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Home My WebLink About20201491.tiffc1 - d- 36% MEMORANDUM TO: Esther Gesick, Clerk to the Board May 7, 2020 FROM: Ryan Rose, Chief Information Officer T SUBJECT: Accela, Inc. SOW Accela, Inc. provides software to various Weld County departments including Building & Planning, Public Works, EHS, and Oil & Gas Energy. The software is used by these departments to conduct their day to day work. The attached agreement between the Board Of County Commissioners and Accela, Inc. is for the effort to convert the application from an Oracle database to a Microsoft SQL Server database. The requested amount is $103,320.00 and has been reviewed by Legal. The cost was budgeted for in the 2020 budget cycle. We ask that the BOCC approve the agreement as submitted. I cc : ZT Ongage. os�lq�5� O5 2020-1491 r7 -©©oq BOARD OF COUNTY COMMISSIONERS PASS -AROUND REVIEW PASS -AROUND TITLE: Accela, Inc. SOW DEPARTMENT: Information Technology DATE: May 4, 2020 PERSON REQUESTING: Ryan Rose, CIO Brief description of the problem/issue: Accela, Inc provides software to Weld County. The software is used by the Building & Planning, EHS, Public Works, and Oil & Gas Energy to manage their day-to-day operations. The Accela application is being moved from an Oracle database to a Microsoft SQL Server database. This agreement is to get assistance from Accela, Inc. to complete the migration. The attached agreement between the Board of Weld County Commissioners and Accela, Inc. has been reviewed by Legal. The requested amount for this service is $103,320.00, which was budgeted as part of the 2020 project budget. What options exist for the Board? (include consequences, impacts, costs, etc. of options): This provider specializes in selling and supporting this software. The options are to move forward with this migration effort or remain on an Oracle database. Recommendation: We recommend proceeding with this request. Approve Recommendation Mike Freeman, Chair Scott K. James Barbara Kirkmeyer Steve Moreno, Pro-Tem Kevin D. Ross Scheduig Work Session Other/Comments: Accela Statement of Work Weld County 5/1/2020 Version 1.5 Accela, Inc. 2633 Camino Ramon Suite 120 San Ramon, CA 94583 Tel: 925-659-3200 Time and Materials Statement of Work Page 1 of 29 Proprietary and Confidential �Oo70-I�19 I Ci) Accela TABLE OF CONTENTS TABLE OF CONTENTS 2 DOCUMENT CONTROL 4 INTRODUCTION 5 OVERVIEW 5 SCOPE OF SERVICES 5 PRODUCTS 5 DATACENTER 5 PROJECT METHODOLOGY 5 STAGE TITLE 5 STAGE OVERVIEW 5 ACTIVITES AND ARTFACTS 5 CRITICAL SUCCESS FACTORS 6 WORK DESCRIPTION 6 DEFINE 6 PROJECT MANAGEMENT AND OVERSIGHT 6 PROJECT KICKOFF 7 SOW REVIEW 7 Project Schedule 7 Project Management Plan 8 Project Kickoff Meeting 8 DEVELOP 9 REPORT CONVERSION 9 DATABASE MIGRATION DOCUMENTAI ION 9 REGRESSION TESTING PLAN 10 ORACLE TO SQL DATABASE MIGRATION IN TEST ENVIRONMENT 11 REGRESSION TESTING 11 DEPLOY 14 GO -LIVE PLAN 14 PRODUCTION CUTOVER "GO LIVE" 14 oracle to SQL database migration 15 POST DEPLOYMENT SUPPORT AND TRANSITION TO ACCELA SUPPORT 16 OUT OF SCOPE 16 PROJECT ASSUMPTIONS 16 GENERAL PROJECT ASSUMPTIONS 16 Scope 16 PROJECT RESOURCING ASSUMPTIONS 17 Agency Resourcing 17 Accela Resourcing 17 THIRD PARTY RESOURCING 18 PROJECT TIMELINE 18 PROJECT COMPLETION 18 PROJECTS PUT ON HOLD 18 PAYMENT TERMS 19 PAYMENT SCHEDULE 19 Time and Materials Statement of Work Page 2 of 29 Proprietary and Confidential Accela EXPENSES 19 CONTRACT SUM 20 ADMINISTRATION 20 LOCATION OF SERVICES AND KEY CONTACT 20 CHANGE ORDERS 20 EXPIRATION 21 DISCLAIMERS 21 SIGNATURES 21 APPENDIX A: CHANGE ORDER FORM 22 SIGNATURE AND ACCEPTANCE 23 APPENDIX B: PROJECT RESOURCES 24 AGENCY RESOURCES 24 ACCELA RESOURCES 25 APPENDIX C: DEFECT DEFINITIONS 27 Time and Materials Statement of Work Page 3 of 29 Proprietary and Confidential M Accela DOCUMENT CONTROL Date Author Version Change Reference 3/12/20 !Winkel 1.0 SOW Created 3/25/20 !Winkel 1.1 Updates after review with Mary 3/30/20 !Winkel 1.2 Processed Mary's changes 4/3/20 !Winkel 1.3 Added reporting 4/14/20 !Winkel 1.4 Adjusted the number of reports. 5/1/20 !Winkel 1.5 Adjusted report list Time and Materials Statement of Work Page 4 of 29 Proprietary and Confidential Accela INTRODUCTION OVERVIEW This Statement of Work ("SOW") dated 5/1/20 sets forth the scope and definition of the project -based professional services (collectively, the "Services") to be provided by Accela, Inc., its affiliates and/or agents ("Accela") to Weld County, CO. ("Agency" or "Customer"). This Statement of Work is issued pursuant to the Master License Agreement previously signed by the parties on April 22, 2019, and is subject to Accela's Consulting Services Policy available at accela.com/terms. This statement of work represents a Time and Materials based engagement. SCOPE OF SERVICES The customer has requested assistance migrating their entire Accela environment from Oracle to MS SQL. Agency is currently running version 19.1.3 and will not be performing an upgrade as part of this project. PRODUCTS The following Accela products are in scope for this Project: • LAND Management • Public Health and Safety DATACENTER Solutions are installed on -premise at the customer location. PROJECT METHODOLOGY Services for the project will be delivered in three stages. A high-level description of the phases is listed below. STAGE TITLE STAGE OVERVIEW ACTIVITES AND ARTFACTS Stage 1: Define The Define stage sets the framework for • Project Management how the project will be managed Plan/Charter throughout the project life cycle • Project Schedule • Project Kickoff • Project SharePoint Site Stage 2: Develop The Develop stage executes the technical • Report Conversion plan begins testing. • Mock DB Conversion Stage 3: Deploy After all, develop work has been completed, the system is ready for regression testing • Approved Regression Test Plan and Go -Live activities. • System Testing • Completion of Regression Test Time and Materials Statement of Work Proprietary and Confidential Page 5 of 29 Accela STAGE TITLE STAGE OVERVIEW ACTIVITES AND ARTFACTS • Go Live and Transition to Customer Support CRITICAL SUCCESS FACTORS For Accela and Agency to successfully execute the Services described herein, there are several critical success factors to the service implementation project described in the Exhibits to this SOW that must be closely monitored and managed by the Accela and Agency stakeholders. These factors are critical in setting expectations between the Agency and Accela, identifying and monitoring Project risks, and promoting strong Project communication: • Dedicated Agency Participation — Agency acknowledges and agrees, throughout the duration of the Services, to have (i) its staff and/or agents Agency personnel actively involved in the Project, and (ii) its software, hardware and other technology performing (or available for performance), each as specified in the agreed upon Project Plan (such Agency personnel and technology, collectively the Agency resources. Accela will communicate insufficient participation of Agency Resources through Project Status Reports and will indicate actual and potential impacts to the Project Timeline. Accela will work the Agency's Project Sponsors and department leaders to determine appropriate team member involvement. This could range from full-time, during early analysis meetings, to part-time during the technical implementation phase. Please see Appendix B for a full description of Agency Resources. • Governance and Change Control — Effective governance for the project and change control processes for enterprise solution components requires alignment between Agency stakeholders. Throughout the project, the teams will encounter issues and decisions that require engagement of the joint Agency/Accela governance team. Invariably, changes to the existing requirements will arise and the governance process must resolve these issues with urgency in order to avoid impacts to the project timeline and budget. WORK DESCRIPTION The following section describes the specific activities and tasks that will be executed to meet the business