HomeMy WebLinkAboutContract-Trupoint Solutions - Civic Platform Upgrade (RFP #25-30) $668,392 12.1.25-11.30.26 Memorandum
To: Honorable Mayor and Members of the City Council
CC: Members of Administration and Public Works Committee
From: Linnea Latimer, Management Analyst
CC: Sarah Flax, Community Development Director; Dmitry Shub, Interim
Chief Information Officer
Subject: Contract Award for Civic Platform Upgrade (RFP 25-30) with TruePoint
Solutions
Date: November 24, 2025
Recommended Action:
Staff recommends the City Council authorize the City Manager to execute an agreement with
TruePoint Solutions, LLC (950 East State Highway 114, Suite 105, Southlake, TX 76092) in
the amount of $668,392.
Funding Source:
Funding is from ARPA, and multiple departments are benefiting from the upgrade:
$364,640 from ARPA 170.99.9950.62236
$160,000 from Community Development 100.21.2126.62236
$80,000 from IT 100.19.1932.62340
$20,000 from Health & Human Services 100.24.2435. 62474
$40,000 from Public Works
$3,752 from Fire and/or Economic Development
CARP:
Municipal Operations
Council Action:
For Action
Summary:
Since 2008, Evanston has used Accela Civic Platform to manage vital services across City
departments, including Community Development, Health and Human Services, Fire, Public
Works Agency, and Economic Development, such as permitting, licensing, inspections, and
code enforcement. In 2025, we completed a major update to several modules. Building on
that progress, we now aim to improve system performance, deepen department integration,
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
and enhance the Citizen Portal. The system has become an essential tool for streamlining
city operations and improving service delivery to residents, businesses, and contractors.
Linnea Latimer, Management Analyst, Community Development
Christian Salvador, Management Analyst, Administrative Services
Elizabeth Williams, Planning Manager, Community Development
Hiran Bhatt, Health Licensing Coordinator, Health and Human Services
Jesse Breceda, Permit Specialist, Community Development
Linda Thomas, Purchasing Specialist, City Manager's Office
Rebecca Kidd, Property Maintenance Inspector, Community Development
Dmitry Shub, Chief Information Officer, Administrative Services
Jeremiah Bebo, Planning Supervisor, Community Development
Roger Wood, IT Analyst, Administrative Services
Page 2 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Interviews were conducted with Avocette, Visionary Integration Professionals, and Truepoint,
and a revised RFP was developed to clarify the scope of work. Their proposed costs are
reflected in the table below.
Page 3 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Page 4 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
The project includes 15 payment milestones tied to the completion and acceptance of
deliverables:
Appendix A: Cost-Benefit Analysis
Appendix B: Vendor Selection Report
Statement of Work
Page 5 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
MWEBE Waiver
Attachments:
Evanston, IL - SOW - 102425.docx
Appendix A_ Costs Benefit Analysis - Civic Platform Upgrade II
Appendix B_ Vendor Selection Report
RFP 25-30 Civic Plus MWDEBE Memo Waiver
Page 6 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Statement of Work
Prepared for:
Evanston, IL
October 24, 2025
Page 7 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Table of Contents
Table of Contents.................................................................................................2
1. Document Control........................................................................................5
2. Overview......................................................................................................6
2.1 Services Description / Objectives 6
2.2 Project Timeline 6
2.3 Scope of Work 7
2.3.1 Record Type Creation.........................................................................................................7
2.3.2 DigEplan..............................................................................................................................8
2.3.3 Reports................................................................................................................................8
2.3.4 Automation..........................................................................................................................8
2.3.5 Data Import..........................................................................................................................8
2.3.6 GovPath Products...............................................................................................................8
2.3.6.1 GovPath Connect (Laserfiche with Accela)..............................................................................8
2.3.7 Integrations..........................................................................................................................8
2.3.7.1 Google Calendar.......................................................................................................................8
2.3.8 User Acceptance Testing (UAT)..........................................................................................8
2.3.9 Training................................................................................................................................9
2.3.10 Post go-Live Support.......................................................................................................9
2.4 Critical Success Factors 9
2.5 Assumptions 10
2.5.1 General Assumptions........................................................................................................10
2.6 Project Governance 11
2.6.1 Project Management.........................................................................................................11
2.6.1.1 Project Governance Framework.............................................................................................11
2.6.1.2 Project Management Tools......................................................................................................11
2.6.1.3 Status Reporting.....................................................................................................................11
2.6.1.4 Issue, Risk, and Action Item Management.............................................................................12
2.6.1.5 Definition of Done and Deliverable Acceptance......................................................................12
2.6.1.6 Definition of Defect, Defect Severities....................................................................................12
2.6.2 Change Control.................................................................................................................13
GovPath 2
Page 8 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
2.6.2.1 Standard Change Request Process.......................................................................................14
2.6.2.2 Extraordinary Change Request Process.................................................................................14
2.7 Acceptance Criteria 15
2.7.1 Project Initiation.................................................................................................................15
2.7.2 Foundation Analysis..........................................................................................................15
2.7.3 Build (Sprint)......................................................................................................................15
2.7.4 User Acceptance Testing (UAT) Signoff............................................................................15
2.7.5 Release: Go-Live...............................................................................................................15
2.7.6 Post Go-Live Support........................................................................................................16
3. Pricing........................................................................................................16
3.1 Terms 16
3.1.1 Fixed Fee..........................................................................................................................16
3.1.1.1 Payment Schedule..................................................................................................................16
3.2 Expenses 17
4. Administration............................................................................................17
4.1 Change Order 17
4.2 Expiration 17
4.3 Signatures 17
5. Appendix A: Record Types........................................................................19
6. Appendix B: Configuration.........................................................................21
6.1 GIS 21
6.2 Mobile 21
6.3 Master Script Upgrade (EMSE 2.0 Conversion) 21
6.4 DigEplan 21
6.5 Reporting 21
6.6 Automation 22
6.7 Data Import 22
6.8 Integrations 22
6.8.1 GovPath Connect (Laserfiche Adapter to Accela).............................................................22
6.8.2 Google Calendar...............................................................................................................22
7. Appendix C: Project Methodology.............................................................24
7.1 GovPath Scope of Work Tasks 24
GovPath 3
Page 9 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
7.2 Delivery Approach 25
7.2.1 Sprint Zero and Product Backlog Elaboration...................................................................25
7.2.1.1 Sprint 0 Foundation Analysis..................................................................................................26
7.2.1.2 Sprint 0 Foundation Analysis Acceptance Criteria..................................................................26
7.2.2 Definition of Ready............................................................................................................26
7.2.3 Build Sprints......................................................................................................................27
7.2.4 System Testing..................................................................................................................29
7.2.5 User Acceptance Testing (UAT)........................................................................................29
7.2.6 Software Release to Production........................................................................................32
7.2.7 Post-Production Support...................................................................................................32
8. Appendix D: Team Roles and Responsibilities..........................................35
8.1.1 General Client Responsibilities.........................................................................................35
8.1.1.1 Client Team Members.............................................................................................................35
8.1.2 General GovPath Responsibilities.....................................................................................36
8.1.2.1 GovPath Team Members........................................................................................................36
9. Appendix E: Training.................................................................................38
GovPath 4
Page 10 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
1. Document Control
Date Author Version Changes
10/24/2025 Jerry Winkel 1.0 Initial Build
GovPath 5
Page 11 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
2. Overview
This Statement of Work (“SOW”), dated October 24, 2025, describes the scope and definition of the
project-based professional services (collectively, the “Services”) to be provided by GovPath
(“GovPath”) to Evanston, IL (“Client”).
The period of performance for this project will be January 1, 2026 through December 1, 2026.
2.1 Services Description / Objectives
GovPath will work with the Client to provide Services to support the implementation of the following
products:
● Accela Civic Platform
● Accela Citizens Access (ACA) Portal
● Accela Mobile
● Accela Civic Application
● GovPath Connect
GovPath will configure and/or develop the following items as part of this Services engagement:
● Record types (workflow processes)
● Automation scripts
● Reports
● Third-party integrations
● Data migration
GovPath will participate in the following activities:
● Project Management which includes: project initiation, creation of a project schedule, project
plan, governance, and reporting.
● Solution Design
● Sprint Development
● Data Import
● Master Script Upgrade
● Testing which includes unit, system, and user acceptance.
● Go-live preparation and execution
● Training
● Post Go-live support
2.2 Project Timeline
The term of this project is 11 months. The project will include one (1) release to production.
GovPath and the Client will jointly commit to a start date when resources are confirmed. Any
Client-requested delays after the start date is confirmed may require up to a forty-five (45) business
day lead time for GovPath to resource the project again.
GovPath 6
Page 12 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
The project will be divided into the following phases:
● Project Initiation
● Foundation Analysis (Sprint Planning)
● Build Sprints
● User Acceptance Testing
● Training
● Go-live
● Post Go-live Support
During project initiation, the GovPath Project Manager will work with the Client Project Manager to
collaboratively define a baseline project schedule. Given the fact that project schedules are working
documents that change over the course of the project, the GovPath Project Manager will work closely
with Client Project Manager to update, monitor, agree, and communicate any modifications within the
Change Management process.
2.3 Scope of Work
The following services will be performed as part of this engagement. Additional details for each
service are provided in Appendix B.
2.3.1 Record Type Creation
The project includes the implementation and customization of record types and the associated
configuration. GovPath will create or modify up to 43 record types (permits/licenses/amendments).
Each record type may include the following:
● Custom fields
● Custom workflows
● Backoffice/Public application intake forms
● Standard Comments
● Conditions of approval
● Fee Calculations
● System Automation
● Inspection Scheduling and Inspection Management
A complete list of record types can be found in Appendix A.
2.3.2 DigEplan
Provide configuration updates to better support plan review with DigEplan. DigEplan configuration is
timeboxed at 40 hours.
2.3.3 Reports
Reports are defined as any output of data from the system such as letters, forms, queries,
dashboards, and data exports. The Client is responsible for providing a mockup (sample report) of
GovPath 7
Page 13 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
what the desired report should look like from the new system. Reports will be developed on reporting
tools as provided by Accela and/or supported in the Accela Cloud (e.g., PowerBI, Microsoft SQL
Report Services, Accela Ad-Hoc Reports).
The development of up to twenty-three (23) reports is in scope of this project.
2.3.4 Automation
Automation includes custom scripting used for fee automation, notifications, event triggering,
rule-based scheduling, batch expirations and other workflow tasks. Automation is time boxed at 350
hours.
2.3.5 Data Import
Historic health records are currently stored in a Microsoft Excel file. GovPath will assist the client in
importing this data into the Accela environment.
2.3.6 GovPath Products
The following GovPath products are included in the scope of this engagement. This SOW does not
include subscriptions. License subscriptions are to be purchased separately.
2.3.6.1 GovPath Connect (Laserfiche with Accela)
GovPath Connect is a pre-built adapter designed to allow the Accela Civic Platform to easily
communicate with the Laserfiche for the purpose of storing electronic documents. The adapter allows
for uploaded documents to Accela to be stored in Laserfiche and documents uploaded to Laserfiche
to be seen through Accela. GovPath will work with the Client to configure the Cloud-to-Cloud
connector.
The Laserfiche integration will be configured to automatically archive finalized document and ensure
proper metadata tagging and folder structure.
2.3.7 Integrations
The following third-party products will be integrated with the Accela solution.
2.3.7.1 Google Calendar
1. Inspection Scheduling. One-way sync of inspections from Accela to Inspectors’ Google
Calendars
2. Time Off Entries. One-way sync of time off from Google Calendar to Accela User Calendar
2.3.8 User Acceptance Testing (UAT)
The Client and GovPath agreed to the following durations of User Testing:
Phase Duration
Initial Testing 3 weeks
Remediation 1 week
Remediation Testing 2 weeks
Total User Testing Duration 6 weeks
GovPath 8
Page 14 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
2.3.9 Training
GovPath will provide the following training. Details are included in Appendix E.
● Core Team Training
● Agile Methodology and Tools Training
● Train-the-Trainer
2.3.10 Post go-Live Support
GovPath will provide post-production support for two (2) weeks immediately following go-live to
promptly address issues and ensure system stability.
2.4 Critical Success Factors
To successfully execute the Services described herein, several critical success factors must be closely
monitored and managed by GovPath and Client stakeholders:
● Dedicated Client Participation and Governance – The client acknowledges that its staff has the
appropriate skills, available time, and Client department subject matter expertise.
Knowledgeable staff will be actively involved throughout the entire duration of the project to
deliver the roles and responsibilities defined and required of the Client. In addition, the Client
will assign a Product Owner who is empowered to make decisions and accountable for
maximizing business value delivered to the Client. The Product Owner will be empowered and
direct the team to the highest priority work. Lastly, project governance must support the team
by making timely decisions, mitigating risks, and resolving issues rapidly.
● Clear Business Objectives – The client has documented their business objectives before the
commencement of the project and shared those objectives with GovPath.
● Product Backlog Identified and Documented – Client and GovPath identify, document,
prioritize, and continually manage the Client's technical, functional, data, and any other
requirements (expressed as User Stories) that must be satisfied for the project to be
considered successful by the Client and GovPath.
● Business Process Definition and Understanding – The client must be able to articulate the
desired business processes.
● Knowledge Transfer – It is critical that Client resources are dedicated to increasing their
knowledge of the Accela Civic Platform by participating in the analysis, configuration, and
deployment of the software. The Client must be prepared to assume day-to-day operations of
Accela Civic Platform outside of the Support and Maintenance Agreement.
2.5 Assumptions
2.5.1 General Assumptions
● Client will purchase the necessary subscription to GovPath Connect Laserfiche adapter.
● The following are not in scope for this engagement:
o Writing of user test cases and test scripts.
o Coding not specifically described in this document is the responsibility of Client.
GovPath 9
Page 15 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
● To meet the overall timelines of the project, Client and GovPath will adhere to the mutually
agreed schedule and agree that time is of the essence. For schedule changes or elaboration
during Sprint Planning, GovPath and Client determine task deadlines to be documented in the
Project Schedule and/or assigned during Sprint Planning for each sprint. Unless otherwise
defined, GovPath expects a single review cycle (i.e., submit, review, cure, accept) will be
achievable for deliverables and Product Backlog Item (PBI) approvals. The second review will
focus on defects and comments raised during the first review.
● Sprint Execution – The Client and GovPath will be responsible for maintaining the quality of
the Sprint execution. This includes but is not limited to the duration, scope, task completion,
feedback, participation, and backlog grooming required for sprint readiness. Any impact by any
party to the Sprint may require a Project Change Request to address the need for more
resources (i.e., time) to complete the remaining sprints and project activities. Once the sprints
have been set, any changes to the sprint’s scope could result in the need for a Project Change
Request to account for the additional sprints needed.
● Testing Execution – The Client will be responsible for the build-out and completion of the
testing scripts used to validate system functionality against requirements in scope. Case
identification and disposition (training, new requirement, or defect) must be agreed upon at the
end of each day by the Client Product Owner and GovPath Scrum Master/PM. This will allow
for the proper execution of priority work items for the team to resolve to successfully close out
the sprint.
● Training Execution – Client will be responsible for assigning resources to be trained at the
beginning of the project so proper knowledge transfer and training can be planned an acted on
as part of the Build Sprints. Any switch in team members may require the need for a project
change request to account for missing time.
● Either party may terminate this agreement at any time upon delivery to the other party of
written notice received at least ten (10) days prior to the anticipated date of termination. This
agreement may be terminated at any time by either party without notice upon a material
breach of the terms herein by the other party.
● Client and GovPath will review their responsibilities before work begins, to ensure that the
Services can be satisfactorily completed in the appropriate timeframe.
● GovPath is not responsible for impacts to the timeline that are caused by a dependency on a
third party.
● Client and GovPath will review their responsibilities before work begins, to ensure that the
Services can be satisfactorily completed in the appropriate timeframe.
● The Client will commit, and provide access to, all necessary stakeholders, subject-matter
experts, and systems required to complete Services.
● Unless otherwise stated, custom deliverables are provided as-is with no warranty or
maintenance implied.
2.6 Project Governance
2.6.1 Project Management
GovPath leverages a robust governance framework inclusive of a repetitive cadence of status
meetings, risk escalation, criteria to enable risk mitigation, review of objectives accomplished, and a
GovPath 10
Page 16 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
continuous knowledge transfer process. This section defines the project management practices,
governance bodies, and associated processes.
2.6.1.1 Project Governance Framework
Project Governance occurs at multiple levels to maximize business value and mitigate risks for the
project.
● Project Level – Project level governance is performed by the project management team
consisting of the GovPath Scrum Master, Client Product Owner, and Client Project Manager.
This team is empowered to make day-to-day decisions within the constraints of the project
SOW. This team meets weekly to review project status, identify and mitigate risks, resolve
issues, and monitor action items. This team is responsible for escalating issues to the Program
Level governance team when unable to reach a resolution or otherwise avoid impacting the
project scope, timeline, resources, or costs.
● Stakeholder Level – Stakeholder level governance is performed by the GovPath Engagement
Manager, and Client Stakeholder. This team meets bi-weekly, handles issue escalations,
supports risk mitigations, and makes decisions. This group is responsible for rapidly
addressing blocking issues escalated from the Project Team.
2.6.1.2 Project Management Tools
The project team will use the following tools:
● JIRA – GovPath will establish a JIRA instance for the project team to use as its virtual Scrum
Board. GovPath will load the product backlog into JIRA and the team will use the tool during
Build Sprints to organize and track work. The Scrum Master will use this tool to monitor project
metrics such as Burndown and Velocity.
● MS PowerPoint – GovPath may summarize the information found in JIRA into two slides.
● MS Project – GovPath will mutually develop a project using Microsoft Project.
2.6.1.3 Status Reporting
The GovPath Scrum Master/Project Manager will provide a written weekly status report to the Client
Project Manager and Product Owner. The GovPath Scrum Master/Project Manager will publish the
weekly status using PowerPoint and Jira (refer to the Project Tools section for tool information).
The weekly report will include the percentage of completion of the Backlog, the pass rate for the Story
Tests, key Project delivery milestone status, estimated completion date for each milestone, as well as
other information relevant to the delivery of the project as may be agreed upon between the parties'
Product Owner and Scrum Master.
This online collaboration tool will also track risks, action items, and issue escalations between the
GovPath Scrum Master, the Client Project Manager, and the Client Product Owner.
The project management team will meet weekly to discuss the status and review the report using Jira
and/or PowerPoint.
2.6.1.4 Issue, Risk, and Action Item Management
GovPath will use Jira/Confluence to document project issues, action items, and risks. The project
management team will review these items during the periodic management calls to assign owners,
drive to due dates, and escalate to the appropriate individuals or governance body where required.
The GovPath Project Manager/Scrum Master will identify issues blocking team progress and
GovPath 11
Page 17 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
impacting team velocity. If blocking issues are not resolved within 2 business days, the GovPath
PM/SM will escalate to the GovPath executive and the Client oversight team for resolution.
2.6.1.5 Definition of Done and Deliverable Acceptance
Meeting quality assurance standards during each sprint is the responsibility of the Scrum team.
Quality assurance standards are defined in the Definition of Done for a sprint and a Release.
Confirmation of the Definition of Done for the Sprint Backlog constitutes the Acceptance Criteria for a
sprint deliverable, as follows.
● Team members complete the Product Backlog Item (PBI) work.
● Associated configurations and code are deployed to the development environment against the
current version in source control, where applicable.
● Item has passed unit testing.
● Item has been peer reviewed to confirm meeting development standards.
● Backlog Item test cases (based on the Acceptance Criteria defined for the PBI) were written
and tests passed. Testers must complete testing for each PBI within the timeframe defined by
the team during Sprint Planning for the sprint.
● No Severity 1 or 2 defects remain for the PBI. The Product Owner may require completion of
Severity 3 defects during the sprint, evaluated on a case-by-case basis.
● The product Owner has reviewed and moved to "done".
