List of service requests raised as a result of Priority 5 incidents with estimates of effort and assigned priority. 3.3.1.5 Service Delivery Service delivery is oriented around two specific processes: 1) Incident Management a. The handling of Break Fix situations. In the City's terminology this is the `support' type of requests that involve software fixes. b. In the event of a Priority 1 or 2 incident, Avocette resources will be required to attend the Incident Report Meeting that will be scheduled by the City within 48 hours of the incident. 2) Service Request Management a. The handling of any request that is not expected to result in a software fix.This includes Maintenance, Enhancement and Operational (non-software related) requests. The following sections will outline all the elements involved in Service Delivery and also walk through the expected workflow for both Incident Management and Request Management. 3.3.1.5.1 Service Request Management Avocette uses a Service Management system to record and track all incidents and service requests under this contract. Avocette provides a service request management client portal which provides for on-line submission and tracking of incidents along with a dashboard for monitoring overall performance. Once submitted, service request management application is used to support incidents and requests, assign tasks to internal team members and track time spent on specific requests Instant access to the status of all service requests is provided and reports can be generated by both service and application. The features offered are: iw Application Change Management by logging and tracking requests, bugs, and enhancements by application and client ■ Automatic email notifications within Avocette Systems for: new incidents; closed incidents; Escalations; Priority changes; Remediation, Resolution or Recovery; and Task Assignments • Cross-referencing of incident reports ■ Time recording for activities and reporting on effort Page 41 DocuSign Envelope ID: 1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoee++e RFP 2020-106—Salesforce—Community Development System Assistance • Root Cause capture • Control of user access to ensure security and privacy The service request management application is configured for each client and can be modified to accommodate business related requirements for reporting. The City will be defined along with the details necessary to provide the reporting and incident management required to meet the City Service Level reporting needs. The following screen shot demonstrates the type of information captured for an Incident. Iticident 2' Classlry Irnestlpate Resolve Closed ni Step 2: Classify Ut Snort Description Service: Description ( Category.i._. .. Ll SlbCategory.I —_— RfmaryCc I 7A.� Priority.rj !,]hlajnrLxltlent C.Source•. Email v Era.Ret.Number.r Step 3: investigate the Incident k No apedfia form is available atm dasaffic"W.it will appav hare. k.. All requests (incident is sent to the Service Desk and non-incident requests from the City will be logged as separate tickets. 3.3.1.5.2 Incident Management The incident management process occurs when the City has a request to fix a production problem with your environment. The goal of incident management is to: ® Maintain service level objectives; and E Return to the normal service level as soon as possible with the smallest impact on the business and user. The process is triggered when the authorized the City individual or group makes the request through: ® Entry into the Client Portal I. E-mail to Avocette(for non-emergency items only) Page 42 DocuSign Envelope ID:1FCOC420-962A42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoee++e RFP 2020-106—Salesforce—Community Development _System Assistance w Phone call to Avocette(for emergency and high priority issues, phone is mandatory) 3.3.1.5.3 Incident Management Process The following describes how Avocette will respond to an incident request. This process can be reviewed and adjusted if necessary to meet the City's specific needs. ro� Y6 nu Procedure for Lzcident Management. Task # Task Actor(s) 1.1 The City point-of-contact or Customer Service Centre contacts the City Avocette Service Desk via toll-free telephone number or email address. application point-of- contact 1.2 All contacts are acknowledged upon receipt. Acknowledgement can be Avocette through email, or by phone. In the event an incident is submitted which in Service Desk the judgement of the service desk should be a level 1 or 2 incident the service desk will acknowledge by phone and recommend an upgrade of the incident priority. 1.3 Avocette Service Desk creates a ticket for the request, assigning the Avocette request to Avocette's primary support person and Service Delivery Service Desk Manager. Automatic email notifications are generated and sent to the Avocette Service Manager. 1.4 If the request is a priority 1 or 2, the Avocette Service Desk speaks to the Avocette support resource and Service Delivery Manager directly to ensure the Support request is received in a timely manner(i.e., warm handover). The City Team and Avocette's managers are informed of priority 1 and priority 2 requests. Page 43 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoee++e RFP 2020-106—Salesforce—Community Development System Assistance Task # Task Actor(s) The Service Delivery Manager liaises with the primary resource to coordinate a solution and may approach service manager to assign additional support team resources to recover and resolve the issue. 1.5 The support team works to recover the issue within the service levels. Avocette This may involve working directly with the City staff to provide access to Support data, database logs, performance data, etc., in order to resolve the Team incident. The support team promotes the fix to the City's environment and completes the necessary requests to migrate to production. 1.6a If resolution of the issue provides recovery of the application, the Service City point-of- Delivery Manager will seek approval from the City to close the request. contact 1.7 If resolution of the issue does not also provide recovery of the Avocette application, the support team will work to complete the long-term solution Application to the issue. Support Team 1.6b Avocette obtains approval from the City point-of-contact to close the City point-of- request. The incident is only considered closed once it is successfully contact deployed to production and verified as being resolved by the City point- of-contact. 3.3.1.5.4 Request Management Avocette's request management services support the management of service requests. This includes requests for maintenance, enhancements or other operational (non-software)requests. The goal of Request Management is to keep track of all requests, allow prioritization of the requests, track time spent, and report on the status of each request. Service request may be raised to address all Priority 3, 4 and 5 incident remediation and resolutions. 3.3.1.5.5 Request Management Process The following describes how Avocette will respond to a service request. k0 Y6 Procedure for Maiutezzarzce, Ezrhazzcentent acrd Operational Requests Page 44 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen Avoee++e RFP 2020-106—Salesforce—Community Development System Assistance Task # Task • 1.1 The City point-of-contact creates the initial service request by City documenting the specific request and sending this to the Avocette's application Service Desk by entering into Cherwell or sending an email. A template point-of- is used to document the Service Request. contact This will be logged if not already initiated as a service request and assigned to the service delivery manager to assess. 1.2 The Service Delivery Manager will coordinate the team to assess the Avocette Service Request, complete the request with impacts and estimates, and Support Team return the service request to the City for approval. The development of the service request may involve collaboration between the City and Avocette to ensure the requirements are understood and impacts accurately accounted for. The City will review and approve the Service Request. The City 1.3 The service delivery manager will then schedule the work to be Avocette completed based on the agreed timeline expectations in the service Support Team request. 1.4 The service request is executed and the deliverables provided to the Avocette City. Support Team 1.5 The City will review the deliverables and complete any necessary user The City acceptance testing before giving the approval to proceed to production or accept the deliverable. Service Requests must be approved and signed by the City Contract Manager and Avocette's Client Manager before any work proceeds. 3.3.1.6 Approach to Maintain Service Levels Avocette will assign qualified and cross trained resources to the support of the Supported Application Components. The support team will include a primary and backup resource fully trained in the application as well as the support procedures necessary to adhere to the City's standards. The Service Delivery Manager will ensure that the backup resource is ready in the event that the primary resource is unavailable for any reason. The primary goal is to ensure that service levels are maintained regardless of the individual schedules of the support team. In addition, the Avocette Service Desk is provided with primary and backup resource contact information and will be kept informed when the primary resource is unavailable. Cross training of the backup resources will be provided as part of initial transition to support and will occur annually thereafter as a refresher. Page 45 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen Avoee++e RFP 2020-106—Salesforce—Community Development V C System Assistance Avocette will maintain a repository for information, materials and details pertaining to support of the Supported Application Components (Knowledge Management). This will also include details on the specific City policies and procedures that will apply to this support service. The Service Delivery Manager will ensure that there is adequate coverage during any absences or traditional vacation periods (Christmas Holidays)and will also communicate any upcoming absences to the City during the monthly service level report meetings. In the event of a disaster in the Avocette Offices, the City will be notified immediately, provided direct contact phone numbers for the support team, and support resources will work from home. 3.3.1.7 Facilities and Equipment Requirements The City is not required to provide any permanent desk or office space. However, Avocette may require access to a drop in station at the City from time to time during onsite visits. Avocette resources will require remote access into the City environment using a secure VPN or similar connection. 