Common use of PROJECT FOUNDATION Clause in Contracts

PROJECT FOUNDATION. Project Governance 3 Project Scope Control 4 Managing Scope and Project Change 4 Change Control 4 Change Request Management 4 Acceptance Process 6 Roles and Responsibilities 6 Tyler Roles & Responsibilities 6 Xxxxx Executive Manager 7 Tyler Implementation Manager 7 Xxxxx Project Manager 7 Tyler Implementation Consultant 8 Tyler Sales 8 Tyler Technical Services 8 Xxxxxx Co Roles & Responsibilities 9 Xxxxxx Co Executive Sponsor 9 Xxxxxx Co Steering Committee 9 Xxxxxx Co Project Manager 10 Xxxxxx Co Functional Leads 11 Xxxxxx Co Power Users 11 Xxxxxx Co End Users 12 Xxxxxx Co Technical Lead 12 Xxxxxx Co Change Management Lead 12 PART 3: PROJECT PLAN 14 Project Stages 14 Initiate and Plan 15 Initial Coordination 15 Project/Phase Planning 16 Infrastructure Planning 17 Blaine County Idaho Tyler Technologies, Inc. Page | i Exhibit E Stakeholder Meeting 18 Intentionally left blank 19 Control Point 1: Initiate & Plan Stage Acceptance 19 Assess & Define 19 Solution Orientation 19 Current & Future State Analysis 20 Conversion Assessment 21 Intentionally left blank 22 Intentionally left blank 22 Control Point 2: Assess & Define Stage Acceptance 22 Prepare Solution 23 Initial System Deployment 23 Configuration 24 Process Refinement 25 Conversion Delivery 27 Intentionally left blank 28 Intentionally left blank 28 Control Point 3: Prepare Solution Stage Acceptance 28 Production Readiness 29 Solution Validation 29 Go-Live Readiness 30 End User Training 31 Control Point 4: Production Readiness Stage Acceptance 32 Production 32 Go-Live 32 Transition to Client Services 34 Post Go-Live Activities 34 Control Point 5: Production Stage Acceptance 35 Close 36 Phase Closeout 36 Project Closeout 37 Control Point 6: Close Stage Acceptance 38 General Assumptions 38 Project 38 Organizational Change Management 39 Resources and Scheduling 39 Data 39 Facilities 40 Glossary 41 PART 4: APPENDICES 44 Conversion 44 Records Conversion Specification 44 Blaine County Idaho Tyler Technologies, Inc. Page | ii Exhibit E Providing Data 44 Images 44 Redactions 45 Annotations 46 Additional Appendices 50 Intentionally left blank 50 Project Timeline 1 Sample Enterprise Records ManagementTimeline 1 Blaine County Idaho Tyler Technologies, Inc. Page | iii Exhibit E Part 1: Executive Summary Project Overview Introduction Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Xxxxx’x end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Xxxxx’x solutions transform how clients gain actionable insights that solve problems in their communities. Project Goals This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Xxxxx and the Xxxxxx Co (collectively the “Project”). The overall goals of the project are to: ▪ Successfully implement the contracted scope on time and on budget ▪ Increase operational efficiencies and empower users to be more productive ▪ Improve accessibility and responsiveness to external and internal customer needs ▪ Overcome current challenges and meet future goals ▪ Providing a single, comprehensive, and integrated solution to manage business functions ▪ Streamline business processes through automation, integration, and workflows ▪ Provide a user-friendly user interface to promote system use and productivity ▪ Provide online access to county recording services Methodology This is accomplished by the Xxxxxx Xx and Xxxxx working as a partnership and Xxxxx utilizing its depth of implementation experience. While each Project is unique, all will follow Xxxxx’x six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix. Tailored specifically for Xxxxx’x public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the Xxxxxx Co’s complexity and organizational needs. Blaine County Idaho Tyler Technologies, Inc. Page | 1 Exhibit E The methodology adapts to both single-phase and multiple-phase projects. To achieve Project success, it is imperative that both the Xxxxxx Xx and Xxxxx commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the Xxxxxx Xx and Xxxxx Project teams work collaboratively to complete tasks. An underlying principle of Xxxxx’x Implementation process is to employ an iterative model where the Xxxxxx Co’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below. The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to complete the Project efficiently and effectively. Blaine County Idaho Tyler Technologies, Inc. Page | 2 Exhibit E Part 2: Project Foundation Project Governance Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities. This section outlines the resources required to meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Xxxxx has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage. The chart below illustrates an overall team perspective where Xxxxx and the Xxxxxx Xx collaborate to resolve Project challenges according to defined escalation paths. If project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the Xxxxxx Co Steering Committee become the escalation points to triage responses prior to escalation to the Xxxxxx Co and Xxxxx executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The Xxxxxx Xx and Xxxxx executive sponsors serve as the final escalation point. Blaine County Idaho Tyler Technologies, Inc. Page | 3 Exhibit E Project Scope Control Managing Scope and Project Change Project Management governance principles contend that there are three connected constraints on a Project: budget, timeline, and scope. These constraints, known as the “triple constraints” or project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope. A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section. Change Control It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders. Changes to contractual requirements will follow the change control process specified in the final contract, and as described below. Change Request Management Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and delays relative to the schedule, some changes may result in less cost to the Xxxxxx Co; for example, the Xxxxxx Co may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information: Blaine County Idaho Tyler Technologies, Inc. Page | 4 Exhibit E ▪ The nature of the change. ▪ A good faith estimate of the additional cost or associated savings to the Xxxxxx Co, if any. ▪ The timetable for implementing the change. ▪ The effect on and/or risk to the schedule, resource needs or resource responsibilities. The Xxxxxx Co will use its good faith efforts to either approve or disapprove any Change Request within ten

PROJECT FOUNDATION. Project Governance 3 Project Scope Control 4 Managing Scope and Project Change 4 Change Control 4 Change Request Management 4 Acceptance Process 6 Roles and Responsibilities 6 Tyler Roles & Responsibilities 6 Xxxxx Executive Manager 7 Tyler Implementation Manager 7 Xxxxx Project Manager 7 Tyler Implementation Consultant 8 Tyler Sales 8 Tyler Technical Services 8 Xxxxxx Co City Roles & Responsibilities 9 Xxxxxx Co City Executive Sponsor 9 Xxxxxx Co City Steering Committee 9 Xxxxxx Co City Project Manager 10 Xxxxxx Co 9 City Functional Leads 11 Xxxxxx Co City Power Users 11 Xxxxxx Co City End Users 12 Xxxxxx Co City Technical Lead 12 Xxxxxx Co City Change Management Lead 12 13 PART 3: PROJECT PLAN 14 Project Stages 14 Initiate and Plan 15 Initial Coordination 15 Project/Phase Planning 16 Infrastructure Planning 17 Blaine County Idaho Coachella, CA Tyler Technologies, Inc. Page | i Exhibit E Stakeholder Meeting 18 Intentionally left blank GIS Preparation 19 Control Point 1: Initiate & Plan Stage Acceptance 19 20 Assess & Define 19 20 Solution Orientation 19 20 Current & Future State Analysis 20 21 Data Assessment 22 Conversion Assessment 21 23 Intentionally left blank 22 blank. 25 Intentionally left blank 22 blank. 25 Control Point 2: Assess & Define Stage Acceptance 22 25 Prepare Solution 23 25 Initial System Deployment 23 25 Configuration 24 26 Process Refinement 25 27 Conversion Delivery 27 29 Intentionally left blank 28 blank. 30 Intentionally left blank 28 blank. 30 Control Point 3: Prepare Solution Stage Acceptance 28 Production Readiness 29 Solution Validation 29 30 Go-Live Readiness 30 32 End User Training 31 33 Control Point 4: Production Readiness Stage Acceptance 32 34 Production 32 34 Go-Live 32 34 Transition to Client Services 34 36 Post Go-Live Activities 34 37 Control Point 5: Production Stage Acceptance 35 37 Close 36 38 Phase Closeout 36 38 Project Closeout 37 39 Control Point 6: Close Stage Acceptance 38 40 General Assumptions 38 40 Project 38 40 Organizational Change Management 39 41 Resources and Scheduling 39 41 Data 39 41 Facilities 40 42 Glossary 41 43 PART 4: APPENDICES 44 46 Conversion 44 Records Conversion Specification 44 Blaine County Idaho 46 Coachella, CA Tyler Technologies, Inc. Page | ii Exhibit E Providing Data 44 Images 44 Redactions 45 Annotations Enterprise Permitting & Licensing Conversion Summary 46 Community Development 46 Business Management 46 Enterprise ERP Conversion Summary 47 Accounting 47 Accounts Payable 47 General Billing 48 Purchase Orders 48 Utility Billing 48 Human Resources Management 49 Contracts 50 Project Accounting 50 Additional Appendices 50 52 Enterprise Permitting & Licensing Definitions 52 “Template Business Transactions” 52 “Unique Business Transactions” 52 “Geo-Rules” 52 “Automation Events” 53 “Enterprise Permitting & Licensing SDK/API (Toolkits)” 53 Intentionally left blank 50 blank. 53 Project Timeline 1 Sample Enterprise Records ManagementTimeline 1 Blaine County Idaho 54 ERP Project Timeline 54 Intentionally left blank. 