● For a release, deliverable acceptance is conditioned upon meeting the following Definition of
Done:
o Sprints planned for the release are complete.
o The Product Backlog Items scheduled for the release are complete.
o Code is deployed to the Production environment.
o Severity 1, 2, and 3 Defects identified during the build sprints are resolved.
2.6.1.6 Definition of Defect, Defect Severities
A Defect is defined as a deviation from the established acceptance criteria for a PBI. The table below
elaborates on the severity levels for Defects.
Severity Description
Level 1 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 needs a reasonably acceptable
workaround for the corresponding end-users.
Level 2 This is a problem causing a significant loss of feature functionality, but the
system can recover from the problem, and it does not cause a 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.
GovPath 12
Page 18 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Level 3 This is a problem that is causing minor loss of feature functionality. Optional
workarounds are acceptable but causing significant efficiency loss. The
problem is cosmetic, but public facing and deemed go-live critical.
Level 4 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.
2.6.2 Change Control
Both parties recognize that there will be changes throughout this project. Change is defined as any of
the following:
● New Product Backlog Items – The addition of a new Epic, User Story, or Product Backlog Item
(PBI) is a project change. The Product Owner must approve the addition of a new PBI. The
Scrum Team will estimate the new PBI and assign Story Points.
● Change to Existing PBI – Change to an existing PBI that impacts the level of effort to complete
it (estimate and story points) is considered a project change and is documented by the Product
Owner adding a new PBI to define the change. For example, a change to the Acceptance
Criteria or a specification that impacts the complexity constitutes scope change. Changes
impacting PBIs/user stories completed in a previous sprint may require additional rework. If
rework is required, the rework changes will be added to the Product Backlog as a new
PBI/user story.
● Change to Definition of Done – Changes to the Definition of Done for a sprint or Release may
impact the level of effort for completing PBIs and delivering a release, impacting overall
delivery velocity. GovPath will assess proposed changes to the Definition of Done and
document the impacts in a Change Notice (e.g., change impacts to schedule, scope, or costs).
● Change in Projected Team Velocity – The velocity of the team is dependent on all team
members fulfilling their assigned tasks or actions within the timeframes agreed during Sprint
Planning. The team will monitor projected velocity against actual velocity. If the actual velocity
falls below the projected velocity, the team will assess the root cause of this velocity impact. If
the root cause is attributed to GovPath team member performance or management issues, the
project change and associated impact will be borne by GovPath. If the velocity impact is
attributed to Client team member performance or management issues (such as delays in
decisions or issue escalation/resolution), the project change/impact will be borne by the Client.
In either case, the Product Owner will document the change and impact with support from the
Scrum Master. For velocity changes attributed to the Client that impact the overall project costs
or overall release timeline, Client will process a Change Notice adjusting the
deliverables/payment amounts to incorporate the additional cost.
● Non-Productive Time – GovPath's fixed price for this SOW is based on the assumption that the
GovPath team will have complete, timely, and accurate information and other deliverables and
dependencies from the Client team, enabling the team to be productive during working hours
throughout the course of the project. Issues impacting the GovPath team members' productive
time will be escalated to Change Control Board (CCB) and a mutually agreed resolution must
be in place within twenty-four (24) hours of the initial escalation.
No changes shall be made to Sprint Backlog (user stories/PBIs) during the current sprint, for either
PBIs/user stories already delivered but not yet accepted and PBIs/user stories accepted.
GovPath 13
Page 19 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
The Product Owner can address Standard Changes by re-prioritization of the Product Backlog, with
agreement from the Scrum Master and Scrum Team. For example, if a new "must-have" user story is
identified during Sprint 2, the Product Owner can schedule the new user story for Sprint 3 if a user
story of equivalent size (hours, story points, and sizing factors) is removed from the Product Backlog.
Changes to the backlog affecting the overall project scope, level of effort, or timelines for the Release
must be approved following the Extraordinary Change Request process set forth below.
2.6.2.1 Standard Change Request Process
Standard changes are items that can be addressed through reprioritization of the Product Backlog
without impacting the overall scope, delivery timeline, or costs. The decision makers required for
standard changes include the GovPath Scrum Master and Client Product Owner and Client Project
Manager.
1. For each change where GovPath and Client agree to define as a new PBI/user story, the
Client Product Owner completes the definition of the story.
2. The GovPath team will analyze the change during the next scheduled Sprint Planning session
to estimate and size (hours and story points) the new PBI and check against available sizing
factor allowances. If the change applies to an already implemented PBI/story then any rework
or impacts to other stories required will be added as another PBI/story.
3. The Client Product Owner must make the decision concerning the change. There are two
possible options:
a. Accept the change into the Product Backlog and decide which PBI/story (or stories) are
to be removed in order to offset the added size (hours, points, sizing factors) or
b. Reject the change.
4. Finally, the Client Product Owner will prioritize the new PBI/story (if added) against the Product
Backlog.
2.6.2.2 Extraordinary Change Request Process
If a change will exceed the baseline product backlog size (as defined by story points and sizing
factors) or otherwise impact the planned number of sprints and Release date set for the project, the
Client Product Owner will:
● Prepare a preliminary Project Change Request Form to identify the nature of the requested
change.
● The GovPath Scrum Master will work with the team to perform an assessment/review to
determine the full impact on the project, including cost and timeline impacts if applicable.
● Escalate this assessment to the Client and GovPath Stakeholders.
2.7 Acceptance Criteria
2.7.1 Project Initiation
For Project Initiation to be accepted,
● A baseline project plan covering the full timeline is drafted.
GovPath 14
Page 20 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
● A project charter and RACI matrix (Responsible, Accountable, Consulted, and Informed) are
delivered.
● A project kick-off meeting has been conducted, ensuring alignment on project goals and scope
among all involved parties.
2.7.2 Foundation Analysis
To complete the acceptance of Foundation Analysis also considered Sprint 0,
● Analysis sessions are complete.
● Confluence documentation and Jira Backlog are complete (All items do not require full
definition as additional elaboration is expected during the assigned sprint.)
● Each Jira backlog story has been approved from designated stakeholders or subject matter
experts (SMEs) assigned by the client.
2.7.3 Build (Sprint)
To complete the acceptance of a build/sprint,
● The agreed upon stories for the Sprint have been approved by the customer and set the status
to “done”.
● Note: The Client and GovPath may mutually agree upon stories being added and removed
through the course of the sprint.
2.7.4 User Acceptance Testing (UAT) Signoff
UAT will be considered complete when,
● Support has been provided throughout the UAT test period.
● All critical or high-priority defects have been resolved.
2.7.5 Release: Go-Live
For Go-Live to be accepted,
● Stakeholders must provide formal signoff on production readiness.
● All items on the Go-Live checklist are completed.
2.7.6 Post Go-Live Support
For Post-Go-Live Support to be accepted,
● A formal post-Go-Live review is conducted with stakeholders to assess performance,
document lessons learned and set recommendations for future support.
● A transition of the system to the ongoing support team has occurred, with documentation,
training, and knowledge transfer provided to ensure sustainable long-term support and
maintenance.
● Provided support for the prescribed period and all high and critical bugs have been addressed.
The addressing of enhancement requests is not included.
GovPath 15
Page 21 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
3. Pricing
3.1 Terms
3.1.1 Fixed Fee
GovPath’s total price to perform the Services and provide the Deliverables described herein is
$668,392 inclusive of expenses (the "Fixed-Fee").
The Fixed-Fee price is based on the information available at the time of signing and the assumptions,
dependencies and constraints, and roles and responsibilities of the Parties, as stated in this SOW.
3.1.1.1 Payment Schedule
This section defines the deliverables and acceptance criteria tied to payments.
# Deliverable Acceptance Criteria Amount
1 Project Initiation Refer to section 2.7.1 Project Initiation $44,000
2 Sprint 0 (Analysis) Refer to Section 2.7.2 Foundation
Analysis $44,000
3 Sprint 1 (Health) Refer to section 2.7.3 Build (Sprint)
Completion of Master Script Upgrade $44,000
4 Sprint 2 (Health) Refer to section 2.7.3 Build (Sprint) $44,000
5 Sprint 3 (Health) Refer to section 2.7.3 Build (Sprint) $44,000
6 Sprint 4 (Public
Works)
Refer to section 2.7.3 Build (Sprint) $44,000
7 Sprint 5 Refer to section 2.7.3 Build (Sprint) $44,000
8 Sprint 6 (Zoning) Refer to section 2.7.3 Build (Sprint) $44,000
9 Sprint 7 (Zoning) Refer to section 2.7.3 Build (Sprint) $44,000
10 Sprint 8 (Fire) Refer to section 2.7.3 Build (Sprint) $44,000
11 Sprint 9 (DigEplan) Refer to section 2.7.3 Build (Sprint) $44,000
12 Sprint 10 Refer to section 2.7.3 Build (Sprint) $44,000
13 UAT Refer to section 2.7.4 $45,000
14 Go-live Refer to section 2.7.5 $45,000
1
5
Post Go-Live Refer to section 2.7.6 $50,392
Total $668,392
Payments are due Net 30 of the invoice date.
3.2 Expenses
No Travel is anticipated. If travel is required, it will be added through a Change Order.
GovPath 16
Page 22 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
4. Administration
4.1 Change Order
Should additional services be needed beyond the original scope of this SOW, they will be identified
and estimated at $185 per hour. All additional services will be provided with a fully executed Change
Order signed by GovPath and the Client.
4.2 Expiration
This SOW will expire 12/31/2026 or upon completion of the Services defined in the Services
Description. Once completed, this SOW will be closed unless a subsequent Change Order is
negotiated and executed by both parties.
4.3 Signatures
GovPath (“GovPath”) Evanston, IL (“Client”)
Signature
Signature
Name Printed
Name Printed
Title
Title
Date
Date
GovPath 17
Page 23 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
5. Appendix A: Record Types
This engagement includes the following Accela record types. INSERT RECORD TYPE NAMES
ID Record Type Description
1 Contractor Registration Modify
2 Health Create
3 Health Create
4 Health Create
5 Health Modify
6 Health Modify
7 Health Modify
8 Health Modify
9 Health Modify
10 Health Modify
11 Health Modify
12 Health Modify
13 Health Modify
14 Health Modify
15 Health Modify
16 Health Modify
17 Health Modify
18 Health Modify
19 Health Modify
20 Health Modify
21 Planning Create
22 Planning Create
23 Planning Create
24 Planning Create
25 Planning Create
26 Planning Create
27 Planning Create
28 Planning Create
29 Planning Create
30 Planning Modify
31 Planning Modify
32 Planning Modify
33 Planning Modify
34 Planning Modify
35 Planning Modify
36 Planning Modify
37 Fire Modify
38 Fire Modify
39 Fire Modify
40 Fire Modify
41 Public Works Create
42 Public Works Modify
43 Property Standards Create
GovPath 18
Page 24 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
GovPath 19
Page 25 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
6. Appendix B: Configuration
6.1 GIS
GovPath will work with the Client to update GIS data across multiple modules (e.g., Planning (Zoning),
Health, Building, and Fire) and will consult with the Client on the best GIS configuration strategy.
6.2 Mobile
GovPath will evaluate the current mobile configurations, recommend improvements to optimize mobile
workflows, forms, and UI for field staff, identify whether additional mobile module or updates should be
configured, and ensure any new or updated record types are applicable.
6.3 Master Script Upgrade (EMSE 2.0 Conversion)
● Convert all the Agency’s EMSE scripts from standard-choices to pure JavaScript
● Identify scripts that are called multiple times and convert them to functions.
● Aid in moving converted scripts to a source code control system, such as GitHub or Assembla.
● Identify any master script customizations and secure them in a reusable library
(INCLUDES_CUSTOM script).
● Aid in deploying the new scripts, and resolve issues with the conversion
● Provide a review of the script code and identify any potential logic or performance issues.
6.4 DigEplan
Provide configuration updates to better support plan review with DigEplan.
● Configure Health records that require plan review for DigEplan, minor updates to workflows
may be needed
● Configure Fire records that require plan review for DigEplan, minor updates to workflows may
be needed
● Access and update Building workflow configuration if required
6.5 Reporting
The project timeline includes the development of custom reports as defined in the Scope section. If
more custom reports are identified outside the below estimates, GovPath and Client will need to
assess level of effort and follow the change control process.
• Six (6) Medium Complexity Reports - Reports that require some calculations and summaries.
Examples include forms and transaction reports (receipts, permits, inspection tickets, journals,
logs). Many client reports fall under this category.
• Seventeen (17) Low Complexity Reports - Reports that require a simple pull from a limited
number of database fields and presentation on a document. Examples include letters such as
Certificates of Occupancy, notices, and mailing labels.
Changes to the report specifications after approval can negatively impact project progress and the
overall schedule. Therefore, changes to the report specifications after approval require an analysis by
GovPath 20
Page 26 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
GovPath to determine the level of effort required, and if a change order would be required to complete
the work.
If the Client chooses to modify a standard report, this will require custom report development and will
be assigned to one of the report complexities above based on the changes requested.
6.6 Automation
During the sprint process, GovPath and the Client will identify opportunities to supplement the Accela
Civic Platform base functionality via scripting to validate and automate business processes. These
hours include time for initial automation list estimation, analysis, design specifications, development,
unit testing and QA. The team will document the process for managing to the time budget in the
Project Management Plan.
Below provides the different complexity types and an average of how many hours each takes.
• Very High Complexity – Exports, imports, complex batches. Average 60+ hours.
• High Complexity – batch scripts (e.g., license expiration notice), page flow scripts. Average 40
hours.
• Medium Complexity – event scripts (e.g., auto-assign inspections, populating custom fields
from GIS, placing a condition on a record based on custom fields and/or GIS data elements),
pre- and post-scripts, and scripting expressions (non-wizard based). Average 16 hours.
• Low Complexity – configurable scripts, wizard-based expressions. Average 4 hours.
6.7 Data Import
Historic health records are currently stored in a Microsoft Excel file. GovPath will assist the client in
importing this data into the Accela environment.
GovPath will perform data conversion efforts which includes mock conversion runs throughout the
project. GovPath will load up to two (2) mock runs to a non-production environment, in addition to one
(1) Final Go-Live production run.
6.8 Integrations
6.8.1 GovPath Connect (Laserfiche Adapter to Accela)
GovPath Connect is a pre-built adapter designed to allow the Accela Civic Platform to easily
communicate with the Laserfiche for the purpose of storing electronic documents. The adapter allows
for uploaded documents to Accela to be stored in Laserfiche and documents uploaded to Laserfiche
to be seen through Accela. GovPath will work with the Client to configure the Cloud-to-Cloud
connector.
The Laserfiche integration will be configured to automatically archive finalized document and ensure
proper metadata tagging and folder structure.
6.8.2 Google Calendar
1. Inspection Scheduling. One-way sync of inspections from Accela to Inspectors’ Google
Calendars
GovPath 21
Page 27 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
When inspectors are scheduled, rescheduled, reassigned, or cancelled in Accela, the
integration will update the assigned inspector’s Google Calendar accordingly. A calendar event
will be created or updated for scheduled, rescheduled, or reassigned inspectors. Cancelled or
rescheduled inspections will be removed from the calendar. Inspectors must make all schedule
changes in Accela, as updates flow one-way from Accela to Google Calendar. Changes made
directly in Google Calendar will not sync back to Accela.
2. Time Off Entries. One-way sync of time off from Google Calendar to Accela User Calendar
Accela will avoid scheduling inspections during times when an inspector is unavailable. The
integration will scan the inspector ’s Google Calendar for entries marked as “Busy” and add
those to the inspector ’s User Calendar in Accela to block our availability. Each event will be
tracked using the Google Event ID.
GovPath 22
Page 28 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
7. Appendix C: Project Methodology
GovPath employs an agile methodology in its implementations. We will assign a project manager to
lead the effort and the combined project team. The project manager will be assigned for the duration
of the project and will manage the GovPath resources to adequately address sprint needs and issues,
minimizing project staffing changes, and optimizing skill sets.
Build The Backlog: We collect project requirements during a Foundation Analysis (Sprint 0). Here we
work with the Client team to identify and document individual work items into the backlog. During
Sprint 0, we will be working to understand more detail about your requirements. GovPath aims to build
collaborative relationships with your Client’s subject matter experts.
Development Sprints: Once the backlog is built, we work with Client resources to prioritize the backlog
into 4-week development sprints.
Monitor and Maintain: At the end of the sprint, any completed epics or features ready for release could
potentially be released into the production environment and transitioned to support. We support
phased go live strategies and sequence according to Client business use case priority.
7.1 GovPath Scope of Work Tasks
1. Project Initiation: This task involves forming the project team, defining project goals, and
establishing the initial product backlog. The product backlog contains a prioritized list of
features, user stories, and requirements.
2. Sprint Planning: At the beginning of each sprint, the team holds a planning meeting to select
user stories from the product backlog and determine the work to be done during the sprint. The
team estimates the effort required for each user story and creates a sprint backlog.
3. Sprint Execution: This task encompasses the development activities within each sprint. The
team works on the selected user stories, focusing on delivering a potentially shippable
increment of the software at the end of the sprint. Daily stand-up meetings are conducted to
discuss progress, address challenges, and plan the work for the day.
4. Sprint Review: At the end of each sprint, a review meeting is held to demonstrate the
completed functionality to stakeholders. The team gathers feedback, identifies areas for
improvement, and updates the product backlog based on the feedback received.
GovPath 23
Page 29 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
5. Sprint Retrospective: Following the sprint review, the team holds a retrospective meeting to
reflect on the sprint process and identify opportunities for improvement. Lessons learned from
the sprint are discussed, and actions are defined to enhance future sprints.
6. Release Planning: This task involves planning the release of a software increment to the
production environment. The team considers the prioritized backlog items, evaluates their
readiness, and determines the scope of the next release based on stakeholder priorities and
project constraints.
7. User Acceptance Testing: During this task, the software increment is tested by end-users or
user representatives to ensure it meets the required functionality and user needs. Feedback
from user acceptance testing is collected and used to refine the product backlog.
8. Iterative Development and Releases: Agile projects typically involve multiple iterations or
sprints, where the team iteratively develops and releases software increments. Each sprint
follows a similar pattern of planning, execution, review, and retrospective until the project goals
are achieved.
9. Continuous Integration and Delivery: Agile projects often emphasize continuous integration
and delivery practices, where software changes are frequently integrated, tested, and
deployed to the production environment. This task ensures that the software is continually
available and adaptable to evolving user needs.
7.2 Delivery Approach
The project will be delivered through a series of Agile sprints. The Foundation Sprint (Sprint 0) is
roughly 4 weeks in duration and is devoted to backlog grooming and elaboration in preparation for the
Build Sprints. Sprint 0 is where we validate the number of Build Sprints needed and what work is
assigned to each sprint. Some projects may have multiple Foundation Sprints that take place over the
course of the engagement. This is the case for projects requiring a large number of sprints or that
have more than one product release.
Build Sprints are 4 weeks in duration. The final sprint prior to the release is dedicated to production
readiness, training, performing the final code promotion, data migration, and end-to-end user testing.
7.2.1 Sprint Zero and Product Backlog Elaboration
The projects first sprint is the Foundation Analysis and is referred to as Sprint 0. The purpose of Sprint
0 is for the Client product owner and the project team to create / elaborate the Product Backlog,
assign story points, prioritize stories, and create the overall Release Plan. Prior to Sprint 0, the Client
project team will have received Core Team training where they are taught the fundamentals of the
product. During the Foundation Analysis and prior to finalization of the Release Plan, the team will
compare the elaborated backlog to the scope as defined in this SOW to identify changes. If new or
changed scope is identified during Foundation Analysis, the team will determine whether such items
can be accommodated in the Release (through workshare or assignment of equivalent backlog items
to Client resources) or whether a Change Notice is required to incorporate the new scope.
