2024-07-16 Council FIN Packet1
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ti Agenda
Edmonds City Council
1,00
FINANCE COMMITTEE
CITY COUNCIL CONFERENCE ROOM
121 - 5TH AVENUE N, EDMONDS, WA 98020
J U LY 16, 2024, 5:30 PM
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COMMITTEE MEMBERS: WILL CHEN (CHAIR), JENNA NAND, COUNCIL PRESIDENT (EX-OFFICIO
MEMBER)
CALL TO ORDER
COMMITTEE BUSINESS
1. Mountlake Terrace ILA (10 min)
2. ERP Contract finance committee review 1 (20 min)
3. Surplus equipment (10 min)
4. Opioid Participation Form (5 min)
5. Financial Policies (30 min)
6. June 2024 Quarterly Financial Report (10 min)
7. 2024 July Budget Amendment Ordinance (30 min)
ADJOURNMENT: 7:30 PM
Edmonds City Council Agenda
July 16, 2024
Page 1
2.1
City Council Agenda Item
Meeting Date: 07/16/2024
Mountlake Terrace ILA
Staff Lead: {Type Name of Staff Lead}
Department: Information Services
Preparer: Brian Tuley
Background/History
The City of Mountlake Terrace is asking to enter into an inter local agreement the City of Edmonds for
software purchase.
Staff Recommendation
Staff recommends this ILA move to consent on the next available full council meeting.
Narrative
The City of Mountlake Terrace desires to purchase software the City of Edmonds is currently using.
Washington RCW provides for municipalities to purchase off existing competitive price contracts from
other municipalities using an interlocal agreement. This ILA is of no cost to Edmonds.
Attachments:
I LA._Mou ntLake.2024.06.27doc
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2.1.a
COOPERATIVE PURCHASING AGREEMENT
In accordance with RCW Chapter 39.34 and to all other applicable laws, The City of
Mountlake Terrace and the City of Edmonds, each of which may hereinafter be referred to
as "agency," hereby agree to this cooperative governmental purchasing agreement
("Agreement") for various supplies, materials, equipment and routine, expert and/or
consultant services, software, cloud services & platforms, using competitively awarded
contracts. The following terms and conditions shall apply:
1. Each agency, in contracting for the purchase of supplies, materials, equipment and
services, agrees at its discretion, to extend contracts for shared use to the extent
permitted by law and agreed upon by those parties and vendors.
2. Each agency is responsible for compliance with any additional or varying laws and
regulations regarding purchases.
3. The originating contracting agency does not accept responsibility or liability for the
performance of any vendor used by the purchasing agency as a result of this
Agreement.
4. Each agency shall be responsible for the payment of any item(s) purchased through
a contract or purchase order that resulted from this Agreement.
5. This Agreement shall remain in force until cancelled in writing by either party.
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Name: Mike Rosen
IN
Name:
Title: City of Edmonds, Mayor Title:
Date:
Date:
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2.2
City Council Agenda Item
Meeting Date: 07/16/2024
ERP Contract finance committee review 1
Staff Lead: {Type Name of Staff Lead}
Department: Information Services
Preparer: Brian Tuley
Background/History
The City needs to upgrade the financial system. The legacy system is set for vendor deprecation.
Staff Recommendation
Request next steps from committee. Schedule follow up question session with committee, or move to
full council discussion.
Narrative
The agenda packet contains 2 documents. The first is the vendor statement of work and price quote to
upgrade our legacy accounting system to Munis ERP. Second is a spreadsheet breaking out costs per
year over the next 4 years. The project estimated time to implement is 28 months.
Attachments:
Edmonds, WA SaaS Migration 062624
Eden —Cost —Model
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2.2.a
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SOFTWARE AS A SERVICE AGREEMENT
This Software as a Service Agreement is made between Tyler Technologies, Inc. and Client.
WHEREAS, Client selected Tyler to provide certain products and services set forth in the Investment
Summary, including providing Client with access to Tyler's proprietary software products, and Tyler
desires to provide such products and services under the terms of this Agreement;
NOW THEREFORE, in consideration of the foregoing and of the mutual covenants and promises set forth
in this Agreement, Tyler and Client agree as follows:
SECTION A — DEFINITIONS
• "Agreement" means this Software as a Services Agreement.
• "Business Travel Policy" means our business travel policy. A copy of our current Business Travel
Policy is attached as Schedule 1 to Exhibit B.
• "Client" means City of Edmonds, Washington.
• "Data" means your data necessary to utilize the Tyler Software.
• "Data Storage Capacity" means the contracted amount of storage capacity for your Data
identified in the Investment Summary.
• "Defect" means a failure of the Tyler Software to substantially conform to the functional
descriptions set forth in our written proposal to you, or their functional equivalent. Future
functionality may be updated, modified, or otherwise enhanced through our maintenance and
support services, and the governing functional descriptions for such future functionality will be
set forth in our then -current Documentation. For the avoidance of doubt, security
vulnerabilities in the Tyler Software are considered to be a Defect.
• "Defined Users" means the number of users that are authorized to use the SaaS Services. The
Defined Users for the Agreement are as identified in the Investment Summary. If Exhibit A
contains Enterprise Permitting & Licensing labeled software, defined users mean the maximum
number of named users that are authorized to use the Enterprise Permitting & Licensing labeled
modules as indicated in the Investment Summary.
• "Developer" means a third party who owns the intellectual property rights to Third Party
Software.
• "Documentation" means any online or written documentation related to the use or
functionality of the Tyler Software that we provide or otherwise make available to you, including
instructions, user guides, manuals and other training or self-help documentation.
• "Effective Date" means the date by which both your and our authorized representatives have
signed the Agreement.
• "Force Majeure" means an event beyond the reasonable control of you or us, including, without
limitation, governmental action, war, riot or civil commotion, fire, natural disaster, or any other
cause that could not with reasonable diligence be foreseen or prevented by you or us.
• "Investment Summary" means the agreed upon cost proposal for the products and services
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2.2.a
attached as Exhibit A.
• "Invoicing and Payment Policy" means the invoicing and payment policy. A copy of our current
Invoicing and Payment Policy is attached as Exhibit B.
• "Order Form" means an ordering document that includes a quote or investment summary and
specifying the items to be provided by Tyler to Client, including any addenda and supplements
thereto.
• "SaaS Fees" means the fees for the SaaS Services identified in the Investment Summary.
• "SaaS Services" means software as a service consisting of system administration, system
management, and system monitoring activities that Tyler performs for the Tyler Software, and
includes the right to access and use the Tyler Software, receive maintenance and support on the
Tyler Software, including Downtime resolution under the terms of the SLA, and Data storage and
archiving. SaaS Services do not include support of an operating system or hardware, support
outside of our normal business hours, or training, consulting or other professional services.
• "SLA" means the service level agreement. A copy of our current SLA is attached hereto as
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Exhibit C.
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• "Statement of Work" means the industry standard implementation plan describing how our
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professional services will be provided to implement the Tyler Software, and outlining your and
our roles and responsibilities in connection with that implementation. The Statement of Work is
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attached as Exhibit E.
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• "Support Call Process" means the support call process applicable to all of our customers who
have licensed the Tyler Software. A copy of our current Support Call Process is attached as
Schedule 1 to Exhibit C.
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• "Third Party Hardware" means the third party hardware, if any, identified in the Investment
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Summary.
• "Third Party Products" means the Third Party Software and Third Party Hardware.
• "Third Party SaaS Services" means software as a service provided by a third party, if any,
identified in the Investment Summary.
• "Third Party Services" means the third party services, if any, identified in the Investment
Summary.
• "Third Party Software" means the third party software, if any, identified in the Investment
Summary.
• "Third Party Terms" means, if any, the end user license agreement(s) or similar terms for the
Third Party Products or other parties' products or services, as applicable, and attached or
indicated at Exhibit D.
• "Tyler" means Tyler Technologies, Inc., a Delaware corporation.
• "Tyler Software" means our proprietary software, including any integrations, custom
modifications, and/or other related interfaces identified in the Investment Summary and
licensed by us to you through this Agreement.
• "we "us", "our" and similar terms mean Tyler.
• "you" and similar terms mean Client.
SECTION B — SAAS SERVICES
1. Rights Granted.
1.1 We grant to you the non-exclusive, non -assignable limited right to use the SaaS Services solely
for your internal business purposes for the number of Defined Users only. The Tyler Software
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will be made available to you according to the terms of the SLA. You acknowledge that we have
no delivery obligations and we will not ship copies of the Tyler Software as part of the SaaS
Services. You may use the SaaS Services to access updates and enhancements to the Tyler
Software, as further described in Section C(9).
2. SaaS Fees. You agree to pay us the SaaS Fees. Those amounts are payable in accordance with our
Invoicing and Payment Policy. The SaaS Fees are based on the number of Defined Users and amount
of Data Storage Capacity. You may add additional users or additional data storage capacity on the
terms set forth in Section H(1). In the event you regularly and/or meaningfully exceed the Defined
Users or Data Storage Capacity, we reserve the right to charge you additional fees commensurate
with the overage(s).
3. Ownership.
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3.1 We retain all ownership and intellectual property rights to the SaaS Services, the Tyler Software,
and anything developed by us under this Agreement. You do not acquire under this Agreement v
any license to use the Tyler Software in excess of the scope and/or duration of the SaaS Services.
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3.2 The Documentation is licensed to you and may be used and copied by your employees for le
internal, non-commercial reference purposes only.
3.3 You retain all ownership and intellectual property rights to the Data. You expressly recognize
that except to the extent necessary to carry out our obligations contained in this Agreement, we
do not create or endorse any Data used in connection with the SaaS Services.
4. Restrictions. You may not: (a) make the Tyler Software or Documentation resulting from the SaaS
Services available in any manner to any third party for use in the third party's business operations;
(b) modify, make derivative works of, disassemble, reverse compile, or reverse engineer any part of
the SaaS Services; (c) access or use the SaaS Services in order to build or support, and/or assist a
third party in building or supporting, products or services competitive to us; or (d) license, sell, rent,
lease, transfer, assign, distribute, display, host, outsource, disclose, permit timesharing or service
bureau use, or otherwise commercially exploit or make the SaaS Services, Tyler Software, or
Documentation available to any third party other than as expressly permitted by this Agreement.
5. Software Warranty. We warrant that the Tyler Software will perform without Defects during the
term of this Agreement. If the Tyler Software does not perform as warranted, we will use all
reasonable efforts, consistent with industry standards, to cure the Defect in accordance with the
maintenance and support process set forth in Section C(9), below, the SLA and our then current
Support Call Process.
6. Security Vulnerabilities. Security Vulnerability remediation will be prioritized based on the severity
of the vulnerability, according to Tyler's internal policies.
7. SaaS Services.
6.1 Our SaaS Services are audited at least yearly in accordance with the AICPA's Statement on
Standards for Attestation Engagements ("SSAE") No. 21. We have attained, and will maintain,
SOC 1 and SOC 2 compliance, or its equivalent, for so long as you are timely paying for SaaS
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Services. The scope of audit coverage varies for some Tyler Software solutions. Upon execution
of a mutually agreeable Non -Disclosure Agreement ("NDA"), we will provide you with a
summary of our compliance report(s) or its equivalent. Every year thereafter, for so long as the
NDA is in effect and in which you make a written request, we will provide that same
information. If our SaaS Services are provided using a 3rd party data center, we will provide
available compliance reports for that data center.
6.2 You will be hosted on shared hardware in a Tyler data center or in a third -party data center. In
either event, databases containing your Data will be dedicated to you and inaccessible to our
other customers.
6.3 Our Tyler data centers have fully -redundant telecommunications access, electrical power, and
the required hardware to provide access to the Tyler Software in the event of a disaster or
component failure. In the event of a data center failure, we reserve the right to employ our
disaster recovery plan for resumption of the SaaS Services. In that event, we commit to a
Recovery Point Objective ("RPO") of 24 hours and a Recovery Time Objective ("RTO") of 24 v
hours. RPO represents the maximum duration of time between the most recent recoverable CL
copy of your hosted Data and subsequent data center failure. RTO represents the maximum w
duration of time following data center failure within which your access to the Tyler Software N
must be restored. cc
6.4 We conduct annual penetration testing of either the production network and/or web
application to be performed. We will maintain industry standard intrusion detection and
prevention systems to monitor malicious activity in the network and to log and block any such
activity. We will provide you with a written or electronic record of the actions taken by us in the
event that any unauthorized access to your database(s) is detected as a result of our security
protocols. We will undertake an additional security audit, on terms and timing to be mutually
agreed to by the parties, at your written request. You may not attempt to bypass or subvert
security restrictions in the SaaS Services or environments related to the Tyler Software.
Unauthorized attempts to access files, passwords or other confidential information, and
unauthorized vulnerability and penetration test scanning of our network and systems (hosted or
otherwise) is prohibited without the prior written approval of our IT Security Officer.
6.5 We test our disaster recovery plan on an annual basis. Our standard test is not client -specific
Should you request a client -specific disaster recovery test, we will work with you to schedule
and execute such a test on a mutually agreeable schedule. At your written request, we will
provide test results to you within a commercially reasonable timeframe after receipt of the
request.
6.6 We will be responsible for importing back-up and verifying that you can log -in. You will be
responsible for running reports and testing critical processes to verify the returned Data.
6.7 We provide secure Data transmission paths between each of your workstations and our servers.
6.8 Tyler data centers are accessible only by authorized personnel with a unique key entry. All other
visitors to Tyler data centers must be signed in and accompanied by authorized personnel.
Entry attempts to the data center are regularly audited by internal staff and external auditors to
ensure no unauthorized access.
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6.9 Where applicable with respect to our applications that take or process card payment data, we
are responsible for the security of cardholder data that we possess, including functions relating
to storing, processing, and transmitting of the cardholder data and affirm that, as of the
Effective Date, we comply with applicable requirements to be considered PCI DSS compliant and
have performed the necessary steps to validate compliance with the PCI DSS. We agree to
supply the current status of our PCI DSS compliance program in the form of an official
Attestation of Compliance, which can be found at https://www.tylertech.com/about-
us/compliance, and in the event of any change in our status, will comply with applicable notice
requirements.
License Rights Terminate Upon Migration. When Tyler makes Tyler Software identified in the
Investment Summary (the "Evergreen Modules") and licensed pursuant to this Agreement
available to the Client for use in live production, the license to the Tyler software listed in Exhibit
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A, Schedule 1 (hereafter, "Migration Modules") terminates, as do Tyler's maintenance, support, _
and/or update obligations for such software. v
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Notice of Data Breach. In the event of any confirmed breach of your Data, Tyler will follow the w
Washington state Data Breach Notification law, and any other applicable state or federal law. le
SECTION C —PROFESSIONAL SERVICES
1. Professional Services. We will provide you the various implementation -related services itemized in
the Investment Summary and described in the Statement of Work.
2. Professional Services Fees. You agree to pay us the professional services fees in the amounts set
forth in the Investment Summary. Those amounts are payable in accordance with our Invoicing and
Payment Policy. You acknowledge that the fees stated in the Investment Summary are good -faith
estimates of the amount of time and materials required for your implementation. We will bill you
the actual fees incurred based on the in -scope services provided to you. Any discrepancies in the
total values set forth in the Investment Summary will be resolved by multiplying the applicable
hourly rate by the quoted hours.
3. Additional Services. The Investment Summary contains, and the Statement of Work describes, the
scope of services and related costs (including programming and/or interface estimates) required for
the project based on our understanding of the specifications you supplied. If additional work is
required, or if you use or request additional services, we will provide you with an addendum or
change order, as applicable, outlining the costs for the additional work. The price quotes in the
addendum or change order will be valid for thirty (30) days from the date of the quote.
4. Cancellation. If you cancel services less than four (4) weeks in advance (other than for Force
Majeure or breach by us), you will be liable for all (a) daily fees associated with cancelled
professional services if we are unable to reassign our personnel and (b) any non-refundable travel
expenses already incurred by us on your behalf. We will make all reasonable efforts to reassign
personnel in the event you cancel within four (4) weeks of scheduled commitments.
5. Services Warranty. We will perform the services in a professional, workmanlike manner, consistent
with industry standards. In the event we provide services that do not conform to this warranty, we
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will re -perform such services at no additional cost to you.
6. Site Access and Requirements. At no cost to us, you agree to provide us with full and free access to
your personnel, facilities, and equipment as may be reasonably necessary for us to provide
implementation services, subject to any reasonable security protocols or other written policies
provided to us as of the Effective Date, and thereafter as mutually agreed to by you and us.
7. Background Checks. For at least the past twelve (12) years, all of our employees have undergone
criminal background checks prior to hire. All employees sign our confidentiality agreement and
security policies.
8. Client Assistance. You acknowledge that the implementation of the Tyler Software is a cooperative
process requiring the time and resources of your personnel. You agree to use all reasonable efforts
to cooperate with and assist us as may be reasonably required to meet the agreed upon project
deadlines and other milestones for implementation. This cooperation includes at least working with
us to schedule the implementation -related services outlined in this Agreement. We will not be v
liable for failure to meet any deadlines and milestones when such failure is due to Force Majeure or
to the failure by your personnel to provide such cooperation and assistance (either through action w
or omission). 7t
9. Maintenance and Support. For so long as you timely pay your SaaS Fees according to the Invoicing
and Payment Policy, then in addition to the terms set forth in the SLA and the Support Call Process,
we will:
9.1 perform our maintenance and support obligations in a professional, good, and workmanlike
manner, consistent with industry standards, to resolve Defects in the Tyler Software (subject to
any applicable release life cycle policy);
9.2 provide support during our established support hours;
9.3 maintain personnel that are sufficiently trained to be familiar with the Tyler Software and Third
Party Software, if any, in order to provide maintenance and support services;
9.4 make available to you all releases to the Tyler Software (including updates and enhancements)
that we make generally available without additional charge to customers who have a
maintenance and support agreement in effect; and
9.5 provide non -Defect resolution support of prior releases of the Tyler Software in accordance with
any applicable release life cycle policy.
We will use all reasonable efforts to perform support services remotely. Currently, we use a third -
party secure unattended connectivity tool called Bomgar, as well as GotoAssist by Citrix. Therefore,
you agree to maintain a high-speed internet connection capable of connecting us to your PCs and
server(s). You agree to provide us with a login account and local administrative privileges as we may
reasonably require to perform remote services. We will, at our option, use the secure connection to
assist with proper diagnosis and resolution, subject to any reasonably applicable security protocols.
If we cannot resolve a support issue remotely, we may be required to provide onsite services. In
such event, we will be responsible for our travel expenses, unless it is determined that the reason
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onsite support was required was a reason outside our control. Either way, you agree to provide us
with full and free access to the Tyler Software, working space, adequate facilities within a
reasonable distance from the equipment, and use of machines, attachments, features, or other
equipment reasonably necessary for us to provide the maintenance and support services, all at no
charge to us. We strongly recommend that you also maintain your VPN for backup connectivity
purposes.
For the avoidance of doubt, SaaS Fees do not include the following services: (a) onsite support
(unless Tyler cannot remotely correct a Defect in the Tyler Software, as set forth above); (b)
application design; (c) other consulting services; or (d) support outside our normal business hours as
listed in our then -current Support Call Process. Requested services such as those outlined in this
section will be billed to you on a time and materials basis at our then current rates. You must
request those services with at least one (1) weeks' advance notice.
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10. Support of Migration Modules. Beginning on the commencement of the initial term as set forth in
Section F (1) of this Agreement, and contingent upon Client's timely payment of annual SaaS Fees v
for Tyler Evergreen Modules, Client is entitled to receive, at no additional charge, maintenance and
support for the Migration Modules until Tyler makes the Tyler Evergreen Modules available for use w
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SECTION D — THIRD PARTY PRODUCTS
1. Third Party Hardware. We will sell, deliver, and install onsite the Third Party Hardware, if you have
purchased any, for the price set forth in the Investment Summary. Those amounts are payable in
accordance with our Invoicing and Payment Policy.
2. Third Party Software. As part of the SaaS Services, you will receive access to the Third Party
Software and related documentation for internal business purposes only. Your rights to the Third
Party Software will be governed by the Third Party Terms.
3. Third Party Products Warranties.
3.1 We are authorized by each Developer to grant access to the Third Party Software.
3.2 The Third Party Hardware will be new and unused, and upon payment in full, you will receive
free and clear title to the Third Party Hardware.
3.3 You acknowledge that we are not the manufacturer of the Third Party Products. We do not
warrant or guarantee the performance of the Third Party Products. However, we grant and pass
through to you any warranty that we may receive from the Developer or supplier of the Third
Party Products.
4. Third Party Services. If you have purchased Third Party Services, those services will be provided
independent of Tyler by such third -party at the rates set forth in the Investment Summary and in
accordance with our Invoicing and Payment Policy.
SECTION E - INVOICING AND PAYMENT; INVOICE DISPUTES
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1. Invoicing and Payment. We will invoice you the SaaS Fees and fees for other professional services in
the Investment Summary per our Invoicing and Payment Policy, subject to Section E(2).
2. Invoice Disputes. If you believe any delivered software or service does not conform to the
warranties in this Agreement, you will provide us with written notice within thirty (30) days of your
receipt of the applicable invoice. The written notice must contain reasonable detail of the issues
you contend are in dispute so that we can confirm the issue and respond to your notice with either a
justification of the invoice, an adjustment to the invoice, or a proposal addressing the issues
presented in your notice. We will work with you as may be necessary to develop an action plan that
outlines reasonable steps to be taken by each of us to resolve any issues presented in your notice.
You may withhold payment of the amount(s) actually in dispute, and only those amounts, until we
complete the action items outlined in the plan. If we are unable to complete the action items
outlined in the action plan because of your failure to complete the items agreed to be done by you,
then you will remit full payment of the invoice. We reserve the right to suspend delivery of all SaaS
Services, including maintenance and support services, if you fail to pay an invoice not disputed as
described above within fifteen (15) days of notice of our intent to do so.
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SECTION F —TERM AND TERMINATION
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1. Term. The initial term of this Agreement equal to three (3) years, commencing on January 1, 2025,
unless earlier terminated as set forth below. Upon expiration of the initial term, this Agreement will
renew automatically for additional one (1) year renewal terms at our then -current SaaS Fees unless
terminated in writing by either party at least sixty (60) days prior to the end of the then -current
renewal term. Your right to access or use the Tyler Software and the SaaS Services will terminate at
the end of this Agreement.
2. Termination. This Agreement may be terminated as set forth below. In the event of termination,
you will pay us for all undisputed fees and expenses related to the software, products, and/or
services you have received, or we have incurred or delivered, prior to the effective date of
termination. Disputed fees and expenses in all terminations other than your termination for cause
must have been submitted as invoice disputes in accordance with Section E(2).
2.1 Failure to Pay SaaS Fees. You acknowledge that continued access to the SaaS Services is
contingent upon your timely payment of SaaS Fees. If you fail to timely pay the SaaS Fees, we
may discontinue the SaaS Services and deny your access to the Tyler Software. We may also
terminate this Agreement if you don't cure such failure to pay within forty-five (45) days of
receiving written notice of our intent to terminate.
2.2 For Cause. If you believe we have materially breached this Agreement, you will invoke the
Dispute Resolution clause set forth in Section H(3). You may terminate this Agreement for cause
in the event we do not cure, or create a mutually agreeable action plan to address, a material
breach of this Agreement within the thirty (30) day window set forth in Section H(3).
2.3 Force Majeure. Either party has the right to terminate this Agreement if a Force Majeure event
suspends performance of the SaaS Services for a period of forty-five (45) days or more.
2.4 Lack of Appropriations. If you should not appropriate or otherwise make available funds
sufficient to utilize the SaaS Services, you may unilaterally terminate this Agreement upon thirty
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(30) days written notice to us. You will not be entitled to a refund or offset of previously paid,
but unused SaaS Fees. You agree not to use termination for lack of appropriations as a
substitute for termination for convenience.
SECTION G — INDEMNIFICATION, LIMITATION OF LIABILITY AND INSURANCE
1. Intellectual Property Infringement Indemnification.
1.1 We will defend you against any third party claim(s) that the Tyler Software or Documentation
infringes that third party's patent, copyright, or trademark, or misappropriates its trade secrets,
and will pay the amount of any resulting adverse final judgment (or settlement to which we
consent). You must notify us promptly in writing of the claim and give us sole control over its
defense or settlement. You agree to provide us with reasonable assistance, cooperation, and
information in defending the claim at our expense.
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1.2 Our obligations under this Section G(1) will not apply to the extent the claim or adverse final
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judgment is based on your use of the Tyler Software in contradiction of this Agreement,
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including with non -licensed third parties, or your willful infringement.
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1.3 If we receive information concerning an infringement or misappropriation claim related to the
Tyler Software, we may, at our expense and without obligation to do so, either: (a) procure for
you the right to continue its use; (b) modify it to make it non -infringing; or (c) replace it with a
functional equivalent, in which case you will stop running the allegedly infringing Tyler Software
immediately. Alternatively, we may decide to litigate the claim to judgment, in which case you
may continue to use the Tyler Software consistent with the terms of this Agreement.
1.4 If an infringement or misappropriation claim is fully litigated and your use of the Tyler Software
is enjoined by a court of competent jurisdiction, in addition to paying any adverse final
judgment (or settlement to which we consent), we will, at our option, either: (a) procure the
right to continue its use; (b) modify it to make it non -infringing; or (c) replace it with a functional
equivalent. This section provides your exclusive remedy for third party copyright, patent, or
trademark infringement and trade secret misappropriation claims.
2. General Indemnification.
2.1 We will indemnify and hold harmless you and your agents, officials, and employees from and
against any and all third -party claims, losses, liabilities, damages, costs, and expenses (including
reasonable attorney's fees and costs) for (a) personal injury or property damage to the extent
caused by our negligence or willful misconduct; or (b) our violation of PCI-DSS requirements or a
law applicable to our performance under this Agreement. You must notify us promptly in
writing of the claim and give us sole control over its defense or settlement. You agree to
provide us with reasonable assistance, cooperation, and information in defending the claim at
our expense.
2.2 To the extent permitted by applicable law, you will indemnify and hold harmless us and our
agents, officials, and employees from and against any and all third -party claims, losses,
liabilities, damages, costs, and expenses (including reasonable attorney's fees and costs) for
personal injury or property damage to the extent caused by your negligence or willful
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2.2.a
misconduct; or (b) your violation of a law applicable to your performance under this Agreement.
We will notify you promptly in writing of the claim and will give you sole control over its defense
or settlement. We agree to provide you with reasonable assistance, cooperation, and
information in defending the claim at your expense.
3. DISCLAIMER. EXCEPT FOR THE EXPRESS WARRANTIES PROVIDED IN THIS AGREEMENT AND TO
THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW, WE HEREBY DISCLAIM ALL OTHER
WARRANTIES AND CONDITIONS, WHETHER EXPRESS, IMPLIED, OR STATUTORY, INCLUDING, BUT
NOT LIMITED TO, ANY IMPLIED WARRANTIES, DUTIES, OR CONDITIONS OF MERCHANTABILITY OR
FITNESS FOR A PARTICULAR PURPOSE. CLIENT UNDERSTANDS AND AGREES THAT TYLER
DISCLAIMS ANY LIABILITY FOR ERRORS THAT RELATE TO USER ERROR.
4. LIMITATION OF LIABILITY. EXCEPT AS OTHERWISE EXPRESSLY SET FORTH IN THIS AGREEMENT,
OUR LIABILITY FOR DAMAGES ARISING OUT OF THIS AGREEMENT, WHETHER BASED ON A THEORY
OF CONTRACT OR TORT, INCLUDING NEGLIGENCE AND STRICT LIABILITY, SHALL BE LIMITED TO
YOUR ACTUAL DIRECT DAMAGES, NOT TO EXCEED (A) DURING THE INITIAL TERM, AS SET FORTH
IN SECTION F(1), TOTAL FEES PAID AS OF THE TIME OF THE CLAIM; OR (B) DURING ANY RENEWAL
TERM, THE THEN -CURRENT ANNUAL SAAS FEES PAYABLE IN THAT RENEWAL TERM. THE PARTIES
ACKNOWLEDGE AND AGREE THAT THE PRICES SET FORTH IN THIS AGREEMENT ARE SET IN
RELIANCE UPON THIS LIMITATION OF LIABILITY AND TO THE MAXIMUM EXTENT ALLOWED UNDER
APPLICABLE LAW, THE EXCLUSION OF CERTAIN DAMAGES, AND EACH SHALL APPLY REGARDLESS
OF THE FAILURE OF AN ESSENTIAL PURPOSE OF ANY REMEDY. THE FOREGOING LIMITATION OF
LIABILITY SHALL NOT APPLY TO CLAIMS THAT ARE SUBJECT TO SECTIONS G(1) AND G(2).
5. EXCLUSION OF CERTAIN DAMAGES. TO THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW,
IN NO EVENT SHALL WE BE LIABLE FOR ANY SPECIAL, INCIDENTAL, PUNITIVE, INDIRECT, OR
CONSEQUENTIAL DAMAGES WHATSOEVER, EVEN IF WE HAVE BEEN ADVISED OF THE POSSIBILITY
OF SUCH DAMAGES.
6. Insurance. During the course of performing services under this Agreement, we agree to maintain
the following levels of insurance: (a) Commercial General Liability of at least $1,000,000; (b)
Automobile Liability of at least $1,000,000; (c) Professional Liability of at least $1,000,000; (d)
Workers Compensation complying with applicable statutory requirements; and (e) Excess/Umbrella
Liability of at least $5,000,000. We will add you as an additional insured to our Commercial General
Liability and Automobile Liability policies, which will automatically add you as an additional insured
to our Excess/Umbrella Liability policy as well. We will provide you with copies of certificates of
insurance upon your written request.
SECTION H — GENERAL TERMS AND CONDITIONS
1. Additional Products and Services. You may purchase additional products and services at the rates
set forth in the Investment Summary for twelve (12) months from the Effective Date by executing a
mutually agreed addendum. If no rate is provided in the Investment Summary, or those twelve (12)
months have expired, you may purchase additional products and services at our then -current list
price, also by executing a mutually agreed addendum. The terms of this Agreement will control any
such additional purchase(s), unless otherwise specifically provided in the addendum.
2. Optional Items. Pricing for any listed optional products and services in the Investment Summary will
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2.2.a
be valid for twelve (12) months from the Effective Date.
3. Dispute Resolution. You agree to provide us with written notice within thirty (30) days of becoming
aware of a dispute. You agree to cooperate with us in trying to reasonably resolve all disputes,
including, if requested by either party, appointing a senior representative to meet and engage in
good faith negotiations with our appointed senior representative. Senior representatives will
convene within thirty (30) days of the written dispute notice, unless otherwise agreed. All meetings
and discussions between senior representatives will be deemed confidential settlement discussions
not subject to disclosure under Federal Rule of Evidence 408 or any similar applicable state rule. If
we fail to resolve the dispute, then the parties shall participate in non -binding mediation in an effort
to resolve the dispute. If the dispute remains unresolved after mediation, then either of us may
assert our respective rights and remedies in a court of competent jurisdiction. Nothing in this
section shall prevent you or us from seeking necessary injunctive relief during the dispute resolution
procedures.
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4. Taxes. The fees in the Investment Summary do not include any taxes, including, without limitation,
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sales, use, or excise tax. If you are a tax-exempt entity, you agree to provide us with a tax-exempt
certificate. Otherwise, we will pay all applicable taxes to the proper authorities and you will
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reimburse us for such taxes. If you have a valid direct -pay permit, you agree to provide us with a
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copy. For clarity, we are responsible for paying our income taxes, both federal and state, as
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applicable, arising from our performance of this Agreement.
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5. Nondiscrimination. We will not discriminate against any person employed or applying for
employment concerning the performance of our responsibilities under this Agreement. This
discrimination prohibition will apply to all matters of initial employment, tenure, and terms of
employment, or otherwise with respect to any matter directly or indirectly relating to employment
concerning race, color, religion, national origin, age, sex, sexual orientation, ancestry, disability that
is unrelated to the individual's ability to perform the duties of a particular job or position, height,
weight, marital status, or political affiliation. We will post, where appropriate, all notices related to
nondiscrimination as may be required by applicable law.
6. E-Verify. We have complied, and will comply, with the E-Verify procedures administered by the U.S
Citizenship and Immigration Services Verification Division for all of our employees assigned to your
project.
7. Subcontractors. We will not subcontract any services under this Agreement without your prior
written consent, not to be unreasonably withheld.
8. Binding Effect; No Assignment. This Agreement shall be binding on, and shall be for the benefit of,
either your or our successor(s) or permitted assign(s). Neither party may assign this Agreement
without the prior written consent of the other party; provided, however, your consent is not
required for an assignment by us as a result of a corporate reorganization, merger, acquisition, or
purchase of substantially all of our assets.
9. Force Majeure. Except for your payment obligations, neither party will be liable for delays in
performing its obligations under this Agreement to the extent that the delay is caused by Force
Majeure; provided, however, that within ten (10) business days of the Force Majeure event, the
party whose performance is delayed provides the other party with written notice explaining the
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2.2.a
cause and extent thereof, as well as a request for a reasonable time extension equal to the
estimated duration of the Force Majeure event.
10. No Intended Third Party Beneficiaries. This Agreement is entered into solely for the benefit of you
and us. No third party will be deemed a beneficiary of this Agreement, and no third party will have
the right to make any claim or assert any right under this Agreement. This provision does not affect
the rights of third parties under any Third Party Terms.
11. Entire Agreement; Amendment. This Agreement represents the entire agreement between you and
us with respect to the subject matter hereof, and supersedes any prior agreements, understandings,
and representations, whether written, oral, expressed, implied, or statutory. Purchase orders
submitted by you, if any, are for your internal administrative purposes only, and the terms and
conditions contained in those purchase orders will have no force or effect. This Agreement may
only be modified by a written amendment signed by an authorized representative of each party.
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12. Severability. If any term or provision of this Agreement is held invalid or unenforceable, the
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remainder of this Agreement will be considered valid and enforceable to the fullest extent
permitted by law. w
13. No Waiver. In the event that the terms and conditions of this Agreement are not strictly enforced
by either party, such non -enforcement will not act as or be deemed to act as a waiver or
modification of this Agreement, nor will such non -enforcement prevent such party from enforcing
each and every term of this Agreement thereafter.
14. Independent Contractor. We are an independent contractor for all purposes under this Agreement.
15. Notices. All notices or communications required or permitted as a part of this Agreement, such as
notice of an alleged material breach for a termination for cause or a dispute that must be submitted
to dispute resolution, must be in writing and will be deemed delivered upon the earlier of the
following: (a) actual receipt by the receiving party; (b) upon receipt by sender of a certified mail,
return receipt signed by an employee or agent of the receiving party; (c) upon receipt by sender of
proof of email delivery; or (d) if not actually received, five (5) days after deposit with the United
States Postal Service authorized mail center with proper postage (certified mail, return receipt
requested) affixed and addressed to the other party at the address set forth on the signature page
hereto or such other address as the party may have designated by proper notice. The consequences
for the failure to receive a notice due to improper notification by the intended receiving party of a
change in address will be borne by the intended receiving party.
16. Client Lists. You agree that we may identify you by name in client lists, marketing presentations, and
promotional materials.
17. Confidentiality. Both parties recognize that their respective employees and agents, in the course of
performance of this Agreement, may be exposed to confidential information and that disclosure of
such information could violate rights to private individuals and entities, including the parties.
Confidential information is nonpublic information that a reasonable person would believe to be
confidential and includes, without limitation, personal identifying information (e.g., social security
numbers) and trade secrets, each as defined by applicable state law. Each party agrees that it will
not disclose any confidential information of the other party and further agrees to take all reasonable
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2.2.a
and appropriate action to prevent such disclosure by its employees or agents. The confidentiality
covenants contained herein will survive the termination or cancellation of this Agreement. This
obligation of confidentiality will not apply to information that:
(a) is in the public domain, either at the time of disclosure or afterwards, except by breach of
this Agreement by a party or its employees or agents;
(b) a party can establish by reasonable proof was in that party's possession at the time of initial
disclosure;
(c) a party receives from a third party who has a right to disclose it to the receiving party; or
(d) is the subject of a legitimate disclosure request under the open records laws or similar
applicable public disclosure laws governing this Agreement; provided, however, that in the
event you receive an open records or other similar applicable request, you will give us
prompt notice and otherwise perform the functions required by applicable law.
18. Quarantining of Client Data. Some services provided by Tyler require us to be in possession of your
Data. In the event we detect malware or other conditions associated with your Data that are
reasonably suspected of putting Tyler resources or other Tyler clients' data at risk, we reserve the
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absolute right to move your Data from its location within a multi -tenancy Tyler hosted environment
to an isolated "quarantined" environment without advance notice. Your Data will remain in such
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quarantine for a period of at least six (6) months during which time we will review the Data, and all
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traffic associated with the Data, for signs of malware or other similar issues. If no issues are
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detected through such reviews during the six (6) month period of quarantine, we will coordinate
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with you the restoration of your Data to a non -quarantined environment. In the event your Data
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must remain in quarantine beyond this six (6) month period through no fault of Tyler's, we reserve
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the right to require payment of additional fees for the extended duration of quarantine. We will
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provide an estimate of what those costs will be upon your request.
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19. Business License. In the event a local business license is required for us to perform services
hereunder, you will promptly notify us and provide us with the necessary paperwork and/or contact
information so that we may timely obtain such license.
20. Governing Law. This Agreement will be governed by and construed in accordance with the laws of
your state of domicile, without regard to its rules on conflicts of law.
21. Multiple Originals and Authorized Signatures. This Agreement may be executed in multiple
originals, any of which will be independently treated as an original document. Any electronic, faxed,
scanned, photocopied, or similarly reproduced signature on this Agreement or any amendment
hereto will be deemed an original signature and will be fully enforceable as if an original signature.
Each party represents to the other that the signatory set forth below is duly authorized to bind that
party to this Agreement.
22. Cooperative Procurement. To the maximum extent permitted by applicable law, we agree that this
Agreement may be used as a cooperative procurement vehicle by eligible jurisdictions. We reserve
the right to negotiate and customize the terms and conditions set forth herein, including but not
limited to pricing, to the scope and circumstances of that cooperative procurement.
23. Data & Insights Solution Terms. Your use of certain Tyler solutions includes Tyler's Data & Insights
data platform. Your rights, and the rights of any of your end users, to use Tyler's Data & Insights
data platform is subject to the Data & Insights SaaS Services Terms of Service, available at
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2.2.a
https://www.tylertech.com/terms/data-insights-saas-services-terms-of-service. By signing a Tyler
Agreement or Order Form, or accessing, installing, or using any of the Tyler solutions listed at the
linked terms, you certify that you have reviewed, understand, and agree to said terms.
24. Contract Documents. This Agreement includes the following exhibits:
Exhibit A Investment Summary
Schedule 1: Migration Modules
Exhibit B Invoicing and Payment Policy
Schedule 1: Business Travel Policy
Exhibit C Service Level Agreement
Schedule 1: Support Call Process
Exhibit D Third Party Terms
Exhibit E Statement of Work
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IN WITNESS WHEREOF, a duly authorized representative of each party has executed this Agreement as
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of the dates) set forth below.
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Tyler Technologies, Inc.
By:
Name:
Title:
Date:
Address for Notices:
Tyler Technologies, Inc.
One Tyler Drive
Yarmouth, ME 04096
Attention: Chief Legal Officer
City of Edmonds, Washington
By:
Name:
Title:
Date:
Address for Notices:
City of Edmonds
121 5ch Avenue North
Edmonds, Washington 98020
Attention:
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2.2.a
Exhibit A
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Exhibit A
Investment Summary
The following Investment Summary details the software and services to be delivered by us to you under
the Agreement. This Investment Summary is effective as of the Effective Date, despite any expiration
date in the Investment Summary that may have lapsed as of the Effective Date. Capitalized terms not
otherwise defined will have the meaning assigned to such terms in the Agreement. In the event of
conflict between the Agreement and terms in the Comments section of this Investment Summary, the
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language in the Agreement will prevail.