3.3.1.8 Support Team Avocette's support team is comprised of the following roles and provides on-going operation support for the City's environment as follows: Role Role Description City Contract Manager The City will assign a City Contract Manager to be the primary contact for the Avocette Service Delivery Manager. (Note that other roles may be assigned as required)The City Contract manager will: 1. Facilitate communications between Avocette and the City to clarify incident/service request particulars (as needed) 2. Facilitate communications between Avocette and other City departments or technical areas in order to diagnose and resolve the request 3. Arrange for User Acceptance Testing as required 4. Provide priorities and guidance to the Avocette support team for outstanding issues 5. Complete resolution details in the support tracking system and closing the ticket 6. Attend monthly service level meetings 7. The following additional responsibilities are primarily related to Service Request Management: 8. Facilitate Authorization of work to proceed. 9. Manage communication with other application stakeholders on implementation or significant changes 10. Facilitate approval of requirements and functional specifications Avocette Service Desk Support Avocette's Service Desk is staffed with Service Desk Support Analyst Analysts who are responsible for receiving and acting upon incidents reported by ServicePlus Clients. The Avocette Service Desk Support Analyst: 1. Responds to incidents from ServicePlus clients submitted by email, phone or through the support portal. Page 46 DocuSign Envelope ID: 1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance Role Role Description 2. Provides basic user support as required such as password resets and other user support issues. 3. Based on the priority of the incident takes appropriate action to respond to the incident by performing a warm handoff. 4. Provides regular updates for high priority incidents. Avocette Account Manager An Avocette Account Manager is assigned to each ServicePlus client and will be the person responsible for ensuring Avocette meets its commitments under this contract. The Client Account Manager is also responsible for approving service requests on behalf of Avocette. The Avocette Account Manager will: 1. Be responsible for Avocette's commitments under the contract. 2. Be available when necessary to meet with the client to address issues and concerns. 3. Approve Service Requests in a timely manner. Service Delivery Manager A Service Delivery Manager is assigned to each ServicePlus client and will be the primary contact for managing incident resolution and service requests.Avocette always assigns a backup Service Delivery Manager, typically the Subject Matter Expert,to each account so that service disruptions are avoided in the case of the primary service delivery manager not being available. The Service Delivery Manager will: 1. Be responsible for ensuring service levels are met for all reporting incidents and communicating status of incident resolution processes to stakeholders 2. Manage the delivery team and ensures support coverage is in place to meet or exceed all service levels 3. Ensure proper communication to the City regarding release scope and expected delivery schedule and status during the implementation process 4. Provide estimates for Service Requests and work with the City Contract Manager to set priorities 5. Work with the City Contract Manager to develop release plans for Service Requests 6. Ensure all required authorizations have been provided prior to initiating work or conducting migrations 7. Be responsible for adjusting the release processes if necessary in order to improve quality, reliability, timeliness or overall customer satisfaction with the releases and documenting the revised processes 8. Ensure decisions, priorities and action items are properly documented and communicated to the team members 9. Work with the City Contract Manager and the Avocette Support Team to prioritize incident resolution and closure 10. Conduct regular team meetings involving release scope, scheduling and status Page 47 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance Role Role Description 11. Reports regularly to the Avocette Account Manager Subject Matter Experts I A primary and secondary Subject Matter Expert is assigned to Business Analyst each ServicePlus client and is responsible for providing analysis of and recommendations for resolving incidents and providing analysis and design for service requests. The Subject Matter Expert will: 1. Be responsible for understanding the business needs in relation to the application 2. Gather requirements for enhancements or service requests 3. Document both "as is"and "to be"to enable technical team members to effectively configure the application 4. Liaise with CLIENT staff to understand and document reporting requirements 5. Work with CLIENT to understand business problems in relation to the application 6. Works with the Avocette Service Delivery Manager to effectively timetable and deliver business analysis tasks as part of releases or service requests Configuration Analyst A primary and secondary Configuration Analyst is assigned to each ServicePlus client and is responsible for implementing changes to address incidents or implementing solutions in support of a service request. The Configuration Analyst will: 1. Be responsible for the overall configuration of the CLIENT supported application components including the quality of migrations and adherence to best practice 2. Be responsible for triaging production issues relating to configuration, assessing the impacts of the changes and working with the technical team to resolve the issue 3. Assign work to other support team members if required and ensures adherence to standards 4. Provide estimates and specifications for changes/fixes to the Service Delivery Manager for approval prior to proceeding with work 5. Responsible for updates to technical documentation 6. Prepares migration requests and provides necessary technical documentation to the CLIENT technical teams 7. Supports components of the application including development and unit testing of new component configurations 8. Investigates and resolves production incidents, issues and questions as directed by the Avocette Service Delivery Manager Integration analyst(Business A primary and secondary Integration Analyst is assigned to each logic scripting and third party ServicePlus client and is responsible for addressing incidents integrations) involving scripted business logic and third party integrations. Page 48 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce-+e RFP 2020-106—Salesforce—Community Development System Assistance Role Role Description They are responsible for providing scripting and integration services for service requests. The Integration Analyst will: 1. Be responsible for the overall technical integrity of the City supported application components including the quality of migrations and adherence to technical standards and best practice 2. Be responsible for any technical issues related to integration and business logic of the City supported application components 3. Be responsible for triaging production issues, assessing the technical impacts of the changes and working with the technical team to resolve the issue 4. Assign work to other support team members if required and ensures adherence to standards 5. Provide estimates and specifications for changes/fixes to the Service Delivery Manager for approval prior to proceeding with work 6. Be responsible for updates to technical documentation 7. Prepare migration requests and provides necessary technical documentation to the City technical teams 8. Supports components of the application including development and unit testing of new components 9. Investigates and resolves production incidents, issues and questions as directed by the Avocette Service Delivery Manager Report Analyst A primary and secondary Report Analyst is assigned to each ServicePlus client and is responsible for addressing reporting related incidents and service requests. The Report Analyst Will: 1. Be responsible for the overall technical integrity of the City supported report generation including the quality of migrations and adherence to technical standards and best practice 2. Be primary contact for any issues related to the City supported reporting components 3. Be responsible for triaging production issues, assessing the technical impacts of the changes and working with the technical team to resolve the issue 4. Provide estimates and specifications for changes/fixes to the Service Delivery Manager for approval prior to proceeding with work 5. Be responsible for updates to technical documentation 6. Prepare migration requests and provides necessary technical documentation to the City technical teams 7. Supports components of the application including development and unit testing of new components Page 49 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance RoleRole Description 8. Investigates and resolves production incidents, issues and questions as directed by the Avocette Service Delivery Manager Technical Support Analyst A primary and secondary Technical Support Analyst is assigned to each ServicePlus client and is responsible for resolving technology related incidents and addressing the technical support needs of service requests. The Technical Support Analyst will: 1. Be responsible for the overall technical integrity of the City supported application components including the quality of migrations and adherence to technical standards and best practice 2. Be primary contact for any technical issues related to the City supported application components 3. Be responsible for triaging production issues, assessing the technical impacts of the changes and working with the technical team to resolve the issue 4. Assign work to other support team members if required and ensures adherence to standards 5. Provide estimates and specifications for changes/fixes to the Service Delivery Manager for approval prior to proceeding with work 6. Be responsible for updates to technical documentation 7. Prepare migration requests and provides necessary technical documentation to the City technical teams 8. Support components of the application including development and unit testing of new components 9. Investigates and resolves production incidents, issues and questions as directed by the Avocette Service Delivery Manager Database Administrator Avocette's core team also includes a Database Administrator. The Database Administrator is not assigned to the team but is available as and when needed. 