In addition, during Sprint 0, the team must elaborate enough Product Backlog detail to meet the
"definition of ready" for Sprint 1 Planning. The Product Owner will conduct subsequent Product
Backlog elaboration, throughout each sprint, creating enough detail to drive the subsequent sprints.
The Product Owner is responsible for identifying and prioritizing product backlog targeted for the next
GovPath 24
Page 30 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
sprint and any additional detail needed to confirm the sprint backlog meets the Definition of Ready
prior to the Sprint Planning session.
7.2.1.1 Sprint 0 Foundation Analysis
To complete Sprint 0, GovPath will facilitate both business and technical sessions to further
understand and define the regulatory functions for the Client and how workflows and functions will be
automated within the Accela Civic Platform.
Integrations, imports, exports, and reports are identified in the Business Analysis sessions. This
functional perspective is in the context of the overall use cases/user stories.
Following the Business Analysis, separate Technical Analysis sessions are conducted for integrations
and reports. The sessions often require different participants than those in the Business Analysis.
7.2.1.2 Sprint 0 Foundation Analysis Acceptance Criteria
The following is the acceptance criteria for the Sprint 0 deliverable:
● The release plan and backlog accurately captures the inputs provided by Client staff during the
business and technical analysis working sessions.
● The product backlog and related artifacts contain sufficient detail to enable the team to
understand the requirements and provide accurate estimates of the build. All items do not
require full elaboration, as additional elaboration is expected to occur during later Sprints. The
Product Owner has assigned a MoSCoW (Must Have, Should Have, Could-Have, Won’t Have)
rating/priority for each backlog item.
● Each backlog item is assigned story points for purposes of understanding the relative effort to
develop each item.
7.2.2 Definition of Ready
The criteria listed below define what the team considers readiness of backlog items for scheduling into
a sprint during Sprint Planning.
• Story/PBI contains actors, problem, and value.
• Story should fit in a sprint.
• Story is appropriately documented and ready for building. Supporting material for a story will
be attached to the appropriate "cards" in JIRA.
• Business value should be obvious, if not, it should be explicitly stated.
• Story contains verifiable, explicit acceptance criteria.
• Test case for the story are written.
• Story focuses on business goals, not solutions.
• During Sprint 0 and ongoing Backlog elaboration and grooming, the Product Owner (with
support from the scrum team) performs the following activities:
• Prioritizes each PBI using the MoSCoW (Must have, Should have, Could have, and Would like
but Won't have) framework.
• Defines and prioritizes new product backlog items (see Change Control section above for
process).
GovPath 25
Page 31 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
• Identifies changes needed to existing backlog items (see Change Control section above for
process).
• Continuously monitors relative priorities against the release plan (i.e., which PBIs are targeted
for each sprint) and applies changes to the release plan (in collaboration with the Scrum
Master).
• Identifies PBIs for the next sprint and elaborates sufficient details and tasks to confirm the
sprint backlog meets the Definition of Ready prior to the Sprint Planning meeting.
• Directs the scrum team in creation of test cases.
7.2.3 Build Sprints
Build sprints shall begin after the completion of Sprint Zero. The Product Owner in collaboration with
the Scrum Master and scrum team shall select sufficient work from the current Product Backlog for
Sprint 1. Based on this selected work, the team will develop an initial sprint backlog and enter the
build sprint phase of the release.
Build sprints continue until the release backlog is complete and ready for the Release Readiness
sprint.
Prior to the actual configuration or development occurring in a sprint, the team performs Sprint
Planning to review the Product Backlog items assigned to the sprint, identify additional details
surrounding each item and establish the tangible tasks to be completed by the team. The Scrum team
establishes the sprint backlog based on Product Owner priorities and by an assessment of the team's
capacity during the sprint and performance (delivery velocity) from previous sprints. During Sprint
Planning, the team commits to deliver a distinct set of user stories/product backlog items. Items not
completed during the time-boxed sprint (as per the jointly defined Definition of Done and Acceptance
Criteria) remain on the Product Backlog for scheduling in a future sprint.
Once the sprint begins, the sprint backlog cannot be changed without invoking the Change Control
Process. The Product Owner can add new requirements such as changes to a user story or
changes/additions to Acceptance Criteria, to the Product Backlog, but not to the backlog items
scheduled for completion within the sprint currently underway. If the new product backlog items cause
the backlog to exceed the total initial product backlog size, equivalent items can be deprioritized
(moved off the backlog) or a change order processed to incorporate additional build sprints into the
project.
Throughout a sprint cycle, daily standup meetings will be scheduled with the implementation team to
discuss what team members accomplished the previous day, plan to accomplish that day, and discuss
any issues or roadblocks. At the end of sprint, final meetings will occur as a review and retrospective
to discuss the completed sprint and determine what could be changed that might make the next sprint
more productive.
During backlog refinement (or grooming), the Product Owner can change the backlog (add, change,
remove items) as long as the total effort (hours estimate or story points) does not exceed the initially
planned backlog size.
The following outlines each of these key build sprint elements:
1. Sprint Planning Meeting – No longer than 4 hours, held at the start of each sprint to discuss
details for completing the tasks as part of the sprint's backlog. The following are the key
objectives of this meeting:
GovPath 26
Page 32 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
a. The product Owner communicates the scope of work for the sprint, reviewing "ready"
product backlog items to be done.
b. The team assesses the work and negotiates with the Product Owner on which PBIs
can be completed in the sprint.
c. The entire team prepares the sprint backlog by detailing the work (i.e., tasks) needed to
finish the selected product backlog items. This includes,
i. Breakdown of the item into individual tasks.
ii. Estimate of the time required to complete each task.
iii. An allocation of the tasks within the development team.
2. Configuration, Development, and Unit Testing – the team configures and/or develops based on
the tasks assigned in the sprint backlog.
3. Functional Testing – Client resources confirm the unit tested backlog items conform to the
acceptance criteria defined for the user story. If an item passes functional testing, it is
promoted to the Product Owner to indicate it is "done" and considered completed for the sprint.
4. Daily Scrum Meetings – each day during a sprint, the team holds a daily scrum meetings.
a. All team members must come prepared.
b. The meetings should occur at the same time and place every day.
c. The meetings should be limited (i.e., timeboxed) to fifteen minutes.
d. Each team member answers the following questions:
i. What did I do yesterday that helped meet the sprint goal?
ii. What will I do today to help meet the sprint goal?
iii. Do I see any impediments that prevent me or the team from meeting the sprint
goal?
e. Any impediment (stumbling block, risk or issue) identified in the daily scrum should be
captured by the Scrum Master and an agreed person designated to working toward a
resolution (outside of the daily scrum meeting). No detailed discussions should happen
during the daily scrum.
f. The Daily Scrum enables the Scrum Master to track a sprint burndown chart that
measures the current estimate of outstanding work required to complete each task in
the sprint backlog against the total available time remaining in the current sprint. If
there is a discrepancy, the development team and the Scrum Master must propose a
corrective action plan to the product owner.
5. Sprint Review – the team presents the completed work to the Product Owner during the Sprint
review meeting held at the end of a sprint. The meeting is recommended to be no more than
two hours in duration. The following key objective should be met:
a. The team reviews the work that was completed in the sprint duration. For items that
have passed functional testing, the Product Owner assigns a completed status
("done").
GovPath 27
Page 33 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
b. The team also reviews planned work that was not completed. The Product Owner
determines (outside of the Sprint review meeting) how to re-prioritize any incomplete
work for future sprints.
6. Sprint Retrospective Meeting – the Sprint retrospective meeting is also held at the end of the
sprint and is facilitated by the Scrum Master. The purpose of this meeting is to foster
continuous improvement within the team. This meeting should also be no more than two hours
in duration. The following questions should be asked to the entire team:
a. What went well during the sprint cycle?
b. What went wrong during the sprint cycle?
c. What could we do differently to improve?
As part of the release planning and backlog grooming, the backlog will be logically sequenced to
address dependencies between technical components (interfaces and reports). For example, the
team will complete the base configuration of the license types during initial sprints (e.g., Sprints 1, 2
and 3). In subsequent sprints, the team will build the next logical layers such as automations
interfaces, and reports. The following list provides key considerations.
• Solution Foundation – Early build sprints will focus on configuring the base solution, or
foundation. This base configuration solidifies the record types, data fields, and workflows for a
given license process. It serves as the basis for business automations, reports, and interfaces.
• Automations – Automations are built against the base configuration. In some cases, the
automation tasks related to a user story may be scheduled for a later sprint to enable the base
configuration to be finalized prior to writing automation code.
• Reports and Interfaces – Reports and interfaces are also built against the base configuration
and are scheduled for sprints after the foundation is done.
A given sprint may include one or more of the following: configuration, business automation, report
analysis, etc. The goal is to deliver increments of working product functionality within each sprint. If a
product backlog item/user story cannot be accomplished within a sprint, the team must break it down
to units of work achievable within a sprint. In some cases, this may not be practical, for example an
entire life cycle of an interface being built within the duration of a single sprint. In these cases, the
team will either break the work down into distinct increments or each sprint may have pieces of the
interface activities.
7.2.4 System Testing
System testing will occur in each of the sprints and will be followed by a final sprint dedicated to
testing conducted by the Client.
7.2.5 User Acceptance Testing (UAT)
User Acceptance Testing is formal testing by the Client to validate the system is working per the
project scope. Throughout the project, the Client is expected to test components of the system as
they are completed (i.e., configuration, reports, integrations, etc.).
Prior to UAT, the teams will establish a configuration and development code freeze on the test
environment. As all components should have already been tested and validated during sprints, UAT
GovPath 28
Page 34 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
should focus on end-to-end testing of the Client’s full business processes as they would perform in
production.
The Client will lead the UAT activities outlined in the UAT Plan. The Client will test and validate the
solution and its readiness to be migrated to production for active use. All test cases should be
completed prior to UAT. At completion of Initial Test, GovPath and the Client will create a Punch List
and agree to Critical and High issues required for remediation before go-live. The Punch List then
becomes the focus of remediation and remediation testing. The Punch List will contain issues
responsible by both GovPath and the Client, based on which party was responsible for the original
configuration/development. If items are added to the punch list after the agreed upon pens down
date, change management will be invoked.
It is critical that the Client devote ample time and resources to this effort to ensure the system is
operating per scope and ready for production. The testing effort will require significant time
investment by the Client, and the commitment of resources is key to success.
Any extensions to User Testing durations will require a change order. If the Client does not devote
adequate time and staffing to User Testing to completely test the solution, GovPath may opt to
postpone Go-live at the Client’s expense. GovPath will work diligently with the Client to ensure this
does not occur and provide several opportunities for the Client 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.
GovPath will ensure the appropriate test environment to be used for User Testing is set up and ready
prior to the start of testing activities. This should include deployment of the approved configuration,
automation, reports, integrations, and a full mock run of converted data. The Client will ensure the
appropriate Client and/or 3rd party test environments are available to support integrations.
GovPath will provide support for User Testing by answering questions and resolving Critical and High
defects that are within the scope of services. Medium and Low defects should be resolved by the
Client as they are expected and encouraged to begin taking ownership of the solution in preparation
for post go live. These updates should be closely coordinated between the Client and GovPath teams
so that no unexpected issues or changes are introduced with the resolution of these Medium and Low
defects. Requested changes to the system must be managed through the Change Management
process and should not be treated as defects.
At this point in the implementation process, the Client 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 are operating properly (i.e., integration testing).
Based on the UAT Duration table above, the high-level schedule of User Testing would be as follows:
• Initial Test – A time boxed phase where the Client executes all User Test Cases. During this
phase, GovPath and Client will also begin resolving Critical and High defects identified
throughout the testing. At the end of Initial Test, the Client and GovPath will develop and
prioritize a User Testing Punch List to include open Critical and High severity implementation
issues that are required for go-live.
• The punch list must be finalized at the end of the Initial Test phase. GovPath will export the
current open Critical and High issues from the User Testing issue tracker and review this with
the Client at the close of the phase. Only in-scope issues will be considered for punch list
GovPath 29
Page 35 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
resolution. The Remediation Phase (punch list/defect resolution) will be delayed until the Client
and GovPath agree upon the punch list. At this point the defect tracker is closed.
• If the Client 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.
• User Testing is a time-boxed activity, so it is critical the Client identifies all issues in the Initial
Test timeframe. If the Client identifies issues AFTER the Initial Test phase (i.e., after the Punch
List is agreed upon), there would be an extension to the project and a Change Order will be
required.
• Issue Remediation – A time for GovPath will remediate, build and implement configuration
updates for the User Testing Punch List (Critical and High defects). In parallel, Client will
remediate Client-owned development updates from the Punch List.
• Remediation Testing – A time for the Client 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 User Testing. New issues go to the parking lot. The User Testing is
deemed accepted when Client has verified the Punch List and severity of Critical and High
issues have been addressed. The accepted deliverable will become the configuration code set
that will be deployed to the PROD environment.
Upon acceptance of User Testing, a configuration and development freeze on TEST environment.
This environment will be used to move to production.
7.2.6 Software Release to Production
Once the product backlog items targeted for a Release are complete, the scrum team will enter the
Production Release Sprints to complete release testing, code promotion to production. During this
project stage, final release testing (often referred to as "hardening") is the goal of testing activities.
This effort is focused on confirming that the product increments delivered in each sprint interoperate
GovPath 30
GovPath
GovPath will provide consultation during UAT.
GovPath will assist the Client in the testing and validation of the configuration and its readiness to
be migrated to production for active use and will assist in transferring the system configuration and
any required data from Support to Production.
GovPath will provide assistance to the client as needed by providing User Acceptance Testing
support and facilitating completion of UAT.
GovPath will address and rectify issues discovered during the UAT process as Client staff executes
testing activities.
Client
Identify resources who will participate in User Testing.
Ensure that testers are adequately trained on the system to accurately execute test cases.
Lead and manage the User Testing effort, including resources and test execution schedule.
Execute the User Testing test cases developed by the Client during the User Testing test plan
activities.
Make available the appropriate key Client users and content experts to participate in User Testing
as defined and managed by Client.
Resolve all issues related to Client custom development (i.e., reports and integrations).
Leverage test cases as a basis for ongoing training and user guides.
Determine which test cases will be used for ongoing regression testing.
Page 36 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
as designed and that no new regression errors were introduced. Release sprints ready the results of
the completed build sprints, enabling promotion of a new set of configurations into production release,
encompassing the following activities:
• Code and configuration promoted to final staging environment
• Release hardening and regression tests
• Code promotion to production
• Production release and smoke test
Release testing cycles are managed in sprints similarly to how they are managed in a waterfall
methodology. Once within the Release testing sprint, the team will perform end-to-end hardening test
for the new configurations and regression tests where applicable against previously released
functionality. The Product Owner is responsible for prioritizing the team's work on go-live critical
defects to complete the project stage within the allocated sprint(s) (time box).
Like all the previous testing done in the implementation approach, testers will utilize the test derived
from the User Stories and Acceptance Criteria.
Conformance with the Release Definition of Done (which includes no Severity 1 or 2 defects open)
constitutes the acceptance criteria for a Release. Defects are deviations from the Acceptance Criteria
defined for the product backlog item. During the Release Sprint, Severity 1 or 2 defects will be
prioritized. Out-of-scope issues will be closed or deferred to a future release or post-production
support backlog.
7.2.7 Post-Production Support
This deliverable comprises the post go-live support assistance that GovPath will provide to address
issues and provide consultative advice immediately following Go-Live. GovPath will work with the
Client to address issues identified during this period using a Post Go-Live Issues list. Examples of
issues the Client is responsible for include training issues, functional changes beyond the scope of
services, cosmetic changes, and procedures related to using the GovPath solution. GovPath will not
be developing or creating additional reports, conversions, integrations, record types and workflow
processes that were not included in the scope of this project during post deployment support.
Client will take ownership of the production environment upon system go-live. To enable ownership of
the production system, promote continued knowledge transfer, and provide the Client with maximum
flexibility to address not only high or critical defects not found during testing but also other desired
incremental system changes, GovPath will provide Tier 3 support to address issues and provide
consultative advice. The Client performs the functions of Tier 1 and Tier 2 support.
Tier 1 - Client
Basic help
desk
resolution and
service desk
delivery
Support for basic customer issues such
as solving usage problems and fulfilling
service desk requests. If no solution is
available, tier 1 personnel escalate
incidents to a higher tier.
Lower-level technical
personnel, trained to
solve known problems
and to fulfill service
requests.
Tier 2 - Client
In-depth
technical
support
Experienced and knowledgeable
technicians assess issues and provide
solutions for problems that cannot be
handled by tier 1. If no solution is
Support personnel with
deep knowledge of the
product or service, but
not necessarily the
resources who
GovPath 31
Page 37 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
available, tier 2 support escalates the
incident to tier 3.
designed and
implemented the
solution.
Tier 3 -
GovPath
Expert
product and
service
support
Access to the highest technical
resources available for problem
resolution or new feature creation.
Tier 3 technicians
attempt to duplicate
problems and define
root causes.
Once a cause is identified, tier 3 will build a resolution or identify as a product defect and work with the
Client in submitting a ticket for it to be resolved by the product team. Tier 3 specialists are
generally the most highly skilled product specialists.
One week prior to the end GovPath’s post go-live support period, the issue tracker will be closed for
new issues. GovPath will use the final week to complete resolution of the critical and high priority
issues in the issue tracker. Any new issues identified during that final week will be the responsibility of
the Client. GovPath will be available for consultation during the final week.
Output:
• GovPath will provide professional services support immediately following deployment (go-live).
• GovPath will work with the Client to identify and address issues identified during this period
using a Post-Production Issues List. This list will be comprised of issues related to the defined
deliverables listed in this SOW, which will be addressed by GovPath.
• Finalized post-production copy of issues list.
• Transition of Client from Services team to Accela Customer Resource Center for ongoing
support.
GovPath
GovPath will provide support immediately following deployment (go-live).
GovPath will work with the Client to identify and address issues identified during this period using a
Post-Production Issues List. This list will be comprised of issues related to the defined deliverables
listed in this SOW, which will be addressed by GovPath.
Finalized post-production copy of issues list.
Provide post-production support for GovPath developed configuration and components. For
example:
● Issue research
● Escalation of issues that can’t easily be resolved.
● Assist with the identification of issues for the Post-Production Issues List.
● Assist with issues that may arise in this release.
● Transfer ongoing support of the Client to the Accela Customer Support program.
Client
Develop and maintain a Post-Production Issues List.
Provide technical and functional user support for post-production support and monitoring.
Examples of issues the Client is responsible for include training issues, functional changes beyond
the scope of this release, cosmetic changes, and procedures related to the use of Accela Civic
Platform.
GovPath 32
Page 38 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
GovPath 33
Page 39 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
8. Appendix D: Team Roles and Responsibilities
A joint team comprised of GovPath and Client resources will deliver this SOW. Team size and
composition may vary based on the Release scope and activities underway during a given sprint.
8.1.1 General Client Responsibilities
• Backlog Grooming – The Product Owner will lead continuous backlog grooming and is
responsible for delivering a sprint backlog that meets the Definition of Ready prior to the sprint
planning meeting. Client program area personnel and subject matter experts will perform
backlog grooming activities as directed by the Product Owner.
• Development and Unit Test – Perform software configuration and development for the PBIs
assigned to Client staff in each build sprint.
• Testing – Client resources will perform testing per the timeframes defined during Sprint
Planning, this includes development and execution of regression test cases that incorporate
PBI Acceptance Criteria as well as confirm adherence to the Definition of Done.
• Defect Correction – Resolve Severity 1 and 2 defects (related to PBIs assigned to Client staff)
discovered during sprint testing within the sprint, or according to an alternate timeline mutually
agreed with Client Product Owner. Resolve Severity 3 defects within the sprint, per direction of
the Product Owner. Resolve all State-owned Severity 3 defects prior to Release.