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2.2.a
Quoted By: Chris Deroche
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Quote Expiration: 11/27/24
•���•� Quote Name: City of Edmonds-ERP-EERP
• technologies Quote Description: Enterprise ERP 6.11.24
Saas Term 3.00
Sales Quotation For: Shipping Address:
City of Edmonds
121 5th Ave N
Edmonds WA 98020-3163
Financial Management
Accounting
Accounts Payable
Budgeting
Capital Assets
Cash Management
Contract Management
Inventory
Inventory Mobile
Project & Grant Accounting
Purchasing
Human Resources Management
Human Resources & Talent Management
Payroll with Employee Access
Recruiting
Time & Attendance w Mobile Access - Up to 350 Employees
2023-408295-S4G8J6
1 168
$ 34,990.00
1 40
$ 9,509.00
1 56
$ 9,509.00
1 48
$ 7,880.00
1 40
$ 6,331.00
1 32
$ 3,815.00
1 56
$ 7,247.00
1 16
$ 4,672.00
1 48
$ 6,520.00
1 112
$ 14,289.00
1 152
$ 5,789.00
1 168
$ 8,386.00
1 16
$ 1,314.00
1 160
$ 13,884.00
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2.2.a
Revenue Management
Accounts Receivable
1
88
$ 7,015.00
Cashiering
1
48
$ 13,140.00
Central Property File
1
8
$ 1,186.00
General Billing
1
40
$ 4,497.00
Resident Access
1
56
$ 6,300.00
Utility Billing CIS
1
192
$ 8,883.00
Utility Billing Meter Interface
1
24
$ 2,849.00
Utility Billing Special Assessments
1
64
$ 3,764.00
Content Management
Content Manager Core includes Onboarding
1
32
$ 12,569.00
Data Insights
Enterprise Analytics and Reporting w Executive Insights
1
88
$ 22,189.00
Open Finance
1
0
$ 12,000.00
Additional
ACFR Statement Builder
1
32
$ 7,850.00
Enterprise Forms Processing Software (including Common Form Set)
1
0
$ 7,215.00
Sub -Total: $ 243,592.00
Less Discount: $ 27,751.00
TOTAL 1784 $ 215,841.00
Professional Services
Description
Ituantity
V,nit Price
Ext Discount
Extended Price
IT-laintenance
Applicant Tracking Import Hours
8
$ 175.00
$ 704.00
$ 696.00
$ 0.00
Capital Assets Import Hours
16
$ 175.00
$ 1,408.00
$ 1,392.00
$ 0.00
Executive Insights Implementation
1
$ 8,400.00
$ 0.00
$ 8,400.00
$ 0.00
Install Fee - Open Finance
1
$ 5,600.00
$ 0.00
$ 5,600.00
$ 0.00
Payroll Accruals Import Hours
8
$ 175.00
$ 704.00
$ 696.00
$ 0.00
Payroll Deductions Import Hours
12
$ 175.00
$ 1,056.00
$ 1,044.00
$ 0.00
Position Control Import Hours
8
$ 175.00
$ 704.00
$ 696.00
$ 0.00
2023-408295-S4G8J6 Page 2
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Conversions —See Detailed Breakdown Below $ 36,350.00
$ 0.00
Project Management
268 $ 200.00 $ 0.00 $ 53,600.00
$ 0.00
Onsite Implementation
472 $ 225.00 $ 0.00 $ 106,200.00
$ 0.00
Remote Implementation
1312 $ 200.00 $ 0.00 $ 262,400.00
$ 0.00
TOTAL $ 477,074.00
$ 0.00
Payments
Basis
Use Case List Price Service % Min Points Rate Cap
POS Online IV
Payments - Client Card Cost - Interchange Plus
Enterprise ERP
Enterprise ERP Payments
General Billing 0.50% $ 0.50
X X
Enterprise ERP Payments
Utility Billing 0.50% $ 0.50
X X
Payments - Other ees
Enterprise ERP
Client eCheck Cost
$ 1.95
eCheck Rejects
$ 5.00
Credit Card Chargebacks
$ 15.00
Client Card Cost - Interchange Plus
Per card transaction with Visa, MasterCard, Discover, and American Express for all transactions on top of
industry -driven rates for bank fees, card brand fees, interchange fees, dues, assessments, and other processing
fees.
Enterprise ERP Payments
IVR Cost - Additional $0.50 per transaction on top of Card and eCheck fee.
Client eCheck Cost
Per electronic check transaction.
eCheck Rejects
When an eCheck transaction comes back as declined (e.g bounced check)
Credit Card Chargebacks
If a card payer disputes a transaction at the card issuing bank (e.g. stolen card)
X
Barcode Printer Kit 1 $ 1,445.00 $ 0.00 $ 1,445.00 $ 145.00 $ 0.00 $ 145.00
2023-408295-S4G8J6 Page 3
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Barcode Scanner - NX6 Rugged Mobile Scanning
Device 1 $ 1,695.00 $ 0.00 $ 1,695.00 $ 170.00 $ 0.00
Payments Lane 7000 Terminal Purchase 1 $ 529.00 $ 0.00 $ 529.00 $ 0.00 $ 0.00
Payments PCI Service Fee (Per Device) 1 $ 0.00 $ 0.00 $ 0.00 $ 180.00 $ 0.00
TOTAL $ 3,669.00
Summary One Time Fees Recurring Fees
Total Tyler License Fees $ 0.00 $ 0.00
Total SaaS $ 0.00 $ 215,841.00
Total Tyler Services $ 477,074.00 $ 0.00
Total Third -Party Hardware, Software, Services $ 3,669.00 $ 495.00
Summary Total $ 480,743.00 $ 216,336.00
Contract Total $ 1,128,761.00
Estimated Travel Expenses excl in Contract
Total $ 27,400.00
Unless otherwise indicated in the contract or amendment thereto, pricing for optional items will be held
For six (6) months from the Quote date or the Effective Date of the Contract, whichever is later.
Customer Approval:
Print Name:
All Primary values quoted in US Dollars
Detailed Breakdown of Conversions (Included in Summary Total)
Financials
Accounting
Accounts Payable
Project Accounting
Purchase Orders
2023-408295-S4G8J6
Date:
P.O.#:
1 $ 5,000.00
$ 2,500.00
1 $ 7,600.00
$ 3,800.00
1 $ 5,000.00
$ 2,500.00
1 $ 5,400.00
$ 2,700.00
$ 170.00
$ 0.00
$ 180.00
$ 495.00
$ 2,500.00
$ 3,800.00
$ 2,500.00
$ 2,700.00
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Human Resources Management
Human Resources Management
Revenue Management
General Billing
Utility Billing
1 $ 14,300.00 $ 7,150.00 $ 7,150.00
1 $ 8, 200.00 $ 4,100.00 $ 4,100.00
1 $ 27,200.00 $ 13,600.00 $ 13,600.00
TOTAL $ 36,350.00
Financial Management
eProcurement (Vendor Access and Punch -Out) 1 24 $ 5,700.00
TOTAL: 24 $ 5,700.00
Onsite Implementation 8 $ 225.00 $ 0.00 $ 1,800.00 $ 0.00
Remote Implementation 16 $ 200.00 $ 0.00 $ 3,200.00 $ 0.00
TOTAL $ 5,000.00 $ 0.00
Financial Management
Accounting
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$ 34,990.00 $ 6,648.00 $ 28,342.00
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Accounts Payable
$ 9,509.00
$ 1,807.00
$ 7,702.00
Budgeting
$ 9,509.00
$ 1,807.00
$ 7,702.00
Capital Assets
$ 7,880.00
$ 1,497.00
$ 6,383.00
Cash Management
$ 6,331.00
$ 0.00
$ 6,331.00
Contract Management
$ 3,815.00
$ 0.00
$ 3,815.00
Inventory
$ 7,247.00
$ 0.00
$ 7,247.00
Inventory Mobile
$ 4,672.00
$ 0.00
$ 4,672.00
Project & Grant Accounting
$ 6,520.00
$ 1,239.00
$ 5,281.00
Purchasing
$ 14,289.00
$ 2,715.00
$ 11,574.00
Human Resources Management
Human Resources & Talent Management
$ 5,789.00
$ 1,100.00
$ 4,689.00
Payroll with Employee Access
$ 8,386.00
$ 1,593.00
$ 6,793.00
Recruiting
$ 1,314.00
$ 0.00
$ 1,314.00
Time & Attendance w Mobile Access - Up to 350 Employees
$ 13,884.00
$ 0.00
$ 13,884.00
Revenue Management
Accounts Receivable
$ 7,015.00
$ 1,333.00
$ 5,682.00
Cashiering
$ 13,140.00
$ 2,497.00
$ 10,643.00
Central Property File
$ 1,186.00
$ 225.00
$ 961.00
General Billing
$ 4,497.00
$ 854.00
$ 3,643.00
Resident Access
$ 6,300.00
$ 0.00
$ 6,300.00
Utility Billing CIS
$ 8,883.00
$ 1,688.00
$ 7,195.00
Utility Billing Meter Interface
$ 2,849.00
$ 541.00
$ 2,308.00
Utility Billing Special Assessments
$ 3,764.00
$ 715.00
$ 3,049.00
Content Management
Content Manager Core includes Onboarding
$ 12,569.00
$ 0.00
$ 12,569.00
Data Insights
Enterprise Analytics and Reporting w Executive Insights
$ 22,189.00
$ 0.00
$ 22,189.00
Open Finance
$ 12,000.00
$ 0.00
$ 12,000.00
Additional
ACFR Statement Builder
$ 7,850.00
$ 1,492.00
$ 6,358.00
Enterprise Forms Processing Software (including Common
Form Set)
$ 7,215.00
$ 0.00
$ 7,215.00
TOTAL
$ 243,592.00
$ 27,751.00
$ 215,841.00
2023-408295-S4G8J6
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2.2.a
Comments
Tyler's quote contains estimates of the amount of services needed, based on our preliminary understanding of the scope, level of engagement, and
timeline as defined in the Statement of Work (SOW) for your project. The actual amount of services required may vary, based on these factors.
Tyler's pricing is based on the scope of proposed products and services contracted from Tyler. Should portions of the scope of products or services be
altered by the Client, Tyler reserves the right to adjust prices for the remaining scope accordingly.
Unless otherwise noted, prices submitted in the quote do not include travel expenses incurred in accordance with Tyler's then -current Business Travel
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Tyler's prices do not include applicable local, city or federal sales, use excise, personal property or other similar taxes or duties, which you are
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responsible for determining and remitting. Installations are completed remotely but can be done onsite upon request at an additional cost.
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In the event Client cancels services less than four (4) weeks in advance, Client is liable to Tyler for (i) all non-refundable expenses incurred by Tyler on
Client's behalf; and (ii) daily fees associated with the cancelled services if Tyler is unable to re -assign its personnel.
The Implementation Hours included in this quote assume a work split effort of 70% Client and 30% Tyler.
Implementation Hours are scheduled and delivered in four (4) or eight (8) hour increments.
Tyler provides onsite training for a maximum of 12 people per class. In the event that more than 12 users wish to participate in a training class or more
than one occurrence of a class is needed, Tyler will either provide additional days at then -current rates for training or Tyler will utilize a Train -the -
Trainer approach whereby the client designated attendees of the initial training can thereafter train the remaining users.
As a new Tyler client, you are entitled to a 14-day or a 30-day trial of the Managed Detection and Response cybersecurity service. Please reference
https://www.tylertech.com/services/tyler-detect for more information on the service and contact CybersecuritySales@tylertech.COML ' to initiate the
trial.
Tyler currently supports the following identity providers (IdP's) for use with Tyler back -office solutions: Microsoft Active Directory through Azure AD,
ADFS or Okta AD agent, Google Cloud Identity, Okta, and Identity Automation Rapid Identity. Any requirement by you to use an IdP not supported by
Tyler will require additional costs, available upon request.
Content Manager Core includes up to 1TB of storage. Should additional storage be needed it may be purchased as needed at an annual fee of $5,000
per TB.
The SaaS fees for product that are not named users are based on 50 concurrent users. Should the number of concurrent users be exceeded,
Tyler reserves the right to re -negotiate the SaaS fees based upon any resulting changes in the pricing categories.
2023-408295-S4G8J6 Page 7
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2.2.a
Financial library includes: standard A/P check, standard EFT/ACH, standard Purchase order, standard Contract, 1099M, 10991NT, 10995, 1099NEC
and 1099G.
General Billing library includes: standard invoice, standard statement, standard general billing receipt and standard miscellaneous receipt.
Personnel Actions Forms Library includes: standard Personnel Action form - New and standard Personnel Action Form - Change.
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Standard Project Management responsibilities include project plan creation, initial stakeholder presentation, bi-weekly status calls, updating of
project plan task statuses, and go -live planning activities.
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Utility billing library includes: standard Utility bill, standard UB receipt, standard UB delinquent notice, standard door hanger and standard final CL
utility bill. w
Your rights, and the rights of any of your end users, to use Tyler's Data & Insights SaaS Services, or certain Tyler solutions which include Tyler's
Data & Insights data platform, are subject to the Terms of Services, available at https://www.tylertech.com/terms/data-insights-saas-services-
terms-of-service. By signing this sales quotation, or accessing, installing, or using any of the Tyler solutions listed at the linked terms, you certify
that you have reviewed, understand, and agree to said terms.
Payroll library includes: standard PR check, standard direct deposit, standard vendor from payroll check, standard vendor from payroll direct
deposit, W2, W2c, ACA 1095B, ACA 1095C and 1099 R.
Accounting conversion includes: Actuals (total balances only) up to 5 years, Budgets (total balances only) up to 5 years
Accounts Payable conversion includes: Standard - Vendors, Remit Addresses, 1099 Amounts, Check History(Header, Detail) - up to 5 years,
Invoices (Header, Detail) - up to 5 years
General Billing conversion includes: Standard - CID, Recurring Invoices, Bills(Header, Detail), Payment History, Invoices - up to 5 years
Human Resources Management conversion includes: Standard - Employee Master, Address, Accumulators (Earnings & Deduction totals by
period) - up to 5 years, Check History - up to 5 years, Earning/Deduction History - up to 5 years, PM Action History - up to 5 years, Certifications,
Education
Project Accounting conversion includes: Standard, Actuals - up to 5 years, Budgets - up to 5 years
Purchase Orders conversion includes: Standard - Open POs, Closed POs - up to 5 years
2023-408295-S4G8J6 Page 8
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2.2.a
Utility Billing conversion includes: Standard - UB Account, CID's, Services/Meter Inventory, Assessments, Consumption History - up to 5 years,
Balance Forward AR, Service Orders, Backflow, Budget Billing, Flat Inventory/Containers
In the event Client acquires from Tyler any edition of Content Manager software other than Enterprise Edition, the license for Content Manager
is restricted to use with Tyler applications only. If Client wishes to use Content Manager software with non -Tyler applications, Client must
purchase or upgrade to Content Manager Enterprise Edition.
All hardware related to Assets Mobile and Inventory Mobile will be under a standard maintenance plan which starts when they are shipped. This
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includes replacement of your current hardware if it cannot be fixed through the standard helpdesk process.
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Fees for year one of hardware maintenance are invoiced upon delivery of the hardware, with subsequent years' fees billed annually, in advance.
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Your use of Payments and any related items included on this order is subject to the terms found at: https://www.tylertech.com/terms/payment-
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card -processing -agreement. By signing this order or the agreement in which it is included, you agree you have read, understand, and agree to
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such terms. Please see attached Payments fee schedule.
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2.2.a
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Exhibit A
Schedule 1
Migration Modules
• Payroll/Position Control
• Utility Billing
• Accounts Receivable
• Handhelds
• Forms Support
• Data Dictionaries
• Project Accounting
• Parcel Manager
• Licensing
• Administration
• GL/AP
• Special Assessment
• Advanced Budgeting
• Utility Billing Support Web
• Tyler Cashiering
• Human Resources
• Annual Comprehensive Financial Report Upgrade
• Purchasing Support
• "Tyler Payments - Hosting Fee"
• Cash Register Interface
• Fixed Assets
• Human Resources Web
Exhibit A
Schedule 1
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2.2.a
Exhibit B
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Exhibit B
Invoicing and Payment Policy
We will provide you with the software and services set forth in the Investment Summary of the
Agreement. Capitalized terms not otherwise defined will have the meaning assigned to such terms in
the Agreement.
Invoicing: We will invoice you for the applicable software and services in the Investment Summary as
set forth below. Your rights to dispute any invoice are set forth in the Agreement.
1. SaaS Fees. SaaS Fees are invoiced on an annual basis, beginning on the commencement of the
initial term as set forth in Section F(1) of this Agreement. Your annual SaaS fees for the initial
term are set forth in the Investment Summary. Upon expiration of the initial term, your annual
SaaS fees will be at our then -current rates. Beginning on the commencement of the initial term,
Client shall no longer be required to pay annual support fees for the Migration Modules.
2. Other Tvler Software and Services.
2.1 VPN Device: The fee for the VPN device will be invoiced upon installation of the VPN.
2.2 Implementation and Other Professional Services (including training): Implementation and
other professional services (including training) are billed and invoiced as delivered, at the
rates set forth in the Investment Summary.
2.3 Consulting Services: If you have purchased any Business Process Consulting services, if they
have been quoted as fixed -fee services, they will be invoiced 50% upon your acceptance of
the best practice recommendations, by module, and 50% upon your acceptance of custom
desktop procedures, by module. If you have purchased any Business Process Consulting
services and they are quoted as an estimate, then we will bill you the actual services
delivered on a time and materials basis.
2.4 Conversions: Fixed -fee conversions are invoiced 50% upon initial delivery of the converted
Data, by conversion option, and 50% upon Client acceptance to load the converted Data into
Live/Production environment, by conversion option. Where conversions are quoted as
estimated, we will bill you the actual services delivered on a time and materials basis.
2.5 Requested Modifications to the Tyler Software: Requested modifications to the Tyler
Software are invoiced 50% upon delivery of specifications and 50% upon delivery of the
applicable modification. You must report any failure of the modification to conform to the
specifications within thirty (30) days of delivery; otherwise, the modification will be deemed
to be in compliance with the specifications after the 30-day window has passed. You may
still report Defects to us as set forth in this Agreement.
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2.2.a
Exhibit B
2.6 Other Fixed Price Services: Other fixed price services are invoiced as delivered, at the rates
set forth in the Investment Summary. For the avoidance of doubt, where "Project Planning
Services" are provided, payment will be due upon delivery of the Implementation Planning
document. Dedicated Project Management services, if any, will be billed monthly in arrears,
beginning on the first day of the month immediately following initiation of project planning.
2.7 Web Services: Annual fees for web services are payable in advance, commencing upon the
availability of the service. Your annual fees for the initial term are set forth in the
Investment Summary. Upon expiration of the initial term, your annual fees will be at our
then -current rates.
2.8 Annual Services: Unless otherwise indicated in this Exhibit B, fees for annual services are due
annually, in advance, commencing on the availability of the service. Your annual fees for the
initial term are set forth in the Investment Summary. Upon expiration of the initial term,
your annual fees will be at our then -current rates. v
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3. Third Party Products and Hardware. w
3.1 Third Party Software License Fees: License fees for Third Party Software, if any, are invoiced
when we make it available to you for downloading.
3.2 Third Party Software Maintenance: The first year maintenance fee for the Third Party
Software is invoiced when we make it available to you for downloading. Subsequent annual
maintenance fees for Third Party Software are invoiced annually, in advance, at then -
current rates, upon each anniversary thereof.
3.3 Hardware: Third Party Hardware costs, if any, are invoiced upon delivery.
3.4 Hardware Maintenance: The first year maintenance fee for Hardware is invoiced upon
delivery of the hardware. Subsequent annual maintenance fees for hardware are invoiced
annually, in advance, at then -current rates, upon each anniversary thereof.
3.5 Third Party Services: Fees for Third Party Services, if any, are invoiced as delivered, along
with applicable expenses, at the rates set forth in the Investment Summary. For the
avoidance of doubt, Finite Matters will invoice Client directly for any services fees for
Pattern Stream.
3.6 Third Party SaaS: Third Party SaaS Services fees, if any, are invoiced annually, in advance,
commencing with availability of the respective Third Party SaaS Services. Pricing for the first
year of Third Party SaaS Services is indicated in the Investment Summary. Pricing for
subsequent years will be at the respective third party's then -current rates.
4. Transaction Fees. Unless paid directly by an end user at the time of transaction, per transaction
(call, message, etc.) fees are invoiced on a quarterly basis. Fees are indicated in Exhibit A and
may be increased by Tyler upon notice of no less than thirty (30) days.
5. Expenses. The service rates in the Investment Summary do not include travel expenses.
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2.2.a
Exhibit B
Expenses for Tyler delivered services will be billed as incurred and only in accordance with our
then -current Business Travel Policy, plus a 10% travel agency processing fee. Our current
Business Travel Policy is attached to this Exhibit B as Schedule 1. Copies of receipts will be
provided upon request; we reserve the right to charge you an administrative fee depending on
the extent of your requests. Receipts for miscellaneous items less than twenty-five dollars and
mileage logs are not available.
6. Credit for Preaaid Maintenance and Suaport Fees for Mieration Modules. Client will receive a
credit for the maintenance and support fees prepaid for the Migration Modules for the time
period commencing on the first day of the initial term, as set forth in Section F (1) of this
Agreement. Migration Modules are listed at Exhibit A, Schedule 1.
Payment. Payment for undisputed invoices is due within forty-five (45) days of the invoice date. We
prefer to receive payments electronically. Our electronic payment information is available by contacting
AR@tvlertech.com.
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2.2.a
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Exhibit B
Schedule 1
Business Travel Policy
1. Air Travel
A. Reservations & Tickets
Exhibit B
Schedule 1
The Travel Management Company (TMC) used by Tyler will provide an employee with a direct flight
within two hours before or after the requested departure time, assuming that flight does not add
more than three hours to the employee's total trip duration and the fare is within $100 (each way)
of the lowest logical fare. If a net savings of $200 or more (each way) is possible through a
connecting flight that is within two hours before or after the requested departure time and that
does not add more than three hours to the employee's total trip duration, the connecting flight
should be accepted.
Employees are encouraged to make advanced reservations to take full advantage of discount
opportunities. Employees should use all reasonable efforts to make travel arrangements at least
two (2) weeks in advance of commitments. A seven (7) day advance booking requirement is
mandatory. When booking less than seven (7) days in advance, management approval will be
required.
Except in the case of international travel where a segment of continuous air travel is six (6) or more
consecutive hours in length, only economy or coach class seating is reimbursable. Employees shall
not be reimbursed for "Basic Economy Fares" because these fares are non-refundable and have
many restrictions that outweigh the cost -savings.
B. Baggage Fees
Reimbursement of personal baggage charges are based on trip duration as follows:
• Up to five (5) days = one (1) checked bag
• Six (6) or more days = two (2) checked bags
Baggage fees for sports equipment are not reimbursable.
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2.2.a
Exhibit B
Schedule 1
2. Ground Transportation
A. Private Automobile
Mileage Allowance — Business use of an employee's private automobile will be reimbursed at the
current IRS allowable rate, plus out of pocket costs for tolls and parking. Mileage will be calculated
by using the employee's office as the starting and ending point, in compliance with IRS regulations.
Employees who have been designated a home office should calculate miles from their home.
B. Rental Car
Employees are authorized to rent cars only in conjunction with air travel when cost, convenience,
and the specific situation reasonably require their use. When renting a car for Tyler business,
employees should select a "mid -size" or "intermediate" car. "Full" size cars may be rented when
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three or more employees are traveling together. Tyler carries leased vehicle coverage for business =
car rentals; except for employees traveling to Alaska and internationally (excluding Canada), v
additional insurance on the rental agreement should be declined. a
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C. Public Transportation le
Taxi or airport limousine services may be considered when traveling in and around cities or to and
from airports when less expensive means of transportation are unavailable or impractical. The
actual fare plus a reasonable tip (15-18%) are reimbursable. In the case of a free hotel shuttle to the
airport, tips are included in the per diem rates and will not be reimbursed separately.
D. Parking & Tolls
When parking at the airport, employees must use longer term parking areas that are measured in
days as opposed to hours. Park and fly options located near some airports may also be used. For
extended trips that would result in excessive parking charges, public transportation to/from the
airport should be considered. Tolls will be reimbursed when receipts are presented.
3. Lodging
Tyler's TMC will select hotel chains that are well established, reasonable in price, and conveniently
located in relation to the traveler's work assignment. Typical hotel chains include Courtyard,
Fairfield Inn, Hampton Inn, and Holiday Inn Express. If the employee has a discount rate with a local
hotel, the hotel reservation should note that discount and the employee should confirm the lower
rate with the hotel upon arrival. Employee memberships in travel clubs such as AAA should be
noted in their travel profiles so that the employee can take advantage of any lower club rates.
"No shows" or cancellation fees are not reimbursable if the employee does not comply with the
hotel's cancellation policy.
Tips for maids and other hotel staff are included in the per diem rate and are not reimbursed
separately.
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2.2.a
Exhibit B
Schedule 1
Employees are not authorized to reserve non-traditional short-term lodging, such as Airbnb, VRBO,
and HomeAway. Employees who elect to make such reservations shall not be reimbursed.
4. Meals and Incidental Expenses
Employee meals and incidental expenses while on travel status within the continental U.S. are in
accordance with the federal per diem rates published by the General Services Administration.
Incidental expenses include tips to maids, hotel staff, and shuttle drivers and other minor travel
expenses. Per diem rates are available at www.gsa.gov/perdiem.
Per diem for Alaska, Hawaii, U.S. protectorates and international destinations are provided
separately by the Department of State and will be determined as required.
A. Overnight Travel L
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For each full day of travel, all three meals are reimbursable. Per diems on the first and last day of a v
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trip are governed as set forth below. W
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Departure Day N
Depart before 12:00 noon
Depart after 12:00 noon
Return Day
Return before 12:00 noon
Return between 12:00 noon & 7:00 p.m.
Return after 7:00 p.m.*
Lunch and dinner
Dinner
Breakfast
Breakfast and lunch
Breakfast, lunch and dinner
*7:00 p.m. is defined as direct travel time and does not include time taken to stop for dinner.
The reimbursement rates for individual meals are calculated as a percentage of the full day per diem
as follows:
Breakfast
15%
Lunch
25%
Dinner
60%
B. Same Day Travel
Employees traveling at least 100 miles to a site and returning in the same day are eligible to claim
lunch on an expense report. Employees on same day travel status are eligible to claim dinner in the
event they return home after 7:00 p.m.*
*7:00 p.m. is defined as direct travel time and does not include time taken to stop for dinner.
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2.2.a
Exhibit B
Schedule 1
5. Internet Access— Hotels and Airports
Employees who travel may need to access their e-mail at night. Many hotels provide free high
speed internet access and Tyler employees are encouraged to use such hotels whenever possible. If
an employee's hotel charges for internet access it is reimbursable up to $10.00 per day. Charges for
internet access at airports are not reimbursable.
6. International Travel
All international flights with the exception of flights between the U.S. and Canada should be
reserved through TMC using the "lowest practical coach fare" with the exception of flights that are
six (6) or more consecutive hours in length. In such event, the next available seating class above
coach shall be reimbursed. L
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When required to travel internationally for business, employees shall be reimbursed for photo fees,
application fees, and execution fees when obtaining a new passport book, but fees related to w
passport renewals are not reimbursable. Visa application and legal fees, entry taxes and departure le
taxes are reimbursable.
The cost of vaccinations that are either required for travel to specific countries or suggested by the
U.S. Department of Health & Human Services for travel to specific countries, is reimbursable.
Section 4, Meals & Incidental Expenses, and Section 2.b., Rental Car, shall apply to this section.
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2.2.a
Exhibit C
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Exhibit C
SERVICE LEVEL AGREEMENT
I. Agreement Overview
This SLA operates in conjunction with, and does not supersede or replace any part of, the Agreement. It
outlines the information technology service levels that we will provide to you to ensure the availability of
the application services that you have requested us to provide. All other support services are documented
in the Support Call Process. This SLA does not apply to any Third Party SaaS Services. All other support
services are documented in the Support Call Process.
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II. Definitions. Except as defined below, all defined terms have the meaning set forth in the
Agreement. w
Actual Attainment: The percentage of time the Tyler Software is available during a calendar month,
calculated as follows: (Service Availability — Downtime) _ Service Availability.
Client Error Incident: Any service unavailability resulting from your applications, content or equipment, or
the acts or omissions of any of your service users or third -party providers over whom we exercise no
control.
Downtime: Those minutes during Service Availability, as defined below, when all users cannot launch,
login, search or save primary data in the Tyler Software. Downtime does not include those instances in
which only a Defect is present.
Emergency Maintenance Window: (1) maintenance that is required to patch a critical security
vulnerability; (2) maintenance that is required to prevent an imminent outage of Service Availability; or
(3) maintenance that is mutually agreed upon in writing by Tyler and the Client.
Planned Downtime: Downtime that occurs during a Standard or Emergency Maintenance window.
Service Availability: The total number of minutes in a calendar month that the Tyler Software is capable
of receiving, processing, and responding to requests, excluding Planned Downtime, Client Error Incidents,
denial of service attacks and Force Majeure. Service Availability only applies to Tyler Software being used
in the live production environment.
Standard Maintenance: Routine maintenance to the Tyler Software and infrastructure. Standard
Maintenance is limited to five (5) hours per week.
III. Service Availability
a. Your Responsibilities
Whenever you experience Downtime, you must make a support call according to the procedures outlined
in the Support Call Process. You will receive a support case number.
b. Our Responsibilities
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2.2.a
Exhibit C
When our support team receives a call from you that Downtime has occurred or is occurring, we will work
with you to identify the cause of the Downtime (including whether it may be the result of Planned
Downtime, a Client Error Incident, denial of service attack or Force Majeure). We will also work with you
to resume normal operations.
C. Client Relief
Our targeted Attainment Goal is 100%. You may be entitled to credits as indicated in the Client Relief
Schedule found below. Your relief credit is calculated as a percentage of the SaaS Fees paid for the
calendar month.
In order to receive relief credits, you must submit a request through one of the channels listed in our
Support Call Process within fifteen days (15) of the end of the applicable month. We will respond to your
relief request within thirty (30) day(s) of receipt.
The total credits confirmed by us will be applied to the SaaS Fee for the next billing cycle. Issuing of such
credit does not relieve us of our obligations under the Agreement to correct the problem which created
the service interruption. o
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Credits are only payable when Actual Attainment results in eligibility for credits in consecutive months
and only for such consecutive months. w
Client Relief Schedule
Actual Attainment
Client Relief
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99.99%
- 99.70%
Remedial action will be taken
99.69%
- 98.50%
2% of SaaS Fees paid for
applicable month
98.49%
- 97.50%
4% of SaaS Fees paid for
applicable month
97.49%
- 96.50%
6% of SaaS Fees paid for
applicable month
96.49%
- 95.50%
8% of SaaS Fees paid for
applicable month
Below
95.50%
10% of SaaS Fees paid for
applicable month
* Notwithstanding language in the Agreement to the contrary, Recovery Point Objective is one (1) hour.
IV. Maintenance Notifications
We perform Standard Maintenance during limited windows that are historically known to be reliably
low -traffic times. If and when maintenance is predicted to occur during periods of higher traffic, we will
provide advance notice of those windows and will coordinate to the greatest extent possible with you.
Not all maintenance activities will cause application unavailability. However, if Tyler anticipates that
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2.2.a
Exhibit C
activities during a Standard or Emergency Maintenance window may make the Tyler Software unavailable,
we will provide advance notice, as reasonably practicable, that the Tyler Software will be unavailable
during the maintenance window.
Packet Pg. 39
2.2.a
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Exhibit C
Schedule 1
Support Call Process
Support Channels
Exhibit C
Schedule 1
Tyler Technologies, Inc. provides the following channels of software support for authorized users*:
(1) On-line submission (portal) — for less urgent and functionality -based questions, users may create
support incidents through the Tyler Customer Portal available at the Tyler Technologies website.
A built-in Answer Panel provides users with resolutions to most "how-to" and configuration -
based questions through a simplified search interface with machine learning, potentially
eliminating the need to submit the support case.
(2) Email — for less urgent situations, users may submit emails directly to the software support
group.
(3) Telephone —for urgent or complex questions, users receive toll -free, telephone software
support.
* Channel availability may be limited for certain applications.
Support Resources
A number of additional resources are available to provide a comprehensive and complete support
experience:
(1) Tyler Website — www.tVIertech.com — for accessing client tools, documentation, and other
information including support contact information.
(2) Tyler Search -a knowledge based search engine that lets you search multiple sources
simultaneously to find the answers you need, 247.
(3) Tyler Community —provides a venue for all Tyler clients with current maintenance agreements to
collaborate with one another, share best practices and resources, and access documentation.
(4) Tyler University — online training courses on Tyler products.
Support Availability
Tyler Technologies support is available during the local business hours of 8 AM to 5 PM (Monday —
Friday) across four US time zones (Pacific, Mountain, Central and Eastern). Tyler's holiday schedule is
outlined below. There will be no support coverage on these days.
New Year's Day
Labor Day
Martin Luther King, Jr. Day
Thanksgiving Day
Memorial Day
Day after Thanksgiving
Independence Day
Christmas Day
For support teams that provide after-hours service, we will provide you with procedures for contacting
support staff after normal business hours for reporting Priority Level 1 Defects only. Upon receipt of
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2.2.a
Exhibit C
Schedule 1
such a Defect notification, we will use commercially reasonable efforts to meet the resolution targets
set forth below.
We will also make commercially reasonable efforts to be available for one pre -scheduled Saturday of
each month to assist your IT staff with applying patches and release upgrades, as well as consulting with
them on server maintenance and configuration of the Tyler Software environment.
Incident Handling
Incident Tracking
Every support incident is logged into Tyler's Customer Relationship Management System and given a
unique case number. This system tracks the history of each incident. The case number is used to track
and reference open issues when clients contact support. Clients may track incidents, using the case
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number, through Tyler's Customer Portal or by calling software support directly.
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Incident Priority
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Each incident is assigned a priority level, which corresponds to the Client's needs. Tyler and the Client
will reasonably set the priority of the incident per the chart below. This chart is not intended to address
every type of support incident, and certain "characteristics" may or may not apply depending on
whether the Tyler software has been deployed on customer infrastructure or the Tyler cloud. The goal is
to help guide the Client towards clearly understanding and communicating the importance of the issue
and to describe generally expected response and resolution targets in the production environment only.
References to a "confirmed support incident" mean that Tyler and the Client have successfully validated
the reported Defect/support incident.
Priority
Level
Characteristics of Support Incident
Resolution Targets*
Support incident that causes (a)
Tyler shall provide an initial response to Priority Level
complete application failure or
1 incidents within one (1) business hour of receipt of
application unavailability; (b)
the incident. Once the incident has been confirmed,
1
application failure or unavailability in
Tyler shall use commercially reasonable efforts to
Critical
one or more of the client's remote
resolve such support incidents or provide a
location; or (c) systemic loss of
circumvention procedure within one (1) business
multiple essential system functions.
day. For non -hosted customers, Tyler's responsibility
for lost or corrupted data is limited to assisting the
Client in restoring its last available database.
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2.2.a
Exhibit C
Schedule 1
Priority
Characteristics of Support Incident
Resolution Targets*
Level
Support incident that causes (a)
Tyler shall provide an initial response to Priority Level
repeated, consistent failure of
2 incidents within four (4) business hours of receipt of
essential functionality affecting more
the incident. Once the incident has been confirmed,
than one user or (b) loss or corruption
Tyler shall use commercially reasonable efforts to
2
of data.
resolve such support incidents or provide a
High
circumvention procedure within ten (10) business
days. For non -hosted customers, Tyler's
responsibility for loss or corrupted data is limited to
assisting the Client in restoring its last available
database.
Priority Level 1 incident with an
Tyler shall provide an initial response to Priority Level
existing circumvention procedure, or
3 incidents within one (1) business day of receipt of
a Priority Level 2 incident that affects
the incident. Once the incident has been confirmed,
only one user or for which there is an
Tyler shall use commercially reasonable efforts to
3
existing circumvention procedure.
resolve such support incidents without the need for a
Medium
circumvention procedure with the next published
maintenance update or service pack, which shall
occur at least quarterly. For non -hosted customers,
Tyler's responsibility for lost or corrupted data is
limited to assisting the Client in restoring its last
available database.
Support incident that causes failure of
Tyler shall provide an initial response to Priority Level
4
non -essential functionality or a
4 incidents within two (2) business days of receipt of
Non-
cosmetic or other issue that does not
the incident. Once the incident has been confirmed,
critical
qualify as any other Priority Level.
Tyler shall use commercially reasonable efforts to
resolve such support incidents, as well as cosmetic
issues, with a future version release.
`Response and Resolution Targets may differ by product or business need
Incident Escalation
If Tyler is unable to resolve any priority level 1 or 2 defect as listed above or the priority of an issue has
elevated since initiation, you may escalate the incident to the appropriate resource, as outlined by each
product support team. The corresponding resource will meet with you and any Tyler staff to establish a
mutually agreeable plan for addressing the defect.
Remote Support Tool
Some support calls may require further analysis of the Client's database, processes or setup to diagnose
a problem or to assist with a question. Tyler will, at its discretion, use an industry -standard remote
support tool. Tyler's support team must have the ability to quickly connect to the Client's system and
view the site's setup, diagnose problems, or assist with screen navigation. More information about the
remote support tool Tyler uses is available upon request.
••., tyler
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2.2.a
Exhibit D
•
••::•. tyler
• technologies
Exhibit D
Third Party Terms
ThinPrint Terms. Your use of Tyler Forms software and forms is subject to the End User License
Agreement terms for ThinPrint Engine, ThinPrint License Server, and Connected Gateway found
here: https://www.thinprint.com/en/legal-notes/eula/. By signing a Tyler Agreement or Order Form, or
accessing, installing, or using Tyler Forms software or forms, you agree that you have read, understood,
and agree to such terms.
DocOrigin Terms. Your use of Tyler Forms software and forms is subject to the DocOrigin End User
License Agreement available for download here: https://eclipsecorp.us/eula/. By signing a Tyler
Agreement or Order Form including Tyler forms software or forms, or accessing, installing, or using Tyler
Forms software or forms, you agree that you have read, understood, and agree to such terms.
••., tyler
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2.2.a
Exhibit E
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• technologies
Exhibit E
Statement of Work
REMAINDER OF PAGE INTENTIONALLY LEFT BLANK
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City of Edmonds, WA
SOW from Tyler Technologies, Inc.
6/6/2024
Presented to:
City of Edmonds, WA
1215th Ave N
Edmonds, WA 98020-3163
Contact:
Rich Boven
Email: richard.boven@tylertech.com
1 Tyler Drive Yarmouth, Maine 04096
2.2.a
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2.2.a
Table of Contents
PART 1: EXECUTIVE SUMMARY...............................................................................................................1
1. Project Overview............................................................................................................................. 1
1.1 Introduction........................................................................................................................................ 1
1.2 Project Goals....................................................................................................................................... 1
1.3 Methodology.......................................................................................................................................1
PART 2: PROJECT FOUNDATION.............................................................................................................3
2. Project Governance......................................................................................................................... 3
3. Project Scope Control...................................................................................................................... 4
3.1 Managing Scope and Project Change................................................................................................. 4
3.2 Change Control................................................................................................................................... 4
3.3 Change Request Management............................................................................................................ 4
4. Acceptance Process......................................................................................................................... 6
5. Roles and Responsibilities................................................................................................................ 6
5.1 Tyler
Roles & Responsibilities............................................................................................................. 6
5.1.1
Tyler Executive Manager............................................................................................................. 7
5.1.2
Tyler Implementation Manager.................................................................................................. 7
5.1.3
Tyler Project Manager................................................................................................................. 7
5.1.4
Tyler Implementation Consultant............................................................................................... 8
5.1.5
Tyler Sales................................................................................................................................... 8
5.1.6
Tyler Technical Services.............................................................................................................. 8
5.2 City
Roles & Responsibilities............................................................................................................... 9
5.2.1
City Executive Sponsor................................................................................................................ 9
5.2.2
City Steering Committee............................................................................................................. 9
5.2.3
City Project Manager..................................................................................................................
9
5.2.4
City Functional Leads................................................................................................................
11
5.2.5
City Power Users.......................................................................................................................
11
5.2.6
City End Users...........................................................................................................................
12
5.2.7
City Technical Lead....................................................................................................................
12
5.2.8
City Change Management Lead................................................................................................
