R7C-Execute Contracts Replace Citys Current ERP System And Permits PlusA Resolution Of The Mayor And City Gommission Of The City Of Miami Beach, Florida, Authorizing The
City Manager To Finalize Negotiations And Execute Contracts With Tyler Technologies, lnc., For
Replacement Of The Gity's Current Enterprise Resource Planning (ERP) And Permitting/Licensing
Systems, Munis And EnerGov Respectively; And With EMA, lnc., For A Business Process Review And
Project Management Services Related To The ERP System Replacements; For A Tota! Project Amount Not
To Exceed $7
COMMISSION ITEM SUMMARY
Condensed Title:
At the May 28, 2014, City Commission meeting, the City Commission authorized a referral to the Finance and
City-Wide Projects Committee (the "Committee") for a discussion on upgrading the City's current enterprise
resource planning (ERP) system, known as Eden, as well as a discussion on Permits Plus, the City's system for
permitting and licensing. The replacement of these systems are a key part of the Administration's goal of re-
engineering core business process to maximize efficiencies and service to constituents, as well as improve
internal controls.
At its June 20,2014, meeting, the Committee considered the Administrations recommendation that the City
replace its ERP system, its system for permitting and licensing, and, prior to implementation of the new systems,
conduct a full business process review with the goal of maximizing operational performance, assuring internal
controls, and improving service to constituents. The Committee also considered the Administration's
recommendation for project management and implementation services to assure a successful implementation of
the project. The Committee has endorsed and recommended that the project be considered by the City
Commission.
The proposed project is comprised of four (4) major project components with the following associated cost
estimates:
1. Upgrading the City's current ERP system from Eden to Munis.
2. Upgrading the City's current system for permitting and licensing from Permits Plus to EnerGov.
3.Completing a full business process review (BPR) of all business processes impacted by either Munis or
EnerGov, prior to implementation of the new systems.
4. Engaging a dedicated project manager to oversee implementation of the new systems in accordance with the
results of the BPR.
Additional detail is included in the attached memorandum.
To maximize operational performance, assure internal controls, and improve service to constituents, the
Administration recommends that the Committee endorse the recommendations for transitioning from Eden ERP to
Munis ERP, implementing EnerGov for permitting and licensing, and engaging EMA to assist the City with a
review of its business processes, as well as provide implementation services (project management) throughout
the project implementation, and authorize the City Manager to negotiate contracts with all respective parties in a
grand total amount not to exceed $7,200,000.
RECOMMENDATION
the Resolution.
lntended Outcome Su
Strealntine ttre detivery of services through all departments. Strengthen internal controls to achieve more accountability.
Data Environmental Scan, etc.: N/A
Financia! lnformation:
Source of
Funds:
Amount Account
1 $5,700, 000 Fund 301 - Capital Proiects Not Financed By Bonds*
@
*Subielb.ardoror
f-Luoo,ooo I ruture fiscal year funding contingent on approved budget
rr'"-l appropriations.
'al of sixth budqet amendment for FY201312014.
Financial lmpact Summary:
Alex Denis, ext. 7490 or Mark Taxis, ext. 6829
July 3O\Tyler Ema ERP
AGEf'IDA ITEM R?C# MIAMIBHACH DAYE ?-3o - lq131
g MIAMIBEACH
City of Miomi Beoch, lZO0 Conveniion Center Drive, Miomi Beoch, Florido 33 I 39,
www.miomibeochfl.gov
COMMISSION MEMORANDUM
TO:Mayor Philip Levine and Mem ity Commission
FROM: Jimmy Morales, City Manager *S'sA
DATE: July 30, 2014
SUBIECT: A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, AUTHORIZING THE CIry
MANAGER TO FINALIZE NEGOTIATIONS AND EXECUTE
CONTRACTS WITH TYLER TECHNOLOGIES, INC., FOR
REPLACEMENT OF THE CITY'S CURRENT ENTERPRISE RESOURCE
PLANNING (ERp) AND PERMITTTNG/L|CENSING SYSTEMS, MUNIS
AND ENERGOV RESPECTIVELY; AND WITH EMA, INC., FOR A
BUSINESS PROCESS REVIEW AND PROJECT MANAGEMENT
SERVICES RELATED TO THE ERP SYSTEM REPLACEMENTS; FOR
A TOTAL PROJECT AMOUNT NOT TO EXCEED $7,2OO,OOO.
FUNDING
Fund 301 - Capital Projects Not Financed by Bonds
(Subject to approval of sixth budget amendment for FY201312014)
Future fiscal year funding contingent upon approved budget
appropriation.
Project Total $7,200,000
BACKGROUND
At the May 28, 2014, City Commission meeting, the City Commission authorized a referral to
the Finance and City-Wide Projects Committee (the "Committee") for a discussion on
upgrading the City's current enterprise resource planning (ERP) system, known as Eden, as
well as a discussion on Permits Plus, the City's system for permitting and licensing. The
replacement of these systems are a key part of the Administration's goal of re-engineering
core business process to maximize efficiencies and service to constituents, as well as
improve internal controls.
At its June 20, 2014, meeting, the Committee considered the Administrations
recommendation that the City replace its ERP system, its system for permitting and
licensing, and, prior to implementation of the new systems, conduct a full business process
review with the goal of maximizing operational performance, assuring internal controls, and
improving service to constituents. The Committee also considered the Administration's
recommendation for project management and implementation services to assure a
successful implementation of the project. The Committee has endorsed and recommended
that the project be considered by the City Commission.
$5,700 ) 000
$1,500,000
132
Commission Memorandum - July 30, 2014
Munis, EnerGov, BPR and Project Management
Page 2 of 7
The proposed project is comprised of four (4) major project components:
1. Upgrading the City's current ERP system from Eden to Munis.
2. Upgrading the City's current system for permitting and licensing from Permits Plus to
EnerGov.
3. Completing a full business process review (BPR) of all business processes impacted
by either Munis or Enercov, prior to implementation of the new systems.
4. Engaging a dedicated project manager to oversee implementation of the new
systems in accordance with the results of the BPR.
1. UPGRADING THE CITY'S CURRENT ERP SYSTEM FROM EDEN TO MUNIS.
The City implemented the Eden ERP System in October,2OO4. At the time, the Eden ERP
system integrated and provided necessary functionality across many of the City's core
business processes, including finance, budget, procurement and human resources.
However, the system is more than 10 years old and is not keeping pace with the current
functional requirements of the City. Additionally, Tyler Technologies, who recently acquired
Eden, has informed the City that the systems is end of life; and, that it will continue to
support the system in its current state, but will no longer dedicate development resources to
achieve any significant improvements to its functionality.
Given the cross-functional impact and magnitude of an ERP system, it was necessary to
complete a high level due diligence before recommending any option to replace the aging
Eden ERP system. Therefore, to better understand the functional deficiencies of the Eden
ERP being reported by City departments, as well as identifying possible options that the City
may consider in addressing the aging Eden ERP system, the Administration engaged EMA
to conduct a full gap analysis of functional deficiencies of the system and provide options for
moving fonryard.
EMA is a multi-national service provider with over 30 years of experience in assisting public
agencies with their technological, best practices and strategic planning requirements. EMA
has assisted other localjurisdictions in similar projects and has been awarded several large
cooperative agreements with federal and state governments, including the State of Florida.
EMA has completed the ERP Gap Analysis (the "Report"), which is attached for your perusal
(Appendix A). The Report includes many of the specific gaps identified by City departments
as barriers to maximizing performance, internal controls and service to constituents, as well
as the following three options for addressing the deficiencies:
1. Remain with the Eden ERP, but engage Tyler Technologies to address the functional
gaps through City-specific customizations; or
2. Transition from Eden ERP to Munis ERP; or
3. Release a Request for Proposals (RFP) to consider other ERP options.
Option 1 (remaining with the Eden ERP) is not recommended since this option would require
the City to contract with Tyler Technologies to implement the necessary changes through
City-specific system modifications. ln the long run, this option creates a multitude of issues
with supporting a system that deviates so significantly from the baseline system.
Additionally, at time of implementation, Eden ERP was deployed utilizing past business
processes that the Administration is seeking to re-engineer in a continuing effort to
streamline and enhance the delivery of services, improve building/development processes,
strengthen internal controls, and maximize innovation and performance.
133
Commission Memorandum - July 30, 2014
Munis, EnerGov, BPR and Project Management
Page 3 of 7
Option 3 (releasing an RFP) is not recommended due to the City's size and functional
requirements and Tyler Technologies' role in the public sector ERP market, possible viable
candidates for replacing the system would only include Tyler Technologies and, possibly,
one or two other ERP providers. Additionally, an RFP would delay the beginning of
upgrading of the current ERP by, at least, I - 12 months, over the expected 36 month
period for implementing a new system.
The Report recommends that the City proceed with Option 2 - transition from Eden ERP to
Munis ERP. This recommendation is primarily based on: the heavily discounted costs
proposed by Tyler Technologies; the ability of the Munis ERP to serve the City's needs now
and into the foreseeable future; and Tyler's experience in the public sector. The Report
notes that significant discounts proposed by Tyler Technologies makes a compelling
financial case for the upgrade. Additionally, given Tyler Technologies' client base and Munis'
flagship status within the company, the City will benefit from current and emerging
technologies and transitioning from Eden ERP to Munis ERP, given that both systems are
owned by Tyler Technologies, is expected to minimize potential problems with-data
conversion and other implementation tasks. Finally, Tyler Technologies' extensive client
public sector base and user community will benefit the City in terms of future product
development and opportunities to work with similar public sector agencies on solutions and
system upgrades. According to the Report, a transition from Eden ERP to Munis ERP will
provide the City with the functionality it requires at discounted pricing without delays from an
extended selection process.
ln addition to the benefits of Option 2 included in the Report, giye#he when considering
Eden ERP's end-of-life status, the Administration has concerns that, as current Eden ERP
clients transition to Munis or other ERP systems, the City may be faced with limited
enhancements and support to the current Eden system, and anticipates possible impacts on
to maintenance costs resulting from a reduced client pool and other functional issues related
to the continued use of a system that is end of life.
ln response to the City's need for greater functionality, Tyler Technologies has offered to
transition the City from the Eden ERP to its flagship ERP, Munis, at a significant cost
savings by discounting the complete cost of any module license in the Munis ERP that the
City currently owns in the Eden ERP. This amounts to approximately $1,138,150 in license
fee discounts, as well as a 50% discount in data conversion costs totaling $63,150, for a
total discount of approximately $1,201,300.
The costs associated with the Eden to Munis conversion are included in Appendix C.
2. UPGRADING THE CITY'S CURRENT SYSTEM FOR PERMITTING AND LICENSING
FROM PERMITS PLUS TO ENERGOV.
ln 2010 the Building Department started a project to replace the Permits Plus system,
currently in use, with Accela Automation. The project attempted to provide full integration
with the permitting, automated approvals workflows, and interface with other City's key
applications for financials and customer service. The goal was to have a solution with the
highest data accuracy, quality of service, system and user security standards and
integration between the department's applications.
134
Commission Memorandum - July 30, 2014
Munis, EnerGov, BPR and Project Management
Page 4 of 7
The City experienced significant challenges with the implementation of the Accela product.
Many of the issues with the implementation of Accela Automation were related to the City's
complex business processes which were not analyzed or refined prior to implementation in
order to streamline the burdensome procedures that cause bottlenecks and duplicity of
efforts. Other issues were related to the configuration of an intricate fee structure for
services, as well as Accela's integration with Eden in the context of Finance and Code
Enforcement. Additionally, the implementation of Accela Automation did not incorporate
critical Planning processes and left much of that department's functions to be conducted
utilizing outdated and ineffective manual processes.
The EnerGov option provides out of the box solutions for Building, Planning, and Code
Enforcement without the need for significant scripting. Processes such as Plans Review,
lnspections, Code Enforcement and Cashiering are all processed within EnerGov.
Additionally, Business License (Tax Receipts) is also managed in EnverGov which will
facilitate and simplify the issuance and renewal of Business Tax Receipts.
The proposed EnerGov package includes a Citizen Access Portal for online BTR
submission and renewal, Permit & Plans Submission as well as lnspection Scheduling,
Complaint Submission and the ability to check status.
EnerGov provides a seamless interface with Munis (Eden's replacement) and the Tyler
Cashiering component will provide a continuous interface that will allow for real time
cashiering in both Munis and EnerGov. All permit applications and board orders will be
associated to its corresponding address supported through Geographic lnformation System
(GlS) which creates a historical record of approvals and permits to each parcel.
The costs associated with the Permits Plus to EnerGov conversion are included in Appendix
C.
3. COMPLETTNG A FULL BUSTNESS PROCESS REVTEW (BPR) OF AtL BUSINESS
pRocEssEs TMPACTED BY ETTHER MUNrS OR ENERGOV, PRrOR TO
IMPLEMENTATION OF THE NEW SYSTEMS.
A critical component of any ERP implementation is the corresponding review, streamlining
or other improvements to the organization's business processes. A commonly held
viewpoint in the business literature is that ERP implementations alone will not resolve
significantly deficient business processes; and, that to do so, ERP implementations must
begin with a business process review first. Othenruise, the organization runs the risk of re-
implementing deficient, outdated or cumbersome business processes leftover from the prior
ERP, incurring significant costs in system customization to accommodate legacy processes,
and not achieving the quality improvements intended to be achieved as a result of the
implementation of the new system. ln short, streamlining of processes musf occur before
any ERP implementation begins for the organization to avoid a continuation of unnecessarily
complex or outdated processes.
135
Commission Memorandum - July 30, 2014
Munis, EnerGov, BPR and Project Management
Page 5 of 7
Therefore, to assure that the City's business processes reflect the aforementioned goals of
streamlining, process improvements, strengthening of internal controls, and maximizing
innovation and performance, the Administration is recommending that a full business
process review (BPR) of all functional areas of the new systems be completed prior to the
commencement of implementation activities. The goal of the BPR process is two-fold: 1)
make business operations more efficient and effective; 2) and, more effectively utilize
technological investments. ln this manner, the new systems will be aligned with improved
processes offering the greatest opportunity to improve the City's business operations.
The statement of work for the BPR is included in Appendix B. The associated costs are
included in Appendix C.
4. ENGAGING A DEDICATED PROJECT MANAGER TO OVERSEE IMPLEMENTATION
OF THE NEW SYSTEMS IN ACCORDANCE WITH THE RESULTS OF THE BPR.
The business literature is filled with examples of failed ERP and other lT system
implementations. Understanding the complexity of this project and in order to prevent
complications, the Administration has sought to understand some of the reasons why many
implementations fail. Some of which include:
r Lack of ownership and accountability. lf team members do not understand their
role and the degree to which they are accountable for the success of the project, it is
nearly impossible to be successful.e Poor change management processes. The goal of an ERP implementation, insofar
as practical, is to assure that business processes are fitted to the system and not the
reverse. lt is understood that there will be some processes that will require system
modifications; however, these should be the exception and not the rule. The change
management process must be carefully controlled to engage leadership, as
necessary, to make decisions between possible costly modifications to the system or
enact the necessary changes in business processes to accommodate system
design.. Getting bogged down by daily responsibilities. Without dedicated project
management empowered by leadership, it is all too easy for stakeholders to get
bogged down by daily responsibilities rather than completing implementation tasks.