3.3.2 Priority 2: Lightning needs assessment The analysis from Classic to Lightning may uncover areas within the City of Aspen's solution that have opportunity for optimization.We will capture these items in a"parking lot" list for the agency to evaluate and prioritize. The reference to"parking lot" list will be generated if, during the assessment activities, Avocette&Clariti identifies areas where the City's solution can be optimized (references improvements to their solution through use of Clariti product features not used in the solution or reduction of clicks based on efficient use of the product). These"parking lot" items will not be addressed (configured, implemented, or resolved) as part of this proposed level of effort. Page 50 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance 3.3.2.1 Needs Assessment Timeline To support the City of Aspen's needs assessment for migrating from Salesforce Classic to Lightning, Avocette&Clariti are proposing an 8-week project. In the following sections, Avocette&Clariti have outlined the activities and assumptions to support this timeline. During the 8-week project,Avocette& Clariti will conduct weekly status meetings with the City to review project status that will include past accomplishments, upcoming activities, hours remaining, and issue/risk. 3.3.2.1.1 Week 1 -Assessment Preparation In the first week of the project,we will conduct a kickoff meeting to set expectations and City's preparedness for the assessment. The kickoff meeting will include introductions, roles and responsibilities, the activities to initiate the needs assessment, and an overview of the timeline. In addition, the City and vendor will agree upon a format and data to be captured in the Migration Activity Report. Once Avocette& Clariti have access to the City's Community Development system, Avocette& Clariti will execute the Salesforce reports to, Readiness Report and the Lightning Experience Configuration Converter and any other reports the team feels will assist in the assessment to begin the Gap Analysis. 3.3.2.1.2 Week 2 -6-Gap Analysis Over weeks 2-6,Avocette &Clariti will perform a gap analysis based on the Readiness Report, the Lightning Experience Configuration Converter, and any other report generated in preparation. The approach for analysis includes review of specific features to determine if attention is required, level of usage, and required activities for migration. These assessments will be performed on the features list below as an example of what will be reviewed: • Third-Party Integrations • Omni-Channel • Salesforce Knowledge • Entitlements • AppExchange Packages • Mail Merge • Salesforce Console • S-Controls • Email Templates • My Domain • Lookup Fields • Data.com • Chat • Cases During the gap analysis, Avocette&Clariti will evaluate usage by user profile to determine obstacles users may have that impacts with the Lightning migration and to assist with the rollout plan to determine the user profiles. The City will assist Avocette&Clariti in determining if the features are in use or dormant and decide if the feature will be migrated. Avocette&Clariti will establish a migration activity report to Page 51 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance track the technical requirements for the migration. The report will include the feature, description of the migration work to be performed, or the decision to not migrate the feature, and a level of effort. The gap analysis will include features not currently supported in Lightning and how they will be addressed for priority 4 migration activities, such as: ® Documents—recommendation to convert to Salesforce Files • Attachments—recommendation to convert to Salesforce Files in Notes—recommendation to convert to enhance notes Avocette&Clariti will determine the volume of these items within the City's environment in the gap analysis and establish a level of effort to convert these items for the Lightning migration as part of the migration activity report. In addition, Avocette& Clariti will work with the City to determine user access to these tabs, objects, and related lists as activities to be performed during the migration activities. The Avocette &Clariti team has a breadth of knowledge of the features impacted in the migration such as Clariti VF pages, actions, and custom buttons that may need to be revised to work in Lightning. Knowledge of the latest Clariti Lightning components (e.g. CE 2.0)will allow the team to work with the City to determine the best product path to meet their needs. Below highlights some additional areas the gap analysis will cover: Analysis Area Preliminary Action Plan Custom Buttons and Determine the workaround in Lightning. Links—JavaScript Custom Buttons and Update the link based on the migration; if there are gaps, the City will assist in Links—URLs or determining if the link is required to be migrated based on user usage.These internal URLs decisions will be captured in the report to determine migration activities. Home Page and Determine the workaround in Lightning. Sidebar Components Activities Setup Lightning has some limitations and major improvements in this area. Avocette & (including tasks, Clariti will work with the City to determine the work around activities to support events, emails, etc.) the migration. Actions and Buttons Identify impacts to the page layout impacted by the Lightning experience. Report and Determine the workaround in Lightning. Dashboard Folder Sharing Report Builder Determine a workaround in Lightning or determine classic is only supported and identify the users impacted. Solutions Determine a workaround in Lightning. Hard-coded URLs Determine a workaround in Lightning. Visualforce pages Determine a workaround in Lightning. Sharing Buttons Determine a workaround in Lightning. Page 52 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance To successfully conduct the assessment and identify the activities required to migrate from Salesforce Classic to Lightning,we are recommending a blend of vendor and City staff. This team will work together on the assessment to make recommendations on the use of features that may or may not need to be migrated due to no or low usage. This team will also determine roles involved in the Priority 4 Migration activities such as the"Lightning Experience Champion". Role Responsibilities Solution Architect Lead the 8-week initiative, Vendor(Clariti) ensure the gap analysis activities are taking place and responsible for the migration activity report, escalation of any issues/risks Business-line and Process Assist the Solution Architect with City of Aspen Improvement staff feature usage and business process within the system to provide feedback and concurrence on the determined workaround solutions for features Business Owner Decision maker on any features City of Aspen for migration, participate in weekly status meeting; approver of the Migration Activity Report and go/no go decision maker System Administrator Assist the Solution Architect on City of Aspen access or open questions to support the needs assessment 3.3.2.1.3 Week 7-8 Migration Activity Report Throughout the Gap Analysis, Avocette&Clariti will capture the work activities and effort to support the migration in the Migration Activity Report. This report will include decisions the City made in the Gap Analysis if a feature will be migrated from Classic to Lightning, the steps to migrate the feature, and the estimated level of effort required. Avocette&Clariti will review the Migration Activity Report with the City for completeness. Upon acceptance of the Migration Activity Report, Avocette& Clariti will conduct a go/no go decision meeting with the City to determine proceeding with the migration activities. 3.3.3 Priority 3: Customer portal improvements. Avocette is proposing a staged implementation of the"out-of-the-box"or"standard"Clariti customer portal as a replacement of the City's current customer portal. The goal for this migration is to ensure the following: 1. The City retains all existing functionality that is required to ensure no loss of features and requirements Page 53 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance 2. The City implements a standard community portal that is supported by Clariti software development and has the ability to receive periodic software updates and feature enhancement currently included in the annual software subscription 3. The City's community portal adheres to Clariti and Salesforce best practices and thus can operate at optimum speed and stability. The process Avocette has identified to implement the standard community portal is as follows: ResponsibilitiesPhase Timeline Description Phase 1: Product 3 months Avocette Avocette is proposing to stabilization implement a 3-month stabilization process where by all backlog of tickets and outstanding issues are addressed. The purpose of this is to ensure the solution is operating as expected and underlying issues that may be affecting the current portal are addressed to ensure a smoother transition to the new community portal Phase 2: Business 10 Days Avocette/City of Aspen Avocette will conduct a series of Analysis business analysis sessions with City staff to identify and document key features and requirements for the community portal. Phase 3: Build 30 Days Avocette Based on documented business requirements identified in Phase 2 of the project, the Avocette team will build the new community portal based on the out-of-the-box Clariti community portal solution. Phase 4: Quality 10 Days Avocette Upon completion of the build of Assurance the new community portal,the