12
PART 3: PROJECT PLAN........................................................................................................................... 13
6. Project Stages.................................................................................................................................13
6.1 Initiate and Plan................................................................................................................................ 14
6.1.1 Initial Coordination................................................................................................................... 14
6.1.2 Project/Phase Planning............................................................................................................. 15
6.1.3 Infrastructure Planning............................................................................................................. 16
City of Edmonds, WA
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6.1.4
Stakeholder Meeting.................................................................................................................
17
6.1.5
Intentionally left blank..............................................................................................................
18
6.1.6
Control Point 1: Initiate & Plan Stage Acceptance....................................................................
18
6.2 Assess
& Define.................................................................................................................................
18
6.2.1
Solution Orientation..................................................................................................................
18
6.2.2
Current & Future State Analysis................................................................................................
19
6.2.3
Data Assessment.......................................................................................................................
20
6.2.4
Conversion Assessment............................................................................................................
22
6.2.5
Intentionally left blank..............................................................................................................
23
6.2.6
Intentionally left blank..............................................................................................................
23
6.2.7
Control Point 2: Assess & Define Stage Acceptance.................................................................
23
6.3 Prepare
Solution...............................................................................................................................
23
6.3.1
Initial System Deployment........................................................................................................
23
6.3.2
Configuration............................................................................................................................
24
6.3.3
Process Refinement..................................................................................................................
25
6.3.4
Conversion Delivery..................................................................................................................
27
6.3.5
Intentionally left blank..............................................................................................................
28
6.3.6
Intentionally left blank..............................................................................................................
28
6.3.7
Control Point 3: Prepare Solution Stage Acceptance................................................................
28
6.4 Production
Readiness.......................................................................................................................
29
6.4.1
Solution Validation....................................................................................................................
29
6.4.2
Go -Live Readiness.....................................................................................................................
30
6.4.3
End User Training......................................................................................................................
31
6.4.4
Control Point 4: Production Readiness Stage Acceptance........................................................
32
6.5 Production
.........................................................................................................................................32
6.5.1
Go-Live......................................................................................................................................
32
6.5.2
Transition to Client Services......................................................................................................
34
6.5.3
Post Go -Live Activities...............................................................................................................
35
6.5.4
Control Point 5: Production Stage Acceptance.........................................................................
35
6.6 Close
..................................................................................................................................................36
6.6.1
Phase Closeout..........................................................................................................................
36
6.6.2
Project Closeout........................................................................................................................
37
6.6.3
Control Point 6: Close Stage Acceptance..................................................................................
38
7. General Assumptions......................................................................................................................38
7.1 Project...............................................................................................................................................38
7.2 Organizational Change Management............................................................................................... 39
7.3 Resources and Scheduling................................................................................................................ 39
7.4 Data................................................................................................................................................... 39
7.5 Facilities.............................................................................................................................................40
8. Glossary.........................................................................................................................................41
PART 4: APPENDICES............................................................................................................................... 44
9. Conversion.....................................................................................................................................44
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9.1 Enterprise ERP Conversion Summary...............................................................................................
44
9.1.1
Accounting................................................................................................................................
44
9.1.2
Accounts Payable......................................................................................................................
44
9.1.3
Project Accounting....................................................................................................................
44
9.1.4
Purchase Orders........................................................................................................................
45
9.1.5
Human Resources Management...............................................................................................
45
9.1.6
General Billing...........................................................................................................................
46
9.1.7
Utility Billing..............................................................................................................................
46
10. Additional Appendices................................................................................................................48
10.1 Intentionally left blank...................................................................................................................... 48
11. Project Timeline..........................................................................................................................49
11.1 ERP Project Timeline.........................................................................................................................49
11.2 Intentionally left blank...................................................................................................................... 50
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Part 1: Executive Summary
1. Project Overview
1.1 Introduction
Tyler Technologies ("Tyler") is the largest and most established provider of integrated software and
technology services focused solely on the public sector. Tyler's end -to -end solutions empower public sector
entities including local, state, provincial and federal government, to operate more efficiently and connect
more transparently with their constituents and with each other. By connecting data and processes across
disparate systems, Tyler's solutions transform how clients gain actionable insights that solve problems in their
communities.
1.2 Project Goals
This Statement of Work ("SOW") documents the methodology, implementation stages, activities, and roles
and responsibilities, and project scope listed in the Investment Summary of the Agreement between Tyler
and the City (collectively the "Project").
The overall goals of the project are to:
■ Successfully implement the contracted scope on time and on budget
■ Increase operational efficiencies and empower users to be more productive
■ Improve accessibility and responsiveness to external and internal customer needs
■ Overcome current challenges and meet future goals
1.3 Methodology
This is accomplished by the City and Tyler working as a partnership and Tyler utilizing its depth of
implementation experience. While each Project is unique, all will follow Tyler's six -stage methodology. Each
of the six stages is comprised of multiple work packages, and each work package includes a narrative
description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix.
Tailored specifically for Tyler's public sector clients, the project methodology contains Stage Acceptance
Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective
communications, and quality standards. Clearly defined, the project methodology repeats consistently across
Phases, and is scaled to meet the City's complexity and organizational needs.
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Tyler's Six Stage Project Methodology
INITIATE i MW ASSExSi MW PRf?ARE MW PRODUCTION CIOfE
PUN Of 'R Sf11M Rf'�DINESS
The methodology adapts to both single-phase and multiple -phase projects.
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To achieve Project success, it is imperative that both the City and Tyler commit to including the necessary
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leadership and governance. During each stage of the Project, it is expected that the City and Tyler Project
teams work collaboratively to complete tasks. An underlying principle of Tyler's Implementation process is to
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employ an iterative model where the City's business processes are assessed, configured, validated, andto
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refined cyclically in line with the project budget. This approach is used in multiple stages and work packages
as illustrated in the graphic below.
Iterative Project Model
The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As
illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to
complete the Project efficiently and effectively.
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2.2.a
Part 2: Project Foundation
2. Project Governance
Project governance is the management framework within which Project decisions are made. The role of
Project governance is to provide a decision -making approach that is logical, robust, and repeatable. This
allows organizations to have a structured approach for conducting its daily business in addition to project
related activities.
This section outlines the resources required to meet the business needs, objectives, and priorities for the
Project, communicate the goals to other Project participants, and provide support and guidance to
accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change
Control review and authority, and Organizational Change Management activities. Throughout the Statement
of Work Tyler has provided RACI Matrices for activities to be completed throughout the implementation
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which will further outline responsibilities of different roles in each stage. Further refinement of the
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governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & a
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Plan Stage. w
The chart below illustrates an overall team perspective where Tyler and the City collaborate to resolve Project
challenges according to defined escalation paths. If project managers do not possess authority to determine a
solution, resolve an issue, or mitigate a risk, Tyler implementation management and the City Steering
Committee become the escalation points to triage responses prior to escalation to the City and Tyler
executive sponsors. As part of the escalation process, each Project governance tier presents
recommendations and supporting information to facilitate knowledge transfer and issue resolution. The City
and Tyler executive sponsors serve as the final escalation point.
Project Governance Relationships
LEADERSHIPCLIENT
EXECUTIVE SPONSOR
Champions the project, secures buy -in, provides
oversight and ultimate decision -making
STEERING COMMITTEE
Monitors progress, goals and objectives
PROJECT MANAGER
Oversees project schedule and tasks
EXECUTIVE SPONSOR
Provides oversight and ultimate decision -making
IMPLEMENTATION MANAGER
Monitors progress
y PROJECT MANAGER
Oversees project schedule and tasks
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3. Project Scope Control
3.1 Managing Scope and Project Change
Project Management governance principles contend that there are three connected constraints on a Project:
budget, timeline, and scope. These constraints, known as the "triple constraints" or project management
triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the
work performed to deliver a product, service or result with the specified features and functions, while time is
simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle,
the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased,
cost and time to complete will also need to increase. The Project and executive teams will need to remain
cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this
triangle is included here, showing the connection of each item and their relational impact to the overall
Scope.
Project Management Triangle
A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level
of flexibility to incorporate approved changes. Scope and changes within the project will be managed using
the change control process outlined in the following section.
3.2 Change Control
It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new
constraints or opportunities are discovered). This Project is being undertaken with the understanding that
Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders.
Changes to contractual requirements will follow the change control process specified in the final contract,
and as described below.
3.3 Change Request Management
Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the
change will be brought to the attention of the Steering Committee and an assessment of the change will
occur. While such changes may result in additional costs and delays relative to the schedule, some changes
may result in less cost to the City; for example, the City may decide it no longer needs a deliverable originally
defined in the Project. The Change Request will include the following information:
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■ The nature of the change.
■ A good faith estimate of the additional cost or associated savings to the City, if any.
■ The timetable for implementing the change.
■ The effect on and/or risk to the schedule, resource needs or resource responsibilities
The City will use its good faith efforts to either approve or disapprove any Change Request within ten (10)
Business Days (or other period as mutually agreeable between Tyler and the City). Any changes to the Project
scope, budget, or timeline must be documented and approved in writing using a Change Request form. These
changes constitute a formal amendment to the Statement of Work and will supersede any conflicting term in
the Statement of Work.
CLIENT IDENTIFIES
NEED/ DESIRE FOR
CHANGE
Change Request Process
SCOPE DETAILS
TYLER ASSESSES/ CLIENT DETAILS IFTYLER AGREES CLIENT AUTHORIZES SCHEDULE ADJUSTED TO
DETERMINES OUT NEED IN CHANGE WITH THE REQUEST OR DECLINES THE ACCOMMODATE THE
OF SCOPE REQUEST FORM CHANGE CHANGE IF NECESSARY
If Tyler Agrees with Request
Estimate provided to Ghent.
otherwise reason for denial
provided
Including addition of new tasks
that result from the change
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4. Acceptance Process
The implementation of a Project involves many decisions to be made throughout its lifecycle. Decisions will
vary from higher level strategy decisions to smaller, detailed Project level decisions. It is critical to the success
of the Project that each City office or department designates specific individuals for making decisions on
behalf of their offices or departments.
Both Tyler and the City will identify representative project managers. These individuals will represent the
interests of all stakeholders and serve as the primary contacts between the two organizations.
The coordination of gaining City feedback and approval on Project deliverables will be critical to the success of
the Project. The City project manager will strive to gain deliverable and decision approvals from all authorized
City representatives. Given that the designated decision -maker for each department may not always be
available, there must be a designated proxy for each decision point in the Project. Assignment of each proxy
will be the responsibility of the leadership from each City department. The proxies will be named individuals r
that have the authorization to make decisions on behalf of their department. c
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The following process will be used for accepting Deliverables and Control Points:
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■ The City shall have five (5) business days from the date of delivery, or as otherwise mutually agreed
upon by the parties in writing, to accept each Deliverable or Control Point. If the City does not
provide acceptance or acknowledgement within five (5) business days, or the otherwise agreed upon
timeframe, not to be unreasonably withheld, Tyler deems the Deliverable or Control Point as
accepted.
If the City does not agree the Deliverable or Control Point meets requirements, the City shall notify
Tyler project manager(s), in writing, with reasoning within five (5) business days, or the otherwise
agreed -upon timeframe, not to be unreasonably withheld, of receipt of the Deliverable.
Tyler shall address any deficiencies and redeliver the Deliverable or Control Point. The City shall then
have two (2) business days from receipt of the redelivered Deliverable or Control Point to accept or
again submit written notification of reasons for rejecting the milestone. If the City does not provide
acceptance within two (2) business days, or the otherwise agreed upon timeframe, not to be
unreasonably withheld, Tyler deems the Deliverable or Control Point as accepted.
5. Roles and Responsibilities
The following defines the roles and responsibilities of each Project resource for the City and Tyler. Roles and
responsibilities may not follow the organizational chart or position descriptions at the City, but are roles
defined within the Project. It is common for individual resources on both the Tyler and City project teams to
fill multiple roles. Similarly, it is common for some roles to be filled by multiple people.
5.1 Tyler Roles & Responsibilities
Tyler assigns a project manager prior to the start of each Phase of the Project (some Projects may only be one
Phase in duration). Additional Tyler resources are assigned as the schedule develops and as needs arise.
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5.1.1 Tyler Executive Manager
Tyler executive management has indirect involvement with the Project and is part of the Tyler escalation
process. This team member offers additional support to the Project team and collaborates with other Tyler
department managers as needed to escalate and facilitate implementation Project tasks and decisions.
■ Provides clear direction for Tyler staff on executing on the Project Deliverables to align with satisfying
the City's overall organizational strategy.
■ Authorizes required Project resources.
■ Resolves all decisions and/or issues not resolved at the implementation management level as part of
the escalation process.
■ Acts as the counterpart to the City's executive sponsor.
5.1.2 Tyler Implementation Manager
■ Tyler implementation management has indirect involvement with the Project and is part of the Tyler
escalation process. The Tyler project managers consult implementation management on issues and v
outstanding decisions critical to the Project. Implementation management works toward a solution a
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with the Tyler Project Manager or with City management as appropriate. Tyler executive w
management is the escalation point for any issues not resolved at this level. N
■ Assigns Tyler Project personnel.
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■ Provides support for the Project team. c
■ Provides management support for the Project to ensure it is staffed appropriately and staff have o
necessary resources.
■ Monitors Project progress including progress towards agreed upon goals and objectives.
5.1.3 Tyler Project Manager
■ The Tyler project manager(s) provides oversight of the Project, coordination of Tyler resources
between departments, management of the Project budget and schedule, effective risk, and issue
management, and is the primary point of contact for all Project related items. As requested by the
City, the Tyler Project Manager provides regular updates to the City Steering Committee and other
Tyler governance members. Tyler Project Manager's role includes responsibilities in the following
areas:
5.1.3.1 Contract Management
■ Validates contract compliance throughout the Project.
■ Ensures Deliverables meet contract requirements.
■ Acts as primary point of contact for all contract and invoicing questions.
■ Prepares and presents contract milestone sign -offs for acceptance by the City project manager(s).
■ Coordinates Change Requests, if needed, to ensure proper Scope and budgetary compliance.
5.1.3.2 Planning
■ Delivers project planning documents.
■ Defines Project tasks and resource requirements.
■ Develops initial Project schedule and Project Management Plan.
■ Collaborates with the City project manager(s) to plan and schedule Project timelines to achieve on -
time implementation.
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5.1.3.3 Implementation Management
■ Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus
actual are transparent and handled effectively and efficiently.
■ Establishes and manages a schedule and Tyler resources that properly support the Project Schedule
and are also in balance with Scope/budget.
■ Establishes risk/issue tracking/reporting process between the City and Tyler and takes all necessary
steps to proactively mitigate these items or communicate with transparency to the City any items
that may impact the outcomes of the Project.
■ Collaborates with the City's project manager(s) to establish key business drivers and success
indicators that will help to govern Project activities and key decisions to ensure a quality outcome of
the project.
■ Collaborates with the City's project manager(s) to set a routine communication plan that will aide all
Project team members, of both the City and Tyler, in understanding the goals, objectives, status, and
health of the Project. L
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5.1.3.4 Resource Management
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■ Acts as liaison between Project team and Tyler manager(s). w
■ Identifies and coordinates all Tyler resources across all applications, Phases, and activities including
development, forms, installation, reports, implementation, and billing. to
■ Provides direction and support to Project team.
■ Manages the appropriate assignment and timely completion of tasks as defined in the Project
Schedule, task list, and Go -Live Checklist.
■ Assesses team performance and adjusts as necessary.
■ Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks.
5.1.4 Tyler Implementation Consultant
■ Completes tasks as assigned by the Tyler project manager(s).
■ Documents activities for services performed by Tyler.
■ Guides the City through software validation process following configuration.
■ Assists during Go -Live process and provides support until the City transitions to Client Services.
■ Facilitates training sessions and discussions with the City and Tyler staff to ensure adequate
discussion of the appropriate agenda topics during the allotted time.
■ May provide conversion review and error resolution assistance.
5.1.5 Tyler Sales
■ Supports Sales to Implementation knowledge transfer during Initiate & Plan.
■ Provides historical information, as needed, throughout implementation.
■ Participates in pricing activities if additional licensing and/or services are needed.
5.1.6 Tyler Technical Services
■ Maintains Tyler infrastructure requirements and design document(s).
■ Involved in system infrastructure planning/review(s).
■ Provides first installation of licensed software with initial database on servers.
■ Supports and assists the project team with technical/environmental issues/needs.
■ Deploys Tyler products.
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5.2 City Roles & Responsibilities
City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to
multiple Project roles.
5.2.1 City Executive Sponsor
The City executive sponsor provides support to the Project by providing strategic direction and
communicating key issues about the Project and its overall importance to the organization. When called
upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive
sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation,
but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering
committee, project manager(s), and functional leads to make critical business decisions for the City.
■ Champions the project at the executive level to secure buy -in. L
■ Authorizes required project resources. c
■ Actively participates in organizational change communications. V
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5.2.2 City Steering Committee w
The City steering committee understands and supports the cultural change necessary for the Project and
fosters an appreciation for the Project's value throughout the organization. The steering committee oversees
the City project manager and Project through participation in regular internal meetings. The City steering
committee remains updated on all Project progress, Project decisions, and achievement of Project
milestones. The City steering committee also serves as primary level of issue resolution for the Project.
■ Works to resolve all decisions and/or issues not resolved at the project manager level as part of the
escalation process.
■ Attends all scheduled steering committee meetings.
■ Provides support for the project team.
■ Assists with communicating key project messages throughout the organization.
■ Prioritizes the project within the organization.
■ Ensures the project staffed appropriately and that staff have necessary resources.
■ Monitors project progress including progress towards agreed upon goals and objectives.
■ Has the authority to approve or deny changes impacting the following areas:
o Cost
o Scope
o Schedule
o Project Goals
o City Policies
o Needs of other client projects
5.2.3 City Project Manager
The City shall assign project manager(s) prior to the start of this project with overall responsibility and
authority to make decisions related to Project Scope, scheduling, and task assignment. The City Project
Manager should communicate decisions and commitments to the Tyler project manager(s) in a timely and
efficient manner. When the City project manager(s) do not have the knowledge or authority to make
decisions, he or she engages the necessary resources to participate in discussions and make decisions in a
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timely fashion to avoid Project delays. The City project manager(s) are responsible for reporting to the City
steering committee and determining appropriate escalation points.
5.2.3.1 Contract Management
■ Validates contract compliance throughout the project.
■ Ensures that invoicing and Deliverables meet contract requirements.
■ Acts as primary point of contact for all contract and invoicing questions. Collaborates on and
approves Change Requests, if needed, to ensure proper scope and budgetary compliance.
5.2.3.2 Planning
■ Reviews and accepts project planning documents
■ Defines project tasks and resource requirements for the City project team
■ Collaborates in the development and approval of the project schedule.
■ Collaborates with Tyler project manager(s) to plan and schedule project timelines to achieve on -time
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5.2.3.3 Implementation Management IL
■ Tightly manages project budget and scope.
■ Collaborates with Tyler project manager(s) to establish a process and approval matrix to ensure that
scope changes and budget (planned versus actual) are transparent and handled effectively and
efficiently.
■ Collaborates with Tyler project manager to establish and manage a schedule and resource plan that
properly supports the project schedule as a whole and is also in balance with scope and budget.
■ Collaborates with Tyler project manager(s) to establish risk and issue tracking and reporting process
between the City and Tyler and takes all necessary steps to proactively mitigate these items or
communicate with transparency to Tyler any items that may impact the outcomes of the project.
■ Collaborates with Tyler project manager(s) to establish key business drivers and success indicators
that will help to govern project activities and key decisions to ensure a quality outcome of the project
■ Routinely communicates with both the City staff and Tyler, aiding in the understanding of goals,
objectives, current status, and health of the project by all team members.
■ Manages the requirements gathering process and ensure timely and quality business requirements
are being provided to Tyler.
5.2.3.4 Resource Management
■ Acts as liaison between project team and stakeholders.
■ Identifies and coordinates all City resources across all modules, phases, and activities including data
conversions, forms design, hardware and software installation, reports building, and satisfying
invoices.
■ Provides direction and support to project team.
■ Builds partnerships among the various stakeholders, negotiating authority to move the project
forward.
■ Manages the appropriate assignment and timely completion of tasks as defined.
■ Assesses team performance and takes corrective action, if needed.
■ Provides guidance to City technical teams to ensure appropriate response and collaboration with
Tyler Technical Support Teams to ensure timely response and appropriate resolution.
■ Owns the relationship with in -Scope 3rd party providers and aligns activities with ongoing project
tasks.
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2.2.a
■ Ensures that users have appropriate access to Tyler project toolsets as required.
■ Conducts training on proper use of toolsets.
■ Validates completion of required assignments using toolsets.
5.2.4 City Functional Leads
■ Makes business process change decisions under time sensitive conditions.
■ Communicates existing business processes and procedures to Tyler consultants.
■ Assists in identifying business process changes that may require escalation.
■ Contributes business process expertise for Current & Future State Analysis.
■ Identifies and includes additional subject matter experts to participate in Current & Future State
Analysis.
■ Validates that necessary skills have been retained by end users.
■ Provides End Users with dedicated time to complete required homework tasks.
■ Acts as an ambassador/champion of change for the new process and provide business process
change support.
■ Identifies and communicates any additional training needs or scheduling conflicts to the City project
manager.
■ Actively participates in all aspects of the implementation, including, but not limited to, the following
key activities:
o Task completion
o Stakeholder Meeting
o Project Management Plan development
o Schedule development
o Maintenance and monitoring of risk register
o Escalation of issues
o Communication with Tyler project team
o Coordination of City resources
o Attendance at scheduled sessions
o Change management activities
o Modification specification, demonstrations, testing and approval assistance
o Data analysis assistance
o Decentralized end user training
o Process testing
o Solution Validation
5.2.5 City Power Users
■ Participate in project activities as required by the project team and project manager(s).
■ Provide subject matter expertise on the City business processes and requirements.
■ Act as subject matter experts and attend Current & Future State Analysis sessions as needed.
■ Attend all scheduled training sessions.
■ Participate in all required post -training processes as needed throughout project.
■ Test all application configuration to ensure it satisfies business process requirements.
■ Become application experts.
■ Participate in Solution Validation.
■ Adopt and support changed procedures.
■ Complete all deliverables by the due dates defined in the project schedule.
■ Demonstrate competency with Tyler products processing prior to Go -live.
■ Provide knowledge transfer to the City staff during and after implementation.
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 11
Packet Pg. 59
■ Participate in conversion review and validation.
5.2.6 City End Users
■ Attend all scheduled training sessions.
■ Become proficient in application functions related to job duties.
■ Adopt and utilize changed procedures.
■ Complete all deliverables by the due dates defined in the project schedule.
■ Utilize software to perform job functions at and beyond Go -live.
5.2.7 City Technical Lead
■ Coordinates updates and releases with Tyler as needed.
■ Coordinates the copying of source databases to training/testing databases as needed for training
days.
■ Coordinates and adds new users, printers and other peripherals as needed.
■ Validates that all users understand log -on process and have necessary permission for all training
sessions.
■ Coordinates interface development for City third party interfaces.
■ Develops or assists in creating reports as needed.
■ Ensures on -site system meets specifications provided by Tyler.
■ Assists with software installation as needed.
■ Extracts and transmits conversion data and control reports from the City's legacy system per the
conversion schedule set forth in the project schedule.
5.2.7.1 City Upgrade Coordination
■ Becomes familiar with the software upgrade process and required steps.
■ Becomes familiar with Tyler's releases and updates.
■ Utilizes Tyler resources to stay abreast of the latest Tyler releases and updates, as well as the latest
helpful tools to manage the City's software upgrade process.
■ Assists with the software upgrade process during implementation.
■ Manages software upgrade activities post -implementation.
■ Manages software upgrade plan activities.
■ Coordinates software upgrade plan activities with City and Tyler resources.
■ Communicates changes affecting users and department stakeholders.
■ Obtains department stakeholder acceptance to upgrade production environment.
5.2.8 City Change Management Lead
■ Validates that users receive timely and thorough communication regarding process changes.
■ Provides coaching to supervisors to prepare them to support users through the project changes.
■ Identifies the impact areas resulting from project activities and develops a plan to address them
proactively.
■ Identifies areas of resistance and develops a plan to reinforce the change.
■ Monitors post -production performance and new process adherence.
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 12
Packet Pg. 60
Part 3: Project Plan
Project Stages
Work Breakdown Structure
The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into
smaller, more manageable components. The top-level components are called "Stages" and the second level
components are called "Work Packages". The work packages, shown below each stage, contain the high-level
work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during
subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a "Control
Point", confirming the work performed during that stage of the Project has been accepted by the City.
Work Breakdown Structure (WBS)
1.1 Initial 2.1 Solution 3.1 Initial System
Coordination Orientation Deployment
1.2 Project/Phase 2.2 Current & Future
Planning State Analysis 3.2 Configuration
1.3 GIS Planning*
1.4 Infrastructure
Planning
1.5 Stakeholder
Meeting
2.3 Modification 3.3 Process
Analysis Refinement
2.4 Conversion 3.4 Conversion
Assessment Delivery
2.5 Data Assessment 3.5 Data Delivery
3.6 Modifications*
4.1 Solution 5.1 Go Live 6.1 Phase Close
Validation Out
4.2 Go Live 5.2 Transition to 6.2 Project Close
Readiness Client Services Out
4.3 End User 5.3 Post Go Live
Training Activities
*/terns noted with an asterisk in thegraphic above relate to specific products and services. if those products and services are not included in the scope
of the contract, these specific work packages will be noted as 'Intentionally Left Blank"in Section 6 of the Statement of Work.
City of Edmonds, WA
Tyler Technologies, Inc.
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Packet Pg. 61
6.1 Initiate and Plan
The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a
foundation for the Project by identifying and establishing sequence and timing for each Phase as well as
verifying scope for the Project. This stage will be conducted at the onset of the Project, with a few unique
items being repeated for the additional Phases as needed.
6.1.1 Initial Coordination
Prior to Project commencement, Tyler management assigns project manager(s). Additional Project resources
will be assigned later in the Project as a Project schedule is developed. Tyler provides the City with initial
Project documents used to gather names of key personnel, their functional role as it pertains to the Project,
as well as any blackout dates to consider for future planning. the City gathers the information requested by
the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project
forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to ensure transfer
of vital information from the sales process prior to scheduling a Project Planning Meeting with the City's
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Objectives:
■ Formally launch the project.
■ Establish project governance.
■ Define and communicate governance for Tyler.
■ Identify City project team.
STAGE 1
Initial Coordination
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City of Edmonds, WA
Tyler Technologies, Inc.
Inputs Contract documents
Statement of Work
Outputs/Deliverables Working initial project documents
Project portal
Work package assumptions:
■ Project activities begin after the agreement has been fully executed.
6.1.2 Project/Phase Planning
Project and Phase planning provides an opportunity to review the contract, software, data conversions and
services purchased, identify applications to implement in each Phase (if applicable), and discuss
implementation timeframes.
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of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will
describe how the project will be executed, monitored, and controlled.
During project planning, Tyler will introduce the tools that will be used throughout the implementation. Tyler
will familiarize the City with these tools during project planning and make them available for review and
maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and
go -live checklist.
STAGE 1
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City of Edmonds, WA
Tyler Technologies, Inc.
Page / 15
Packet Pg. 63
2.2.a
Develop Project A R I C C I
Management Plan
Develop initial R I I I I I C C I I C
project schedule
Inputs Contract documents
Statement of Work
Guide to Starting Your Project
Outputs / Deliverables
Acceptance Criteria [only] for Deliverables
Project Management Plan
Delivery of document
Project Operational Plan
Delivery of document
Initial Project Schedule
City provides acceptance of schedule based
on resource availability, project budget, and
goals.
Work package assumptions:
■ City has reviewed and completed the Guide to Starting Your Project document
6.1.3 Infrastructure Planning
Procuring required hardware and setting it up properly is a critical part of a successful implementation. This
task is especially important for Tyler-hosted/SaaS deployment models. Tyler will be responsible for building
the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. Tyler will
install Licensed Software on application server(s) or train the City to install License Software. The City is
responsible for the installation and setup of all peripheral devices.
Objectives:
■ Ensure the City's infrastructure meets Tyler's application requirements.
■ Ensure the City's infrastructure is scheduled to be in place and available for use on time.
STAGE 1
Infrastructure Planning
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Tyler Technologies, Inc. Page 16
Packet Pg. 64
2.2.a
Schedule SaaS
Environment
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Schedule Installation
of All Licensed
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Infrastructure Audit
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Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Completed Infrastructure Requirements
Delivery of Requirements
Infrastructure Audit
System Passes Audit Criteria
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Objectives:
■ Formally present and communicate the project activities and timeline.
■ Communicate project expectations.
STAGE 1
Stakeholder Meeting
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City of Edmonds, WA
Tyler Technologies, Inc.
Page / 17
Packet Pg. 65
2.2.a
Project Management Plan
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Stakeholder Meeting Presentation
Work package assumptions:
• None
6.1.5 Intentionally left blank.
6.1.6 Control Point 1: Initiate & Plan Stage Acceptance
Acceptance criteria for this stage includes completion of all criteria listed below. P
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Initiate & Plan Stage Deliverables:
■ Project Management Plan
■ Initial Project Schedule
Initiate & Plan stage acceptance criteria:
■ All stage deliverables accepted based on acceptance criteria previously defined
■ Project governance defined
■ Project portal made available to the City
■ Stakeholder meeting complete
6.2 Assess & Define
The Assess & Define stage will provide an opportunity to gather information related to current City business
processes. This information will be used to identify and define business processes utilized with Tyler software
The City collaborates with Tyler providing complete and accurate information to Tyler staff and assisting in
analysis, understanding current workflows and business processes.
6.2.1 Solution Orientation
The Solution Orientation provides the Project stakeholders a high-level understanding of the solution
functionality prior to beginning the current and future state analysis. The primary goal is to establish a
foundation for upcoming conversations regarding the design and configuration of the solution.
Tyler utilizes a variety of tools for the Solution Orientation, focusing on City team knowledge transfer such as:
eLearning, documentation, or walkthroughs. The City team will gain a better understanding of the major
processes and focus on data flow, the connection between configuration options and outcome, integration,
and terminology that may be unique to Tyler's solution.
Objectives:
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 18
Packet Pg. 66
2.2.a
■ Provide a basic understanding of system functionality.
■ Prepare the City for current and future state analysis.
STAGE 2
Solution Orientation
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Inputs Solution orientation materials
Training Plan
6.2.2 Current & Future State Analysis
The Current & Future State Analysis provides the Project stakeholders and Tyler an understanding of process
changes that will be achieved with the new system.
The City and Tyler will evaluate current state processes, options within the new software, pros and cons of
each based on current or desired state and make decisions about the future state configuration and
processing. This may occur before or within the same timeframe as the configuration work package. The
options within the new software will be limited to the scope of this implementation and will make use of
standard Tyler functionality.
The City will adopt the existing Tyler solution wherever possible to avoid project schedule and quality risk
from over customization of Tyler products. It is the City's responsibility to verify that in -scope requirements
are being met throughout the implementation if functional requirements are defined as part of the contract.
The following guidelines will be followed when evaluating if a modification to the product is required:
■ A reasonable business process change is available.
■ Functionality exists which satisfies the requirement.
■ Configuration of the application satisfies the requirement.
■ An in -scope modification satisfies the requirement.
Requirements that are not met will follow the agreed upon change control process and can have impacts on
the project schedule, scope, budget, and resource availability.
STAGE 2 Current & Future State Analysis
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Tyler Technologies, Inc.
Page / 19
Packet Pg. 67
2.2.a
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Inputs City current state documentation
Solution Orientation completion
Outputs /
Acceptance Criteria [only] for Deliverables
Deliverables
Documentation that describes future -state
Delivery of document
decisions and configuration options to support
future -state decisions.
Work package assumptions:
■ City attendees possess sufficient knowledge and authority to make future state decisions.
■ The City is responsible for any documentation of current state business processes.
■ The City can effectively communicate current state processes.
6.2.3 Data Assessment
Given the completion of the Current & Future State Analysis, the Data Assessment will provide the
implementation team the design for data delivery prior to configuration. The data Assessment will also allow
the Tyler and the City teams to identify the data that will be configured within the Tyler System. The team will
develop and map out dataset structures to ensure that data is structured in a way that allows maximum
utility.
The teams will review any existing data publish and metadata standards for the City's current data program to
determine any necessary adjustments or configuration needs. Finally, the implementation team develops
data workflows to map data from the source system(s) into the Tyler system, discussing any additional data
requirements as needed.
Objectives:
City of Edmonds, WA
Tyler Technologies, Inc.
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Packet Pg. 68
■ Communicate a common understanding of the project goals with respect to data.
■ Ensure complete and accurate source data is available for review/transfer.
■ If source data is a Tyler legacy system, Tyler performs the data mappings. If source data is from a
third -party, client is responsible for mapping the data from the source to the Tyler system.
■ Document the data conversion/loading approach.
STAGE 2
Data Conversion Assessment
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City
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Inputs City Source data
City Source data Documentation (if available)
Outputs /
Acceptance Criteria [only] for Deliverables
Deliverables
Data Conversion Plan built/updated (if
City Acceptance of Data Conversion Plan, if
applicable}
Applicable
City acceptance of Solution Design
Document
Work package assumptions:
■ If the source data is a Tyler system Tyler's Conversion Engineers extract and map the data into the
standard Munis conversion format. If the source data is from a third -party the client will provide
Tyler with the data in a mutually agreed upon format.
■ Tyler will work with the City representatives to identify business rules before writing the conversion.
■ City subject matter experts and resources most familiar with the current data will be involved in the
data conversion planning effort.
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 21
Packet Pg. 69
6.2.4 Conversion Assessment
Data Conversions are a major effort in any software implementation. Tyler's conversion tools facilitate the
predictable, repeatable conversion process that is necessary to support a successful transition to the Tyler
system. The first step in this process is to perform an assessment of the existing ("legacy") system(s), to
better understand the source data, risks, and options available. Once the data has been analyzed, the plan for
data conversion is completed and communicated to the appropriate stakeholders.
Objectives:
■ Communicate a common understanding of the project goals with respect to data.
■ Ensure complete and accurate source data is available for review/transfer.
■ Map the data from the source to the Tyler system.
■ Document the data conversion/loading approach.
STAGE 2
Data Conversion Assessment
Tyler
City
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Inputs City Source data
City Source data Documentation (if available)
Outputs /
Acceptance Criteria [only] for Deliverables
Deliverables
Data Conversion Plan built/updated
City Acceptance of Data Conversion Plan, if
Applicable
Work package assumptions:
■ Tyler will be provided with data from the Legacy system(s) in a mutually agreed upon format.
■ Tyler will work with the City representatives to identify business rules before writing the conversion.
■ City subject matter experts and resources most familiar with the current data will be involved in the
data conversion planning effort.
City of Edmonds, WA
Tyler Technologies, Inc.
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Page / 22
Packet Pg. 70
6.2.5 Intentionally left blank.
6.2.6 Intentionally left blank.
6.2.7 Control Point 2: Assess & Define Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below.
Note: Advancement to the Prepare Solution Stage is dependent upon Tyler's receipt of the Stage Acceptance.
Assess & Define Stage Deliverables:
■ Documentation of future state decisions and configuration options to support future state decisions.
■ Modification specification document.
■ Assess & Define Stage Acceptance Criteria:
■ All stage deliverables accepted based on criteria previously defined.
■ Solution Orientation is delivered.
■ Conversion data extracts are received by Tyler.
■ Data conversion plan built.
6.3 Prepare Solution
During the Prepare Solution stage, information gathered during the Initiate & Plan and Assess & Define stages
will be used to install and configure the Tyler software solution. Software configuration will be validated by
the City against future state decisions defined in previous stages and processes refined as needed to ensure
business requirements are met.
6.3.1 Initial System Deployment
The timely availability of the Tyler Solution is important to a successful Project implementation. The success
and timeliness of subsequent work packages are contingent upon the initial system deployment of Tyler
Licensed Software on an approved network and infrastructure. Delays in executing this work package can
affect the project schedule.
Objectives:
■ All licensed software is installed and operational.
■ The City can access the software.
STAGE 3
Initial System Deployment (Hosted/SaaS)*
Tyl City
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 23
Packet Pg. 71
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Acceptance Criteria [only] for Deliverables
Licensed Software is Installed on the Server(s)
Software is accessible
Licensed Software is Installed on City Devices
(if applicable)
Software is accessible
Installation Checklist/System Document
System meets prescribed checklist
Infrastructure Design Document (C&J — If
Applicable)
Work package assumptions:
■ The most current available version of the Tyler Licensed Software will be installed.
■ The City will provide network access for Tyler modules, printers, and Internet access to all applicable
City and Tyler Project staff.
6.3.2 Configuration
The purpose of Configuration is to prepare the software product for validation.
Tyler staff collaborates with the City to complete software configuration based on the outputs of the future
state analysis performed during the Assess and Define Stage. The City collaborates with Tyler staff iteratively
to validate software configuration.
City of Edmonds, WA
Tyler Technologies, Inc.
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Page / 24
Packet Pg. 72
Objectives:
Software is ready for validation.
Educate the City Power User how to configure and maintain software.
Prepare standard interfaces for process validation (if applicable).
STAGE 3
Configuration
Tyler
City
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Inputs Documentation that describes future state decisions and configuration options to support future
state decisions.
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Configured System
Work package assumptions:
■ Tyler provides guidance for configuration options available within the Tyler software. The City is
responsible for making decisions when multiple options are available.
6.3.3 Process Refinement
Tyler will educate the City users on how to execute processes in the system to prepare them for the
validation of the software. The City collaborates with Tyler staff iteratively to validate software configuration
options to support future state.
City of Edmonds, WA
Tyler Technologies, Inc.
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Page / 25
Packet Pg. 73
2.2.a
Objectives:
• Ensure that the City understands future state processes and how to execute the processes in the
software.
■ Refine each process to meet the business requirements.
■ Validate standard interfaces, where applicable.
■ Validate forms and reports, where applicable.
STAGE 3
Process Refinement
Tyler
City
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Inputs
Initial Configuration
Documentation that describes future state decisions and configuration options to support
future state decisions.
Solution validation test plan
Outputs /
Acceptance Criteria [only] for Deliverables
Deliverables
Updated solution validation test plan
Completed City -specific process
documentation (completed by City)
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 26
Packet Pg. 74
Work package assumptions:
■ None
6.3.4 Conversion Delivery
The purpose of this task is to transition the City's data from their source ("legacy') system(s) to the Tyler
system(s). The data will need to be mapped from the legacy system into the new Tyler system format. A well -
executed data conversion is key to a successful cutover to the new system(s).
With guidance from Tyler, the City will review specific data elements within the system and identify / report
discrepancies. Iteratively, Tyler will collaborate with the City to address conversion discrepancies. This process
will allow for clean, reconciled data to transfer from the source system(s) to the Tyler system(s). Reference
Conversion Appendix for additional detail.
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Objectives:
■ Data is ready for production (Conversion).
STAGE 3
Data Delivery & Conversion
Tyler
City
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City of Edmonds, WA
Tyler Technologies, Inc.
Page / 27
Packet Pg. 75
2.2.a
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Inputs
Data Conversion Plan
Configuration
Outputs /
Acceptance Criteria [only] for Deliverables
Deliverables
Code Mapping Complete / Validated
Conversion Iterations / Reviews Complete
Conversion complete, verified, and ready for
final pass
Work package assumptions:
■ The City will provide a single file layout per source system as identified in the investment summary.
■ The City subject matter experts and resources most familiar with the current data will be involved in
the data conversion effort.
■ The City project team will be responsible for completing the code mapping activity, with assistance
from Tyler.
6.3.5 Intentionally left blank.
6.3.6 Intentionally left blank.
6.3.7 Control Point 3: Prepare Solution Stage Acceptance
Acceptance criteria for this Stage includes all criteria listed below in each Work Package.
Note: Advancement to the Production Readiness Stage is dependent upon Tyler's receipt of the Stage
Acceptance.
Prepare Solution Stage Deliverables:
■ Licensed software is installed.
■ Installation checklist/system document.
■ Conversion iterations and reviews complete.
Prepare Solution Stage Acceptance Criteria:
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 28
Packet Pg. 76
■ All stage deliverables accepted based on criteria previously defined.
■ Software is configured.
■ Solution validation test plan has been reviewed and updated if needed.