This may result in project delays and escalation of costs.. Lack of communication. Clear communications and understanding between
internal and external stakeholders, including project staff, implementation staff,
software developers and leadership, is a critical component for successful project
implementation. Project communications must also assure that system configuration
is considered through a holistic perspective rather than through functional silos.. Underestimating the magnitude of the project. lt is all too often that organizations
feel that "we can do it ourselves" and fail to secure the necessary resources to
successfully complete major system implementations. The Administration
understands the magnitude of a project such as this and wants to assure that the
resources necessary for success are allocated from the start. Dedicated project
management is necessary for the success of a project of this magnitude.
With the above in mind, the Administration is seeking the assistance of an experienced
implementation consultant to act in the capacity of owner's representative, to provide project
management and avoid potential pitfalls to assure the success of the project.
136
Commission Memorandum - July 30, 2014
Munis, EnerGov, BPR and Project Management
Page 6 of 7
As depicted below, the implementation consultant, under the direction of the Project
Steering Committee, will manage all implementation activities and tasks, as well as
communications between stakeholders, to assure the results of the business practice review
and gained process efficiencies are translated into a successful implementation of the ERP
investment. The implementation consultant will manage, on a fulltime basis, configuration,
testing, system documentation (manuals), training and the creation of performance metrics,
as well as assure that only costs related to completed deliverables are incurred by the City.
This will assure that departmental subject matter experts (SMEs) are used to the fullest
extent necessary, and will avoid the need to reassign staff permanently and backfill with
temporary positions, (another option for implementation). Backfilling with temporary
positions is an expensive approach that may impede operational effectiveness of many
departments with limited staffing resources. The implementation consultant will be the
primary liaison between SMEs and Tyler Technologies to assure that configurations are
consistent with organizational requirements resulting from the BPR, and that the project
remains on schedule and within budget. Additionally, the proposed approach will ensure
constant coordination with leadership on project status and change management
requirements.
Proiect Orqanizational Chart m*
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Given their experience in the public sector, the completed GAP Analysis, current contracts
with the State of Florida, as well as the knowledge of the City's requirements gained from
the business process review, the Administration is recommending that EMA be engaged to
assist with implementation consultant services (project management).
The statement of work for the project management services is included in Appendix B. The
associated costs are included in Appendix C.
137
Commission Memorandum - July 30, 2014
Munis, EnerGov, BPR and Project Management
PageT of7
GONCLUS!ON
To maximize operational performance, assure internal controls, and improve service to
constituents, the Administration recommends, as endorsed by the Finance and City-Wide
Projects Committee, transitioning from Eden ERP to Munis ERP, implementing EnerGov for
permitting and licensing, and engaging EMA to assist the City with a review of its business
processes, as well as provide implementation services (project management) throughout the
project implementation.
It is recommended that the licenses and services pursuant to the Munis and EnerGov
projects be acquired pursuant to the National Joint Powers Alliance (NJPA) cooperative
agreement number 113011-TTl, for technology solutions. ln addition to the discounts
available through the NJPA agreement, Tyler has offered the City an additional discount
over the NJPA discounted pricing. lt is also recommended that the services of EMA be
acquired pursuant to the State of Florida term contract number 973-561-10-1 , for information
technology services.
RECOMMENDATION
The Administration recommends approval of a Resolution of the Mayor and City
Commission of the City of Miami Beach, Florida, authorizing the City Manager to
finalize negotiations and execute contracts with Tyler Technologies, lnc., for
replacement of the City's current enterprise resource planning (ERP) and
permitting/licensing systems, Munis and EnerGov respectively; and with Ema, lnc.,
for a business process review and project management services related to the ERP
system replacements; for a total project amount not to exceed $7,200,000.
ATTACHMENTS
Appendix A - ERP Gap Analysis Report
Appendix B - EMA Statement of Work for Business Process Review and Project
Management
Appendix C - Project Costs and Funding Plan
JLM/MT/AD
T:\AGENDA\2O14Uuly\Procurement July 3O\Tyler Ema ERP - MEMO.docx
138
RESOLUTION NO.
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE CITY OF MIAMI
BEACH, FLORIDA, ACCEPTING THE RECOMMENDATION OF THE FINANCE AND CITY.
WIDE PROJECTS COMMITTEE, AND APPROVING AND AUTHORIZING THE MAYOR AND
CITY CLERK TO EXECUTE CONTRACTS WITH TYLER TECHNOLOGIES, INC., IN
CONNECTION WITH THE REPLACEMENT OF THE CITY'S CURRENT ENTERPRISE
RESOURCE PLANNING (ERP) SYSTEM, KNOWN AS EDEN, WITH MUNIS ERP; AND THE
REPLACEMENT OF THE CITY'S CURRENT PERMITTING/LICENSING SYSTEMS, KNOWN
AS PERMITS PLUS, WITH ENERGOV; AND TO FURTHER EXECUTE A CONTRACT WITH
EMA, INC. FOR A BUSINESS PROCESS REVIEW, AS WELL AS PROJECT MANAGEMENT
SERVICES, RELATED TO THE IMPLEMENTATION OF THE MUNIS ERP AND ENERGOV
REPLAGEMENT SYSTEMS; FOR A TOTAL PROJECT AMOUNT NOT TO EXCEED
$7,200,000.
WHEREAS, the City implemented the Eden Enterprise Resource Planning (ERP)
System in October,2004, to provide functionality across many of the City's core business
processes, including finance, budget, procurement and human resources; and
WHEREAS, the Eden ERP system is more than 10 years old and is not keeping pace
with the current functional requirements of the City; and
WHEREAS, given the cross-functional impact and magnitude of an ERP system, the
Administration engaged EMA, lnc., to conduct a full gap analysis of functional deficiencies of the
Eden ERP system in order to ascertain the best course of action; and
WHEREAS, the gap analysis completed by EMA recommended that the City move
foruvard with a project to replace the Eden ERP system with the Tyler Munis ERP system; and
WHEREAS, the Administration ls also recommending the replacement of the City's
current system for permitting and licensing, known as Permits Plus, through Accela Automation,
with Tyler EnerGov, a permitting and licensing system that interfaces seamlessly with the Tyler
Munis ERP system; and
WHEREAS, at the May 28, 2014 City Commission meeting, the Mayor and City
Commission authorized a referral to the Finance and City-Wide Projects Committee (the
"Committee") for a discussion on upgrading the Eden ERP system and the City's system for
permitting and licensing; and
WHEREAS, the replacement of these systems are a key part of the Administration's
goal of re-engineering core business processes to maximize efficiencies and service to
constituents, as well as improve internal controls; and
WHEREAS, at its June 20, 2014 meeting, the Committee recommended consideration
of the Project by the City Commission, based upon the following recommendations from the
Administration: 1. the replacement of the City's Eden ERP system with Tyler Munis ERP
system; 2. The replacement of the City's permitting and licensing system (Permits Plus) with the
Tyler EnerGov; and 3. the engagement of the services of Ema, lnc., in connection with
conducting a full business process review, as well as assisting the City with project
management and implementation services to assure a successful implementation of the
systems; and
139
WHEREAS, the Administration has recommended that the licenses and services
required for the Munis ERP and EnerGov projects be acquired pursuant to the National Joint
Powers Alliance (NJPA) Cooperative agreement number 113011-TTl, for technology solutions,
although Tyler has offered the City an additional discount over the NJPA discounted pricing; and
WHEREAS, the Administration has recommended that the services of EMA lnc. be
acquired pursuant to the State of Florida term contract number 973-561-10-1, for information
technology services.
NOW, THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY COMMISSION OF
THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City Commission hereby accept
the recommendation of the Finance and City-Wide Projects Committee, and approve and
authorize the Mayor and City Clerk to execute contracts with Tyler Technologies, lnc., in
connection with the replacement of the City's current enterprise resource planning (ERP)
system, known as Eden, with Munis ERP; and the replacement of the City's current
permitting/licensing systems, known as Permits Plus, with Energov; and to further execute a
contract with Ema, lnc. for a business process review, as well as project management services,
related to the implementation of the Munis ERP and Energov replacement systems; for a total
project amount not to exceed $7,200,000.
PASSED AND ADOPTED this _ day of 2014.
ATTEST:
Rafael E. Granado, City Clerk Philip Levine, Mayor
T:\AGENDA\2014\July\Procurement July 30\Tyler Ema ERP - RESO.doc
APPROVED AS TO
rONU & LANGUAGE
& FOR EXECUTIONfur
140
APPENDIX A
d
CD
--
:
City of Miami Beach
ERP
Gap Analysis
&
Plannitrg, Permitting,
and Licensing Software
f9EM^
June 2014
2355 Highway 36 West, Suite 200
Saint Paul, MN 551 13H,
141
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY
ERP Gap Analysis.... .............. 1-1
Why Eden to Munis? ..............1-2
Planning, Permitting, and Licensing Software.............. ..............1-z
Why Permits Plus/Accela Automation to EnerGov? .............. .........1-2
2. ERP GAP ANALYSIS
Current State......... ..................2-1
Project Approach.. ...................2-2
Stakeholder lnterviews ...........24
GAP List..... ..........2-s
Munis ERP Solution Demonstrations........... ................2-7
Tyler Connect Conference .............. ........2-10
Cross-Functional lnvolvement........... ......2-11
Munis ERP Solution Quote...... ................2-11
Summary.. ............2-12
3. PLANNING, PERMITTING, & LICENSING
Current State......... ..................3-1
Energov.... ..............3-1
Tyler Connect Conference .............. ..........3-3
Energov Quote ....34
4. THIRD PARry SOFTWARE
Software Demonstrations......... ................4-1
5. SOFTWARE VENDOR MARKETPLACE
Software Solution Options..... ...................5-1
ERP Software Vendor Marketplace ..........5-1
CIS Software Vendor Marketplace ............5-7
142
PIanning, Permitting, and Licensing Software Vendor Marketplace ..................5-8
6. RECOMMENDATION
ERP Options............. ..............6-1
Option #1: Eden (Not Recommended)..... ....................6-1
Option #2: Munis (Recommended)........... ...................6-1
Option #3: Full Request for Proposal (Not Recommended) ...........6-2
Planning, Permitting, and Licensing Software Recommendation ................6-2
EnerGov (Recommended) ........... .............6-2
Software lmplementation Risks ................6-2
Next Step ...............6-2
143
EXECUTIVE SUMMARY
ERP GAP ANALYSIS
The City of Miami Beach has outgrown the capabilities of its current Enterprise Resource Planning
(ERP) system. This ERP Gap Analysis report captures the findings and analysis specific to the gap
between their needs and what their current ERP system (a product named Eden) can provide. This
analysis was conducted through a series of interviews with key City of Miami Beach stakeholders.
Figure 1.1 is a graphical chart of a summary of the gaps by priority by department. The entire gap
analysis is included in Appendix A.
Figure 1.1: ERP Gaps by Functional Area
ERP Gaps by Functional Area
35
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This report will help the City of Miami Beach understand and quantifo the gaps that exist between its
ERP future state and its present state. By understanding these gaps, management can create
specific action plans to move the organization forward toward its goals and close the gaps identified in
the gap analysis report.
While there are many ERP software vendors, only a subset of these vendors focus on the public
sector. Tyler is a leading ERP software vendor in the public sector. A2012 Gartner study stated that
Tyler is exclusively focused on the state and local government market, with more than 98% of its
revenue coming from this sectorl. The firm serves a broad cross section of government clients, and
the majority of those clients are cities of similar size to City of Miami Beach.
Eden was acquired by Tyler, but Tyler's flagship product is Munis. Tyler considers Eden to have
reached an "End-of-Life" status. While the software may still be useable, Tyler made the decision
several years ago to focus their development resources on Munis. Other public sector entities that
' Gartner lnc. G00227887, The Nofth American Local Government tT Solution Vendor Landscape, 2012
144
also used Eden software have migrated to Munis including the City of Bradenton, FL and Rockingham
County, VA. Tyler has provided a quote to the City for the Munis ERP Solution. This quote reflects
heavily discounted license costs from Tyler's "Clients for Life" program.
Why Eden to Munis?
The City has three main options to consider:
1. Eden (Not Recommended). Remain on Eden ERP and request some enhancements that
will require development time. These enhancements may never be available as Eden is in
"End-of-Life" status and it is not Tyler's focus for development.
2. Tyler Munis (Recommended). We recommend that the City take advantage of Tyler's
"Clients for Life" program which offers discounts on Munis license fees and negotiate a
contract for the purchase of Munis.
3. Request for Proposal (Not Recommended). Develop and issue a Request for Proposal for
an ERP solution that would likely result in a response from one or two vendors in addition to
Munis. lt is already clear that, with Tyler's "Clients for Life" discount, the other vendors are
very likely to be challenged to compete with Tyle/s proposed pricing for the ERP solution.
EMA recommends Option #2 - Tyler Munis. This option provides the City with the desired
functionality at a competitive price without the delay of the RFP process. The next step is for the City
Manager to utilize the Tyler price quote in Appendix B and negotiate a contract. This contract will
include a detailed Statement of Work that outlines the professional services that Tyler will deliver
when implementing the Munis solutions.
PLANNING, PERMITTING AND LICENSING SOFTWARE
The City currently utilizes the Permits Plus application for plan review, permitting, inspection, and
many other processes; however, the processes are not fully automated and are paper-intensive. ln
2010, the Watson Rice Report reviewed the Permits Plus system and found that it did not have proper
audit controls and security weaknesses. The report directed the City to replace Permits Plus. There
were plans to upgrade to Accela Automation and replace Permits Plus, but there have been many
challenges over the last two years that have prevented the City from implementing Accela
Automation.
Why Permits Plus/Accela Automation to EnerGov?
City personnel have reviewed the functionality of Accela Automation versus EnerGov and find
EnerGov to be a superior product. EnerGoVs functionality includes integrated permitting workflows,
electronic plan review capabilities, a G|S-centric design, a citizen portal that provides transparency to
citizens to access status of requests or payment, and mobile applications for field personnel.
EnerGov has "out-of-the-box" capabilities that Accela Automation does not. Tyler was asked to
demonstrate EnerGov and City personnel found that the system meets their requirements, and as
such, Tyler has provided a quote for EneGov.
EMA, INC.
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ERP GAP ANALYSIS
CURRENT STATE
The City of Miami Beach (the City) is a full service local government with more than 25 departments
providing municipal services to 90,000+ citizens. The City employs approximately 1,917 full time
employees and 246 parttime/seasonal employees on a 2013/14 operating budget of about $450
million. The City of Miami Beach is a destination city that attracts over 10 million tourists a year.
The City relies daily on an ERP system to perform administrative business functions such as
financial accounting, procurement, human resources, payroll, budget management, asset
management, and other tasks. Although the City might be considered a small- to medium-sized city
in terms of the number of citizens, it has unique circumstances and needs. The high level of tourism,
economic development, and growth requires the city to operate with an ERP software solution that
will meet the City's current needs along with the future needs as it grows and evolves. The new ERP
solution should improve the citizen's customer experience, enable operational efficiency gains,
ensure accountability, and provide transparency.
ln June of 2004, the City selected Eden Systems (Eden) for its ERP software solution. Eden was
purchased by Tyler Technologies just six months before that in December 2003. Tyler Technologies
(Tyler) also has another ERP software called Munis ERP Solution (Munis), which it acquired in 1999.