Avocette quality assurance team will conduct thorough quality assurance testing of the portal to ensure that the build meets the documents requirements from Phase 2. Phase 5: User 5 Days City of Aspen The User Acceptance Testing Acceptance Testing (UAT)phase will require the City's staff to conduct complete end to end testing of the community portal to ensure it meets the requirements that Page 54 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen Avoce+ +-e RFP 2020-106—Salesforce—Community Development System Assistance Phase Timeline Responsibilities Description were communicated and documented in Phase 2 of the project. Phase 6: Go Live N/A Avocette Go Live refers to switching the City's current community portal and turning on the newly built community portal. Phase 7: Stabilization 5 Days Avocette/City of Aspen A one-week stabilization period is scheduled to address and resolve any outstanding issues that may arise upon go live. 3.3.4 Priority 4: Additional Lightning migration tasks. D1 D compieted ted Execu 3.3.4.1 Roles and Responsibilities for Additional Lightning migration tasks The following table represents the roles and responsibilities for successfully rolling out the Lightning interface. ResponsibilitiesRole Solution Architect Lead the 6-week Lightning migration tasks, ensure the Vendor(Clariti) migration activity report activities are performed in the sandbox environment, supporting the Champion testing, developing the rollout plan and execution of the plan by addressing severity 1 &2 issues raised, and escalation of any issues/risks Business-line and Assuming this individual will be the Lightning Experience City of Aspen Process Champion(s)and will be responsible for testing the system Improvement staff based on daily operations in the sandbox, support training the end-users to support the rollout plan and test issues to determine bug or solution improvements Business Owner Decision maker on the rollout plan schedule, participate in City of Aspen the weekly status meetings System Provide a sandbox environment with production setup to City of Aspen Administrator support testing, assist with any triage of issues, and address any questions regarding the migration activities, responsible for rollout plan activities assignment Page 55 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen �`V�O�Q+ � RFP 2020-106—Salesforce—Community Development 1. System Assistance 3.3.4.2 Additional Lightning Migration Timeline The outcome of the Priority 2 Migration from Salesforce Classic to Lightning Needs Assessment go/no go decision Avocette&Clariti will initiate the tasks to complete the migration from Salesforce Classic to Lightning in six weeks. Avocette &Clariti will conduct a weekly status meeting with the City to provide status updates that will include past accomplishments, upcoming activities, hours remaining, and issue/risk. 3.3.4.2.1 Week 1 -4 Prepare Environment The execution of the migration activities will be based upon the Migration Activities Report and decisions made during the Classic to Lightning assessment. Once the assessment has been completed, the scope for the migration activities will be better defined to determine a level of effort. The Migration Activity Report from Priority(2)and the Readiness checklist will be the primary document used in the execution of the migration activities. The City will provide Avocette &Clariti with a sandbox environment to support this work. The team will spin up a new sandbox environment from production to ensure the latest packages are installed and then begin the migration activities. Once the mitigation activities have been deployed to the sandbox the team will transition the environment to Lightning and perform QA activities to ensure the workarounds are supported. 3.3.4.2.2 Week 5 Rollout Plan Completed The designated "Lightning Experience Champion(s)" identified by the City and vendor will begin testing in the sandbox. Avocette&Clariti will support the champion during the first day of testing, by walking them through some key changes of the interface and allow the champion to perform some day-to-day activities in the system where Avocette&Clariti will address any questions they may have for the continued testing. In addition,Avocette& Clariti will provide direction on how to identify issues with the user experience. During this week of testing, the Champion will then continue testing in the sandbox where Avocette&Clariti will hold a daily standup (30 minutes)to address any questions and collect any issues the champion is experiencing. If there are more than one champion,the City will be responsible for consolidating the feedback from the champion(s) into one list. The City will review each item to determine if the issue is related to Lightning migration or the same experience is occurring in the Classic environment. If the experience is the same in Classic,these Champions are identifying areas of solution improvement, these items will be added to the"parking lot" list and will not be acted upon by Avocette &Clariti under this contract. If the issue is not the same in Classic,Avocette& Clariti will triage the issue in the Lightning sandbox environment. As the testing is taking place Avocette&Clariti will begin creating the rollout plan. This rollout plan will include the migration activities (include any issues captured during the champion testing) required to be performed on the production environment,the same steps performed in the sandbox environment and will make the necessary updates based on the triage of severity 1 and 2 issues. The rollout plan should include the initial user group who will have lightning available in production, the City will take on the responsibility of training the end-users on the new interface and how they will report issues. This group will be the change agents for the remaining groups rollout to assist when questions are raised in the new interface and how training will take place. Page 56 DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A Avocette's Response to City of Aspen A V,OCe++e RFP 2020-106—Salesforce—Community Development C System Assistance 3.3.4.2.3 Week 6 Rollout Plan Executed The execution of the rollout plan will take place based on the schedule defined in the plan and owners of each activity. Once the initial release has been executed,Avocette&Clariti will support one week post the initial rollout for any issues identified by the group to determine if it is an issue requiring triage versus request to improve the solution. Avocette&Clariti will address the severity 1 and 2 issues within the week. The team will continue with the rollout plan by executing the remaining user group rollout on the Lightning interface. 3.3.5 Warranty of Work Avocette warrants the delivered and signed off configuration as accepted into production.This warranty covers defects from the design artifacts as delivered and signed off during the project. Configuration warranty items will be those defects identified after implementation and not identified during the user acceptance test prior to go-live. The warranty period will start on the 1st day of use in production and will run for 30 calendar days. A defect can be identified any time during the warranty period and must be logged by the ServicePlus team. Avocette's ServicePlus service levels will apply during the warranty period. Clariti product warranty is defined in the Clariti Product Licensing Agreement. Page 57 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A Avocette's Response to City of Aspen Avoce-} +e RFP 2020-106—Salesforce—Community Development System Assistance 4.0 PROPPOSED SERVICE SUMMARY AND FEE PROPOSAL Avocette is pleased to propose a detailed pricing breakdown for each priority identified by the City. The pricing schedule proposed is based on a time and materials offer and not a fixed price implementation. Avocette will utilize semi monthly status meetings for each priority to communicate the burn rate of the hours against each task, the percentage completed and remaining percentage to be completed. Milestone/Deliverable • 4 r �� h kti i•I I'� ui .�ri�" if If iVl{�4a J„ud r I�f ✓w,�'� i r ra rI! 1'ku k4 a�ii 4 141 II o Ali r 4Kkl� �k{�r�iIIN'i r°Po. � 4 �r°r ,our ni md� ill dIV lk�J�,,'!ix 41 x k d. r l�I ►k� � 'I 1Y1 U r�cr 1'l k .I Prlbry � u> tomer Porth l�>Mrts �, .. .. Susir ,Arl flys{ �li�y+ " '. i# ! Weaks) 0", 00 i L . C2ulliy A: rance „ �'b da� re'1iiness week) $1,75a R r-o Live Say $�7 , Prdjie t M r germ int 1 $'2x626 Page 58 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avocette's Response to City of Aspen Avoce++e RFP 2020-106—Salesforce—Community Development System Assistance Milestone/Deliverable Estimated E -• Duration • • jj •"`Itl �," �� +711. i..�I a u o Yi�' ,.r vVi r I "1�i la :�i i.l r f�rIlout P� p�ted �0 5'dark.(orae bwsia wsk)' $4,000 Y S4b0i1' ": ii0 ' 1.S'rlktlas 530,000 Should the number of hours required exceed the estimated hours quoted in the table above, the following rates apply: Resource Hourly Rate Clariti Blended Rate $200/hr Avocette Blended Rate $140/hr Page 59 DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A EXHIBIT B: FEE SCHEDULE This exhibit contains the agreed upon fee schedule and the hours of commitment and price for each task. These same tables are also present in the proposal in Exhibit A. 4.0 PROPPOSED SERVICE SUMMARY AND FEE PROPOSAL Awocettle is pleased to propose a detailed pricing breakdown for each priority ideriffiied by the City. The pricing schedule proposed is based on a time and materials offer and not a fixed price implementation. Avaocette will utilize semi monthly status meetings for each priority to communicate the bum rate of the hours against each task,the percentage completed and remaining percentage to be completed- LUE Iwo �e'•3 a 4.iE~aH��uw�}i.m:�lea,� �h�'ae�VkM^.,P5,e4�1 CL�� �, a mfr' ,pl l ,'�h,illl A. n '14.4 '14 �� �id111pd �� s r�+( d IAig86M+�+h►1 gWlt �t t0 l b ) #4,800,: ttrineit7 t7nsiarnwer M'oetdrl 8wair Analis 40 t0 divil oi�tiu:aiaaa 0040 ) c#o r: a day 1 DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A M i I r-ston c-)Def rve-ra bI E- Estimated Estimated Duration Price KIM; SI".Si ROIIOUtl�tY�Gamplied :2Q 5d"S Ibu I, $4JW S Should the number of hours required exceed the estimated hours quoted in the table above,the f000wing rates apply: Clariti Blended Rate $20QAu Avocelte Blended Rate $140&r Hours worked will be invoiced upon delivery signoff by the City for each deliverable; except for Priority 1 (all deliverables) & Priority 3 (Project Management)which be invoiced monthly at the end of each month. 