requirements of the Agency. Tasks are broken down by stage in the project methodology. DEFINE The project will be initiated once all contract documents have been approved. This phase will set the stage for how the project will be managed throughout the project life cycle. The Project Management Plan will capture key details regarding how the project will be managed from roles and responsibilities to risk management. The Project Schedule will define the tasks involved in completing the project with durations and resource assignments. A Project SharePoint site will be created as the primary repository for tracking all project related documentation, issues, risks, etc. The Agency's Test environment will be leveraged in the following stages of the Methodology. PROJECT MANAGEMENT AND OVERSIGHT Accela will perform ongoing project management services throughout the project in order to plan and monitor execution of the project in accordance with the activities outlined in the Statement of Work. Time and Materials Statement of Work Page 6 of 29 Proprietary and Confidential a Accela By mutual agreement, some project management tasks may be shared between the Accela project manager, and the Agency project manager. Accela Responsibilities: Provide overall Accela project management support throughout implementation, included: • Project document management • Participate in project status meetings with Agency and Client stakeholders to review the project status, risks, issues, change requests, as needed to review Accela tasks and status • Weekly updated Project Plan if needed • Resource Management • Executive project oversight and quality assurance PROJECT KICKOFF SOW REVIEW The Pre -Kickoff SOW Review an opportunity to ensure the Project starts in a well -organized, structured fashion while re -confirming the Agency and Accela expectations regarding the implementation. This Deliverable is comprised of a meeting to review the SOW, discuss expectations and kickoff project planning activities. The meetings should be attended by the following participants: Agency: • Agency Project Sponsor • Project Manager • Technical Lead (database) Accela: • Regional Director • Project Manager • Solution Architect • Configuration Lead Accela Responsibilities: • Communicate the Accela Implementation Methodology that will be used by Accela to deliver Services. • Creation of Project Management Plan • Review the SOW deliverables and submitted project management plan. Agency Responsibilities: • Provide timely and appropriate responses to Accela's requests for project planning input and meeting logistics requests. • Make available the appropriate Agency key users available for the review. PROJECT SCHEDULE This Deliverable is comprised of tasks that are required to complete the project schedule to track progress of the project throughout the project life cycle. Time and Materials Statement of Work Page 7 of 29 Proprietary and Confidential Accela In conjunction with the Agency representatives, Accela will perform the following tasks: • Finalize staffing for the project teams. • Finalize a project schedule that includes resource allocation for all tasks (in cooperation with the Agency Project Manager). • Create the project SharePoint site and load project schedule. Accela Responsibilities: • Communicate the Accela Implementation Methodology that will be used by Accela to deliver Services. • Create the project SharePoint site and provide access to the Accela Team. • Finalize a project schedule that includes resource allocation for all tasks (in cooperation with the Agency Project Manager). This will integrate it the overall project plan maintained by the Agency. Agency Responsibilities: • Provide timely and appropriate responses to Accela's requests for project planning input and meeting logistics requests. • Make available the appropriate Agency key users available for the review. • Provide meeting facilities for Project Kickoff and other onsite activities. PROJECT MANAGEMENT PLAN The Project Management Plan deliverable consists of the following key areas that will be used to manage the project throughout the project life cycle. Accela Responsibilities: • Deliver the Project Management Plan document (an Accela template) based on input and collaboration with the Agency PM. o Steering Committee and the meeting schedule o Project Status Report Template o Deliverable Signoff procedure and the responsible Person of Accountability for each business area. Agency Responsibilities: • Provide timely and appropriate responses to Accela's requests for project planning input and meeting logistics requests. • Make available the appropriate Agency key users available for the review • Adherence to the Project Management Plan as a source document for managing project risk, issues, governance and plan acceptance PROJECT KICKOFF MEETING The Project Kickoff Meeting completes the Define Stage where the Agency and Accela come together on the project objective, organizations, scope and methodology. Accela Responsibilities: • Co -Present with the Agency Project Sponsor and Project Manager on the project objective, organizations, and methodology. Time and Materials Statement of Work Page 8 of 29 Proprietary and Confidential Accela Agency Responsibilities: • Co -Present with the Agency Project Sponsor and Project Manager on the project objective, organizations, and methodology. DEVELOP The Develop stage will begin running mock conversion activities and running regression tests on converted data. Accela's technical staff will work with the Agency's Information Technology staff to ensure that the components for hardware, software, database, network are in place for the 2 environments (Test and Production). REPORT CONVERSION Accela will convert the following ten (10) reports from Oracle Crystal to SQL SSRS. Report formats will be within the confines of SSRS and rendering of PDF's we will based on the layout that is closest to the source. Crystal Reports Septic Permit With Calc EHS064 Septic Permit With Eng Design EHS027 ROW Permit Grading Permit PL023 Monthly Permit Fee Income PW006 Inspection Correction Notice BLDG050 Special Transport Permit PW002 C404 Permits Issued Date In WF BLDG049 Inspection History BDG011 Weekly Misc Fee Income PW010 In the event that hours are still available at the conclusion of the project, additional reports could be requested for conversion. DATABASE MIGRATION DOCUMENTATION Migration steps will be clearly documented. Accela will detail the order of execution, prerequisites, environment validation, values entered and success validation. Documentation will be updated as necessary to accommodate new findings and culminate in a Production Data Conversion Document. Accela Responsibilities: • Accela will consult with Agency resources to provide technical input and answer technical questions related to the Accela system. • Accela will document the migration steps prior to mock migrations. Agency Responsibilities: • Agency is responsible for providing/restoring the Accela and Jetspeed databases on their DBMS. Accela recommends the Agency take a back-up of Production database and run the upgrades in Time and Materials Statement of Work Page 9 of 29 Proprietary and Confidential Accela Test then perform regression testing. This will demonstrate a "dry run" for how the Production environment will be upgraded and what the team may encounter for go -live. • Agency is responsible for 3rd -party software installs/configuration, including but not limited to ArcGIS, Microsoft SQL Server, SQL Server Reporting Services, any electronic document management systems, load balancing hardware/software. REGRESSION TESTING PLAN Regression Testing includes the following distinct phases: 1. Initial Test — a timeboxed phase where the Agency runs through every test script and logs all issues in the issue tracker. 