8.1.1.1 Client Team Members
Client
Client Product Owner – This is
a client business lead with the
following responsibilities:
Initial development and prioritization of the product backlog
during Sprint 0
On-going revision and re-prioritization of the product backlog
(grooming)
Identification of the prioritized sprint backlog prior to Sprint
Planning
Adherence to the "Definition of Ready" for the targeted sprint
backlog before the Sprint Planning meeting
Participation on behalf of Client in scrum planning and review
meetings
Direct Client testers to confirm completion of sprint backlog items
Move completed items to "Done" on the scrum board before the
Sprint Review
Review and sign-off on all project deliverables
Client Subject Matter Expert
(SME) / Tester
Primary Client person supporting the Product Owner in
creating/updating the story/task details in the Product Backlog
Provides detailed answers for business questions posed by
scrum team members
Documents and executes the test cases
Attends scrum meetings and is a member of the scrum team
Client Project Manager
Provides project and budgetary oversight and status
Provides backup for Scrum Master
Attends scrum meetings and holds the Daily Scrum standup
meeting
GovPath 34
Page 40 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
8.1.2 General GovPath Responsibilities
• Development and Unit Test – Perform software configuration and development for the PBIs
assigned to GovPath staff in a given build sprint.
• Defect Correction – Resolve Severity 1 and 2 defects (related to PBIs assigned to GovPath
staff) discovered during sprint testing within the sprint, or according to an alternate timeline
mutually agreed with Product Owner. Resolve Severity 3 defects within the sprint, per direction
of the Product Owner. Resolve all GovPath-owned Severity 3 defects prior to Release.
Severity 4 defects are treated as new PBIs and prioritized by the Product Owner according to
the Change Control process defined above.
• Backlog Grooming Support – Support the Product Owner in backlog grooming activities by
providing consultative support for defining GovPath solution approaches, for up to 6 hours of
backlog grooming working sessions per sprint. Any additional backlog grooming tasks
assigned to GovPath resources (outside the allocated 6 hours per sprint for consultation) will
be treated as a new PBI and prioritized by the Product Owner according to the Change Control
process described above.
• Knowledge Transfer – Enable product knowledge transfer to Client resources throughout the
Sprint process which includes, core team training, sprint sessions and validation testing.
• Scrum Master, Project Management, Project Oversight – GovPath will assign a Scrum Master
to the project to facilitate the Scrum processes, such as release and Sprint planning, Sprint
reviews and retrospectives, and daily Scrum meetings. In addition, the GovPath Scrum Master
will perform general project management tasks to monitor GovPath resources' work,
assignment of tasks, and other project management disciplines. GovPath will also assign a
Managing Partner to provide oversight and act as the initial escalation point beyond the
day-to-day project team.
8.1.2.1 GovPath Team Members
GovPath
GovPath Solution Architect(s), Data
Conversion Specialist(s), Script
Specialist(s), Report Writer(s),
Implementation Consultant(s), and
Business Analyst(s)
GovPath resources available to provide backlog grooming
support to the Product Owner
Define and validate Accela solution approaches and tasks
during Sprint planning and throughout the sprint cycle
Perform configuration tasks assigned to GovPath team
during the build sprints
Attends scrum meetings and is a member of the scrum
team
GovPath Scrum Master / Project
Manager
Facilitates the use of the scrum methodology
Organizes and leads the Daily Scrum standup meeting,
Sprint Planning, Sprint Review, and Sprint Retrospective
Works with Client PM to remove Scrum team roadblocks
and escalate issues as needed
Monitors team velocity and prepares weekly status reports
Prepares mitigation plans for project risks and performs
general project management discipline-related tasks
GovPath 35
Page 41 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
9. Appendix E: Training
The following training will be delivered remotely.
Training Description Duration
Accela Core
Team
This course is an overview of the Accela Civic
Platform, to help you become familiar with the
basic terminology, system navigation, and core
functionality of the platform. We will explore
design concepts, advanced configuration
options, and automation possibilities.
Up to 12
hours
(Maximum 12
attendees)
Accela Train
the
Trainer
This course is designed to train agency
trainers/super-users knowledge and
understanding of their unique instance of the
Civic Platform and associated components.
Course places special emphasis on the following
areas: Civic Platform and Citizen Access
overview, user groups and hierarchies, data
types and search, task assignments and filters,
records, record functionality, fees and payments,
processing records, working with inspections,
Accela maps/GIS, Citizen Access, End-user
training resources available in Accela University.
Course will include demonstrations using select
agency records, hands-on exercises and
participant testing. Course experience is
designed to be completed within 24 hours of
instruction but can be extended upon request or
in special circumstances where additional record
types with special complexity may require
additional hours of instruction. Introductory Civic
Platform courses that teach Accela functionality
(not agency-specific) are available to all agency
end-users for free from the Accela University.
Up to 40
hours
(Maximum 12
attendees)
Agile
Methodol
ogy and
Tools
Training
This training is for customer staff who will be
involved in the project. They will be trained on
the Agile methodology we will be following, each
person’s role in the process, writing user stories,
conducting efficient Sprint meetings and
understanding how to use Jira and Confluence.
10 hours
(Maximum 12
attendees)
GovPath 36
Page 42 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
GovPath 37
Page 43 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Appendix A: Cost Benefit Analysis - Civic Platform Upgrade II
Prepared for: City Council and City Manager
Date: November 11, 2025
Prepared by: Linnea Latimer, Management Analyst, Community Development
Executive Summary
This analysis evaluates the anticipated financial and operational benefits of implementing new
and modified records, workflows, scripts, and records to standardize and modernize the City’s
permitting, licensing, and inspections software and processes. The project is expected to
deliver:
● Quantifiable cost savings through increased efficiency and reduced external support.
● Improved staff, resident, and contractor experiences.
● Avoided future costs and project risk mitigation.
Preliminary estimates suggest a return on investment within approximately three years,
alongside qualitative improvements in service delivery and staff capacity.
Quantifiable Benefits
1. Increased Operation Efficiency
Currently, City staff manage approximately 8,500 inspections and 6,500 permits, licenses, and
renewals each year, nearly 15,000 transactions in total. Each of these engagements currently
takes between 30 minutes to 1.5 hours to process, depending on complexity. By automating
these processes, we can reduce the average time per transaction significantly. Even a
conservative reduction of 30 minutes per transaction would free approximately:
15,000 transactions x 0.5 hours = 7,500 staff hours annually
At an average fully loaded salary of $120,000 per year (roughly $58/hour), this equates to an
estimated $435,000 in staff time savings. Staff and supervisors can then redirect their time from
manual administrative work to higher value activities such as customer service, project reviews,
and proactive community engagement.
2. Reducing System Maintenance Costs
Accela Civic Platform is at an inflection point in the maturation of the software in our
environment and it is time for a significant upgrade.
Our previous upgrade introduced multiple scripting standards, making the system more difficult
for staff to maintain. Addressing these concerns will require professional services. One
alternative is to train our internal staff to create and maintain configuration changes. This
process would take six months to one year of intense training and cost approximately
Page 44 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
$10,000-$12,000 for Accela certification courses. Even then, external support would still be
required to standardize scripts, which remains the top priority of this project.
With standardized scripting, structured system architecture, and comprehensive staff training
will make the system easier to maintain and significantly reduce dependency on external
consultants. The City’s staff will fully leverage this training, building capacity for long-term
system support.
Based on comparable municipal implementations, we can reasonably expect a 40-60%
reduction in external support cost, resulting in annual savings of $30,000-$45,000. These
savings contribute directly to offsetting the project’s implementation costs, supporting an
anticipated ROI within approximately two years.
3. Improved Integration Across City Systems
The City currently relies on several disconnected tools and manual processes across GIS,
DigEplan, Laserfiche, and Google Calendar. These inefficiencies create unnecessary staff
workload, slow down processing time, and increase the City’s operating costs. TruePoint’s
implementation will integrate these systems, creating a more efficient, accurate, and responsive
digital environment.
GIS supports the link between Accela Civic Platform records and mapped Address, Parcel,
Owner (APO) data. However, because GIS information is not integrated or updated in real-time,
staff must manually verify addresses for each transaction. This process takes between five and
ten minutes per record. With approximately 4,600 GIS-related transactions per year, this results
in 390 to 780 hours of manual effort annually. At an average staff cost of $58/hour, automation
could save between $22,000 and $45,000 annually, while resolving this bottleneck by
synchronizing APO data directly, reducing the need for manual checks and ensuring accuracy
across records.
The DigEplan integration is especially impactful. The City processes 288 to 388 plans per
month, or 3,456 to 4,656 plans per year. In some cases, staff spend five to ten minutes
downloading documents from Formstack or Wufoo, uploading them into a network drive, and
then attaching them to the associated record in Accela Civic Platform before the review can
begin. This manual process consumes between 288 and 776 staff hours each year, costing
$17,000 to $45,000 in labor, annually. Additionally, the City pays an annual subscription of
$35,000 for DigEplan, but without proper integration, staff cannot fully utilize the system’s digital
plan review capabilities. Proper configuration aligns DigEplan directly with Accela Civic
Platform, eliminating manual document handling and ensuring the City fully benefits from its
digital plan review investment.
Laserfiche serves as the City’s digital document archive. The integration enhances its efficiency
by enabling automatic archiving and linking of documents to their associated records, reducing
duplication of document storage and improving access to records. This will also allow the
Page 45 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Community Development Department to renegotiate or eliminate its annual contract with
Microfilm of $1,200, resulting in additional savings.
Likewise, a full-time staff member manages inspection scheduling manually. Integrating Google
Calendar will automate this process, enabling real-time scheduling and notifications. This will
reduce scheduling workload, improve coordination with field staff, and allow the reallocation of
staff time to higher-level tasks such as interdepartmental coordination on complex projects,
current or stalled projects, assistance for homeowners who aren’t familiar with our systems or
processes.
These integrations will reduce manual processes, software costs, and administrative overhead.
Based on conservative estimates, total annual time, and cost savings from improved integration
are approximately $25,000-$50,000 per year, in addition to the operational benefits of improved
accuracy, accessibility, and responsiveness.
4. Enhanced Community Experience
The City processes approximately 6,500 permits annually across multiple departments.
Currently, the average processing time for a standard permit is about 10 business days. With
automation and integrated workflows, this is expected to decrease to around 8 days, a 20%
improvement in turnaround time.
These enhancements will be reflected in:
Automated Workflows
- Current Process: Staff manually route
applications and documents between
departments, often involving email
and physical approvals.
- Automation Impact: Automatically
routes applications to the correct staff
for cross-departmental review and
approval, eliminating delays caused
by manual handoffs.
Standardized Data Entry and Validation
- Current Process: Staff manually verify
addresses, parcel IDs, and applicant
information, often referencing multiple
systems like GIS and Cook County
Data.
- Automation Impact: Validates data in
real time against integrated systems,
reducing errors and the need for
rework.
Integrated Systems Access
- Current Process: Staff must log into
multiple platforms to gather
documents, track approvals, or
schedule inspections.
- Automation Impact: Integrates all
relevant systems, centralizing
information and enabling single-entry
workflows.
Automated Notifications and Scheduling
- Current Process: Scheduling
inspections or sending updates to
applicants requires staff to take calls
or emails, often making multiple
attempts.
- Automation Impact: Automatically
schedules inspections (integrated with
Google Calendar) and sends status
notifications to applicants.
Digital Document Management
- Current Process: Staff downloads
Page 46 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
from multiple platforms, reformat or
re-upload them, and store them
manually.
- Automation Impact: Documents are
centralized and automatically attached
to the correct record.
This faster, more transparent service will reduce the number of resident and contractor inquiries
about application status. Based on outcomes from comparable municipalities, the City can
anticipate a 20% reduction in complaint and administrative follow-up volume, allowing staff to
focus on higher-value tasks and customer support.
If each permit currently generates an average of ten minutes of administrative follow-up,
automation would save:
6,500 x 10 minutes x 20% = 13,000 = ~216 staff hours annually.
At an average cost of $58/hours, this represents approximately $12,500 per year in indirect
labor value, alongside improvements in resident satisfaction, transparency, and staff efficiency.
5. Future Avoided Cost
Upgrading Accela Civic Platform to a modular, scalable design allows the City to make system
improvements without expensive overhauls. By investing in a modern, standardized platform
now, the City can avoid an estimated $200,000 reimplementation cost over the next five years.
This estimate reflects what many cities face when systems lack flexibility. Future expansions or
major upgrades often require partial or full rebuilds.
To reflect that cost in an annual budget context, the total avoided cost is spread evenly over a
5-year period:
$200,000 total avoided cost ÷ 5 years = $40,000 (annualized savings)
This means the City avoids a future expense by investing in a scalable solution now.
6. Project Risk Reduction
Truepoint’s structured Agile Scrum framework reduces the risk of cost overruns common in
municipal technology projects. While similar municipal projects often exceed budgets by
20-30%, which equals to $66,000 to $100,000 on a $330,000 project, using Truepoint minimizes
this risk, helping the City avoid comparable unexpected cost on its $668,392 implementation.
Page 47 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Qualitative Benefits
1. Improved Community Experience
Residents receive faster service with clearer communication, fewer delays, and easier access to
application status and documentation. This improves trust and reduces frustration.
2. Greater Equity and Accessibility
A user-friendly portal offers more intuitive, accessible services for all residents, including those
who previously faced difficulties navigating complex applications or paper-based processes.
3. Higher Staff Satisfaction
Automation removes repetitive tasks, reduces burnout, and allows staff to focus on high-value
work such as customer service, project reviews, and proactive community engagement.
4. More Consistent and Accurate Records
Standardized scripting and integrated systems reduce errors, ensure cleaner data, and create
reliable records that support better decision-making across departments.
5.Enhanced Transparency and Accountability
Real-time tracking, automated workflows, and centralized information improve visibility for both
staff and residents, fostering trust in City operations.
6.Reduced Operational Risk
A modernized system reduces dependence on workarounds and manual processes, creating
organizational stability.
Return on Investment (ROI)
Annual Quantifiable Benefits
Operational Efficiency Savings $435,000
Maintenance Cost Reduction $25,000-$40,000
Integration Savings $25,000-$50,000
Community Experience/Reduced Follow-ups $12,500
Avoided Future Reimplementation Cost (annualized) $40,000
Total Annual Quantifiable Benefits
LOW end (per year) $537,500
HIGH end (per year) $577,500
Page 48 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Project Cost
Truepoint $668,392
Payback Period (Years to Recover Cost)
LOW end savings $668,392 ÷ $537,500 ≅ 1.24 years
HIGH end savings $668,392 ÷ $577,500 ≅ 1.16 years
So the City earns back its investment in 1.16-1.24 years or about 14 months.
ROI Percentage
LOW end 80%
HIGH end 86%
ROI Summary
Civic Platform Upgrade II, implemented by Truepoint Solutions, is expected to generate
between $537,500 and $577,500 in annual quantifiable benefits. With a total project cost of
$668,392, the City will recover its investment within 1.16 to 1.24 years or 14 months,
representing an annual ROI of approximately 80% to 86%.
Page 49 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Appendix B: Vendor Selection Report for the Civic Platform
Upgrade Phase II
Prepared for: City Council and City Manager
Date: November 11, 2025
Prepared by: Linnea Latimer, Management Analyst, Community Development
Executive Summary
This report provides a comprehensive comparison of vendor proposals submitted in response to
the City of Evanston’s Request for Proposals for the Civic Platform Upgrade Phase II (RFP
25-30). This phase includes the design, configuration, and scripting of the Civic Platform and
Citizen Portal. Our goal is clear: to identify the partner who demonstrates the right combination
of the technical expertise, strategic insight, and alignment with the City’s long-term priorities.
The RFP outlines a broad scope, including enhancements to existing modules including
Building, Planning, Property Standards, Health, Fire, Public Works, and Licenses, along with
key integrations such as GIS, Laserfiche, Google Calendar, and DigEplan. The work also
includes scripting standardization, improved reporting, and a more intuitive accessible Citizen
Portal experience. The estimated project duration is 10 to 12 months.
Each proposal was evaluated using criteria essential to the success of the initiative:
● Technical methodology for configuration, scripting, and workflow optimization
● Demonstrated experience and performance on comparable municipal projects
● Cost transparency and clarity of deliverables
● Commitment to transparency, training, and ongoing support
The vendor approached the scope with different strengths, some emphasizing broader
integration capability, others prioritizing scripting or user training. While many respondents
showed a functional understanding of Accela Civic Platform, only one delivered a clear,
cohesive project approach supported by detailed methodology.
This report includes a side-by-side matrix outline each vendor ’s strengths and limitations,
followed by my recommendation. The objective is to ensure that the City selects a partner
capable of delivering technical excellence while advancing our broader goals of standardization,
automation, and sustainable operational improvement.
25-30 Civic Platform Upgrade II Evaluation
Proposal Reviewers: Linnea Latimer, Christian Salvador, Elizabeth Williams, Hiran Bhatt,
Jesse Breceda
Interview Team: Linnea Latimer, Christian Salvador, Hiran Bhatt, Jesse Breceda, Rebecca
Kidd, Dmitry Shub, Jeremiah Bebo, Roger Wood
Page 50 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Firm Firm
Quals and
Expertise
(25)
Project
Team
(20)
Project
Approach
(20)
Total Proposal
Score (w/RPF
scores)
Interview
Scores
(10)
Avocette 21 15 15 80 8
Etech
Consulting
17 14 15 74
Visionary
Integration
Professionals
19 16 17 80 8
TruePoint 22 20 16 81 10
Silverlining
Solutions
17 13 17 70
(Evaluation scorecard modified for this report)
Vendor Proposed Cost Comparison
Vendor
Proposed
Cost
Revised
Proposed
Cost Difference
Avocette $835,872 $271,980 -$563,892
VIP $576,576 $516,222 -$60,354
TruePoint $807,548 $668,392 -$138,156
Key Observations
Avocette VIP TruePoint
● Offers a detailed
breakdown of
modules and
configuration effort
● Prioritizes modules
within a tightly
scoped,
cost-controlled plan
● Likely the lowest risk
from a financial
standpoint
● A risk functionality
● Proposal includes an
Agile project
management
approach
● Strong integration
support and
environment
synchronization
included
● Good balance of
quality and detail, but
requires significant
● Strong track record
and deep Accela
experience
● Emphasizes full
module separation
(Fire) for long-term
flexibility and
scalability but will add
to cost.
● May offer a more
future-proof solution
but at a higher cost
Page 51 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
may be basic unless
expanded via change
orders
additional funding to
proceed
upfront
● Possibly a better fit if
more budget becomes
available in phases
Strengths
Avocette VIP TruePoint
● Comprehensive Cost
Breakdown: project
management,
configuration,
scripting, integration,
testing, and
deployment estimated
at 2,266.5 hours of
professional services
● Flexible and
transparent: provided
clear assumptions
and acknowledges
where estimates may
shifts
● Configuration detail
with specific record
counts and workflow
expectations
● Agile Approach which
allows for adaptability
and continuous
feedback.
● Built-in contingency
and collaboration:
acknowledges
uncertainty in final
scope and offers to
collaborate with the
City’s team
● Broad functional
knowledge: strong
familiarity with
municipal
requirements
● Turnkey Delivery:
includes all core
components, full
scope
● Sustainability and
scalability; emphasis
on future adaptability
and post go-live
support
● Proposal is rooted in
partnership
Concerns
Avocette VIP TruePoint
● Contingent scope
could lead to change
orders if our needs
are broader or more
complex than
anticipated.
● Google Calendar
Integration’s high
number of
development hours
(350) indicates a short
or lack of knowledge
or misunderstanding
of our needs.
● Training and
● Limited training and
post go-live support,
capped at 2 weeks
● No line-item detail,
there is no granular
breakdown of labor
hours or cost per
function making it
difficult to evaluate
value.
● Limited flexibility in
pricing.
● No line-item cost
breakdown; lack of
transparency makes it
harder to assess
where the value is
concentrated and
where potential cost
reductions are.
Page 52 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Deployment allocated
hours (44 and 80
respectively) may be
tight and will need full
support of staff.