6.4 Production Readiness
Activities in the Production Readiness stage will prepare the City team for go -live through solution validation,
the development of a detailed go -live plan and end user training. A readiness assessment will be conducted
with the City to review the status of the project and the organizations readiness for go -live.
6.4.1 Solution Validation
Solution Validation is the end -to -end software testing activity to ensure that the City verifies all aspects of the
Project (hardware, configuration, business processes, etc.) are functioning properly, and validates that all
features and functions per the contract have been deployed for system use.
Objectives:
■ Validate that the solution performs as indicated in the solution validation plan.
■ Ensure the City organization is ready to move forward with go -live and training (if applicable).
STAGE 4
Solution Validation
Tyler
City
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Inputs Solution Validation plan
Completed work product from prior stages (configuration, business process, etc.)
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Solution Validation Report
City updates report with testing results
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 29
Packet Pg. 77
Work package assumptions:
• Designated testing environment has been established.
■ Testing includes current phase activities or deliverables only.
6.4.2 Go -Live Readiness
Tyler and the City will ensure that all requirements defined in Project planning have been completed and the
Go -Live event can occur, as planned. A go -live readiness assessment will be completed identifying risks or
actions items to be addressed to ensure the City has considered its ability to successfully Go -Live. Issues and
concerns will be discussed, and mitigation options documented. Tyler and the City will jointly agree to move
forward with transition to production. Expectations for final preparation and critical dates for the weeks
leading into and during the Go -Live week will be planned in detail and communicated to Project teams.
Objectives:
■ Action plan for go -live established.
■ Assess go -live readiness.
• Stakeholders informed of go -live activities.
STAGE 4
Go -Live Readiness
Tyler
City
RACI MATRIX KEY:
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Inputs Future state decisions
Go -live checklist
Outputs /
Deliverables
City of Edmonds, WA
Tyler Technologies, Inc.
Acceptance Criteria [only] for Deliverables
Page / 30
Packet Pg. 78
Updated go -live checklist Updated Action plan and Checklist for go -live
delivered to the City
Work package assumptions:
■ None
6.4.3 End User Training
End User Training is a critical part of any successful software implementation. Using a training plan previously
reviewed and approved, the Project team will organize and initiate the training activities.
Train the Trainer: Tyler provides one occurrence of each scheduled training or implementation topic. City
users who attended the Tyler sessions may train additional users. Additional Tyler led sessions may be
contracted at the applicable rates for training.
Tyler will provide standard application documentation for the general use of the software. It is not Tyler's
responsibility to develop City specific business process documentation. City -led training labs using City
specific business process documentation if created by the City can be added to the regular training
curriculum, enhancing the training experiences of the end users.
Objectives:
■ End users are trained on how to use the software prior to go -live.
■ The City is prepared for on -going training and support of the application.
STAGE
End User Training
Tyler
City
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Inputs Training Plan
List of End Users and their Roles / Job Duties
Configured Tyler System
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
End User Training
City signoff that training was delivered
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 31
Packet Pg. 79
Work package assumptions:
■ The City project team will work with Tyler to jointly develop a training curriculum that identifies the
size, makeup, and subject -area of each of the training classes.
■ Tyler will work with the City as much as possible to provide end -user training in a manner that
minimizes the impact to the daily operations of City departments.
■ The City will be responsible for training new users after go -live (exception —previously planned or
regular training offerings by Tyler).
6.4.4 Control Point 4: Production Readiness Stage Acceptance
Acceptance criteria for this stage includes all criteria listed below. Advancement to the Production stage is
dependent upon Tyler's receipt of the stage acceptance.
Production Readiness stage deliverables:
Solution Validation Report.
Update go -live action plan and/or checklist.
End user training.
Production Readiness stage acceptance criteria:
All stage deliverables accepted based on criteria previously defined.
Go -Live planning session conducted.
6.5 Production
Following end user training the production system will be fully enabled and made ready for daily operational
use as of the scheduled date. Tyler and the City will follow the comprehensive action plan laid out during Go -
Live Readiness to support go -live activities and minimize risk to the Project during go -live. Following go -live,
Tyler will work with the City to verify that implementation work is concluded, post go -live activities are
scheduled, and the transition to Client Services is complete for long-term operations and maintenance of the
Tyler software.
6.5.1 Go -Live
Following the action plan for Go -Live, defined in the Production Readiness stage, the City and Tyler will
complete work assigned to prepare for Go -Live.
The City provides final data extract and Reports from the Legacy System for data conversion and Tyler
executes final conversion iteration, if applicable. If defined in the action plan, the City manually enters any
data added to the Legacy System after final data extract into the Tyler system.
Tyler staff collaborates with the City during Go -Live activities. The City transitions to Tyler software for day -to
day business processing.
Some training topics are better addressed following Go -Live when additional data is available in the system or
based on timing of applicable business processes and will be scheduled following Go -Live per the Project
Schedule.
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 32
Packet Pg. 80
Objectives:
Execute day to day processing in Tyler software.
- City data available in Production environment.
STAGE 5
Go -Live
Tyler
City
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Inputs Comprehensive Action Plan for Go -Live
Final source data (if applicable)
Outputs /
Acceptance Criteria [only] for Deliverables
Deliverables
Data is available in production environment
City confirms data is available in production
environment
Work package assumptions:
■ The City will complete activities documented in the action plan for Go -Live as scheduled.
■ External stakeholders will be available to assist in supporting the interfaces associated with the Go -
Live live process.
■ The City business processes required for Go -Live are fully documented and tested.
■ The City Project team and subject matter experts are the primary point of contact for the end users
when reporting issues during Go -Live.
■ The City Project Team and Power User's provide business process context to the end users during Go -
Live.
■ The Tyler Go -Live support team is available to consult with the City teams as necessary.
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 33
Packet Pg. 81
■ The Tyler Go -Live support team provides standard functionality responses, which may not be tailored
to the local business processes
6.5.2 Transition to Client Services
This work package signals the conclusion of implementation activities for the Phase or Project with the
exception of agreed -upon post Go -Live activities. The Tyler project manager(s) schedules a formal transition
of the City onto the Tyler Client Services team, who provides the City with assistance following Go -Live,
officially transitioning the City to operations and maintenance.
Objectives:
■ Ensure no critical issues remain for the project teams to resolve.
• Confirm proper knowledge transfer to the City teams for key processes and subject areas.
STAGE 5
Transition to Client Services
Tyler
City
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Client Services Support Document
Work package assumptions:
• No material project issues remain without assignment and plan.
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Tyler Technologies, Inc.
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6.5.3 Post Go -Live Activities
Some implementation activities are provided post -production due to the timing of business processes, the
requirement of actual production data to complete the activities, or the requirement of the system being
used in a live production state.
Objectives:
■ Schedule activities that are planned for after Go -Live.
■ Ensure issues have been resolved or are planned for resolution before phase or project close.
STAGE 5
Post Go -Live Activities
Tyler
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Inputs I List of post Go -Live activities
Outputs / Acceptance Criteria [only] for
Deliverables Deliverables
Updated issues log
Work package assumptions:
■ System is being used in a live production state.
6.5.4 Control Point 5: Production Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below:
■ Advancement to the Close stage is not dependent upon Tyler's receipt of this Stage Acceptance.
■ Converted data is available in production environment.
Production Stage Acceptance Criteria:
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 35
Packet Pg. 83
■ All stage deliverables accepted based on criteria previously defined.
■ Go -Live activities defined in the Go -Live action plan completed.
■ Client services support document is provided.
6.6 Close
The Close stage signifies full implementation of all products purchased and encompassed in the Phase or
Project. The City transitions to the next cycle of their relationship with Tyler (next Phase of implementation or
long-term relationship with Tyler Client Services).
6.6.1 Phase Closeout
This work package represents Phase completion and signals the conclusion of implementation activities for
the Phase. The Tyler Client Services team will assume ongoing support of the City for systems implemented in
the Phase. M
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STAGE 6
Phase Close Out
Tyler
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Tyler
City
Project Leadership
Project Manager
Project Manager
Project Sponsor(s)
Implementation Consultants
Functional Leads, Power Users,
Technical Leads
Technical Consultants (Conversion, Deployment,
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Client Services
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 36
Packet Pg. 84
Inputs Contract
Statement of Work
Project artifacts
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Final action plan (for outstanding items)
Reconciliation Report
Post Phase Review
Work package assumptions:
■ Tyler deliverables for the phase have been completed.
6.6.2 Project Closeout
Completion of this work package signifies final acceptance and formal closing of the Project.
At this time the City may choose to begin working with Client Services to look at continuous improvement
Projects, building on the completed solution.
Objectives:
■ Confirm no critical issues remain for the project teams to resolve.
■ Determine proper knowledge transfer to the City teams for key processes and subject areas has
occurred.
■ Verify all deliverables included in the Agreement are delivered.
STAGE 6
Project Close Out
Tyler
City
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Statement of Work
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 37
Packet Pg. 85
Outputs /
Acceptance Criteria [only] for Deliverables
Deliverables
Post Project Report
City acceptance; Completed report indicating
all project Deliverables and milestones have
been completed
Work package assumptions:
■ All project implementation activities have been completed and approved.
■ No critical project issues remain that have not been documented and assigned.
■ Final project budget has been reconciled and invoiced.
■ All Tyler deliverables have been completed.
6.6.3 Control Point 6: Close Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below.
Close Stage Deliverables:
■ Post Project Report.
Close Stage Acceptance Criteria:
■ Completed report indicating all Project deliverables and milestones have been completed.
7. General Assumptions
Tyler and the City will use this SOW as a guide for managing the implementation of the Tyler Project as
provided and described in the Agreement. There are a few assumptions which, when acknowledged and
adhered to, will support a successful implementation. Assumptions related to specific work packages are
documented throughout the SOW. Included here are general assumptions which should be considered
throughout the overall implementation process.
7.1 Project
■ Project activities will begin after the Agreement has been fully executed.
■ The City Project Team will complete their necessary assignments in a mutually agreed upon
timeframe to meet the scheduled go -live date, as outlined in the Project Schedule.
■ Sessions will be scheduled and conducted at a mutually agreeable time.
■ Additional services, software modules and modifications not described in the SOW or Agreement will
be considered a change to this Project and will require a Change Request Form as previously
referenced in the definition of the Change Control Process.
■ Tyler will provide a written agenda and notice of any prerequisites to the City project manager(s) ten
(10) business days or as otherwise mutually agreed upon time frame prior to any scheduled on -site or
remote sessions, as applicable.
■ Tyler will provide guidance for configuration and processing options available within the Tyler
software. If multiple options are presented by Tyler, the City is responsible for making decisions
based on the options available.
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Tyler Technologies, Inc.
Page / 38
Packet Pg. 86
■ Implementation of new software may require changes to existing processes, both business and
technical, requiring the City to make process changes.
■ The City is responsible for defining, documenting, and implementing their policies that result from
any business process changes.
7.2 Organizational Change Management
Unless otherwise contracted by Tyler, City is responsible for managing Organizational Change. Impacted City
resources will need consistent coaching and reassurance from their leadership team to embrace and accept
the changes being imposed by the move to new software. An important part of change is ensuring that
impacted City resources understand the value of the change, and why they are being asked to change.
7.3 Resources and Scheduling
■ City resources will participate in scheduled activities as assigned in the Project Schedule.
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work as scheduled.
■ Changes to the Project Schedule, availability of resources or changes in Scope will be requested
through a Change Request. Impacts to the triple constraints (scope, budget, and schedule) will be
assessed and documented as part of the change control process.
■ The City will ensure assigned resources will follow the change control process and possess the
required business knowledge to complete their assigned tasks successfully. Should there be a change
in resources, the replacement resource should have a comparable level of availability, change control
process buy -in, and knowledge.
■ The City makes timely Project related decisions to achieve scheduled due dates on tasks and prepare
for subsequent training sessions. Failure to do so may affect the schedule, as each analysis and
implementation session is dependent on the decisions made in prior sessions.
■ The City will respond to information requests in a comprehensive and timely manner, in accordance
with the Project Schedule.
■ The City will provide adequate meeting space or facilities, including appropriate system connectivity,
to the project teams including Tyler team members.
■ For on -site visits, Tyler will identify a travel schedule that balances the needs of the project and the
employee.
7.4 Data
■ Data will be converted as provided and Tyler will not create data that does not exist.
■ The City is responsible for the quality of legacy data and for cleaning or scrubbing erroneous legacy
data.
■ Tyler will work closely with the City representatives to identify business rules before writing the
conversion. The City must confirm that all known data mapping from source to target have been
identified and documented before Tyler writes the conversion.
■ All in -scope source data is in data extract(s).
■ Each legacy system data file submitted for conversion includes all associated records in a single
approved file layout.
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 39
Packet Pg. 87
■ The City will provide the legacy system data extract in the same format for each iteration unless
changes are mutually agreed upon in advance. If not, negative impacts to the schedule, budget and
resource availability may occur and/or data in the new system may be incorrect.
■ The City Project Team is responsible for reviewing the converted data and reporting issues during
each iteration, with assistance from Tyler.
■ The City is responsible for providing or entering test data (e.g., data for training, testing interfaces,
etc.)
7.5 Facilities
■ The City will provide dedicated space for Tyler staff to work with City resources for both on -site and
remote sessions. If Phases overlap, City will provide multiple training facilities to allow for
independent sessions scheduling without conflict.
■ The City will provide staff with a location to practice what they have learned without distraction.,
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Page / 40
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8. Glossary
.r. • or I erm�-
Acceptance Confirming that the output or deliverable is suitable and
conforms to the agreed upon criteria.
Accountable The one who ultimately ensures a task or deliverable is
completed; the one who ensures the prerequisites of the task are
met and who delegates the work to those responsible. [Also see
Application
A computer program designed to perform a group of coordinated
functions, tasks, or activities for the benefit of the user.
Application Programming Interface (API)
A defined set of tools/methods to pass data to and received data
from Tyler software products
Agreement
This executed legal contract that defines the products and
services to be implemented or performed.
The practices, policy, procedure, guidelines, or functionality that
Business Process
the client uses to complete a specific job function.
A specification document used to describe Client requirements
Business Requirements Document
for contracted software modifications.
Change Request
A form used as part of the Change Control process whereby
changes in the scope of work, timeline, resources, and/or budget
are documented and agreed upon by participating parties.
Guides how we prepare, equip and support individuals to
Change Management
successfully adopt change in order to drive organizational success
& outcomes
Code Mapping [where applicable]
An activity that occurs during the data conversion process
whereby users equate data (field level) values from the old
system to the values available in the new system. These may be
one to one or many to one. Example: Old System [Field = eye
color] [values = BL, Blu, Blue] maps to New Tyler System [Field =
Eye Color] [value = Blue].
Consulted
_
Those whose opinions are sought, typically subject matter
experts, and with whom there is two-way communication. [Also
see RACI]
This activity occurs at the end of each stage and serves as a
Control Point
formal and intentional opportunity to review stage deliverables
and required acceptance criteria for the stage have been met.
Data Mapping [where applicable]
The activity determining and documenting where data from the
legacy system will be placed in the new system; this typically
involves prior data analysis to understand how the data is
currently used in the legacy system and how it will be used in the
new system.
Deliverable
A verifiable document or service produced as part of the Project,
as defined in the work packages.
Go -Live
The point in time when the Client is using the Tyler software to
conduct daily operations in Production.
Informed
Those who are kept up-to-date on progress, often only on
completion of the task or deliverable, and with whom there is
just one-way communication. [Also see RACI]
City of Edmonds, WA
Tyler Technologies, Inc. Page / 41
Packet Pg. 89
Infrastructure
The composite hardware, network resources and services
required for the existence, operation, and management of the
Tyler software.
Interface
A connection to and potential exchange of data with an external
system or application. Interfaces may be one way, with data
leaving the Tyler system to another system or data entering Tyler
from another system, or they may be bi-directional with data
both leaving and entering Tyler and another system.
Integration
A standard exchange or sharing of common data within the Tyler
system or between Tyler applications
Legacy System
The software from which a client is converting.
Modification
Custom enhancement of Tyler's existing software to provide
features or functions to meet individual client requirements
documented within the scope of the Agreement.
On -site
Indicates the work location is at one or more of the client's
physical office or work environments.
Organizational Change
The process of changing an organization's strategies, processes,
procedures, technologies, and culture, as well as the effect of
such changes on the organization.
Output
A product, result or service generated by a process.
Peripheral devices
An auxiliary device that connects to and works with the computer
in some way. Some examples: scanner, digital camera, printer.
Phase
A portion of the Project in which specific set of related
applications are typically implemented. Phases each have an
independent start, Go -Live and closure dates but use the same
Implementation Plans as other Phases of the Project. Phases may
overlap or be sequential and may have different Tyler resources
assigned.
Project
The delivery of the software and services per the agreement and
the Statement of Work. A Project may be broken down into
multiple Phases.
RACI
A matrix describing the level of participation by various roles in
completing tasks or Deliverables for a Project or process.
Individuals or groups are assigned one and only one of the
following roles for a given task: Responsible (R), Accountable (A),
Consulted (C), or Informed (1).
Remote
Indicates the work location is at one or more of Tyler's physical
offices or work environments.
Responsible
Those who ensure a task is completed, either by themselves or
delegating to another resource. [Also see RACI]
Scope
Products and services that are included in the Agreement.
City of Edmonds, WA
Tyler Technologies, Inc. Page / 42
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Solution
The implementation of the contracted software product(s)
resulting in the connected system allowing users to meet Project
goals and gain anticipated efficiencies.
Stage
The top-level components of the WBS. Each Stage is repeated for
individual Phases of the Project.
Standard
Software functionality that is included in the base software (off -
the -shelf) package; is not customized or modified.
Statement of Work (SOW)
Document which will provide supporting detail to the Agreement
defining Project -specific activities, services, and Deliverables.
System
The collective group of software and hardware that is used by the
organization to conduct business.
Test Scripts
The steps or sequence of steps that will be used to validate or
confirm a piece of functionality, configuration, enhancement, or
Use Case Scenario.
Training Plan
Document(s) that indicate how and when users of the system will
be trained relevant to their role in the implementation or use of
the system.
Validation (or to validate)
The process of testing and approving that a specific Deliverable,
process, program, or product is working as expected.
Work Breakdown Structure (WBS)
A hierarchical representation of a Project or Phase broken down
into smaller, more manageable components.
Work Package
A group of related tasks within a project.
City of Edmonds, WA
Tyler Technologies, Inc. Page / 43
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2.2.a
Part 4: Appendices
9. Conversion
9.1 Enterprise ERP Conversion Summary
9.1.1 Accounting
9.1.1.1 Accounting - Actuals
■ Summary account balances
■ Up to 5 years
9.1.1.2 Accounting - Budgets
■ Original budget, budget adjustments, revised budget summaries for accounts
■ Up to 5 years
9.1.2 Accounts Payable
9.1.2.1 Vendors
■ Vendor Master file including names, addresses, SSN/FID, contacts, phone numbers
■ Multiple remittance addresses
■ Year-to-date 1099 amounts
9.1.2.2 Accounts Payable - Checks
■ Check header data including vendor, warrant, check number, check date, overall check amount, GL
cash account and clearing information
■ Check detail data including related document and invoice numbers for each check
■ Up to 5 years
9.1.2.3 Accounts Payable - Invoices
■ Invoice header data containing general information for the invoice
■ Invoice detail data containing line -specific information for the invoice
■ Up to 5 years
9.1.3 Project Accounting
9.1.3.1 Project Accounting Master Tables
■ Segments, account strings and fund string allocation table
■ Requires the use of a Tyler provided (Chart of Accounts) spreadsheet for design and entry of the data
to be converted
9.1.3.2 Project Accounting - Actuals
■ Summary project ledger string balances. If linking to GL, must be converted at the same time.
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Tyler Technologies, Inc.
Page / 44
Packet Pg. 92
■ Up to 3 years
9.1.3.3 Project Accounting — Budget
■ Original project ledger budget amounts. If linking to GL, must be converted at the same time.
■ Up to 3 years
9.1.4 Purchase Orders
■ Open purchase orders header data including vendor, buyer, date, accounting information, etc.
■ Open purchase orders detail data including line -item descriptions, quantities, amounts, etc.
■ Closed purchase orders detail data, up to 5 years, including line -item descriptions, quantities,
amounts, etc.
9.1.5 Human Resources Management
9.1.5.1 HRM Employee Master Information
■ Payroll Employee Master data including data such as name, address, SSN, legacy employee ID, date of
birth, hire date, activity status (such as active/inactive), leave/termination code and date, phone(s), e-
address, marital status, gender, race, personnel status (such as full-time, part-time, etc.), highest
degree, advice -delivery (print/email/both) and check location, plus primary group, job, location, and
account information
9.1.5.2 Accumulators
■ YTD, QTD, MTD amounts for employee pay and deductions
■ Needed for mid -calendar -year go -live
■ May not be needed if converting earnings/deductions history
■ Up to 5 years
■ Accumulators are converted with check history and earning/deduction history as a default. No
accumulator files are necessary to submit when converting history.
9.1.5.3 Check History
■ Up to 5 years, additional years must be quoted. We convert amounts for earnings and deductions in
employee check history, check number and date.
9.1.5.4 Earning/Deduction Hist.
■ Up to 5 years, additional years must be quoted. Earning and deduction history broken down my
individual codes (earnings and deduction) and amounts per pay period, the detail of these lines, sums
the check history in opt 4.
9.1.5.5 Personnel Action History
■ A variety of Personnel actions, such as job or salary changes and dates these events occurred.
■ Up to 5 years
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 45
Packet Pg. 93
9.1.5.6 Certifications
■ Certification area and certification type codes, certification number and effective date, expiration
date, and required -by date, codes for certification level and subjects
9.1.5.7 Education
■ Codes, for institution, type of degree, and area(s) of study
9.1.6 General Billing
9.1.6.1 Customer Master Files
■ Customer information
9.1.6.2 General Billing — Recurring Invoices
■ General Billing Invoices that are sent on a regular basis
■ Header records with general information about the invoice
■ Detail records with line -specific information
9.1.6.3 General Billing — Bills
■ 5 years of open and closed invoices
■ General Ledger information so open invoices can be processed in Enterprise ERP
9.1.7 Utility Billing
9.1.7.1 Account Information
■ Account Master data including previous and current customer owner information- address info,
phone, fax, SSN number, FID number, account status, parcel number, location street, apartment, city,
state, zip, book number, read sequence, account start and end date, EFT bank information
9.1.7.2 Services
■ Current service codes, service status, type, factor, condo units, bill cycle codes, , current deposits held
on account including unpaid deposit amounts, winter usage, current meter(s) associated with service,
meter readings( current and previous), meter usage (current and previous) and sales tax information.
9.1.7.3 Assessments
■ Assessments are improvement costs that are spread across to property owner
■ Utility Billing conversion option 4 (balance forward AR) must also be purchased in order to convert
assessments
9.1.7.4 Consumption History
■ History of meter readings, usage, read dates, usage days, bill amounts, bill dates, read codes
■ Up to 5 years
City of Edmonds, WA
Tyler Technologies, Inc.
Page / 46
Packet Pg. 94
9.1.7.5 Balance Forward AR
■ Account balance forward information converted as total amount due. If the client's business practices
require current due and past due bills this can be broken into three balance forward bills(current
balance due and up to two past due balance bills).These can be converted to one balance forward
charge code or separate balance forward charge codes, and converted to the account/customer, if
the client's legacy data contains this information.
■ If late penalties will be applied in Enterprise ERP after the conversion, balance forward amounts must
be converted by charge code
9.1.7.6 Work Orders
Work Orders data associated with accounts, including meter repairs, checks for leaky meter, reread a
meter due to high reading
9.1.7.7 Backflow
■ Account information, backflow device information, backflow type, and backflow violations
9.1.7.8 Budget Billing
Converts information for budget average billing by account, customer and service. Legacy data must
include: calculated budget amount by service; number of periods remaining until plan renews;
budget plan balance/credit amount, broken out by service/customer; additional amortized amount by
service.
9.1.7.9 Flat Inventory/Containers
■ Inventory for non -metered items tied to recurring service billing — flat rate is tied to inventory
item(s)/item type(s) (vs consumption/usage). Trash/recycling containers, dumpsters, roll off
containers, light poles, cable/internet equipment.
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Tyler Technologies, Inc.
Page / 47
Packet Pg. 95
2.2.a
10. Additional Appendices
10.1 Intentionally left blank.
City of Edmonds, WA
Tyler Technologies, Inc.
Packet Pg. 96
11. Project Timeline
11.1 ERP Project Timeline
The Project Timeline establishes a target duration for each phase of the project. The timeline needs to
account for resource availability, business goals, size and complexity of the project, and task duration
requirements. These will be reviewed and adjusted, if needed, during the Initiate and Plan Stage. Refer to
the Project Stages section of this SOW for information on work packages associated with each stage of the
implementation. Durations may be revised when the Agreement is signed and further refined during the
project.
Eden to Enterprise ERP project start dates are dependent on wave availability. Waves are a common
implementation start month for a group of Eden clients. Each wave has a designated number of slots
available for clients to sign up — once those slots are full you must choose an alternate wave with availability
A signed agreement is required to reserve your spot in a specific wave.
1 Financials •
•
System Wide I •
•
r
2 Utility Billing
City of Edmonds, WA
Tyler Technologies, Inc.
Accounting
Accounts Payable
Budgeting
Capital Assets
Cash Management
Contract Management
Inventory
Inventory Mobile
Project & Grant Accounting
Purchasing
Accounts Receivable
General Billing
Cashiering
ACFR Statement Builder
Open Finance
Analytics & Reporting w
Executive Insights
Enterprise Forms
Content Manager Core
includes Onboarding
Enterprise ERP Admin &
Security
Tyler Payments
• Utility Billing CIS
• Utility Billing Meter Interface
• Utility Billing Special
Assessments
• Central Property File
• Resident Access
12 Months
or as defined in the Project Plan
and mutually agreed upon
Average Days/Month: 7
12 Months
or as defined in the Project Plan
and mutually agreed upon
Average Days/Month: 4
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3 Human Resources T.
Management •
11.2 Intentionally left blank.
Payroll with Employee Access
Human Resources & Talent
Management
Recruiting Time & Attendance w Mobile or as defined in the Project Plan
Access and mutually agreed upon
12 Months
Average Days/Month: 4
City of Edmonds, WA
Tyler Technologies, Inc. Page / 50
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2.2.b
Bars
Bars Desc Item
2024 2025 2026 2027 2028 Total
512.000.31.518.88.48.00 Repair/Maint
Tyler On Prem Maintenance
$103,168
$ -
$ -
$ -
$ -
512.000.31.518.88.48.00 Repair/Maint
Tyler ERP Annual Maintenance (SaaS)
$ -
$ 238,505
$ 238,505
$ 238,505
$ 238,505
512.000.31.518.88.48.00 Repair/Maint
3rd Party Hard/software
$ -
$ 4,055
$ 495
$ 495
$ 495
512.000.31.518.88.41.00 Prof/Services
Tyler Implementation Svcs
$ -
$ 238,904
$ 238,904
$ 79,635
$ - $ 557,443.8
$103,168
$ 481,464
$ 477,904
$ 318,635
$ 239,000
Increase vs 2024 $ 378,296 $ 374,736 $ 215,467 $135,832
Notes: 1) Tyler Technology quote does not include sales tax. Taxes (10.5%) are added to the costing model
2) Implementation Services of $557,444 are distributed over a 28 month estimated project timeline
Packet Pg. 99
2.3
City Council Agenda Item
Meeting Date: 07/16/2024
Surplus equipment
Staff Lead: Kim Dunscombe
Department: Administrative Services
Preparer: Kimberly Dunscombe
Background/History
The city regularly disposes of assets as part of its routine operations, and Council notification is required.
Attached is a list of assets disposed of during FY 2023. This notification is strictly procedural, as approval
to dispose of these items was granted last year.
Staff Recommendation
Forward to the next Council meeting consent agenda.
Narrative
<Type or insert text here>
Attachments:
2023 Asset Disposals
Packet Pg. 100
2.3.a
2023 Deletes
Fund
Fund Type
FA Number
FA Description
Type
Dept#
Amount
Depreciation
2023 Depr. Book Value
421
Proprietary
7756
1996 WALTON TRAILER #78 SWR
V
421
6,715.97
6,715.97
511
Governmental
7908
1997 CHEV 1-TON WALK-IN VAN #5 FAC
v
511.1
27,346.47
27,346.47
511
Governmental
8388
2000 CHEVY SILVERADO P/U #94 FAC
v
511.1
20,025.85
20,025.85
511
Governmental
8589
2004 CHEV. SILVERADO TRUCK #28 PRK
v
511.1
16,659.39
16,659.39
511
Governmental
8606
2004 CHEVY COLORADO #88
v
511.1
17,686.60
17,686.60
511
Governmental
8607
2004 CHEVY COLORADO - #102 PRK
v
511.1
18,199.12
18,199.12
511
Governmental
8668
FORD F-250 - #002-WTR
v
511.1
22,893.46
22,893.46
511
Governmental
8774
2007 FORD ESCAPE POL-872
v
511.1
20,162.48
20,162.48
511
Governmental
8761
2007 TOWMASTER T-24
v
511.1
14,665.32
14,665.32
-
511
Governmental
8825
2008 FORD F-450 035-SWR
v
511.1
45,522.44
43,246.32
2,276.12
511
Governmental
8826
2008 FORD F-450 023-SWR
v
511.1
46,668.60
44,335.17
2,333.43
511
Governmental
9188
436-POL 2017 FORD EXPLORER PPV
v
511.1
60,103.04
60,103.04
- -
511
Governmental
9319
227-POL 2019 FORD POLICE EXPLORER
v
511.1
70,436.14
35,218.07
35,218.07
511
Governmental
9238
PANASONIC CF-31 LAPTOP
e
511.1
5,161.61
5,161.61
-
511
Governmental
9239
PANASONIC CF-31 LAPTOP
e
511.1
5,161.61
5,161.61
511
Governmental
9240
PANASONIC CF-31 LAPTOP
e
511.1
5,161.61
5,161.61
511
Governmental
9241
PANASONIC CF-31 LAPTOP
e
511.1
5,161.61
5,161.61
511
Governmental
9242
PANASONIC CF-31 LAPTOP
e
511.1
5,161.61
5,161.61
511
Governmental
9243
PANASONIC CF-31 LAPTOP
e
511.1
5,161.61
5,161.61
511
Governmental
9244
PANASONIC CF-31 LAPTOP
e
511.1
5,161.61
5,161.61
511
Governmental
9245
PANASONIC CF-31 LAPTOP
e
511.1
5,161.61
5,161.61
511
Governmental
9246
PANASONIC CF-31 LAPTOP
e
511.1
5,161.61
5,161.61
511
Governmental
9247
PANASONIC CF-31 LAPTOP
e
511.1
5,161.62
5,161.62
-
900
Governmental
9292
POLICE INTERVIEW ROOM EQUIPMENT
E
410
20,918.40
17,780.64
3,137.76
900
Governmental
9157
EDMONDS FISHING PIER REHABILITATION
1
640
2,127,912.41
339,671.64
- 1,788,240.77
421
Proprietary
72
PHASE 4 CITY WIDE MAIN ADJUSTMENT
1
654
190,135.71
119,594.15
70,541.56
423
Proprietary
116
SEWER TRUNK LID 108
1
655
104,107.31
104,107.31
-
423
Proprietary
119
SEWER TRUNK LID 119
1
655
92,525.50
92,525.50
900
Governmental
488
ANDERSON CENTER BUILDING
i
651
8,787.15
8,787.15
900
Governmental
494
1979 REMODELING ANDERSON CEN
i
651
17,333.34
17,333.34
900
Governmental
3626
LIBRARY AND PLAZA BLDG
b
651
143,694.30
143,694.30
900
Governmental
4125
ANDERSON CENTER AND NEW WIND
i
651
35,059.62
35,059.62
900
Governmental
6763
BRACKETT'S LANDING IMPROVEME
i
640
10,790.82
10,790.82
-
900
Governmental
8572
PUBLIC SAFETY BUILDING
b
651
61,391.67
42,429.40
18,962.27
900
Governmental
8572
PUBLIC SAFETY BUILDING
b
651
255,800.20
176,790.20
79,010.00
900
Governmental
7019
LIBRARY BOOK DROP
1
651
11,628.20
11,628.20
- -
Totals
3,518,785.62
1,519,065.64
7,747.31 1,991,972.67
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2.4
City Council Agenda Item
Meeting Date: 07/16/2024
Opioid Participation Form
Staff Lead: Kim Dunscombe
Department: Administrative Services
Preparer: Kimberly Dunscombe
Background/History
In 2022, the Council approved the Mayor's signature on a Memorandum of Understanding (MOU)
between Washington Municipalities, opting the city into the settlement of specific opioid lawsuits. Now,
a new MOU for a distinct settlement has been presented, signaling the city's continued commitment to
addressing the opioid crisis through legal avenues. This latest agreement underscores the municipality's
dedication to seeking justice and relief for the community in the face of the ongoing opioid epidemic.
As new settlements arise, to participate in, and be eligible to receive compensation, under the
Settlement Agreement the city must complete and submit a Settlement Participation Form. There is a
new nationwide settlement agreement with Kroger Co. The deadline to submit the Settlement
Participation Form is August 12, 2024. The Attorney General's Office strongly recommends we join the
settlement.
Staff Recommendation
Approve the Mayor to sign the Participation Form and forward to the next Council Meeting's consent
agenda.
Narrative
The opioid settlement funds represent a pivotal opportunity to combat the devastating opioid crisis.
These funds are earmarked for multifaceted approaches, including expanding access to addiction
treatment and recovery services, funding prevention and education programs, bolstering law
enforcement and first responder efforts and supporting initiatives aimed at addressing the root causes of
addiction. By strategically allocating these resources, communities can work towards mitigating the far-
reaching impact of opioid addiction and fostering pathways to healing and recovery for those affected.
Attachments:
Kroger-Ex.-K-Subdivision-Participatio n-Form
Allocaton Agreement III
Packet Pg. 102
2.4.a
EXHIBIT K
Subdivision Participation and Release Form
Governmental Entity:
State:
Authorized Official:
Address 1:
Address 2:
City, State, Zip:
Phone:
Email:
The governmental entity identified above ("Governmental Entity"), in order to obtain and
in consideration for the benefits provided to the Governmental Entity pursuant to the Settlement
Agreement dated March 22, 2024 ("Kroger Settlement"), and acting through the undersigned
authorized official, hereby elects to participate in the Kroger Settlement, release all Released
Claims against all Released Entities, and agrees as follows.
1. The Governmental Entity is aware of and has reviewed the Kroger Settlement, understands
that all terms in this Participation and Release Form have the meanings defined therein,
and agrees that by executing this Participation and Release Form, the Governmental Entity
elects to participate in the Kroger Settlement and become a Participating Subdivision as
provided therein.
2. The Governmental Entity shall promptly, and in any event no later than 14 days after the
Reference Date and prior to the filing of the Consent Judgment, dismiss with prejudice any
Released Claims that it has filed. With respect to any Released Claims pending in In re
National Prescription Opiate Litigation, MDL No. 2804, the Governmental Entity
authorizes the Plaintiffs' Executive Committee to execute and file on behalf of the
Governmental Entity a Stipulation of Dismissal with Prejudice substantially in the form
found at https://nationalopioidsettlement.com/.
3. The Governmental Entity agrees to the terms of the Kroger Settlement pertaining to
Participating Subdivisions as defined therein.
4. By agreeing to the terms of the Kroger Settlement and becoming a Releasor, the
Governmental Entity is entitled to the benefits provided therein, including, if applicable,
monetary payments beginning after the Effective Date.
5. The Governmental Entity agrees to use any monies it receives through the Kroger
Settlement solely for the purposes provided therein.
6. The Governmental Entity submits to the jurisdiction of the court in the Governmental
Entity's state where the Consent Judgment is filed for purposes limited to that court's role
as provided in, and for resolving disputes to the extent provided in, the Kroger Settlement.
The Governmental Entity likewise agrees to arbitrate before the National Arbitration Panel
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2.4.a
as provided in, and for resolving disputes to the extent otherwise provided in, the Kroger
Settlement.
7. The Governmental Entity has the right to enforce the Kroger Settlement as provided
therein.
8. The Governmental Entity, as a Participating Subdivision, hereby becomes a Releasor for
all purposes in the Kroger Settlement, including without limitation all provisions of Section
XI (Release), and along with all departments, agencies, divisions, boards, commissions,
districts, instrumentalities of any kind and attorneys, and any person in their official
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capacity elected or appointed to serve any of the foregoing and any agency, person, or other
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entity claiming by or through any of the foregoing, and any other entity identified in the
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definition of Releasor, provides for a release to the fullest extent of its authority. As a
a
Releasor, the Governmental Entity hereby absolutely, unconditionally, and irrevocably
covenants not to bring, file, or claim, or to cause, assist or permit to be brought, filed, or
M
claimed, or to otherwise seek to establish liability for any Released Claims against any
0.
Released Entity in any forum whatsoever. The releases provided for in the Kroger
.o
Settlement are intended by the Parties to be broad and shall be interpreted so as to give the
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Released Entities the broadest possible bar against any liability relating in any way to
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Released Claims and extend to the full extent of the power of the Governmental Entity to
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release claims. The Kroger Settlement shall be a complete bar to any Released Claim.
9. The Governmental Entity hereby takes on all rights and obligations of a Participating
Subdivision as set forth in the Kroger Settlement.
10. In connection with the releases provided for in the Kroger Settlement, each Governmental
Entity expressly waives, releases, and forever discharges any and all provisions, rights, and
benefits conferred by any law of any state or territory of the United States or other
jurisdiction, or principle of common law, which is similar, comparable, or equivalent to
§ 1542 of the California Civil Code, which reads:
General Release; extent. A general release does not extend to claims that
the creditor or releasing party does not know or suspect to exist in his or her
favor at the time of executing the release that, if known by him or her would
have materially affected his or her settlement with the debtor or released
party.
A Releasor may hereafter discover facts other than or different from those which it knows,
believes, or assumes to be true with respect to the Released Claims, but each Governmental
Entity hereby expressly waives and fully, finally, and forever settles, releases and
discharges, upon the Effective Date, any and all Released Claims that may exist as of such
date but which Releasors do not know or suspect to exist, whether through ignorance,
oversight, error, negligence or through no fault whatsoever, and which, if known, would
materially affect the Governmental Entities' decision to participate in the Kroger
Settlement.
K-2
Packet Pg. 104
2.4.a
11. Nothing herein is intended to modify in any way the terms of the Kroger Settlement, to
which Governmental Entity hereby agrees. To the extent this Participation and Release
Form is interpreted differently from the Kroger Settlement in any respect, the Kroger
Settlement controls.
I have all necessary power and authorization to execute this Participation and Release Form
on behalf of the Governmental Entity.
Signature:
Name:
Title:
Date:
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WASHINGTON STATE ALLOCATION AGREEMENT GOVERNING THE
ALLOCATION OF OPIOID SETTLEMENT FUNDS PAID BY KROGER
JUNE 28, 2024
This Washington State Allocation Agreement Governing the Allocation of Opioid
Settlement Funds Paid by Kroger (the "Allocation Agreement III") governs the distribution of
funds obtained from the Kroger Co. ("Kroger") in connection with the resolution of any and all
claims by the State of Washington and the counties, cities, and towns in Washington State
("Local Governments") against Kroger via the Kroger Settlement Agreement dated March 22,
2024 ("Settlement"). The Settlement can be accessed at https://nationalopioidsettlement.com/.
The terms and definitions of the Settlement are incorporated into this Allocation Agreement III,
and any undefined terms in this Allocation Agreement III are as defined in the Settlement.
This Allocation Agreement III is intended to be a State -Subdivision Agreement as
defined in the Settlement. This Allocation Agreement III shall be interpreted to be
consistent with the requirements of a State -Subdivision Agreement in the
Settlement.
2. This Allocation Agreement III shall become effective only if all of the following
occur:
A. The State of Washington joins the Settlement and becomes a Settling State
as provided for in the Settlement.
B. The Settlement becomes final and effective and a Consent Judgment is
filed and approved as provided for in the Settlement.
C. The number of Local Governments that execute and return this Allocation
Agreement III satisfies the participation requirements for a State -
Subdivision Agreement as specified in the Settlement.