2. Issue Remediation — a time for Accela to remediate all Critical and High issues found during Initial Test. 3. Remediation Testing — the phase where the Agency validates that all Critical and High issues have been resolved. Accela will provide a Test Plan template to support the Agency's implementation. Accela's Implementation Lead will amend the Test Plan based on the Agency's implementation. The Test Plan will focus on the following: • Regression Testing process • High-level plan/schedule to conduct regression testing • Who should participate? • What should be tested? • How to report an issue? • Retesting issues that were fixed • Sign -off The Agency will review and jointly participate in updates to the Test Plan to include: • Specific resource names • Sign -off that resources have been adequately trained to execute test cases • A list of test cases to be executed • Detailed schedule of their test execution plan Test Cases It is critical that the Agency devote ample time and attention to the development of their test cases. Accela recommends Agency leverage Standard Operating Procedures as the basis of test cases. The Agency may find this as a good opportunity to update their Standard Operating Procedures and/or custom Training Materials in advance of developing test cases. The Agency is responsible for creating and verifying all the test cases meet specific business needs. Test cases should confirm record creations, scripts, workflows, inspections, citizen access, mobility, reporting, etc. and any other specific interface or areas within Accela used in normal business. Test third -party integrations. Test cases must be validated by the Agency experts and within the scope of the project's tasks. Based on the developed test cases, the Agency is responsible for staffing appropriately so that the Regression testing activities will fit into the duration defined in the contract. Accela recommends Test Cases form the basis for the ongoing User Guide. Customer performing regression testing would normally leverage test cases from previous Regression testing. If an agency doesn't already have these test cases in place, they should document them and expected results prior to the upgrade so they have a baseline to compare with. Time and Materials Statement of Work Page 10 of 29 Proprietary and Confidential Accela Accela Responsibilities: • Deliver an updated Test Plan to the Agency for review and updates. • Conduct Regression testing Planning session(s) to tailor the Test Plan information to support the Agency. • Work with Agency to define measurable checkpoints for the initial Regression testing training to ensure training is on schedule. Agency Responsibilities: • Develop the Regression test cases including end to end testing that covers the configuration, scripting, reports, and interfaces/integrations. • Make available the appropriate Agency resource to provide required information. • Schedule participants and meeting locations for analysis activities. • Sign -off from the Agency Project Manager validating the Test Plan and associated Agency test cases have been completed. ORACLE TO SQL DATABASE MIGRATION IN TEST ENVIRONMENT Accela will perform a migration of the customers Oracle 12c database to Microsoft SQL Server 2016. Migration Steps: 1. Identify any issues in the DB that will need to be addressed for successful conversion from Oracle to SQL 2. Customer will setup a Test environment for conversion testing 3. Customer provides an extract of the database 4. Develop SQL scripts to remediate DB issues. If there are any issues that require changes to transaction data, they will be reviewed with the County and a remediation plan agreed to. 5. Perform the Oracle to SQL conversion (Accela, Jetspeed, AGIS, AMO and ADS databases as required). a. Copy database to Accela site b. Load into Accela Oracle instance c. Run issue mitigation scripts d. Run SQL conversion tool to convert from Oracle to SQL, moves data table by table to SQL e. Run post conversion scripts (rebuild indexes, constraints) 6. Execute validation scripts to confirm that the conversion was successful. 7. Copy DB back to on -premise test environment and load in SQL server 8. Update connection strings in Accela config files. 9. Interfaces a. Verify interfaces do not require direct to the DB b. If necessary, change them for Oracle to SQL compatibility. 10. Load Accela and validate the system is functional i.e. login, search, create records 11. Customer performs validation 12. Remediate any data issues that found during Regression testing that are attributable to the DB conversion performed by Accela. 13. Update Production Data Conversion documentation REGRESSION TESTING Regression testing is formal testing by the Agency to validate the system is working per the approved deliverables in the project. Throughout the project, the Agency is expected to test components of the Time and Materials Statement of Work Page 11 of 29 Proprietary and Confidential Accela system as they are completed (i.e., configuration, reports, interfaces, etc.). As all components should have already been tested and validated during the Development phase, Regression testing should focus on end - to -end testing of the Agency's full business processes as they would perform in production. Accela will provide an issue log to track the progress of testing. The Agency will lead the Regression testing activities outlined in the Regression testing Test Plan. The Agency will test and validate the solution and its readiness to be migrated to production for active use. All test scripts should be completed during this time. At completion of Initial Test, Accela and Agency will create a Punch List and agree to Critical and High issues required for remediation before go -live. The Punch List then becomes the sole focus of remediation and remediation testing. The Agency and Accela has agreed to the following Regression testing durations: Initial Testing 2 weeks Remediation 1 week Remediation Testing 1 week Total Regression testing Duration 4 weeks It is critical that the Agency devote ample time and resources to this effort to ensure the system is operating per signed specifications and ready for production. The testing effort will require a significant time investment by the Agency, and the commitment of resources is key to success. Accela will work diligently with the Agency to ensure this does not occur and provide several opportunities for the Agency to add additional staff and time to this effort before recommending a postponement or delay. Additionally, if out of scope items are identified throughout testing, a Change Order will be required based on the need for additional effort and/or extension of timeline. Accela will ensure the appropriate test environment to be used for Regression testing is setup and ready prior to the start of Regression testing activities. This should include deployment of the approved configuration, scripting, reports, interfaces, and a full mock run of converted data. Accela will provide support for Regression testing by answering questions and resolving Critical and High defects that are within the SOW scope and signed off deliverables. These updates should be closely coordinated between the Agency and Accela teams so that no unexpected issues or changes are introduced with the resolution of these Medium and Low defects. Requested changes to the system and resolution of medium and low priority defects must be managed through the Change Management process. At this point in the implementation process, the Agency should test individual components of functionality of the solution (i.e., functional), and test to ensure that the interrelated parts of the Accela Civic Platform solution are operating properly (i.e., integration testing). Based on the Regression testing Duration table above, the high-level schedule of Regression testing would be as follows: • Initial Test: Agency to execute all Regression testing test cases. During this phase, Accela will also begin resolving Critical and High defects identified throughout the testing. At the end of Initial Test, the Agency and Accela will develop and prioritize a Regression testing Punch List to include Time and Materials Statement of Work Page 12 of 29 Proprietary and Confidential Accela open Critical and High severity implementation defects that are required