2 DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A Avoce++e TECHNOLOGY TOGETHER EXHIBIT C: AVOCETTE ANNUAL SERVICES AGREEMENT DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A ServicePlus Support Services Agreement Avoce++e City of Aspen ServicePlus Time and Materials Support Services Contract for Salesforce and Clariti Deliver to: Client Name:City of Aspen Attn:Karen Harrington Phone:970.429.2856 E-mail:karen.harrington@cityofaspen.com Response Contact: Darrel Drab Avocette Technologies Inc. Phone:(250)389-2993(X229) E-mail:Darrel.drab@avocette.com Head Office: 2nd Floor-422 Sixth Ave.New Westminster,BC V3L 3B2 Phone: (604)395-6000 Fax: (604)395-6004 Toll Free: 1-866-285-8885 GST#889977195-RT0001 ii I Page DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A ServicePlus Support Services Agreement Avoce++-e Service + Vendor Services Agreement Between Avocette Technologies Inc.(the VENDOR) City of Aspen at the following address: (the CLIENT) at the following address: 2nd Floor—422 Sixth Ave. New Westminster, BC 130 South Galena St. V31-3132 Aspen,CO Phone: 604 395 6000 81611 Phone Toll Free: 1 866 285 8885 Phone:970.429.2856 CLIENT AND THE VENDOR AGREE TO THE TERMS OF THIS DOCUMENT AS DEFINED BELOW. SERVICES Support services based on the Clients request. HOURLY RATE:$140.00 USD MAXIMUM HOURS:577 EXPENSES:at cost TERM: From: Project Start Date for a 12-month period, renewable at the City's discretion for up to an additional two years READ TERMS ON THE FOLLOWING PAGES TERMS OF CONTRACT VENDOR'S OBLIGATIONS 1. The VENDOR will: a) notwithstanding the date of execution and delivery of this agreement,provide the services(The"Services")during the term (The'Term")at the contract price established above in accordance with this agreement; b) supply all labour resources necessary to provide the Service requested by the CLIENT c) upon request of CLIENT,fully inform CLIENT of the work done by the VENDOR nominee in connection with the provision of the Services and permit CLIENT at all reasonable times to inspect, review and copy all accounting records,findings,data, specifications, drawings, working papers, reports, documents and material (collectively called the "Material) whether complete or otherwise that have been produced received or acquired by the VENDOR nominee as a result of this agreement; d) ensure that the VENDOR complies with the CLIENT's request that all time spent must be detailed in the ServicePlus IT Service Management System; 11 Page DocuSign Envelope ID: 1FCOC420-962A-42D9-85CF-DE911A3E539A ServicePlus Support Services Agreement Avoce+.4.e e) comply with all applicable municipal,provincial/State and federal laws; f) at all times maintain a standard of care,skill and diligence in performance of the Services exercised and observed by persons engaged in the provision of services similar to the Services; g) at all times treat as confidential all information or material supplied to or obtained by the VENDOR and its nominees as a result of this agreement and will not permit the publication, release or disclosure of the same without the prior written consent of CLIENT; h) be an independent Contractor and not be the servant,employee or agent of CLIENT i) ensure that all persons employed by it in connection with the provision of the Services are competent to perform them, adequately trained,fully instructed and supervised; j) ensure that all personnel hired by the VENDOR to provide the Services will be the employees or subcontractors of the VENDOR and not of CLIENT. CLIENT OBLIGATIONS 2. CLIENT will: a) make available to the VENDOR all available information considered by CLIENT to be pertinent to the Services; b) make available to the VENDOR such staff and subject matter experts for consultation as required to ensure the VENDOR can meet their obligation to the CLIENT; c) ensure that the Client Point-of-Contact is available to review and approve the completion of incident resolution in a timely manner; d) ensure that the Client Contract Manager is available to approve such Service Requests as may be necessary for the VENDOR to fulfill its obligations under the contract; e) ensure that staff are available to review and approve Service Requests in a timely manner; THE CONTRACT PRICE and PAYMENT TERMS 3. Contract Price and Payment Terms a) Subject to the terms of this agreement the VENDOR will invoice the CLIENT for approved services as defined above in Services.Fees will be calculated on the Rate on an hourly basis; b) The VENDOR will submit monthly written statements of account to CLIENT; c) All pricing is in the currency of the CLIENT; d) Preapproved expenses for travel and living if required will be invoiced at cost; e) All invoices are payable net 30 days. TERMINATION 4. In the event of a substantial failure of a party to comply with the provisions of this agreement,it may be terminated by the other party on ten(10)days written notice. 5. CLIENT may,in its sole discretion,terminate this agreement on 10 days written notice and the payment of funds required to be made pursuant to Section 8,will discharge CLIENT of all its liability to the VENDOR under this agreement. 21 Page DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A ServicePlus Support Services Agreement Avoce+.I-e 6. Where this agreement is terminated before 100%completion of the Services,CLIENT will,subject to Section 7,pay to the VENDOR that portion of the Contract Price which is equal to the portion of the Services completed. NON HIRE 7. Agree that during the term of this Agreement,and for the non-solicitation period of six months thereafter,shall not,without the prior written consent of VENDOR,induce or attempt to influence,directly or indirectly,an employee or subcontractor of VENDOR to leave the employ of VENDOR; GENERAL 8. This agreement will be governed and construed in accordance with the laws of the State of Colorado. 9. Time will be of the essence of this agreement. 10. Any notice required to be given hereunder will be delivered by hand or mailed by prepaid registered mail to the address on this agreement or at such other address as either party may from time to time designate by notice in writing to the other, and any such notice mailed will be deemed to be received 48 hours after mailing. 11. This agreement will be binding upon CLIENT and its assigns and the VENDOR,its successors and permitted assigns. 12. A waiver of any provision or breach by the VENDOR of this agreement will be effective only if it is in writing and signed by CLIENT and will not be deemed to be a waiver of any subsequent breach of the same or any other provision of this agreement. 13. All materials provided to the VENDOR are to be treated confidentially. 14. The copyright for independent work produced prior to the start of this project and brought into this project remains exclusively the copyright of the producing party,all other copyright in the Material will belong to CLIENT. 15. No amendment or modification to this agreement will become effective unless the same will have been reduced to writing and duly executed by the parties hereto. 16. This agreement,and any amendment made pursuant to Section 17,constitute the entire agreement between the parties. 17. Sections 1(b),(c),and(e)of this Agreement will notwithstanding the expiration or earlier determination of the Term,remain and continue in full force and effect. SIGNATURES Avocette Technologies Inc. City of Aspen Name: Darrel Drab Name: Signed: _51211 "' 0)1� Signed: Title: VP, Product Integration Title: Feb 11, 2021 Date: Date: 31 Page DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A ServicePlus Support Services Agreement Avoce+}-e Schedule "A" 1 Servicel3luSTm Basic Service Avocette's ServicePlus Basic service provides defined on-going support services aimed at maintaining a stable Clariti environment. ServicePlus Basic 24/7 Service Desk hours: 24 hours a day,7 days a week excluding statutory holidays. Service requests outside of standard business hours of 8:00-17:00 Pacific Standard Time may be made using the ServicePlus support phone line(email and portal requests made outside of standard business hours will not be answered until the following business day) Terms: ServicePlus level of Service selected: Basic Average Monthly Service Fee: 1-3 175 $24,500(avg. $8,667 per month) 4-12 360 $50,400(avg. $5,600 per month) Included Service Hours: Included service hours roll over from month-to-month and can be banked. Additional Hourly Service Rate: $140/Hour for hours that exceed the total hours(535 annually) in the table in this section. No additional hours may be charged without prior written consent from the City. 1.1 Service Levels The following service levels are included with ServicePlus Basic service in order to achieve the level of support required for CLIENT'S environment. Service levels are divided into five priority levels and are monitored and measured against the service level commitment as shown below. Avocette uses the following definitions to measure service levels: • Acknowledge Request is an email from an Avocette representative that confirms that the request has been received and a ticket number has been assigned in our service request management system (defined in section 2.1); 41 Page DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A ServicePlus Support Services Agreement Avoce++e • Incident Resolution Time is the time from when the incident is reported to the time a work around or temporary solution has been implemented to address the specific incident; • Incident Closure is the time from when the incident was reported to the time to hand over for production deployment with a permanent correction for the incident. If the incident closure requires a Clariti fix,the Incident Closure times will not apply and will require direct participation of Clariti which Avocette will assist with. 5 1 P a g e DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1A3E539A ServicePlus Support Services Agreement Avoce-H-e ServicePlus TM Basic service levels Priority 1 Service Disruption for major < 30 minutes <4 Hours < 16usiness applications/systems and/or has major Phone call Phone call to day impact on business operations and/or Acknowledgement is Clariti impacts external customers required Customer Guideline—has significant business impact. Support Exclusive of CLIENT network or system Center every issues not covered. 