!n2004, the City ERP selection process considered both Eden and Munis functionality and cost and
ultimately selected Eden.
Several years ago, Tyler made the decision to focus primary development resources on Munis and
not Eden. Today, there are stillapproximately 240 customers utilizing Eden Systems; however, since
Munis is Tyler's flagship product, emerging technologies and capabilities have been added and will
continue to be added to Munis and not Eden. As a result, several Eden customers have migrated to
Munis. These include the city of Bradenton, FL and Rockingham County, VA.
Tyler recognizes that cities such as the City of Miami Beach have business requirements that are not
met with the Eden solution. Tyler operates under a unique approach in the ERP solution market with
a program they call "Clients for Life". This program offers clients an option to convert from the
product they have outgrown to a product that is more suited to their needs at a heavily discounted
price. Clients migrating from Eden to Munis are not required to pay software license fees for
modules that they currently have. An Eden to Munis migration requires professional services,
hardware, license costs for modules the City does not currently have with Eden, and other costs.
The fact that Tyler does not require the City to pay for software license fees creates a discounted
price that is difficult if not impossible for other ERP vendors to compete with.
146
PROJECT APPROACH
The City engaged EMA to conduct an ERP gap analysis and this report is a culmination of that effort.
The project commenced on March 11 , 2014 with a series of functional area stakeholder interviews.
From these interviews a gap list by functional area was drafted for the stakeholders to review,
confirm, and prioritize. The gap list was then provided to Tyler in preparation for a demonstration of
the Munis ERP Solution on April 10-11,2014. During two days of software demonstrations, Tyler
addressed the gap list items and demonstrated where Munis had the capability and also identified
where it did not (i.e., a modification or enhancement would be required to fulfill the requirement).
Additionally, a team of cross-functional representatives from the city attended the Tyler Connect
Annual Conference on April 13 -16, 2014 with the specific goal of learning more about Munis
capabilities. Tyler also provided demonstrations for the Finance department. These included more
in-depth demonstrations of Munis modules such as Tyler Cashiering, Cash Management, and Utility
Billing.
Several third party software packages have been reviewed and demonstrated as well. These third
party software packages include PatternStream for automated publishing, SymPro for debt
management, and Skyline Sofhruare for leasing administration. Refer to Section 4 for additional
information on third party software. Table 2.1 below describes the project activities.
EMA, INC
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Table 2.1: Project Activities Table
On-site interviews conducted 3111114 - 3114114
21 stakeholders representing Management, lnformation Technology,
Procurement, Human Resources, Finance, and Budget
Focus on current ERP system deficiencies
a
a
a
Compiled gap list as captured in stakeholder interviews
Stakeholders reviewed and prioritized gap list
Final gap list sent to Tyler Technologies on 41212014
Munis ERP
Solution
Demonstration
Tyler provided an Eden ERP to Munis ERP module mapping table
Tyler conducted an on-site demonstration of Munis ERP Solution on
4110114 and 4111114
Demonstration specifically addressed gap list
Items that require software modifications or interfaces were noted
Tyler conducted additional demonstrations for Finance of the Munis
Cash Management and Utility Billing modules, Tyler Cashiering on
5122t14
Tyler Connect
Conference
Team of 14 individuals representing Management, lT, Procurement,
Budget, Human Resources, Finance, Planning, Building, and GIS
attended the conference
Team members attended Munis ERP sessions
Attendees further expanded knowledge of Munis ERP
Munis ERP
Solution Quote
Munis ERP Solution initial quote provided on 3131114, 5126114,
6113114; final quote provided onOl17l14
EMA and the City reviewed the initial quote and noted items for
correction or addition on 412114
Tyler Technologies provided a revised Munis ERP Solution revised
quote that addressed items noted during initial review and during
demonstrations
Quote reviewed by the City and EMA on 5122114
Conducted on-site Stakeholder review of draft gap analysis report on
June 16, 2014
148
Stakeholde r I nterviews
EMA conducted stakeholder interviews with 21 staff members representing the following
departments: Management, lnformation Technology, Procurement, Human Resources, Finance, and
Budget, See Table 2.2 below for a detailed list of stakeholders. The interview questions focused on
understanding business processes, process inputs/outputs, reporting requirements, system
interfaces, process cycle time, and ERP system deficiencies.
Table 2.2: Stakeholder lnterviewee Listing
Mark Taxis Mark Taxis Assistont City Mdnager City Manager Project Sponsor
Francis Frances Executive Office Associote I Support
Ariel Sosa Director lnformation
Technology
IT SME
Nydia Gutierrez,
PMP Project Monoger Project
Monoqer
Alex Denis Director Procurement SME-Lead
Maria Estevez Assistont Director SME
Sylvia Crespo-
Tabak Svlvia Cresoo-Tabak Director Human
Resou rces SME-Leod
Samantha Hester HR Administrotor SME
Sue Radis HR Administrotor I SME
lnes Ferreiro HR Speciolist SME
Yesenia Alvarez HRTech ll SME
Jose del Risco Lo bo r Relotio ns S pecio I i st SME
Trish Walker Trish Walker Ch ief Fi no ncio I Office r Finance SME-Leod
Georeie Echert Assistont Director SME
Allison Williams Chief Accountont SME
Ramon Suarez Finance Monager SME
Frank Estevez Financiol Anolyst SME
Mannv Marouez Revenue Monager SME
Juan Rodriguez Treosury Monoger SME
John
Woodruff John Woodruff Director Budget
SME-Leod
MichaelHoward Budget Officer SME
149
Gap List
The goal of the stakeholder interviews was to capture deficiencies with the current ERP system
Eden in order to develop a gap list versus a complete list of functional requirements. lt should be
noted that the stakeholders do not want to lose functionality that currently exists in Eden. . The entire
gap list is included in Appendix A. ln total, 159 items were identified. Table 2.3 lists the number of
gaps by department.
Every department is experiencing limitations with Eden. The Finance Department is most
experienced with Eden as many of their staff were with the City during the Eden installation.
Consequently, the Finance staff reported more involvement with the selection and implementation of
Eden. Other department stakeholders reported they were either not with the City at that time or had
little involvement in the implementation.
lnterviews with stakeholders from every department revealed specific gaps. These were captured in
draft form and then returned to the stakeholders for review and clarification. Additionally, each
department was asked to prioritize the gaps as high, medium, and low. Figure 2.1 is a graphical
chart of the functional area gaps by priority.
Table 2.3: Gaps by Department
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150
ERP Gaps by Functional Area
35
30o
CLO.Eo.r
o-
fr20
3rsotl
E10fz
5
0
Finance Human
Resources
r High
Procurement Budget
Department
r Medium r Low
Property
Management
Figure 2.1: Graph of ERP Gaps by Functional Area
The Finance Department identified the greatest number of gaps; the department identified 62 total
gaps, comprised of 33 high, 19 medium, and l0lowgaps. The Finance Departmentgaps are further
broken down by areas within that department. Table 2.4 lists the Finance gaps by area.
Table 2.4: Finance Gaps by Area
General Ledger 11 4 2 17
Utility Billing 12 2 2 16
Accounts Payable 6 4 10
Project Accounting 4 2 6
Accounts Receivable &
Misc. Billinq 5 5
Cashiering 3 1 4
SpecialAssessments &
Licensino 2 2
Fixed Asset Accounting 2 2
Total 33 19 10 62
151
The Human Resources Department identified the second greatest number of gaps; the department
identified 47 total gapscomprised of 27 high,12 medium, and S lowgaps. The Human Resources
Department gaps are further broken down by areas within that department. Table 2.5 lists the
Human Resource gaps by area.
Table 2.5: Human Resources Gaps by Area
Compensation & Payroll 13 2 3 18
Recruitment & Position
Control 7 2 3 12
Training 5 2 7
Labor Relations 2 2 1 5
Benefits & Leave 4 4
Other 1 1
Total 27 12 8 47
Munis ERP Solution Demonstration
The prioritized gap list was provided to Tyler prior to the on-site Munis demonstration. The
demonstration was conducted in two full-day sessions. Tyler began by providing a high level
overview that included Dashboards, General Navigation, Self Service, Workflow, Document
Management, and Reporting.
The City's ERP business processes are performed utilizing Eden modules and a separate third party
cashiering system called Core Cashiering. Some of the Eden modules have a comparable module in
Munis and, in some cases, Tyler has a separate comparable Tyler software module. Tyler provided
a mapping of the Eden modules to the Munis modules. Table 2.6 contains that mapping.
EMA, INC.
152
Description - Existinq Eden Confiouration Descrinlion - TvlerlMunis
Core Cashierino Reolace Wth Tvler Cashierino - Reolace with SA|U Cost
Administration - DD/EM Suooort NiA
GUAP/PG Munis Accountinq/GUBudoeVAP
LaserFiche lnterface Suooort TBD - Replace with Tvler TCM SE - Replace with SA/i/ Cost
State Packaoe Suooort N/A - lncluded with Munis
GASB Suooort Upqrade to Tvler CAFR Statement Builder
Accounts Receivable Munis Accounts Receivable & General Billinq Module
lnterface Suooort (Real Time lnterface -Querv)N/A - Applies to Core Cashierinq Product
Human Resources Munis HR Manaoement
lnterface Suooort (Real Time lnterface - Uodate)N/A - Applied to Core Product
Contract Manaoement Munis Contract Manaoement
Special Assessment Munis Utility Billinq with Assessments lncluded
Fixed Assets Munis Fixed Assets
Parcel Manaoer Munis Central Prooertv
Tyler Payments - Hostinq Fee N/A
Advanced Budoetino Munis Accounti no/GUBudoeUAP
Aoolicant Trackino Munis Aoolicant Trackino
Licensino EnerGov - for Business Licensino
Position Budoetino Munis Pavroll
Proiect Accountino Munis Proiects & Grants
Tvler Outout Processino N/A
Emolovee Trainino Munis Payroll
Utilitv Billino Munis Utilitv Billino CIS
Handhelds Munis UB lnterface
Payroll Munis Payroll with Employee Self Service
Requisitions Munis Purchasino
lnventory Munis lnventorv
Bid & Quote Munis Bid Manaoement
Accounts Pavable Suooort Web Munis - eProcurement
Accounts Receivable Support Web Munis Citizen Self Service
Applicant Trackinq Supoort Web Munis Aoolicant Trackino
Bid & Quote Support Web Munis -eProcurement
Human Resources Support Web Munis Pavroll with Emolovee Self Service
Licensinq Support Web Munis Citizen Self Service
Special Assessment Support Web Munis Citizen Self Service
Emplovee Trainino Support Web Munis Pavroll Emolovee Self Service
Utilitv Billinq Support Web Munis Citizen Self Service
Table 2.6: Mapping of Eden Modules to Munis Modules
The on-site demonstration of Munis took place on April 10-11,2014. EMA was on-site for the
demonstration session. John White, the Tyler representative leading the demonstration, took care to
EMA, rNC. 2-8
153
review each gap item. The session was well attended by the City's personnel. Representatives from
every department attended, the session allowed time for question and answer, and there was good
participation. Table 2.7 lists the staff represented in the Munis demonstration sessions by
department.
Table 2.7: Munis Demonstration Aftendees
Glester Edwards
Linda Blanco
Kathie Brooks
Allison Williams
Benjamin Nussbaum
Frank Estevez
Georgie Echert
Ginette Luxama
Jimmy McMillion
Juan Rodriguez
Lidia Cristobal
Manny Marquez
Ramon Suarez
Raul Soria
Rubylle Liberty
Sara Patino
Scott Wagner
Tonda Shaw
Tracey Hejl
Trish Walker
lnes Ferreiro
Samantha Hester
Sylvia Crespo-Tabak
Yasenia Alvarez
Nydia Gutierrez
Georgette Daniels
John Woodruff
Judy Hoanshelt
Mike Howard
Tameka Stewart
Steven Greene
Alex Denis
Maria Estevez
RaquelAieta
Sandra Rico
Shirley Thomas
Steven Williams
Yolanda Centado-Seiglie
@
Bldg
Bldg
cMo
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
Finance
HR
HR
HR
HR
IT
OBPI
OBPI
OBPI
OBPI
OBPI
Planning
Procurement
Procurement
Procurement
Procurement
Procurement
Procurement
Procurement
154
Lourdes Rodriquez
Sue Radig
Natasha Diaz
Lynne Powers
John \Mite
Todd Cloutier
Tim Vickers
Purchasing
Risk Benefits
TCED
EMA
Tyler
Tyler
Tyler
After the demonstration session the gap list was updated to note if the item was demonstrated fully,
partially, or could not be demonstrated. ltems that could not be demonstrated were noted as
requiring a modification or an enhancement to fulfill that requirement.
Tyler Connect Conference
Tyler holds an annual users conference that the City, as an Eden user, has attended in the past.
This year the City sent 14 representatives and asked them to attend Munis classes so they could
more fully understand the software's capabilities. Additionally, the users conference allows
attendees to connect with public sector peers utilizing Munis as well as Tyler staff that support
Munis.
Attendees included representatives from Management, lT, Procurement, Budget, Human
Resources, Finance, Planning, Building, and GlS. ln addition to Munis ERP sessions, attendees
were able to learn more about Tyler products such as Tyler Cashiering. Table 2.9 lists Tyler
conference attendees.
Mark Taxis
Ariel Sosa
Nydia Gutierrez
Alex Denis
Maria Estevez
MichaelHoward
Tameka Ofto-Stewart
Samantha Hester
Katherine Gonzalez
Ramon Suarez
Frank Estevez
Carmen Sanchez
Linda Blanco
Keary Cunningham
Prior to the conference, EMA provided a list of educational sessions applicable to the City. The team
reviewed the session list and planned their time accordingly during the conference. The insights
gained during the conference were valuable and strengthened the team's knowledge of Munis
capabilities.
Table 2.9: Tyler Connect Conference Attendees
Executive
IT
Procurement
Budget
Human Resources
Finance
Planning - EnerGov
Building - EnerGov
GIS
EMA, INC 2-10
155
Cross'Fu nctional lnvolvement
The ERP Gap Analysis process included strong cross-functional involvement at the City. Over the
course of the last few months, from stakeholder interviews through software demonstrations, the City
experienced strong participation from every department in each step. Getting people involved and
making sure their voices are heard are important steps in ensuring long-term engagement with the
ERP project.
Often times Finance and lT departments take the lead role in a city's ERP selection and
implementation. While these departments certainly have key roles in the project, they cannot specify
system requirements for other functional areas. At the City of Miami Beach, all stakeholders
understand how the system will improve the operations of their area.
Munis ERP Solution Quote
Tyler provided the City with an initial quote for the Munis ERP Solution on March 31,2014. EMA and
the City reviewed the initial quote with Tyler on April 2, 2014 and it was noted that the quote should
be revised after the demonstration.
Tyler Technologies provided a revised quote that addressed items noted during initial review and
during demonstration. Table 2.10 summarizes the Munis quote. Appendix B contains the full Tyler
quote. The quote reflects Tyler's "Client for Life" discount on licensing for the City's existing Eden
modules.