for go -live, as defined in Appendix C. o The punch list must be finalized at the end of the Initial Test phase. Accela will export the current open Critical and High issues from the Regression testing defect tracker and review this with the Agency at the close of the phase. Only in -scope defects will be considered for punch list resolution. The Remediation Phase (punch list/defect resolution) will be delayed until the Agency and Accela agree upon the punch list. Out of scope issues may be addressed via the change management process. At this point the defect tracker is closed. o If the Agency has not completed execution of all their test cases at the end of the defined duration, then an extension to the project (and Change Order) would be required. o Regression testing is a time -boxed activity, so it is critical the Agency identifies all issues in the Initial Test timeframe. If the Agency identifies issues AFTER the Initial Test phase (i.e., after the Punch List is agreed upon), these would be an extension to the project and a Change Order will be required. • Issue Remediation: Accela will remediate, build and implement configuration changes and updates for the Regression testing Punch List (Critical and High defects). • Remediation Testing: Agency will perform testing to confirm the Punch List items are resolved. This period is for retesting issues found during the initial test period. It is not for performing additional Regression testing. The Regression testing Deliverable is deemed accepted when Agency has verified the Punch List (Severity of Critical and High defects) has been addressed. Accepted deliverable will become the configuration code set that will be deployed to the PROD environment. Output: • Establish configuration and development freeze on TEST environment (prior to the first functional data conversion mock run) • Agency stages Regression testing test data in TEST environment (prior to Regression testing week 1) • Week 1 and 2: Agency to execute all Regression testing test cases. At the end of week 2, Agency and Accela will develop and prioritize Regression testing Punch List to include Critical and High severity implementation defects as defined in Appendix C. • Week 3: Accela to remediate and unit test Regression testing Punch List within the Test environment. Agency and Accela will perform limited regression testing within same environment and to confirm the Punch List items are resolved. Regression testing Deliverable is deemed accepted when Agency has verified the Punch List (Severity of Critical and High defects) have been addressed. Accepted deliverable will become the configuration code set that will be deployed to the PROD environment. • Upon acceptance of Regression testing, a configuration and development freeze on test environment. This environment will be used to move to production. Accela Responsibilities: • Accela is responsible for testing the basic functionality of the system, including servers and services running, login and performance of basic functions within the system. • Support the Agency in up to two (2) weeks of Regression testing test execution, followed by completion of punch list defects. • Resolution of Regression testing Punch List (Severity of Critical and High implementation defects found during Regression testing). Time and Materials Statement of Work Page 13 of 29 Proprietary and Confidential Accela Agency Responsibilities: • Ensure that testers are adequately trained on the system so they can execute test cases • Lead and manage the Regression testing effort, including resources and test execution schedule. • Execute the User Acceptance test scripts developed by the Agency during the Regression testing test plan activities. • Make available the appropriate Agency key users and content experts to participate in user acceptance testing as defined and managed by Agency. • Determine which test cases will be used for ongoing regression testing • Leverage test cases as a basis for ongoing user guide • Resolve Medium and Low severity defects. • Sign -off from Agency Project Manager that Critical and High implementation defects (go -live critical) defined in the Regression testing punch list have been resolved and verified by the Agency. • Associated configurations and code is deployed to the test environment against current version in source control, where applicable • Sign -off from the Agency Project Manager validating the Test Plan and associated Agency test cases have been completed. DEPLOY GO -LIVE PLAN At the completion of regression testing, the Agency and Accela will plan go -live activities. Go -live activities will include but are not limited to the following: • Send out communications of down services on the Accela environment • Stop Production Services (existing Accela version) • Backup Production database • Migrate Production database • Point Production Accela Civic Platform software at migrated Production database • Restart production services • Perform smoke testing (verify the Accela Civic Platform is responding to users) • Establish a Rollback Plan: o Backup of the Production data (Identify date and owner of this activity) o Turn-off current Accela Civic Platform Services (existing Accela version) o Restore Production data • Follow steps outlined in the Production Database Migration Document. • Perform validation testing • Make environment available to end users. PRODUCTION CUTOVER "GO LIVE" Go -live is defined as the official date in which Accela Civic Platform migrates the converted database into production for daily Agency usage. This date will be agreed to by both Accela and the Agency at project inception. It may be altered only by change order agreed to by both parties. In the weeks prior to moving to Production, Accela will assist in final data conversions, system validation, staff preparation assistance and training, and coordination of deployment. Output: Time and Materials Statement of Work Page 14 of 29 Proprietary and Confidential Accela • Deployment support prior to moving to Production • Setup of Integration points in Production • Final Conversion run during cutover • Converted database in production environment for Agency daily use • Accela is not migrating the customizations. We will help remediate them. Stored Procs etc. ORACLE TO SQL DATABASE MIGRATION Accela will perform a migration of the customers Oracle 12c database to Microsoft SQL Server 2016. 1. Customer provides an updated extract of the database 2. Perform the Oracle to SQL conversion (Accela, Jetspeed, AGIS, AMO and ADS databases as required). a. Copy database to Accela site b. Load into Accela Oracle instance c. Run issue mitigation scripts d. Run SQL conversion tool to convert from Oracle to SQL, moves data table by table to SQL e. Run post conversion scripts (rebuild indexes, constraints) 3. Execute validation scripts to confirm that the conversion was successful. 4. Copy DB back to on -premise production environment and load in SQL server 5. Update connection strings in Accela config files. 6. Interfaces changed from Oracle to SQL compatibility. 7. Load Accela and validate the system is functional i.e. login, search, create records 8. Customer performs validation 9. Remediate any data issues that found from the DB conversion. 