Requirements to become a ParticipatingLocal Government. To become a
Participating Local Government that can participate in this Allocation Agreement
III, a Local Government must do all of the following:
A. The Local Government must execute and return this Allocation
Agreement III.
B. The Local Government must release its claims against Kroger identified in
the Settlement and agree to be bound by the terms of the Settlement by
timely executing and returning the Participation Form, which is Exhibit K
of the Settlement.
C. Litigating Subdivisions, also referred to as Litigating Local Governments,
must dismiss Kroger with prejudice from their lawsuits.
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2.4.b
D. Each of the Local Governments that is eligible to participate in this
Allocation Agreement III has previously executed and signed the One
Washington Memorandum of Understanding Between Washington
Municipalities ("MOU") agreed to by the Participating Local
Governments in Washington State, which is attached hereto as Exhibit 1.
By executing this Allocation Agreement III, the local government agrees
and affirms that the MOU applies to and shall govern the Local
Government Share as modified by this Allocation Agreement III for the
Settlement.
A Local Government that meets all of the conditions in this paragraph shall be
deemed a "Participating Local Government."
4. This Allocation Agreement III applies to the State of Washington's allocation of
the (1) Adjusted State Remediation Payment and (2) Additional Remediation
Amount, which collectively shall be referred to as the "Washington Abatement
Amount." As specified in the Settlement, the Washington Abatement Amount will
vary dependent on the percentage of Participating Local Governments and
whether there are any Later Litigating Subdivisions.
This Allocation Agreement III does not apply to the State Cost Fund, State AG
Fees and Costs, or any attorneys' fees, fees, costs, or expenses referred to in the
Settlement or that are paid directly or indirectly via the Settlement to the State of
Washington ("State's Fees and Costs").
6. This Allocation Agreement III and the MOU are a State Back -Stop Agreement.
Kroger is paying a portion of the Local Governments' attorneys' fees and costs as
provided for in the Settlement. The total contingent fees an attorney receives from
the Contingency Fee Fund in the Settlement, the MOU, and this Allocation
Agreement III combined cannot exceed 15% of the portion of the LG Share paid
to the Litigating Local Government that retained that firm to litigate against the
Settling Entities (i.e., if City X filed suit with outside counsel on a contingency
fee contract and City X receives $1,000,000 from the Settlement, then the
maximum that the firm can receive is $150,000 for fees as to the Kroger
Settlement.)
7. No portion of the State's Fees and Costs and/or the State Share as defined in
Paragraphs 5 and 9 of this Allocation Agreement III shall be used to fund the
Government Fee Fund ("GFF") referred to in Paragraph 11 of this Allocation
Agreement III and Section D of the MOU, or in any other way to fund any
Participating Local Government's attorneys' fees, costs, or common benefit tax.
8. The Washington Abatement Amount shall and must be used by the State and
Participating Local Governments for future Opioid Remediation as defined in the
Settlement, except as allowed by the Settlement.
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2.4.b
10.
11.
The State and the Participating Local Governments agree to divide the
Washington Abatement Amount as follows:
A. Fifty percent (50%) to the State of Washington ("State Share").
B. Fifty percent (50%) to the Participating Local Governments ("LG Share")
The LG Share shall be distributed to Participating Local Governments pursuant to
the MOU as amended and modified in this Allocation Agreement III.
For purposes of this Allocation Agreement III only, the MOU is modified as
follows and any contrary provisions in the MOU are struck:
A. Exhibit A of the MOU is replaced by Exhibit E of the Settlement.
B. The definition of "Litigating Local Governments" in Section A.4 of the
MOU shall mean Litigating Subdivisions as defined in the Settlement and
shall also include any local government that notified Judge Polster in Case
No. 1:17-and-02804-DAP of its intent to sue Kroger in 2023 after the
release of updated ARCOS data.
C. The definition of "National Settlement Agreement" in Section A.6 of the
MOU shall mean the Settlement.
D. The definition of "Settlement" in Section A.14 of the MOU shall mean the
Settlement.
E. The MOU is amended to add new Section C.4.g.vIII, which provides as
follows:
"If a Participating Local Government receiving a direct payment
(a) uses Opioid Funds other than as provided for in the Settlement,
(b) does not comply with conditions for receiving direct payments
under the MOU, or (c) does not promptly submit necessary
reporting and compliance information to its Regional Opioid
Abatement Counsel ("Regional OAC") as defined at Section C.4.h
of the MOU, then the Regional OAC may suspend direct payments
to the Participating Local Government after notice, an opportunity
to cure, and sufficient due process. If direct payments to
Participating Local Government are suspended, the payments shall
be treated as if the Participating Local Government is foregoing
their allocation of Opioid Funds pursuant to Section C.4.d and
C.4.j.IIIi of the MOU. In the event of a suspension, the Regional
OAC shall give prompt notice to the suspended Participating Local
Government and the Settlement Fund Administrator specifying the
reasons for the suspension, the process for reinstatement, the
factors that will be considered for reinstatement, and the due
process that will be provided. A suspended Participating Local
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2.4.b
Government may apply to the Regional OAC to be reinstated for
direct payments no earlier than five years after the date of
suspension."
F. The amounts payable to each law firm representing a Litigating Local
Government from the GFF shall be consistent with the MOU and the
process set forth in the Order Appointing the Fee Panel to Allocate and
Disburse Attorney's Fees Provided for in State Back -Stop Agreements,
Case No. 1:17-and-02804-DAP Doc #: 4543 (June 17, 2022). All
amounts that the City of Seattle has contributed to the GFF shall be
returned to the City of Seattle by the Settlement Administrator rather than
paid to Hagens Berman Sobol Shapiro LLP.
G. The GFF set forth in the MOU shall be funded by the LG Share of the
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Washington Abatement Amount only. To the extent the common benefit
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tax is not already payable by the Settling Entities as contemplated by
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Section D.8 of the MOU, the GFF shall be used to pay Litigating Local
Government contingency fee agreements and any common benefit tax
referred to in Section D of the MOU, which shall be paid on a pro rata
basis to eligible law firms as determined by the GFF Administrator.
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H. To fund the GFF, fifteen percent (15%) of the LG Share shall be deposited
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in the GFF from each LG Share settlement payment until the Litigating
Subdivisions' contingency fee agreements and common benefit tax (if,
any) referred to in Section D of the MOU are satisfied. Under no
circumstances will any Primary Subdivision or Litigating Local
Government be required to contribute to the GFF more than 15% of the
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portion of the LG Share allocated to such Primary Subdivision or
Litigating Local Government. In addition, under no circumstances will °
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any portion of the LG Share allocated to a Litigating Local Government be c
used to pay the contingency fees or litigation expenses of counsel for some a
other Litigating Local Government. c
The maximum amount of any Litigating Local Government contingency
fee agreement (from the Contingency Fee Fund of the Settlement) payable
to a law firm permitted for compensation shall be fifteen percent (15%) of
the portion of the LG Share paid to the Litigating Local Government that
retained that firm (i.e., if City X filed suit with outside counsel on a
contingency fee contract and City X receives $1,000,000 from the
Settlement, then the maximum that the firm can receive is $150,000 for
fees.) The firms also shall be paid documented expenses due under their
contingency fee agreements that have been paid by the law firm
attributable to that Litigating Local Government. Consistent with
Agreement on Attorneys' Fees, Costs, and Expenses, which is Exhibit R
of the Settlement, amounts due to Participating Litigating Subdivisions'
attorneys under this Allocation Agreement III shall not impact (i) costs
paid by the subdivisions to their attorneys pursuant to a State Back -Stop
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2.4.b
agreement, (ii) fees paid to subdivision attorneys from the Common
Benefit Fund for common benefit work performed by the attorneys
pursuant to Exhibit R of the Settlement, or (iii) costs paid to subdivision
attorneys from the MDL Expense Fund for expenses incurred by the
attorneys pursuant to the Settlement.
J. Under no circumstances may counsel receive more for its work on behalf
of a Litigating Local Government than it would under its contingency
agreement with that Litigating Local Government. To the extent a law
firm was retained by a Litigating Local Government on a contingency fee
agreement that provides for compensation at a rate that is less than fifteen
percent (15%) of that Litigating Local Government's recovery, the
maximum amount payable to that law firm referred to in Section D.3 of
the MOU shall be the percentage set forth in that contingency fee
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agreement.
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K. For the avoidance of doubt, both payments from the GFF and the payment
to the Participating Litigating Local Governments' attorneys from the
Contingency Fee Fund in the Settlement shall be included when
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calculating whether the aforementioned fifteen percent (15%) maximum
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percentage (or less if the provisions of Paragraph 10.J of this Allocation
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Agreement III apply) of any Litigating Local Government contingency fee
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agreement referred to above has been met.
L. To the extent there are any excess funds in the GFF, the Settlement
Administrator shall facilitate the return of those funds to the Participating
Local Governments as provided for in Section D.6 of the MOU.
12. In connection with the execution and administration of this Allocation Agreement
III, the State and the Participating Local Governments agree to abide by the
Public Records Act, RCW 42.56 et seq.
13. All Participating Local Governments, Regional OACs, and the State shall
maintain all non -transitory records related to this Allocation Agreement III as
well as the receipt and expenditure of the funds from the Settlement for no less
than five (5) years.
14. If any party to this Allocation Agreement III believes that a Participating Local
Government, Regional OAC, the State, an entity, or individual involved in the
receipt, distribution, or administration of the funds from the Settlement has
violated any applicable ethics codes or rules, a complaint shall be lodged with the
appropriate forum for handling such matters, with a copy of the complaint
promptly sent to the Washington Attorney General, Complex Litigation Division,
Division Chief, 800 Fifth Avenue, Suite 2000, Seattle, Washington 98104.
15. To the extent (i) a region utilizes a pre-existing regional body to establish its
Opioid Abatement Council pursuant to the Section 4.h of the MOU, and (III) that
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2.4.b
pre-existing regional body is subject to the requirements of the Community
Behavioral Health Services Act, RCW 71.24 et seq., the State and the
Participating Local Governments agree that the Opioid Funds paid by Kroger is
subject to the requirements of the MOU and this Allocation Agreement III.
16. Upon request by Kroger, the Participating Local Governments must comply with
the Tax Cooperation and Reporting provisions of the Settlement.
17. Venue for any legal action related to this Allocation Agreement III (separate and
apart from the MOU or the Settlement) shall be in King County, Washington.
18. Each party represents that all procedures necessary to authorize such party's
execution of this Allocation Agreement III have been performed and that such
person signing for such party has been authorized to execute this Allocation
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FOR THE STATE OF WASHINGTON:
ROBERT W. FERGUSON
Attorney General
Date:
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2.4.b
FOR THE PARTICIPATING LOCAL GOVERNMENT:
Name of Participating Local Government:
Authorized signature:
Name:
Title:
Date:
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2.4.b
EXHIBIT I
One Washington Memorandum of Understanding Between Washington Municipalities
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2.4.b
ONE WASHINGTON MEMORANDUM OF UNDERSTANDING BETWEEN
WASHINGTON MUNICIPALITIES
Whereas, the people of the State of Washington and its communities have been harmed by
entities within the Pharmaceutical Supply Chain who manufacture, distribute, and dispense
prescription opioids;
Whereas, certain Local Governments, through their elected representatives and counsel,
are engaged in litigation seeking to hold these entities within the Pharmaceutical Supply Chain of
prescription opioids accountable for the damage they have caused to the Local Governments;
Whereas, Local Governments and elected officials share a common desire to abate and
alleviate the impacts of harms caused by these entities within the Pharmaceutical Supply Chain
throughout the State of Washington, and strive to ensure that principals of equity and equitable
service delivery are factors considered in the allocation and use of Opioid Funds; and
Whereas, certain Local Governments engaged in litigation and the other cities and counties
in Washington desire to agree on a form of allocation for Opioid Funds they receive from entities
within the Pharmaceutical Supply Chain.
Now therefore, the Local Governments enter into this Memorandum of Understanding
("MOU") relating to the allocation and use of the proceeds of Settlements described.
A. Definitions
As used in this MOU:
1. "Allocation Regions" are the same geographic areas as the existing
nine (9) Washington State Accountable Community of Health (ACH) Regions
and have the purpose described in Section C below.
2. "Approved Purpose(s)" shall mean the strategies specified and set
forth in the Opioid Abatement Strategies attached as Exhibit A.
3. "Effective Date" shall mean the date on which a court of
competent jurisdiction enters the first Settlement by order or consent decree. The
Parties anticipate that more than one Settlement will be administered according to
the terms of this MOU, but that the first entered Settlement will trigger allocation
of Opioid Funds in accordance with Section B herein, and the formation of the
Opioid Abatement Councils in Section C.
4. "Litigating Local Government(s)" shall mean Local Governments
that filed suit against any Pharmaceutical Supply Chain Participant pertaining to
the Opioid epidemic prior to September 1, 2020.
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2.4.b
5. "Local Government(s)" shall mean all counties, cities, and towns
within the geographic boundaries of the State of Washington.
6. "National Settlement Agreements" means the national opioid
settlement agreements dated July 21, 2021 involving Johnson & Johnson, and
distributors AmerisourceBergen, Cardinal Health and McKesson as well as their
subsidiaries, affiliates, officers, and directors named in the National Settlement
Agreements, including all amendments thereto.
7. "Opioid Funds" shall mean monetary amounts obtained through a
Settlement as defined in this MOU.
8. "Opioid Abatement Council" shall have the meaning described in
Section C below.
9. "Participating Local Government(s)" shall mean all counties,
cities, and towns within the geographic boundaries of the State that have chosen
to sign on to this MOU. The Participating Local Governments may be referred to
separately in this MOU as "Participating Counties" and "Participating Cities and
Towns" (or "Participating Cities or Towns," as appropriate) or "Parties."
10. "Pharmaceutical Supply Chain" shall mean the process and
channels through which controlled substances are manufactured, marketed,
promoted, distributed, and/or dispensed, including prescription opioids.
11. "Pharmaceutical Supply Chain Participant" shall mean any entity
that engages in or has engaged in the manufacture, marketing, promotion,
distribution, and/or dispensing of a prescription opioid, including any entity that
has assisted in any of the above.
12. "Qualified Settlement Fund Account," or "QSF Account," shall
mean an account set up as a qualified settlement fund, 468b fund, as authorized by
Treasury Regulations 1.46813-1(c) (26 CFR §1.468B-1).
13. "Regional Agreements" shall mean the understanding reached by
the Participating Local Counties and Cities within an Allocation Region
governing the allocation, management, distribution of Opioid Funds within that
Allocation Region.
14. "Settlement" shall mean the future negotiated resolution of legal or
equitable claims against a Pharmaceutical Supply Chain Participant when that
resolution has been jointly entered into by the Participating Local
Governments. "Settlement" expressly does not include a plan of reorganization
confirmed under Title 11 of the United States Code, irrespective of the extent to
which Participating Local Governments vote in favor of or otherwise support such
plan of reorganization.
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2.4.b
15. "Trustee" shall mean an independent trustee who shall be
responsible for the ministerial task of releasing Opioid Funds from a QSF account
to Participating Local Governments as authorized herein and accounting for all
payments into or out of the trust.
16. The "Washington State Accountable Communities of Health" or
"ACH" shall mean the nine (9) regions described in Section C below.
B. Allocation of Settlement Proceeds for Approved Purposes
1. All Opioid Funds shall be held in a QSF and distributed by the
Trustee, for the benefit of the Participating Local Governments, only in a manner
consistent with this MOU. Distribution of Opioid Funds will be subject to the
mechanisms for auditing and reporting set forth below to provide public
accountability and transparency.
2. All Opioid Funds, regardless of allocation, shall be utilized
pursuant to Approved Purposes as defined herein and set forth in Exhibit A.
Compliance with this requirement shall be verified through reporting, as set out in
this MOU.
3. The division of Opioid Funds shall first be allocated to
Participating Counties based on the methodology utilized for the Negotiation
Class in In Re: National Prescription Opiate Litigation, United States District
Court for the Northern District of Ohio, Case No. 1:17-and-02804-DAP. The
allocation model uses three equally weighted factors: (1) the amount of opioids
shipped to the county; (2) the number of opioid deaths that occurred in that
county; and (3) the number of people who suffer opioid use disorder in that
county. The allocation percentages that result from application of this
methodology are set forth in the "County Total" line item in Exhibit B. In the
event any county does not participate in this MOU, that county's percentage share
shall be reallocated proportionally amongst the Participating Counties by applying
this same methodology to only the Participating Counties.
4. Allocation and distribution of Opioid Funds within each
Participating County will be based on regional agreements as described in
Section C.
C. Regional Agreements
1. For the purpose of this MOU, the regional structure for decision -
making related to opioid fund allocation will be based upon the nine (9) pre-
defined Washington State Accountable Community of Health Regions (Allocation
Regions). Reference to these pre -defined regions is solely for the purpose of
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2.4.b
drawing geographic boundaries to facilitate regional agreements for use of Opioid
Funds. The Allocation Regions are as follows:
• King County (Single County Region)
• Pierce County (Single County Region)
• Olympic Community of Health Region (Clallam, Jefferson, and Kitsap
Counties)
• Cascade Pacific Action Alliance Region (Cowlitz, Grays Harbor, Lewis,
Mason, Pacific, Thurston, and Wahkiakum Counties)
• North Sound Region (Island, San Juan, Skagit, Snohomish, and Whatcom
Counties)
• SouthWest Region (Clark, Klickitat, and Skamania Counties)
• Greater Columbia Region (Asotin, Benton, Columbia, Franklin, Garfield,
Kittitas, Walla Walla, Whitman, and Yakima Counties)
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• Spokane Region (Adams, Ferry, Lincoln, Pend Oreille, Spokane, and
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Stevens Counties)
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• North Central Region (Chelan, Douglas, Grant, and Okanogan Counties)
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2. Opioid Funds will be allocated, distributed and managed within
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each Allocation Region, as determined by its Regional Agreement as set forth
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below. If an Allocation Region does not have a Regional Agreement enumerated
in this MOU, and does not subsequently adopt a Regional Agreement per Section
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C.5, the default mechanism for allocation, distribution and management of Opioid
Funds described in Section CA.a will apply. Each Allocation Region must have
an OAC whose composition and responsibilities shall be defined by Regional
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Agreement or as set forth in Section C.4.
King County's Regional Agreement is reflected in Exhibit C to this
MOU.
4. All other Allocation Regions that have not specified a Regional
Agreement for allocating, distributing and managing Opioid Funds, will apply
the following default methodology:
a. Opioid Funds shall be allocated within each Allocation Region by
taking the allocation for a Participating County from Exhibit B and
apportioning those funds between that Participating County and its
Participating Cities and Towns. Exhibit B also sets forth the allocation to
the Participating Counties and the Participating Cities or Towns within the
Counties based on a default allocation formula. As set forth above in
Section B.3, to determine the allocation to a county, this formula utilizes:
(1) the amount of opioids shipped to the county; (2) the number of opioid
deaths that occurred in that county; and (3) the number of people who
suffer opioid use disorder in that county. To determine the allocation
within a county, the formula utilizes historical federal data showing how
the specific Counties and the Cities and Towns within the Counties have
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2.4.b
made opioids epidemic -related expenditures in the past. This is the same
methodology used in the National Settlement Agreements for county and
intra-county allocations. A Participating County, and the Cities and Towns
within it may enter into a separate intra-county allocation agreement to
modify how the Opioid Funds are allocated amongst themselves, provided
the modification is in writing and agreed to by all Participating Local
Governments in the County. Such an agreement shall not modify any of
the other terms or requirements of this MOU.
b. 10% of the Opioid Funds received by the Region will be reserved,
on an annual basis, for administrative costs related to the OAC. The OAC
will provide an annual accounting for actual costs and any reserved funds
that exceed actual costs will be reallocated to Participating Local
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C. Cities and towns with a population of less than 10,000 shall be o
excluded from the allocation, with the exception of cities and towns that a
are Litigating Participating Local Governments. The portion of the Opioid .2
Funds that would have been allocated to a city or town with a population a
of less than 10,000 that is not a Litigating Participating Local Government
shall be redistributed to Participating Counties in the manner directed
in C.4.a above. o
d. Each Participating County, City, or Town may elect to have its
share re -allocated to the OAC in which it is located. The OAC will then
utilize this share for the benefit of Participating Local Governments within
that Allocation Region, consistent with the Approved Purposes set forth in
Exhibit A. A Participating Local Government's election to forego its
allocation of Opioid Funds shall apply to all future allocations unless the
Participating Local Government notifies its respective OAC otherwise. If a
Participating Local Government elects to forego its allocation of the
Opioid Funds, the Participating Local Government shall be excused from
the reporting requirements set forth in this Agreement.
e. Participating Local Governments that receive a direct
payment maintain full discretion over the use and distribution of their
allocation of Opioid Funds, provided the Opioid Funds are used solely for
Approved Purposes. Reasonable administrative costs for a Participating
Local Government to administer its allocation of Opioid Funds shall not
exceed actual costs or 10% of the Participating Local Government's
allocation of Opioid Funds, whichever is less.
f. A Local Government that chooses not to become a Participating
Local Government will not receive a direct allocation of Opioid Funds.
The portion of the Opioid Funds that would have been allocated to a Local
Government that is not a Participating Local Government shall be
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2.4.b
redistributed to Participating Counties in the manner directed
in C.4.a above.
g. As a condition of receiving a direct payment, each Participating
Local Government that receives a direct payment agrees to undertake the
following actions:
i. Developing a methodology for obtaining proposals for use
of Opioid Funds.
ii. Ensuring there is opportunity for community -based input
on priorities for Opioid Fund programs and services.
iii. Receiving and reviewing proposals for use of Opioid Funds
for Approved Purposes.
iv. Approving or denying proposals for use of Opioid
Funds for Approved Purposes.
V. Receiving funds from the Trustee for approved proposals
and distributing the Opioid Funds to the recipient.
vi. Reporting to the OAC and making publicly available all
decisions on Opioid Fund allocation applications,
distributions and expenditures.
h. Prior to any distribution of Opioid Funds within the Allocation
Region, The Participating Local Governments must establish an Opioid
Abatement Council (OAC) to oversee Opioid Fund allocation,
distribution, expenditures and dispute resolution. The OAC may be a
preexisting regional body or may be a new body created for purposes of
executing the obligations of this MOU.
i. The OAC for each Allocation Region shall be composed of
representation from both Participating Counties and Participating Towns
or Cities within the Region. The method of selecting members, and the
terms for which they will serve will be determined by the Allocation
Region's Participating Local Governments. All persons who serve on the
OAC must have work or educational experience pertaining to one or more
Approved Uses.
j. The Regional OAC will be responsible for the following actions:
i. Overseeing distribution of Opioid Funds from Participating
Local Governments to programs and services within the
Allocation Region for Approved Purposes.
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2.4.b
ii. Annual review of expenditure reports from
Participating Local Jurisdictions within the Allocation
Region for compliance with Approved Purposes and the
terms of this MOU and any Settlement.
iii. In the case where Participating Local Governments chose
to forego their allocation of Opioid Funds:
(i) Approving or denying proposals by Participating Local
Governments or community groups to the OAC for use of
Opioid Funds within the Allocation Region.
(ii) Directing the Trustee to distribute Opioid Funds for use
by Participating Local Governments or community groups
whose proposals are approved by the OAC.
(iii) Administrating and maintaining records of all OAC
decisions and distributions of Opioid Funds.
iv. Reporting and making publicly available all decisions on
Opioid Fund allocation applications, distributions and
expenditures by the OAC or directly by Participating Local
Governments.
V. Developing and maintaining a centralized public dashboard
or other repository for the publication of expenditure data
from any Participating Local Government that receives
Opioid Funds, and for expenditures by the OAC in that
Allocation Region, which it shall update at least annually.
vi. If necessary, requiring and collecting additional outcome -
related data from Participating Local Governments to
evaluate the use of Opioid Funds, and all Participating
Local Governments shall comply with such requirements.
vii. Hearing complaints by Participating Local Governments
within the Allocation Region regarding alleged failure to
(1) use Opioid Funds for Approved Purposes or (2) comply
with reporting requirements.
5. Participating Local Governments may agree and elect to share,
pool, or collaborate with their respective allocation of Opioid Funds in any
manner they choose by adopting a Regional Agreement, so long as such
sharing, pooling, or collaboration is used for Approved Purposes and
complies with the terms of this MOU and any Settlement.
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2.4.b
6. Nothing in this MOU should alter or change any Participating
Local Government's rights to pursue its own claim. Rather, the intent of
this MOU is to join all parties who wish to be Participating Local
Governments to agree upon an allocation formula for any Opioid Funds
from any future binding Settlement with one or more Pharmaceutical
Supply Chain Participants for all Local Governments in the State of
Washington.
7. If any Participating Local Government disputes the amount it
receives from its allocation of Opioid Funds, the Participating Local
Government shall alert its respective OAC within sixty (60) days of
discovering the information underlying the dispute. Failure to alert its
OAC within this time frame shall not constitute a waiver of the
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deficiency in its allocation of Opioid Funds. U.
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8. If any OAC concludes that a Participating Local Government's a
expenditure of its allocation of Opioid Funds did not comply with the .2
Approved Purposes listed in Exhibit A, or the terms of this MOU, or that a
the Participating Local Government otherwise misused its allocation of
Opioid Funds, the OAC may take remedial action against the alleged
offending Participating Local Government. Such remedial action is left to 0
the discretion of the OAC and may include withholding future Opioid
Funds owed to the offending Participating Local Government or requiring
the offending Participating Local Government to reimburse improperly E
expended Opioid Funds back to the OAC to be re -allocated to the L
remaining Participating Local Governments within that Region. Q
9. All Participating Local Governments and OAC shall maintain all
records related to the receipt and expenditure of Opioid Funds for no less
than five (5) years and shall make such records available for review by
any other Participating Local Government or OAC, or the public. Records
requested by the public shall be produced in accordance with
Washington's Public Records Act RCW 42.56.001 et seq. Records
requested by another Participating Local Government or an OAC shall be
produced within twenty-one (21) days of the date the record request was
received. This requirement does not supplant any Participating Local
Government or OAC's obligations under Washington's Public Records
Act RCW 42.56.001 et seq.
D. Payment of Counsel and Litigation Expenses
1. The Litigating Local Governments have incurred attorneys' fees
and litigation expenses relating to their prosecution of claims against the
Pharmaceutical Supply Chain Participants, and this prosecution has inured to the
benefit of all Participating Local Governments. Accordingly, a Washington
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2.4.b
Government Fee Fund ("GFF") shall be established that ensures that all Parties
that receive Opioid Funds contribute to the payment of fees and expenses incurred
to prosecute the claims against the Pharmaceutical Supply Chain Participants,
regardless of whether they are litigating or non -litigating entities.
2. The amount of the GFF shall be based as follows: the funds to be
deposited in the GFF shall be equal to 15% of the total cash value of the Opioid
Funds.
3. The maximum percentage of any contingency fee agreement
permitted for compensation shall be 15% of the portion of the Opioid Funds
allocated to the Litigating Local Government that is a party to the contingency fee
agreement, plus expenses attributable to that Litigating Local Government. Under
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4. Payments from the GFF shall be overseen by a committee (the .2
"Opioid Fee and Expense Committee") consisting of one representative of the a
following law firms: (a) Keller Rohrback L.LP.; (b) Hagens Berman Sobol
Shapiro LLP; (c) Goldfarb & Huck Roth Rioj as, PLLC; and (d) Napoli Shkolnik 2
PLLC. The role of the Opioid Fee and Expense Committee shall be limited to 0
ensuring that the GFF is administered in accordance with this Section.
5. In the event that settling Pharmaceutical Supply Chain Participants
do not pay the fees and expenses of the Participating Local Governments directly
at the time settlement is achieved, payments to counsel for Participating Local
Governments shall be made from the GFF over not more than three years, with
50% paid within 12 months of the date of Settlement and 25% paid in each
subsequent year, or at the time the total Settlement amount is paid to the Trustee
by the Defendants, whichever is sooner.
6. Any funds remaining in the GFF in excess of. (i) the amounts
needed to cover Litigating Local Governments' private counsel's representation
agreements, and (ii) the amounts needed to cover the common benefit tax
discussed in Section C.8 below (if not paid directly by the Defendants in
connection with future settlement(s), shall revert to the Participating Local
Governments pro rata according to the percentages set forth in Exhibits B, to be
used for Approved Purposes as set forth herein and in Exhibit A.
7. In the event that funds in the GFF are not sufficient to pay all fees
and expenses owed under this Section, payments to counsel for all Litigating
Local Governments shall be reduced on a pro rata basis. The Litigating Local
Governments will not be responsible for any of these reduced amounts.
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2.4.b
8. The Parties anticipate that any Opioid Funds they receive will be
subject to a common benefit "tax" imposed by the court in In Re: National
Prescription Opiate Litigation, United States District Court for the Northern
District of Ohio, Case No. 1:17-and-02804-DAP ("Common Benefit Tax"). If this
occurs, the Participating Local Governments shall first seek to have the settling
defendants pay the Common Benefit Tax. If the settling defendants do not agree
to pay the Common Benefit Tax, then the Common Benefit Tax shall be paid
from the Opioid Funds and by both litigating and non -litigating Local
Governments. This payment shall occur prior to allocation and distribution of
funds to the Participating Local Governments. In the event that GFF is not fully
exhausted to pay the Litigating Local Governments' private counsel's
representation agreements, excess funds in the GFF shall be applied to pay the
Common Benefit Tax (if any).
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1. If any Participating Local Government believes another
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Councils, violated the terms of this MOU, the alleging Participating Local
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Government may seek to enforce the terms of this MOU in the court in which any
applicable Settlement(s) was entered, provided the alleging Participating Local
Government first provides the alleged offending Participating Local Government
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notice of the alleged violation(s) and a reasonable opportunity to cure the alleged
violation(s). In such an enforcement action, any alleging Participating Local
Government or alleged offending Participating Local Government may be
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represented by their respective public entity in accordance with Washington law.
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2. Nothing in this MOU shall be interpreted to waive the right of any
Participating Local Government to seek judicial relief for conduct occurring
outside the scope of this MOU that violates any Washington law. In such an
action, the alleged offending Participating Local Government, including the
Regional Abatement Advisory Councils, may be represented by their respective
public entities in accordance with Washington law. In the event of a conflict, any
Participating Local Government, including the Regional Abatement Advisory
Councils and its Members, may seek outside representation to defend itself
against such an action.
3. Venue for any legal action related to this MOU shall be in the
court in which the Participating Local Government is located or in accordance
with the court rules on venue in that jurisdiction. This provision is not intended to
expand the court rules on venue.
4. This MOU may be executed in two or more counterparts, each of
which shall be deemed an original, but all of which shall constitute one and the
same instrument. The Participating Local Governments approve the use of
electronic signatures for execution of this MOU. All use of electronic signatures
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shall be governed by the Uniform Electronic Transactions Act. The Parties agree
not to deny the legal effect or enforceability of the MOU solely because it is in
electronic form or because an electronic record was used in its formation. The
Participating Local Government agree not to object to the admissibility of the
MOU in the form of an electronic record, or a paper copy of an electronic
document, 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.
5. Each Participating Local Government represents that all
procedures necessary to authorize such Participating Local Government's
execution of this MOU have been performed and that the person signing for such
Parry has been authorized to execute the MOU.
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2.4.b
This One Washington Memorandum of Understanding Between Washington
Municipalities is signed this day of , 2022 by:
Name & Title
On behalf of
4894-0031-1574, v. 2
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2.4.b
EXHIBIT A
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2.4.b
OPIOID ABATEMENT STRATEGIES
PART ONE: TREATMENT
A. TREAT OPIOID USE DISORDER (OUD
Support treatment of Opioid Use Disorder (OUD) and any co-occurring Substance Use
Disorder or Mental Health (SUD/MH) conditions, co -usage, and/or co -addiction through
evidence -based, evidence -informed, or promising programs or strategies that may include,
but are not limited to, the following:
1. Expand availability of treatment for OUD and any co-occurring SUD/MH conditions,
co -usage, and/or co -addiction, including all forms of Medication -Assisted Treatment
(MAT) approved by the U.S. Food and Drug Administration.
2. Support and reimburse services that include the full American Society of Addiction
Medicine (ASAM) continuum of care for OUD and any co-occurring SUD/MH
conditions, co -usage, and/or co -addiction, including but not limited to:
a. Medication -Assisted Treatment (MAT);
b. Abstinence -based treatment;
c. Treatment, recovery, or other services provided by states, subdivisions,
community health centers; non -for -profit providers; or for -profit providers;
d. Treatment by providers that focus on OUD treatment as well as treatment by
providers that offer OUD treatment along with treatment for other SUD/MH
conditions, co -usage, and/or co -addiction; or
e. Evidence -informed residential services programs, as noted below.
3. Expand telehealth to increase access to treatment for OUD and any co-occurring
SUD/MH conditions, co -usage, and/or co -addiction, including MAT, as well as
counseling, psychiatric support, and other treatment and recovery support services.
4. Improve oversight of Opioid Treatment Programs (OTPs) to assure evidence -based,
evidence -informed, or promising practices such as adequate methadone dosing.
5. Support mobile intervention, treatment, and recovery services, offered by qualified
professionals and service providers, such as peer recovery coaches, for persons with
OUD and any co-occurring SUD/MH conditions, co -usage, and/or co -addiction and
for persons who have experienced an opioid overdose.
6. Support treatment of mental health trauma resulting from the traumatic experiences of
the opioid user (e.g., violence, sexual assault, human trafficking, or adverse childhood
experiences) and family members (e.g., surviving family members after an overdose
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2.4.b
or overdose fatality), and training of health care personnel to identify and address such
trauma.
7. Support detoxification (detox) and withdrawal management services for persons with
OUD and any co-occurring SUD/MH conditions, co -usage, and/or co -addiction,
including medical detox, referral to treatment, or connections to other services or
supports.
8. Support training on MAT for health care providers, students, or other supporting
professionals, such as peer recovery coaches or recovery outreach specialists,
including telementoring to assist community -based providers in rural or underserved
areas.
9. Support workforce development for addiction professionals who work with persons
with OUD and any co-occurring SUD/MH conditions, co -usage, and/or co -addiction.
10. Provide fellowships for addiction medicine specialists for direct patient care,
instructors, and clinical research for treatments.
11. Provide funding and training for clinicians to obtain a waiver under the federal Drug
Addiction Treatment Act of 2000 (DATA 2000) to prescribe MAT for OUD, and
provide technical assistance and professional support to clinicians who have obtained
a DATA 2000 waiver.
12. Support the dissemination of web -based training curricula, such as the American
Academy of Addiction Psychiatry's Provider Clinical Support Service-Opioids web -
based training curriculum and motivational interviewing.
13. Support the development and dissemination of new curricula, such as the American
Academy of Addiction Psychiatry's Provider Clinical Support Service for
Medication -Assisted Treatment.
B. SUPPORT PEOPLE IN TREATMENT AND RECOVERY
Support people in treatment for and recovery from OUD and any co-occurring SUD/MH
conditions, co -usage, and/or co -addiction through evidence -based, evidence -informed, or
promising programs or strategies that may include, but are not limited to, the following:
1. Provide the full continuum of care of recovery services for OUD and any co-occurring
SUD/MH conditions, co -usage, and/or co -addiction, including supportive housing,
residential treatment, medical detox services, peer support services and counseling,
community navigators, case management, and connections to community -based
services.
2. Provide counseling, peer -support, recovery case management and residential
treatment with access to medications for those who need it to persons with OUD and
any co-occurring SUD/MH conditions, co -usage, and/or co -addiction.
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3. Provide access to housing for people with OUD and any co-occurring SUD/MH
conditions, co -usage, and/or co -addiction, including supportive housing, recovery
housing, housing assistance programs, or training for housing providers.
4. Provide community support services, including social and legal services, to assist in
deinstitutionalizing persons with OUD and any co-occurring SUD/MH conditions, co -
usage, and/or co -addiction.
5. Support or expand peer -recovery centers, which may include support groups, social
events, computer access, or other services for persons with OUD and any co-occurring
SUD/MH conditions, co -usage, and/or co -addiction.
6. Provide employment training or educational services for persons in treatment for or
recovery from OUD and any co-occurring SUD/MH conditions, co -usage, and/or co -
addiction.
7. Identify successful recovery programs such as physician, pilot, and college recovery
programs, and provide support and technical assistance to increase the number and
capacity of high -quality programs to help those in recovery.
8. Engage non -profits, faith -based communities, and community coalitions to support
people in treatment and recovery and to support family members in their efforts to
manage the opioid user in the family.
9. Provide training and development of procedures for government staff to appropriately
interact and provide social and other services to current and recovering opioid users,
including reducing stigma.
10. Support stigma reduction efforts regarding treatment and support for persons with
OUD, including reducing the stigma on effective treatment.
C. CONNECT PEOPLE WHO NEED HELP TO THE HELP THEY NEED
(CONNECTIONS TO CARE)
Provide connections to care for people who have — or are at risk of developing — OUD and
any co-occurring SUD/MH conditions, co -usage, and/or co -addiction through evidence -
based, evidence -informed, or promising programs or strategies that may include, but are not
limited to, the following:
1. Ensure that health care providers are screening for OUD and other risk factors and
know how to appropriately counsel and treat (or refer if necessary) a patient for OUD
treatment.
2. Support Screening, Brief Intervention and Referral to Treatment (SBIRT) programs to
reduce the transition from use to disorders.
3. Provide training and long-term implementation of SBIRT in key systems (health,
schools, colleges, criminal justice, and probation), with a focus on youth and young
adults when transition from misuse to opioid disorder is common.
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4. Purchase automated versions of SBIRT and support ongoing costs of the technology.
5. Support training for emergency room personnel treating opioid overdose patients on
post -discharge planning, including community referrals for MAT, recovery case
management or support services.
6. Support hospital programs that transition persons with OUD and any co-occurring
SUD/MH conditions, co -usage, and/or co -addiction, or persons who have experienced
an opioid overdose, into community treatment or recovery services through a bridge
clinic or similar approach.
7. Support crisis stabilization centers that serve as an alternative to hospital emergency
departments for persons with OUD and any co-occurring SUD/MH conditions, co -
usage, and/or co -addiction or persons that have experienced an opioid overdose.
8. Support the work of Emergency Medical Systems, including peer support specialists,
to connect individuals to treatment or other appropriate services following an opioid
overdose or other opioid-related adverse event.
9. Provide funding for peer support specialists or recovery coaches in emergency
departments, detox facilities, recovery centers, recovery housing, or similar settings;
offer services, supports, or connections to care to persons with OUD and any co-
occurring SUD/MH conditions, co -usage, and/or co -addiction or to persons who have
experienced an opioid overdose.
10. Provide funding for peer navigators, recovery coaches, care coordinators, or care
managers that offer assistance to persons with OUD and any co-occurring SUD/MH
conditions, co -usage, and/or co -addiction or to persons who have experienced on
opioid overdose.
11. Create or support school -based contacts that parents can engage with to seek
immediate treatment services for their child; and support prevention, intervention,
treatment, and recovery programs focused on young people.
12. Develop and support best practices on addressing OUD in the workplace.
13. Support assistance programs for health care providers with OUD.
14. Engage non -profits and the faith community as a system to support outreach for
treatment.
15. Support centralized call centers that provide information and connections to
appropriate services and supports for persons with OUD and any co-occurring
SUD/MH conditions, co -usage, and/or co -addiction.
16. Create or support intake and call centers to facilitate education and access to
treatment, prevention, and recovery services for persons with OUD and any co-
occurring SUD/MH conditions, co -usage, and/or co -addiction.
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17. Develop or support a National Treatment Availability Clearinghouse — a
multistate/nationally accessible database whereby health care providers can list
locations for currently available in -patient and out -patient OUD treatment services
that are accessible on a real-time basis by persons who seek treatment.