EMA, INC
156
Table 2.10: Munis Quote
tunb Quote
Software License
Munis Software License
Less: License Discount*
Total Munis Software License
Professional Services
Munis Services
Munis lmplenentation Cost
Munis Data Conrcrsion Cost
Less: Data Conrersion Discount
Other Services
3rd Party lnterface Testing Assistance
AP/PR Check Recon lmport
AP Positiw Pay Erport Format
25% of Dedicated Project Manager (12 Months)
50o/o ol Dedicated Project Manager (12 Months)
Dedicated Full 'Time Project Mlanager (12 Months)
End User Training - Muttiple Sessions
Estimated Trarel Erpenses
E{ended Analysi9Funclional Lead Training
lnplernentation Day
lnstall Fee - t,lew Serrer lnstall-WlN
Munis Admin & Security
P-Card lmport Format WO Encumbrances
Potential SW Modificaitons Bucket & lnterfaces - TBD if llleeded
Project Planning Services
PR Positirc Pay Eport Format
Munis -Tyler Forns Library
Total Professional Services
Small Hardware
Munis Small Hardware - Scanners, Printers
Tota! Hardware Cost
* - Purchased ftom Munb
Total lmplementation Cost
SUMMARY
$ 1,511,600
$ (1,138,150)
$ 373,450
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
478,225
126,300
(63,150)
17,625
1,000
3,000
90,000
144,000
249,000
210,298
sz,its
12,000
8,225
7,500
124,300
3,000
16,200
$ 1,/40,398
$ 41,800
$ 41,800
$1,895,648
The City has identified the current gaps with its ERP solution Eden. Tyler has demonstrated that its
Munis sofhryare provides a strong solution for the City's ERP requirements.
EMA, INC.2-12
157
Table 2.10: Munis Quote
lUlunb Quote
Software License
Munis Software License
Less: License Discount*
Total Munis Software License
Professiona! Services
Munis Services
Munis lmplernentation Cost
Munis Data Conrcrsion Cost
Less: Data Conversion Discount
Other Services
3rd Party lnterface Testing Assistance
AP/PR Check Recon lmport
AP Positive Pay Export Format
25% ol Dedicated Project Manager (12 Montrs)
50o/o ol Dedicated Project Manager (12 Months)
Dedicabd Full Time Project Manager (12 Months)
End User Training - Multiple Sessions
Estimated Travel Expenses
Efended Analysis/Functional Lead Training
lnplenentation Day
lnstall Fee - ilew Sener lnstall-WlN
Munis Admin & Security
P-Card lmport Format WO Encumbrances
Potential SW ttlodificaitons Bucket & lnErfaces - TBD if l.leeded
Project Planning Services
PR Positiw Pay Eport Format
Munis -Tyler Forms Library
Total Professional Services
Small Hardware
Munis Small Hardware - Scanners, Printers
Total Hardware Cost
* - Purchased ftom Munb
Total Implementation Cost
SUMMARY
$ 1,511,600
$ (1,138,150)
$ 373,450
$ 478,225
$ 126,300
$ (63,150)
$ 17,625
$ 1,000
$ 3,000
$ 90,000
$ 12t4,000
$ 249,000
$-
$ 210,298
$-
$ 52,875
$ 12,000
$ 8,225
$ 7,500
$ 124,300
$-
$ 3,000
$ 16,200
$ 1,/40,398
$ 41,800
$ 41,800
$1,895,548
The City has identified the current gaps with its ERP solution Eden. Tyler has demonstrated that its
Munis software provides a strong solution for the City's ERP requirements.
EMA, INC.2-13
158
PLANNING, PERMITTING, & LICENSING
CURRENT STATE
As a municipality, the City requires workflow management and transparency for a variety of building
and business functions. These functions include planning and zoning, building permits and
inspections, code enforcement, fire permits and inspections, and business tax receipts (licensing). lt
is also vital that citizens are provided with access to the status of their permits and requests to
provide transparency to the public. Currently, the City is experiencing a high degree of building
growth which creates more demand and work for the permitting, plan review, and licensing functions.
Additionally, the licensing process is in large part managed through manual workflows today. The
Ci$'s licensing entails an annual notification to businesses that their license renewal is due along
with payment for license fees and any outstanding city invoices and liens. lf a business does not
renew or pay their fees, field enforcement personnel are then required to physically visit the location
to determine if the business is still in existence, has changed hands, or just simply has not paid.
While the Building Department may be the main owner of these permitting and associated
processes, there are other departments that are involved including: Planning, Public Works, Fire,
Code Compliance, City Clerks, Parking, Finance, Sanitation, and the Special Events Division of the
Tourism and Cultural Development Department.
The Building Department is currently utilizing the Permits Plus application for plan review, permitting,
inspection, and many other processes. However, the processes are not fully automated and are
paper intensive. For a city with such high economic growth, the inefficient process aggravates
citizens, builders, and developers. ln 2010, the Watson Rice Report, reviewed Permits Plus and
found that it did not have proper audit controls and security weaknesses and directed the City to
implement a system with proper audit and security controls. There were plans to upgrade to Accela
Automation and replace Permits Plus, but there have been many challenges over the last two years
that have prevented the city from implementing Accela Automation.
ENERGOV
City personnel have reviewed the functionali$ of Accela Automation versus EnerGov and find
EnerGov to be a superior product. EnerGov's functionality includes integrated permitting workflows,
electronic plan review capabilities, a G|S-centric design, a citizen portal that provides transparency to
citizens to access to review status of requests or payment, and mobile applications for field
personnel.
EnerGov has "out-of-the-box" capabilities that Accela Automation does not. Specifically, City
personnel noted that EnerGov offers the following "out-of-the-box" capabilities:
159
o Workflow that is inclusive of the planning process thereby allowing important information
captured in the planning process to flow through to the permitting and other processes
o lntegrated cross-functional workflows to enable notifications and tasks to be sent to code
enforcement and other field personnel
. Ability to handle fee calculations.
. Cross-functional visibility to allow a single field visit to accomplish multiple tasks
o Mobile application designed for mobile and tablet devices to allow field personnel to manage
caseloads, inspections, code enforcement, and the plan review process remotely
o GIS map sources that allow users to have a comprehensive view of an area or parcel. This
comprehensive view includes individual assets, code violations easements, and other
applicable information.
Tyler was asked to demonstrate EnerGov and City personnel found that the system meets their
requirements and as such Tyler has provided a quote for EnerGov. Table 3.1 describes the EnerGov
project activities.
The demonstration of EnerGov was conducted on
attended by city personnel as well. Table 3.2
demonstration sessions by department.
2014. This demonstration was well
staff represented in the EnerGov
May 7,
lists the
Table 3.1: Project Activities Table
Tyler conducted a demonstration of EnerGov on 512114
Tyler Connect
Conference
Team of 14 individuals representing Management, lT, Procurement,
Budget, Human Resources, Finance, Planning, Building, and GIS
attended the conference
Building and Planning team members attended EnerGov sessions
Attendees further expanded knowledge of EnerGov
Table 3.2: EnerGov Demonstration Attendees
Brad Mosher
Glester Edwards
Linda Blanco
Cynthia Neves
George Castell
Heman Cardeno
Manny Villar
Rafael Granapo
Robert Santos-Alborna
Lynne Powers
Georgie Echert
Trish Walker
Brdg
Bldg
Bldg
City ClerUS. Master Oflice
Code
Code Compliance
Code
Code
Code
EMA
Finance
Finance
160
Tyler Connect Conference
Planning and Building department attendees were able to learn more about Tyler products such as
EnerGov Planning, Permitting, and Licensing Solutions at the Tyler Connect Conference on April 13-
16, 2014. The insights gained during the conference were valuable and strengthened the team's
knowledge of EnerGov capabilities. Table 3.3 lists Tyler Planning and Building department
conference attendees.
Elena Tellez
Jorge Waulio
Juan Meizosa
MrgilFemandez
Betty Mui
Laurent Yamen
Nydia Gutierrez
Carmen Sanchez
Michael Belush
Rogello Madan
Steven Williams
Carey Osbourne
DemarWoodson
GabrielForthne
Adriana Centro
Keary Cunningham
Rhonda McPherson
Natasha Diaz
Raul Gonzalez
Matt Kesler
Tim Vickers
Fire
Fire
Fire
IT
IT
IT
Planning
Planning
Planning
Planning
PublicWorks
Public Woks /Engineering/Road
Public Works /Engineering
Public Works /GlS
PublicWorks /GlS
Public Works/Sanitation
TCED
TCED
Tyler
Tyler
Carmen Sanchez
Linda Blanco
Table 3.3: Tyler Connect Conference Attendees
Planning - EnerGov
Building - EnerGov
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161
EnerGov Quote
Tyler Technologies provided a revised quote that addressed items noted during initial review and
during demonstrations. Table 3.4 summarizes the EnerGov quote. Appendix B contains the full Tyler
quote.
Table 3.4: EnerGov Quote
EnerGov Quote
Software License
EnerGov Software License
Less: Discount
Total EnerGov Software License
Professional Services
Ener@v Professional Services
EnerC;ov Esti mated Trawl
Total Professiona! Services Cost
Total lmplernentataon Cost
$ 1,244,955
$ (239,545)
$ 1,005,410
$ 859,100
$ 54,400
$ 913,500
$ 1,918,910
162
THIRD PARTY SOFTWARE
During the gap analysis review, stakeholders identified requirements for functionality that are not
typically included in an ERP software package; therefore, ancillary third party software has been
identified, and while not part of the ERP software, their installation and configuration should be
managed as part of the implementation project.
These ancillary third party software requirements include the following:
o Automated Publishing - The City's Budget Department requires the ability to rapidly compile and
publish materials from various sources including spreadsheets, PDF documents, word files,
XML, and other formats. This functionality is critical to streamlining the production of the annual
budget book. Tyler recommends PatternStream for this function and the City budget personnel
have experience with PatternStream.
. Debt Management - The City's Finance Department requires a tool to manage debt service,
redemptions, service providers, compliance, and reporting for debt or bonds. Tyler referred
SymPro Debt Manager for this function as it is utilized by some of their other clients and offers
an open architecture that integrates with Munis.
o Real Estate The City's Real Estate Department requires a comprehensive lease
administration, tenant, propefi, and facilities database. Tyler referred Skyline Software for this
function as it is known as a software package that meets requirements of other municipalities
with similar realestate management requirements and those municipalities are satisfied with it.
SOFTWARE DEMONSTRATIONS
The Budget Department has experience with PatternStream and attended a demonstration of the
software. Budget Department management considers the software critical for production of the
annual budget book and believe it should reduce the annual budget book production time from three
months to one month as well as greatly improve the look and feel of the document. PatternStream
will also effectively overcome current reporting shortcomings of the City's performance management
sofhruare Active Strategy.
The Finance Department attended the SymPro debt management software demonstration on May
23,2014 and found the functionality to meet its requirements. The software is relatively low cost,
provides needed functionality, and integrates with Munis.
The Finance and Real Estate Departments attended the Skyline real estate management software
demonstration on June 12, 2014 and found the functionality to meet their requirements. The
software is relatively low cost and provides needed functionality.
Table 4.1 reflects the third party sofhrare quote.
163
Table 4.1: Third Party Quote
Thild,Party Quote
Software Licenses
PatternStream Software License
SymPro Debt Management License
Sky li ne Softvnre ( Property ManagemenULeasi ng) Esti rnate
TotalThird Party Software License Cost
Professional Services
PafiernSfeam Services
SymPro lmplementation/Conrcrsion Services
Skyline Softvuare Services
Total Professiona! Services Cost
Total Cost
Yellow highlights reflect estimates or areas where quotes are impending
$
$
$
75,528
35,000
10,000
120,528
13,900
13,900
134,428
EMA, INC
164
SOFTWARE VENDOR MARKETPLACE
SOFTWARE SOLUTION OPTIONS
The City has a number of options in the public sector ERP software vendor marketplace.
Additionally, since ERP systems are modular, the City has the option to select a separate stand-
alone software package for some functions such as a Customer lnformation System (ClS)/Utility
Billing system. This section of the report provides the city with information on the ERP vendor
marketplace. Also, per the CFO's request, there is a section regarding the C|S/Utility Billing
marketplace.
This information is based on EMA's experience and knowledge of the sofhruare vendors most
often serving the public sector. The marketplace and sofhruare vendor capabilities are always
changing as companies continue development efforts, vendors are acquired by competing
vendors, and other influences. There are other software vendors in the ERP and CIS market and
vendors with solutions for individual ERP functions; therefore, this information is intended as an
overview of the landscape versus all options available to the City.
ERP Software Vendor Marketplace
The ERP software market includes hundreds of vendors; however, vendors tend to differentiate
themselves on the basis of industry-specific business functionalities and essentially focus on a
vertical market. One of these vertical markets is government or public sector. ERP vendors who
focus on the public sector do this not only with specific functionality, but they also employ
application consultants, trainers, and other staff with public sector business process knowledge.
ERP vendors focused on the public sector can be categorized into Tiers, as seen in Figure 5-1.
Tier 1 vendor packages are the most expensive and rely on third party system integrators for
implementation. Tier 2 vendor packages are less costly and are generally implemented by the
vendor themselves. Lastly, Tier 3 vendor packages are least costly but generally do not have as
many capabilities and options.
ffindonaly known ERP wndors wih 3d
party s!,sbfir fegrabrs dealirq wih larger
mr*dpdslflDlic sedor entities wih a Total
Coddotrnerhip wer 5 years of >$10M
aLsrr r€S known ERPverdors
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bqrsed on small
secb6nt[es wih a Tohl
orer 5 years of <-$3M
Figure 5-1: CIS Vendor Tiers
165
Figure 5-2 categorizes some of the more well-known ERP vendors focused on the public sector
into the tiers.
tyler
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Figure 5-2: ERP Vendors Categorized in Tiers
Tier 1 ERP Vendors
Tier 1 vendors provide ERP software that is able to scale and serve billion-dollar enterprises that
have multiple facilities or may be international. These systems are well equipped to support
global operations of large enterprises to meet requirements such as multi-locations, multi-
currency, multi-languages, and complex compliance issues.
Tier 1 ERP vendors are internationally known and generally require the client to engage a third
party system integrator. These third pafi system integrators tend to focus on or specialize in
vertical markets or the larger consulting firms have specialized groups within their company that
focus on the public sector. Some of the third party system integrators that specialize in public
sector implementations of Tier 1 software packages include: Accenture, Deloitte Consulting,
lBM, OptimalSolutions, and Ciber.
EMA, INC
166
Figure 5.3 provides more detail on the Tier 1 vendors' strengths and weaknesses. ln general, a
strength is that these software packages are feature-rich with many "out-ofthe-box" features and
processes. These systems are very customizable to meet the entity's needs. These vendors
generally market themselves through Value Added Resellers (VARs) that sell the software and
act as a third party system integrator. A weakness or drawback of these Tier 1 vendors is their
high cost to implement, Total Cost of Ownership (TCO), and longer implementation times.
Vendor Strengths Waaknasses Platform Cloud / SeaS
Optlons Tler
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EMA. INC
Figure *3: Tier 1 ERP Vendors
167
Tier 2 ERP Vendors
fier 2 vendors provide ERP software at a lower TCO and their primary target market is mid-size
public sector entities. These vendors utilize their own application consultants for implementation
services and do not generally rely on third party system integrators to configure the system.