10. Test integrations 11. Final go-live/roll back decision Accela Responsibilities: • If deemed necessary, provide one (1) on -site resource to support the move to Production. • With assistance from the Agency, lead the effort to transfer the system configuration and any required data from Test to Production. • Assist in the development of a Cutover checklist that details the critical tasks that must be accomplished prior to moving to Production. Agency Responsibilities: • Provide system and database access to individuals required • Allocate the time for qualified business and technical experts for the testing sessions that are critical to the project success. • Validate database through testing. • Provide technical and functional user support for pre and postproduction planning, execution, and monitoring. • Provide timely and appropriate responses to Accela's request for information. • Development of a Cutover checklist that details the critical tasks that must be accomplished prior to moving to Production. Time and Materials Statement of Work Page 15 of 29 Proprietary and Confidential Accela POST DEPLOYMENT SUPPORT AND TRANSITION TO ACCELA SUPPORT Upon go -live, the Agency takes ownership of the solution in production and performs the functions of Tier 1 and Tier 2 support. This deliverable is comprised of the post -production support assistance that Accela will provide (Tier 3) to address issues and provide consultative advice immediately following the move to Production for daily use. Additionally, a formal meeting will be scheduled with the Agency, Accela Services Team, and Accela Customer Support for the purpose of transitioning support of future issues and question from the Agency to the Accela Customer Support program. Accela Responsibilities: • Provide remote support for 1 week immediately following deployment (go -live). Provide post - production support for Accela developed configuration and components. • Transfer ongoing support of the Agency to the Accela Customer Support program. Agency Responsibilities: • Provide technical and functional user support for post -production support and monitoring. • Develop and maintain a Postproduction Issues List. • Provide timely and appropriate responses to Accela's request for information. OUT OF SCOPE • No additional integrations beyond those specified • Coding not specifically described in this document is the responsibility of Agency. • Custom report creation PROJECT ASSUMPTIONS GENERAL PROJECT ASSUMPTIONS SCOPE • Scope of the Project is based on discovery sessions with Agency prior to the SOW development. • Agency and Accela will review their responsibilities before work begins to ensure that Services can be satisfactorily completed and in the appropriate timeframe. • "Go -Live" (system is in production) timeline assumes timely completion of Agency deliverables (including finalization of requirements / use cases / product catalog), availability of key Agency resources, and collaboration and availability of any third -party vendor resources. Late (per mutually agreed project plan) Agency deliverables may adversely impact overall implementation timeline. • Overall project plan will be mutually agreed to by Agency and Accela project managers prior to final Configuration. • Accela will provide the Agency with a Weekly Status Report that outlines the tasks completed during the prior week, the upcoming tasks that need to be completed during the following week, the resources needed to complete the tasks, a current version of the project plan, and a listing of any issues that may be placing the project at risk (e.g., issues that may delay the project or jeopardize one or more of the production dates). Time and Materials Statement of Work Page 16 of 29 Proprietary and Confidential Accela • The project schedule is managed using Microsoft Project. Should any tasks slip behind schedule ten (10) business days, Accela and Agency will escalate according to the Communication Plan in the Project Management Plan. • Tasks will be documented in Accela based templates using the Accela methodology. There is no stated or implied promise that tasks will be of a specified page length or comply to Agency formatting requirements. Sample templates are available to Agency upon request. • Agency will provide the necessary tools, accounts, and permissions that will enable Accela to access the Agency's internal network forthe purpose of remote installation and testing. Failure to provide this access in a timely fashion will result in a project delay. Such a delay will result in a Change Order. PROJECT RESOURCING ASSUMPTIONS AGENCY RESOURCING • Agency will provide a dedicated Project Manager throughout the course of the engagement. • Agency Project Manager will maintain primary responsibility for the scheduling of Agency employees and facilities in support of project activities. • Agency has committed to the involvement of key resources and subject matter experts for ongoing participation in all project activities as defined in the project plan associated with this SOW. • Agency agrees during the Define Phase of the project to assign a single designated approver for each major project sign -off. The designated approver will be responsible for overseeing and/or directly participating in the design and development, as well as the approval, of the plan. Direct participation in the design and deployment may be delegated. Agency may make changes to designated approvers with written notification to Accela a minimum of one month before a sign - off is due. • Agency will provide access to subject matter experts and decision makers in a timely fashion. • Agency will commit project sponsors and all necessary stakeholders and SME's during the project kickoff. • Agency will commit all necessary SME's and IT personnel during the requirements and Define phase for the appropriate sessions as outlined by the Accela Project Manager during Kick -Off preparation. ACCELA RESOURCING • Accela has assumed that project team will need to be on -site as appropriate and mutually agreed upon. Any additional on -site consulting will be at the mutual agreement of Agency and Accela Project Manager. All travel expenses incurred for on -site work are per the terms of expense reimbursement outlined above. • Accela personnel will attend Agency executive steering committee meetings as needed. • In the pricing, Accela has assumed the appropriate resourcing to ensure engagement success for the scope outlined. Significant additional support requested by Agency over this level of resourcing would necessitate a change order that could impact the cost of the project. • Accela will provide a project manager for services throughout the engagement in order to plan and monitor execution of the project in accordance with tasks outlined in the Statement of Work. • Any additional worked hours over the hours or scope stated in the SOW will require a Change Order. Time and Materials Statement of Work Page 17 of 29 Proprietary and Confidential Accela THIRD PARTY RESOURCING Accela is not responsible for impacts to project timeline created by dependency on Agency third party consultants. Timeline changes will result in a Change Order for extension of Accela project resources caused by Agency third party consultant actions (including availability) resulting in additional time or scope. On -Premise Installation • Agency will provide/purchase/acquire the appropriate hardware, software and infrastructure assets to support all required Accela software products in both support/testing and production environments as defined in the project schedule. • Agency is responsible for proper site preparation, hardware, software, and network configuration in accordance with Accela specifications. • Accela will be responsible for implementing a functioning version of the application software at the Agency (assuming the Agency has installed the proper hardware, software, and networking devices). • Agency will provide Accela with access to a test environment for each Agency system that requires integration with Accela Automation. PROJECT TIMELINE The project is estimated to take 16 weeks. The projected start date for the Project is forty-five (45) calendar days after mutual acceptance and signature of this SOW. The project may be placed on hold while report conversions are performed. The on -hold duration will be reflected in the project schedule and may extend the project timeline beyond 16 weeks. PROJECT COMPLETION Services will be based on: (i) the nature and scope of the Services and associated Tasks outlined in the SOW, (ii) the expected staffing requirements, (iii) the Project Schedule, (iv) Accela's and Customer's roles and responsibilities, and (v) the other assumptions as set forth in this SOW. Upon completion of the work defined above, this contract will be closed. Accela will not (i) exceed the total estimate amount without the prior written approval of