60 minutes with updates Exclusive of external disaster or disruption. (if required) Priority 2 Partial service disruption for major < 1 Hour <4 Hours < 3 Business application/system and/or service days disruption for minor system and/or has moderate impact on business operations Guideline—affects business operation for at least one department. Priority 3 Minor service disruption impacting 1-2 users < 1 Business day <30 significantly and/or has minimal impact on <3 Business business operations. Does not affect service days Business days delivery to external clients. Service Request may be raised for incident remediation and resolution (refer section 2.1 for Service Request process). Priority 4 Minor Service disruption with insignificant < 1 Business day < 15 <90 or no impact on business operations Workaround available Business Business days days Guideline—Affects<5people Service Request may be raised for incident remediation and resolution (refer section 2.1 for Service Request process). 61 Page DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A ServicePlus Support Services Agreement Avoce+ke Priority 5 Causes no service disruption with no impact < 5 Business days < 3D < 120 on business operations and does impact service delivery to clients. Additional work Business Business days needed to perform some functions. days Service Request may be raised for incident remediation and resolution (refer section 2.1 for Service Request process). The above service levels are maintained providing there are hours remaining in the average monthly budget. If no hours remain in the average budget service levels will only be maintained with Client authorization for additional expenditures and are dependant on Avocette resource availability. The following are required in order for Avocette to meet the above service levels: CLIENT will provide all required subscription,software and/or hardware licenses required to support the application. The support team will not be on-site at CLIENT's location and Avocette's support team will be able to access the CLIENT network remotely using an SSTP VPN connection to access the necessary application environments, if necessary. For this engagement, no access to the City of Aspen network is anticipated to be needed. However,access to the City's cloud-based Salesforce system for permits and related business functions will be provided remotely 1.2 Service Level Reporting Service level reporting is a key means of communication between CLIENT and Avocette. It is a forum to discuss the performance with respect to service levels,the accomplishments and challenges, and to have open honest dialog about the service delivery and relationship. It also allows potential risks to be discussed and addressed proactively. Service level reporting is provided through the Avocette service manager and as agreed to by the CLIENT.Service level meetings are recommended to review the report and to have dialog around the service delivery and support relationship. 1.2.1 Service Level Meetings The following service level meetings will be conducted: • Weekly Prioritization meeting to review and rank incidents in priority. 71 Page DocuSign Envelope ID:1FCOC420-962A-42D9-85CF-DE911A3E539A ServicePlus Support Services Agreement Avoce+}._e • Monthly Planning meeting to assess service request planning, status, priority and actions. • Quarterly Performance Review meetings to review service level report and address performance, if needed • Annual Service Delivery review meeting to review the previous year and determine what adjustments are required for the next year. Attendees will include at least: • Avocette Service Delivery Manager • CLIENT Contract Manager Note:Actual time spent conducting and documenting service level meetings will be charged at the contract rate of$140 per hour. Note:Avocette Weekly,Monthly,Quarterly and Annual meetings will occur via conference call unless otherwise requested. 1.2.2 Service Level Report The service level report is prepared weekly and monthly and will include the following information: • An itemized list of all active requests/incidents annotated by Avocette ticket number in the current month and previous month • Priority 1&2 Incident Summary(with an Executive Level explanation of the incident and root cause) • Hourly usage for each ticket in the current month,the previous month and overall. • The status of each ticket as of the end of the period as well as any information that will assist both CLIENT and VENDOR in resolving the ticket • An overall status section (noting any potential risks to achieving Service Levels, soft measure feedback,as well as any information that will assist both the CLIENT and Avocette in planning for the next period) 2 Service Delivery Service delivery is oriented around two specific processes: 1) Incident Management a. The handling of Break Fix situations. In CLIENT terminology this is the'support'type of requests that involve software fixes. b. In the event of a Priority 1 or 2 incident,Avocette resources will be required to attend the Incident Report Meeting that will be scheduled by CLIENT within 48 hours of the incident. 2) Service Request Management 81 Page DocuSign Envelope ID: 1FCOC420-962A-42D9-85CF-DE911A3E539A ServicePlus Support Services Agreement Avoce++e a. The handling of any request that is not expected to result in a software fix.This includes Maintenance, Enhancement and Operational (non-software related) requests. The following sections will outline all the elements involved in Service Delivery and also walk through the expected workflow for both Incident Management and Request Management. 2.1 Request Management Avocette uses a Service Management system to record and track all incidents and service requests under this contract.Once submitted online by the CLIENT,the service request management application is used to support incidents and requests, assign tasks to internal team members and track time spent on specific requests,as well as provide the CLIENT with access to requests, dashboards and reports.The features offered are: • Application Change Management by logging and tracking requests, bugs,and enhancements by application and client • Automatic email notifications within Avocette Systems for: new incidents; closed incidents; Escalations; Priority changes; Remediation, Resolution or Recovery; and Task Assignments • Cross-referencing of incident reports • Time recording for activities and reporting on effort • Root Cause capture • Control of user access to ensure security and privacy The service request management application is configured for each client and can be modified to accommodate business related requirements for reporting. CLIENT will be defined along with the details necessary to provide the reporting and incident management required to meet CLIENT Service Level reporting needs. 2.2 Incident Management The incident management process occurs when CLIENT has a request to fix a production problem with the CLIENT'S Salesforce and/or Clariti managed package environments. The goal of incident management is to: • Maintain service level objectives; and • Return to the normal service level as soon as possible with the smallest impact on the business and user. The process is triggered when the authorized CLIENT representative makes the request through one of the following methods • Entry into the Cherwell Service Request Management System • E-mail to Avocette (for non-emergency items only) 91 Page DocuSign Envelope ID: 1FCOC420-962A-42D9-85CF-DE911A3E539A ServicePlus Support Services Agreement Avoce+_.i-e • Phone call to Avocette(for emergency and high priority issues, phone is mandatory) 2.2.1 Incident Management Process The following describes how Avocette will respond to an incident request.This process can be reviewed and adjusted if necessary to meet CLIENT's specific needs.As noted previously,some incidents may require a Clariti fix and in those cases Avocette will support the reporting and communication with Clariti. Phone/[mail U,e11PI-.Ack,.Wl d,--, _.. .. 1'es-1 N N .M. Figure 1:Procedure for Incident Management. Task# Task Actor(s) 1.1 The CLIENT point-of-contact or Customer Service Center contacts the Avocette CLIENT Service Desk via toll-free telephone number or email address. application point-of- contact 1.2 All contacts are acknowledged upon receipt.Acknowledgement can be through Avocette email or by phone. In the event an incident is submitted which in the Service Desk judgement of the service desk should be a level 1 or 2 incident the service desk will acknowledge by phone and recommend an upgrade of the incident priority. 1.3 Avocette Service Desk creates a ticket in Cherwell for the request, assigning the Avocette request to Avocette's primary support person and Service Delivery Manager. Service Desk Automatic email notifications are generated and sent to the Avocette Service Manager. 101 Page DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A ServicePlus Support Services Agreement Avoce+..+ e Task # Task Actor(s) 1.4 If the request is a priority 1 or 2,the Avocette Service Desk speaks to the Avocette support resource and Service Delivery Manager directly to ensure the request Support Team is received in a timely manner(i.e., warm handover). CLIENT and Avocette's managers are informed of priority 1 and priority 2 requests. The Service Delivery Manager liaises with the primary resource to coordinate a solution, and may approach service manager to assign additional support team resources to recover and resolve the issue. 1.5 The support team works to recover the issue within the service levels. This Avocette may involve working directly with CLIENT staff to provide access to data, Support Team database logs, performance data, etc., in order to resolve the incident. The support team promotes the fix to the CLIENT environment and completes the necessary requests to migrate to production. 