54 Coachella, CA Tyler Technologies, Inc. Page | iii Exhibit E Part 1: Executive Summary Project Overview Introduction Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Xxxxx’x end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Xxxxx’x solutions transform how clients gain actionable insights that solve problems in their communities. Project Goals This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Xxxxx and the Xxxxxx Co City (collectively the “Project”). The overall goals of the project are to: ▪ Successfully implement the contracted scope on time and on budget ▪ Increase operational efficiencies and empower users to be more productive ▪ Improve accessibility and responsiveness to external and internal customer needs ▪ Overcome current challenges and meet future goals ▪ Providing a single, comprehensive, and integrated solution to manage business functions ▪ Streamline business processes through automation, integration, and workflows ▪ Provide a user-friendly user interface to promote system use and productivity ▪ Provide online access to county recording services Methodology This is accomplished by the Xxxxxx Xx City and Xxxxx working as a partnership and Xxxxx utilizing its depth of implementation experience. While each Project is unique, all will follow Xxxxx’x six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix. Tailored specifically for Xxxxx’x public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the Xxxxxx CoCity’s complexity and organizational needs. Blaine County Idaho Coachella, CA Tyler Technologies, Inc. Page | 1 Exhibit E The methodology adapts to both single-phase and multiple-phase projects. To achieve Project success, it is imperative that both the Xxxxxx Xx City and Xxxxx commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the Xxxxxx Xx City and Xxxxx Tyler Project teams work collaboratively to complete tasks. An underlying principle of Xxxxx’x Implementation process is to employ an iterative model where the Xxxxxx CoCity’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below. The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to complete the Project efficiently and effectively. Blaine County Idaho Coachella, CA Tyler Technologies, Inc. Page | 2 Exhibit E Part 2: Project Foundation Project Governance Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities. This section outlines the resources required to meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Xxxxx has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage. The chart below illustrates an overall team perspective where Xxxxx and the Xxxxxx Xx City collaborate to resolve Project challenges according to defined escalation paths. If project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the Xxxxxx Co City Steering Committee become the escalation points to triage responses prior to escalation to the Xxxxxx Co City and Xxxxx executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The Xxxxxx Xx City and Xxxxx executive sponsors serve as the final escalation point. Blaine County Idaho Coachella, CA Tyler Technologies, Inc. Page | 3 Exhibit E Project Scope Control Managing Scope and Project Change Project Management governance principles contend that there are three connected constraints on a Project: budget, timeline, and scope. These constraints, known as the “triple constraints” or project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope. A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section. Change Control It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders. Changes to contractual requirements will follow the change control process specified in the final contract, and as described below. Change Request Management Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and delays relative to the schedule, some changes may result in less cost to the Xxxxxx CoCity; for example, the Xxxxxx Co City may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information: Blaine County Idaho Coachella, CA Tyler Technologies, Inc. Page | 4 Exhibit E ▪ The nature of the change. ▪ A good faith estimate of the additional cost or associated savings to the Xxxxxx CoCity, if any. ▪ The timetable for implementing the change. ▪ The effect on and/or risk to the schedule, resource needs or resource responsibilities. The Xxxxxx Co City will use its good faith efforts to either approve or disapprove any Change Request within tenten (10) Business Days (or other period as mutually agreeable between Xxxxx and the City). Any changes to the Project scope, budget, or timeline must be documented and approved in writing using a Change Request form. These changes constitute a formal amendment to the Statement of Work and will supersede any conflicting term in the Statement of Work. Coachella, CA Tyler Technologies, Inc. Page | 5 Acceptance Process The implementation of a Project involves many decisions to be made throughout its lifecycle. Decisions will vary from higher level strategy decisions to smaller, detailed Project level decisions. It is critical to the success of the Project that each City office or department designates specific individuals for making decisions on behalf of their offices or departments. Both Xxxxx and the City will identify representative project managers. These individuals will represent the interests of all stakeholders and serve as the primary contacts between the two organizations. The coordination of gaining City feedback and approval on Project deliverables will be critical to the success of the Project. The City project manager will strive to gain deliverable and decision approvals from all authorized City representatives. Given that the designated decision-maker for each department may not always be available, there must be a designated proxy for each decision point in the Project. Assignment of each proxy will be the responsibility of the leadership from each City department. The proxies will be named individuals that have the authorization to make decisions on behalf of their department. The following process will be used for accepting Deliverables and Control Points: ▪ The City shall have five (5) business days from the date of delivery, or as otherwise mutually agreed upon by the parties in writing, to accept each Deliverable or Control Point. If the City does not provide acceptance or acknowledgement within five (5) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Xxxxx xxxxx the Deliverable or Control Point as accepted. ▪ If the City does not agree the Deliverable or Control Point meets requirements, the City shall notify Xxxxx project manager(s), in writing, with reasoning within five (5) business days, or the otherwise agreed-upon timeframe, not to be unreasonably withheld, of receipt of the Deliverable. ▪ Xxxxx shall address any deficiencies and redeliver the Deliverable or Control Point. The City shall then have two (2) business days from receipt of the redelivered Deliverable or Control Point to accept or again submit written notification of reasons for rejecting the milestone. If the City does not provide acceptance within two (2) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Xxxxx xxxxx the Deliverable or Control Point as accepted. Roles and Responsibilities The following defines the roles and responsibilities of each Project resource for the City and Xxxxx. Roles and responsibilities may not follow the organizational chart or position descriptions at the City, but are roles defined within the Project. It is common for individual resources on both the Tyler and City project teams to fill multiple roles. Similarly, it is common for some roles to be filled by multiple people. Tyler Roles & Responsibilities Xxxxx assigns a project manager prior to the start of each Phase of the Project (some Projects may only be one Phase in duration). Additional Tyler resources are assigned as the schedule develops and as needs arise. Coachella, CA Tyler Technologies, Inc. Page | 6 Xxxxx Executive Manager Xxxxx executive management has indirect involvement with the Project and is part of the Tyler escalation process. This team member offers additional support to the Project team and collaborates with other Tyler department managers as needed to escalate and facilitate implementation Project tasks and decisions. ▪ Provides clear direction for Xxxxx staff on executing on the Project Deliverables to align with satisfying the City ’s overall organizational strategy. ▪ Authorizes required Project resources. ▪ Resolves all decisions and/or issues not resolved at the implementation management level as part of the escalation process. ▪ Acts as the counterpart to the City ’s executive sponsor. Xxxxx Implementation Manager ▪ Xxxxx implementation management has indirect involvement with the Project and is part of the Tyler escalation process. The Tyler project managers consult implementation management on issues and outstanding decisions critical to the Project. Implementation management works toward a solution with the Tyler Project Manager or with City management as appropriate. Xxxxx executive management is the escalation point for any issues not resolved at this level. ▪ Assigns Tyler Project personnel. ▪ Provides support for the Project team. ▪ Provides management support for the Project to ensure it is staffed appropriately and staff have necessary resources. ▪ Monitors Project progress including progress towards agreed upon goals and objectives. Xxxxx Project Manager ▪ The Tyler project manager(s) provides oversight of the Project, coordination of Tyler resources between departments, management of the Project budget and schedule, effective risk, and issue management, and is the primary point of contact for all Project related items. As requested by the City, the Tyler Project Manager provides regular updates to the City Steering Committee and other Tyler governance members. Xxxxx Project Manager’s role includes responsibilities in the following areas: Contract Management ▪ Validates contract compliance throughout the Project. ▪ Ensures Deliverables meet contract requirements. ▪ Acts as primary point of contact for all contract and invoicing questions. ▪ Prepares and presents contract milestone sign-offs for acceptance by the City project manager(s). ▪ Coordinates Change Requests, if needed, to ensure proper Scope and budgetary compliance.