Customer and/or (ii) continue to provide Services, after the total estimate has been reached, without the prior written authorization of Customer. Should there be changes to the scope, timeline or resources that increases the hours or costs needed to complete the Project, a signed Change Order may be required prior to project continuation. Any estimated hours remaining on the Project when Accela has completed the scope or this project will not be used for other work without a Change Order delineating the scope. PROJECTS PUT ON HOLD It is understood that sometimes Agency priorities are revised requiring the Agency to place the Accela implementation on hold. The Agency must send a formal written request sent to Accela in order to put the project on hold. Delays of 3 weeks or more that have a tangible impact to Accela's resource plan are subject to change order. Time and Materials Statement of Work Page 18 of 29 Proprietary and Confidential M Accela If an Agency -based delay puts the project on hold for more than 90 days, Accela reserves the right to terminate the contract and negotiate new terms. If an Agency -based delay puts the project on hold past the termination period, Accela reserves the right to terminate the contract at the time of the delay. After that time, Accela can choose to cancel the rest of the Statement of Work. To finish the project will require a new Statement of Work at new pricing. This Project Start Date requires Agency to have all appropriate hardware, as applicable, on hand and available for use prior to such Project Start Date. In the event that hardware is not available and provisioned by Project Start Date, a change order may be needed to avoid a delay. Any other Agency -requested delay to start the project will require a forty-five (45) business day notice to Accela in orderforAccela to resource the project. Accela cannot guarantee a Project Start Date until Accela resources are confirmed. Upon initiation of these Services, the Accela Project Manager will work with the Agency to collaboratively define a baseline Project Schedule. As the Project Schedule is a working document that changes over the course of the Project, the Accela Project Manager will work closely with Agency to update, monitor, agree, and communicate any modifications. PAYMENT TERMS PAYMENT SCHEDULE • Invoices will be sent for hours worked monthly. • Invoices are due net 30 of the invoice date. EXPENSES Accela will provide, if requested, a total of one (1) Week (as defined below) of onsite Services. A "Week" is defined as one (1) person, eight (8) hours a day, forty (40) hours per week, Monday through Friday. Accela may assign more than one person per Week. For purposes of clarification only, if Accela assigns, (one person for one Week, this assignment will count as one (i) onsite Services Week, if Accela assigns two (2) people simultaneously for a one (1) Week onsite assignment, this assignment will count as two (2) Weeks of onsite Services. The cost for each week of travel expenses is estimated at $2,500. The travel expense budget estimate is $2,500. Should the customer require more onsite trips than the assumption above, a Change Order will be required prior to additional travel commencing to cover the cost of those additional trips. Actual amounts of any reasonable and customary travel expenses incurred during the performance of services under this SOW will be billed to Agency, according to Accela expense policy. Accela will bill Customer for actual expenses incurred for travel and lodging/living, as well as other approved out-of- pocket expenses (such as mileage, parking, tolls and telecommunications charges). Accela will work with Customer to manage and control its expenses in accordance with Accela's global travel policy guidelines and will not incur expenses in excess of the initial contracted budget below without Customer's prior written consent. Expense receipts will be made available. Total estimated expenses are based on past Accela engagement experience. Time and Materials Statement of Work Page 19 of 29 Proprietary and Confidential Accela CONTRACT SUM The project is expected to take 574 hours. The Hourly Rate is $180 per hour. The total estimated amount payable under this SOW, as calculated from the above -mentioned fees and expenses, is $103,320 excluding travel expenses. This estimated price is based on the information available at time of signing and the assumptions, dependencies and constraints, and roles and responsibilities of the Parties, as stated in this SOW. ADMINISTRATION LOCATION OF SERVICES AND KEY CONTACT Services contracted under this SOW may be performed remotely and/or at the Agency's on -site facilities as deemed appropriate and reasonable for the successful completion of the Services detailed herein. Please indicate below the primary Agency location which will benefit from the services covered under this SOW. Work Location: Please indicate below the key Agency contact that will be responsible for Project Management: Name: Title: Phone Number(s): Email: CHANGE ORDERS In order to make a change to the scope of Professional Services in this SOW, and subject to the Disclaimers below, Agency must submit a written request to Accela specifying the proposed changes in detail. Accela will submit to Agency an estimate of the charges and the anticipated changes in the delivery schedule that will result from the proposed change in the Professional Services Change Order. Accela will continue performing the Professional Services in accordance with the SOW until the parties agree in writing on the change in scope of work, scheduling, and fees therefore. Any Change Order will be agreed to by the parties in writing prior to implementation of the Change Order. If Accela's effort changes due to changes in timing, roles, responsibilities, assumptions, scope, etc. or if additional support hours are required, a change order will be created that details these changes, and impact to project and cost (if any). Any change order will be signed by Accela and Agency prior to commencing any activities defined in the change order. Standard blended rate for Accela resources is $180 per hour. Time and Materials Statement of Work Page 20 of 29 Proprietary and Confidential Accela EXPIRATION The scope and terms of this SOW must be executed as part of the Professional Services Agreement within sixty (60) calendar days of the date of this SOW. If the SOW is not executed, the current scope and terms can be renegotiated. DISCLAIMERS Accela makes no warranties in respect of the Services described in this SOW except as set out in the Professional Services Agreement. Any configuration of or modification to the Product that can be consistently supported by Accela via APIs, does not require direct database changes and is capable of being tested and maintained by Accela will be considered a "Supported Modification". Accela's obligations and warranties in respect of its Services, Products, and maintenance and support, as set out the agreement between Accela and Agency, does not extend outside the Supported Modifications or to any Agency manipulation of implemented scripts, reports, interfaces and adaptors. In the event Agency requires significant changes to this SOW (including cumulative revisions across any one or more Change Orders) which Accela reasonably determines (a) is a material modification of the nature or scope of Services as initially contemplated by the Parties under this SOW and/or (b) is significantly outside the Supported Modifications, Accela may, upon no less than thirty (30) days' notice to Agency, suspend or terminate this SOW and/or any Change Order issued hereunder. In the event of any such termination or suspension, the parties will work together in finalizing agreed -upon Deliverables. SIGNATURES This Statement of Work is agreed to by the parties and made effective upon the date of last signature. If undated by Agency, the effective date will be as of the Accela signature hereto. ACCELA, INC. Weld County, CO. DocuSignad by: aQaY' , R'a4 Aut 21 HtyA3re Aaron Haggarty Name - Type or Print Authorized Signature Mike Freanan Name - Type or Print CLO Chair, Board of County Cotmri_ssi Title Title 5/7/2020 MAY 18 2020 Date Date Time and Materials Statement of Work Page 21 of 29 Proprietary and Confidential OO0-1C-I`i ICI) Accela APPENDIX A: CHANGE ORDER FORM Agency: Project Code: Contract ID: Initiating Department: Initiated By: CO #: 1 Date: PROJECT CHANGE DESCRIPTION/TASK SUMMARY: This change order addresses the... Acceptance Criteria: Total Project Schedule Impact: Total Project Resource Impact: Total Project Cost Impact: Billing Terms: $ Time and Materials Statement of Work Proprietary and Confidential Page 22 of 29 Accela SIGNATURE AND ACCEPTANCE The above Services will be performed in accordance with this Change Order/Work Authorization and the provisions of the Contract for the purchase, modification, and maintenance of the Accela systems. The approval of this Change Order will act as a Work Authorization for Accela and/or Agency to perform work in accordance with this Change Order, including any new payment terms identified in this Change Order. This Change Order takes precedent and supersedes all other documents and discussions regarding this subject matter. !!cePted.IIY; , ..