Decision Guidance
Factor Avocette VIP TruePoint
Project Approach Structured rollout
with room for
collaboration.
Modern delivery;
Agile but put
pressure on City for
internal resource
allocation, training
and testing.
Agile Scrum-based
iterative delivery.
Scripting & Automation
Expertise
Strong scripting and
automation
approach with a
clear path, on paper.
Lacks clarity and
detail, creates a risk
and will require
strong internal
oversight.
Unmatched scripting
and automation
approach, with a
proprietary approach.
Integration Moderate; Clear,
task-based,
time-estimated
integration plan.
Basic; Provides room
for flexibility but lacks
clarity on system
execution. Requires
high dependency on
the City for technical
input.
Advanced;
Unmatched internal
knowledge of Accela
integration
frameworks.
Post go-live support Offers the most
balanced and
flexible post go-live
support; it’s
integrated into the
cost.
Provides a rigid,
short-term support
model; 2- weeks.
Speaks to future
support excellence
but not included in
the budget. Offers
comprehensive
training for staff.
Flexibility/Collaboration Collaborative but
more structured;
responsive and
partnership-oriented.
Offer Agile language
but puts more
burden on the City.
Uses a transparent
and mature Agile
approach; supports
long-term
partnership.
Risk of Change Orders Medium-High Medium Low - Medium
Overall Accela
Expertise
Strong, mature,
good
Strong, mature,
moderate
Exceptional, strong,
mature, excellent
Page 53 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
My Recommendation: Award the Contract to Truepoint
1. Unmatched Accela Expertise. Truepoint brought forward the strongest Accela
credentials of all respondents. Their team has a deep understanding of the platform’s
architecture and municipal applications, and they consistently apply best practices that
prevent costly rework down the line. The experience means fewer errors, higher quality
configuration, and solutions that actually fit how we work.
2. Strongest Integration Capabilities. Truepoint offers the most advanced technically
sound plan for integrating Accela with GIS, Laserfiche, Google Calendar, and DigEplan.
The showed clear command of the integration frameworks that keep our systems
connected and our data reliable.
3. Advanced Scripting and Automation. Truepoint’s scripting approach is rooted in
consistency, transparency, and long-term maintainability. Their method elevates the
platform’s performance and reduces manual labor for staff. Their automation strategy
aligns with the City’s goal of reducing bottlenecks, increasing accuracy and delivering
faster, more reliable services. Their plan is more sophisticated and more future-proof
than any other vendor ’s.
4. Clear, Confident Communication and Strong Interview Performance. Truepoint
earned the highest interview score. They communicated with clarity, confidence, and
respect for the City’s goals and constants. Their team demonstrated that they
understood the technology as well as our processes and vision for improvement.
5. Future-Ready Architecture and Long-Term Value. Truepoint’s proposal delivers value
that will reduce future project spend. Their architecture approach minimizes long-term
technical debt, improves scalability for future modules, cuts down on rework and
patchwork fixes later, and strengthens the platform for evolving community needs.
Experience has taught us choosing the cheapest option often results in paying more
later.
Conclusion
Based on the full evaluation of staff, technical expertise, and long-term strategic priorities,
Truepoint is the recommended vendor for the Civic Platform Upgrade Phase II.
Truepoint’s technical depth, municipal experience, advanced integration capabilities, and
exceptional communication make them the ideal partner best equipped to support this critical
modernization effort.
Page 54 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
RFP 25-30 Civic Platform Upgrade II, RFP # 25-30 Waiver, M/W/D/EBE Memo 11-24-2025
To: Sarah Flax, Community Development Director
CC: Dmitry Shub, Interim Chief Information Officer, Linnea Latimer,
Management Analyst
From: Tammi Nunez, Purchasing Manager
Subject: Civic Platform Upgrade II, RFP 25-30
Date: November 24, 2025
The goal of the Minority, Women, Disadvantaged, and Evanston Business
Enterprise Program (M/W/D/EBE) is to assist such businesses with growth
opportunities. To help ensure such growth, the City has established a 25%
M/W/D/EBE subcontracting participation goal for general contractors.
With regard to the recommendation for the RFP 25-30 Civic Platform Upgrade II,
TruePoint Solutions, LLC the total base proposal is $668,392. TruePoint
Solutions, LLC requests to waive the 25% of the MWDEBE goal.
TruePoint Solutions, LLC made a good faith effort to identify a potential partner to
meet the city’s MWDEBE goal. They reached out to M/W/D/EBE Assistance
Organizations and researched nearly 20 firms with software services alignment.
These firms but contacted, were their certifiedayielddid not search
subcontractor with the specific Accela platform credentials required for this
project.
IIPlatform"Civic forrequirements The Upgrade are"highly andcomplex
technical. Due to the highly specialized nature of the services required for the
Accela Civic Platform and the integrated structure of our expert team, we must
respectfully request an exemption from the M/W/D/EBE participation goal for this
specific project. request waiver The and explanation andreviewedwere
approved to be valid by the Project Manager.
Cc: Hitesh Desai, Chief Financial Officer/Treasurer
Memorandum
Page 55 of 55 Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
1
Revised 03-02-2023
CITY OF EVANSTON
REQUEST FOR PROPOSAL
NUMBER: 25-30
For
RFP Civic Platform Upgrade II
May 2025
PROPOSAL DEADLINE: 2:00 P.M., Tuesday, June 17, 2025
VIRTUAL NON-MANDATORY
PRE-PROPOSAL MEETING: Friday, June 6 · 9:30 – 10:30am
Time zone: America/Chicago
Google Meet joining info
Video call link: https://meet.google.com/dno-yfrh-nke
Or dial: (US) +1 984-212-3025 PIN: 781 667 082 #
More phone numbers: https://tel.meet/dno-yfrh-nke?pin=6851579739907
ELECTRONIC BID SUBMITTAL:
Bid responses will only be accepted electronically
via E-bidding through DemandStar (WWW.DEMANDSTAR.COM)
It is highly recommended that new DemandStar users complete the account setup
process prior to project due date/time.
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
2
Revised 03-02-2023
TABLE OF CONTENTS
Notice to Proposers 03
1.0 Introduction 04
2.0 Scope of Services 06
3.0 Insurance 10
4.0 Submittal Requirements (Please see Attachments) 10
5.0 Additional Submittal Requirements 11
6.0 M/W/D/EBE Goals 11
7.0 Evaluation Criteria 11
8.0 Selection Process 12
9.0 Proposed Schedule 13
10.0 Questions Regarding RFP 13
11.0 General Terms and Conditions 13
Price/Costs Form 19
RETURN ALL EXHIBITS WITH RFP
Exhibit A – Disclosure of Ownership Interests 20
Exhibit B – Additional Information Sheet 24
Exhibit C – Conflict of Interest Form 25
Exhibit D – Acknowledgement of Understanding 26
Exhibit E – Anti-Collusion Affidavit and Proposer’s Certification 27
Exhibit F – City of Evanston M/W/D/EBE Policy 28
Exhibit G – M/W/D/EBE Participation Compliance Form 29
Exhibit G – M/W/D/EBE Utilization Summary Report 30
Exhibit H – M/W/D/EBE Participation Waiver Request 32
Exhibit I – M/WD//EBE Assistance Organizations 33
Exhibit J – Professional Services Agreement Acknowledgement 35
Exhibit J - Consultant Certification and Verification 36
Exhibit J – Professional Services Agreement 37
ATTACHMENTS
DemandStar- E-bidding Instructions
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
3
Revised 03-02-2023
CITY OF EVANSTON
NOTICE TO PROPOSERS
The City’s Purchasing Office will receive proposals until 2:00 P.M. local time on June 24,
2025. Responses will only be accepted electronically via E-bidding through DemandStar
(www.demandstar.com). Although registration is required, vendors can download
solicitations and upload responses for free. Proposals shall cover the following:
Civic Platform Upgrade II
RFP Number: 25-30
The City of Evanston is seeking proposals from experienced firms for:
the design, configuration, scripting, reporting of Accela Civic Platform, Citizen Portal, and
additional services; permit and license software used by City Departments that includes
Community Development, Public Works, Health, Economic Development, Law, and Fire.
There will be a Non-mandatory pre-proposal June 6, 2025, at 9:30 a.m Central Time. All
firms intending to submit a proposal for this project are encouraged to attend to discuss the
proposed work and receive answers to questions related to the project.
The above item shall conform to the RFP on file in the Purchasing Office. Parties interested
in submitting a proposal should contact the Purchasing Office to receive a copy of the RFP
or see the City’s website at: www.cityofevanston.org/business/bids-proposals/ or
Demandstar at: www.demandstar.com.
The City (the City of Evanston) in accordance with the laws of the State of Illinois, hereby
notifies all firms that it will affirmatively ensure that the contract(s) entered into pursuant to
this notice will be awarded to the successful firm without discrimination on the g rounds of
race, color, religion, sex, age, sexual orientation marital status, disability, familial status or
national origin. The City of Evanston reserves the right to reject any or all submittals or to
accept the submittal(s) deemed most advantageous to the City.
The Evanston City Council also reserves the right to award the contract to an Evanston firm
if that firm’s bid is within 5% of the low bid.
Each Proposer shall be required to submit with his/her proposal a Disclosure of Ownership
Interest Statement Form in accordance with Section 1-18-1 et seq. of the City Code. Failure
to submit such information may result in the disqualification of such proposal.
Linda Thomas
Purchasing Specialist
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
4
Revised 03-02-2023
CITY OF EVANSTON
Request for Proposal
1.0 INTRODUCTION
The City of Evanston is soliciting proposals for the design, configuration and scripting of its
Accela Civic Platform and Citizen Portal, which supports a wide range of permitting,
licensing, and regulatory functions across multiple city departments. Curre ntly, the platform
is used to manage permit processing, business, contractor, rental registration and licensing
(new and renewal), plan reviews, inspections, and code enforcements.
Building and Development handles permits related to construction, renovation, and
property management. Confirms that building development projects complies with
applicable codes and is safe for occupancy.
● Commercial and residential building permits
● Express permits for minor projects
● Certificate of occupancy
● Contractor registration and renewals
● Inspections
● Plan reviews
Zoning and Planning manages land use applications and zoning compliance within a
structure of defined districts, each governed by specific regulations. Key applic ations
include:
● Zoning analyses
● Zoning variations
● Special use permits
● Planned development
● Zoning map/text amendments
Property Maintenance ensures rental properties are registered and meet health and safety
standards. The division responsibilities include managing or processing:
● Annual rental property registrations, shared-housing, vacant building, and short-term
rentals
● Routine and complaint-based inspections
● Enforcement of property maintenance codes
Economic Development registers all businesses operating within city limits, including
home-based businesses. Registrations are renewed annually. Key functions include:
● Business registration processing and renewals
The Law Department oversees the administration of liquor licenses across several
categories. Responsibilities include:
● License application review and processing
● Renewals and compliance monitoring
The Fire Department oversees several permit and registration processes to ensure safety
and compliance. Key functions include:
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
5
Revised 03-02-2023
● Installation or modification of fire sprinkler systems
● Fire pumps
● Standpipe systems
● Fire alarm and detection systems
● Kitchen hood (fire) suppression systems
● Fire/Burglar Alarm registration
Public Works oversees several permitting processes to ensure public safety, infrastructure
integrity, and compliance. Key areas include:
● Right-of-Way (ROW) permits
● Moving Vehicle and Storage Container permit
● Tree preservation permit
● Small Cell Wireless permit
● Sidewalk Cafe permit
● Block Party permit
Health and Human Services regulates public health-related permits and licenses,
particularly for food establishments and special events. Key areas include:
● Food-related licenses and permits and renewals
● Health and safety compliance
● Seasonal and temporary events permitting
● Inspections
● Plan reviews
The contract term desired is for a period of one (1) year with a one (1) year option to renew.
Contact with City personnel in connection with this RFP shall not be made other t han as
specified in this RFP. Unauthorized contact of any City personnel may be cause for rejection
of a proposal.
Prior to the submittal of a proposal, Proposers are advised to carefully examine
● the contract documents
● project scope and work tasks to be accomplished
● specifications
● submittal requirements
● insurance requirements and required documentation
Proposers are advised to become thoroughly familiar with all conditions, instructions and
specifications governing this RFP. Proposals shall be made in accordance with these
instructions. Proposals shall be submitted on the forms provided by the City
The City will not be liable in any way for any costs incurred by respondents in replying to this
Request for Proposal.
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
6
Revised 03-02-2023
2.0 SCOPE OF SERVICES
Project Background
The City of Evanston is seeking a consultant with expertise in the design, configuration, and
scripting of Accela Civic Platform and Accela Citizen Access, including workflow, pageflow,
and reporting. Since 2008, the City has been using Accela’s Permit and License software as
a service. In 2025, updates and enhancements were implemented for the Building, License,
Property Standards, and Public Works modules that include new or modified workflows and
records, scripts, and reports.
Following the successful implementation of updates and enhancements, the City seeks to
further enhance Civic Platform, expand its functionalities, and address areas not fully
covered in the initial phase. The goal is to optimize the Accela System and existing
workflows, integrate additional departments and services, enhance reporting capabilities,
and improve the overall user experience for both city staff and applicants.
Estimated Project Duration: September 2025 - July 2026
Scope of Work
The scope of services include the design, standardization and implementation of scripts,
configuration, pageflow, workflow, records, reports, and training and support related to the
Accela Civic Platform (including Accela Citizen Access (ACA)) for the following modules:
1. Building
2. Planning
3. Property Standards
4. Licenses
5. Fire
6. Public Works
7. Health
Additional services include integration for listed modules:
1. GIS
2. Google Calendar
3. Payment Process System
4. Laserfiche
5. Granicus
With the following services:
1. Scripting Standardization
2. Citizen Portal/Public Portal
Objective
The city hopes to expand department integration by incorporating additional City
departments and respective services. Existing capabilities will be improved through the
refinement and optimization of current module workflows. Furthermore, develop more robust
reports and dashboards, add new features like Public Portal, and integrate additional
services. With advanced training and support and scripting standardization.
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
7
Revised 03-02-2023
Deliverables
Expected deliverables from the selected contractor may include scripts, configuration,
system optimization, workflow, reports, notifications, new records, and integration.
● Configuration (~130 Items) - Setup or modification of record types, pageflows,
custom fields, workflows.
○ Expansive work in modules such as Zoning, Property Standards, Fire, Health and
Public Works.
○ Examples: Adding ACA forms, updating custom fields, workflow and new record
configurations, setting fee groups, setting payment, and optimizing DigEplan.
● Scripting (~150 Items) - Automations and logic for workflow handling, field
validation, notifications, renewals and condition checking. Major scripting includes:
○ Health license renewals and batch notifications
○ Building inspections and fee logic
○ Fire and Zoning workflow, field validation, notifications
○ Property Standards task automation
○ Public Works notifications
● Reporting (~90 Items) - custom reports and dashboards for compliance, internal
monitoring, and performance tracking.
○ Used across departments including Building, Health, Zoning, Public Works, Fire and
Property Standards
○ Includes scheduled reports, summaries, letters, and fee tracking
● Integration (~6 Items)
○ Laserfiche (Document Management (LF Import Agent))
○ GIS (xAPO configuration)
○ Payment Process System
○ Granicus (Short-Term Rental Management)
○ Google Calendar (Inspector Calendar)
○ Other
● Strategic Initiatives
● System Expansion
○ Identify and onboard additional departments (e.g., Fire, Zoning, Health, Clerk), new
or not fully integrated in the previous upgrade.
○ Configure Civic Platform to handle processes and workflows specific to the new
departments.
○ Develop and implement department-specific custom fields, forms, pageflow,
notifications, and reports.
● Workflow Optimization
○ Conduct review of existing workflows with departments already integrated.
○ Implement workflow improvements based on user feedback and performance data.
○ Automate additional processes to further streamline operations.
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
8
Revised 03-02-2023
● Reporting and Analytics
○ Develop custom reports and dashboards to provide better insights into key
performance indicators.
○ Implement scheduled report generation and distribution.
● Citizen Portal Enhancements (Public Portal)
○ Enhance the online portal experience:
■ Add new features, if available
■ Develop and implement department-specific forms and applications
■ Reorganize pageflows for better navigation and reduced scrolling
● Integrations
○ Integrate third-party and city-wide systems
■ GIS (address, parcel, owner, zoning)
■ Google Calendar (inspector calendar)
■ Payment Process System
■ Laserfiche (document management)
■ Granicus (short-term rental management)
● Training and Support
○ Equip city staff with the skills to manage and support the new systems:
■ New functionalities and system administration
■ Reporting and dashboard
■ Troubleshooting and system maintenance for issues related to the project
● Scripting Standardization and Organization
○ Unify scripting logic across all modules by consolidating:
■ Three different scripting standards (Std Choices, 2.0 Scripts, and 3.0 Scripts) into a
single, unified standard.
■ Reorganize scripts for better maintainability and support.
QA and UAT Requirements and Expectation
● Test plans and scripts must be submitted for approval before execution
● Issue logs and tracking must be maintained and shared regularly
● Change over report required before go-live
Testing Phase Description Primary
Responsibility
Notes
Unit Testing Ensuring individual
components or
configurations
function correctly
Vendor Must provide
evidence of
successful
component for
testing
Integration Verifying data flow
and functionality
Joint Provide assistance
in validating external
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
9
Revised 03-02-2023
between integrated
systems
system behavior
System Testing Validating the end-
to-end system
functions as
expected
Joint Vendor drives
execution; City signs
off
User Acceptance
Testing
Final validation by
business users
before go-live
City of Evanston Vendor provides
support by preparing
test scripts and fixing
issues
Technical Information
Production - Civic Platform, version 25.2.2; Accela CItizen Access; Accela Gateway; GIS; Accela
mobile
Non- Production (TEST, SUPP) - Civic Platform, ACA, Gateway, GIS
3.0 INSURANCE
Consultant shall carry and maintain at its own cost with such companies as are reasonably
acceptable to City all necessary liability insurance (which shall include as a minimum the
requirements set forth below) during the term of this Agreement, for damages caused or
contributed to by Consultant, and insuring Consultant against claims which may arise out of
or result from Consultant’s performance or failure to perform the Services hereunder.
Module # of Record
Type
# of Fee
Schedule
# of
Workflow
# of Intake
Form
Custom
Fields
Group
Building 72 12 38 6 32
Enforcement 0 0 0 0 0
Health 11 5 8 7 7
License 4 3 4 4 4
Preservation 1 1 1 1 1
Property
Standard
8 6 8 1 4
Public
Works
3 3 3 2 3
Zoning 4 3 4 2 3
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
10
Revised 03-02-2023
The consultant must provide an insurance certificate naming the City of Evanston as an
additional insured and will provide a variety of insurances including:
● comprehensive general liability - $3,000,000 combined single limit for each
occurrence for bodily injury and property damage – designating the City as Additional
Insured
● Workers Compensation - Statutory Limits
● Automobile Liability - $1,000,000 per occurrence for all claims arising out of bodily
injuries or death and property damages.
● errors and omissions or professional liability insurance - $1,000,000
The surety and the insurance company must have not less than an A+ rating from the Alfred
M. Best Co., Inc. and be approved by the City of Evanston.
Consultant’s certificate of insurance shall contain a provision that the coverage afforded
under the policy(s) will not be canceled or reduced without thirty (30) days prior written
notice (hand delivered or registered mail) to City.
4.0 SUBMITTAL REQUIREMENTS
The City will no longer accept hard copy paper submittals for any solicitation. Responses
will only be accepted electronically via E-bidding through DemandStar. Respondents are still
required to complete all of the bid documents and provide all of the requested information in
a pdf file(s). Please refer to attached DemandStar e-bidding documents.
ANY PROPOSALS RECEIVED AFTER THE SUBMITTAL DEADLINE, WILL NOT BE
ACCEPTED. It is the sole responsibility of the proposer to ensure that h is or her proposal is
delivered by the stated time. THE CITY IS NOT RESPONSIBLE FOR INCOMPLETE
UPLOADED SUBMITTALS..