1.6a If resolution of the issue provides recovery of the application,the Service CLIENT point- Delivery Manager will seek approval from CLIENT to close the request. of-contact 1.7 If resolution of the issue does not also provide recovery of the application,the Avocette support team will work to complete the long-term solution to the issue. Application Support Team 1.6b Avocette obtains approval from the CLIENT point-of-contact to close the CLIENT point- request.The incident is only considered closed once it is successfully deployed of-contact to production and verified as being resolved by the CLIENT point-of-contact. 2.3 Service Request Management Avocette's request management services support the management of service requests.This includes requests for maintenance,enhancements or other operational (non-software) requests.The goal of Service Request Management is to keep track of all requests, allow prioritization of the requests,track time spent,and report on the status of each request.Service request may be raised to address all Priority 3,4 and 5 incident remediation and resolutions. 2.3.1 Service Request Management Process The following describes how Avocette will respond to a service request. 111 Page DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A ServicePlus Support Services Agreement Avoce-H e �a YB Figure 2:Procedure for Maintenance,Enhancement and Operational Requests Task# Task ACtor(s) 1.1 The CLIENT point-of-contact creates the initial service request by documenting CLIENT the specific request and sending this to the Avocette's Service Desk by sending application an email or entering the request into the Cherwell System. A template is used point-of- to document the Service Request. contact This will be logged if not already initiated as a service request and assigned to the service delivery manager to assess. 1.2 The Service Delivery Manager will coordinate the team to assess the Service Avocette Request, complete the request with impacts and estimates, and return the Support Team service request to CLIENT for approval.The development of the service request may involve collaboration between CLIENT and Avocette to ensure the requirements are understood and impacts accurately accounted for. CLIENT will review and approve the Service Request. CLIENT 1.3 The service delivery manager will then schedule the work to be completed Avocette based on the agreed timeline expectations in the service request. Support Team 1.4 The service request is executed and the deliverables provided to CLIENT. Avocette Support Team 1.5 CLIENT will review the deliverables and complete any necessary user CLIENT acceptance testing before giving the approval to proceed to production or accept the deliverable. Service Requests must be approved and signed by the CLIENT Contract Manager and Avocette's Client Manager before any work proceeds. 121 Page DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A ServicePlus Support Services Agreement Avoce+-+-e 2.4 Approach to Maintain Service Levels Avocette will assign qualified and cross trained resources to the support of the Supported Application Components. The support team will include a primary and backup resource fully trained in the application as well as the support procedures necessary to adhere to CLIENT standards. The Service Delivery Manager will ensure that the backup resource is ready in the event that the primary resource is unavailable for any reason. The primary goal is to ensure that service levels are maintained regardless of the individual schedules of the support team. In addition,the Avocette Service Desk is provided with primary and backup resource contact information and will be kept informed when the primary resource is unavailable. Cross training of the backup resources will be provided as part of initial transition to support and will occur annually thereafter as a refresher. Avocette will maintain a repository for information, materials and details pertaining to support of the Supported Application Components (Knowledge Management). This will also include details on the specific CLIENT policies and procedures that will apply to this support service. The Service Delivery Manager will ensure that there is adequate coverage during any absences or traditional vacation periods(Christmas Holidays) and will also communicate any upcoming absences to CLIENT during the service level report meetings. In the event of a disaster in the Avocette Offices,CLIENT will be notified immediately, provided direct contact phone numbers for the support team,and support resources will work from home. 2.5 Facilities and Equipment Requirements CLIENT is not required to provide any permanent desk or office space. However,Avocette may require access to a drop in station at CLIENT from time to time if onsite visits are added as amendments to this contract.Avocette resources will require remote access into the CLIENT environment using a secure VPN or similar connection. 3 Support Team Avocette's support team is comprised of the following roles and provides on-going operation support for CLIENT's Clariti environment as follows: 131 Page DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A ServicePlus Support Services Agreement Avoce++ e Role Role Description City Contract Manager The City will assign a City Contract Manager to be the primary contact for the Avocette Service Delivery Manager. (Note that other roles may be assigned as required)The City Contract manager will: 1. Facilitate communications between Avocette and the City to clarify incident/service request particulars (as needed) 2. Facilitate communications between Avocette and other City departments or technical areas in order to diagnose and resolve the request 3. Arrange for User Acceptance Testing as required 4. Provide priorities and guidance to the Avocette support team for outstanding issues 5. Complete resolution details in the support tracking system and closing the ticket 6. Attend monthly service level meetings 7. The following additional responsibilities are primarily related to Service Request Management: 8. Facilitate Authorization of work to proceed. 9. Manage communication with other application stakeholders on implementation or significant changes 10. Facilitate approval of requirements and functional specifications Avocette Service Desk Support Avocette's Service Desk is staffed with Service Desk Support Analyst Analysts who are responsible for receiving and acting upon incidents reported by ServicePlus Clients. The Avocette Service Desk Support Analyst: 1. Responds to incidents from ServicePlus clients submitted by email, phone or through the support portal. 2. Provides basic user support as required such as password resets and other user support issues. 3. Based on the priority of the incident takes appropriate action to respond to the incident by performing a warm handoff. 4. Provides regular updates for high priority incidents. Avocette Account Manager An Avocette Account Manager is assigned to each ServicePlus client and will be the person responsible for ensuring Avocette meets its commitments under this contract. The Client Account Manager is also responsible for approving service requests on behalf of Avocette. The Avocette Account Manager will: 141 Page DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A ServicePlus Support Services Agreement Avoce++e Role Role Description 1. Be responsible for Avocette's commitments under the contract. 2. Be available when necessary to meet with the client to address issues and concerns. 3. Approve Service Requests in a timely manner. Service Delivery Manager A Service Delivery Manager is assigned to each ServicePlus client and will be the primary contact for managing incident resolution and service requests. Avocette always assigns a backup Service Delivery Manager, typically the Subject Matter Expert,to each account so that service disruptions are avoided in the case of the primary service delivery manager not being available. The Service Delivery Manager will: 1. Be responsible for ensuring service levels are met for all reporting incidents and communicating status of incident resolution processes to stakeholders 2. Manage the delivery team and ensures support coverage is in place to meet or exceed all service levels 3. Ensure proper communication to the City regarding release scope and expected delivery schedule and status during the implementation process 4. Provide estimates for Service Requests and work with the City Contract Manager to set priorities 5. Work with the City Contract Manager to develop release plans for Service Requests 6. Ensure all required authorizations have been provided prior to initiating work or conducting migrations 7. Be responsible for adjusting the release processes if necessary in order to improve quality, reliability, timeliness or overall customer satisfaction with the releases and documenting the revised processes 8. Ensure decisions, priorities and action items are properly documented and communicated to the team members 9. Work with the City Contract Manager and the Avocette Support Team to prioritize incident resolution and closure 10. Conduct regular team meetings involving release scope, scheduling and status 11. Reports regularly to the Avocette Account Manager Subject Matter Experts/ A primary and secondary Subject Matter Expert is assigned to Business Analyst each ServicePlus client and is responsible for providing analysis of and recommendations for resolving incidents and providing analysis and design for service requests. The Subject Matter Expert will: 15 1 Page DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A ServicePlus Support Services Agreement Avoce+'e Role Role Description 1. Be responsible for understanding the business needs in relation to the application 2. Gather requirements for enhancements or service requests 3. Document both "as is" and "to be" to enable technical team members to effectively configure the application 4. Liaise with CLIENT staff to understand and document reporting requirements 5. Work with CLIENT to understand business problems in relation to the application 6. Works with the Avocette Service Delivery Manager to effectively timetable and deliver business analysis tasks as part of releases or service requests Configuration Analyst A primary and secondary Configuration Analyst is assigned to each ServicePlus client and is responsible for implementing changes to address incidents or implementing solutions in support of a service request. The Configuration Analyst will: 1. Be responsible for the overall configuration of the CLIENT supported application components including the quality of migrations and adherence to