- Accefin, Inc. By: By: Print Name: Print Name: Title: Title: Date: Date: Time and Materials Statement of Work Page 23 of 29 Proprietary and Confidential Accela APPENDIX B: PROJECT RESOURCES AGENCY RESOURCES Agency must fill the appropriate roles with the appropriate Agency Personnel that will work together with the Accela Project Team for the Project. Agency will make available additional resources as needed for the Project to be successful. Agency roles can be filled by the same person. In addition, Agency will provide all necessary technical resources to make appropriate modifications within any Agency systems wishing to integrate with any Accela systems. These resources must be proficient in Agency coding/development environment and tools, to make the required changes to their software to enable integration and must be available during the timeframe of these Services. Agency roles include Sponsor, Project Manager, Technology Manager, and Business Lead(s) for each Division/department being implemented, Super User trainers, and others as appropriate. Agency Resources Description TResponsibilities include: Project Sponsor • Ultimate responsibility for the success of the project, • Creating an environment that promotes project buy -in, • Driving the project through all levels of the agency, • High-level oversight throughout the duration of the project, • Serving as the primary escalation point to address project issues in a timely manner. Project Manager Division/Departmental Business Leads 'Responsibilities include: I• Overall administration, coordination, communication, and decision - making associated with the implementation; Planning, scheduling, coordinating and tracking the implementation with Accela and across departments within the agency; Ensuring that the project team stays focused, tasks are completed on schedule, and that the project stays on track. A user representative for each affected department must be appointed to !facilitate analysis and configuration and serve as a decision -making entity for that group. These critical appointments may well determine the success of the implementation for their respective areas. Responsibilities include: • • I• i• Attending requirements workshop sessions; Willing and able to gather data and make decisions about business processes; Assist in the creation of specifications for reports, interfaces & conversions Review and test the system configuration; Participating in the implementation of the Accela Automation solution. Time and Materials Statement of Work Page 24 of 29 Proprietary and Confidential Accela Division/Departmental Subject Matter Expert ISM E) Responsibilities include: • Being trained on the Accela Automation system at a System Administration level; • Being fully engaged in the Business Analysis and system configuration activities; • Assist internal efforts towards the creation of reports, interfaces & conversions; • Assist in the review and testing of the system configuration; • Actively participate in the full implementation of the Accela Automation solution. Technical Lead Responsibilities include: • Primary responsibility for the technical environment during the software implementation; • Ensure that servers, databases, network, desktops, printers, are available for system implementation and meet minimum standards; • Work with Accela technical personnel during implementation; • Maintain test and production databases; • Perform day-to-day maintenance of the system and install maintenance releases; • Act as the primary technical resource for troubleshooting problems; • Establish and maintain backup, archival, and other customary maintenance and housekeeping activities. Database Administrator Responsibilities include: • Database extractions • Database configuration • Act as subject matter expert ACCELA RESOURCES Accela will assign key Professional Services resources for the Project. Accela 's Project Manager will be responsible for the coordination of the Accela services team and its interaction with key Agency Resources assigned to the Project. The main roles are as follows: Accela. Resources Description Project Executive Project Manager The Project Executive oversees the project's progress/direction and works with the Project Manager to ensure efficiency, consistency and quality in delivery of Accela implementations. The Project Executive actively participates in a project director/executive role. The Project Executive will meet with Agency Executives monthly or upon request throughout the duration of the project. he Accela Project Manager is responsible for the overall project management and works directly with the client throughout all aspects of Accela implementations: from the initial scoping, planning, staffing to 'delivery. The Project Manager undertakes the project administration tasks including: • Project plan management Time and Materials Statement of Work Page 25 of 29 Proprietary and Confidential Accela • Change order management • Issue log management and escalation • Status reporting • Project workspace management • Resources management • Work plan management • Meetings management • Project review with Project Executive frhe Senior Implementation Consultant assigned to the project will have major experience in the business process as well as the product functionality �nd is responsible for: • Business analysis activities: Mapping the client's business processes and requirements to the functionality of Accela's products and the creation Senior Implementation of solution design, Consultant • Leading system configuration activities, • Providing training/mentoring to agency staff, • Recommend industry best practices to agency to enhance business processes, • Guide agency on how best to configure the system based on past experiences and software expertise. Implementation Consultant resources support the project and typically focus on the flowing tasks. ;Implementation • The configuration of the system to match the System Configuration Consultant document. • Build activities within the project, such as conversion data mapping, creation of reports and interface specification. Time and Materials Statement of Work Page 26 of 29 Proprietary and Confidential Accela APPENDIX C: DEFECT DEFINITIONS 1. Implementation Defect (Defect) — Implementation Defects relate to elements configured or built as part of the project such as record configuration, workflow configuration, business rules/automations, custom interfaces, and reports. An issue is considered an Implementation Defect when the software is not behaving as per the approved software version (e.g., development stage complete). Data Conversion issues are considered Implementation Defects if the data was available in the proper format via the source data file but is not converted as defined in the approved Data Mapping document and as executed in the previously approved final mock run. 2. Product Defect — Product Defects are to errors due to unexpected behavior within the Accela Platform source code. A Product Defect cannot be resolved through configuration changes and requires a new product release or hotfix/patch. 