A. Cover Letter
The cover letter will include the following:
● introduction of firm signed by an authorized Principal of the firm
● name of firm
● address of firm
● phone number of the firm submitting the proposal
● include the name and signature of an authorized binding official who is authorized to
answer questions regarding the firm’s proposal
B. Qualifications and Experience of Firm and/or Team
● All respondents shall describe other contracts (at least 5, but no more than10) similar
in scope, size or discipline to the required services described herein, performed or
undertaken within the past five years.
● The respondent must provide references, including name, address and telephone
number of a contact person for each project identified and described.
● Indicate commencement dates, duration and type of operation.
● Provide a list of all Municipal clients in Illinois.
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
11
Revised 03-02-2023
C. Area/Regional Manager(s)
Clearly identify the professional staff person(s) who would be assigned as your
Area/Regional Manager(s) and provide resumes. The proposal should indicate the abilities,
qualifications and experience of these individuals.
D. Fees
Provide a copy of your fees/prices on the attached price/costs form (see page 19).
E. Contract
The City has attached its standard contract in Exhibit J (see page xx– Professional Services
Agreement). Identify all exceptions to the agreement that would prevent your Firm from
executing it. The City shall not consider or negotiate regarding exception s submitted at any
time after the submission of the Proposer’s response.
5.0 ADDITIONAL SUBMISSION REQUIREMENTS
Add additional requirements here – such as operating plans, financial reporting
requirements, transition requirements, operations and procedures manuals, etc.
6.0 M/W/D/EBE GOALS
The City has a goal of 25% of the contract amount for the participation and utilization of
Minority-Owned, Women-Owned, Disadvantaged and Evanston-based businesses
(M/W/D/EBEs) in completing a portion of the services required by the City. All respondents
must submit a statement of the proposed involvement of M/W/D/EBEs in completing a
portion of the required services. Provide a copy of the certification for M/W/D/EBEs that will
assist in achieving the M/W/D/EBE goal with your submittal as well as the appropriate
M/W/D/EBE forms or Request for Waiver. Any questions regarding M/W/D/EBE compliance
should be submitted in writing to Tammi Nunez Purchasing Manager at
tnunez@cityofevanston.org.
7.0 EVALUATION CRITERIA
The City will select the successful firm through an evaluation process based on the firm
meeting the specifications which are outlined in this RFP. A review committee will review in
detail all proposals that are received. During the evaluation process, the City may require a
Proposer’s representative to answer questions with regard to the proposal and/or make a
formal presentation to the review committee. The review committee will make a
recommendation to award the contract based on the criteria set forth below. This contract
will be forwarded to the City Council for final approval.
The evaluation criteria listed below will be used in the selection of the successful Proposer.
A. Qualifications and Expertise
B. Price
C. Organization and Completeness of Proposal
D. Willingness to Execute the City of Evanston’s Professional Services Agreement
E. M/W/D/EBE Participation
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
12
Revised 03-02-2023
8.0 SELECTION PROCESS
The City will select a firm on the basis of the responsiveness of the proposal to the RFP
submittal requirements, the evaluation criteria stated above and the demonstrated
willingness to execute an acceptable written contract. The City reserves the right to reject
any or all proposals, and to request written clarification of proposals and supp orting
materials from the Proposer.
While it is the intent of the City to award a single firm, the City reserves the right to award in
part or in whole and to select multiple firms and/or individuals, depending on whichever
decision is deemed to be most advantageous to the City.
Responses may be rejected if the firm fails to perform any of the following:
A. Adhere to one or more of the provisions established in this Request for Proposal.
B. Demonstrate competence, experience, and the ability to provide the services
described in this Request for Proposal.
C. Submit a response on or before the deadline and complete all required forms.
D. To fulfill a request for an oral presentation.
E. To respond to a written request for additional information.
Discussions and/or interviews may be conducted with responsible firms that have submitted
proposals in order to clarify certain elements. All proposals shall be afforded fair and equal
treatment with respect to any opportunity for clarification. In conduct ing discussion, there
shall be no disclosure of information derived from proposals submitted by competing firms.
The selection shall be done by the City’s review committee and will be recommended to the
City Council for final approval.
If the City is unable to reach any sort of agreement with the selected firm, the City will
discontinue negotiations with the selected firm and begin negotiations with the firm ranked
second and so on until agreement is reached.
The firm to be recommended to the City Council will be the one whose proposal is
determined to be the most advantageous to the City in consideration of price and all other
evaluation factors which are set forth in this Request for Proposal No other factors or criteria
not listed in this RFP shall be used in the evaluation.
9.0 PROPOSED SCHEDULE
The tentative schedule for this RFP and project process is as follows:
1. RFP issued May 22,
2025
2. Non-mandatory Pre-Proposal Conference and walk thru June 06, 2025
3. Last Day to submit questions
June 13, 2025
4. Final Addendum Issued
June 18, 2025
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
13
Revised 03-02-2023
5. RFP Submission Due Date
June 24, 2025
6. City Council Award of Contract
August 18, 2025
7. Contract Effective
September 2025
10.0 QUESTIONS REGARDING RFP
All questions related to this RFP should be submitted in writing to Linda Thomas,
Purchasing Specialist at Lithomas@cityofevanston.org with a copy to Linnea Latimer,
llatimer@cityofevanston.org.
11.0 GENERAL TERMS AND CONDITIONS
A. Confidentiality
In connection with this Agreement, City may provide Consultant with information to enable
Consultant to render the Services hereunder, or Consultant may develop confidential
information for City. Consultant agrees (i) to treat, and to obligate Consultant’s employees
to treat, as secret and confidential all such information whether or not identified by City as
confidential, (ii) not to disclose any such information or make available any reports,
recommendations and /or conclusions which Consultant may make for City to any person,
firm or corporation or use the same in any manner whatsoever without first obtaining City’s
written approval, and (iii) not to disclose to City any information obtained by Consultant on a
confidential basis from any third party unless Consultant shall have first recei ved written
permission from such third party to disclose such information.
Pursuant to the Illinois Freedom of Information Act, 5 ILCS 140/7(2), records in the
possession of others whom the City has contracted with to perform a governmental function
are covered by the Act and subject to disclosure within limited statutory timeframes (five (5)
working days with a possible five (5) working day extension). Upon notification from the City
that it has received a Freedom of Information Act request that calls fo r records within the
Consultant’s control, the Consultant shall promptly provide all requested records to the City
so that the City may comply with the request within the required timeframe. The City and the
Consultant shall cooperate to determine what rec ords are subject to such a request and
whether or not any exemption to the disclosure of such records or part thereof is applicable.
The Purchasing Specialist will endeavor to advise the firm of any request for the disclosure
of the material so marked with “TRADE SECRET”, “CONFIDENTIAL”, or “PROPRIETARY”,
and give the firm or other submitting party the opportunity to seek a court order to protect
such materials from disclosure. If the requested material was submitted by a party other
than the firm, then the firm shall be solely responsible for notifying the submitting party of
the request. The City’s sole responsibility is to notify the firm of the request for disclosure,
and the City shall not be liable for any damages resulting out of such disclosure, whether
such disclosure is deemed required by law, by an order of court or administrative agency, or
occurs through inadvertence, mistake, negligence on the part of the City or its officers, or
employees.
B. Withdrawal of Proposal
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
14
Revised 03-02-2023
Proposals may be withdrawn prior to the submittal deadline. Withdrawal may be attained by
written request; however, no offer can be withdrawn within the ninety (90) day period which
occurs after the time is set for closing. Proposers who withdraw their proposals prior to the
designated date and time may still submit another proposal if done in accordance with the
proper time frame.
C. Exceptions to Specifications
Exceptions to these specifications shall be listed and explained on a separate page titled
“Exceptions to Specifications”, which shall be prepared by the Proposer. This page shall
then be attached to these documents and submitted at the same time as the proposal. Each
exception must refer to the page number and paragraph to which it is relevant. The nature
and reasoning of each exception shall be explained in its entirety. Any exceptions to these
specifications may be cause for rejection of the proposal.
D. Hold Harmless
Consultant shall defend, indemnify and hold harmless the City and its officers, elected and
appointed officials, agents, and employees from any and all liability, losses, or damages as
a result of claims, demands, suits, actions, or proceedings of any kind or nature, including
but not limited to costs, and fees, including attorney’s fees, judgments or sett lements,
resulting from or arising out of any negligent or willful act or omission on the part of the
Consultant or Consultant’s sub-contractors, employees, agents or sub-contractors during
the performance of this Agreement. Such indemnification shall not be limited by reason of
the enumeration of any insurance coverage herein provided. This provision shall survive
completion, expiration, or termination of this Agreement.
Nothing contained herein shall be construed as prohibiting the City, or its officers, agents, or
employees, from defending through the selection and use of their own agents, attorneys,
and experts, any claims, actions or suits brought against them. The Consultant shall be
liable for the costs, fees, and expenses incurred in the defense of any such claims, actions,
or suits. Nothing herein shall be construed as a limitation or waiver of defenses available to
the City and employees and agents, including but not limited to the Illinois Local
Governmental and Governmental Employees Tort Immunity Act, 745 ILCS 10/1-101 et seq.
At the City Corporation Counsel’s option, Consultant must defend all suits brought upon all
such Losses and must pay all costs and expenses incidental to them, but the City has the
right, at its option, to participate, at its own cost, in the defense of any suit, without relieving
Consultant of any of its obligations under this Agreement. Any settlement of any claim or
suit related to this Agreement by Consultant must be made only with the prior written
consent of the City Corporation Counsel, if the settlement requires any action on the part of
the City.
To the extent permissible by law, Consultant waives any limits to the amount of its
obligations to indemnify, defend, or contribute to any sums due under any Losses, inclu ding
any claim by any employee of Consultant that may be subject to the Illinois Workers
Compensation Act, 820 ILCS 305/1 et seq. or any other related law or judicial decision,
including but not limited to, Kotecki v. Cyclops Welding Corporation, 146 Ill. 2d 155 (1991).
The City, however, does not waive any limitations it may have on its liability under the Illinois
Workers Compensation Act, the Illinois Pension Code or any other statute.
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
15
Revised 03-02-2023
Consultant shall be responsible for any losses and costs to repair or remedy work
performed under this Agreement resulting from or arising out of any act or omission,
neglect, or misconduct in the performance of its Work or its sub -consultants’ work.
Acceptance of the work by the City will not relieve the Consultant of the responsibility for
subsequent correction of any such error, omissions and/or negligent acts or of its liability for
loss or damage resulting therefrom. All provisions of this Section sha ll survive completion,
expiration, or termination of this Agreement.
E. Addenda
Any and all changes to these documents are valid only if they are included via written
addendum to all respondents. Each respondent should acknowledge receipt of any
addenda by indicating the same in their proposal submission. Each respondent
acknowledging receipt of any addenda is responsible for the contents of the addenda and
any changes to the proposal therein. Failure to acknowledge any addenda may cause the
proposal to be rejected. Addenda information is available over the internet at City of
Evanston Notices & Documents or www.demandstar.com, or by contacting the Purchasing
Office, 847-866-2935.
F. Term
The contract is for one (1) year with one (1) year option to renew. The City may terminate a
contract for either cause or convenience.
G. Non-Appropriation of Funds
The City of Evanston reserves the right to terminate in whole or in part of the contract in the
event that insufficient funds to complete the contract are appropriated by Evanston City
Council.
H. Property of the City
All discoveries and documents produced as a result of any service or project undertaken on
behalf of the City of Evanston shall become the property of the City.
I. Payment Terms
The consultant shall submit invoices detailing the services provided, project, professional
staff, and hours. Payment shall be made in accordance with the Local Government Prompt
Payment Act. Please note that failure to provide a detailed invoice could result in delay of
payment and include termination of any agreement.
J. Disclosures and Potential Conflicts of Interest
The City of Evanston’s Code of Ethics prohibits public officials or employees from
performing or participating in an official act or action with regard to a transaction in which he
has or knows he will thereafter acquire an interest for profit, without ful l public disclosure of
such interest. This disclosure requirement extends to the spouse, children and
grandchildren, and their spouses, parents and the parents of a spouse, and brothers and
sisters and their spouses.
To ensure full and fair consideration of all proposals, the City of Evanston requires all
Proposers including owners or employees to investigate whether a potential or actual
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
16
Revised 03-02-2023
conflict of interest exists between the Proposer and the City of Evanston, its officials, and/or
employees. If the Proposer discovers a potential or actual conflict of interest, the Proposer
must disclose the conflict of interest in its proposal, identifying the name of the City of
Evanston official or employee with whom the conflict may exist, the nature of the conflict of
interest, and any other relevant information. The existence of a potential or actual conflict of
interest does NOT, on its own, disqualify the disclosing Proposer from
consideration. Information provided by Proposers in this regard will allow the City of
Evanston to take appropriate measures to ensure the fairness of the proposal process.
The City requires all Proposers to submit a certification, enclosed with this RFP, that the
Proposer has conducted the appropriate investigation and disclosed all pot ential or actual
conflicts of interest.
K. Protests
Any actual or prospective Proposer, who is aggrieved in connection with the solicitation or
award of a contract, may protest to the Purchasing Office. The protest shall be submitted in
writing within ten (10) calendar days after such aggrieved person knows or should have
known of the facts giving rise thereto.
▪ The Proposer shall submit any protests or claims regarding this solicitation to the
Purchasing Office.
▪ A pre-bid protest must be filed five (5) days before the bid opening or proposal
submission.
▪ A pre-award protest must be filed no later than ten (10) days after the bid opening
date or proposal deadline.
▪ A post-award protest must be filed no later than ten (10) days after the award of the
Contract.
All claims by a Proposer against the City relating to a contract shall be submitted in writing
to the Purchasing Specialist. The City will only consider protests that are properly and timely
submitted.
All protests or claims must set forth the name and address of the protester, the contract
number, the grounds for the protest or claim, and the course of action that the protesting
party desires the Purchasing Specialist to take. Statements shall be sworn and submitted
under penalty of perjury.
L. Authority To Resolve Protests And Contract Claims
Protests: The Purchasing Specialist shall have the authority to consider and resolve a
protest of an aggrieved Proposer, actual or prospective, concerning the solicitation or award
of a contract. The City shall issue a written decision and that decision is final.
Contract Claims: The Purchasing Specialist, after consulting with Corporation Counsel, shall
have the authority to resolve contract claims, subject to the approval of the City Manager or
City Council, as applicable, regarding any settlement that will result in a change order or
contract modification.
Each Proposer, by submitting a response to this RFP, expressly recognizes the limitations
on its rights to protest provided in this Section and expressly waives all other rights and
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
17
Revised 03-02-2023
remedies and agrees that the decision on the protest is final and conclusi ve. If a Proposer
disregards, disputes or does not follow the exclusive protest remedies provided in this
Section, it shall indemnify and hold the City and its officers, employees, agents and
consultants harmless from and against all liabilities, fees and costs, including legal and
consultant fees and costs, and damages incurred or suffered as a result of such Proposer’s
actions. Each Proposer, by submitting a response to this RFP, shall be deemed to have
irrevocably and unconditionally agreed to this indem nity obligation.
M. Litigation
For purposes of this Section, the following terms are defined as follows:
“issue” means any prior or pending litigation or investigation, either civil or criminal, or any
governmental agency action or proceeding (the “issue”), which may affect the performance
of the services to be rendered herein. For purposes of this Section, an “issue” shall also
include any criminal, civil, or administrative penalty or finding imposed against any covered
individual. An issue occurring within seven (7) years of the date preceding the date of the
Proposer’s response shall be disclosed by the Proposer.
“covered individual” means any principal, president, managing partner, or vice -president,
affiliated in any way with the Firm, and the Firm’s employees or sub-contractors.
All proposers shall identify and describe with particularity any issue. The City, and not
Proposer, has the sole discretion to determine whether an issue may affect the performance
of the services. Failure of any Proposer to comply with this mandatory obligation shall, at
the City’s sole discretion, result in the Proposer’s response being deemed non -responsive
and not responsible. Failure of any Proposer to comply with the obligation specified herein
may result in the voiding any subsequent contract award to Proposer if the City discovers
upon the exercise of its customary due diligence that Proposer failed to comply with the
mandatory obligation in this Section. The City reserves all rights to take any other actions in
the case of a Proposer’s non-compliance with this Section.
N. Sub-contractors
If any firm submitting a proposal intends on sub -contracting out all or any portion of the
engagement, that fact, and the name of the proposed sub-contracting firm(s) must be clearly
disclosed in the proposal. Following the award of the contract, no additional sub -contracting
will be allowed without the prior written consent of the City of Evanston.
O. Contact with City Personnel
All Proposers are prohibited from making any contact with the City Manager, City Council, or
any other official or employee of the City with regard to the Project, other than in the manner
and to the person(s) designated herein. The Purchasing Specialist reserves the right to
disqualify any Proposer found to have contacted City Personnel in any manner with regard
to the Project. Additionally, if it is determined that the contact with City Personnel was in
violation of any provision of 720 ILCS 5/33EE, the matter may be referred to the Cook
County State’s Attorney for review and prosecution.
P. Costs Incurred
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
18
Revised 03-02-2023
The City of Evanston assumes no responsibility or liability for costs incurred by the Proposer
prior to the execution of a contract. This includes costs incurred by the Proposer as a result
of preparing a response to this RFP.
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
19
Revised 03-02-2023
Price Cost Form
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
20
Revised 03-02-2023
Exhibit A
DISCLOSURE OF OWNERSHIP INTERESTS
The City of Evanston Code Section 1-18-1 et seq. requires all persons (APPLICANT)
seeking to do business with the City to provide the following information with their proposal.
Every question must be answered. If the question is not applicable, answer with "NA".
APPLICANT NAME: ______________________________________
APPLICANT ADDRESS: ______________________________________
TELEPHONE NUMBER: ______________________________________
FAX NUMBER: ______________________________________
APPLICANT is (Check One)
( ) Corporation
( ) Partnership
( ) Sole Owner
( ) Association
Other ( ) ________________________________________________________
Please answer the following questions on a separate attached sheet if necessary.
SECTION I CORPORATION
1a. Names and addresses of all Officers and Directors of Corporation.
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
1b. (Answer only if the corporation has 33 or more shareholders.)
Names and addresses of all those shareholders owning shares equal to or in excess of 3%
of the proportionate ownership interest and the percentage of shareholder interest. (Note:
Corporations which submit S.E.C. form 10K may substitute that sta tement for the material
required herein.)
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
21
Revised 03-02-2023
1c. (Answer only if the corporation has fewer than 33 shareholders.)
Names and addresses of all shareholders and percentage of interest of each herein. (Note:
Corporations which submit S.E.C. form 10K may substitute that statement for the material
requested herein.)
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
SECTION 2 PARTNERSHIP/ASSOCIATION/JOINT VENTURE
2a. The name, address, and percentage of interest of each partner whose interests
therein, whether limited or general, is equal to or in excess of 3%.
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
2b. Associations: The name and address of all officers, directors, and other members
with 3% or greater interest.
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
SECTION 3 - TRUSTS
3a. Trust number and institution.
______________________________________________________________________
3b. Name and address of trustee or estate administrator.
______________________________________________________________________
______________________________________________________________________
3c. Trust or estate beneficiaries: Name, address, and percentage of interest in total
entity.
______________________________________________________________________
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
22
Revised 03-02-2023
______________________________________________________________________
SECTION 4 ALL APPLICANTS - ADDITIONAL DISCLOSURE
4a. Specify which, if any, interests disclosed in Section 1, 2, or 3 are being held by an
agent or nominee, and give the name and address of principal.
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
4b. If any interest named in Section 1,2, or 3 is being held by a "holding" corporation or
other "holding" entity not an individual, state the names and addresses of all parties holding
more than a 3% interest in that "holding" corporation or entity as required in 1(a), 1(b), 1(c),
2(a), and 2(b).