D. ADDRESS THE NEEDS OF CRIMINAL -JUSTICE -INVOLVED PERSONS
Address the needs of persons with OUD and any co-occurring SUD/MH conditions, co -
usage, and/or co -addiction who are involved — or are at risk of becoming involved — in the
criminal justice system through evidence -based, evidence -informed, or promising programs
or strategies that may include, but are not limited to, the following:
1. Support pre -arrest or post -arrest diversion and deflection strategies for persons with
OUD and any co-occurring SUD/MH conditions, co -usage, and/or co -addiction,
including established strategies such as:
a. Self -referral strategies such as the Angel Programs or the Police Assisted
Addiction Recovery Initiative (PAARI);
b. Active outreach strategies such as the Drug Abuse Response Team (DART)
model;
c. "Naloxone Plus" strategies, which work to ensure that individuals who have
received naloxone to reverse the effects of an overdose are then linked to
treatment programs or other appropriate services;
d. Officer prevention strategies, such as the Law Enforcement Assisted Diversion
(LEAD) model;
e. Officer intervention strategies such as the Leon County, Florida Adult Civil
Citation Network or the Chicago Westside Narcotics Diversion to Treatment
Initiative;
f. Co -responder and/or alternative responder models to address OUD-related 911
calls with greater SUD expertise and to reduce perceived barriers associated with
law enforcement 911 responses; or
g. County prosecution diversion programs, including diversion officer salary, only
for counties with a population of 50,000 or less. Any diversion services in matters
involving opioids must include drug testing, monitoring, or treatment.
2. Support pre-trial services that connect individuals with OUD and any co-occurring
SUD/MH conditions, co -usage, and/or co -addiction to evidence -informed treatment,
including MAT, and related services.
3. Support treatment and recovery courts for persons with OUD and any co-occurring
SUD/MH conditions, co -usage, and/or co -addiction, but only if these courts provide
referrals to evidence -informed treatment, including MAT.
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4. Provide evidence -informed treatment, including MAT, recovery support, or other
appropriate services to individuals with OUD and any co-occurring SUD/MH
conditions, co -usage, and/or co -addiction who are incarcerated in jail or prison.
5. Provide evidence -informed treatment, including MAT, recovery support, or other
appropriate services to individuals with OUD and any co-occurring SUD/MH
conditions, co -usage, and/or co -addiction who are leaving jail or prison have recently
left jail or prison, are on probation or parole, are under community corrections
supervision, or are in re-entry programs or facilities.
6. Support critical time interventions (CTI), particularly for individuals living with dual -
diagnosis OUD/serious mental illness, and services for individuals who face
immediate risks and service needs and risks upon release from correctional settings.
7. Provide training on best practices for addressing the needs of criminal -justice -
involved persons with OUD and any co-occurring SUD/MH conditions, co -usage,
and/or co -addiction to law enforcement, correctional, or judicial personnel or to
providers of treatment, recovery, case management, or other services offered in
connection with any of the strategies described in this section.
E. ADDRESS THE NEEDS OF PREGNANT OR PARENTING WOMEN AND
THEIR FAMILIES, INCLUDING BABIES WITH NEONATAL ABSTINENCE
SYNDROME
Address the needs of pregnant or parenting women with OUD and any co-occurring
SUD/MH conditions, co -usage, and/or co -addiction, and the needs of their families, including
babies with neonatal abstinence syndrome, through evidence -based, evidence -informed, or
promising programs or strategies that may include, but are not limited to, the following:
1. Support evidence -based, evidence -informed, or promising treatment, including MAT,
recovery services and supports, and prevention services for pregnant women — or
women who could become pregnant — who have OUD and any co-occurring SUD/MH
conditions, co -usage, and/or co -addiction, and other measures to educate and provide
support to families affected by Neonatal Abstinence Syndrome.
2. Provide training for obstetricians or other healthcare personnel that work with
pregnant women and their families regarding treatment of OUD and any co-occurring
SUD/MH conditions, co -usage, and/or co -addiction.
3. Provide training to health care providers who work with pregnant or parenting women
on best practices for compliance with federal requirements that children born with
Neonatal Abstinence Syndrome get referred to appropriate services and receive a plan
of safe care.
4. Provide enhanced support for children and family members suffering trauma as a
result of addiction in the family; and offer trauma -informed behavioral health
treatment for adverse childhood events.
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5. Offer enhanced family supports and home -based wrap -around services to persons with
OUD and any co-occurring SUD/MH conditions, co -usage, and/or co -addiction,
including but not limited to parent skills training.
6. Support for Children's Services — Fund additional positions and services, including
supportive housing and other residential services, relating to children being removed
from the home and/or placed in foster care due to custodial opioid use.
PART TWO: PREVENTION
F. PREVENT OVER -PRESCRIBING AND ENSURE APPROPRIATE
PRESCRIBING AND DISPENSING OF OPIOIDS
Support efforts to prevent over -prescribing and ensure appropriate prescribing and dispensing
of opioids through evidence -based, evidence -informed, or promising programs or strategies
that may include, but are not limited to, the following:
1. Training for health care providers regarding safe and responsible opioid prescribing,
dosing, and tapering patients off opioids.
2. Academic counter -detailing to educate prescribers on appropriate opioid prescribing.
3. Continuing Medical Education (CME) on appropriate prescribing of opioids.
4. Support for non-opioid pain treatment alternatives, including training providers to
offer or refer to multi -modal, evidence -informed treatment of pain.
5. Support enhancements or improvements to Prescription Drug Monitoring Programs
(PDMPs), including but not limited to improvements that:
a. Increase the number of prescribers using PDMPs;
b. Improve point -of -care decision -making by increasing the quantity, quality, or
format of data available to prescribers using PDMPs or by improving the
interface that prescribers use to access PDMP data, or both; or
c. Enable states to use PDMP data in support of surveillance or intervention
strategies, including MAT referrals and follow-up for individuals identified
within PDMP data as likely to experience OUD.
6. Development and implementation of a national PDMP — Fund development of a
multistate/national PDMP that permits information sharing while providing
appropriate safeguards on sharing of private health information, including but not
limited to:
a. Integration of PDMP data with electronic health records, overdose episodes,
and decision support tools for health care providers relating to OUD.
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b. Ensuring PDMPs incorporate available overdose/naloxone deployment data,
including the United States Department of Transportation's Emergency
Medical Technician overdose database.
7. Increase electronic prescribing to prevent diversion or forgery.
8. Educate Dispensers on appropriate opioid dispensing.
G. PREVENT MISUSE OF OPIOIDS
Support efforts to discourage or prevent misuse of opioids through evidence -based, evidence -
informed, or promising programs or strategies that may include, but are not limited to, the
following:
1. Corrective advertising or affirmative public education campaigns based on evidence.
2. Public education relating to drug disposal.
3. Drug take -back disposal or destruction programs.
4. Fund community anti -drug coalitions that engage in drug prevention efforts.
5. Support community coalitions in implementing evidence -informed prevention, such
as reduced social access and physical access, stigma reduction — including staffing,
educational campaigns, support for people in treatment or recovery, or training of
coalitions in evidence -informed implementation, including the Strategic Prevention
Framework developed by the U.S. Substance Abuse and Mental Health Services
Administration (SAMHSA).
6. Engage non -profits and faith -based communities as systems to support prevention.
7. Support evidence -informed school and community education programs and
campaigns for students, families, school employees, school athletic programs, parent -
teacher and student associations, and others.
8. School -based or youth -focused programs or strategies that have demonstrated
effectiveness in preventing drug misuse and seem likely to be effective in preventing
the uptake and use of opioids.
9. Support community -based education or intervention services for families, youth, and
adolescents at risk for OUD and any co-occurring SUD/MH conditions, co -usage,
and/or co -addiction.
10. Support evidence -informed programs or curricula to address mental health needs of
young people who may be at risk of misusing opioids or other drugs, including
emotional modulation and resilience skills.
11. Support greater access to mental health services and supports for young people,
including services and supports provided by school nurses or other school staff, to
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2.4.b
address mental health needs in young people that (when not properly addressed)
increase the risk of opioid or other drug misuse.
H. PREVENT OVERDOSE DEATHS AND OTHER HARMS
Support efforts to prevent or reduce overdose deaths or other opioid-related harms through
evidence -based, evidence -informed, or promising programs or strategies that may include,
but are not limited to, the following:
1. Increase availability and distribution of naloxone and other drugs that treat overdoses
for first responders, overdose patients, opioid users, families and friends of opioid
users, schools, community navigators and outreach workers, drug offenders upon
release from jail/prison, or other members of the general public.
2. Provision by public health entities of free naloxone to anyone in the community,
including but not limited to provision of intra-nasal naloxone in settings where other
options are not available or allowed.
3. Training and education regarding naloxone and other drugs that treat overdoses for
first responders, overdose patients, patients taking opioids, families, schools, and
other members of the general public.
4. Enable school nurses and other school staff to respond to opioid overdoses, and
provide them with naloxone, training, and support.
5. Expand, improve, or develop data tracking software and applications for
overdoses/naloxone revivals.
6. Public education relating to emergency responses to overdoses.
7. Public education relating to immunity and Good Samaritan laws.
8. Educate first responders regarding the existence and operation of immunity and Good
Samaritan laws.
9. Expand access to testing and treatment for infectious diseases such as HIV and
Hepatitis C resulting from intravenous opioid use.
10. Support mobile units that offer or provide referrals to treatment, recovery supports,
health care, or other appropriate services to persons that use opioids or persons with
OUD and any co-occurring SUD/MH conditions, co -usage, and/or co -addiction.
11. Provide training in treatment and recovery strategies to health care providers,
students, peer recovery coaches, recovery outreach specialists, or other professionals
that provide care to persons who use opioids or persons with OUD and any co-
occurring SUD/MH conditions, co -usage, and/or co -addiction.
12. Support screening for fentanyl in routine clinical toxicology testing.
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2.4.b
PART THREE: OTHER STRATEGIES
I. FIRST RESPONDERS
In addition to items C8, D1 through D7, HI, H3, and H8, support the following:
1. Current and future law enforcement expenditures relating to the opioid epidemic.
2. Educate law enforcement or other first responders regarding appropriate practices and
precautions when dealing with fentanyl or other drugs.
J. LEADERSHIP, PLANNING AND COORDINATION
Support efforts to provide leadership, planning, and coordination to abate the opioid epidemic
through activities, programs, or strategies that may include, but are not limited to, the
following:
1. Community regional planning to identify goals for reducing harms related to the
opioid epidemic, to identify areas and populations with the greatest needs for
treatment intervention services, or to support other strategies to abate the opioid
epidemic described in this opioid abatement strategy list.
2. A government dashboard to track key opioid-related indicators and supports as
identified through collaborative community processes.
3. Invest in infrastructure or staffing at government or not -for -profit agencies to support
collaborative, cross -system coordination with the purpose of preventing
overprescribing, opioid misuse, or opioid overdoses, treating those with OUD and any
co-occurring SUD/MH conditions, co -usage, and/or co -addiction, supporting them in
treatment or recovery, connecting them to care, or implementing other strategies to
abate the opioid epidemic described in this opioid abatement strategy list.
4. Provide resources to staff government oversight and management of opioid abatement
programs.
K. TRAINING
In addition to the training referred to in various items above, support training to abate the
opioid epidemic through activities, programs, or strategies that may include, but are not
limited to, the following:
1. Provide funding for staff training or networking programs and services to improve the
capability of government, community, and not -for -profit entities to abate the opioid
crisis.
2. Invest in infrastructure and staffing for collaborative cross -system coordination to
prevent opioid misuse, prevent overdoses, and treat those with OUD and any co-
occurring SUD/MH conditions, co -usage, and/or co -addiction, or implement other
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2.4.b
strategies to abate the opioid epidemic described in this opioid abatement strategy list
(e.g., health care, primary care, pharmacies, PDMPs, etc.).
L. RESEARCH
Support opioid abatement research that may include, but is not limited to, the following:
1. Monitoring, surveillance, and evaluation of programs and strategies described in this
opioid abatement strategy list.
2. Research non-opioid treatment of chronic pain.
3. Research on improved service delivery for modalities such as SBIRT that demonstrate
promising but mixed results in populations vulnerable to opioid use disorders.
4. Research on innovative supply-side enforcement efforts such as improved detection of
mail -based delivery of synthetic opioids.
5. Expanded research on swift/certain/fair models to reduce and deter opioid misuse
within criminal justice populations that build upon promising approaches used to
address other substances (e.g. Hawaii HOPE and Dakota 24/7).
6. Research on expanded modalities such as prescription methadone that can expand
access to MAT.
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2.4.b
Local
County Government
Adams County
Adams County
Hatton
Lind
Othello
Ritzville
% Allocation
0.1638732475%
Washtucna
County Total:
0.1638732475%
Asotin County
Asotin County
0.4694498386%
Asotin
Clarkston
County Total:
0.4694498386%
Benton County
Benton County
1.4848831892%
Benton City
Kennewick
0.5415650564%
Prosser
Richland
0.4756779517%
West Richland
0.0459360490%
County Total:
2.5480622463%
Chelan County
Chelan County
0.7434914485%
Cashmere
Chelan
_
Entiat
_
Leavenworth
_
Wenatchee
0.2968333494%
County Total: 1.0403247979%
Clallam County
Clallam County 1.3076983401%
Forks
Port Angeles 0.4598370527%
Sequim
County Total: 1.7675353928%
E
*** - Local Government appears in multiple counties B-1
Packet Pg. 139
EXHIBIT B
Local
County Government
% Allocation
Clark County
Clark County
4.5149775326%
Battle Ground
0.1384729857%
Camas
0.2691592724%
La Center
Ridgefield
Vancouver
1.7306605325%
Washougal
0.1279328220%
Woodland***
Yacolt
County Total:
6.7812031452%
L
0
LL
Columbia County
c
Columbia County
0.0561699537%
0
Dayton
Q'
.2
Starbuck
County Total:
0.0561699537%
R
a
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Cowlitz County
Q
p
Cowlitz County
1.7226945990%
—
Castle Rock
Kalama
m
E
Kelso
0.1331145270%
L
Longview
0.6162736905%
a
Woodland***
c
County Total:
2.4720828165%
0
a
Douglas County
Douglas County
0.3932175175%
Bridgeport
Coulee Dam***
r
East Wenatchee
0.0799810865%
a
Mansfield
Rock Island
Waterville
_
County Total: 0.4731986040%
Ferry County
Ferry County 0.1153487994%
Republic
County Total: 0.1153487994%
*** - Local Government appears in multiple counties B-2
Packet Pg. 140
2.4.b
Local
County Government
Franklin County
Franklin County
Connell
Kahlotus
Mesa
Pasco
Allocation
0.3361237144%
0.4278056066%
County Total: 0.7639293210%
Garfield County
Garfield County 0.0321982209%
Pomeroy
County Total: 0.0321982209%
Grant County
Grant County 0.9932572167%
Coulee City
Coulee Dam***
Electric City
Ephrata
George
Grand Coulee
Hartline
Krupp
Mattawa
Moses Lake 0.2078293909%
Quincy
Royal City
Soap Lake
Warden
Wilson Creek
County Total: 1.2010866076%
E
L
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_
0
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Q
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m
E
m
L
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0
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0
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*** - Local Government appears in multiple counties B-3
Packet Pg. 141
EXHIBIT B
2.4.b
County
Local
Government % Allocation
a
Grays Harbor County
Grays Harbor County
0.9992429138%
Aberdeen
0.2491525333 %
Cosmopolis
Elma
Hoquiam
McCleary
Montesano
Oakville
_Ocean Shores
Westport
County Total:
1.2483954471%
Island County
Island County
0.6820422610%
Coupeville
Langley
Oak Harbor
0.2511550431%
County Total:
0.9331973041%
Jefferson County
Jefferson County
0.4417137380%
Port Townsend
County Total: 0.4417137380%
E
*** - Local Government appears in multiple counties B-4
Packet Pg. 142
EXHIBIT B
Local
County Government % Allocation
King County
Algona
Auburn***
0.2622774917%
Beaux Arts Village
Bellevue
1.1300592573%
Black Diamond
Bothell***
0.1821602716%
Burien
0.0270962921%
Carnation
Clyde Hill
Covington
0.0118134406%
Des Moines
0.1179764526%
``0L
c
Duvall
0
Enumclaw***
0.0537768326%
ea
22-
Federal Way
0.3061452240%
Hunts Point
a
Issaquah
0.1876240107%
o
Kenmore
0.0204441024%
p
Kent
0.5377397676%
Kirkland
0.5453525246%
Lake Forest Park
0.0525439124%
E
Maple Valley
0.0093761587%
L
Medina
a
Mercer Island
0.1751797481%
c
Milton***
Newcastle
0.0033117880%
a
Normandy Park
North Bend
Pacific***
Redmond
0.4839486007%
r
Renton
0.7652626920%
a
Sammamish
0.0224369090%
SeaTac
0.1481551278%
Seattle
6.6032403816%
Shoreline
0.0435834501%
Skykomish
Snoqualmie
0.0649164481%
Tukwila
0.3032205739%
Woodinville
0.0185516364%
Yarrow Point
County Total:
26.0505653608%
*** - Local Government appears in multiple counties B-5
Packet Pg. 143
EXHIBIT B
Local
County Government
Kitsap County
Allocation
a
2.6294133668%
Bainbridge Island 0.1364686014%
Bremerton 0.6193374389%
Port Orchard 0.1009497162%
Poulsbo 0.0773748246%
County Total: 3.5635439479%
Kittitas County
Kittitas County 0.3855704683%
Cie Elum
Ellensburg 0.0955824915%
Kittitas
Roslyn
South Cie Elum
County Total: 0.4811529598%
Klickitat County
Klickitat County 0.2211673457%
Bingen
Goldendale _
White Salmon
County Total: 0.2211673457%
Lewis County
Lewis County 1.0777377479%
Centralia 0.1909990353%
Chehalis
Morton
Mossyrock
Napavine
Pe Ell _
Toledo
Vader
Winlock
County Total: 1.2687367832%
2.4.b
E
L
0
U.
_
0
R
.2
R
IL
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Q
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c
m
E
m
L
Q
_
0
�a
0
a
d
E
t
0
r
Q
*** - Local Government appears in multiple counties B-6
Packet Pg. 144
EXHIBIT B
Local
County Government % Allocation
Lincoln Count
Lincoln County
0.1712669645%
Almira
Creston
Davenport
Harrington
Odessa
Reardan
Sprague
Wilbur
County Total:
0.1712669645%
L
0
LL
Mason County
c
Mason County
0.8089918012%
0
Shelton
0.1239179888%
•L
County Total:
0.9329097900%
IL
Okanogan County
'o
Okanogan County
0.6145043345%
CL
p
Brewster
Conconully
Coulee Dam***
m
E
Elmer City
L
Nespelem
a
Okanogan
c
Omak
Oroville
o
-
a
Pateros
Riverside
_
—
Tonasket
Twisp
—
Winthrop
_
a
County Total:
0.6145043345%
Pacific County
Pacific County 0.4895416466%
Ilwaco
Long Beach
Raymond
South Bend
County Total: 0.4895416466%
*** - Local Government appears in multiple counties B-7
Packet Pg. 145
EXHIBIT B
Local
County Government
% Allocation
Pend Oreille County
Pend Oreille County
0.2566374940%
Cusick
lone
Metaline
Metaline Falls
Newport
County Total:
0.2566374940%
Pierce County
Pierce County
7.2310164020%
Auburn***
0.0628522112%
o
Bonney Lake
0.1190773864%
U.
c
Buckley
Carbonado
ea
Q'
.2
DuPont
Eatonville
a
Edgewood
0.0048016791%
o
Enumclaw***
0.0000000000%
a
O
Fife
0.1955185481%
Fircrest
Gig Harbor
0.0859963345%
E
Lakewood
0.5253640894%
L
Milton***
a
Orting
c
Pacific***
Puyallup
0.3845704814%
a
Roy
Z.;
Ruston
South Prairie
Steilacoom
Sumner
0.1083157569%
a
Tacoma
3.2816374617%
University Place
0.0353733363%
Wilkeson
County Total:
12.0345236870%
San Juan County
San Juan County 0.2101495171%
Friday Harbor
County Total: 0.2101495171%
*** - Local Government appears in multiple counties B-8
Packet Pg. 146
EXHIBIT B
Local
County Government
% Allocation
Skagit County
Skagit County
1.0526023961%
Anacortes
0.1774962906%
Burlington
0.1146861661%
Concrete
Hamilton
La Conner
Lyman
Mount Vernon
0.2801063665%
Sedro-Woolley
0.0661146351%
County Total:
1.6910058544%
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O
U.
Skamania County
c
Skamania County
0.1631931925%
0
North Bonneville
Q'
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Stevenson
County Total:
0.1631931925%
R
a
'o
Snohomish County
Q
p
Snohomish County
6.9054415622%
—
Arlington
0.2620524080%
Bothell***
0.2654558588%
m
E
Brier
L
Darrington
a
Edmonds
0.3058936009%
c
Everett
1.9258363241%
Gold Bar
o
a
Granite Falls
Index
Lake Stevens
0.1385202891%
Lynnwood
0.7704629214%
r
Marysville
0.3945067827%
a
Mill Creek
0.1227939546%
Monroe
0.1771621898%
Mountlake Terrace
0.2108935805%
Mukilteo
0.2561790702%
Snohomish
0.0861097964%
Stanwood
Sultan
Woodway
_
County Total:
11.8213083387%
*** - Local Government appears in multiple counties B-9
Packet Pg. 147
EXHIBIT B
Local
County Government % Allocation
Spokane County
Spokane County 5.5623859292%
Airway Heights
Cheney 0.1238454349%
Deer Park
Fairfield
Latah
Liberty Lake 0.0389636519%
Medical Lake
Millwood
Rockford
Spangle
Spokane 3.0872078287%
Spokane Valley 0.0684217500%
Waverly
County Total: 8.8808245947%
Stevens Count
Stevens County 0.7479240179%
Chewelah
Colville
Kettle Falls
Marcus
Northport
Springdale
County Total: 0.7479240179%
Thurston Count
Thurston County
2.3258492094%
Bucoda
Lacey
0.2348627221%
Olympia
0.6039423385%
Rainier
Tenino
Tumwater
0.2065982350%
Yelm
County Total:
3.3712525050%
Wahkiakum County
Wahkiakum County
0.0596582197%
Cathlamet
County Total: 0.0596582197%
*** - Local Government appears in multiple counties B-10
Packet Pg. 148
EXHIBIT B
Local
County Government
% Allocation
Walla Walla County
Walla Walla County
0.5543870294%
College Place
Prescott
Waitsburg
Walla Walla
0.3140768654%
County Total:
0.8684638948%
Whatcom County
Whatcom County
1.3452637306%
Bellingham
0.8978614577%
Blaine
o
LL
Everson
c
Ferndale
0.0646101891%
0
Lynden
0.0827115612%
•L
Nooksack
Sumas
a
County Total:
2.3904469386%
o
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O
Whitman County
—
Whitman County
0.2626805837%
Albion
m
E
Colfax
L
Colton
a
Endicott
0
Farmington
Garfield
o
a
LaCrosse
Lamont
Malden
Oakesdale
Palouse
a
Pullman
0.2214837491%
Rosalia
St. John
Tekoa
County Total: 0.4841643328%
*** - Local Government appears in multiple counties B-11
Packet Pg. 149
EXHIBIT B
Local
County Government
% Allocation
Yakima County
Yakima County
1.9388392959%
Grandview
0.0530606109%
Granger
Harrah
Mabton
M oxee
Naches
Selah
Sunnyside
0.1213478384%
Tieton
Toppenish
Union Gap
``0L
c
Wapato
Yakim
.6060410539%
R
•L
Zillah
County Total:
2.7192887991%
a
'o
Q
O
c
m
E
m
d
L
tM
a
_
R
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a
E
a
*** - Local Government appears in multiple counties B-12
Packet Pg. 150
2.4.b
• • E
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Exhibit C a-
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Packet Pg. 151
2.4.b
KING COUNTY REGIONAL AGREEMENT
King County intends to explore coordination with its cities and towns to facilitate a Regional
Agreement for Opioid Fund allocation. Should some cities and towns choose not to participate in
a Regional Agreement, this shall not preclude coordinated allocation for programs and services
between the County and those cities and towns who elect to pursue a Regional Agreement. As
contemplated in C.5 of the MOU, any Regional Agreement shall comply with the terms of the
MOU and any Settlement. If no Regional Agreement is achieved, the default methodology for
allocation in CA of the MOU shall apply.
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Packet Pg. 152
2.5
City Council Agenda Item
Meeting Date: 07/16/2024
Financial Policies
Staff Lead: Mike Bailey
Department: Administrative Services
Preparer: Kimberly Dunscombe
Background/History
Upon reviewing the Finance Committee's comments from the May meeting, several recommended edits
were made to the draft policies for further consideration. The proposed policies are intended for a
"long-term / normal" context within the City, but deviations may occur during fiscal emergencies. The
mayor's proposed budget will identify any deviations from the Council's adopted policies.
Key points discussed:
1. Reserve Levels and Credit Ratings: The bond rating agencies consider both policy target levels
and a city's track record regarding reserve levels. For instance, a policy floor of 12% of
expenditures in utility funds, along with a history of maintaining higher reserves, is viewed
positively.
2. Timing of Budget Amendments: The draft policy does not currently address the timing of
budget amendments. This could be added if the committee believes it would clarify
expectations and procedures.
3. Fiscal Note on Council Agenda Memos: The Blue Ribbon Panel suggested including a standing
fiscal note on each Council Agenda Memo where appropriate. This recommendation has not yet
been incorporated but could be easily added to the policy draft if Council agrees.
Staff Recommendation
Staff recommends forwarding to the next Council meeting's consent agenda.
Narrative
Financial Policies were reviewed and discussed at the May Finance Committee. Committee members
made recommendations which were captured in this revision.
Attachments:
Draft Financial Policies for City of Edmonds Council Consideration as of July 5
Packet Pg. 153
2.5.a
�1R."IaI
City of Edmonds Washington - Financial Policy Framework
Contents
FinancialReporting Policy............................................................................................................2
..
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Annual Financial Reports..........................................................................................................2
Interim Financial Reports..........................................................................................................2
a
Mid -year Financial Review.........................................................................................................3
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Fund Balance Reserve Policy........................................................................................................3
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Introduction.............................................................................................................................3
LO
21
Goals of the Fund Balance Reserve Policy.................................................................................4
Fund Balance Reserve Policy....................................................................................................4
0
N
Objectives...............................................................................................................................4
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Factors that Influence the Appropriate Size of Reserves.............................................................5
L
Reserve Levels for City Major Operating Funds...........................................................................5
a�
2
c
Utilization of Fund Balances and Reserves
5
0
Fund Balance and Reserve Replenishment................................................................................6
Interfund Loan Policy
6
0
Long Term Interfund Loans........................................................................................................6
0
Short -Term Debt Policies...........................................................................................................7
E
Budget Policy7
w
Purpose...................................................................................................................................7
•—
U
References...............................................................................................................................7
0
OperatingBudget Policy..........................................................................................................
d
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Long Range Financial Strategy...................................................................................................9
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RevenuePolicy.........................................................................................................................9
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ExpenditurePolicy..................................................................................................................10
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Glossary....................................................................................................................................10
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Packet Pg. 154
2.5.a
City of Edmonds — Financial Policy Framework
Financial Reporting Policy
Annual Financial Reports
The City shall use the Washington State Auditor's Office (SAO) guidance to publish an Annual N
Comprehensive Financial Report (ACFR) consistent with Generally Accepted Accounting Principles
and the SAO's current Budgeting, Accounting and Reporting Systems (BARS) manual. a
Such report shall be prepared and submitted to the SAO within the timelines prescribed by the
20
BARS manual (currently May 30 of each year). The City shall schedule an audit of the report on a
timely basis (no later than mid -year, depending on the SAO's availability to complete the audit).
ii
The report shall be published on the City's web page once submitted to the SAO and marked
LO
"unaudited" until such time as the annual audit is complete. Once the audit is complete an "exit
2'
conference" shall be conducted with City leadership and City Council shall be invited to attend the
3
exit conference with SAO personnel. Once the exit conference occurs, the final, audited ACFR
4
°
shall be posted on the City's website and marked "audited".
N
Interim Financial Reports
Interim financial reports of all funds of the City shall be presented to the Council Finance
Committee (Committee) each month on a timely basis (preferably in the month following the
month subject to the report). Such reports shall:
1. Identify any issues or items of note on the cover page
2. Provide the beginning fund balance, revenues, expenditures and ending fund balance on a
modified accrual basis for all funds of the City.
a. For purposes of the proprietary funds, fund balance shall be the working capital
(current assets minus current liabilities).
b. For purposes of the governmental funds, fund balance shall begin with the
published ending fund balance from the prior fiscalyear (including accruals but not
reversal entries (aka: period zero) so as to approximate modified accrual).
3. Provide the unreserved and reserved cash balances for all City funds.
4. Indicate any interfund borrowing necessary to maintain positive cash balances in a manner
consistent with the City's interfund loan policy.
5. Year-to-date status of all major fund revenue and expenditures of the City (major funds are
those where expenditures represent at least 10 percent of the City's total expenditures).
a. Such information shall be presented in both numeric and graphic form and illustrate
a comparison with monthly forecast expectations.
b. All departments of the City's General Fund and Enterprise Funds shall be presented
in like manner.
6. A cash -flow report for the General Fund illustrating anticipated receipts and disbursements
for each future month and the actual receipts and disbursements for past months.
7. Project reports shall be presented on major projects (both operating and capital projects)
previously identified by the Committee.
8. Investment balances along with year-to-date interest earnings.
Page 2
Packet Pg. 155
2.5.a
City of Edmonds — Financial Policy Framework
Mid -year Financial Review
A review of City financial highlights shall occur approximately in the middle of the City's fiscal year.
Such a review shall be provided to the full City Council and shall include:
1. A review of the prior year's audit including:
a. Any findings or management letters presented to the City by the SAO,
b. The Audit Opinions provided to the City by the SAO, t2
c. Any changes or adjustments made to the published, unaudited financial reports o a
made due to audit. 20
2. A review of the current biennial budget to date including:
a. Any updates to beginning fund balances as a result of audit,
b. Biennium -to -date budgetary performance of major revenues and expenditures
compared to expectations including any resulting budget amendment O
21
recommendations. (For example, if revenues are below expectations a 3
recommendation could be made to adjust budget authority). o
c. The status of any interfund loans consistent with the City's Interfund Loan Policy.
3. A preview of the future budgetary expectations.
0
a. In an odd -numbered year, the preview will focus on the upcoming mid -biennium
L
review. m
b. In an even -numbered year, the preview will focus on the upcoming biennial budget w
process.
c. The preview will include:
i. Expectations for revenue trends and the underlying issues that influence the
expectations. If changes to rates or fees are anticipated, they shall be part of
this discussion.
ii. Expectations for expenditures in the coming fiscal period and the underlying
issues influencing these expectations.
iii. A draft calendar for the upcoming process (either mid -biennium review or
biennial budget process).
iv. An update to the long-range financial plan as appropriate along with relevant
assumptions.
Fund Balance Reserve Policy
Introduction
The overall objective of Fund Balance Reserve Policy is to define that portion of fund
balance that is unavailable to support the current budget. In many ways, fund balance
represents working capital, which can either be used as a liquidity reserve or for spending
in future years. A comprehensive fund balance reserve policy provides guidelines for the
major funds of the City of Edmonds and provides a structured approach in setting reserve
levels in specifically designated funds. It is financially prudent for Edmonds to retain a
modest level of unrestricted/uncommitted working capital in addition to explicitly defined
reserve levels identified in this policy to address unforeseen expenditure needs each
budget cycle.
Page 3
Packet Pg. 156
2.5.a
City of Edmonds - Financial Policy Framework
This Fund Balance/Reserve Management Policy is intended to guide prudent use of
resources to provide for services to taxpayers and to maintain sound management
policies. It is essential that governments maintain adequate levels of fund balance
reserves to mitigate risks and provide a back-up for unanticipated revenue shortfalls or
expenditures.
m
.2
Goals of the Fund Balance Reserve Policy a
The goals of this Fund Reserve Policy are to provide clear guidance for the appropriate level of Fund 20
Balance Reserve for our city; set reporting and monitoring requirements, define the appropriate
triggering warning mechanism when approaching reserve usage, set Council approval before the
ii
Restricted Reserve can be used, define replenishment timeline and requirements, and that LO
uncommitted fund balances should not be spent down to the ceiling of the General Fund reserve 21
3
level.
Fund Balance Reserve Policy
It is the policy of the City of Edmonds to provide forthe continuity of City government by planning
ahead for economic uncertainties and unforeseen or unplanned major expenditures. This policy
establishes reserve fund balance accounts that will provide fundingfor emergencies, economic
uncertainties and for unanticipated operating expenses or revenue shortfalls. In addition, this
policy incorporates the provisions of Governmental Accounting Standards Board Statement (GASB)
no. 54, Fund Balance Reporting and Governmental Fund Type Definitions.
Objectives
The purpose of this Fund Balance Reserve Policy is to assist the City in the pursuit of the
following equally important objectives:
1. Build adequate reserves which will provide the City the resources necessary for
financial stabilization, particularly duringtimes of unforeseen emergencies and
economic downturns.
2. Establish sound fiscal reserve policies that will serve as the foundation for
ensuring that strong fiscal management policies guide future City decisions.
3. Provide prudent guidelines regarding the establishment, use and
replenishment of City committed or assigned fund balances reserves.
4. Establish a process for periodic reporting and review of the City's various fund
balances (reserves); and
5. Enhance the City's credit ratings received from rating institutions through the
establishment of clearly delineated Fund/Reserve policies that promote strong
fiscal management.
6. Establish reserve policies that are in full compliance with GASB 54 financial
reporting requirements. that prioritize the City's core services.
Page 4
Packet Pg. 157
2.5.a
City of Edmonds — Financial Policy Framework
Factors that Influence the Appropriate Size of Reserves
Volatility- The predictability and/or the volatility of its revenues or its expenditures (i.e., higher levels
of fund balance reserves may be needed if significant revenue sources are subject to unpredictable
fluctuations or if operating expenditures are highlyvolatile).
m
Oaerating Fund Size - The overall size of the fund's budgetary events should be taken into
consideration in setting the required fund balance reserve level and type for a particular fund. o a
Reserves as a Risk Management Tool — Reserve levels can vary if there significant or perceived
exposure to one-time outlays (e.g., disasters, immediate capital needs, or are there potential drains c
upon fund resources from other funds, or conversely, are there potential reductions in funding
transfers from other funds)? "'
a
Bond Ratings - The potential impact on the entity's bond ratings and the corresponding increased
cost of borrowed funds.
Reserve Levels for City Major Operating Funds
General Fund —The General Fund Unassigned Fund Balance is set at 16% of annual operating
expenditures as portrayed by the City's adopted budget.
Contingent Reserve Fund (consistent with RCW 35A.33.145)—The Contingent Reserve Fund's
purpose is to serve solely as an unassigned fund balance which shall be equal to 4% of the annual
General Fund operating budget expenditures.
Water Utility Fund —The budgeted Working Capital Balance is set at 12% of annual operating
budget expenditures.
Sewer / Wastewater Treatment Plan Fund - The budgeted Working Capital Balance is set at 12%
of annual operating budget expenditures.
Utilization of Fund Balances or Reserves
The Mayor has the power to declare a fiscal emergency based upon one of the following:
1) A natural catastrophe.
2) An immediate threat to health and public safety; or
3) Asignificant decline in General Fund revenues. Or
4) Unexpected expenditures that outpaced General Fund revenue.
Council shall be notified of any fiscal emergency declared by the Mayor within 30 days of
such declaration. The fiscal emergency declared by the Mayor must be approved by a
simple majority of the City Council in a timely fashion. Note: if the mayor is unable to act or
refuses to act to declare a fiscal emergency when any one of these conditions are present,
City Council may declare a fiscal emergency by a simple majorityvote.
Uses of Fund Balances or Reserves stipulated as minimum balances by this policy shall
have occurred when expenditures are authorized via an appropriation of the council.
Incidental use of available fund balances (Governmental Funds) or reserves (Enterprise
Funds) for incidental cash -flow shall not constitute a "utilization of Fund Balances or
Page 5
Packet Pg. 158
City of Edmonds - Financial Policy Framework
Reserves" under this. Incidental use shall not exceed $5 million or be for more than 60 days
without prior council approval.
Limitations of Fund Balance or Reserve Fund Use
m
Any use of the fund balances or reserves below the stipulated policy levels shall be only in .2
cases of fiscal emergency and shall not be used to augment ongoing budgetary/operating ° a
spending increases. Fund Balances or Reserves above the stipulated policy levels may
also be used forone-time non-reoccurringexpenditures and/orcapital projects (operations
and maintenance shall not be included), consistent with the Budget Policy as submitted
by the Mayor and approved by the Council.
The amount of funds to be withdrawn from this committed fund balance reserve shall be
determined by the Mayor subject to City Council approval. In his/her presentation to the
Council, the Mayor or his/her designee shall include a detailed list of how the funds will be
applied. A simple majorityvote of the Council shall be required to approve the amount and
use of funds.
Fund Balance and Reserve Replenishment
In the event of use of any of the stipulated Fund Balances or Reserves has occurred, the
Mayor shall present to the City Council an annual Replenishment Plan within 60 days, as
well as an element of each monthly interim financial report until the stipulated balances
are restored. The monthly interim financial report shall clearly presentthe amount that any
Fund Balance or Reserve accounts are belowthe levels stipulated bythis policy. The initial
Replenishment Report must include the following information:
1) Amount of Reserves used;
2) Whether it is anticipated additional Reserves will be needed in the following budget
cycle, and
1) A plan for replenishing the Reserve to policy mandated levels.
Interfund Loan Policy
Long Term Interfund Loans
The City may issue interfund loans rather than outside debt instruments as a means of financing
capital improvements. Interfund loans will be permitted only if an analysis of the affected
accounting fund indicates excess funds (e.g. cash and investments) are available and the use of
these funds will not impact the fund's anticipated operations. All long-term interfund borrowing will
be subject to prior approval by the City Council and will bear interest based upon rates of the
Local Government Investment Pool of the Washington State Treasurer's Office (the Pool). Upon
consideration of a reauest to Council to authorize an interfund loan. the reauest shall include an
estimate as to the anticipated length of the loan.
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Packet Pg. 159
City of Edmonds — Financial Policy Framework
The decision to use interfund loans rather than outside debt will be based on which is deemed to be
the most cost effective approach to meet city capital needs. Such assessment shall include an
assessment as to the ability of the lending fund to provide such resources without an impact on its
operations and should be reviewed by the City's Municipal Advisor who shall provide an objective
analysis and recommendation to the City Council prior to their consideration of such a loan.
Short -Term Debt Policies
Short-term debt is defined as a period of three one years or less.
The City may use short-term debt to cover temporary cash flow shortages, which may be caused by
a delay in receipt of tax revenues or issuing long-term debt. The City will not use short-term debt as
a substitute for revenues to finance current operations. All interfund short-term borrowing will be
reported in the monthly financial reports of the City in accordance with the Interim Financial
Reports Policy and will bear interest based upon prevailing rates of the Pool. Council reserves the
right to reverse the use of short-term interfund loans at its discretion. Use of short-term, interfund
borrowing for temporary cash flow shortages do not, in and of itself constitute a use of Fund
Balances or Reserves under that policy.
Budget Policy
Purpose
The purpose of the budget policy for the City of Edmonds is to establish a robust financial
foundation that supports the continuation of essential municipal services while ensuring the social
welfare and upkeep of the city's physical infrastructure. This policy aims to fortify the city's
resilience against local and regional economic challenges, enabling it to adapt to evolving service
demands and other community -related changes. By maintaining an outstanding credit rating, the
city government aims to instill confidence in taxpayers regarding the fiscal health and stability of
Edmonds. Furthermore, the budget policy seeks to address the needs ofj:
• Future Current and future generations within the Edmonds community,
• Those in our communitywho are less able to be proactively involved in shaping government
policy while,
• emphasizing a forward -looking approach to financial planning and resource allocation.
This policy shall apply to all City funds.
References
• GFOA Best Practices Adopting Financial Policies
• SAO Top 12 most important financial policies
• MRSC Financial Policies Overview
Page 7
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2.5.a
City of Edmonds - Financial Policy Framework
Operating Budget Policy
The operating budget serves as the cornerstone of the City of Edmonds' financial strategy,
embodying a comprehensive two-year plan that aligns with the city's priorities as approved by the
City Council to deliver essential services. Developed biennially, this budget framework
encapsulates the municipality's vision and commitment to meeting the needs of its residents.
The budget policy helps to ensure transparency, efficiency, and effectiveness in fiscal a°
management.