The Tier 2 vendors listed below in Figure 5.4 are established vendors in the public sector ERP
software market. ln general, a strength of these vendors is that their software packages are
designed to meet unique public sector requirements without extensive customizations. Another
strength is that since these vendors are focused primarily on the public sector their
implementation teams have a strong understanding of public sector business processes for mid-
size entities. ln summary, these Tier 2 vendors have a lower cost to implement and Total Cost of
Ownership (TCO) than Tier 1 vendors but still have strong functionality.
It should be noted that the average five year TCO for Tier 2 ERP systems is between $3M and
$10M. The City's quote from Tyler for Munis has a five year TCO of $3.8, which is at the bottom
of the range while still delivering the City's desired functionality. This low cost is due to Tyler's
unique "Clients for Life" discount program.
EMA, INC
168
Vrndor Sbrngthr Woknou Plrtform Cloud/SuS TLr
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Midwest states.
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. Offlineoperational
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Figure 5-4: Tier 2 ERP Vendors
EMA. INC
169
Tier 3 ERP Vendors
Tier 3 vendors provide ERP software generally at an even lower TCO, but their primary target
market is mid-size to small public sector entities. These vendors also utilize their own application
consultants for implementation services.
The Tier 3 vendors listed below in Figure 5.5 are established vendors in the public sector ERP
software market. ln general, a strength of these vendors is that their implementations are
shorter, but this is in part due to their smaller-sized customer base. A weakness is that the
software is not as capable and does not offer as many options across all modules. ln summary,
these Tier 3 vendors may lack functionality that the City requires.
Figure 5-5: Tier 3 ERP Vendors
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EMA, INC
170
CIS Software Vendor Marketplace
There are dozens of CIS vendors in the
marketplace. Similar to ERP system
vendors, CIS vendors can be
categorized into 3 Tiers. Also like ERP
packages, Tier 1 CIS products are the
most expensive with costs declining at
Tier 2 and then again at Tier 3. Tier 1
CIS firms are nationally known and
typically deal with larger utilities. Tier 2
includes regional or less well known
nationalfirms who work with utilities of less
than 100,000 accounts. Tier 3 is typically comprised
of small ERPs with CIS modules.
Nationally knorn CIS firms
dealing wih larger utilities
Regional or less nell known
national fi rms typically
dealirg with utilities of
<100,000 accounb
SmdlERPs with CIS module
Figure *6: CIS Vendor Tiers
Figure 5-7 categorizes some of the more well-known CIS vendors into the tiers.
3ri7fl
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UTILTNES
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Figure 5-7: CIS Vendors Categorized in Tiers
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171
Tier 1 vendor products are the most expensive and rely on third party system integrators for
implementation. Tier 2 CIS vendors are less costly and are generally implemented by the vendor
themselves. Lastly, Tier 3 vendor packages are least costly but generally are not as capable.
Tier 1 CIS products represent the most flexibility, "out-of-the-box" functionality, and ability to
interface with partners. Tier 2 products are fairly flexible and functional and will interface with
most partners but are less expensive than Tier 1 products. Tier 3 CIS products will be markedly
less flexible and functional than Tier 1 and Tier 2 CIS products and less costly.
Both Tier 1 and Tier 3 CIS products are often applications or modules within ERP systems,
although not always. A number of Tier 2 CIS products are considered best-of-breed. ln other
words, although they may integrate with some products, their primary functionality is utility billing
and they are not developed as part of an ERP system or suite of software. Best-of-breed
products often require more interfaces, but they are designed with this is mind and their utility
billing functionali$ is often more developed than that of ERP utility billing modules.
Planning, Permitting and Licensing Software Vendor Marketplace
Municipalities have traditionally relied on a combination of stand-alone databases or systems
along with manual processes to manage their planning, permitting, and licensing. As
municipalities strive to more effectively manage workflow and provide improved public
transparency, software vendors are developing and delivering products to meet these needs.
Therefore, there are many software vendors in the planning, permitting, and licensing software
vendor market but not all are full-service providers.
EnerGov is a full-service provider of planning, permitting, and licensing, software for local and
state governments. As such, EnerGov is experiencing fast growth and has over 5,000 licensed
users in the government sector. The product is comprised of Permitting, lnspections, Licensing,
Code Enforcement, Planning/Zoning, Mobile, and Online modules.
Other providers are expanding their software functionality to meet this full-service requirement.
Specifically, Accela has upgraded the Permits Plus software (a client-server system) to Accela
Automation (a new web-based system). The City utilizes Permits Plus today and was planning to
implement Accela Automation. Although Accela Automation delivers services via the web and
automates critical tasks associated with permitting and licensing, many of the City's requirements
require modifications. Some of these can be accomplished within the existing software
framework; still, other needs are beyond what can be accomplished with either one of the Accela
software solutions.
There are other sofhruare vendors that provide planning, permitting, and licensing solutions for
local government, including HdL Permits, lworq.net, CRW Trakit, Permit Soft, and CAA-File
Maker.
EMA, INC
172
Table 5.1 shows a listing of some other vendors that provide permitting and license software
along with their applicable software name.
City personnel have evaluated the software vendor offerings for permitting, planning, and
licensing. Through software demonstrations and information gathered at the Tyler Connect
Conference, City personnel find EnerGov to be a premier provider that meets the City's critical
planning, permitting, and licensing needs that are lacking/limited in other software offerings.
Table 5.1 : Permifting and License Software Vendor Listing
Tempo 12.5
lnforl0 Public Sector Enterprise
Microsoft CRM 2011
Siebel 8.2.2, Oracle Policy Automation 10.3, Oracle E-
Business Suite 12.1
CRM 7.0, SAP ERP 6.0 EhP4
Tempest 71500, Vadim 1 .38.00, Diamond 9.00.0131 ,
WorkTech 6.0, Pacific Alliance 3.06
ONESolution CDR, NaviLine, Plus Series
EMA, INC
173
REGOMMENDATION
ERP OPTIONS
The ERP system is a mission critical application for the City. lt is a vital system enabling the City to
perform administrative business functions such as financial accounting, procurement, human resources,
payroll, budget management, asset management, and other tasks.
The cunent ERP system gaps must be addressed. The City has three options for addressing these gaps
that should ultimately improve the constituent's customer experience, enable operational efficiency gains,
ensure accountability, and provide transparency. Each of these options is described below.
Option #1: Eden (Not Recommended)
The City remains on Eden for their ERP softvvare solution and requests that Tyler add the required system
functionality through a series of formal system enhancement requests. Tyler would review and scope these
requests and provide quotes and implementation timelines for the City to review and approve. ln some
cases, the desired functionality may not be available, or it may take months or years for Tyler to provide this
functionality.
Tyler considers Eden to have reached an "End-of-Life" status. While the softryare may still be useable, Tyler
made the decision several years ago to focus their development resources on Munis. Since Tyler is largely
focusing their development resources on Munis, it is likely that some of the desired functionality may not be
available or have a long development window.
Option #2: Munis (Recommended)
Take advantage of Tyler's "Clients for Life" program which offers discounts on Munis license fees and,
working with Tyler's quote, negotiate a contract for the purchase of Munis. Tyler has demonstrated that
the Munis solution will provide the majori$ of the functional requirements. Some requirements listed in
the gap analysis are noted by Tyler as requiring a modification and the quote assumes professional
service hours for those modifications.
Tyler considers Eden to have reached an "End-of-Life" status. While the software may still be useable,
Tyler made the decision several years ago to focus their development resources on Munis. Other public
sector entities who have used Eden software have migrated to Munis including the City of Bradenton, FL
and Rockingham County, VA. Tyler has provided a quote to the City for the Munis ERP Solution. This
quote reflects heavily discounted license costs from Tyle/s "Clients for Life" program.
It should be noted that the average five year TCO for fier 2 ERP systems is between $3M and $10M.
The City's quote from Tyler for Munis has a five year TCO of $3.8, which is at the bottom of the range
while still delivering the City's desired full functionality. This low cost is due to Tyler's unique "Clients for
Life" discount program.
174
Option #3: Full Request for Proposa! (Not Recommended)
The City conducts a formal selection process in which it further refines functional and technical
requirements, writes and issues an RFP, assesses the vendor proposals, develops vendor
demonstration scripts, conducts scripted vendor demonstrations, and selects a vendor or vendors that
meet the City's requirements. This selection process would add an additional I - 12 months to the
solution delivery timeline and add additional costs. As described in this report, there are a number of
vendor solutions available to the City; however, given the City's size and requirements, it is likely that
the viable RFP respondents would be Tyler and one or two other vendors. Tyler's heavily discounted
licensing would allow them to compete very favorably against the other vendors.
The disadvantage is that it extends solution delivery by 9-12 months and it is highly possible that Tyler
would provide the most compelling proposal and the City would select Tyler anyway.
PLANNING, PERMITTING, AND LICENSING SOFTWARE
RECOMMENDATION
EnerGov (Recommended)
City personnel have reviewed the functionality of Accela Automation versus EnerGov and find EnerGov
to be a superior product. EnerGov's functionality includes integrated permitting workflows, electronic plan
review capabilities, a G|S-centric design, a citizen portal that provides transparency to citizens to access
status of requests or payment, and mobile applications for field personnel. Tyler was asked to
demonstrate EnerGov and City personnel found that the system meets their requirements and as such
Tyler has provided a quote for EnerGov.
The recommendation is to move fonruard with negotiating a contract with Tyler for the purchase of
EnerGov.
SOFTWARE IMPLEMENTATION RISKS
The City should be aware that software implementations are a significant endeavor. lt is anticipated that
this effort will take at least three years followed by a six month stabilization period for each major
module. Any system implementation has risks. These risks can include lack of organizational
commitment to the project, lack of alignment on project goals, unclear system requirements, lack of
user commitment to the project for activities such as testing, and lack of commitment to the project
schedule. The City will be required to manage risks that threaten to delay or jeopardize the
implementation of the ERP system in order to reap the benefits of the recommendation.
NEXT STEP
lf the Commission approves recommendation for Munis and EnerGov, the next step is for the City
Manager to utilize the Tyler price quote contained herein and negotiate a contract. This contract will
include a detailed Statement of Work that outlines the professional services that Tyler will deliver when
implementing the Munis / EnerGov solutions.
EMA, INC
175
APPENDI)( B
STANDARD FORM OF AGREEMENT
BETWEEN CITY OF MIAMI BEACH AND EMA, INC.
FOR
PROFESSIONAL SERVICES
THIS IS AN AGREEMENT effective as of ("Effective Date") between
CITY OF MIAMI BEACH FLORIDA ("Client") and
("EMA").EMA,Inc. dAla EMA of Minnesota, Inc.
Client intends to contract for assistance in BUSINESS PROCESS ANALYSIS AND PROJECT MANAGEMENT
FOR CITY OF MIAMI BEACH ENTERPRISE RESOURCE PLANNING SYSTEM ("ERI,,'; PROJECT
("Project").
Client and EMA agree as follows:
ARTICLE 1 - SERVICES OF EMA
1.01 Scope
A. EMA shall provide, or cause to be provided, the
services set forth herein and in Exhibit A ("Services").
ARTICLE 2 - CLIENT'S RESPONSIBILITIES
2.01 General
A. Client shall have the responsibilities set forth
herein and in Exhibit B.
B. Client shall pay EMA as set forth in Exhibit C.
C. Client shall be responsible for, and EMA may
rely upon, the accuracy and completeness of all
requirements, programs, instructions, reports, data, and
other information furnished by Client to EMA pursuant to
this Agreement. EMA may use such requirements,
programs, insffuctions, reports, data, and information in
performing or furnishing services under this Agreement.
ARTICLE 3
SERVICES
SCHEDULE FOR RENDERING
3.01 Commencement
A. EMA shall begin rendering the Services as of
the Effective Date of the Agreement.
3.02 Time for Completion
A. EMA shall complete the Services within a
reasonable time. Specific periods of time for rendering
specific Services are set forth, or specific dates by which
Services are to be completed, are provided in Exhibit A.
B. If, through no fault of EMA, such periods of
time or dates are changed, or the orderly and continuous
progress of EMA's Services is impaired, or EMA's
Services are delayed or suspended, then the time for
completion of EMA's Services, and the rates and amounts
of EMA's compensation, shall be adjusted equitably.
C. If Client authorizes changes in the scope, extent,
or character of the Project, then the time for completion of
EMA's Services, and the rates and amounts of EMA's
compensation, shall be adjusted equitably.
D. Client shall make decisions and carry out its
other responsibilities under this Agreement in a timely
manner so as not to delay EMA's performance of the
Services.
ARTICLE 4 - INVOICES AND PAYMENTS
4.01 Invoices
A. Preparation and Submittal of Invoices. EMA
shall prepare invoices in accordance with its standard
invoicing practices and the terms of Exhibit C. EMA shall
submit its invoices to Client on a monthly basis. Invoices
are due and payable within 30 days of receipt.
4.02 Payments
A. Failure to Pay. If Client fails to make any
payment due EMA for Services and expenses within 30
days after receipt of EMA's invoice, then EMA may, after
giving seven days written notice to Client, suspend
performance of the Services under this Agreement, until
Page I of 7
Standard Form of Agreement Between Client and EMA for Professional Services
Revised 12109109
176
Client has paid in full all amounts due for Services,
expenses, and other related charges.
B. Disputed Invoices. lf Client contests an invoice,
Client may withhold only that portion so contested, and
must pay the undisputed portion.
C. Legislative Actions. If after the Effective Date
of the Agreement any governmental entity takes a
legislative action that imposes taxes, fees, or charges on
EMA's services or compensation under this Agreement,
then EMA may invoice such new taxes, fees, or charges
as a Reimbursable Expense to which a factor of 1.0 shall
be applied. Client shall pay such invoiced new taxes, fees,
and charges. Such payment shall be in addition to the
compensation to which EMA is entitled under the terms of
Exhibit C.
ARTICLE 5 -
NOT USED
ARTICLE 6 - GENERAL CONSIDERATIONS
6.01 Standards of Performance
A. The standard ofcare for all professional services
performed or fumished by EMA under this Agreement will
be the care and skill ordinarily used by members of the
subject profession in the State of Florida. EMA makes no
warranties, express or implied, under this Agreement or
otherwise, in connection with EMA's Services.
B. Client shall not be responsible for discovering
deficiencies in the technical accuracy of EMA's Services.
EMA shall correct any such deficiencies in technical
accuracy without additional compensation, except to the
extent such corrective action is directly attributable to
deficiencies in Client-furnished information pursuant to
paragraph 2.0 l(c) hereof.
C. EMA may employ such Consultants as EMA
deems necessary to assist in the performance or furnishing
of the Services, subject to Client's prior written approval,
which shall not be unreasonably withheld, conditioned, or
delayed.
D. EMA and Client shall comply with applicable
Laws and Regulations and Client-mandated standards that
Client has provided to EMA in writing. This Agreement is
based on these requirements as of its Effective Date.
Changes to these requirements after the Effective Date of
this Agreement may be the basis for modifications to
Client's responsibilities, or to EMA's Scope of Services,
times of perfornance, and compensation.
F. EMA shall not be responsible for the acts or
omissions of any conffactor, subcontractor, or supplier, or
ofany oftheir agents or employees or ofany other persons
(except EMA's own employees and its Consultants) at the
Site or otherwise furnishing or performing any Work; or
for any decision made by Client without consultation and
advice of EMA.