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
4c. If "constructive control" of any interest named in Sections 1,2, 3, or 4 is held by
another party, give the name and address of the party with constructive control.
("Constructive control" refers to control established through voting trusts, proxies, or special
terms of venture or partnership agreements.)
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
I have not withheld disclosure of any interest known to me. Information provided is accurate
and current.
______________________ ______________________________________
Date Signature of Person Preparing Statement
_____________________________
Title
ATTEST:_______________________
Notary Public
(Notary Seal)
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
23
Revised 03-02-2023
Commission Expires: _____________
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
24
Revised 03-02-2023
EXHIBIT B
ADDITIONAL INFORMATION SHEET
Proposal Name: _______________________________________________
Proposal Number #: _________________________________________________
Company Name: __________________________________________________
Contact Name: ___________________________________________________
Address: ________________________________________________________
City,State, Zip: ____________________________________________________
Telephone/FAX: #_________________________________________________
E-mail: __________________________________________________________
Comments: _____________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
________________________________________________________________
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
25
Revised 03-02-2023
Exhibit C
CONFLICT OF INTEREST FORM
___________________________________________________, hereby certifies that it has
conducted an investigation into whether an actual or potential conflict of interest exists
between the bidder, its owners and employees and any official or employee of the City of
Evanston.
Proposer further certifies that it has disclosed any such actual or potential conflict of intere st
and acknowledges if bidder/Proposer has not disclosed any actual or potential conflict of
interest, the City of Evanston may disqualify the bid/proposal.
______________________________________________________________________
(Name of Bidder/Proposer if the Bidder/Proposer is an Individual)
(Name of Partner if the Bidder/Proposer is a Partnership)
(Name of Officer if the Bidder/Proposer is a Corporation)
The above statements must be subscribed and sworn to before a notary public. Subscribed
and Sworn to this _____ day of ______________, 20
Notary Public
Failure to complete and return this form may be considered sufficient reason for rejection of
the bid / proposal.
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
26
Revised 03-02-2023
Exhibit D
ACKNOWLEDGEMENT OF UNDERSTANDING
THE SECTION BELOW MUST BE COMPLETED IN FULL AND SIGNED
Authorized
Signature:
Company
Name:
Typed/Printed
Name:
Date:
Title: Telephone
Number:
Email: Fax
Number:
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
27
Revised 03-02-2023
Exhibit E
ANTI-COLLUSION AFFIDAVIT AND PROPOSER’S CERTIFICATION
______________________________________, being first duly sworn,
deposes and says that he is ________________________________________
(Partner, Officer, Owner, Etc.)
of ________________________________
(Proposer)
The party making the foregoing proposal or bid, that such bid is genuine and not collusive,
or sham; that said bidder has not colluded, conspired, connived or agreed, directly or
indirectly, with any bidder or person, to put in a sham bid or to refrain from bidding, and has
not in any manner, directly or indirectly, sought by agreement or collusion, or
communication or conference with any person; to fix the bid price element of said bid, or of
that of any other bidder, or to secure any advantage against any other bidder or any person
interested in the proposed contract.
The undersigned certifies that he is not barred from bidding on this contract as a result of a
conviction for the violation of State laws prohibiting bid-rigging or bid-rotating.
(Name of Bidder if the Bidder is an Individual)
(Name of Partner if the Bidder is a Partnership)
(Name of Officer if the Bidder is a Corporation)
The above statements must be subscribed a sworn to before a notary public.
Subscribed and Sworn to this ________ day of _____________________, 20
__________________________________________
Notary Public
Commission Expires: ________________________
Failure to complete and return this form may be considered sufficient reason for rejection of
the bid.
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
28
Revised 03-02-2023
EXHIBIT F
CITY OF EVANSTON M/W/D/EBE POLICY
A City of Evanston goal is to provide contracting and sub -contracting opportunities to
Minority Business Enterprises, Women Business Enterprises, Disadvantaged and Evanston
Business Enterprises. The goal of the Minority, Women, Disadvantaged and Evanston
Business Enterprise Program (M/W/D/EBE) is to assist such businesses with opportunities
to grow. To assist such growth, the City’s goal is to have general contractors utilize
M/W/D/EBEs to perform no less than 25% of the awarded contract.
Firms bidding on projects with the City must work to meet the 25% goal or request a waiver
from participation. It is advised that bidders place advertisements requesting sub -
contractors and that they email or contact individual firms that would be appropriate to
partner in response to the project. For samples of possible advertisements, see the City of
Evanston’s Business Diversity Section http://www.cityofevanston.org/business/business-
diversity/ (Sample Advertisement ). If you request a paper copy of the additional
documents, it will be available free of charge from the Purchasing Office, 2100 Ridge Road
Suite 4200, Evanston, IL 60201.
If a bidder is unable to meet the required M/W/D/EBE goal, the Bidder must seek a waiver
or modification of the goal on the attached forms. Bidder must i nclude:
1. A narrative describing the Bidder’s efforts to secure M/W/D/EBE participation prior to
the bid opening.
2. Documentation of each of the assist agencies that were contacted, the date and
individual who was contacted, and the result of the conversation (see form)
3. A letter attesting to instances where the bidder has not received inquiries/proposals
from qualified M/W/D/EBEs
4. Names of owners, addresses, telephone numbers, date and time and method of
contact of qualified M/W/D/EBE who submitted a proposal but was not found acceptable.
5. Names of owners, addresses, telephone numbers, date and time of contact of at
least 15 qualified M/W/D/EBEs the bidder solicited for proposals for work directly related to
the Bid prior to the bid opening (copies must be attache d).
If a bidder is selected with a Sub-contractor listed to meet the M/W/D/EBE goal, a “monthly
utilization report” will be due to the City prior to each payment being issued to the
Contractor. This report will include documentation of the name of the fi rm hired, the type of
work that firm performed, etc. Should the M/W/D/EBE not be paid according to the
schedule proposed in this document, the City reserves the right to cancel the contract.
Examples of this monthly form can be found on the City’s websit e:
http://www.cityofevanston.org/business/business-diversity/ (MWDEBE Monthly Utilization
Report).
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
29
Revised 03-02-2023
EXHIBIT G
M/W/D/EBE PARTICIPATION COMPLIANCE FORM
I do hereby certify that
_________________________________________________ (Name of firm) intends to
participate as a Subcontractor or General Contractor on the project referenced above.
This firm is a (check only one):
______ Minority Business Enterprise (MBE), a firm that is at least 51% managed and
controlled by a minority, certified by a certifying agency within Illinois.
______ Women’s Business Enterprise (WBE), a firm that is at least 51% managed and
controlled by a woman, certified by a certifying agency within Illinois.
______ Disadvantaged Business Enterprise (DBE), a firm that is at least 51%
managed and controlled by a disadvantaged, certified by a certifying agency within Illinois.
______ Evanston Based Enterprise (EBE), a firm located in Evanston for a minim um
of one year and which performs a “commercially useful function”.
Total proposed price of response $_____________________
Amount to be performed by a M/W/D/EBE $_____________________
Percentage of work to be performed by a M/W/D/EBE _____________________%
Information on the M/W/D/EBE Utilized:
Name __________________________________________________________
Address ____________________________________________________
Phone Number
Signature of firm attesting to participation ____________________________
Title and Date ____________________________________________________
Type of work to be performed ________________________________________
Please attach:
1. Proper certification documentation if applying as a M/W/D/EBE and check the
appropriate box below. This M/W/D/EBE will be applying with documentation from:
❑ Cook County ❒ State of Illinois Certification
❒ Federal Certification ❒ Women’s Business Enterprise National Council ❒ City of
Chicago ❒ Chicago Minority Supplier Development Council
2. Attach business license if applying as an EBE
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
30
Revised 03-02-2023
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
31
Revised 03-02-2023
EXHIBIT G
M/W/D/EBE UTILIZATION SUMMARY REPORT
The following Schedule accurately reflects the value of each MBE/WBE/DBE/EBE sub -
agreement, the amounts of money paid to each to date, and this Pay Request. The total
proposed price of response submitted is _____________________.
MBE/WBE/DBE/EBE
FIRM NAME
FIRM TYPE
(MBE/WBE
/DBE/EBE)
SERVICES
PERFORMED
AMOUNT OF
SUB-
CONTRACT
PERCENT OF
TOTAL
CONTRACT
AMOUNT
TOTAL
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
32
Revised 03-02-2023
Exhibit H
M/W/D/EBE PARTICIPATION WAIVER REQUEST
I am ___ of _____, and I have
authority to
(Title) (Name of Firm)
execute this certification on behalf of the firm. I ___________ do
(Name)
hereby certify that this firm seeks to waive all or part of this M/W/D/EBE participation goal
for the following reason(s):
(CHECK ALL THAT APPLY. SPECIFIC SUPPORTING DOCUMENTATION MUST BE
ATTACHED.)
______ 1. No M/W/D/EBEs responded to our invitation to bid.
______ 2. An insufficient number of firms responded to our invitation to bid.
For #1 & 2, please provide a narrative describing the outreach efforts from your firm
and proof of contacting at least 15 qualified M/W/D/EBEs prior to the bid opening.
Also, please attach the accompanying form with notes regarding contacting the
Assist Agencies.
______ 3. No sub-contracting opportunities exist.
Please attach a written explanation of why sub-contracting is not feasible. Please
provide details supporting your request.
______ 4. M/W/D/EBE participation is impracticable.
Please attach a written explanation of why M/W/D/EBE participation is impracticabl e.
Please provide details supporting your request.
Therefore, we request to waive _____of the 25% utilization goal for a revised goal of
_____%.
Signature: Date:
(Signature)
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
33
Revised 03-02-2023
EXHIBIT I
M/W/D/EBE Assistance Organizations (“Assist Agencies”) Form
Association of Asian Construction
Enterprises (AACE)
Black Contractors United (BCU)
Chicago Minority Business
Development Council
Evanston Minority Business
Consortium, Inc.
Federation of Women Contractors
Hispanic American Construction
Industry (HACIA)
Women’s Business Development Ctr.
PLEASE NOTE: Use of M/W/D/EBE Assistance Organizations (“Assist Agencies”) Form
and agencies are for use as a resource only. The agencies and or vendors listed are not referrals or
recommendations by the City of Evanston.
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
34
Revised 03-02-2023
Exhibit J
Professional Services Agreement Acknowledgement Page
The City has attached its standard professional services agreement as an exhibit to this
RFP. Identify all exceptions to the agreement that would prevent your firm from executing it .
The City shall not consider or negotiate regarding exceptions submitted at any time
after the submission of the Proposer’s response. Please check one of the following
statements:
____I have read the professional services agreement and plan on executing the agreement
without any exceptions.
My firm cannot execute the City’s standard professional service agreement unless the
exceptions noted below or in the attached sample profess ional services agreement are
made.
***Please be aware that submitting exceptions to the contract may impact the
likelihood of your firm being selected to perform this work.
List exceptions in the area below:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________
Authorized
Signature:
Company
Name:
Typed/Printed
Name and Title:
Date
:
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
35
Revised 03-02-2023
Exhibit J
Consultant Certification and Verification
I certify in accordance with the Professional Services Agreement, the agents, employees
and subcontractors of [CONSULTANT FIRM] are in compliance and will comply with City
work rules and policies applicable to City employees while they are on City property,
including the City’s Workplace Harassment Policy; COVID-19 Vaccination Policy; and
Sexual Harassment Policy. I further certify that the agents, employees and subcontractors
of [CONSULTANT FIRM] are in compliance with OSHA emergency temporary standard to
protect workers from coronavirus.
CONSULTANT:
By ________________________
Its: ________________________
FEIN Number: _______________
Date: _______________________
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
36
Revised 03-02-2023
Exhibit J
CITY OF EVANSTON
PROFESSIONAL SERVICES AGREEMENT
The parties referenced herein desire to enter into an agreement for professional services for
Civic Platform Upgrade II
RFP Number: 25-30
THIS AGREEMENT (hereinafter referred to as the “Agreement”) entered into this 25th day
of November, 2025, between the City of Evanston, an Illinois municipal corporation with
offices located at 900 Davis Street, Evanston Illinois 60201 (hereinafter referred to as the
“City”), and TruePoint Solutions, with offices located at 950 East State Highway 114, Suite
105 Southlake, TX 76092, (hereinafter referred to as the “Consultant”). Compensation for
all basic Services (“the Services”) provided by the Consultant pursuant to the terms of this
Agreement shall not exceed $668,392.
I. COMMENCEMENT DATE
Consultant shall commence the Services on December 1, 2025 or no later than three
(3) DAYS AFTER City executes and delivers this Agreement to Consultant.
II. COMPLETION DATE
Consultant shall complete the Services by November 30, 2026. If this Agreement provides
for renewals after an initial term, no renewal shall begin until agreed to in writing by both
parties prior to the completion date of this Agreement.
III. PAYMENTS
City shall pay Consultant those fees as provided here: Payment shall be made upon
the completion of each task for a project, as set forth in Exhibit A – Project
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
37
Revised 03-02-2023
Milestones and Deliverables. Any expenses in addition to those set forth here must
be specifically approved by the City in writing in advance.
IV. DESCRIPTION OF SERVICES
Consultant shall perform the services (the “Services”) set forth here: Services are those as
defined in Exhibit A, the City’s Request for Proposal/Qualifications No. # 25-30 (Exhibit B)
and Consultant’s Response to the Proposal (Exhibit C). Services may include, if any, other
documented discussions and agreements regarding scope of work and cost (Exhibit D).
V. GENERAL PROVISIONS
A. Services. Consultant shall perform the Services in a professional and workmanlike
manner. All Services performed and documentation (regardless of format) provided by
Consultant shall be in accordance with the standards of reasonable care and skill of the
profession, free from errors or omissions, amb iguities, coordination problems, and other
defects. Consultant shall take into account any and all applicable plans and/or
specifications furnished by City, or by others at City’s direction or request, to Consultant
during the term of this Agreement. All materials, buildings, structures, or equipment
designed or selected by Consultant shall be workable and fit for the intended use thereof,
and will comply with all applicable governmental requirements. Consultant shall require its
employees to observe the working hours, rules, security regulations and holiday schedules
of City while working and to perform its Services in a manner which does not unreasonably
interfere with the City’s business and operations, or the business and operations of other
tenants and occupants in the City which may be affected by the work relative to this
Agreement. Consultant shall take all necessary precautions to assure the safety of its
employees who are engaged in the performance of the Services, all equipment and supplies
used in connection therewith, and all property of City or other parties that may be affected in
connection therewith. If requested by City, Consultant shall promptly replace any employee
or agent performing the Services if, in the opinion of the City, the performance of the
employee or agent is unsatisfactory.
Consultant is responsible for conforming its final work product to generally accepted
professional standards for all work performed pursuant to this Agreement. Nothing in this
Agreement accords any third-party beneficiary rights whatsoever to any non -party to this
Agreement that any non-party may seek to enforce. Consultant acknowledges and agrees
that should Consultant or its sub-consultants provide false information, or fail to be or
remain in compliance with this Agreement; the City may void this Agree ment. The
Consultant warrants and states that it has read the Contract Documents, and agrees to be
bound thereby, including all performance guarantees as respects Consultant’s work and all
indemnity and insurance requirements.
The Consultant shall obtain prior approval from the City prior to sub-contracting with any
entity or person to perform any of the work required under this Agreement. If the Consultant
sub-contracts any of the services to be performed under this Agreement, the sub -consultant
agreement shall provide that the services to be performed under any such agreement shall
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
38
Revised 03-02-2023
not be sublet, sold, transferred, assigned or otherwise disposed of to another entity or
person without the City’s prior written consent. The Consultant shall be responsible f or the
accuracy and quality of any sub-consultant’s work.
All sub-consultant agreements shall include verbatim or by reference the provisions in this
Agreement binding upon Consultant as to all Services provided by this Agreement, such
that it is binding upon each and every sub-consultant that does work or provides Services
under this Agreement.
The Consultant shall cooperate fully with the City, other City contractors, other municipalities
and local government officials, public utility companies, and others, as may be directed by
the City. This shall include attendance at meetings, discussions and hearings as requested
by the City. This cooperation shall extend to any investigation, hearings or meetings
convened or instituted by the City, any of its depar tments, and/or OSHA relative to this
Project, as necessary. Consultant shall cooperate with the City in scheduling and performing
its Work to avoid conflict, delay in or interference with the work of others, if any, at the
Project.
Except as otherwise provided herein, the nature and scope of Services specified in this
Agreement may only be modified by a writing approved by both parties. This Agreement
may be modified or amended from time to time provided, however, that no such amendment
or modification shall be effective unless reduced to writing and duly authorized and signed
by the authorized representatives of the parties.
B. Representation and Warranties. Consultant represents and warrants that: (1)
Consultant possesses and will keep in force all requi red licenses to perform the Services;
(2) the employees of Consultant performing the Services are fully qualified, licensed as
required, and skilled to perform the Services.
C. Breach/Default. Any one of the following events shall be deemed an event of
default hereunder by Consultant, subject to Consultant’s right to cure:
1. Failure to perform the Services as defined in Paragraph A above and contained
within Exhibit A;
2. Failure to comply with any other of the General Provisions contained within this
contract.
Consultant, within thirty (30) days, shall have the right to cure any default herein listed at its
own expense, including completion of Services or the replacement or termination of any
agent, employee, or sub-contractor as a result of any violation of the General Provisions
contained herein.
D. Remedy. City does not waive any right to exercise any option to cure any breach
or default on the part of contractor, including but not limited to injunctive relief, an action in
law or equity or termination of this Agreement as outlined in Paragraph E of this section.
E. Termination. City may, at any time, with or without cause, terminate this Agreement
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
39
Revised 03-02-2023
upon seven (7) days written notice to Consultant. If the City terminates this agreement, the
City will make payment to Consultant for Services performed prior to termination. Payments
made by the City pursuant to this Agreement are subject to sufficient appropriations made
by the City of Evanston City Council. In the event of termination resulting from non -
appropriation or insufficient appropriation by the City Council, the City’s obligations
hereunder shall cease and there shall be no penalty or further payment required. In the
event of an emergency or threat to the life, safety or welfare of the citizens of the City, the
City shall have the right to terminate this Agreement without prior written notice. Within thirty
(30) days of termination of this Agreement, the Consultant shall turn over to the City any
documents, drafts, and materials, including but not limited to, outstanding work product,
data, studies, test results, source documents, AutoCAD Version 2007, PDF, ARTView,
Word, Excel spreadsheets, technical specifications and calculations, and any other such
items specifically identified by the City related to the Services herein.
F. Independent Consultant. Consultant’s status shall be that of an independent
Consultant and not that of a servant, agent, or employee of the City. Consultant shall not
hold Consultant out, nor claim to be acting, as a servant, agent or employee of City.
Consultant is not authorized to, and shall not, make or undertake any agreement,
understanding, waiver or representation on behalf of City. Consultant shall at its own
expense comply with all applicable workers compensation, unemployment insurance,
employer’s liability, tax withholding, minimum wage and hour, and other federal, state,
county and municipal laws, ordinances, rules, regulations and orders. Consultant shall
require its employees to observe the working hours, rules, security regulations and holiday
schedules of City, including but not limited to all policies and work rules applicable to City
employees while on City property such as the Workplace Harassment Policy; COVID-19
Vaccination Policy; and Drug and Alcohol Policy. Consultant agrees to abide by the
Occupational Safety & Health Act of 1970 (OSHA), and as the same may be amended from
time to time, applicable state and municipal safe ty and health laws and all regulations
pursuant thereto. Consultant shall certify that its agents, employees and subcontractors are
in compliance with City work rules applicable to City employees while on City property.
Failure to certify or violation of work rules is subject to the Default provisions of Paragraph
C.
G. Conflict of Interest. Consultant represents and warrants that no prior or present
services provided by Consultant to third parties conflict with the interests of City in respect to
the Services being provided hereunder except as shall have been expressly disclosed in
writing by Consultant to City and consented to in writing to City.