PROJECT FOUNDATION. 3 Project Governance 3 Project Scope Control 4 Managing Scope and Project Change 4 Change Control 4 Change Request Management 4 Acceptance Process 6 Roles and Responsibilities 6 Tyler Roles & Responsibilities 6 Xxxxx Executive Manager 7 Tyler Implementation Manager 7 Xxxxx Project Manager 7 Tyler Implementation Consultant 8 Tyler Sales 8 Tyler Technical Services 8 Xxxxxx Co ESD Roles & Responsibilities 9 Xxxxxx Co ESD Executive Sponsor 9 Xxxxxx Co ESD Steering Committee 9 Xxxxxx Co ESD Project Manager 10 Xxxxxx Co 9 ESD Functional Leads 11 Xxxxxx Co ESD Power Users 11 Xxxxxx Co ESD End Users 12 Xxxxxx Co ESD Technical Lead 12 Xxxxxx Co ESD Change Management Lead 12 PART 3: PROJECT PLAN 14 13 Project Stages 14 13 Initiate and Plan 15 14 Initial Coordination 15 14 Project/Phase Planning 16 15 Infrastructure Planning 17 Blaine County Idaho 16 Xxxxxx School District Tyler Technologies, Inc. Page | i Exhibit E Stakeholder Meeting 18 17 Intentionally left blank 19 18 Control Point 1: Initiate & Plan Stage Acceptance 19 18 Assess & Define 19 18 Solution Orientation 19 18 Current & Future State Analysis 20 19 Conversion Assessment 20 Intentionally left blank 21 Intentionally left blank 22 Intentionally left blank 22 21 Control Point 2: Assess & Define Stage Acceptance 22 21 Prepare Solution 23 22 Initial System Deployment 22 Configuration 23 Configuration 24 Process Refinement 25 24 Conversion Delivery 25 Intentionally left blank 27 Intentionally left blank 28 Intentionally left blank 28 27 Control Point 3: Prepare Solution Stage Acceptance 28 27 Production Readiness 29 27 Solution Validation 29 28 Go-Live Readiness 30 28 End User Training 31 29 Control Point 4: Production Readiness Stage Acceptance 32 31 Production 32 31 Go-Live 32 31 Transition to Client Services 34 32 Post Go-Live Activities 34 33 Control Point 5: Production Stage Acceptance 35 34 Close 36 34 Phase Closeout 36 35 Project Closeout 37 36 Control Point 6: Close Stage Acceptance 38 37 General Assumptions 38 37 Project 38 37 Organizational Change Management 39 37 Resources and Scheduling 38 Data 38 Facilities 39 Data 39 Facilities Glossary 40 Glossary 41 PART 4: APPENDICES 44 43 Conversion 44 Records 43 School ERP Pro Conversion Specification 44 Blaine County Idaho Summary 43 Xxxxxx School District Tyler Technologies, Inc. Page | ii Exhibit E Providing Data 44 Images 44 Redactions 45 Annotations 46 General Ledger 43 Purchasing & Accounts Payable 43 Payroll & Human Resources 43 Additional Appendices 50 44 Intentionally left blank 50 44 Project Timeline 1 Sample Enterprise Records ManagementTimeline 1 Blaine County Idaho 45 School ERP Pro Timeline 45 Intentionally left blank 45 Xxxxxx School District Tyler Technologies, Inc. Page | iii Exhibit E Part 1: Executive Summary Project Overview Introduction Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Xxxxx’x end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Xxxxx’x solutions transform how clients gain actionable insights that solve problems in their communities. Project Goals This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Xxxxx and the Xxxxxx Co ESD (collectively the “Project”). The overall goals of the project are to: ▪  Successfully implement the contracted scope on time and on budget ▪  Increase operational efficiencies and empower users to be more productive ▪  Improve accessibility and responsiveness to external and internal customer needs ▪  Overcome current challenges and meet future goals ▪ Providing a single Streamlining business processes through automation, comprehensiveintegration, and integrated solution to manage business functions ▪ workflows  Streamline business processes through automation, integration, and workflows ▪  Provide a user-friendly user interface to promote system use and productivity ▪ Provide online access to county recording services  Eliminate redundant data entry Methodology This is accomplished by the Xxxxxx Xx ESD and Xxxxx working as a partnership and Xxxxx utilizing its depth of implementation experience. While each Project is unique, all will follow Xxxxx’x six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix. Tailored specifically for Xxxxx’x public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the Xxxxxx CoESD’s complexity and organizational needs. Blaine County Idaho Xxxxxx School District Tyler Technologies, Inc. Page | 1 Exhibit E The methodology adapts to both single-phase and multiple-phase projects. To achieve Project success, it is imperative that both the Xxxxxx Xx ESD and Xxxxx commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the Xxxxxx Xx ESD and Xxxxx Project teams work collaboratively to complete tasks. An underlying principle of Xxxxx’x Implementation process is to employ an iterative model where the Xxxxxx CoESD’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below. The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to complete the Project efficiently and effectively. Blaine County Idaho Xxxxxx School District Tyler Technologies, Inc. Page | 2 Exhibit E Part 2: Project Foundation Project Governance Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities. This section outlines the resources required to meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Xxxxx has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage. The chart below illustrates an overall team perspective where Xxxxx and the Xxxxxx Xx ESD collaborate to resolve Project challenges according to defined escalation paths. If project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the Xxxxxx Co ESD Steering Committee become the escalation points to triage responses prior to escalation to the Xxxxxx Co ESD and Xxxxx executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The Xxxxxx Xx ESD and Xxxxx executive sponsors serve as the final escalation point. Blaine County Idaho Xxxxxx School District Tyler Technologies, Inc. Page | 3 Exhibit E Project Scope Control Managing Scope and Project Change Project Management governance principles contend that there are three connected constraints on a Project: budget, timeline, and scope. These constraints, known as the “triple constraints” or project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope. A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section. Change Control It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders. Changes to contractual requirements will follow the change control process specified in the final contract, and as described below. Change Request Management Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and delays relative to the schedule, some changes may result in less cost to the Xxxxxx CoESD; for example, the Xxxxxx Co ESD may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information: Blaine County Idaho Xxxxxx School District Tyler Technologies, Inc. Page | 4 Exhibit E ▪  The nature of the change. ▪  A good faith estimate of the additional cost or associated savings to the Xxxxxx CoESD, if any. ▪  The timetable for implementing the change. ▪  The effect on and/or risk to the schedule, resource needs or resource responsibilities. The Xxxxxx Co ESD will use its good faith efforts to either approve or disapprove any Change Request within tenten (10) Business Days (or other period as mutually agreeable between Xxxxx and the ESD). Any changes to the Project scope, budget, or timeline must be documented and approved in writing using a Change Request form. These changes constitute a formal amendment to the Statement of Work and will supersede any conflicting term in the Statement of Work. Xxxxxx School District Tyler Technologies, Inc. Page | 5 Acceptance Process The implementation of a Project involves many decisions to be made throughout its lifecycle. Decisions will vary from higher level strategy decisions to smaller, detailed Project level decisions. It is critical to the success of the Project that each ESD office or department designates specific individuals for making decisions on behalf of their offices or departments. Both Xxxxx and the ESD will identify representative project managers. These individuals will represent the interests of all stakeholders and serve as the primary contacts between the two organizations. The coordination of gaining ESD feedback and approval on Project deliverables will be critical to the success of the Project. The ESD project manager will strive to gain deliverable and decision approvals from all authorized ESD representatives. Given that the designated decision-maker for each department may not always be available, there must be a designated proxy for each decision point in the Project. Assignment of each proxy will be the responsibility of the leadership from each ESD department. The proxies will be named individuals that have the authorization to make decisions on behalf of their department. The following process will be used for accepting Deliverables and Control Points:  The ESD shall have five (5) business days from the date of delivery, or as otherwise mutually agreed upon by the parties in writing, to accept each Deliverable or Control Point. If the ESD does not provide acceptance or acknowledgement within five (5) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Xxxxx xxxxx the Deliverable or Control Point as accepted.  If the ESD does not agree the Deliverable or Control Point meets requirements, the ESD shall notify Xxxxx project manager(s), in writing, with reasoning within five (5) business days, or the otherwise agreed-upon timeframe, not to be unreasonably withheld, of receipt of the Deliverable.  Xxxxx shall address any deficiencies and redeliver the Deliverable or Control Point. The ESD shall then have two (2) business days from receipt of the redelivered Deliverable or Control Point to accept or again submit written notification of reasons for rejecting the milestone. If the ESD does not provide acceptance within two (2) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Xxxxx xxxxx the Deliverable or Control Point as accepted. Roles and Responsibilities The following defines the roles and responsibilities of each Project resource for the ESD and Xxxxx. Roles and responsibilities may not follow the organizational chart or position descriptions at the ESD, but are roles defined within the Project. It is common for individual resources on both the Tyler and ESD project teams to fill multiple roles. Similarly, it is common for some roles to be filled by multiple people. Tyler Roles & Responsibilities Xxxxx assigns a project manager prior to the start of each Phase of the Project (some Projects may only be one Phase in duration). Additional Tyler resources are assigned as the schedule develops and as needs arise. Xxxxxx School District Tyler Technologies, Inc. Page | 6 Xxxxx Executive Manager Xxxxx executive management has indirect involvement with the Project and is part of the Tyler escalation process. This team member offers additional support to the Project team and collaborates with other Tyler department managers as needed to escalate and facilitate implementation Project tasks and decisions.  Provides clear direction for Xxxxx staff on executing on the Project Deliverables to align with satisfying the ESD ’s overall organizational strategy.  Authorizes required Project resources.  Resolves all decisions and/or issues not resolved at the implementation management level as part of the escalation process.  Acts as the counterpart to the ESD ’s executive sponsor. Xxxxx Implementation Manager  Tyler implementation management has indirect involvement with the Project and is part of the Tyler escalation process. The Tyler project managers consult implementation management on issues and outstanding decisions critical to the Project. Implementation management works toward a solution with the Tyler Project Manager or with ESD management as appropriate. Xxxxx executive management is the escalation point for any issues not resolved at this level.  Assigns Tyler Project personnel.  Provides support for the Project team.  Provides management support for the Project to ensure it is staffed appropriately and staff have necessary resources.  Monitors Project progress including progress towards agreed upon goals and objectives. Xxxxx Project Manager  The Tyler project manager(s) provides oversight of the Project, coordination of Tyler resources between departments, management of the Project budget and schedule, effective risk, and issue management, and is the primary point of contact for all Project related items. As requested by the ESD, the Tyler Project Manager provides regular updates to the ESD Steering Committee and other Tyler governance members. Xxxxx Project Manager’s role includes responsibilities in the following areas: Contract Management  Validates contract compliance throughout the Project.  Ensures Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions.  Prepares and presents contract milestone sign-offs for acceptance by the ESD project manager(s).  Coordinates Change Requests, if needed, to ensure proper Scope and budgetary compliance.