6.02 Design without Construction Phase Services
NOT USED
6.03 Use of Documents
A. All Documents are instruments of service in
respect to this Project, and EMA shall retain an ownership
and property interest therein (including the copyright and
the right of reuse at the discretion of the EMA) whether or
not the Project is completed. Client shall not rely in any
way on any Document unless it is in printed form, signed
or sealed by the EMA or one of its Consultants.
B. A party may rely that data or information set
forth on paper (also known as hard copies) that the party
receives from the other party by mail, hand delivery, or
facsimile, are the items that the other party intended to
send. Files in electronic media format of text, data,
graphics, or other types that are furnished by one party to
the other are furnished only for convenience, not reliance
by the receiving party. Any conclusion or information
obtained or derived from such electronic files will be at the
user's sole risk. If there is a discrepancy between the
electronic files and the hard copies, the hard copies govern.
C. Because data stored in electronic media format
can deteriorate or be modified inadvertently or otherwise
without authorization of the data's creator, the party
receiving electronic f,rles agrees that it will perform
acceptance tests or procedures within 60 days, after which
the receiving party shall be deemed to have accepted the
data thus transferred. Any transmittal enors detected
within the 60-day acceptance period will be corrected by
the party delivering the electronic files.
D. When transferring documents in electronic
media format, the transferring parly makes no
representations as to long term compatibility, usability, or
readability of such documents resulting from the use of
software application packages, operating systems, or
computer hardware differing from those used by the
documents' creator.
E. Client may make and retain copies of
Documents for information and reference in connection
with use on the Project by Client. EMA grants Client a
license to use the Documents on the Project, extensions of
the Project, and other projects of Client, subject to the
following limitations: (l) Client acknowledges that such
Documents are not intended or represented to be suitable
for use on the Project unless completed by EMA, or for
use or reuse by Client or others on extensions of the
Project or on any other project without written verification
or adaptation by EMA; (2) any such use or reuse, or any
modification of the Documents, without written
verification, completion, or adaptation by EMA, as
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appropriate for the specific purpose intended, will be at
Client's sole risk and without liability or legal exposure to
EMA or to EMA's Consultants; (3) such limited license to
Client shall not create any rights in third parties.
F. If EMA at Client's request verifies or adapts the
Documents for extensions of the Project or for any other
project, then Client shall compensate EMA at rates or in an
amount to be agreed upon by Client and EMA.
6.04 Insurance
A. EMA shall procure and maintain insurance as
set forth in Exhibit D, "Insurance." EMA shall cause
Client to be listed as an additional insured on any
applicable general liability insurance policy carried by
EMA.
B. EMA shall each deliver to Client certificates of
insurance evidencing the coverages indicated in Exhibit D.
Such certificates shall be furnished prior to commencement
of EMA's Services and at renewals thereafter during the
life of the Agreement.
C. At any time, Client may request that EMA or its
Consultants, at Client's sole expense, provide additional
insurance coverage, increased limits, or revised deductibles
that are more protective than those specified in Exhibit D.
If so requested by Client, and if commercially available,
EMA shall obtain and shall require its Consultants to
obtain such additional insurance coverage, different limits,
or revised deductibles for such periods of time as requested
by Client, and Exhibit D will be supplemented to
incorporate these requirements.
6.05 Suspension and Termination
A. Suspension.
By Client: Client may suspend the Project upon
30 days written notice to EMA.
By EMA: If EMA's services are substantially
delayed through no fault of EMA, EMA may, after giving
30 days written notice to Client, suspend Services under
this Agreement.
B. Termination. The obligation to provide further
Services under this Agreement may be terminated:
l. For cause,
a. By either party upon 30 days written
notice in the event of substantial failure by the
other party to perform in accordance with the
terms hereof.
b. By EMA:
1) upon 30 days written notice if
EMA's Services for the Project or the
Project, are suspended for more than 90
days, through no fault of EMA..
2) EMA shall have no liability to
Client on account of such termination.
c. Notwithstanding the foregoing, this
Agreement will not terminate under paragraph
6.05.B.1.a if the party receiving such notice
begins, within seven days of receipt of such
notice, to correct its substantial failure to
perform and proceeds diligently to cure such
failure within no more than 30 days of receipt
thereof; provided, however, that if and to the
extent such substantial failure cannot be
reasonably cured within such 30 day period, and
if such party has diligently attempted to cure the
same and thereafter continues diligently to cure
the same, then the cure period provided for
herein shall extend up to, but in no case more
than, 60 days after the date of receipt of the
notice.
2. For convenience,
a. By Client, effective upon EMA's
receipt of written notice from Client.
b. Except for Payments UPon
Termination as specified in paragraph 6.05.D.1.
Client shall have no liability to EMA on
account of such termination.
C. Effective Date of Termination. The terminating
party under paragraph 6.05.8 may set the effective date of
termination at a time up to 30 days later than otherwise
provided to allow EMA to demobilize personnel and
equipment from the Site, to complete tasks whose value
would otherwise be lost, to prepare notes as to the status of
completed and uncompleted tasks, and to assemble Project
materials in orderly files.
D. Payments Upon Termination.
l. In the event of any termination under
paragraph 6.05, except a termination for cause by the
City pursuant to paragraph 6.05.8.1.a, EMA will be
entitled to invoice Client and to receive fulI payment
for all Services performed or furnished and all
Reimbursable Expenses incurred through the
effective date of termination. Upon making such
payment, Client shall have no further liability to
EMA on account of such termination, and shall have
the limited right to the use of Documents, at Client's
sole risk, subject to the provisions of paragraph
6.03.E.
2. In the event of termination by Client for
convenience or by EMA for cause, EMA shall be
entitled, in addition to invoicing for those items
identified in paragraph 6.05.D.1, to invoice Client
and to payment of a reasonable amount for Services
and expenses directly attributable to termination, both
before and after the effective date of termination,
such as reassignment of personnel, costs of
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terminating contracts with EMA's Consultants, and
other related close-out costs, using methods and rates
for Additional Services as set forth in Exhibit C.
6.06 Controlling Law
A. This Agreement is to be governed by the law of
the state in which the Project is located.
6.07 Successors, Assigns, and Beneficiaries
A. Client and EMA each is hereby bound and the
partners, successors, executors, administrators and legal
representatives of Client and EMA (and to the extent
permitted by paragraph 6.07.B the assigns of Client and
EMA) are hereby bound to the other party to this
Agreement and to the partners, successors, executors,
administrators and legal representatives (and said assigns)
ofsuch other party, in respect ofall covenants, agreements,
and obligations of this Agreement.
B. Neither Client nor EMA may assign, sublet, or
ffansfer any rights under or interest (including, but without
limitation, moneys that are due or may become due) in this
Agreement without the written consent of the other, except
to the extent that any assignment, subletting, or transfer is
mandated or restricted by law. Unless specifically stated to
the contrary in any written consent to an assignment, no
assignment will release or discharge the assignor from any
duty or responsibility under this Agreement.
C. Unless expressly provided otherwise in this
Agreement:
l. Nothing in this Agreement shall be
construed to create, impose, or give rise to any duty
owed by Client or EMA to any Contractor,
Contractor's subcontractor, supplier, other individual
or entity, or to any surety for or employee of any of
them.
2. All duties and responsibilities undertaken
pursuant to this Agreement will be for the sole and
exclusive benefit of Client and EMA and not for the
benefit ofany other party.
6.08 DisputeResolution
A. Client and EMA agree to negotiate all disputes
between them in good faith for a period of 30 days from
the date of notice prior to invoking the procedures of
Exhibit E or other provisions of this Agreement, or
exercising their rights under law.
B. If the parties fail to resolve a dispute through
negotiation under paragraph 6.08.4, then either or both
may invoke the procedures of Exhibit E. If Exhibit E is
not included, or if no dispute resolution method is specified
in Exhibit E, then the parties may exercise their rights
under law.
6.09 Environmental Condition of Site
NOT USED
6.10 Indemnification and Mutual Waiver
A. Indemnification by EMA. EMA shall indemnify
and hold harmless Client, and Client's officers, directors,
partners, agents, consultants, and employees from and
against any and all claims, costs, losses, and damages
(including but not limited to all fees and charges of
Consultants, architects, attorneys, and other professionals,
and all court, arbitration, or other dispute resolution costs)
arising out of or relating to the Project, provided that any
such claim, cost, loss, or damage is attributable to bodily
injury, sickness, disease, or death, or to injury to or
destruction of tangible property (other than the Work
itselfl, including the loss of use resulting therefrom, but
only to the extent caused by any negligent act or omission
of EMA or EMA's officers, directors, partners, employees,
or Consultants.
B. Indemnification by Client. To the fullest extent
permitted by Florida law, and subject to the limitations on
Client's liability pursuant to Section 76F.28, Florida
Statutes, as same may be amended from time to time,
Client shall indemnifu and hold harmless EMA, EMA's
officers, directors, partners, agents, employees, and
Consultants from and against any and all claims, costs,
losses, and damages (including but not limited to all fees
and charges ofConsultants, architects, attorneys, and other
professionals, and all court, arbitration, or other dispute
resolution costs) arising out of or relating to the Project,
provided that any such claim, cost, loss, or damage is
attributable to bodily injury, sickness, disease, or death or
to injury to or destruction of tangible property (other than
the Work itself), including the loss of use resulting
therefrom, but only to the extent caused by any negligent
act or omission of Client or Client's officers, directors,
parlners, agents, consultants, or employees.
C. Environmental Indemnification. In addition to
the indemnity provided under paragraph 6.10.B of this
Agreement, and to the extent permitted by law, Client shall
indemniff and hold harmless EMA and its officers,
directors, partners, agents, employees, and Consultants
from and against any and all claims, costs, losses, and
damages (including but not limited to all fees and charges
of Consultants, architects, attorneys and other
professionals, and all court, arbitration, or other dispute
resolution costs) caused by, arising out of, relating to, or
resulting from a Constituent of Concern at, on, or under the
Site, provided that (D any such claim, cost, loss, or damage
is attributable to bodily injury, sickness, disease, or death,
or to injury to or destruction of tangible property (other
than the Work itself), including the loss of use resulting
therefrom; provided however, that nothing in this
paragraph shall obligate Client to indemnify any individual
or entity from and against the consequences of that
individual's or entity's own negligence or omission.
D. Mutuql ll'aiver. Client and EMA waive against
each other, and the other's employees, officers, directors,
agents, insurers, partners, and consultants, ary and all
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claims for or entitlement to special, incidental, indirect, or
consequential damages arising out of, resulting ftom, or in
any way related to the Project.
6.1I MiscellaneousProvisions
A. I,,lotices. Any notice required under this
Agreement will be in writing, addressed to the appropriate
party at its address on the signature page and given
personally, by facsimile, by registered or certified mail
postage prepaid, or by a commercial courier service. All
notices shall be effective upon the date ofreceipt.
B. Survival. All express representations, waivers,
indemnifications, and limitations of liability included in
this Agreement will survive its completion or termination
for any reason.
C. Severability. Any provision or part of the
Agreement held to be void or unenforceable under any
Laws or Regulations shall be deemed stricken, and all
remaining provisions shall continue to be valid and binding
upon Client and EMA, who agree that the Agreement shall
be reformed to replace such stricken provision or part
thereof with a valid and enforceable provision that comes
as close as possible to expressing the intention of the
stricken provision.
D. Waiver. A party's non-enforcement of any
provision shall not constitute a waiver of that provision.
nor shall it affect the enforceability ofthat provision or of
the remainder of this Agreement.
E. Accrual of Claims. To the fullest extent
permitted by law, all causes of action arising under this
Agreement shall be deemed to have accrued, and all
statutory periods of limitation shall commence, no later
than the date of Substantial Completion.
ARTICLE 7 - DEFINITIONS
7.01 Defined Terms
A. Wherever used in this Agreement (including the
Exhibits hereto) terms (including the singular and plural
forms) printed with initial capital letters have the meanings
indicated in the text above or in the exhibits; in the
following provisions:
l. Additional Services--The services to be
performed for or fumished to Client by EMA in
accordance with Exhibit A, Part 2, of this Agreement.
2. Basic Semices--The services to be
performed for or furnished to Client by EMA in
accordance with Exhibit A, Part l, of this Agreement.
3. Constituent of Concern--Any substance,
product, waste, or other material of any nature
whatsoever (including, but not limited to, Asbestos,
Petroleum, Radioactive Material, and PCBs) which is
or becomes listed, regulated, or addressed pursuant to
[a] the Comprehensive Environmental Response,
Compensation and Liability Act, 42 U.S.C. $$9601 et
seq. ("CERCLA"); tb] the Hazardous Materials
Transportation Act, 49 U.S.C. $$1801 et seq.; [c] the
Resource Conservation and Recovery Act, 42 U.S.C.
556901 et seq. ("RCRA"); [d] the Toxic Substances
Control Act, l5 U.S.C. $52601 et seq.; [e] the Clean
Water Act, 33 U.S.C. 5$1251 et seq.; [f] the Clean
Air Ac| 42 U.S.C. $$7401 et seq.; and [g] any other
federal, state, or local statute, law, rule, regulation,
ordinance, resolution, code, order, or decree
regulating, relating to, or imposing liability or
standards of conduct concerning, any hazardous,
toxic, or dangerous waste, substance, or material.
4. Consultants--Individuals or entities having
a contract with EMA to furnish services with respect
to this Project as EMA's independent professional
associates, consultants, subcontractors, or vendors.
5. Documents--Data, reports, drawings,
specifications, record drawings, software, and other
deliverables, whether in printed or electronic media
format, provided or furnished in appropriate phases
by EMA to Client pursuant to this Agreement.
6. Lqws and Regulations; La1,vs or
Regulations--Any and all applicable laws, rules,
regulations, ordinances, codes, and orders of any and
all governmental bodies, agencies, authorities, and
courts having j urisdiction.
7. Reimbursable Expenses--The expenses
incurred directly by EMA in connection with the
performing or furnishing of Basic and Additional
Services for the Project.
ARTICLE 8 .
PROVISIONS
EXHIBITS AND SPECIAL
8.01 Exhibits Included
A. Exhibit A, "EMA',s Services," consisting of
pages.
B. Exhibit B, "Client's Responsibilities,"
consisting of_ pages.
C. Exhibit C, "Payments to EMA for Services and
Reimbursable Expenses," consisting of _ pages.
D. Exhibit D, "Insurance," consisting of I pages.
E. Exhibit E, "Dispute Resolution," consisting of I
pages.
8.02 Total Agreement
A. This Agreement (consisting of pages I to _
inclusive, together with the exhibits identified above)
constitutes the entire agreement between Client and EMA
and supersedes all prior written or oral understandings.
This Agreement may only be amended, supplemented,
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modified, or canceled by a duly executed written services to be performed or furnished by EMAand
amendment to this Agreement. responsibilities of Client under this Agreement. Such
E.03 Designated Representatives individuals shall have authority to hansmit instructions'
recelve information, and render decisions relative to the
A. With the execution of this Agreement, EMA Projectonbehalfofeachrespectiveparty.
and Client shall designate specific individuals to act as
EMA's and Client's representatives with respect to the
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IN WITNESS WHEREOF, the parties hereto have executed this Agreement, the Effective Date of which is
indicated on page 1.