best practice 2. Be responsible for triaging production issues relating to configuration, assessing the impacts of the changes and working with the technical team to resolve the issue 3. Assign work to other support team members if required and ensures adherence to standards 4. Provide estimates and specifications for changes/fixes to the Service Delivery Manager for approval prior to proceeding with work 5. Responsible for updates to technical documentation 6. Prepares migration requests and provides necessary technical documentation to the CLIENT technical teams 7. Supports components of the application including development and unit testing of new component configurations 8. Investigates and resolves production incidents, issues and questions as directed by the Avocette Service Delivery Manager Integration analyst(Business A primary and secondary Integration Analyst is assigned to each logic scripting and third party ServicePlus client and is responsible for addressing incidents integrations) involving scripted business logic and third party integrations. They are responsible for providing scripting and integration services for service requests. The Integration Analyst will: 1. Be responsible for the overall technical integrity of the City supported application components including the 161 Page DocuSign Envelope ID:1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A ServicePlus Support Services Agreement Avoce+.I._e Role Role Description quality of migrations and adherence to technical standards and best practice 2. Be responsible for any technical issues related to integration and business logic of the City supported application components 3. Be responsible for triaging production issues, assessing the technical impacts of the changes and working with the technical team to resolve the issue 4. Assign work to other support team members if required and ensures adherence to-standards 5. Provide estimates and specifications for changes/fixes to the Service Delivery Manager for approval prior to proceeding with work 6. Be responsible for updates to technical documentation 7. Prepare migration requests and provides necessary technical documentation to the City technical teams 8. Supports components of the application including development and unit testing of new components 9. Investigates and resolves production incidents, issues and questions as directed by the Avocette Service Delivery Manager Report Analyst A primary and secondary Report Analyst is assigned to each ServicePlus client and is responsible for addressing reporting related incidents and service requests. The Report Analyst Will: 1. Be responsible for the overall technical integrity of the City supported report generation including the quality of migrations and adherence to technical standards and best practice 2. Be primary contact for any issues related to the City supported reporting components 3. Be responsible for triaging production issues, assessing the technical impacts of the changes and working with the technical team to resolve the issue 4. Provide estimates and specifications for changes/fixes to the Service Delivery Manager for approval prior to proceeding with work 5. Be responsible for updates to technical documentation 6. Prepare migration requests and provides necessary technical documentation to the City technical teams 7. Supports components of the application including development and unit testing of new components 8. Investigates and resolves production incidents, issues and questions as directed by the Avocette Service Delivery Manager 17 1 Page DocuSign Envelope ID: 1 FCOC420-962A-42D9-85CF-DE91 1 A3E539A ServicePlus Support Services Agreement Avoce+_i.-e Role Role Description Technical Support Analyst A primary and secondary Technical Support Analyst is assigned to each ServicePlus client and is responsible for resolving technology related incidents and addressing the technical support needs of service requests. The Technical Support Analyst will: 1. Be responsible for the overall technical integrity of the City supported application components including the quality of migrations and adherence to technical standards and best practice 2. Be primary contact for any technical issues related to the City supported application components 3. Be responsible for triaging production issues, assessing the technical impacts of the changes and working with the technical team to resolve the issue 4. Assign work to other support team members if required and ensures adherence to standards 5. Provide estimates and specifications for changes/fixes to the Service Delivery Manager for approval prior to proceeding with work 6. Be responsible for updates to technical documentation 7. Prepare migration requests and provides necessary technical documentation to the City technical teams 8. Support components of the application including development and unit testing of new components 9. Investigates and resolves production incidents, issues and questions as directed by the Avocette Service Delivery Manager Database Administrator Avocette's core team also includes a Database Administrator. The Database Administrator is not assigned to the team but is available as and when needed. Assigned resources may hold one or more roles described above. 18 1 Page DocuSign Envelope ID: 1FCOC420-962A-42139-85CF-DE911A3E539A ServicePlus Support Services Agreement AVOCe+_i e Appendix A: Definitions The following definitions are used throughout this proposal: "Acknowledge Request" means an email from an Avocette representative that confirms that a request has been received. "Additional Support Services" means any additional work requested by CLIENT beyond the Base Support Services. "Additional Support Services Fees"means the monthly fee paid to the VENDOR for the delivery of Additional Support Services. "Approved Service Request" means a Service Request or a VENDOR Service Proposal for which the proposal and budget estimate provided by VENDOR has been approved by CLIENT and VENDOR has been instructed to proceed with delivery of the subject matter. "Base Support Services Fee" means the monthly fee paid to the VENDOR for the delivery of Base Support Services. "CLIENT Point of Contact" means the person in CLIENT responsible for managing the contract and approving all expenditures. This person is also the CLIENT reference of all administrative matters associated with this contract. "Contract Manager" means the Avocette Manager responsible for the delivery of Managed Services across multiple clients.The Service Delivery Manager reports to the Contract Manager. The Contract Manager is present at Monthly, Quarterly and Annual Service Level Review meetings with CLIENT. "Customer Support Center(CSC)" means CLIENT's first level helpdesk service if used. The Customer Support Center is responsible for declaring the initial priority of an Incident. "Incident" means an event that degrades or disrupts the normal operation of the application that is reported to the Service Desk and given a unique tracking number. "Incident Resolution Time" means the time to complete the permanent corrective solution (resolve the root cause). "On-call Hours"means those hours beyond the Standard Business Day. On-call services are available on request by CLIENT with one day's notice. "Preapproved Expenses" means those expenses incurred by the VENDOR in the execution of this contract including travel and living expenses as preapproved by the CLIENT. "Priority"means the degree of impact that an incident has on CLIENT business areas and clients.The priorities are graded from 1 through 5 and agreed response and resolution times are based on these priorities in the form of a Service Level Agreement.The Priority definitions can be found in Section 2 Service Levels. A-1 DocuSign Envelope ID: 1FCOC420-962A-42D9-85CF-DE911A3E539A ServicePlus Support Services Agreement Avoce+- e "Services"means Base Support Services and Additional Support Services. "Service Desk" means the service desk operated by the VENDOR providing a single point of contact and 2nd level support for all Services Incidents,and 11t level support for all Service Requests and Approved Service Requests for In-Scope Servers and In-Scope Applications. "Service Delivery Manager" means the Avocette resource responsible for ensuring CLIENT service levels are met and that CLIENT remains satisfied with the service being provided. The Service Delivery Manager manages the support team, ensures adequate coverage is in place, provides communication to CLIENT during incident recovery periods, and prepares the Service Level Reports. The Service Delivery Manager is present at Monthly, Quarterly and Annual Service Level review meetings at CLIENT. "Service Levels" means the operational performance required of, and guaranteed by,the VENDOR in the delivery of the Services, as set out in Section 2. "Service Management Reporting" means the design,generation and delivery by the VENDOR of reports and reporting sufficient to meet CLIENT's operational management requirements for the Services. "Service Request" means a formal request issued by CLIENT for maintenance(upgrades, preventative maintenance) and enhancements. Service Requests are developed by CLIENT and typically include the description of the requested service, scope,expected deliverables and timeline expectations. Avocette will provide estimates for Service Requests within 5 business days. All service requests are sent to the Avocette Service Desk and given a unique tracking number. "Standard Business Day"will be 8:00-17:00 hours EST Monday to Friday, not including Statutory Holidays. "Statutory Holidays"—In the United States means New Year's day, Martin Luther King day, Presidents Day, Memorial day, Independence day, Columbus Day,Veteran's day,Thanksgiving day, Christmas day, Christmas day holiday and in Canada means New Year's Day, Family Day(including Islander day, Louis Riel day,Viola Desmond day), Good Friday, Easter Monday,Victoria Day,Canada Day,Civic holiday (including AB, BC, SK, ON, NB, NU), Labour Day,Thanksgiving Day, Remembrance Day, Christmas Day, and Boxing Day. "Support Team" means the Avocette resources that are involved in the day to day support of the Supported Application Components. "Ticket" is a generic term for a unique tracking number that is generated by the Customer Service Centre or Avocette's service request management application. A-2