PROJECT FOUNDATION. 3 Project Governance 3 Project Scope Control 4 Managing Scope and Project Change 4 Change Control 4 Change Request Management 4 Acceptance Process 6 Roles and Responsibilities 6 Tyler Roles & Responsibilities 6 Xxxxx Executive Manager 7 Tyler Implementation Manager 7 Xxxxx Project Manager 7 Tyler Implementation Consultant 8 Tyler Sales 8 Tyler Technical Services 8 Xxxxxx Co City Roles & Responsibilities 9 Xxxxxx Co City Executive Sponsor 9 Xxxxxx Co City Steering Committee 9 Xxxxxx Co City Project Manager 10 Xxxxxx Co 9 City Functional Leads 11 Xxxxxx Co City Power Users 11 Xxxxxx Co City End Users 12 Xxxxxx Co City Technical Lead 12 Xxxxxx Co City Change Management Lead 12 PART 3: PROJECT PLAN 14 13 Project Stages 14 13 Initiate and Plan 15 14 Initial Coordination 15 14 Project/Phase Planning 16 15 Infrastructure Planning 17 Blaine County Idaho Tyler 16 City of Xxxxxx Xxxxx Technologies, Inc. Page | i Exhibit E Stakeholder Meeting 18 17 Intentionally left blank 19 18 Control Point 1: Initiate & Plan Stage Acceptance 19 18 Assess & Define 19 18 Solution Orientation 19 18 Current & Future State Analysis 19 Data Assessment 20 Conversion Assessment 21 Intentionally left blank 22 23 Intentionally left blank 22 23 Control Point 2: Assess & Define Stage Acceptance 22 23 Prepare Solution 23 Initial System Deployment 23 Configuration 24 Process Refinement 25 Conversion Delivery 27 Intentionally left blank 28 Intentionally left blank 28 Control Point 3: Prepare Solution Stage Acceptance 28 Production Readiness 29 Solution Validation 29 Go-Live Readiness 30 End User Training 31 Control Point 4: Production Readiness Stage Acceptance 32 Production 32 Go-Live 32 Transition to Client Services 34 Post Go-Live Activities 34 Control Point 5: Production Stage Acceptance 35 Close 36 Phase Closeout 36 Project Closeout 37 Control Point 6: Close Stage Acceptance 38 General Assumptions 38 Project 38 Organizational Change Management 39 Resources and Scheduling 39 Data 39 Facilities 40 Glossary 41 PART 4: APPENDICES 44 Conversion 44 Records Conversion Specification 44 Blaine County Idaho Tyler City of Xxxxxx Xxxxx Technologies, Inc. Page | ii Exhibit E Providing Data ERP Pro Utility Billing Conversion Summary 44 Images Utility Billing - Standard 44 Redactions Utility Billing – Legacy/Historical Views 44 ERP Pro Financials Conversion Summary 44 General Ledger 44 Accounts Payable 44 Personnel Management 45 Annotations 46 Additional Appendices 50 46 Intentionally left blank 50 46 Project Timeline 1 Sample Enterprise Records ManagementTimeline 1 Blaine County Idaho Tyler 47 ERP Pro Financial Management Timeline 47 ERP Pro Utility Billing, CRM, and Community Development Timeline 48 My Civic Timeline 49 Intentionally left blank 49 City of Xxxxxx Xxxxx Technologies, Inc. Page | iii Exhibit E Part 1: Executive Summary Project Overview Introduction Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Xxxxx’x end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Xxxxx’x solutions transform how clients gain actionable insights that solve problems in their communities. Project Goals This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Xxxxx and the Xxxxxx Co City (collectively the “Project”). The overall goals of the project are to: ▪  Successfully implement the contracted scope on time and on budget ▪  Increase operational efficiencies and empower users to be more productive ▪  Improve accessibility and responsiveness to external and internal customer needs ▪  Overcome current challenges and meet future goals ▪  Providing a single, comprehensive, and integrated solution to manage business functions ▪  Streamline business processes through automation, integration, and workflows ▪  Provide a user-friendly user interface to promote system use and productivity ▪ Provide online access to county recording services  Eliminate redundant data entry Methodology This is accomplished by the Xxxxxx Xx City and Xxxxx working as a partnership and Xxxxx utilizing its depth of implementation experience. While each Project is unique, all will follow Xxxxx’x six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix. Tailored specifically for Xxxxx’x public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the Xxxxxx CoCity’s complexity and organizational needs. Blaine County Idaho Tyler City of Xxxxxx Xxxxx Technologies, Inc. Page | 1 Exhibit E The methodology adapts to both single-phase and multiple-phase projects. To achieve Project success, it is imperative that both the Xxxxxx Xx City and Xxxxx commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the Xxxxxx Xx City and Xxxxx Project teams work collaboratively to complete tasks. An underlying principle of Xxxxx’x Implementation process is to employ an iterative model where the Xxxxxx CoCity’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below. The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to complete the Project efficiently and effectively. Blaine County Idaho Tyler City of Xxxxxx Xxxxx Technologies, Inc. Page | 2 Exhibit E Part 2: Project Foundation Project Governance Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities. This section outlines the resources required to meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Xxxxx has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage. The chart below illustrates an overall team perspective where Xxxxx and the Xxxxxx Xx City collaborate to resolve Project challenges according to defined escalation paths. If project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the Xxxxxx Co City Steering Committee become the escalation points to triage responses prior to escalation to the Xxxxxx Co City and Xxxxx executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The Xxxxxx Xx City and Xxxxx executive sponsors serve as the final escalation point. Blaine County Idaho Tyler City of Xxxxxx Xxxxx Technologies, Inc. Page | 3 Exhibit E Project Scope Control Managing Scope and Project Change Project Management governance principles contend that there are three connected constraints on a Project: budget, timeline, and scope. These constraints, known as the “triple constraints” or project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope. A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section. Change Control It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders. Changes to contractual requirements will follow the change control process specified in the final contract, and as described below. Change Request Management Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and delays relative to the schedule, some changes may result in less cost to the Xxxxxx CoCity; for example, the Xxxxxx Co City may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information: Blaine County Idaho Tyler City of Xxxxxx Xxxxx Technologies, Inc. Page | 4 Exhibit E ▪  The nature of the change. ▪  A good faith estimate of the additional cost or associated savings to the Xxxxxx CoCity, if any. ▪  The timetable for implementing the change. ▪  The effect on and/or risk to the schedule, resource needs or resource responsibilities. The Xxxxxx Co City will use its good faith efforts to either approve or disapprove any Change Request within tenten (10) Business Days (or other period as mutually agreeable between Xxxxx and the City). Any changes to the Project scope, budget, or timeline must be documented and approved in writing using a Change Request form. These changes constitute a formal amendment to the Statement of Work and will supersede any conflicting term in the Statement of Work. City of Xxxxxx Xxxxx Technologies, Inc. Page | 5 Acceptance Process The implementation of a Project involves many decisions to be made throughout its lifecycle. Decisions will vary from higher level strategy decisions to smaller, detailed Project level decisions. It is critical to the success of the Project that each City office or department designates specific individuals for making decisions on behalf of their offices or departments. Both Xxxxx and the City will identify representative project managers. These individuals will represent the interests of all stakeholders and serve as the primary contacts between the two organizations. The coordination of gaining City feedback and approval on Project deliverables will be critical to the success of the Project. The City project manager will strive to gain deliverable and decision approvals from all authorized City representatives. Given that the designated decision-maker for each department may not always be available, there must be a designated proxy for each decision point in the Project. Assignment of each proxy will be the responsibility of the leadership from each City department. The proxies will be named individuals that have the authorization to make decisions on behalf of their department. The following process will be used for accepting Deliverables and Control Points:  The City shall have five (5) business days from the date of delivery, or as otherwise mutually agreed upon by the parties in writing, to accept each Deliverable or Control Point. If the City does not provide acceptance or acknowledgement within five (5) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Xxxxx xxxxx the Deliverable or Control Point as accepted.  If the City does not agree the Deliverable or Control Point meets requirements, the City shall notify Xxxxx project manager(s), in writing, with reasoning within five (5) business days, or the otherwise agreed-upon timeframe, not to be unreasonably withheld, of receipt of the Deliverable.  