Client:EMA:
Address for giving notices:Address for giving notices:
Designated Representative (see paragraph 8.03.A): Designated Representative (see paragraph 8.03.A):
By:
Title:
Date Signed:
Title:
Phone Number:
Facsimile Number:
E-MailAddress:
By:
Title:
Date Signed:
Title:
Phone Number:
Facsimile Number:
E-Mail Address:
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EXHIBIT A
This is EXHIBIT A, consisting of 9 pages, referred to in and part of
the Agreement between Client and EMA for Professional Services
dated
Scope ofServices
SCOPE OF WORK
The following scope of work is broken into two distinct tracts.
Tract 1 is depicted by the Project
Management Box and is focused
on managing the Business
Process Analysis (BPA) activities
(Tract 2), System lmplementation
activities, and coordination with
Tyler to assure BPA results and
subsequent business process
efficiencies are translated into a
successful implementation of the
ERP investment.
Tracl2 is depicted by the four
remaining boxes. This tract is
focused on performing the
business process analysis work
in each of the work groups
identified. The BPA work is
performed at two levels:
Review of the Operational Objectives and Mission of each work group. For example, within the
Building Department, potentially shifting focus from "Code Enforcement" to "Developer,
Contractor, and Citizen support"
Evaluation and Optimization of Current and Planned Work Practices - This is performance of the
"Eliminate, Reduce, Shift, Redesign Analysis" of the work practices outlined below.
Tract 1 - Project Management
Task 1.1 - Program/Project Management Support of the ERP lmplementation
ERP system implementation will be conducted by the ERP vendor. EMA will provide management
oversight to ensure user and technical requirements are fulfilled during the implementation process.
EMA will act in the capacity of the owner's representative and the City's main point of contact
throughout the implementation process.
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ERP
Proiect Manag6m6nt
::P!Y': c-Y:"r cl",oi.!i*"dpe- - -- rul"nig* ivre.tont,rct Lrmrt customrzatronuuog€r uonlror Software purchase tu1odel Facili6te Organrrztron Changes Data Conversign
:::_11iY:^^^-^-. Fa(ilrrate P.aclce Changes tulanage Etlicrency Oppo(unrires Trarnrng Desrgncnange rdanagemenr
t.r.,nt*lilil1[ffi
inlP.ove
e ffir renr-! and
eftarirveiess
rmprcve
elffrenay and
efrecl,vefrESs
nprrre
et'iciency and
elteiiiv:ness
lmcrcvE
efir:ienty and
efletlrveness
183
EMA will provide an ERP project manager who will initially work onsite with the project manager and team
to finalize a detailed project plan. This project plan will nail down all project objectives, tasks, deliverables,
milestones, and budgets based on BPA and streamlined business processes.
EMA's project manager will also:
. Conduct regular project review meeting with Miami Beach to review the progress of this project and
to discuss any outstanding issues and potential problems. A standard agenda will be developed for
the progress meetings, and will include the following topics:
identification of work performed last period,
work to be completed next period,
critical action item status, and
responsible parties to complete actions.
Budget or schedule problems will also be identified and corrective actions noted.
EMA will upload an agenda, updated schedule, and revised action items log to the project
SharePoint site in advance of the meeting. Meeting minutes for each meeting will be uploaded for
review within three working days of the meeting.
. Provide Quality Assurance/Quality Control (OA/OC), including the review of all project deliverables
and status to ensure that all of the appropriate project diligence has been taken.
. Lead in coordinating City implementation team and vendor activities.
. Develop communication and coordination protocols for the project.
. Oversee communication and coordination of the project.
. Meet with Miami Beach leadership to resolve project issues.
. Work with the Miami Beach Project Manager to identify a format and schedule for progress reports
that best meets the needs of the project. EMA will provide these reports in the desired format and
with the desired frequency.
. Assure participation of Miami Beach staff. Our work with clients throughout North America confirms
that change to high performance operations (process optimization) will be realized only by
involving management and staff throughout the project. By involving employees, they learn
what industry best practices are and the importance of maximizing productivity. By involving
managers, they learn the business management practices of high performance organizations and
new approaches to developing and maximizing the productivity of a highly-skilled and motivated
work force. Everyone will also develop teamwork behaviors and be introduced to new ways of
thinking and interacting.
. Meet with the vendor to ensure an understanding of Miami Beach's direction and to discuss and
plan objectives, requirements (as defined in Tract 2 below), responsibilities, performance, and
review of business process analyses, reporting requirements, deliverable review procedures, and
project schedule.
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. Review and get approval of vendor submittals and monthly progress reports. The progress reports
shall describe significant accomplishments, issues and/or problems which have potential effect on
schedule or costs, and plans for the upcoming week. They should be sufficiently detailed to assure
that directions being pursued are in compliance with established and/or projected goals.
. Coordinate and oversee vendor training.
. Work with Miami Beach project team to approve vendor final work product (configured system). All
planned and agreed upon milestones and deliverables must be fully met and approved by the
Project Team and as defined in the project plan.
o Review and approve payment application.
. EMA's project manager will be the point person to manage the ERP vendor activities, deliverables and
schedule while establishing a foundation for the ongoing partnership between the vendor and the
organization. Effective project management involves communication both upward and downward within
the organization in order to understand the business concerns, gain acceptance of the pending changes
and gain project buy-in and support for the team's activities.
The vendor-appointed project manager is the point person to act as a liaison between the organization and
the vendor. This individual is responsible for coordinating vendor resources, managing the vendor
deliverables and handling support requests as they are identified. ln addition, the vendor-supplied project
manager or a member of the vendor's team should be expected to provide guidance to the organization on
how to best leverage the vendor product by sharing best practices, processes and experiences.
From a project manager perspective, vendor management best practices may include:
1. Maintain a detailed, written audit trail of all discussions and agreements.
2. When documenting vendor tasks, the operative phrase is "the vendor shall."
3. Get a written commitment on vendor team members, escalation, etc.
4. Roles and responsibilities are clearly written and agreed to.
5. Rules of engagement should include onsite attendance requirements.
6. lmplementation strategies are mutually agreed upon.
7. Reserve the right to review vendor designs and request changes.
8. Project plans are submitted in advance for approval.
9. Test plans are submitted in advance for approval.
10. Specify documentation required from the vendor, including media and format.
1 1. Specify support and maintenance to be provided.
12. Prearrange change control processes and pricing to address scope creep.
13. Any training provided by the vendor must be preapproved.
To ensure a successful venture, all parties need to establish a clear understanding of each other's roles
and open lines of communication. They also need to work to develop an environment of mutual trust.
Open access provides the pathway to a successful relationship; an open exchange of information
throughout the project will facilitate quick resolution when issues do arise.
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Task 1.2 - Assist with User Acceptance Testing
EMA will develop user acceptance test scripts to test the configuration of the ERP system to ensure
compliance with configuration specifications. User acceptance testing will be used to verify the testing
activities have been completed and have validated the design of the ERP system. We will develop User
Acceptance Test Scripts, perform User Acceptance Testing Oversight and maintain a Defect Log
Template
Task 1.3 - ERP lnterface Design
EMA will provide the user requirements for the integration of the ERP system with other City systems.
Based on the requirements, EMA will oversee design of the interfaces for the selected ERP solution and
manage system integration activities performed by the vendor. EMA will assist with integration testing to
assure the configured functionality works correctly. EMA has the expertise to design and program the
interface but they are not included in this scope of work.
Tract 2 - Business Process Analysis
The following tasks will be repeated for each of the four major work groups (Building/EnerGov, Finance,
HR, and Billing) understanding that there are sub groups within each (e.9., budget, procurement) for which
the tasks may be required independently. The costs for these will not be uniform. The first work group to
be addressed will require a significantly larger effort than the remaining three. The large effort is due to the
fact that we are laying out the road map for the entire project. Specific effort completed in the first
workgroup that will not need to be repeated includes:
. Development of the working templates, which include
SWIM lane diagrams that are used to visually represent the various business processes and
sub-processes and the associated data
- forms for resolving changes to business processes
communications media
requirements templates for vendor coordination
training materials
- vendor sign off
. lntegration requirements are primarily defined during the first workgroup
. Developing the team structure and rules for participation and sign off
o Building organizational momentum for the change process
. Building an approach to identify and change "sacred cows"
. Formalizing Project Management activities as defined in Tract 1
. Knowledge transfer to the project team on project execution and developing common language
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Based on the Phase 1 work Miami Beach should undertake the EnerGov workgroup first since there are
significant issues that will be addressed with this effort. This work group also has the most points of
interaction with other City Departments and technologies
Task 2.1 - Review and Analysis of Existing Operational Objectives and Mission for
Each Work Group
The purpose of this task is to understand Miami Beach's overall strategic objective and compare them to the
way the four work groups are currently working. lf there is misalignment this project is an opportunity to
evaluate the options for making changes. This task will also allow the work groups to define key performance
indicators to measure the progress against City wide objectives.
The City Project Manager will work with the EMA Project Manager to identify stakeholders who have
insight into the strategic objectives of the City. EMA will meet with this group to determine if there are
approaches to the work groups operations they would like to have evaluated and changed to better
support strategic objectives. As an example, the City may wish to improve customer service in a
significant way. This may require business process to be changed to expand business hours, provide
more transparency, or have more self-service options.
After the meeting, EMA will conduct a half-day workshop with the City project team and work group
leadership in which the strategic perspectives are presented and discussed. Consideration of stakeholders
and their business needs will be discussed to determine what if any changes to work group objectives and
mission should be made. Any objective that lS identified will be used in the BPA process.
Task 2.2 - Review and Analysis of Existing Practices within ldentified Work Groups
The purpose of this task is to understand Miami Beach's business needs, customers' needs, and the
needs of key stakeholders. Additionally, this task will develop alignment through agreement on business,
technical, and other drivers and how to measure success. By "drivers," we mean those pressures that are
causing Miami Beach to consider investing in analysis and/or improvement to business processes.
The Miami Beach Project Manager will work with the EMA Project Manager to identify stakeholders who
have significant needs related to this project. A workshop will be conducted with these stakeholders,
supplemented by a few one-on-one interviews.
Additionally EMA will review manual processes or Excel spreadsheets to determine what functionality these
systems are providing and what data is stored in these systems.
After the interviews, EMA will conduct a half-day workshop with the Miami Beach project team in which the
stakeholders' perspectives are presented and discussed, and then converted to high level project
requirements.
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Careful consideration of stakeholders and their business needs can reveal important functionality that isn't
obvious in the current business processes and systems. Stakeholders can also identify where business
processes cross organizational boundaries. These points of exchange are often an opportunity for work
process automation or integration.
Task 2.3 - Development of
Process Diagrams that will
present the lnitial Definition of
the Various Business Processes
During the workshops and interviews
identified above EMA will capture the
information required to develop initial
business process diagrams. These
diagrams will then be developed in
Microsoft Visio. They will depict a high
level picture of the business processes
and objectives within Miami Beach.
These process diagrams will be
presented to Miami Beach staff for
review and comment.
Task 2.4 - Development of Work Flow Diagrams that Describe how and when Work
within the Work Groups is Accomplished
For this task we will add the initial work
flow diagrams to the process diagrams.
Each work group, when there is cross
department work flow, will be depicted on
its own row. This approach serves
several purposes. First it relates all work
flow activities back to a specific business
process. This will highlight any work that
is being performed that does not directly
relate to a specific business process.
Second, it will show all touch points
(areas where information is passed)
between specific groups. lt is important to
understand these since one of the best
ways to improve practices is to limit the
number of touch points as much as
possible while still meeting the business
needs of Miami Beach. Touch points are also usually prime targets for leveraging technology, whether it be
on a single system such as ERP or between multiple systems - ERP and CityWorks, GlS, and 311, for
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example.
Task 2.5 - Development of Data Flow Diagrams that show the Relationships between
the Business Processes, the Dataflow, and the Data
For this task we will add the initial data
flows to the business/work flow diagrams.
By adding data flow diagrams to the
existing diagrams Miami Beach will be
able to see how data is used within work
flows. This data can then be analyzed to
determine not only what data is critical,
what adds little or no value, and what
data is missing, but also what data
should be called out to use for specific
performance measures and exception
reports.
By capturing data from the previous three
tasks on an integrated flow diagram
Miami Beach will be able to quickly
identify areas for process improvement,
identify opportunities to provide new services,
and clearly communicate specific system requirements to the ERP project implementation team.
The next three activities will be conducted in parallel. We will use the process analysis diagrams
developed in the previous steps as the baseline for these activities. EMA staff will review the diagrams
and identify areas of possible improvement through either changes to the process or the application of
technology. We will then conduct a series of workshops with Miami Beach staff to review the possible
changes and document other changes identified by Miami Beach staff.
At this stage, we will also utilize an iterative process where we look at the business processes to
determine if various steps can be:
. Eliminafed, often steps are added over time to
address issues that have become unnecessary
. Reduced, again many steps can often be reduced
in frequency
. Shifted, when steps are analyzed it may be
determined that different people are performing
similar or the same tasks. These can often be
consolidated and assigned to a single person.
. Redesigned, New technology offers opportunities
to automate tasks
Task 2.6 - Development of Proposed Process Diagrams that will present Optimized
Business Processes or Activities Based on !ndustry Best Practices
Page 7 of9 Pages
(Exhibit A - EMA's Services)
Standard Form ofAgreement Between Client and EMA for Professional Services
Revised l0/05/04
189
At EMA we have conducted over 400 business process analysis projects for our clients in municipal
government. Through this work we have identified many best practice strategies. We will apply these in
this step. The proposed processes will be in the same format as those listed in the previous activities.
These will be submitted to Miami Beach for review and comment.
Task 2.7 - Development of Proposed Work Flow Diagrams that Describe Optimized
Work FIows
EMA will work with Miami Beach staff to identify ways to streamline work flows by looking at the
business processes, the touch points between different work groups (internal Miami Beach and
external), and the application of specific technologies or technology integrations. Optimized work flows
will be presented and discussed with Miami Beach staff.
Miami Beach will find that some of the improved work flows can be implemented immediately while
others will be dependent on the implementation of the ERP.
Task 2.8 - Development of Proposed Data Flow Diagrams that Reflect and Support
the Optimized Business Processes
The data flow diagrams will be updated to reflect the new business processes and work flows developed
above. EMA will also make recommendations of specific data elements that should be used in reports, as
stand-alone performance measures or should be included in calculated performance measures. A good
example of performance measure is the development of indices. lndices can be defined that assign a
relative level of effectiveness or efficiency to a City process. These can be used with Miami Beach's
continuous improvement process to measure improvement
Once the business process diagrams are updated, they can be used to quickly communicate with the
ERP vendor how the system needs to be configured. These will also serve as operating procedures and
training material.
Task 2.9 - Development of Business Process Requirements
A proven approach for successfully implementing new technology is to clearly define the needs and
then work with the selected vendor to tailor their solution to these needs.
For this task EMA will analyze and synthesize the work to date, and discuss the specifications in a
working session with the Miami Beach project team and the ERP vendor.
ln the course of reviewing and discussing these functional requirements, EMA will capture - and
supplement - reviewers' perspectives on how Miami Beach optimized business processes may change
as a result of implementing the new system.
EMA will work with the Miami Beach Project Manager to identify a format and schedule for progress
reports that best meets the needs of the project. EMA will provide these reports in the desired format
and with the desired frequency.