1. The goals of the budget process are to:
o Align the budget with adopted priorities of the City Council,
o Measure progress towards priorities,
o Get the best value for each tax dollar, and "'
o Foster continuous learning in the City.
2. The operating budget should reflect sustainable levels of service.
2-.1. The city's operating budget will not use one-time resources for on-
going operations without a clear source for future support of the operations.
3-.2. "One-time" expenses require specific authority to be carried forward
into subsequent budgets (i.e. no automatic "roll-over" of appropriations).
43. Revenues and expenditures for the General Fund and all major operating funds shall
be projected for the current biennium and the ensuing four years.
a. Such projections shall be supported by documentation of assumptions used to
develop the forecasts.
b. Alternative forecasts may be presented.
5-.4. The biennial operating budget should include any maintenance and operating costs
associated with completed capital projects.
6-.5. The city will maintain omits assets at a level that protects the City's capital
investment and minimizes future maintenance and replacement costs. The city's asset
profile shall be consistent with the Capital Facilities Plan element of the Comprehensive
Plan.
7-.6. The city will maintain an equipment replacement and maintenance needs analysis
for the life cycle of the equipment and will update this projection every two years consistent
with budget development.
&7. All general government current operating expenditures will be paid from current
revenues.
a. Any inability to support operations from current revenues shall be specifically
identified in the Mayor's proposed budget.
9 8. The city will avoid budgetary and accounting procedures which balance the current
budget at the expense of future budgets.
+E)-.9. The City of Edmonds defines a balanced budget as current biennium budgeted
revenues (including fund balances) being equal to or greater than current biennium
budgeted expenditures.
+1710. The City further defines a structurally balanced budget as recurring budgeted
revenues (excluding fund balances) being equal to or greater than recurring budgeted
expenditures.
+2-.11. All supplemental appropriation requests for programs following the adoption of the
original budget will be considered based on need and the availability of a new funding
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2.5.a
source (e.g., unanticipated grant). All supplemental appropriations will conform to the
same rigors as the budget process for the biennium.
+3-.12. Budget Calendar
a. The Mayor will propose a biennial budget calendar by the first regular City Council
business meeting in April in every even year.
b. The calendar will be comprehensive in nature and generally provide for a process
that resembles the Best Practices for municipal budgets as published by the
Government Finance Officers Association.
Long Range Financial Strategy
The Council shall develop a forward -looking outline of policy preferences for City fiscal resiliency to
be known as the "Long -Range Financial Strategy" (the Strategy). Such a strategy shall address
policy guidance for revenues, operating expenditures and capital projects to be used by the Mayor
in developing budget proposals and related actions to be considered for adoption by the City
Council.
Initially the strategy should bed eve Loped in anticipation of the 2025-26 biennium budget and
Capital Improvement Program.
The Strategy shall also be the basis for developing financial forecasts and any recommendations
regarding significant revenue increases.
Revenue Policy
In our commitment to financial stability and resilience, the City of Edmonds adopts a proactive
approach to revenue management. Central to this approach is the recognition of the inherent
volatility associated with individual revenue streams. Thus, our revenue policy emphasizes the
importance of maintaining a diversified revenue mix. By spreading risk across various sources of
income, the city aims to mitigate the impact of short-term fluctuations in any single revenue
stream. This strategic diversification not only safeguards against economic uncertainty but also
ensures the sustained funding necessary to support vital municipal services and initiatives.
1. As permitted by state law, the city will strive to maintain a diversified revenue mix,
encompassing elastic and inelastic revenues, to help manage the downside risks
associated with economically sensitive revenue sources and to keep pace with expenditure
growth. To pursue this policy goal, the City Council will consider revenue changes as part of
its review of the City's Long Range Financial Strategy each biennium.
2. To minimize the impact of an economic downturn on service levels, conservative revenue
estimates will be developed for economically sensitive revenue sources. For this purpose,
conservative shall mean that actual revenues are more likely to be greater than the estimate
rather than less.
3. The city will estimate its biennial revenues by an objective, analytical process using best
practices as defined by the Government Finance Officers Association. Economic
assumptions will be influenced by reliable and relevant sources such as the Washington
State Economic and Revenue Forecast Council and the King County Office of Economic and
Financial Analysis.
4. The city will project revenues for the next six years and will update this projection biennially.
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City of Edmonds — Financial Policy Framework
5. The Finance Department will present to the City Council an analysis of each potential major
revenue source as part of the biennial budget process.
6. The City will refrain from making budgetary decisions (specifically allocating resources to be
expended) outside of the biennial budget process or the formal budget amendment
process.
Go Budget amendments will provide a description of the overall impact of the proposed m
amendment on the fund's ability to remain structurally balanced in the future.
0
7. The City will establish all user charges after considering the full cost of providing the service a
and within policy parameters with regard to cost recovery goals established by the City
Council. _
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8. In each odd numbered year, the city will review user fees to adjust for the effects of inflation =
ii
and other factors as appropriate.
Expenditure Policy
The city's financial policy ensures strict adherence to all relevant regulations governing expenditure
transactions while also prioritizing forward -looking forecasting methodologies. By evaluating
projected expenditures, we aim to gauge our city's capacity to fulfill performance metrics and
effectively address the evolving needs of our community, fostering transparency and fiscal
responsibility.
1. The City's operating budget will not use one-time revenues to support ongoing
expenditures.
2. The City will maintain expenditure categories according to state statute and administrative
regulation. Capital expenditures shall meet the requirements of generally accepted
accounting principles (GAAP).
3. The City will forecast its General Fund expenditures biennially for the next six years. The
drivers and assumptions used in the forecast will be described.
4. A cost allocation plan will be maintained and updated as a part of each City budget. The
cost allocation plan will be the basis for distribution of general government costs to other
funds or capital projects (also known as indirect costs). Such plan will be incorporated into
the City's budgeting process and subject to City Council review.
Glossary
Annual Comprehensive Financial Report (ACFR)- A set of financial statements for a
state, municipality or other governmental entity that comply with the accounting
requirements established by the Governmental Accounting Standards Board (GASB). It
must be audited by an independent auditor using generally accepted government
auditing standards.
The ACFR consists of three sections: Introductory, Financial and Statistical.
The Introductory section orients and guides the reader through the report. The Financial
section presents the entity's basic financial statements as well as notes to the
statements and the independent auditors' report. The Statistical section provides
additional financial and statistical data, including data about financial trends that may
better inform the reader about the government's activities.
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City of Edmonds — Financial Policy Framework
Balanced Budget - Fund balance plus budgeted revenues is equal to or greater than
budgeted expenditures.
Budget - A plan of financial operation containing an estimate of proposed expenditures
fora given period and a proposed forecast of revenues (receipts) to cover them. A budget
is also a plan that outlines an organization's financial and operational goals and
strategies in monetary terms. a
20
Capital Expenditures are expenditures incurred when monies are spent eitherto buyfixed =
assets orto add to the value of an existing fixed asset with a useful life that extends beyond
the fiscal year. In accounting, a capital expenditure is added to an asset account
("capitalized"), thus increasingthe asset's basis (the cost orvalue of an asset). The general LO,
rule isthat if the property acquired has a useful life longerthanthe time stipulated by policy,
the cost must be capitalized. The capital expenditure costs are then amortized or o
N
depreciated over the life of the asset in question in full accrual accounting systems.
Council - Means the legislative body (the city council) that governs the City of Edmonds
Expenditure - The actual payment of cash or cash equivalent for goods delivered or
services rendered, or a charge against available funds in settlement of an obligation as
evidenced by an invoice, voucher or other such document during the fiscal year. For
governmental reporting purposes, expenditures include expenses or a provision for debt
retirement not reported as a liability of the fund from which retired.
Fiscal Year - A 12 month period to which the annual or biennial operating budget applies
and the end of which a governmental unitdetermines itsfinancial position and the results
of its operations. In Washington State, Citys use a January to December fiscal year.
Regardless of whether annual or biennial budget is used, the Fund Balance Reserve and
Contingency Fund Reserve are reviewed on an annual basis.
Fund - A fund is a self -balancing set of accounts recording cash and other financial
resources, together with all related liabilities and "residual" equity or balances, and
changes therein, which are segregated for the purpose of carrying on specific activities
or attaining certain planned objectives in accordance with special regulations,
restrictions or limitations.
Fund Balances -The overall objective of fund balance reporting is to isolate that portion of
a fund balance that is unavailable to support the following period's budget (see GASB 54
definition below). In general, an unassigned fund balance shall be defined as those
amounts that are not restricted, committed, or assigned, of a particular fund at the end
of the fiscal year.
GASB 54 - Fund Balance Reporting and Governmental Fund Type Definitions - The
City of Edmonds's ACFR Financial Statements are required to comply with GASB 54 as
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2.5.a
stipulated by the Washington State Auditor's Office. GASB 54 identifies fund balance
classifications that can be more consistently applied by clarifying existing
governmental fund type definitions.
Fund balance is the difference between the assets and liabilities reported in a fund.
GASB statement No. 54 provides the following five categories for classifying fund
balance and related definitions to be used for describing the components of fund
balance:
1. Nonspendable Fund Balance Amounts that are not in a spendable form or are
required to be maintained intact. Due to the nature or form of the resources,
they generally cannot be expected to be converted into cash or a spendable
form (e.g. Inventories and prepaid amounts). This also includes long-term loan
and notes receivable and property held for resale. Applies as well to amounts that
must be retained intact legally or contractually.
2. Restricted Fund Balance - Amounts that can be spent only for the specific
purposes stipulated. Constraints are placed on the use of resources by external
parties (e.g. by creditors, grant providers, contributors) or by laws or
regulations (e.g. constitution or legally enforceable language). Restrictions
may be changed or lifted onlywith the consent of the resource provider.
3. Committed Fund Balance - Amounts can only be used for the specific
purposes determined by a formal action of City Council. Constraints on fund
balance use are imposed by internal. formal action of the government's highest
Level of decision -making authority (e.g. City Council) and can only be removed
or changed by taking the same type of action it employed to commit those
amounts through legislation, resolution, or ordinance (e.g. funds committed to
satisfy contractual obligations). Action to constrain resources must occur
prior to year-end; however the amount can be determined in the subsequent
period.
4. Assigned Fund Balance - Assigned fund balances include amounts that are
limited bythe Council, Mayor, or his/her designee, forits intended use, but little
or no formal action is required to modify or eliminate those limitations.
Assigned fund balances comprises amounts intended to be used for a specific
purpose. Amounts reported as assigned should not result in a deficit in
unassigned fund balance. Also relates to all governmental funds otherthan the
General Fund, with any remaining positive amounts not classified as
nonspendable, restricted or committed.
5. Unassigned Fund Balance - Comprises the residual classification for the
General Fund and includes all amounts not contained in the other
classifications. Unassigned amounts are available for any purpose. This
represents the residual amount of the fund balance that has not been
restricted, committed, or assigned.
General Fund - In public sector accounting, the General Fund is the primary operating
fund for all revenues of the Citythat are not otherwise restricted as to their use, including
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2.5.a
City of Edmonds — Financial Policy Framework
monies from local property and sales tax, and other revenue sources that are not
assigned for a specific purpose. The General Fund provides the resources necessary to
pay/sustain the day-to-day activities for City services such as administration,
community services, parks and recreation, police, fire, public works, elected officials,
Mayor, and City Council.
m
Government Accounting Standards Board (GASB) - GASB is the private, nonpartisan,
a
nonprofit organization that works to create and improve the rules U.S. state and local
20
governments follow when accounting for their finances and reporting them to the
=
public. While the GASB does not have the power to enforce compliance with the
standards it promulgates, the authority for its standards is recognized under the Rules
v
of Conduct of the AICPA. Also, legislation in many states requires compliance with
O
21
GASB standards, and governments usually are expected to prepare financial
statements in accordance with those standards when they issue bonds or notes or
o
otherwise borrow from public credit markets. In Washington, state law delegates this
authority to the Washington State Auditor's Office who prescribes accounting and
c
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reporting standards for cities.
Operating Budget - A detailed projection of all estimated income and expenses based
on forecasted revenue duringa given period (usually one year).
Revenue - The income of a government from all sources appropriated for the payment of
the public expenses. It includes such items as tax payments, fees from specific services,
receipts from other governments, fines, forfeitures, grants, shared revenues and interest
income.
Structurally Balanced Budget - Budgeted recurring revenues are greater than budgeted recurring
expenditures in the biennium.
Structural Budget Deficit or "Gap" - A budget deficit (Gap) that results from a
fundamental imbalance whereby current year governmental expenditures exceed
current year revenues without any consideration of carryover or prior year unspent
revenue balances if they exist. A structural deficit remains across the operating fiscal
cycle because the general level of government spending is too high for the prevailing
revenue structure (e.g., taxes, fees and other sources). A fiscal Gap, is a structural
budget deficit over an extended period of time and not only includes the structural deficit
at a given point in time but also the difference between promised future government
commitments, such as health and retirement spending, and future planned or
anticipated tax and other revenues.
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2.6
City Council Agenda Item
Meeting Date: 07/16/2024
June 2024 Quarterly Financial Report
Staff Lead: Kim Dunscombe
Department: Administrative Services
Preparer: Sarah Mager
Background/History
N/A
Staff Recommendation
Review and move to full council to be received for filing.
Narrative
June 2024 Quarterly Financial Report
Attachments:
Complete June 2024 Quarterly Financial Report
Packet Pg. 167
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QUARTERLY BUDGETARY FINANCIAL REPORT
JUNE 2024
Packet Pg. 168 1
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MONTHLY HIGHLIGHTS
GENERAL FUND HIGHLIGHTS
• Real Personal/Property Tax and EMS Levy is up $307,008 from this point last year. Despite this current good news, our forecast
for property tax will likely finish under budget by $(130,000).
• Sales tax is up $142,686 from this point last year, and is right on target for the cumulative budget forecast. Our forecast
indicates this revenue source to be close to or slightly under budget.
• Utility taxes are categorized under "Other Taxes" in the chart below, exhibit divergent trends, with some surpassing the
cumulative budget while others lag behind. Notably, gas tax from Puget Sound Energy is down by $(113,486) falling short of
their perspective cumulative budget.
• Development services revenues overall are up a total of $365,621 from this point last year. The increase is notably due to the
city receiving permit revenue for development of the Edmonds Green Apartments.
• Interest charged to the General Fund for negative cash balance in 2024 equals $33,452 to date.
• There is a noticeable uptick in salaries and benefits for May. This increase is attributed to retroactive payments and salary
adjustments resulting from a new collective bargaining agreement for the same bargaining unit.
General Fund Tax Revenue (2024 YTD)
14,000, 000
12,000,000
10,000,000
8,000,000
X 6,000,000
a 4,000,000
—
2,000,000
■
Sales Tax Property Tax
EMS Tax Other Taxes
Actual
5,681, 383 6,101,108
2,333,156 4,453,487
0 Budget
12,300,000 11,327,000
4,578,000 9,229,949
STREET FUND HIGHLIGHTS
• Interest charged to the Street Fund for negative cash balance in 2024 equals $11,390 to date.
REET FUND HIGHLIGHTS
• REET revenues are 21.97% or $279,503 higher than last year. Projections indicate REET revenues are on track to meet the
budget target of $3.0 million.
CAPITAL FUND 332 HIGHLIGHTS
• The negative fund balance in Fund 332 — Capital Construction is a result of the Mee property purchase and the timing of grant
receipt. A reimbursement of $951,938 was submitted in early July.
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2.6.a
City of Edmonds
All Funds Financial Summary
As of June 30, 2024
Beginning Fund
Revenues /
Expenditures /
Revenues less
Ending Fund
Fund
Balance
Sources
Uses
Expenditures
Balance
Cash Balance
Governmental
001 General Fund
2,492,460
26, 247,157
24, 961,180
1,285,977
3,778,438
698,883
009 LEOFF Medical Insurance Reserve
139,774
125,000
181,864
(56,864)
82,910
91,889
012 Contingency Reserve
2,228,672
-
-
-
2,228,672
2,228,672
014 Historic Sub -Fund
8,944
-
4,385
(4,385)
4,559
4,559
016 Building Maintenance
3,756,168
56,830
660,037
(603,207)
3,152,961
3,207,032
017 Marsh Restoration
853,595
300
-
300
853,895
853,895
C
018 Homeless Response
200,000
-
-
200,000
200,000
C
019 Opioid Response
74,119
311,851
311,851
385,970
385,970
W
Total General Funds
9,753,732
26,741,138
25,807,466
933,672
10,687,404
7,670,900
20
Special Revenue Funds
v
104 Drug Enforcement
40,843
1,537
-
1,537
42,380
41,855
c
111 Street
4,701
1,219,194
1,280,754
(61,560)
(56,859)
(179,998)
L,
112 Street Construction
2,734,808
2,274,889
2,009,878
265,011
2,999,820
1,984,621
117 Municipal Arts
657,265
38,871
9,723
29,148
686,413
677,928
R
120 Hotel / Motel
151,247
56,507
46,719
9,788
161,035
143,171
121 Employee Parking
83,814
14,601
-
14,601
98,415
97,338
d
CY
122 Youth Scholarship
17,868
670
225
445
18,313
18,083
N
0
123 Tourism Promotion
138,157
22,232
10,081
12,151
150,308
143,341
N
125 REET 2
1,992,459
857,769
393,373
464,396
2,456,854
2,480,571
3
126 REET 1
3,957,800
930,517
374,824
555,694
4,513,493
4,460,433
v
127 Gifts Catalog
3,140,448
288,143
210,984
77,159
3,217,607
3,177,031
-t
130 Cemetery Maintenance
196,245
86,793
119,318
(32,525)
163,720
161,048
Q
137 Cemetery Trust
1,212,121
54,436
73,000
(18,564)
1,193,557
1,177,976
138 Sister City
18,681
3,124
2,120
1,004
19,685
19,441
140 Business Improvement
37,682
50,513
33,067
17,446
55,129
55,129
=
141 Affordable Housing
309,127
19,441
-
19,441
328,567
320,171
=
142 Edmonds Rescue
36,932
5,759,818
5,757,318
2,500
39,432
1,145,780
jL
143 Tree Fund
222,354
41,476
200,269
(158,793)
63,561
60,382
>+
Capital Projects
139,615
73,698
703,942
(630,244)
(490,629)
(501,074)
Debt Service
-
35,551
35,201
350
350
-
3
Enterprise Funds
CY
411 Combined Utility Operation
-
74,830
-
74,830
74,830
129,641
N
421 Water UtiIity
9,601,886
5,572,402
3,877,215
1,695,187
11,297,073
11,365,793
N
422 Storm Water Utility
6,983,494
3,799,818
2,358,506
1,441,312
8,424,805
7,960,210
c
423 Sewer/ Wastewater Treatment Plar
14,903,525
9,500,543
7,495,911
2,004,633
16,908,158
17,415,391
424 Bond Reserve Fund
843,961
571,376
556,892
14,484
858,445
858,445
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Internal Service Funds
511 Equipment Rental
5,298,245
1,464,424
1,304,321
160,103
5,458,347
5,338,801
IZ
E
512 Technology Rental
421,587
1,089,402
935,972
153,431
575,017
581,028
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All Funds
62,898,595
60,643,714
53,597,077
7,046,637
69,945,232
66,803,435
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GENERAL FUND SUMMARY
City of Edmonds, WA
Monthly Revenue Summary -General Fund
2024
General Fund
Cumulative Monthly
Budget Forecast Budget Forecast
Monthly
Actuals
YTD
Actuals
Variance
%
January
$ 2,698,070 $
2,698,070 $
2,532,339
$ 2,532,339
-6.14%
February
5,386,652
2,688,582
3,801,618
6,333,957
17.59%
March
8,194,953
2,808,300
4,006,316
10,340,274
26.18%
April
12,809,847
4,614,894
8,886,692
19,226,965
50.10%
May
21,776,323
8,966,476
3,958,085
23,185,051
6.47%
June
24,453,075
2,676,752
3,062,106
26,247,157
7.34%
July
27,423,536
2,970,461
August
30,755,807
3,332,272
September
33,530,489
2,774,682
October
39,070,656
5,540,167
November
47,885,067
8,814,411
December
51,056,792
3,171,725
City of Edmonds, WA
Monthly Expenditure Summary -General Fund
2024
General Fund
Cumulative
Monthly
Monthly
YTD
Variance
Budget Forecast Budget Forecast
Actuals
Actuals
%
January
$ 4,809,938 $
4,809,938 $
4,652,570
$ 4,652,570
-3.27%
February
8,929,454
4,119,516
3,706,872
8,359,442
-6.38%
March
12,949,647
4,020,193
3,718,847
12,078,289
-6.73%
April
16,605,531
3,655,883
3,782,082
15,860,371
-4.49%
May
20,680,817
4,075,286
4,319,151
20,179,522
-2.42%
June
25,263,927
4,583,110
4,781,657
24,961,180
-1.20%
July
29,265,836
4,001,909
August
33,410,940
4,145,104
September
37,568,223
4,157,283
October
41,684,206
4,115,983
November
46,834,850
5,150,644
December
51,892,793
5,057,943
*The monthly budget forecast columns are based on a five-year average.
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MAJOR GENERAL FUND REVENUE SUMMARY
I 2.6.a I
City of Edmonds, WA
Monthly Revenue Summary -Real Personal/Property Tax
2024
Real Personal/Property Tax
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
28,172 $
28,172 $
15,003
$ 15,003
-46.75%
February
156,833
128,661
265,415
280,418
78.80%
March
877,571
720,738
546,457
826,875
-5.78%
April
5,200,702
4,323,131
4,451,219
5,278,095
1.49%
May
6,113,323
912,621
769,305
6,047,399
-1.08%
June
6,167,757
54,434
53,708
6,101,108
-1.08%
July
6,192,819
25,062
August
6,247,276
54,457
September
6,423,953
176,676
October
10,550,884
4,126,931
November
11,287,789
736,905
December
11,327,000
39,211
Sales and Use Tax
Real Personal/Property Tax
12,000,000
11,000,000
10,000,000
Or
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Current Year -Budget Prior Year
City of Edmonds, WA
Monthly Revenue Summary -Sales Tax
2024
Cumulative Monthly
Budget Forecast Budget Forecast
Monthly
Actuals
YTD
Actuals
Variance
%
January
$ 956,967 $
956,967 $
975,066
$ 975,066
1.89%
February
2,084,047
1,127,080
1,059,532
2,034,598
-2.37%
March
2,987,849
903,802
870,730
2,905,328
-2.76%
April
3,814,928
827,079
870,807
3,776,135
-1.02%
May
4,821,039
1,006,111
983,892
4,760,027
-1.27%
June
5,796,759
975,721
921,356
5,681,383
-1.99%
July
6,836,449
1,039,690
August
7,953,072
1,116,623
September
8,995,564
1,042,491
October
10,116,626
1,121,062
November
11,238,239
1,121,613
December
12,300,000
1,061,761
*The monthly budget forecast columns are based on a five-year average.
4
Packet Pg. 172
MAJOR GENERAL FUND REVENUE SUMMARY
I 2.6.a I
City of Edmonds, WA
Monthly Revenue Summary -Water Utility Tax
2024
Water Utility Tax
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
90,844 $
90,844 $
92,691
92,691
2.03%
February
154,355
63,511
62,177
154,868
0.33%
March
244,152
89,797
90,963
245,831
0.69%
April
304,356
60,204
62,146
307,977
1.19%
May
393,634
89,278
90,718
398,695
1.29%
June
463,947
70,313
69,703
468,398
0.96%
July
573,149
109,202
August
666,476
93,327
September
791,033
124,557
October
881,630
90,597
November
983,292
101,662
December
1,047,289
63,997
Water Utility Tax
1,100,000
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
_Current Year -Budget Prior Year
City of Edmonds, WA
Monthly Revenue Summary -Sewer Utility Tax
2024
Sewer Utility Tax
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
101,297 $
101,297 $
101,472 $
101,472
0.17%
February
185,730
84,433
84,516
185,988
0.14%
March
286,530
100,799
101,250
287,238
0.25%
April
371,027
84,497
85,581
372,818
0.48%
May
472,427
101,400
101,036
473,855
0.30%
June
557,139
84,712
86,104
559,959
0.51%
July
659,773
102,634
August
744,838
85,065
September
850,226
105,388
October
936,127
85,902
November
1,039,506
103,379
December
1,123,814
84,308
Sewer Utility Tax
1,200,000
1,100,000
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
_Current Year -Budget Prior Year
*The monthly budget forecast columns are based on a five-year average.
5
Packet Pg. 173
I 2.6.a I
MAJOR GENERAL FUND REVENUE SUMMARY
City of Edmonds, WA
Monthly Revenue Summary -General Fund Charges forServices
2024
General Fund - Charges for Services
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
402,596 $
402,596 $
297,980
$ 297,980
-25.99%
February
931,328
528,732
702,035
1,000,015
7.38%
March
1,317,506
386,178
1,404,775
2,404,790
82.53%
April
2,112,130
794,625
573,921
2,978,711
41.03%
May
3,082,898
970,768
477,751
3,456,462
12.12%
June
3,676,991
594,093
929,543
4,386,004
19.28%
July
4,250,819
573,828
August
5,299,286
1,048,468
September
5,958,021
658,735
October
6,576,651
618,629
November
7,241,120
664,469
December
8,120,826
879,706
*The monthly budget forecast columns are based on a five-year average.
6
Packet Pg. 174
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
I 2.6.a I
CITY OF EDMO NDS
EXPENDITURES - GENERAL FUND - BY DEPARTMENT IN SUMMARY
Title
CITY COUNCIL
OFFICE OF MAYOR
HUMAN RESOURCES
MUNICIPAL COURT
ADMINISTRATIVE SERVICES
CITY ATTORNEY
NON -DEPARTMENTAL
■ZQato) =1gl:Ir/lei 9M
SATELLITE OFFICE
COMMUNITY SERVICES✓ECONOMIC DEV.
PLANNING& DEVELOPMENT
HUMAN SERVICES PROGRAM
PARKS& RECREATION
PUBLIC WORKS
FACILITIES MAINTENANCE
2024 Adopted 6/30/2023 6/30/2024 Amount
Budget Expenditures Expenditures Remaining %Spent
$ 479,286 $
208,152 $
257,859 $
221,427
54%
490,875
195,229
209,545
281,330
43%
1,222,438
455,291
619,724
602,714
51%
1,811,176
726,808
850,190
960,986
47%
2,825,453
1,327,293
1,470,906
1,354,547
52%
1,161,780
427,830
507,955
653,825
44%
6,857,495
9,392,113
2,965,970
3,891,525
43%
17,478,540
6,661,514
8,741,807
8,736,733
50%
172,105
56,650
73,371
98,734
43%
1,162,045
599,614
526,436
635,609
45%
4,251,605
1,934,311
1,894,266
2,357,339
45%
320,940
124,450
129,416
191,524
40%
6,520,597
2,623,359
2,880,951
3,639,646
44%
4,500,279
1,968,992
2,065,138
2,435,141
46%
2,638,179
2,002,414
1,767,646
870,533
67%
$ 51,892,793 $
28,704,022 $
24,961,180 $
26,931,613
48%
F
O
is
c
�o
C
1L
%
L
is
M
CY
14
N
O
N
d
C
7
Packet Pg. 175
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
I 2.6.a I
City of Edmonds, WA
Monthly Expenditure Summary -City Council
2024
City Council
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
34,240 $
34,240 $
February
71,153
36,913
March
112,189
41,036
April
150,403
38,214
May
193,081
42,678
June
234,428
41,347
July
275,019
40,591
August
316,493
41,474
September
357,868
41,375
October
394,551
36,684
November
435,285
40,734
December
479,286
44,001
40,574 $ 40,574 18.50%
54,006 94,579 32.92%
35,007 129,587 15.51 %
35,974 165,561 10.08%
57,697 223,258 15.63%
34,601 257,859 9.99%
City of Edmonds, WA
Monthly Expenditure Summary -Office of Mayor
2024
Office of Mayor
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
40,561 $
40,561 $
February
82,159
41,598
March
124,596
42,436
April
165,441
40,846
May
205,791
40,350
June
245,843
40,052
July
287,251
41,408
August
327,468
40,217
September
367,326
39,858
October
406,988
39,662
November
449,726
42,738
December
490,875
41,149
33,901 $ 33,901-16.42%
35,511 69,412-15.52%
36,798 106,210-14.76%
36,154 142,364-13.95%
34,804 177,167-13.91%
32,377 209,545-14.76%
Office of Mayor
500,000
450,000
400,000
350,000
300,000
250,000
200,000
150,000
lOQ,000
50,01
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Current Year -Budget -Prior Year
*The monthly budget forecast columns are based on a five-year average.
N
Packet Pg. 176 1
I 2.6.a I
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
City of Edmonds, WA
Monthly Expenditure Summary -Human Resources
2024
Human Resources
Cumulative
Budget Forecast
Monthly
Budget Forecast
Monthly
Actuals
YTD
Actuals
Variance
%
January
$ 110,919
$ 110,919 $
129,960
$ 129,960
17.17%
February
206,083
95,165
103,533
233,493
13.30%
March
293,020
86,937
100,807
334,300
14.09%
April
385,026
92,006
98,181
432,481
12.33%
May
477,507
92,481
94,231
526,711
10.30%
June
609,764
132,257
93,012
619,724
1.63%
July
691,435
81,671
August
781,445
90,009
September
882,461
101,016
October
976,331
93,870
November
1,084,356
108,025
December
1,222,438
138,082
City of Edmonds, WA
Monthly Expenditure Summary -Municipal Court
2024
Municipal Court
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
133,120 $
133,120 $
136,698 $
136,698
2.69%
February
268,761
135,641
143,646
280,344
4.31%
March
408,462
139,701
138,149
418,493
2.46%
April
549,323
140,861
140,705
559,198
1.80%
May
702,755
153,432
144,216
703,414
0.09%
June
841,629
138,874
146,775
850,190
1.02%
July
987,720
146,091
August
1,144,145
156,425
September
1,291,990
147,845
October
1,441,979
149,989
November
1,629,476
187,497
December
1,811,176
181,700
*The monthly budget forecast columns are based on a five-year average.
9
Packet Pg. 177
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
I 2.6.a I
City of Edmonds, WA
Monthly Expenditure Summary -Community Services/Economic Development
2024
Community Services/Economic Development
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
70,938 $
70,938 $
84,711 $
84,711
19.42%
February
150,629
79,691
85,764
170,475
13.18%
March
228,686
78,058
85,735
256,210
12.04%
April
308,932
80,246
91,280
347,490
12.48%
May
391,061
82,128
83,820
431,310
10.29%
June
480,392
89,331
95,126
526,436
9.58%
July
570,789
90,397
August
679,369
108,580
September
777,142
97,773
October
877,976
100,834
November
1,007,121
129,145
December
1,162,045
154,924
Community Services/Economic Development
1,400,000
1,300,000
1,200,000
1,100,000
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
_ Current Year -Budget - Prior Year
City of Edmonds, WA
Monthly Expenditure Summary -Administrative Services
2024
Administrative Services
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
288,918 $
288,918 $
274,596
$ 274,596
-4.96%
February
523,687
234,769
208,739
483,335
-7.71%
March
733,695
210,008
217,967
701,302
-4.42%
April
944,992
211,297
212,849
914,151
-3.26%
May
1,157,177
212,186
372,263
1,286,415
11.17%
June
1,442,022
284,845
184,491
1,470,906
2.00%
July
1,684,828
242,805
August
1,896,259
211,431
September
2,116,379
220,121
October
2,344,386
228,007
November
2,598,917
254,531
December
2,825,453
226,536
Administrative Services
!,800,000
1,800,000
1600,000
1:400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Current Year -Budget Prior Year
*The monthly budget forecast columns are based on a five-year average.
10
Packet Pg. 178
I 2.6.a I
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
City of Edmonds, WA
Monthly Expenditure Summary -City Attorney
2024
City Attorney
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
96,815 $
96,815 $
February
193,630
96,815
March
290,445
96,815
April
387,260
96,815
May
484,075
96,815
June
580,890
96,815
July
677,705
96,815
August
774,520
96,815
September
871,335
96,815
October
968,150
96,815
November
1,064,965
96,815
December
1,161,780
96,815
Police
- $ - 0.00%
127,250 127,250-34.28%
93,007 220,257-24.17%
108,383 328,640-15.14%
98,726 427,366-11.71%
80,589 507,955-12.56%
City Attorney
1,200,000
1,100,000
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0 AK
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
-C=mtYear -Budget Prior Year
City of Edmonds, WA
Monthly Expenditure Summary -Police
2024
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
1,325,644 $
1,325,644 $
1,320,779
$ 1,320,779
-0.37%
February
2,644,333
1,318,689
1,322,826
2,643,606
-0.03%
March
4,027,557
1,383,224
1,252,027
3,895,633
-3.28%
April
5,378,981
1,351,424
1,459,657
5,355,290
-0.44%
May
6,782,808
1,403,826
1,864,000
7,219,290
6.44%
June
8,239,937
1,457,130
1,522,517
8,741,807
6.09%
July
9,689,531
1,449,593
August
11,039,396
1,349,866
September
12,478,176
1,438,780
October
13,942,747
1,464,571
November
15,677,275
1,734,528
December
17,478,540
1,801,265
Police
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
� Current Year -Budget -Prior Year
*The monthly budget forecast columns are based on a five-year average.
11
Packet Pg. 179 1
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
I 2.6.a I
City of Edmonds, WA
Monthly Expenditure Summary -Planning & Development
2024
Planning & Development
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
328,959 $
328,959 $
269,177
$ 269,177
-18.17%
February
671,531
342,572
267,692
536,869
-20.05%
March
999,838
328,306
393,779
930,649
-6.92%
April
1,348,844
349,006
303,822
1,234,470
-8.48%
May
1,692,557
343,714
318,775
1,553,246
-8.23%
June
2,024,917
332,360
341,020
1,894,266
-6.45%
July
2,387,504
362,587
August
2,727,099
339,594
September
3,071,846
344,748
October
3,418,696
346,849
November
3,799,763
381,067
December
4,251,605
451,842
Parks & Recreation
Planning & Development
4,500,000
4,000,000
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Current Year -Budget Prior Year
City of Edmonds, WA
Monthly Expenditure Summary -Parks & Recreation
2024
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
498,850 $
498,850 $
453,277
$ 453,277
-9.14%
February
986,757
487,907
470,870
924,147
-6.35%
March
1,483,576
496,818
491,227
1,415,374
-4.60%
April
1,955,557
471,981
483,624
1,898,998
-2.89%
May
2,461,256
505,698
497,889
2,396,886
-2.62%
June
2,984,923
523,667
484,065
2,880,951
-3.48%
July
3,580,661
595,738
August
4,186,784
606,123
September
4,840,484
653,700
October
5,394,700
554,215
November
5,962,605
567,905
December
6,520,597
557,992
Parks & Recreation
1,500,000 1 ;oar
1,000,000
500 000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Current Year -Budget �Prlor Year
*The monthly budget forecast columns are based on a five-year average.
12
Packet Pg. 180
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
I 2.6.a I
City of Edmonds, WA
Monthly Expenditure Summary -Facilities Maintenance
2024
Facilities Maintenance
Cumulative
Budget Forecast
Monthly
Budget Forecast
Monthly
Actuals
YTD
Actuals
Variance
%
January
$ 156,775
$ 156,775 $
280,811
$ 280,811
79.12%
February
389,674
232,899
265,070
545,881
40.09%
March
593,572
203,898
223,593
769,473
29.63%
April
769,278
175,706
218,971
988,445
28.49%
May
948,275
178,997
203,576
1,192,021
25.70%
June
1,082,249
133,974
575,626
1,767,646
63.33%
July
1,241,211
158,962
August
1,449,110
207,898
September
1,701,700
252,590
October
1,994,272
292,572
November
2,251,849
257,577
December
2,638,179
386,330
City of Edmonds, WA
Monthly Expenditure Summary -Engineering
2024
Engineering
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
301,531 $
301,531 $
283,081
$ 283,081
-6.12%
February
604,565
303,034
286,618
569,699
-5.77%
March
913,824
309,259
255,452
825,151
-9.70%
April
1,223,821
309,997
270,205
1,095,355
-10.50%
May
1,553,842
330,021
260,871
1,356,226
-12.72%
June
1,868,266
314,424
260,767
1,616,993
-13.45%
July
2,185,239
316,973
August
2,491,236
305,997
September
2,797,476
306,240
October
3,102,475
304,999
November
3,439,952
337,477
December
3,777,853
337,901
Engineering
1,500,000
1,000,000
500,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
-Current Year -Budget Prior Year
*The monthly budget forecast columns are based on a five-year average.
13
Packet Pg. 181
GENERAL FUND DEPARTMENT EXPENSE SUMMARY
I 2.6.a I
City of Edmonds, WA
Monthly Expenditure Summary -Non -Departmental
2024
Non -Departmental
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
926,027 $
926,027 $
1,244,387
$ 1,244,387
-3.27%
February
1,489,596
563,569
221,547
1,465,934
-6.38%
March
2,012,000
522,404
285,014
1,750,948
-6.73%
April
2,395,260
383,260
211,983
1,962,932
-4.49%
May
2,923,480
528,220
178,984
2,141,916
-2.42%
June
3,677,256
753,776
824,054
2,965,970
-1.20%
July
4,126,291
449,035
August
4,662,507
536,216
September
5,123,698
461,191
October
5,544,111
420,414
November
6,294,725
750,614
December
6,857,495
562,770
Non -Departmental
20,000,000
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
-CurrentYear -Budget Prior Year
*The monthly budget forecast columns are based on a five-year average.
14
Packet Pg. 182
FUND SUMMARIES
I 2.6.a I
City of Edmonds, WA
Monthly Expenditure Summary -Fund 016 - Building Maintenance Fund
2024
Fund 016 - Building Maintenance Fund
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
93,773 $
93,773 $
February
187,546
93,773
March
281,318
93,773
April
375,091
93,773
May
468,864
93,773
June
562,637
93,773
July
656,410
93,773
August
750,182
93,773
September
843,955
93,773
October
937,728
93,773
November
1,031,501
93,773
December
1,125,275
93,773
138,032 $ 138,032 47.20%
481,478 619,510 230.33%
9,472 628,982 123.58%
2,113 631,095 68.25%
28,074 659,169 40.59%
868 660,037 17.31%
Fund 016 -Building Maintenance Fund
1,200,000
1,100,000
1,000,000
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Current Year -Budget -Prior Year
*The monthly budget forecast columns are based on a five-year average.
15
Packet Pg. 183
FUND SUMMARIES
■ 2.6.a
City of Edmonds, WA
Monthly Revenue Summary -Real Estate Excise Tax 1 & 2
2024
Real Estate Excise Tax 1 & 2
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
225,388 $
225,388 $
158,734
$ 158,734
-29.57%
February
376,297
150,909
141,173
299,908
-20.30%
March
569,768
193,471
237,275
537,183
-5.72%
April
775,427
205,659
354,193
891,375
14.95%
May
1,036,020
260,593
338,546
1,229,921
18.72%
June
1,293,139
257,119
321,623
1,551,544
19.98%
July
1,573,012
279,874
August
1,849,679
276,667
September
2,151,102
301,423
October
2,420,735
269,633
November
2,687,175
266,440
December
3,000,000
312,825
Real Estate Excise Tax 1 & 2
2,700,000
2,100,000
1,800,000 /
1,500,000
1,200,000
900,000
600,000
300,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
_Current Year -Budget -Prior Year
City of Edmonds, WA
Monthly Expenditure Summary -Fund 512 - Technology Rental Fund
2024
Fund 512 - Technology Rental Fund Expenses
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
278,067 $
278,067 $
450,425 $
450,425
61.98%
February
459,653
181,586
88,246
538,670
17.19%
March
687,018
227,364
99,476
638,146
-7.11%
April
781,894
94,876
88,852
726,999
-7.02%
May
882,974
101,080
118,249
845,248
-4.27%
June
1,005,318
122,345
90,723
935,972
-6.90%
July
1,131,059
125,740
August
1,299,834
168,775
September
1,465,789
165,955
October
1,643,179
177,391
November
1,772,621
129,442
December
2,011,076
238,455
Fund 512 -Technology Rental l'lu1d Expenses
2,200,000
2,000,000
11800,000
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Current Year -Budget �Prior Year
*The monthly budget forecast columns are based on a five-year average.