Xxxxx shall address any deficiencies and redeliver the Deliverable or Control Point. The City shall then have two (2) business days from receipt of the redelivered Deliverable or Control Point to accept or again submit written notification of reasons for rejecting the milestone. If the City does not provide acceptance within two (2) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Xxxxx xxxxx the Deliverable or Control Point as accepted. Roles and Responsibilities The following defines the roles and responsibilities of each Project resource for the City and Xxxxx. Roles and responsibilities may not follow the organizational chart or position descriptions at the City, but are roles defined within the Project. It is common for individual resources on both the Tyler and City project teams to fill multiple roles. Similarly, it is common for some roles to be filled by multiple people. Tyler Roles & Responsibilities Xxxxx assigns a project manager prior to the start of each Phase of the Project (some Projects may only be one Phase in duration). Additional Tyler resources are assigned as the schedule develops and as needs arise. City of Xxxxxx Xxxxx Technologies, Inc. Page | 6 Xxxxx Executive Manager Xxxxx executive management has indirect involvement with the Project and is part of the Tyler escalation process. This team member offers additional support to the Project team and collaborates with other Tyler department managers as needed to escalate and facilitate implementation Project tasks and decisions.  Provides clear direction for Xxxxx staff on executing on the Project Deliverables to align with satisfying the City ’s overall organizational strategy.  Authorizes required Project resources.  Resolves all decisions and/or issues not resolved at the implementation management level as part of the escalation process.  Acts as the counterpart to the City ’s executive sponsor. Xxxxx Implementation Manager  Tyler implementation management has indirect involvement with the Project and is part of the Tyler escalation process. The Tyler project managers consult implementation management on issues and outstanding decisions critical to the Project. Implementation management works toward a solution with the Tyler Project Manager or with City management as appropriate. Xxxxx executive management is the escalation point for any issues not resolved at this level.  Assigns Tyler Project personnel.  Provides support for the Project team.  Provides management support for the Project to ensure it is staffed appropriately and staff have necessary resources.  Monitors Project progress including progress towards agreed upon goals and objectives. Xxxxx Project Manager  The Tyler project manager(s) provides oversight of the Project, coordination of Tyler resources between departments, management of the Project budget and schedule, effective risk, and issue management, and is the primary point of contact for all Project related items. As requested by the City, the Tyler Project Manager provides regular updates to the City Steering Committee and other Tyler governance members. Xxxxx Project Manager’s role includes responsibilities in the following areas: Contract Management  Validates contract compliance throughout the Project.  Ensures Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions.  Prepares and presents contract milestone sign-offs for acceptance by the City project manager(s).  Coordinates Change Requests, if needed, to ensure proper Scope and budgetary compliance.

PROJECT FOUNDATION. 3 Project Governance 3 Project Scope Control 4 Managing Scope and Project Change 4 Change Control 4 Change Request Management 4 Acceptance Process 6 Roles and Responsibilities 6 Tyler Roles & Responsibilities 6 Xxxxx Executive Manager 7 Tyler Implementation Manager 7 Xxxxx Project Manager 7 Tyler Implementation Consultant 8 Tyler Sales 8 Tyler Technical Services 8 Xxxxxx Co Village Roles & Responsibilities 9 Xxxxxx Co Village Executive Sponsor 9 Xxxxxx Co Village Steering Committee 9 Xxxxxx Co Village Project Manager 10 Xxxxxx Co 9 Village Functional Leads 11 Xxxxxx Co Village Power Users 11 Xxxxxx Co Village End Users 12 Xxxxxx Co Village Technical Lead 12 Xxxxxx Co Village Change Management Lead 12 PART 3: PROJECT PLAN 14 13 Project Stages 14 13 Initiate and Plan 15 14 Initial Coordination 15 14 Project/Phase Planning 16 15 Infrastructure Planning 17 Blaine County Idaho Tyler Technologies, Inc. Page | i Exhibit E 16 Stakeholder Meeting 18 17 Intentionally left blank 19 18 Control Point 1: Initiate & Plan Stage Acceptance 19 18 Assess & Define 19 18 Solution Orientation 19 18 Current & Future State Analysis 20 19 Conversion Assessment 20 Intentionally left blank 21 Intentionally left blank 22 Intentionally left blank 22 21 Control Point 2: Assess & Define Stage Acceptance 22 21 Prepare Solution 23 22 Initial System Deployment 22 Configuration 23 Configuration 24 Process Refinement 25 24 Conversion Delivery 25 Intentionally left blank 27 Intentionally left blank 28 Intentionally left blank 28 27 Control Point 3: Prepare Solution Stage Acceptance 28 27 Production Readiness 29 27 Solution Validation 29 28 Go-Live Readiness 30 28 End User Training 31 29 Control Point 4: Production Readiness Stage Acceptance 32 31 Production 32 31 Go-Live 32 31 Transition to Client Services 34 32 Post Go-Live Activities 34 33 Control Point 5: Production Stage Acceptance 35 34 Close 36 34 Phase Closeout 36 35 Project Closeout 37 36 Control Point 6: Close Stage Acceptance 38 37 General Assumptions 38 37 Project 38 37 Organizational Change Management 39 37 Resources and Scheduling 38 Data 38 Facilities 39 Data 39 Facilities Glossary 40 Glossary 41 PART 4: APPENDICES 43 Conversion 43 Enterprise ERP Conversion Summary 43 Accounting 43 Accounts Payable 43 Contracts 43 Project Accounting 44 Conversion 44 Records Conversion Specification 44 Blaine County Idaho Tyler Technologies, Inc. Page | ii Exhibit E Providing Data 44 Images 44 Redactions 45 Annotations 46 Additional Appendices 50 45 Intentionally left blank 50 45 Project Timeline 1 Sample Enterprise Records ManagementTimeline ERP Project Timeline 1 Blaine County Idaho Tyler Technologies, Inc. Page | iii Exhibit E Data & Insights Project Plan 2 Intentionally left blank 2 Part 1: Executive Summary Project Overview Introduction Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Xxxxx’x end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Xxxxx’x solutions transform how clients gain actionable insights that solve problems in their communities. Project Goals This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Xxxxx and the Xxxxxx Co Village (collectively the “Project”). The overall goals of the project are to: ▪  Successfully implement the contracted scope on time and on budget ▪  Increase operational efficiencies and empower users to be more productive ▪  Improve accessibility and responsiveness to external and internal customer needs ▪  Overcome current challenges and meet future goals ▪ Providing  Eliminate redundant data entry  Streamline business processes through automation, integration, and workflows  Provide a single, comprehensive, and integrated solution to manage business functions ▪ Streamline business processes through automation, integration, and workflows ▪  Provide a user-friendly user interface to promote system use and productivity ▪ Provide online access to county recording services Methodology This is accomplished by the Xxxxxx Xx Village and Xxxxx working as a partnership and Xxxxx utilizing its depth of implementation experience. While each Project is unique, all will follow Xxxxx’x six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix. Tailored specifically for Xxxxx’x public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the Xxxxxx CoVillage’s complexity and organizational needs. Blaine County Idaho Tyler Technologies, Inc. Page | 1 Exhibit E The methodology adapts to both single-phase and multiple-phase projects. To achieve Project success, it is imperative that both the Xxxxxx Xx Village and Xxxxx commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the Xxxxxx Xx Village and Xxxxx Tyler Project teams work collaboratively to complete tasks. An underlying principle of Xxxxx’x Implementation process is to employ an iterative model where the Xxxxxx CoVillage’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below. The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to complete the Project efficiently and effectively. Blaine County Idaho Tyler Technologies, Inc. Page | 2 Exhibit E Part 2: Project Foundation Project Governance Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities. This section outlines the resources required to meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Xxxxx has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage. The chart below illustrates an overall team perspective where Xxxxx and the Xxxxxx Xx Village collaborate to resolve Project challenges according to defined escalation paths. If project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the Xxxxxx Co Village Steering Committee become the escalation points to triage responses prior to escalation to the Xxxxxx Co Village and Xxxxx executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The Xxxxxx Xx Village and Xxxxx executive sponsors serve as the final escalation point. Blaine County Idaho Tyler Technologies, Inc. Page | 3 Exhibit E Project Scope Control Managing Scope and Project Change Project Management governance principles contend that there are three connected constraints on a Project: budget, timeline, and scope. These constraints, known as the “triple constraints” or project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope. A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section. Change Control It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders. Changes to contractual requirements will follow the change control process specified in the final contract, and as described below. Change Request Management Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and delays relative to the schedule, some changes may result in less cost to the Xxxxxx CoVillage; for example, the Xxxxxx Co Village may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information: Blaine County Idaho Tyler Technologies, Inc. Page | 4 Exhibit E ▪  The nature of the change. ▪  A good faith estimate of the additional cost or associated savings to the Xxxxxx CoVillage, if any. ▪  The timetable for implementing the change. ▪  The effect on and/or risk to the schedule, resource needs or resource responsibilities. The Xxxxxx Co Village will use its good faith efforts to either approve or disapprove any Change Request within tenten (10) Business Days (or other period as mutually agreeable between Xxxxx and the Village). Any changes to the Project scope, budget, or timeline must be documented and approved in writing using a Change Request form. These changes constitute a formal amendment to the Statement of Work and will supersede any conflicting term in the Statement of Work.