PageSof9Pages
(Exhibit A - EMA's Services)
Standard Form of Agreement Between Client and EMA for Professional Services
Revised 10/05/04
190
Deliverables
Progressive Deliverables Development Manages Risk and Provides Basis for
lnformed Decisions
We create deliverables in an incremental
fashion. While the specifics vary by task,
general we will first collect information
(through interviews, walk-throughs,
workshops, etc.). The information
collection will be followed by an analysis
conducted by the Miami Beach / EMA
The results of this analysis will be presented in draft form (typically to the Miami
and other key staff as appropriate) for review, discussion, and feedback. Finally,
updated to reflect the discussion.
step
team.
Beach project team
the draft will be
This incremental approach keeps the team well informed and focused on the deliverables. lt ensures that
there are no surprises.
Present project plans and procedures to Miami Beach project team for review
and approval in a project kick-off meeting and provide narrative and/or
documentation of said kick-off meeting.
Project Kick-off Meeting and
Documentation
Produce and submit status reports to the designated project manager and
Miami Beach project team monthly.
Workshops and Customer
lnterviews and Documentation
Conduct workshops and interviews with Miami Beach work groups and staff
as needed to identify and define existing business processes and provide
narrative and/or documentation of said workshops and interviews.
lnitial Version of Existing Process
Diagrams
Develop and deliver initial version of process diagrams that reflect the
various business processes and activities.
Develop and deliver initial version of work flow diagramslnitial Version of Existing Work
Flow Diagrams
Revise draft proposed business work flow diagrams. Based on the Eliminate,
Reduce, Shift, Redesign process with additional workshops and interviews as
needed
Draft Proposed Work Flow
Diagrams
Develop final version of proposed business work flow diagrams for
submission to Miami Beach project manager and project team
Follow-up Workshops and
Customer lnterviews
Documentation
Conduct follow-up workshops and customer interviews as needed to present,
review, and modify draft version of business process models and provide
narrative and/or documentation of said workshops and interviews
Revise draft proposed business process models with additional workshops
Page 9 of9 Pages
(Exhibit A - EMA's Services)
Standard Form of Agreement Between Client and EMA for Professional Services
Revised l0/05/04
191
and interviews as needed
Develop final version of proposed business process models for submission to
Miami Beach project manager and project team
Schedule and conduct review meeting with project team to hand off all
project related deliverables
Final Review Meeting with Project
Team and Documentation
Documented UATS designed to assure desired functionality is implemented
correctly
User Acceptance Test Scripts
(UATS)
User Acceptance Testing
Oversight
Sign off sheets after completion of UATS
Defect Log Template Updated log of system issues discovered during system implementation and
testing
Page l0 of9 Pages
(Exhibit A - EMA's Services)
Standard Form of Agreement Between Client and EMA for Professional Services
Revised l0/05/04
192
EXHIBIT B
This is EXHIBIT B, consisting of I pages, referred to in and part of
the Agreement Lretween Client and EMA for Professional Services
dated
Article 2 of the Agreement is amended and supplemented to include the following agreement of the parties.
82.01 In addition to other responsibilities of Client as set forth in this Agreement, Client shall at its expense:
A. Provide EMA with all criteria and full information as to Client's requirements for the Project, including design
objectives and constraints, space, capacity and performance requirements, flexibility, and expandability, and any budgetary
limitations; and furnish copies of all design and construction standards which Client will require to be included in the
drawings and specifications; and furnish copies of Client's standard forms, conditions, and related documents to EMA.
B. Furnish to EMA any other available information pertinent to the Project including reports and data relative to
previous designs, or investigation at or adjacent to the Site.
C. Following EMA's assessment of initially-available Project information and data and upon EMA's request, furnish
or otherwise make available such additional Project related information and data as is reasonably required to enable EMA to
complete its Basic and Additional Services.
D. Give prompt written notice to EMA whenever Client observes or otherwise becomes aware of the presence at the
Site of any Constituent of Concem, or of any other development that affects the scope or time of performance of EMA's
services, or any defect or nonconformance in EMA's services, the Work, or in the performance of any Contractor.
E. Authorize EMA to provide Additional Services as set forth in Part 2 of Exhibit A of the Agreement as required.
F. Arrange for safe access to and make all provisions for EMA to enter upon public and private property as required
for EMA to perform services under the Agreement.
G. Examine all alternate solutions, studies, reports, sketches, drawings, specifications, proposals, and other documents
presented by EMA (including obtaining advice of an attorney, insurance counselor, and other advisors or consultants as
Client deems appropriate with respect to such examination) and render in writing timely decisions pertaining thereto.
H. Provide reviews, approvals, and permits fiom all governmental authorities having jurisdiction to approve all phases
of the Project designed or specified by EMA and such reviews, approvals, and consents fiom others as may be necessary for
completion of each phase of the Project.
I. Provide, as required for the Project:
1. Accounting, bond and financial advisory, independent cost estimating, and insurance counseling services.
2. Legal services with regard to issues pertaining to the Project as Client requires, Contractor raises, or EMA
reasonably requests.
J. Advise EMA of the identity and scope of services of any independent consultants employed by Client to perform or
furnish services in regard to the Project, including, but not limited to, cost estimating, project peer review, value
CONSULTANTing, and constructibility review.
K. Attend job related meetings.
L. Provide EMA with the findings and reports generated by the entities providing services to Client pursuant to this
paragraph.
Page I ofl Pages
Exhibit B -- Client's Responsibilities
Standard Form of Agreement Between Client and EMA for Professional Services
Revised 12/09109
193
EXHIBIT C
This is EXHIBIT C, consisting of 2 pages, referred to in and part of
the Agreement between Client and EMA for Professional Services
dated
Payments to EMA for Services and Reimbursable Expenses
Article 2 of the Agreement is amended and supplemented to include the following agreement of the parties:
ARTICLE 2 -- -{lient's Responsibilities
C2.01 Compensation For Basic Services
A. Client shall pay EMA for Basic Services set forth in Exhibit A, as follows:
l. An amount equal to the cumulative hours charged to the Project by each class of EMA's employees times
Hourly Rates for each applicable employee for all Services performed on the Project, plus Reimbursable Expenses and
EMA's Consultants'charges, if any.
2. EMA's Reimbursable Expenses Schedule and Hourly Rates are attached to this Exhibit C as Appendix l.
3. Total compensation for Services under paragraph C2.01 is estimated to be $1.995.000 based on the following
assumed distribution of compensation:
a. Project Management $1.050.000
b. Energov BPA S 675.000
c. Human Resources BPA $ 95.000
d. Finance BPA $ 45.000
e. Billing BPA S 130.000
f. Contract Negotiation Assistance $ 130.000
g. Reimbursable Expenses $ 300.000
4. EMA may alter the distribution of compensation between individual phases of the work noted herein to be
consistent with Services actually rendered, but shall not exceed the total estimated compensation amount unless
approved in writing by Client.
5. Amounts billed for EMA's Services under paragraph C2.01 will be based on the cumulative hours charged to
the Project during the billing period by each of EMA's employees times Hourly Rates for each applicable employee,
plus Reimbursable Expenses and EMA's Consultant's charges.
6. Hourly Rates will be adjusted upwards by 3% annually (as of April lst) to reflect equitable changes in the
compensation payable to EMA.
C2.02 Compensation For Reimbursable Expenses
A. Client shall pay EMA for all Reimbursable Expenses at cost. Amounts payable to EMA for Reimbursable
Expenses will be travel and other Project-related expenses actually incurred by EMA.
Page I of2 Pages
Exhibit C - Basic Services - Standard Hourly Rates Method of Payment
Standard Form of Agreement Between Client and EMA for Professional Services
Revised 12109109
194
C2.03 Other Provisions Concerning Payment
A. Whenever EMA is entitled to compensation for the charges of EMA's Consultants, those charges shall be the
amounts billed by EMA's Consultants to EMA times a factor of 1.25.
B. Estimated Compensation Amounts
l. EMA's estimate of the amounts that will become payable for specified Services are only estimates for
planning pu{poses, are not binding on the parties, and are not the minimum or maximum amounts payable to EMA
under the Agreement.
2. When estimated compensation amounts have been stated herein and it subsequently becomes apparent to
EMA that a compensation amount thus estimated will be exceeded, EMA shall give Client written notice thereof.
Promptly thereafter Client and EMA shall review the matter of Services remaining to be performed and compensation
for such Services. Client shall either agree to such compensation exceeding said estimated amount or Client and EMA
shall agree to a reduction in the remaining Services to be rendered by EMA, so that total compensation for such
Services will not exceed said estimated amount when such Services are completed. If EMA exceeds the estimated
amount before Client and EMA have agreed to an increase in the compensation due EMA or a reduction in the
remaining Services, EMA shall be paid for all Services rendered hereunder.
C. To the extent necessary to verifu EMA's charges and upon Client's timely request, EMA shall make copies of such
records available to Client at cost.
Page2of2Pages
Exhibit C - Basic Services - Standard Hourly Rates Method of Payment
Standard Form of Agreement Between Client and EMA for Professional Services
Revised 12/09/09
195
This is EXHIBIT D, consisting of I pages, referred to in and part of
the Agreement between Client and EMA for Professional Services
dated
Insurance
Paragraph 6.05 of the Agreement is amended and supplemented to include the following agreement of the parties.
D6.05 Insurance
A. The limits of liability for the insurance required by paragraph 6.04.A and 6.04.8 of the Agreement are as follows:
l. By EMA:
a. Workers'Compensation: Statutory
b. Employer's Liability --
l) Each Accident: $1,000,000
2) Disease, Policy Limit: S1,000,000
3) Disease, Each Employee: $1,000,000
c. General Liability --
1) Each Occurrence (Bodily Injury and
Property Damage): $1,000,000
2) GeneralAggregate: $2,000,000
d. Excess or Umbrella Liability --
l) Each Occurrence: $5,000,000
2) GeneralAggregate: S5,000,000
e. Automobile Liability -l) Combined Single Limit
(Bodily Injury and Property Damage):
Each Accident S1,000,000
f. Professional Liability -
l) Each Claim Made S3,000,000
2) Annual Aggregate $3,000,000
Page I ofl Pages
f,xhibit D - Insurance
Standard Form of Agreement Between Client and EMA for Professional Services
Revised 12/09109
196
This is EXHIBIT E, consisting of 1 page, referred to in and part of the
Agreement between Client and EMA for Professional Services
dated
Dispute Resolution
Paragraph 6.09 of the Agreement is amended and supplemented to include the following agreement of the parties:
[NOTE: Select one of the two altematives provided]
E6.09 DisputeResolution
A. Mediation. Client and EMA agree that they shall first submit any and all unsettled claims, counterclaims, disputes,
and other matters in question between them arising out of or relating to this Agreement or the breach thereof ("Disputes") to
mediation by the American Arbitration Association following the Construction Mediation Rules. If such mediation is
unsuccessful in resolving a Dispute, then (a) the parties may mutually agree to a dispute resolution of their choice, or
(b) either party may seek to have the Dispute resolved by a court of competent jurisdiction.
Pagelof lPages
(Exhibit E - Dispute Resolution)
Standard Form ofAgreement Between Client and EMA for Professional Services
Revised 12/09109
197
APPENDI)( C
EMA & Tyler Correlation between Project Timeline and Cash Flow as of 0712412014
CMB Funds DUE PRIOR to October 1,2015
EMA $1,146,013.00 & Tyler $2,732,864.00
$ 3,878, 877
(CMB need to add your current Eden
maintenance billto this amount)
$ 2,645.626CMB Funds DUE AFTER October 1,2015
EMA $ 849,001.00 &Tyler $ 1,796,625
Tyler Correlation between Project Timeline and Cash Flow as of 0712412014
Assumption: Tyler contract is signed August 2014
Disclaimer: Estimates are based on services delivery
sep r. -ran 15 v., 15 sep 15 'a^ t6 .Ma' 16 s.p'16 ,.;,t
contract signed
Financials Suite
PayrolllHR Suite
Utility Biuing & Misc
Mon9/r/44 Mon9/1/14
Mon 11/3/14 Thu 1Ol1,/15
F.i 1,/2/Ls F.i 4/a/a6
Fri Lo/2/as Mon ao/3/a6
arc.ao/Al76 M6dla/6/17
e{a
r---,-_- i J
A.1 Overall High Level Project Gantt Chart: The Exact Start and Finish Dates to be negotiated with the City upon further
discussion.
CMB Funds DUE PRIOR to October 1. 2015 = $2,732,864.00 (CMB need to add your current
Eden maintenance billto this amount)
Typically unless they negotiate something else, soft\uare license fees for all the new software is due
100o/o 30 days after the execution of the contract (October 2014). For cash flow purposes this is
how it will be or whatever is worked out.
Services: $1,294,004
For Services assume EnerGov would start Jan 2015 this is a 15 mo implementation; for cash flow
purposes may take 75o/o of $859,1 00 and $54,400 for 2015 and 25o/o for each in 2016.
Software: $ 1,3
Software Cost
Munis $ 373,450.00
EnerGov $ 1,005,410.00
Total $ 1,378,860.00
EMA. lNC. - VMason
198
Service Cost
EnerGov Professional Services $ 859,100 @.75% = $ 644,325
EnerGov Est Travel $ 54,400 @71o/o = $40,900
Munis Service:
Total Tyler Services : $1,480,398.00
Total of 3'd Party Hardware, Software and Services
$41,800.00
$1,480,398.00
$ +t,800.00
Total $1 ,522,198 @ 40o/o = $ 608,879
Total $ 1,294,004
Maintenancez CMB should have current bill
Tyler proposes that CMB pay the prorated Eden maintenance (they should have that recent bill).
Referencing the above revised timeline, the contract sign is 09101114. Thus, CMB would pay their
normal Eden maintenance thru August2014 and start new Munis maintenance on Sept 2015.
Other: $60,000
OSDBA (used right away) $30,000
Munis Disaster Recovery (starts 6 months after contract sign) $30,000
Tota!= $60,000
CMB Funds DUE AFTER October 1. 2015 = $ 1,796,625
Maintenance: $ 647, 631.00
Munis $ 398,632.00
EnerGov $ 248,990.00
Total= $647,631.00
Other: $ 7,300.00
Payroll Tax Table Updates $ 1,000.00
CAFR $ 6,300.00
Total = g 7,300.00
Services: $ 1,294,004.00
Service Cost
EnerGov Professional Services $ 214,775
EnerGov Est Travel $ 1s,600
Munis Services:
Total Tyler Services : $1,480,398.00
Total of 3'd Party Hardware, Software and Services
$41,800.00
Since this is a 3 year proiect subtract 40%
$1,480,398.00
$ 41,800.00
Total $1 ,522,198 @60% = $913,319.00
Tota!$ 1.141.694
EMA, lNC. -VMason 7D412O14
199
EMA Correlation between Project Timeline and Cash Flow as of 07124120'14
CMB Funds DUE PRIOR October 1,20'15 = $1,'t46,013.00
CMB Funds DUE AFTER October 1, 2015 = $ 849,001.00
Labor E&nses
:..
pre 10/2015 $955,010.81 $191,002.16 $1,146,012.97
post10/2015 $707,501.19 $141,500.24 $849,001.43
$1,995,014.40
EMA. lNC. - VMason 712412014
200