16
Packet Pg. 184
I 2.6.a I
FUND 421 - WATER UTILITY FUND SUMMARY
City of Edmonds, WA
Monthly Revenue Summary -Fund 421- Water Utility Fund
2024
Fund 421 - Water Utility Fund Revenues
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
980,443 $
980,443 $
1,090,370
$ 1,090,370
11.21%
February
1,712,436
731,993
711,773
1,802,143
5.24%
March
2,701,940
989,503
1,075,486
2,877,629
6.50%
April
3,356,766
654,827
785,359
3,662,988
9.12%
May
4,316,356
959,590
1,061,688
4,724,677
9.46%
June
5,115,288
798,932
847,725
5,572,402
8.94%
July
6,310,311
1,195,023
August
7,304,483
994,172
September
8,635,357
1,330,874
October
9,613,693
978,336
November
11,500,392
1,886,699
December
12,314,744
814,352
City of Edmonds, WA
Monthly Expenditure Summary -Fund 421- Water Utility Fund
2024
Fund 421 - Water Utility Fund Ripenses
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
641,026 $
641,026 $
503,314
$ 503,314
-21.48%
February
1,300,480
659,453
589,193
1,092,506
-15.99%
March
2,051,423
750,943
586,629
1,679,136
-18.15%
April
2,887,784
836,362
705,351
2,384,486
-17.43%
May
3,786,010
898,226
592,313
2,976,799
-21.37%
June
5,237,771
1,451,761
900,416
3,877,215
-25.98%
July
6,385,874
1,148,103
August
7,778,196
1,392,322
September
8,859,399
1,081,203
October
9,774,932
915,533
November
11,599,342
1,824,410
December
13,837,584
2,238,242
*The monthly budget forecast columns are based on a five-year average.
1%
Packet Pg. 185
FUND 422 - STORM UTILITY FUND SUMMARY
I 2.6.a I
City of Edmonds, WA
Monthly Revenue Summary -Fund 422 - Storm Utility Fund
2024
Fund 422 - Storm Utility Fund Revenues
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
663,684 $
663,684 $
542,348
$ 542,348
-18.28%
February
2,084,443
1,420,759
1,169,775
1,712,123
-17.86%
March
2,727,930
643,488
544,143
2,256,265
-17.29%
April
3,254,732
526,802
499,506
2,755,771
-15.33%
May
3,846,640
591,908
551,418
3,307,189
-14.02%
June
4,357,699
511,059
492,629
3,799,818
-12.80%
July
4,935,913
578,214
August
6,218,378
1,282,465
September
6,807,203
588,825
October
7,354,010
546,807
November
8,398,392
1,044,382
December
8,971,716
573,324
Fund 422 - Storm Utility Fund Revenues
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Current Year -Budget -Prior Year
City of Edmonds, WA
Monthly Expenditure Summary -Fund 422 - Storm Utility Fund
2024
Fund 422 - Storm Utility Fund Expenses
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
717,368 $
717,368 $
397,818
$ 397,818
-44.54%
February
2,253,049
1,535,682
457,806
855,625
-62.02%
March
2,948,588
695,538
332,627
1,188,252
-59.70%
April
3,518,002
569,414
372,195
1,560,446
-55.64%
May
4,157,788
639,786
354,257
1,914,703
-53.95%
June
4,710,186
552,398
443,803
2,358,506
49.93%
July
5,335,170
624,985
August
6,721,372
1,386,201
September
7,357,826
636,454
October
7,948,863
591,037
November
9,077,723
1,128,861
December
9,697,422
619,699
*The monthly budget forecast columns are based on a five-year average.
18
Packet Pg. 186
FUND 423 - SEWER UTILITY FUND SUMMARY
I 2.6.a I
City of Edmonds, WA
Monthly Revenue Summary -Fund 423 - Sewer Utility Fund
2024
Fund 423 - Sewer Utility FWnd Revenues
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January
$ 1,687,922 $
1,687,922 $
1,476,339
$ 1,476,339
-12.54%
February
3,157,126
1,469,204
1,418,266
2,894,605
-8.32%
March
4,456,021
1,298,895
1,449,133
4,343,737
-2.52%
April
5,760,746
1,304,725
2,353,378
6,697,115
16.25%
May
7,543,920
1,783,174
1,462,475
8,159,590
8.16%
June
8,534,081
990,162
1,340,953
9,500,543
11.32%
July
10,048,029
1,513,948
August
11,755,236
1,707,207
September
13,439,062
1,683,826
October
14,631,473
1,192,411
November
18,018,844
3,387,371
December
20,019,768
2,000,924
City of Edmonds, WA
Monthly Expenditure Summary -Fund 423 - Sewer Utility Fund
2024
Fund 423 - Sewer Utility ]Fund Expenses
Cumulative Monthly Monthly YTD Variance
Budget Forecast Budget Forecast Actuals Actuals %
January $
1,035,408 $
1,035,408 $
1,373,009
$ 1,373,009
32.61%
February
2,009,872
974,464
1,032,356
2,405,366
19.68%
March
3,218,482
1,208,610
1,115,359
3,520,725
9.39%
April
4,925,786
1,707,303
1,702,160
5,222,885
6.03%
May
6,562,115
1,636,329
910,860
6,133,745
-6.53%
June
8,402,137
1,840,022
1,362,165
7,495,911
-10.79%
July
10,222,675
1,820,538
August
11,835,035
1,612,360
September
14,187,219
2,352,184
October
15,857,930
1,670,711
November
17,953,941
2,096,010
December
23,397,507
5,443,566
Ind 423 - Sewer Utility Fund Expenses
24,000,000
22,000,000
20,000,000
18,000,000
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
_Current Year -Budget Prior Year
*The monthly budget forecast columns are based on a five-year average.
19
Packet Pg. 187
■ 2.6.a I
UTILITY EXPENSE SUMMARY
Title
CITY 0FEDMONDS
EXPENDITURES - UTLITY- BY FUND IN SUMMARY
2024 Adopted 6/30/2023 6/30/2024
Budget Expenditures Expenditures
Amount
Remaining
%Spent
WATER UTILITY FUND
$ 13,837,584
$ 3,802,333
$ 3,877,215
$ 9,960,369
28%
O
STORM UTILITY FUND
9,697,422
2,534,959
2,358,506
7,338,916
Q-
24%
SEWER/WWTP UTILITY FUND
23,397,507
7,252,336
7,495,911
15,901,596
32%
BOND RESERVE FUND
1,988,830
574,892
556,892
1,431,938
28%
$ 48,921,343
$ 14,164,519
$ 14,288,523
$ 34,632,820
29%
C
1L
%
L
/may
V
N
O
N
d
C
3
20
Packet Pg. 888
I 2.6.a I
INVESTMENT PORTFOLIO SUMMARY
City of Edmonds Investment Portfolio Detail
As of June 30, 2024
Years
Agency/ Investment Purchase to Par Market Maturity Coupon
Issuer Type Price Maturity Value Value Date Rate
FNMA
Bonds
992,693
0.01
1,000,000
999,536
07/02/24
1.75%
FFCB
Bonds
1,960,906
0.21
2,000,000
1,991,120
09/13/24
3.50%
FHLB
Bonds
950,774
0.39
1,000,000
981,872
11/18/24
0.90%
Spokane County WA
Bonds
207,260
0.42
200,000
197,296
12/01/24
2.10%
First Financial - Waterfront Center
CD
245,000
0.49
245,000
245,000
12/27/24
2.47%
FHLMC
Bonds
974,798
0.70
1,000,000
989,892
03/13/25
3.75%
Farmer Mac
Bonds
1,995,088
0.80
2,000,000
1,984,665
04/17/25
4.25%
FHLB
Bonds
969,524
1.08
1,000,000
987,483
07/28/25
3.60%
US Treasury Note
Note
964,597
1.13
1,000,000
978,984
08/15/25
3.13%
FFCB
Bonds
1,982,692
1.44
2,000,000
1,976,183
12/08/25
4.13%
Farmer Mac
Bonds
1,994,172
1.59
2,000,000
1,971,479
02/02/26
3.95%
FHLMC
Bonds
993,661
2.06
1,115,000
1,028,544
07/22/26
0.83%
Farmer Mac
Bonds
2,057,309
2.38
2,305,000
2,122,657
11/17/26
1.15%
First Financial - ECA
CD
2,803,516
3.38
2,803,516
2,803,516
11/15/27
2.96%
TOTAL SECURITIES
19,091,991
1.15
19,668,516
19,258,226
Washington State Local Gov't Investment Pool
TOTAL PORTFOLIO
Issuer Diversification First
Financial -
CD, 15%
Spokane
Fa rmer County
Mac, 32% WA, 1%
FFCB, 20%
FHLMC, FHLB,
11% 10% /
43,456,075 43,456,075 Demand 5.40%
$ 63,124,591 $ 62,714,301
Cash and Investment Balances
(in $Millions) Checking,
$6.60, 10%
Note, Bonds,
$1.00, 2%� $15.62,
22%
CD's, $3.05
4% � State LGIP,
$43.46 ,
62%
21
Packet Pg. 189 1
INVESTMENT PORTFOLIO SUMMARY
I 2.6.a I
F
O
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LL
L
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/may
V
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O
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0)
C
3
O
Q
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10
_
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L
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22
Packet Pg. 190
2.6.a
City of Edmonds
2024 General Fund (001) Cash Flow Report (with ACTUALS)
Revenues
Property Tax
Jan Actual
21,016
Feb Actual
366,893
Mar Actual
755,437
Sales Tax
1,061,193
1,158,271
948,328
Amusements & Utility Tax
513,836
865,277
655,472
Excise & Other Taxes
-
81,406
-
License & Permits
298,154
162,918
68,969
Other Governments & Grants
187,239
-
112,069
Service Fees
159,253
194,102
1,091,628
Interfund Service Fees'
138,726
507,933
313,147
Fines & Penalties
19,021
29,017
-
Miscellaneous
133,900
50,526
61,266
Disposal of Capital Assets
-
-
-
Difference
Inc / (ded
1160,451)
1239,098)
1379,558)
4,300
(54,299)
465,429
476,814
(0)
(64,063)
150,102
10,000
Transfers 385,274 385274 391,075 5801
2,532,339 3,801,618 4 006 316 8,886,692 3 958 O85 3 062 106 2 873 997 2 882 457 3,236,022 8 471 720 4155 669 3,393,145 51260167 51056 792 203 375
Actual May Actual Jun Actual Jul Forecast Aug Forecast Sep Forecast Oct Forecast Nov Forecast Dec Forecast Total(Forecast) Budget
6,153,028 1,063,611 74,286 35,181 76,462 248,081 5,861,219 1,034,766 55,068 15,745,049 15,905,500
949,258 1,069,826 1,003,253 1,160,108 1,220,580 1,141,366 1,180,429 1,221,687 1,106,203 13,220,502 13,459,600
567,877 630,223 544,066 607,308 621,376 654,521 388,708 727,016 588,611 7,364,291 7,743,849
2,448 84,129 - - 77,091 213 - 84,940 73 330,300 326,000
322,066 84,523 61,744 309,068 78,413 59,292 225,430 205,556 64,318 1,939,451 1,993,750
138,735 312,945 257,513 63,351 872 81,342 41,462 258,016 216,596 1,670,139 1,204,710
239,048 169,274 614,426 181,275 354,401 570,814 220,758 162,921 611,416 4,570,326 4,093,512
334,873 308,477 315,117 318,277 330,866 327,237 333,333 298,814 500,513 4,027,314 4,027,314
91,609 153,244 68,090 116,118 54,167 83,341 65,725 - 157,954 838,287 902,350
87,751 81,833 113,611 84,311 68,229 69,815 154,656 161,953 91,383 1,159,234 1,009,132
- - 10,000 - - - - - - 10,000 -
Salaries
1,868,992
1,860,417
1,848,525
1,975,160
2,402,922
2,040,193
1,953,553
1,950,674
1,968,066
1,980,234
1,980,068
1,988,929
23,817,734
23,095,383
722,351
Overtime
116,684
93,279
54,727
76,584
122,240
95,886
54,929
34,323
76,519
50,140
69,037
64,655
909,004
643,080
265,924
Holiday Buyback
-
-
-
-
-
-
-
5,385
6,804
-
513,524
5,374
531,087
294,001
237,086
Benefits
740,340
702,129
684,991
745,469
767,668
718,780
705,438
710,956
733,340
745,702
764,740
777,427
8,796,980
7,868,-8
928,572
Uniforms
13,909
8,879
12,072
4,764
3,589
6,165
9,034
11,254
10,638
7,394
3,581
3,197
95,474
126,931
(31,457)
Pension
2,932
-
5,864
2,932
2,932
2,932
9,024
9,024
9,024
9,024
5,929
5,929
65,545
141,668
(76,123)
Supplies
13,474
28,205
36,924
25,194
112,010
33,603
37,707
70,458
59,151
93,274
51,780
50,694
611,474
677,285
(64,811)
Small Equipment
1,388
5,978
935
5,873
7,240
7,973
55,845
53,509
Z512
2ZS64
3,285
17,947
185,049
239,791
(54,742)
Professional Services
414,539
504,373
572,676
405,136
441,983
459,554
898,460
1,353,703
1,428,420
1,307,061
1,S42,135
1,473,382
10,801,522
10,918,360
(116,838)
Communications
11,170
8,838
20,583
25,147
7,697
15,162
29,460
15,374
40,080
11,136
13,823
29,348
228,819
236,105
(7,286)
Travel
695
2,208
4,646
1,304
8,236
7,337
4,874
4,826
1,400
4,101
3,451
1,562
44,640
51,187
(6,547)
Excise Taxes
2,725
2,136
3,250
2,554
2,304
2,423
Z236
2,265
4,526
3,029
1,991
1,737
31,176
30,000
1,176
Interfund Rent
315,916
322,079
323,652
319,860
315,908
320,122
320,176
326,946
329,506
321,806
328,193
326,679
3,870,842
3,913,541
(42,699)
Insurance
910,495
-
-
-
-
-
-
-
-
-
-
-
910,495
883,686
26,809
Utilities
56,826
45,879
62,960
62,997
63,245
28,032
88,753
40,025
77,938
47,846
57,730
70,110
702,339
663,800
38,539
Repair &Maint
81,539
22,811
34,904
29,285
10,924
2,320
3,591
23,959
10,687
4ZS73
19,276
27,207
309,076
388,300
(79,224)
Miscellaneous
66,908
74,660
42,575
34,243
26,483
22,362
18,551
21,776
43,389
41,685
1ZB51
17,464
423,947
424,867
(920)
Contingency
-
25,000
-
-
-
-
-
-
-
-
-
-
25,000
25,000
-
Transfer
-
-
-
-
-
525,000
-
-
-
-
62,695
49,478
637,173
650,000
(12,827)
Building (Capital)
34,040
-
-
-
-
408,179
-
-
-
-
-
-
441,219
-
442,219
Machinery& Equipment (Capital)
-
-
-
-
20
-
-
-
-
-
-
-
10
-
20
Construction (Capital)
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Lease
-
-
-
44,224
23,750
23,750
23,750
23,750
23,750
23,750
23,750
23,750
234,224
300,000
(65,776)
Debt -Principal
-
-
-
-
-
-
-
-
-
-
-
197,120
197,120
197,120
-
Debt - Interest
-
-
9,562
21,356
-
61,886
-
-
-
-
-
61,890
154,694
123,780
30,914
Debt- Other
500
(500)
4,652,570
3,706,872
3,718,847
3,782,082
4,319,151
4,781,657
4,215,380
4,659,207
4,825,750
4,713,320
5,457,937
5,193,880
54,026,653
1 51,892,593
1 2,133,860
Net Revenue/(Expenditures) 1 (2,120,231)l 94.746 1 287.469 1 5.104.610 1 (361,065)(1,719,552)(1,341,383)(1,776,750) (1,589,728)1 3,758,400 1 (1,302,268)(1,800,735) (2,766,486) (836,001)(1,930,485)
Changes in AR 30,743 30,894 (8,337) 16,329 63,269 (19,719)
Changes in AP (256,704) (227,711) 31,069 175,337 (125,023) (132,356)
Cash Balance 1 (2,511,077)(2,613,147) (2,302,946)1 2,993,329 1 2,570,509 1 698,883
Packet Pg. 191
2.7
City Council Agenda Item
Meeting Date: 07/16/2024
2024 July Budget Amendment Ordinance
Staff Lead: Kim Dunscombe
Department: Administrative Services
Preparer: Marissa Cain
Background/History
Amend the 2024 Ordinance No. 4349
Staff Recommendation
Staff recommends that Council approve Ordinance No. XXXX amending the 2024 Budget.
Attachments:
2024 July Decision Package Exhibits
2024 July Budget Amendment Ordinance
Packet Pg. 192
July 2024 Budget Amendment
2.7.a
Budget Amendment for: July 23, 2024
Item Description:
Due to the costs for consultant plan review of one unusually large permitting project, the maximum amount of $99,000
under the current 2-year contract with Beck and Associates will be exceeded. The combined amount of current and
anticipated task orders assigned to Beck is estimated to be $145,000. These task orders include several small permit
projects previously completed in addition to the several permit types associated with the aforementioned large project.
Also, the Building Division professional services budget of $43,000 within the City's adopted budget will
correspondingly be overspent for the calendar year 2024. The professional services line item will need to be increased
by $140,000 to cover anticipated costs. All of these expenses are considered pass through and will not impact the
general fund.
Department:
Development Services
Division:
Building
illuildhip
Fund
Name:
001 GENERAL
Title:
Development Professional Services
Budget Amendment Type
New Item For Council To Consider
Date of Discussion or Budget Approval?
How is this amendment funded?
100% Ending Fund Balance
What is the nature of the expenditure?
One -Time
Is the Expenditure Operating or Capital?
Operating
Expenditure Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
00 1.000.62.524.20.41. 10
Professional Services System Contracts
$ 145,000
$
$
$
$
Total Expenditure Increase (Decrease)
$ 145,000
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
001.000.345.83.000.00
Building Plan Review and Inspection
$ 145,000
$
$
$
$
Total Revenue Increase (Decrease)
$ 145,000
$
$
$
$
Ending Fund Balance Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
Total Ending Fund Balance Increase (Decrease)
$
Packet Pg. 193
July 2024 Budget Amendment
2.7.a
Budget Amendment for: July 23, 2024
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
budget amendment is to transfer funds from Fund 016 to Fund 001 to cover the payment made from the General
for the Edmonds Library Repairs.
Services
Interfund Transfer
Dunscombe
New Item For Council To Consider
100% Ending Fund Balance
Fund
Name:
Account Number
Description
2024
2025
2026
2027
2028
016.000.66.594.18.62.00
Interfund Transfer to Fund 001
$ 408,179
$
$
$
$
Total Expenditure Increase (Decrease)
$ 408,179
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
Total Revenue Increase (Decrease)
$
$
S
$
$
Ending Fund Balance Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
016.000.66.508.00.00.00
Ending Fund Balance
$ (408,179)
$
$
$
$
Total Ending Fund Balance Increase (Decrease)
$ (408,179)
$
$
$
$
Packet Pg. 194
July 2024 Budget Amendment
2.7.a
Budget Amendment for: July 23, 2024
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
This decision package moves the remaining balance in the Edmonds Homelessness Fund (018) to the General Fund
(001).
Services
Homelessness Fund Transfer
Kim Dunscombe
New Item For Council To Consider
100% Ending Fund Balance
One -Time
Operating
Fund P 001 GENERAL
Name:
Account Number
Description
2024
2025
2026
2027
2028
018.000.61.597.57.55.01
Interfund Transfer to Fund 001
$ 200,000
$
$
$
$
Total Expenditure Increase (Decrease)
$ 200,000
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
001.000.397.57.018.00
Interfund Transfer from Fund 018
$ 200,000
$
$
$
$
Total Revenue Increase (Decrease)
$ 200,000
$
$
$
$
Ending Fund Balance Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
018.000.39.508.40.00.00
Ending Fund Balance
$ (200,000)
$
$
$
$
001.000.39.508.00.00.00
Ending Fund Balance
200,000
Total Ending Fund Balance Increase (Decrease)
$
$
$
$
$
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Packet Pg. 195
July 2024 Budget Amendment
2.7.a
Budget Amendment for: July 23, 2024
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
This decision package transfers $80,000 from the Employee Parking Permit Fund to the General Fund to cover a
portion of the Parking Enforcement Officer's salary and benefits.
Administrative Services
Finance
Parking Enforcement Officer Transfer
Kim Dunscombe
New Item For Council To Consider
100% Ending Fund Balance
One -Time
Operating
Fund I MULTIPLE FUNDS
Name:
Account Number
Description
2024
2025
2026
2027
2028
121.000.25.597.00.55.01
Transfer to Fund 001
$ 80,000
$
$
$
$
Total Expenditure Increase (Decrease)
$ 80.000
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
00 1.000.397.19.12 1.00
Transfer from Fund 121
$ 80,000
$
$
$
$
Total Revenue Increase (Decrease)
$ 80,000
$
$
$
$
Ending Fund Balance Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
121.000.25.508.40.00.00
Ending Fund Balance
$ (80,000)
$
$
$
$
001.000.39.508.00.00.00
Ending Fund Balance
80,000
Total Ending Fund Balance Increase (Decrease)
$
$
$
$
$
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Packet Pg. 196
2.7.a
July 2024 Budget Amendment
Budget Amendment for: July 23, 2024
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
This decision package allocates the remaining ARPA funds to pay for the Fire District Contract. $300k of the funding
will be realloacted from the Community Relief Funds. The remaining balance are funds that were not previously
allocated, and must be used by the end of the fiscal year.
Services
Finance
ARPA Funds for Fire Contract
Kim Dunscombe
New Item For Council To Consider
100% Ending Fund Balance
One -Time
Operating
Fund 142 EDMONDS CARES
Name: I FUND
Account Number
Description
2024
2025
2026
2027
2028
142.000.39.518.63.41.00
Community Relief Funds
$ (300,000)
$
$
142.000.39.522.20.41.50
Fire District Contract
619,475
Total Expenditure Increase (Decrease)
$ 319,475
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
142.000.333.21.019.00
Coronavirus Relief Fund
$ 319,475
$
$
$
$
Total Revenue Increase (Decrease)
$ 319,475
$
$
$
$
Ending Fund Balance Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
Total Ending Fund Balance Increase (Decrease)
$
Packet Pg. 197
2.7.a
July 2024 Budget Amendment
Budget Amendment for: July 23, 2024
Description: This capital budget amendment enables the acquisition of the 1-acre Mee Property as new parkland and expansion of
Mathay Ballinger Park. As per the Council's official Parkland and Wooded Area Acquisition approval during the
February 2, 2024 meeting, the authorized expenditure for the acquisition and related costs was $1,137,500. These
expenditures are covered by Snohomish County Conservation Future program grant ($853,125), City Tree Fund
($200,000 of expenditure authority previously granted) and BEET funds ($84,375).
Recreation & Human Services
Feser
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Parkland
Previously Approved Budget By Council
Feb 2 2024
Reimbursed by Grants or Outside Agencies
One -Time
Cam
Fund 332 PARKS CAPITAL
Name CONSTRUCTION FUND
Account Number
Description
2024
2025
2026
2027
2028
332.000.64.594.76.61.00
Land - Park Facilities
$ 853,125
$
$
$
126.000.64.594.76.61.00
Land - Park Facilities
84,375
Total Expenditure Increase (Decrease)
$ 937,500
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
332.000.337.01.000.00
Interlocal with Snohomish County
$ 853,125
$
$
$
$
Total Revenue Increase (Decrease)
$ 853,125
$
$
$
$
Ending Fund Balance Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
126.000.39.508.30.00.00
Ending Fund Balance
$ (84,375)
$
$
$
$
Total Ending Fund Balance Increase (Decrease)
$ (84,375)
$
$
$
$
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Packet Pg. 198
2.7.a
July 2024 Budget Amendment
Budget Amendment for: July 23, 2024
Description: The City Council approved the award of the 2024 Overlay Construction Contract for $1.51 million to Granite
Construction at the May 21, 2024 City Council meeting. An additional $100,000 ($50k each from the 125 and 126
REET funds) was needed to fully fund the construction budget. This budget amendment programs the additional
REET funds in 2024 to complete the project.
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
Public Works
2024 Pavement Preservation
Previously Discussed By Council
May 212024
100% Ending Fund Balance
One -Time
Fund I MULTIPLE FUNDS
Name:
Account Number
Description
2024
2025
2026
2027
2028
125.000.68.542.30.48.00
REPAIR & MAINTENANCE -OVERLAYS
$ 50,000
$
$
$
$
126.000.68.542.30.48.00
REPAIR & MAINTENANCE -OVERLAYS
50,000
Total Expenditure Increase (Decrease)
$ 100,000
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
Total Revenue Increase (Decrease)
$
$
$
$
$
Ending Fund Balance Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
125.000.64.508.30.00.00
Ending Fund Balance
$ (50,000)
$
$
$
$
126.000.64.508.30.00.00
Ending Fund Balance
(50,000)
Total Ending Fund Balance Increase (Decrease)
$ (100,000)
$
$
$
$
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Packet Pg. 199
2.7.a
July 2024 Budget Amendment
Budget Amendment for: July 23, 2024
Description:
Budget Amendment Type
Date of Discussion or Budget Approval?
How is this amendment funded?
What is the nature of the expenditure?
Is the Expenditure Operating or Capital?
Expenditure Increase (Decrease)
City Council approved a grant agreement with the National Fish and Wildlife Foundation to complete a Planning
Study for Edmonds Marsh and Estuary Restoration at the March 19th City Council meeting. This budget amendment
will program the anticipated expenditures and grant revenue into the 2024 budget.
Public Works
Edmonds Marsh
Oscar Antillon
Previously Discussed By Council
Mar 19 2024
100% Ending Fund Balance
One -Time
C
Fund f 422 STORM
Name:
Account Number
Description
2024
2025
2026
2027
2028
422.000.72.531.70.41.67
Interfund Services
$ 15,000
$
$
422.000.72.531.90.41.20
Professional Services
100,000
017.000.64.597.76.55.22
Transfer to Fund 422
15,000
Total Expenditure Increase (Decrease)
$ 130,000
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
422.000.331.10.683.00
NOAA/NFWF Grant
$ 100,000
$
$
$
$
422.000.397.38.017.00
Transfer from Fund 017
15,000
001.000.349.18.000.00
Contract Services
15,000
Total Revenue Increase (Decrease)
$ 130,000
$
$
$
$
Ending Fund Balance Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
001.000.39.508.00.00.00
Ending Fund Balance
$ 15,000
$
$
$
$
017.000.64.508.40.00.00
Ending Fund Balance
(15,000)
Total Ending Fund Balance Increase (Decrease)
$
$
$
$
$
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Packet Pg. 200
July 2024 Budget Amendment
2.7.a
Budget Amendment for: July 23, 2024
Description: This amendment will program stormwater utility funding for permit assistance related to SEPA and securing a permit
from the Department of Fish & Wildlife to perform maintenance of the exisitng diversion structure in lower Perrinville
Creek
Department: Public Works
Division: Engineering Fund 422 STORM
Title: Perrinville Sediment Maintenance Permit Assistance and Mitigation Planning Name:
Preparer: Rob English
Budget Amendment Type
New Item For Council To Consider
Date of Discussion or Budget Approval?
How is this amendment funded?
100% Ending Fund Balance
What is the nature of the expenditure?
One -Time
Is the Expenditure Operating or Capital?
Operating
Expenditure Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
422.000.72.531.70.41.67
Interfund Services
$ 5,700
$
$
$
$
422.000.72.531.90.41.20
Professional Services
24,300
Total Expenditure Increase (Decrease)
$ 30,000
$
$
$
$
Revenue Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
001.000.349.18.000.00
Contract Services
$ 5,700
$
$
$
$
Total Revenue Increase (Decrease)
$ 5,700
1 $
1 $
$
Ending Fund Balance Increase (Decrease)
Account Number
Description
2024
2025
2026
2027
2028
422.000.72.508.00.00.00
Ending Fund Balance
$ (30,000)
$
$
$
$
001.000.39.508.00.00.00
Ending Fund Balance
5,700
Total Ending Fund Balance Increase (Decrease)
$ (24,300)
$
$
$
$
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2.7.b
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON,
AMENDING ORDINANCE NO. 4349 AS A RESULT OF UNANTICIPATED
TRANSFERS AND EXPENDITURES OF VARIOUS FUNDS, AND FIXING A
TIME WHEN THE SAME SHALL BECOME EFFECTIVE.
WHEREAS, previous actions taken by the City Council require Interfund Transfers
and increases in appropriations; and
WHEREAS, state law requires an ordinance be adopted whenever money is
transferred from one fund to another; and
WHEREAS, the City Council has reviewed the amended budget appropriations and
information which was made available; and approves the appropriation of local, state, and federal
funds and the increase or decrease from previously approved programs within the 2024 Budget;
and
THEREFORE,
WHEREAS, the applications of funds have been identified;
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON, DO
ORDAIN AS FOLLOWS:
Section 1. Section 1. of Ordinance No. 4349 adopting the final budget for the fiscal
year 2024 is hereby amended to reflect the changes shown in Exhibits A, B, C, and D adopted
herein by reference.
1
Packet Pg. 202
Section 2. Effective Date. This ordinance, being an exercise of a power specifically
delegated to the City legislative body, is not subject to referendum, and shall take effect five (5)
days after passage and publication of an approved summary thereof consisting of the title.
ATTEST/AUTHENTICATE:
CITY CLERK, SCOTT PASSEY
APPROVED AS TO FORM:
OFFICE OF THE CITY ATTORNEY:
M.
JEFF TARADAY
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
PUBLISHED:
EFFECTIVE DATE:
ORDINANCE NO.
APPROVED:
MAYOR, MIKE ROSEN
2
Packet Pg. 203
2.7.b
SUMMARY OF ORDINANCE NO.
of the City of Edmonds, Washington
On the th day of July, 2024, the City Council of the City of Edmonds, passed
Ordinance No. XXXX. A summary of the content of said ordinance, consisting of the title,
provides as follows:
AN ORDINANCE OF THE CITY OF EDMONDS, WASHINGTON, AMENDING
ORDINANCE NO. 4349 AS A RESULT OF UNANTICIPATED TRANSFERS AND
EXPENDITURES OF VARIOUS FUNDS, AND FIXING A TIME WHEN THE SAME SHALL
BECOME EFFECTIVE.
The full text of this Ordinance will be mailed upon request.
DATED this day of 52024.
CITY CLERK, SCOTT PASSEY
3
Packet Pg. 204
2.7.b
EXHIBIT "A": Budget Amendment Summary (July 2024)
FUND
NO.
FUND
DESCRIPTION
2024
UNAUDITED
BEGINNING
FUND BALANCE
REVENUE
EXPENDITURES
2024
ADJUSTED BUDGET
ENDING
FUND BALANCE
001
GENERAL FUND
2,492,460
51,502,492
52,037,793
1,957,159
009
LEOFF-MEDICAL INS. RESERVE
139,774
250,000
367,140
22,634
011
RISK MANAGEMENT RESERVE FUND
-
-
-
-
012
CONTINGENCY RESERVE FUND
2,228,672
-
2,228,672
014
HISTORIC PRESERVATION GI FT FUND
8,944
-
11,701
(2,757)
016
BUILDING MAINTENANCE
3,756,168
112,290
1,533,453
2,335,005
017
MARSH RESTORATION & PRESERVATION FUND
853,595
-
15,000
838,595
018
EDMONDS HOMELESSNESS RESPONSE FUND
200,000
-
200,000
-
019
EDMONDS OPIOID RESPONSE FUND
74,119
50,000
-
124,119
104
DRUG ENFORCEMENT FUND
40,843
4,520
39,000
6,363
111
STREET FUND
4,701
2,630,600
2,662,492
(27,191)
112
COMBINEDSTREET CONST/IIMPROVE
2,734,808
5,396,813
5,395,315
2,736,306
117
MUNICIPALARTS ACQUIS. FUND
657,265
88,631
282,880
463,016
118
MEMORIAL STREET TREE
-
-
-
-
120
HOTEL/MOTEL TAX REVENUE FUND
151,247
124,371
131,400
144,218
121
EMPLOYEE PARKING PERMIT FUND
83,814
38,900
106,880
15,834
122
YOUTH SCHOLARSHIP FUND
17,868
1,740
3,000
16,608
123
TOURISM PROMOTIONAL FUND/ARTS
138,157
44,193
43,400
138,950
125
PARK ACQ/IIMPROVEMENT
1,992,459
1,627,900
2,826,746
793,613
126
SPECIAL CAPITAL FUND
3,957,800
1,639,520
2,228,484
3,368,836
127
GIFTS CATALOG FUND
3,140,448
215,830
618,646
2,737,632
130
CEMETERY MAI NTENANCE/IMPROV
196,244
152,990
290,559
58,675
136
PARKS TRUST FUND
-
-
-
-
137
CEMETERY MAINTENANCE TRUST FD
1,212,121
55,580
99,500
1,168,201
138
SISTER CITY COMMISSION
18,681
5,680
11,900
12,461
140
BUSINESS IMPROVEMENT DISTRICT FUND
37,682
79,209
103,545
13,346
141
AFFORDABLE & SUPPORTIVE HOUSING FUND
309,127
65,000
-
374,127
142
EDMONDS RESCUE PLAN FUND
36,932
6,869,475
6,869,475
36,932
143
TREE FUND
222,354
220,930
214,800
228,484
211
LID FUND CONTROL
-
-
-
-
231
2012 LTGO DEBT SERVICE FUND
-
310,420
310,420
-
332
PARKS CONSTRUCTION
139,615
1,169,365
907,660
401,320
421
WATER
35,327,561
12,314,744
13,837,584
33,804,721
422
STORM
19,860,704
9,086,716
9,842,423
19,104,997
423
SEWER/TREATMENT PLANT
64,195,663
20,019,768
23,397,506
60,817,925
424
BOND RESERVE FUND
843,961
1,996,270
1,988,830
851,401
511
EQUIPMENT RENTAL FUND
10,923,491
2,779,730
2,774,212
10,929,009
512
Technology Rental Fund
847,906
2,173,664
2,011,076
1,010,494
617
FIREMEN'S PENSION FUND
-
-
-
-
Tota Is
156,845,184
121,027,341
131,162,820
146,709,705
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EXHIBIT "B": Budget Amendments by Revenue (July 2024)
2.7.b
FUND
NO.
FUND
DESCRIPTION
Adopted
Budget
Ord.#4335
1/1/2024
Adopted
Amendment
Ord.#4349
2/27/2024
Proposed
Amendment
Ord.#
2024
Amended
Revenue
Budget
001
General Fund
$ 51,056,792
$
$ 445,700
$ 51,502,492
009
Leoff-Medical Ins. Reserve
250,000
-
250,000
011
Risk Management Reserve Fund
-
-
012
Contingency Reserve Fund
014
Historic Preservation Gift Fund
-
-
016
Building Maintenance Fund
112,290
112,290
017
Marsh Restoration & Preservation Fund
-
-
018
Edmonds Homelessness Response Fund
-
-
019
Edmonds Opioid Response Fund
50,000
50,000
104
Drug Enforcement Fund
4,520
4,520
111
Street Fund
2,630,600
2,630,600
112
Combined StreetConst/Improve
4,946,998
449,815
5,396,813
117
Municipal Arts Acquis. Fund
87,776
855
88,631
120
Hotel/Motel Tax Revenue Fund
124,371
-
124,371
121
Employee Parking Permit Fund
38,900
38,900
122
Youth Scholarship Fund
1,740
1,740
123
Tourism Promotional Fund/Arts
44,193
44,193
125
ParkAcq/Improvement
1,627,900
1,627,900
126
Special Capital Fund
1,639,520
1,639,520
127
Gifts Catalog Fund
215,830
215,830
130
Cemetery Maintenance/Improv
152,990
152,990
137
Cemetery Maintenance Trust I'd
55,580
55,580
138
Sister City Commission
5,680
5,680
140
Business Improvement District Fund
79,209
79,209
141
Affordable and Supportive Housing Fund
65,000
-
65,000
142
Edmonds Rescue Plan Fund
6,550,000
319,475
6,869,475
143
Tree Fund
220,930
-
220,930
211
Lid Fund Control
-
-
231
2012 LTGO Debt Service fund
310,420
-
310,420
332
Parks Construction
316,240
853,125
1,169,365
421
Water
12,314,744
-
12,314,744
422
Storm
8,499,216
472,500
115,000
9,086,716
423
Sewer/Treatment Plant
20,019,768
-
-
20,019,768
424
Bond Reserve Fund
1,996,270
-
1,996,270
511
Equipment Rental Fund
2,706,730
73,000
2,779,730
512
Technology Rental Fund
2,173,664
-
2,173,664
617
Firemen'S Pension Fund
-
-
-
-
Totals
$ 118,297,871
$ 996,170
$ 1,733,300
$ 121,027,341
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EXHIBIT "C": Budget Amendment by Expenditure (July 2024)
2.7.b
FUND
NO.
FUND
DESCRIPTION
Adopted
Budget
Ord.#4335
1/1/2024
Adopted
Amendment
Ord.#4349
2/27/2024
Proposed
Amendment
Ord.#
2024
Amended
Expenditure
Budget
001
General Fund
$ 51,892,793
$
$ 145,000
$ 52,037,793
009
Leoff-MedlcalIns. Reserve
367,140
-
367,140
011
Risk Management Reserve Fund
-
-
012
Contingency Reserve Fund
-
-
014
Historic Preservation Gift Fund
11,701
-
11,701
016
Building Maintenance Fund
1,125,274
408,179
1,533,453
017
Marsh Restoration & Preservation Fund
-
15,000
15,000
018
Edmonds Homelessness Response Fund
200,000
200,000
019
Edmonds Opioid Response Fund
-
-
-
104
Drug Enforcement Fund
39,000
39,000
111
Street Fund
2,662,492
2,662,492
112
Combined StreetConst/Improve
4,699,705
695,610
5,395,315
117
Municipal Arts Acquis. Fund
282,880
-
282,880
120
Hotel/Motel Tax Revenue Fund
131,400
131,400
121
Employee Parking Permit Fund
26,880
80,000
106,880
122
Youth Scholarship Fund
3,000
-
3,000
123
Tourism Promotional Fund/Arts
43,400
-
-
43,400
125
ParkAcq/Improvement
2,460,645
316,101
50,000
2,826,746
126
Special Capital Fund
1,379,355
714,754
134,375
2,228,484
127
Gifts Catalog Fund
618,646
-
-
618,646
130
Cemetery Maintenance/Improv
290,559
-
290,559
137
Cemetery Maintenance Trust I'd
25,000
74,500
99,500
138
Sister City Commission
11,900
-
11,900
140
Business Improvement District Fund
103,545
103,545
141
Affordable and Supportive Housing Fund
-
-
-
142
Edmonds Rescue Plan Fund
6,550,000
319,475
6,869,475
143
Tree Fund
214,800
-
214,800
211
Lid Fund Control
-
-
231
2012LTGO Debt Service Fund
310,420
-
310,420
332
Parks Construction
139,685
(85,150)
853,125
907,660
421
Water
13,568,408
269,176
-
13,837,584
422
Storm
8,495,157
1,202,266
145,000
9,842,423
423
Sewer/Treatment Plant
22,720,243
677,263
-
23,397,506
424
Bond Reserve Fund
1,988,830
-
1,988,830
511
Equipment Rental Fund
1,976,212
798,000
2,774,212
512
Technology Rental Fund
2,011,076
-
2,011,076
617
Firemen'S Pension Fund
-
-
-
Totals
$ 124,150,146
$ 4,662,520
$ 2,350,154
$ 131,162,820
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EXHIBIT "D": Budget Amendment Summary (July 2024)
2.7.b
Fund Number
Proposed
Amendment
Change in
Revenue
Proposed
Amendment Change
in Expense
Proposed
Amendment
Change in Ending
Fund Balance
001
445,700
145,000
300,700
016
-
408,179
(408,179)
017
15,000
(15,000)
018
200,000
(200,000)
121
80,000
(80,000)
125
50,000
(50,000)
126
-
134,375
(134,375)
142
319,475
319,475
332
853,125
853,125
422
115,000
145,000
(30,000)
Total Change
1,733,300
2,350,154
1 (616,854)
Packet Pg. 208