PROJECT FOUNDATION. Project Governance 3 Project Scope Control 4 Managing Scope and Project Change 4 Change Control 4 Change Request Management 4 Acceptance Process 6 Roles and Responsibilities 6 Tyler Roles & Responsibilities 6 Xxxxx Executive Manager Sponsor 7 Tyler Implementation Manager 7 Xxxxx Project Manager 7 Tyler Implementation Consultant 8 Tyler Sales 8 Tyler Technical Services 8 Xxxxxx Co City of Camas Roles & Responsibilities 9 Xxxxxx Co City of Camas Executive Sponsor (Mayor and City Administrator) 9 Xxxxxx Co City of Camas Steering Committee (Department Head Team) 9 Xxxxxx Co City of Camas Project Manager (Project Manager with the Finance Director and IT Director) 10 Xxxxxx Co City of Camas Functional Leads 11 Xxxxxx Co City of Camas Power Users 11 Xxxxxx Co 12 City of Camas End Users 12 Xxxxxx Co City of Camas Technical Lead 12 Xxxxxx Co City of Camas Change Management Lead 12 13 PART 3: PROJECT PLAN 14 Project Stages 14 Initiate and Plan 15 Initial Coordination 15 Project/Phase Planning 16 Infrastructure Planning 17 Blaine County Idaho Tyler Technologies, Inc. Page | i Exhibit E Project Schedule 18 Stakeholder Meeting 18 Intentionally left blank 19 GIS Preparation 20 Control Point 1: Initiate & Plan Stage Acceptance 19 21 Assess & Define 19 21 Solution Orientation 19 22 Current & Future State Analysis 20 22 Conversion Assessment 21 24 Intentionally left blank 22 blank. 25 Intentionally left blank 22 blank. 25 Control Point 2: Assess & Define Stage Acceptance 22 25 Prepare Solution 23 25 Initial System Deployment 23 25 Configuration 24 26 Forms & Reports Planning 27 Process Refinement 25 28 Conversion Delivery 27 Intentionally left blank 28 Intentionally left blank 28 29 Standard 3rd Party Data Exchange Validation 31 Forms & Reports Validation 32 Control Point 3: Prepare Solution Stage Acceptance 28 32 Production Readiness 29 33 Solution Validation 29 33 Go-Live Readiness 30 34 End User Training 31 35 Control Point 4: Production Readiness Stage Acceptance 32 36 Production 32 36 Go-Live 32 37 Transition to Client Services 34 38 Post Go-Live Activities 34 39 Control Point 5: Production Stage Acceptance 35 40 Close 36 40 Phase Closeout 36 40 Project Closeout 37 41 Control Point 6: Close Stage Acceptance 38 42 General Assumptions 38 42 Project 38 43 Organizational Change Management 39 43 Resources and Scheduling 39 43 Data 39 44 Facilities 40 44 Glossary 41 45 PART 4: APPENDICES 44 48 Conversion 44 Records 48 EnerGov Conversion Specification 44 Blaine County Idaho Tyler Technologies, Inc. Page | ii Exhibit E Providing Data 44 Images 44 Redactions 45 Annotations 46 Summary 48 Community Development 48 Munis Conversion Summary 48 Accounting COA 48 Accounting - Actuals 48 Accounting - Budgets 48 Accounts Payable Master 48 Accounts Payable - Checks 49 Accounts Payable - Invoices 49 Capital Assets Master 49 Contracts 49 General Billing CID 49 Payroll 49 Payroll – PM Action History 49 Payroll – Accrual Balances 49 Payroll – Recruiting 50 Payroll – Accumulators 50 Payroll – Check History 50 Payroll - Deductions 50 Payroll – Earning/Deduction Hist. 50 Project Grant Accounting 50 Purchase Orders 50 Utility Billing 50 Utility Billing –Assessments 50 Utility Billing –Backflow 51 Utility Billing –Balance Forward AR 51 Utility Billing –Budget Billing 51 Utility Billing –Consumption History 51 Utility Billing –Flat Inventory/Containers 51 Utility Billing –Services 51 Utility Billing – Work Orders 51 Additional Appendices 50 52 EnerGov Definitions 52 “Template Business Transactions” 52 “Unique Business Transactions” 52 “Geo-Rules” 52 “Automation Events” 53 “EnerGov SDK/API (Toolkits)” 53 Munis Standard 3rd Party Data Exchange & Application Programming Interfaces 53 ...............................................................................................................................................Planning .................................................................................................................................................................. 53 ............................................................................................................................................ Validation .................................................................................................................................................................. 54 Project Timeline 57 ERP Project Timeline 57 Intentionally left blank 50 Project Timeline 1 Sample Enterprise Records ManagementTimeline 1 Blaine County Idaho Tyler Technologies, Inc. Page | iii Exhibit E blank. 57 Appendix A: Detailed Processes Covered in the Business Process Consulting 58 Part 1: Executive Summary Project Overview Introduction Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Xxxxx’x end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Xxxxx’x solutions transform how clients gain actionable insights that solve problems in their communities. Project Goals This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Xxxxx and the Xxxxxx Co Client (collectively the “Project”). The overall goals of the project are to: ▪ Successfully implement the contracted scope on time and on budget ▪ Increase operational efficiencies and empower users to be more productive ▪ Improve accessibility and responsiveness to external and internal customer needs ▪ Overcome current challenges and meet future goals ▪ Providing a single, comprehensive, and integrated solution to manage business functions ▪ Streamline business processes through automation, integration, and workflows ▪ Provide a user-friendly user interface to promote system use and productivity ▪ Provide online access to county recording services Eliminate redundant data entry Methodology This is accomplished by the Xxxxxx Xx City of Camas and Xxxxx working as a partnership and Xxxxx utilizing its depth of implementation experience. While each Project is unique, all will follow Xxxxx’x six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix. Tailored specifically for Xxxxx’x public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the Xxxxxx CoClient’s complexity and organizational needs. Blaine County Idaho Tyler Technologies, Inc. Page | 1 Exhibit E The methodology adapts to both single-phase and multiple-phase projects. To achieve Project success, it is imperative that both the Xxxxxx Xx City of Camas and Xxxxx commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the Xxxxxx Xx City of Camas and Xxxxx Project teams work collaboratively to complete tasks. An underlying principle of Xxxxx’x Implementation process is to employ an iterative model where the Xxxxxx CoCity of Camas’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below. The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to efficiently and effectively complete the Project efficiently and effectively. Blaine County Idaho Tyler Technologies, Inc. Page | 2 Exhibit E Part 2: Project Foundation Project Governance Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities. This section outlines the resources required to meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Xxxxx has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage. The chart below illustrates an overall team perspective where Xxxxx and the Xxxxxx Xx collaborate to resolve Project challenges according to defined escalation paths. If project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the Xxxxxx Co Steering Committee become the escalation points to triage responses prior to escalation to the Xxxxxx Co and Xxxxx executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The Xxxxxx Xx and Xxxxx executive sponsors serve as the final escalation point. Blaine County Idaho Tyler Technologies, Inc. Page | 3 Exhibit E Project Scope Control Managing Scope and Project Change Project Management governance principles contend that there are three connected constraints on a Project: budget, timeline, and scope. These constraints, known as the “triple constraints” or project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope. A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section. Change Control It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders. Changes to contractual requirements will follow the change control process specified in the final contract, and as described below. Change Request Management Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and delays relative to the schedule, some changes may result in less cost to the Xxxxxx Co; for example, the Xxxxxx Co may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information: Blaine County Idaho Tyler Technologies, Inc. Page | 4 Exhibit E ▪ The nature of the change. ▪ A good faith estimate of the additional cost or associated savings to the Xxxxxx Co, if any. ▪ The timetable for implementing the change. ▪ The effect on and/or risk to the schedule, resource needs or resource responsibilities. The Xxxxxx Co will use its good faith efforts to either approve or disapprove any Change Request within ten.