H. Ownership of Documents and Other Materials. All originals, duplicates and
negatives of all plans, drawings, reports, photographs, charts, programs, models,
specimens, specifications, AutoCAD Version 2007, Excel spreadsheets, PDF, and other
documents or materials required to be furnished by Consultant hereunder, including drafts
and reproduction copies thereof, shall be and remain the exclusive property of City, and City
shall have the unlimited right to publish and use all or any part of the same without payment
of any additional royalty, charge, or other compensation to Consultant. Upon the
termination of this Agreement, or upon request of City, during any stage of the Services,
Consultant shall promptly deliver all such materials to City. Consultant shall not publish,
transfer, license or, except in connection with carrying out obligations under this Agreemen t,
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
40
Revised 03-02-2023
use or reuse all or any part of such reports and other documents, including working pages,
without the prior written approval of City, provided, however, that Consultant may retain
copies of the same for Consultant’s own general reference.
I. Payment. Invoices for payment shall be submitted by Consultant to City at the
address set forth above, together with reasonable supporting documentation, City may
require such additional supporting documentation as City reasonably deems necessary or
desirable. Payment shall be made in accordance with the Illinois Local Government Prompt
Payment Act, after City’s receipt of an invoice and all such supporting documentation.
J. Right to Audit. Consultant shall for a period of three years following performance of
the Services, keep and make available for the inspection, examination and audit by City or
City’s authorized employees, agents or representatives, at all reasonable time, all records
respecting the services and expenses incurred by Consultant, including without limitation, all
book, accounts, memoranda, receipts, ledgers, canceled checks, and any other documents
indicating, documenting, verifying or substantiating the cost and appropriateness of any and
all expenses. If any invoice submitted by Consultant is found to have been overstated,
Consultant shall provide City an immediate refund of the overpayment together with interest
at the highest rate permitted by applicable law, and shall reimburse all of City’s expenses for
and in connection with the audit respecting such invoice.
K. Indemnity. Consultant shall defend, indemnify and hold harmless the City and its
officers, elected and appointed officials, agents, and employees from any and all liability,
losses, or damages as a result of claims, demands, suits, action s, or proceedings of any
kind or nature, including but not limited to costs, and fees, including attorney’s fees,
judgments or settlements, resulting from or arising out of any negligent or willful act or
omission on the part of the Consultant or Consultan t’s sub-contractors, employees, agents
or sub-contractors during the performance of this Agreement. Such indemnification shall not
be limited by reason of the enumeration of any insurance coverage herein provided. This
provision shall survive completion, expiration, or termination of this Agreement.
Nothing contained herein shall be construed as prohibiting the City, or its officers, agents, or
employees, from defending through the selection and use of their own agents, attorneys,
and experts, any claims, actions or suits brought against them. The Consultant shall be
liable for the costs, fees, and expenses incurred in the defense of any such claims, actions,
or suits. Nothing herein shall be construed as a limitation or waiver of defenses available to
the City and employees and agents, including but not limited to the Illinois Local
Governmental and Governmental Employees Tort Immunity Act, 745 ILCS 10/1 -101 et seq.
At the City Corporation Counsel’s option, Consultant must defend all suits brought upon all
such Losses and must pay all costs and expenses incidental to them, but the City has the
right, at its option, to participate, at its own cost, in the defense of any suit, without relieving
Consultant of any of its obligations under this Agreement. Any se ttlement of any claim or
suit related to this Agreement by Consultant must be made only with the prior written
consent of the City Corporation Counsel, if the settlement requires any action on the part of
the City.
To the extent permissible by law, Consultant waives any limits to the amount of its
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
41
Revised 03-02-2023
obligations to indemnify, defend, or contribute to any sums due under any Losses, including
any claim by any employee of Consultant that may be subject to the Illinois Workers
Compensation Act, 820 ILCS 305/1 et seq. or any other related law or judicial decision,
including but not limited to, Kotecki v. Cyclops Welding Corporation, 146 Ill. 2d 155 (1991).
The City, however, does not waive any limitations it may have on its liability under the Illinois
Workers Compensation Act, the Illinois Pension Code or any other statute.
Consultant shall be responsible for any losses and costs to repair or remedy work
performed under this Agreement resulting from or arising out of any act or omission,
neglect, or misconduct in the performance of its Work or its sub-consultants’ work.
Acceptance of the work by the City will not relieve the Consultant of the responsibility for
subsequent correction of any such error, omissions and/or negligent acts or of its liability for
loss or damage resulting therefrom. All provisions of this Section shall survive completion,
expiration, or termination of this Agreement.
L. Insurance. Consultant shall carry and maintain at its own cost with such companies
as are reasonably acceptable to City all necessary liability insurance (which shall include as
a minimum the requirements set forth below) during the term of this Agreement, for
damages caused or contributed to by Consultant, and insuring Consultant against claims
which may arise out of or result from Consultant’s performance or failure to perform the
Services hereunder: (1) worker’s compensation in statutory limits and employer’s liability
insurance in the amount of at least $500,000, (2) comprehensive general liability coverage,
and designating City as additional insured for not less than $3,000,000 combined single limit
for bodily injury, death and property damage, per occurrence, (3) comprehensive automobile
liability insurance covering owned, non-owned and leased vehicles for not less than
$1,000,000 combined single limit for bodily injury, death or property damage, per
occurrence, and (4) errors and omissions or professional liability insurance respecting any
insurable professional services hereunder in the amount of at least $1,000,000. Co nsultant
shall give to the City certificates of insurance for all Services done pursuant to this
Agreement before Consultant performs any Services, and, if requested by City, certified
copies of the policies of insurance evidencing the coverage and amounts set forth in this
Section. The City may also require Consultant to provide copies of the Additional Insured
Endorsement to said policy (ies) which name the City as an Additional Insured for all of
Consultant’s Services and work under this Agreement. Any limitations or modification on
the certificate of insurance issued to the City in compliance with this Section that conflict
with the provisions of this Section shall have no force and effect. Consultant’s certificate of
insurance shall contain a provision that the coverage afforded under the policy(s) will not be
canceled or reduced without thirty (30) days prior written notice (hand delivered or
registered mail) to City. Consultant understands that the acceptance of certificates, policies
and any other documents by the City in no way releases the Consultant and its sub -
contractors from the requirements set forth herein. Consultant expressly agrees to waive its
rights, benefits and entitlements under the “Other Insurance” clause of its commercial
general liability insurance policy as respects the City. In the event Consultant fails to
purchase or procure insurance as required above, the parties expressly agree that
Consultant shall be in default under this Agreement, and that the City may recover all
losses, attorney’s fees and costs expended in pursuing a remedy or reimbursement, at law
or in equity, against Consultant.
Consultant acknowledges and agrees that if it fails to comply with all requirements of this
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
42
Revised 03-02-2023
Section, that the City may void this Agreement.
M. Confidentiality. In connection with this Agreement, City may provide Consultant
with information to enable Consultant to render the Services hereunder, or Consultant may
develop confidential information for City. Consultant agrees (i ) to treat, and to obligate
Consultant’s employees to treat, as secret and confidential all such information whether or
not identified by City as confidential, (ii) not to disclose any such information or make
available any reports, recommendations and /or conclusions which Consultant may make
for City to any person, firm or corporation or use the same in any manner whatsoever
without first obtaining City’s written approval, and (iii) not to disclose to City any information
obtained by Consultant on a confidential basis from any third party unless Consultant shall
have first received written permission from such third party to disclose such information.
Pursuant to the Illinois Freedom of Information Act, 5 ILCS 140/7(2), records in the
possession of others whom the City has contracted with to perform a governmental function
are covered by the Act and subject to disclosure within limited statutory timeframes (five (5)
working days with a possible five (5) working day extension). Upon notification from the C ity
that it has received a Freedom of Information Act request that calls for records within the
Consultant’s control, the Consultant shall promptly provide all requested records to the City
so that the City may comply with the request within the required t imeframe. The City and the
Consultant shall cooperate to determine what records are subject to such a request and
whether or not any exemption to the disclosure of such records or part thereof is applicable.
Vendor shall indemnify and defend the City from and against all claims arising from the
City’s exceptions to disclosing certain records which Vendor may designate as proprietary
or confidential. Compliance by the City with an opinion or a directive from the Illinois Public
Access Counselor or the Attorney General under FOIA, or with a decision or order of Court
with jurisdiction over the City, shall not be a violation of this Section.
N. Use of City’s Name or Picture of Property. Consultant shall not in the course of
performance of this Agreement or thereafter use or permit the use of City’s name nor the
name of any affiliate of City, nor any picture of or reference to its Services in any
advertising, promotional or other materials prepared by or on behalf of Consultant, nor
disclose or transmit the same to any other party.
O. No Assignments or Sub-contracts. Consultant shall not assign or sub-contract all
or any part or its rights or obligations hereunder without City’s express prior written
approval. Any attempt to do so without the City’s prior consent shall, at City’s option, be null
and void and of no force or effect whatsoever. Consultant shall not employ, contract with, or
use the services of any other architect, interior designer, engineer, consultant, special
contractor, or other third party in connection with the performance of the Services without
the prior written consent of City.
P. Compliance with Applicable Statutes, Ordinances and Regulations. In
performing the Services, Consultant shall comply with all applicable federal, state, county,
and municipal statutes, ordinances and regulations, at Consultant’s sole cost and expense,
except to the extent expressly provided to the contrary herein. Whenever the City deems it
reasonably necessary for security reasons, the City may conduct at its own expense,
criminal and driver history background checks of Consultant’s officers, employees, sub-
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
43
Revised 03-02-2023
contractors, or agents. Consultant shall immediately reassign any such individual who in
the opinion of the City does not pass the background check.
Q. Liens and Encumbrances. Consultant, for itself, and on behalf of all sub-
contractors, suppliers, materialmen and others claiming by, through or under Consultant,
hereby waives and releases any and all statutory or common law mechanics’ materialmen’s’
or other such lien claims, or rights to place a lien upon City propert y or any improvements
thereon in connection with any Services performed under or in connection with this
Agreement. Consultant further agrees, as and to the extent of payment made hereunder, to
execute a sworn affidavit respecting the payment and lien rel eases of all sub-contractors,
suppliers and materialmen, and a release of lien respecting the Services at such time or
times and in such form as may be reasonably requested by City. Consultant shall protect
City from all liens for labor performed, material supplied or used by Consultant and/or any
other person in connection with the Services undertaken by consultant hereunder, and shall
not at any time suffer or permit any lien or attachment or encumbrance to be imposed by
any sub-consultant, supplier or materialmen, or other person, firm or corporation, upon City
property or any improvements thereon, by reason or any claim or demand against
Consultant or otherwise in connection with the Services.
R. Notices. Every notice or other communication to be given by either party to the other
with respect to this Agreement, shall be in writing and shall not be effective for any purpose
unless the same shall be served personally or by United States certified or registered mail,
postage prepaid, addressed if to City as follows: City of Evanston, 2100 Ridge Avenue,
Evanston, Illinois 60201, Attention: Purchasing Division and to Consultant at the address
first above set forth, or at such other address or addresses as City or Consultant may from
time to time designate by notice given as above provided.
S. Attorney’s Fees. In the event that the City commences any action, suit, or other
proceeding to remedy, prevent, or obtain relief from a breach of this Agreement by
Consultant, or arising out of a breach of this Agreement by Consultant, the City shall recover
from the Consultant as part of the judgment against Consultant, its attorneys’ fees and costs
incurred in each and every such action, suit, or other proceeding.
T. Waiver. Any failure or delay by City to enforce the provisions of this Agreement shall
in no way constitute a waiver by City of any contractual right hereunder, unless such waiver
is in writing and signed by City.
U. Severability. In the event that any provision of this Agreement should be held void,
or unenforceable, the remaining portions hereof shall remain in full force and effect.
V. Choice of Law. The rights and duties arising under this Agreement shall be
governed by the laws of the State of Illinois. Venue for any action arising out or due to this
Agreement shall be in Cook County, Illinois. The City shall not enter into binding arbitration
to resolve any dispute under this Agreement. The City does not waive tort immunity by
entering into this Agreement.
W. Time. Consultant agrees all time limits provided in this Agreement and any Addenda
or Exhibits hereto are of essence to this Agreement. Consultant shall continue to perform
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
44
Revised 03-02-2023
its obligations while any dispute concerning the Agreement is being resolved, unless
otherwise directed by the City.
X. Survival. Except as expressly provided to the contrary herein, all provisions of this
Agreement shall survive all performances hereunder including the termination of the
Consultant.
VI. EQUAL EMPLOYMENT OPPORTUNITY
In the event of the Consultant’s noncompliance with any provision of Section 1-12-5 of the
Evanston City Code, the Illinois Human Rights Act or any other applicable law, the
Consultant may be declared non-responsible and therefore ineligible for future contracts or
sub-contracts with the City, and the contract may be cancelled or voided in whole or in part,
and such other sanctions or penalties may be imposed or remedies invoked as provided by
statute or regulation.
During the performance of the contract, the Consultant agrees as follows:
A. That it will not discriminate against any employee or applicant for employment
because of race, color, religion, sex, sexual orientation, marital status, national origin or
ancestry, or age or physical or mental disabilities that do not impair ability to work, and
further that it will examine all job classifications to determine if minority persons or women
are underutilized and will take appropriate affirmative action to rectify any such
underutilization. Consultant shall comply with all requirements of City of E vanston Code
Section 1-12-5.
B. That, in all solicitations or advertisements for employees placed by it on its
behalf, it will state that all applicants will be afforded equal opportunity without discrimination
because of race, color, religion, sex, sexual orientation, marital status, national origin,
ancestry, or disability.
VII. SEXUAL HARASSMENT POLICY
The Consultant certifies pursuant to the Illinois Human Rights Act (775 ILCS 5/2105
et. seq.), that it has a written sexual harassment policy that includes, at a minimum, the
following information:
A. The illegality of sexual harassment;
B. The definition of sexual harassment under State law;
C. A description of sexual harassment utilizing examples;
D. The Consultant’s internal complaint process including penalties;
E. Legal recourse, investigation and complaint process available through the
Illinois Department of Human Rights and the Human Rights Commission, and directions on
how to contact both; and
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
45
Revised 03-02-2023
F. Protection against retaliation as provided to the Department of Human Rights.
VIII. CONSULTANT CERTIFICATIONS
A. Consultant acknowledges and agrees that should Consultant or its sub -
consultant provide false information, or fails to be or remain in co mpliance with the
Agreement, the City may void this Agreement.
B. Consultant certifies that it and its employees will comply with applicable
provisions of the U.S. Civil Rights Act, Section 504 of the Federal Rehabilitation Act, the
Americans with Disabilities Act (42 U.S.C. Section 1201 et seq.) and applicable rules in
performance under this Agreement.
C. If Consultant, or any officer, director, partner, or other managerial agent of
Consultant, has been convicted of a felony under the Sarbanes -Oxley Act of 2002, or a
Class 3 or Class 2 felony under the Illinois Securities Law of 1953, Consultant certifies at
least five years have passed since the date of the conviction.
D. Consultant certifies that it has not been convicted of the offense of bid rigging
or bid rotating or any similar offense of any State in the U.S., nor made any admission of
guilt of such conduct that is a matter of record. (720 ILCS 5/33 E-3, E-4).
E. In accordance with the Steel Products Procurement Act, Consultant certifies
steel products used or supplied in the performance of a contract for public works shall be
manufactured or produced in the U.S. unless the City grants an exemption.
F. Consultant certifies that it is a properly formed and existing legal entity, and as
applicable, has obtained an assumed name certificate from the appropriate authority, or has
registered to conduct business in Illinois and is in good standing with the Illinois Secretary of
State.
G. If more favorable terms are granted by Consultant to any similar governmental
entity in any state in a contemporaneous agreement let under the same or similar financial
terms and circumstances for comparable supplies or services, the more favorable terms
shall be applicable under this Agreement.
H. Consultant certifies that it is not delinquent in the payment of any fees, fines,
damages, or debts to the City of Evanston.
IX. INTEGRATION
This Agreement, together with Exhibits A, B, C, and D sets forth all the covenants,
conditions and promises between the parties with regard to the subject matter set forth
herein. There are no covenants, promises, agreements, conditions or understandings
between the parties, either oral or written, other than those contained in this Agreement.
This Agreement has been negotiated and entered into by each party with the opportunity to
consult with its counsel regarding the terms therein. No portion of the Agreement shall be
construed against a party due to the fact that one party drafted that particular portion as the
rule of contra proferentem shall not apply.
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
46
Revised 03-02-2023
In the event of any inconsistency between this Agreement, and any Exhibits, this Agreement
shall control over the Exhibits. In no event shall any proposal or contract form submitted by
Consultant be part of this Agreement unless agreed to in a writing signed by both parties
and attached and referred to herein as an Addendum, and in such event, only the portions
of such proposal or contract form consistent with this Agreement and Exhibits hereto sh all
be part hereof.
IN WITNESS WHEREOF, the parties hereto have each approved and executed this
Agreement on the day, month and year first above written.
CONSULTANT: CITY OF EVANSTON
TruePoint Solutions 909 DAVIS STREET
EVANSTON, IL 60201
By: ________________________ By:________________________
Brian Weber Luke Stowe
Its: __CRO______________________ Its: City Manager
FEIN Number: 201664808__________ Date: _______________________
Date: __12/4/25___________________ Approved as to form:
By:
Alexandra B. Ruggie
Its: Corporation Counsel
Revision: April 2021
12 / 09 / 2025
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
47
Revised 03-02-2023
EXHIBIT A – Project Milestones and Deliverables
This EXHIBIT A to that certain Consulting Agreement dated _______ between the City of
Evanston, 909 Davis Street, Evanston, Illinois, 60201(“City”) and _______________
(“Consultant”) sets forth the Commencement and Completion Date, Services, Fees, and
Reimbursable Expenses as follows:
I. COMMENCEMENT DATE: ____________________
II. COMPLETION DATE: ________________________
III. FEES:
IV. SERVICES/SCOPE OF WORK:
As defined in RFP/Q #_25-30__ (Exhibit B) and Consultants Response to Proposal
(Exhibit C)
Dated: ______________
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
48
Revised 03-02-2023
EXHIBIT K
PROPOSAL BOND SUBMITTAL LABEL (If Applicable)
SUBMITTAL NUMBER: _____________________________________________
SUBMITTAL NAME: _____________________________________________
_____________________________________________
SUBMITTAL DUE DATE/TIME: ______________________________________________
COMPANY NAME: __________________________________________________
COMPANY ADDRESS: __________________________________________________
COMPANY TELEPHONE #: ________________________________________________
--------------------------------------------------------------------------------------------------------------------------
Doc ID: 18165ffe731b97b58766ee04e489c52bce1b57e2
Contract with Civic Platform Upgrade (RFP 25-30) with...
Contract_Aw...ons__1_.pdf and 1 other
18165ffe731b97b58766ee04e489c52bce1b57e2
MM / DD / YYYY
Signed
12 / 09 / 2025
14:59:02 UTC-6
Sent for signature to Alexandra Ruggie
(aruggie@cityofevanston.org) and Luke Stowe
(lstowe@cityofevanston.org) from lthomas@cityofevanston.org
IP: 50.171.242.186
12 / 09 / 2025
15:14:35 UTC-6
Viewed by Alexandra Ruggie (aruggie@cityofevanston.org)
IP: 50.171.242.186
12 / 09 / 2025
15:14:43 UTC-6
Signed by Alexandra Ruggie (aruggie@cityofevanston.org)
IP: 50.171.242.186
12 / 09 / 2025
15:15:14 UTC-6
Viewed by Luke Stowe (lstowe@cityofevanston.org)
IP: 76.136.85.191
12 / 09 / 2025
15:16:09 UTC-6
Signed by Luke Stowe (lstowe@cityofevanston.org)
IP: 76.136.85.191
The document has been completed.12 / 09 / 2025
15:16:09 UTC-6