3. Non -Defect Issue Examples a. Change — Modifications or additions to the approved specification are considered changes. Examples include: i. Changes to record configuration, new or changes to custom fields, changes to workflow configuration, new or changed expressions, new automation scripts, addition of business rules to existing automation script to account for previously un-documented exception cases or new requirements ii. Addressing a Product Defect or product limitation via configuration changes (implementing a work around) iii. New report or change to existing report format, queries, or business logic iv. New interface or new transaction for existing interface or change to existing interface business logic b. New Requirement — Previously undocumented business need driving additions or changes to the configuration is considered a new requirement c. Conversion Source Data Issue — Data cleansing issues such as data that is incomplete, erroneously formatted, or misplaced due to data errors found in the source data set often lead to undesirable or unexpected product behavior or system errors d. 3'd Party Product Issue — Issues related to 3'd party system errors or results returned from a 3'd party system back to Accela through an interface. E.g., data in APO dataset is not up to date and causing errors in Accela or an error in the Financial system is leading to Accela transaction reconciliation problems e. Product Enhancement — The Accela product does not current include or support the desired feature f. Training Issue — The end user reported a problem that is attributed to user error g. Infrastructure Issue — The issue is rooted in Agency infrastructure or environment settings (such as server hardware/software, network infrastructure, security software/settings, end user hardware/software) Definition of Defect, Defect Severities An Implementation Defect relates to elements configured or built as part of the project such as record configuration, workflow configuration, scripts/automations, custom interfaces, and reports. An issue is considered an Implementation Defect when the software is not behaving as per the approved software Time and Materials Statement of Work Page 27 of 29 Proprietary and Confidential Accela version (Build stage complete). Data Conversion issues are considered Implementation Defects if the data was available in the proper format via the source data file but is not converted as defined in the approved Data Mapping document and as executed in the previously approved final mock run. Severity level Description Critical This is a "must fix" problem, a "showstopper." The problem is causing a major system error, fatal error, serious database corruption, serious degradation in performance, major feature malfunction, or is preventing a major business goal from being realized. The problem does not have a workaround that is reasonably acceptable to the corresponding end -users. Examples: 1. The Address, Parcel, Owner search is not returning any results which means an Applicant or Staff cannot submit a record because the Parcel is required and requires validation with the Agency's GIS system 2. An error is displaying when trying to select the submit button during Intake which is preventing the Record from being created. The error message is not providing any direction to the user other than contact your system administrator. 3. The Payment Interface is down which would not allow the online records from being created and the back -office staff would not be able to proceed with workflow due to business rules preventing the advance of workflow if there are outstanding fee due. High This is a problem that is causing significant loss of feature functionality, but the system can recover from the problem and it does not cause total collapse of the system. The system does not meet a business goal or a portion of a business goal; performance degradation is minor, but not within established exit criteria; or minor database issues may exist (e.g., single rows or fields may be locked). The problem does have a workaround that is reasonably acceptable to the corresponding end -users. Examples: 1. Fees are wrongly being applied to records based on business rules or configuration. The workaround would require business rules (scripts) to be disabled and staff would manually apply fees or staff voiding fees or refunding fees if duplication is occurring. 2. Notification going to citizens where the URL for the online portal, the Record ID, Decision, or attachments are missing. The workaround, Staff would take more calls around the notification received by the citizen. 3. Notification being sent to an incorrect contact on the record. The workaround, Staff would take more calls around the notification received by the citizen. 4. Incorrectly activating a workflow task status, for example where the task was not activated or based on business rules closing the workflow task. The workaround, Supervisor would need to override the workflow task status to activate the correct workflow task to proceed with the application life cycle. 5. Workflow assignment is either not assigning to the correct department or is not assigning to a department (i.e. department would be blank). The workaround, Time and Materials Statement of Work Proprietary and Confidential Page 28 of 29 M Accela Supervisors or Managers would need to use the Unassigned Reviews report for workflow assignment. 6. A Notification going to one of the contacts identified as recipient, but not all (for example going to the Applicant, but not the Owner). The workaround, Staff would take more calls around the notification not received by the citizen Medium This is a problem that is causing minor loss of feature functionality. Optional workarounds are acceptable but causing significant efficiency loss. Problem is cosmetic, but public facing and deemed go -live critical. Examples: 1. Notification going to citizens where Assigned Reviewer, Address, or Contact Types is missing. The workaround, Staff would take more calls around the notification received by the citizen. 2. Notification going to one of the contacts identified as recipient, but not all (for example going to the Applicant, but not the Owner). MUST be going to Applicant to be considered medium. The workaround, Staff would take more calls around the notification not received by the citizen. 3. Workflow assignment for the round-robin is incorrectly assigning staff users. The workaround, Staff assigned to the record would need to re -assign the workflow to the appropriate Staff 4. Incorrectly setting due dates in the workflow based on defined business rules. The workaround, Staff would need to manually set the due date. 5. Required element such as document types, contacts, or custom fields are allowing the user to proceed w/out having met the requirement. The workaround, Staff would need to validate all required elements and if one was missing use the workflow task status of "Additional Information Required" to have the user provide the required information to proceed with the application process. Low This is a problem that is causing minor loss of feature functionality. Optional workarounds reasonably acceptable to the corresponding end -users are available with minor efficiency loss. Minor issues, misspellings, cosmetic changes, etc. Examples: 1. Misspellings on instructions, data elements, report content, or notifications content. 2. Font inconsistencies, if data elements or online portal language is written in different fonts in different sections. 3. Inconsistency with Console configuration between departments, for example the record selection where there is the drop down rather than the decision tree or constraint within the defined filter is not displaying the entire defined criteria. Time and Materials Statement of Work Proprietary and Confidential Page 29 of 29 Hello