PROJECT FOUNDATION. Project Governance 3 Project Scope Control 4 Managing Scope and Project Change 4 Change Control 4 Change Request Management 4 Acceptance Process 6 Roles and Responsibilities 6 Tyler Roles & Responsibilities 6 Xxxxx Tyler Executive Manager Sponsor 7 Tyler Implementation Manager 7 Xxxxx Tyler Project Manager 7 Tyler Implementation Consultant 8 Tyler Sales 8 Tyler Technical Services 8 Xxxxxx Co County Roles & Responsibilities 9 Xxxxxx Co County Executive Sponsor 9 Xxxxxx Co County Steering Committee 9 Xxxxxx Co County Project Manager 10 Xxxxxx Co County Functional Leads 11 Xxxxxx Co County Power Users 11 Xxxxxx Co 12 County End Users 12 Xxxxxx Co County Technical Lead 12 Xxxxxx Co County Change Management Lead 12 13 PART 3: PROJECT PLAN 14 Project Stages 14 Initiate and Plan 15 Initial Coordination 15 Project/Phase Planning 16 Infrastructure Planning 17 Blaine County Idaho Tyler Technologies, Inc. Page | i Exhibit E Stakeholder Meeting 18 Intentionally left blank 19 Control Point 1: Initiate & Plan Stage Acceptance 19 Assess & Define 19 20 Solution Orientation 19 20 Current & Future State Analysis 20 Conversion Assessment 21 Intentionally left blank 22 Intentionally left blank 22 Control Point 2: Assess & Define Stage Acceptance 22 Prepare Solution 23 22 Initial System Deployment 22 Configuration 23 Configuration 24 Process Refinement 25 Conversion Delivery 27 24 Intentionally left blank 28 Intentionally left blank 28 26 Control Point 3: Prepare Solution Stage Acceptance 28 26 Production Readiness 29 26 Solution Validation 29 26 Go-Live Readiness 30 27 End User Training 31 28 Control Point 4: Production Readiness Stage Acceptance 32 29 Production 32 30 Go-Live 32 30 Transition to Client Services 34 31 Post Go-Live Activities 34 32 Control Point 5: Production Stage Acceptance 35 33 Close 36 33 Phase Closeout 36 34 Project Closeout 37 35 Control Point 6: Close Stage Acceptance 38 36 General Assumptions 38 36 Project 38 36 Organizational Change Management 39 37 Resources and Scheduling 39 Data 39 37 Facilities 40 37 Glossary 41 38 PART 4: APPENDICES 44 Conversion 44 Records Conversion Specification 44 Blaine County Idaho Tyler Technologies, Inc. Page | ii Exhibit E Providing Data 44 Images 44 Redactions 45 Annotations 46 41 Additional Appendices 50 Intentionally left blank 50 Project Timeline 1 Sample Enterprise Records ManagementTimeline 1 Blaine County Idaho Tyler Technologies, Inc. Page | iii Exhibit E 42 Part 1: Executive Summary Project Overview Introduction Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Xxxxx’x Tyler’s end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Xxxxx’x Tyler’s solutions transform how clients gain actionable insights that solve problems in their communities. Project Goals This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Xxxxx Tyler and the Xxxxxx Co Client (collectively the “Project”). The overall goals of the project are to: ▪  Successfully implement the contracted scope on time and on budget ▪  Increase operational efficiencies and empower users to be more productive ▪  Improve accessibility and responsiveness to external and internal customer needs ▪  Overcome current challenges and meet future goals ▪ Providing  Provide a single, comprehensive, and integrated solution to manage business functions ▪  Streamline business processes through automation, integration, and workflows ▪  Provide a user-friendly user interface to promote system use and productivity ▪ Provide online access to county recording services  Eliminate redundant data entry Methodology This is accomplished by the Xxxxxx Xx County and Xxxxx Tyler working as a partnership and Xxxxx Tyler utilizing its depth of implementation experience. While each Project is unique, all will follow Xxxxx’x Tyler’s six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix. Tailored specifically for Xxxxx’x Tyler’s public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the Xxxxxx CoClient’s complexity and organizational needs. Blaine County Idaho Tyler Technologies, Inc. Page | 1 Exhibit E The methodology adapts to both single-phase and multiple-phase projects. To achieve Project success, it is imperative that both the Xxxxxx Xx County and Xxxxx Tyler commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the Xxxxxx Xx County and Xxxxx Tyler Project teams work collaboratively to complete tasks. An underlying principle of Xxxxx’x Tyler’s Implementation process is to employ an iterative model where the Xxxxxx CoCounty’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below. The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to efficiently and effectively complete the Project efficiently and effectively. Blaine County Idaho Tyler Technologies, Inc. Page | 2 Exhibit E Part 2: Project Foundation Project Governance Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities. This section outlines the resources required to meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Xxxxx has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage. The chart below illustrates an overall team perspective where Xxxxx and the Xxxxxx Xx collaborate to resolve Project challenges according to defined escalation paths. If project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the Xxxxxx Co Steering Committee become the escalation points to triage responses prior to escalation to the Xxxxxx Co and Xxxxx executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The Xxxxxx Xx and Xxxxx executive sponsors serve as the final escalation point. Blaine County Idaho Tyler Technologies, Inc. Page | 3 Exhibit E Project Scope Control Managing Scope and Project Change Project Management governance principles contend that there are three connected constraints on a Project: budget, timeline, and scope. These constraints, known as the “triple constraints” or project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope. A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section. Change Control It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders. Changes to contractual requirements will follow the change control process specified in the final contract, and as described below. Change Request Management Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and delays relative to the schedule, some changes may result in less cost to the Xxxxxx Co; for example, the Xxxxxx Co may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information: Blaine County Idaho Tyler Technologies, Inc. Page | 4 Exhibit E ▪ The nature of the change. ▪ A good faith estimate of the additional cost or associated savings to the Xxxxxx Co, if any. ▪ The timetable for implementing the change. ▪ The effect on and/or risk to the schedule, resource needs or resource responsibilities. The Xxxxxx Co will use its good faith efforts to either approve or disapprove any Change Request within ten.

PROJECT FOUNDATION. 3 Project Governance 3 Project Scope Control 4 Managing Scope and Project Change 4 Change Control 4 Change Request Management 4 Acceptance Process 6 Roles and Responsibilities 6 Tyler Roles & Responsibilities 6 Xxxxx Executive Manager 7 Sponsor 6 Tyler Implementation Manager 7 Xxxxx Project Manager 7 Tyler Implementation Consultant 8 Tyler Sales 8 Tyler Technical Services 8 Xxxxxx Co City Roles & Responsibilities 9 Xxxxxx Co City Executive Sponsor 9 Xxxxxx Co City Steering Committee 9 Xxxxxx Co City Project Manager 10 Xxxxxx Co 9 City Functional Leads 11 Xxxxxx Co City Power Users 11 Xxxxxx Co City End Users 12 Xxxxxx Co City Technical Lead 12 Xxxxxx Co City Change Management Lead 12 PART 3: PROJECT PLAN 14 13 Project Stages 14 13 Initiate and Plan 15 14 Initial Coordination 15 14 Project/Phase Planning 16 15 Infrastructure Planning 17 Blaine County Idaho 16 City of Espanola Tyler Technologies, Inc. Page | i Exhibit E Stakeholder Meeting 18 17 Intentionally left blank 19 18 Control Point 1: Initiate & Plan Stage Acceptance 19 18 Assess & Define 19 18 Solution Orientation 19 18 Current & Future State Analysis 20 19 Conversion Assessment 20 Intentionally left blank 21 Intentionally left blank 22 Intentionally left blank 22 21 Control Point 2: Assess & Define Stage Acceptance 22 21 Prepare Solution 23 22 Initial System Deployment 22 Configuration 23 Configuration 24 Process Refinement 25 24 Conversion Delivery 25 Intentionally left blank 27 Intentionally left blank 28 Intentionally left blank 28 27 Control Point 3: Prepare Solution Stage Acceptance 28 27 Production Readiness 29 27 Solution Validation 29 28 Go-Live Readiness 30 28 End User Training 31 29 Control Point 4: Production Readiness Stage Acceptance 32 31 Production 32 31 Go-Live 32 31 Transition to Client Services 34 32 Post Go-Live Activities 34 33 Control Point 5: Production Stage Acceptance 35 34 Close 36 34 Phase Closeout 36 35 Project Closeout 37 36 Control Point 6: Close Stage Acceptance 38 37 General Assumptions 38 37 Project 38 37 Organizational Change Management 39 37 Resources and Scheduling 39 38 Data 39 38 Facilities 38 Glossary 40 Glossary 41 PART 4: APPENDICES 44 43 Conversion 44 Records Conversion Specification 44 Blaine County Idaho 43 Court Case Management - Standard 43 City of Espanola Tyler Technologies, Inc. Page | ii Exhibit E Providing Data 44 Images 44 Redactions 45 Annotations 46 Additional Appendices 50 44 Intentionally left blank 50 44 Project Timeline 1 Sample Enterprise Records ManagementTimeline 1 Blaine County Idaho 44 Incode Court Timeline 44 Intentionally left blank 44 City of Espanola Tyler Technologies, Inc. Page | iii Exhibit E Part 1: Executive Summary Project Overview Introduction Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Xxxxx’x end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Xxxxx’x solutions transform how clients gain actionable insights that solve problems in their communities. Project Goals This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Xxxxx and the Xxxxxx Co Client (collectively the “Project”). The overall goals of the project are to: ▪  Successfully implement the contracted scope on time and on budget ▪  Increase operational efficiencies and empower users to be more productive ▪  Improve accessibility and responsiveness to external and internal customer needs ▪  Overcome current challenges and meet future goals ▪ Providing a single, comprehensive, and integrated solution to manage business functions ▪ Streamline  Streamlining business processes through automation, integration, and workflows ▪  Provide a user-friendly user interface to promote system use and productivity ▪  Provide online access a single, comprehensive, and integrated solution to county recording services manage business functions  Eliminate redundant data entry Methodology This is accomplished by the Xxxxxx Xx City and Xxxxx working as a partnership and Xxxxx utilizing its depth of implementation experience. While each Project is unique, all will follow Xxxxx’x six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix. Tailored specifically for Xxxxx’x public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the Xxxxxx CoClient’s complexity and organizational needs. Blaine County Idaho City of Espanola Tyler Technologies, Inc. Page | 1 Exhibit E The methodology adapts to both single-phase and multiple-phase projects. To achieve Project success, it is imperative that both the Xxxxxx Xx City and Xxxxx commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the Xxxxxx Xx City and Xxxxx Project teams work collaboratively to complete tasks. An underlying principle of Xxxxx’x Implementation process is to employ an iterative model where the Xxxxxx CoCity’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below. The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to efficiently and effectively complete the Project efficiently and effectivelyProject. Blaine County Idaho City of Espanola Tyler Technologies, Inc. Page | 2 Exhibit E Part 2: Project Foundation Project Governance Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities. This section outlines the resources required to adequately meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Xxxxx has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage. The chart below illustrates an overall team perspective where Xxxxx and the Xxxxxx Xx City collaborate to resolve Project challenges according to defined escalation paths. If In the event that project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the Xxxxxx Co City Steering Committee become the escalation points to triage responses prior to escalation to the Xxxxxx Co City and Xxxxx executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The Xxxxxx Xx City and Xxxxx executive sponsors serve as the final escalation point. Blaine County Idaho City of Espanola Tyler Technologies, Inc. Page | 3 Exhibit E Project Scope Control Managing Scope and Project Change Project Management governance principles contend that there are three connected constraints on a Project: budget, timeline, and scope. These constraints, known as the “‘triple constraints” ’ or project Project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope. A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section. Change Control It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change in order to produce optimal results for stakeholders. Changes to contractual requirements will follow the change control process specified in the final contract, and as described below. Change Request Management Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and possible delays relative to the schedule, some changes may result in less cost to the Xxxxxx CoCity; for example, the Xxxxxx Co City may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information: Blaine County Idaho City of Espanola Tyler Technologies, Inc. Page | 4 Exhibit E ▪  The nature of the change. ▪  A good faith estimate of the additional cost or associated savings to the Xxxxxx CoCity, if any. ▪  The timetable for implementing the change. ▪  The effect on and/or risk to the schedule, resource needs or resource responsibilities. The Xxxxxx Co City will use its good faith efforts to either approve or disapprove any Change Request within tenten (10) Business Days (or other period as mutually agreeable between Tyler and City). Any changes to the Project scope, budget, or timeline must be documented and approved in writing using a Change Request form. These changes constitute a formal amendment to the Statement of Work and will supersede any conflicting term in the Statement of Work. City of Espanola Tyler Technologies, Inc. Page | 5 Acceptance Process The implementation of a Project involves many decisions to be made throughout its lifecycle. Decisions will vary from higher level strategy decisions to smaller, detailed Project level decisions. It is critical to the success of the Project that each City office or department designates specific individuals for making decisions on behalf of their offices or departments. Both Xxxxx and the City will identify representative project managers. These individuals will represent the interests of all stakeholders and serve as the primary contacts between the two organizations. The coordination of gaining client feedback and approval on Project deliverables will be critical to the success of the Project. The City project manager will strive to gain deliverable and decision approvals from all authorized City representatives. Given that the designated decision-maker for each department may not always be available, there must be a designated proxy for each decision point in the Project. Assignment of each proxy will be the responsibility of the leadership from each City department. The proxies will be named individuals that have the authorization to make decisions on behalf of their department. The following process will be used for accepting Deliverables and Control Points:  The City shall have five (5) business days from the date of delivery, or as otherwise mutually agreed upon by the parties in writing, to accept each Deliverable or Control Point. If the City does not provide acceptance or acknowledgement within five (5) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Xxxxx xxxxx the Deliverable or Control Point as accepted.  If the City does not agree the particular Deliverable or Control Point meets requirements, the City shall notify Xxxxx project manager(s), in writing, with reasoning within five (5) business days, or the otherwise agreed-upon timeframe, not to be unreasonably withheld, of receipt of the Deliverable.  Xxxxx shall address any deficiencies and redeliver the Deliverable or Control Point. The City shall then have two (2) business days from receipt of the redelivered Deliverable or Control Point to accept or again submit written notification of reasons for rejecting the milestone. If the City does not provide acceptance within two (2) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Xxxxx xxxxx the Deliverable or Control Point as accepted. Roles and Responsibilities The following defines the roles and responsibilities of each Project resource for City and Xxxxx. Roles and responsibilities may not follow the organizational chart or position descriptions at City, but are roles defined within the Project. It is common for individual resources on both the Tyler and client project teams to fill multiple roles. Similarly, it is common for some roles to be filled by multiple people. Tyler Roles & Responsibilities Xxxxx assigns a project manager prior to the start of each Phase of the Project (some Projects may only be one Phase in duration). Additional Tyler resources are assigned as the schedule develops and as needs arise. Xxxxx Executive Sponsor Xxxxx executive management has indirect involvement with the Project and is part of the Tyler escalation process. This team member offers additional support to the Project team and collaborates with other Xxxxx City of Espanola Tyler Technologies, Inc. Page | 6 department managers as needed in order to escalate and facilitate implementation Project tasks and decisions.  Provides clear direction for Xxxxx staff on executing on the Project Deliverables to align with satisfying City ’s overall organizational strategy.  Authorizes required Project resources.  Resolves all decisions and/or issues not resolved at the implementation management level as part of the escalation process.  Acts as the counterpart to City ’s executive sponsor. Xxxxx Implementation Manager  Tyler implementation management has indirect involvement with the Project and is part of the Tyler escalation process. The Tyler project managers consult implementation management on issues and outstanding decisions critical to the Project. Implementation management works toward a solution with the Tyler Project Manager or with City management as appropriate. Xxxxx executive management is the escalation point for any issues not resolved at this level.  Assigns Tyler Project personnel.  Provides support for the Project team.  Provides management support for the Project to ensure it is staffed appropriately and staff have necessary resources.  Monitors Project progress including progress towards agreed upon goals and objectives. Xxxxx Project Manager  The Tyler project manager(s) provides oversight of the Project, coordination of Tyler resources between departments, management of the Project budget and schedule, effective risk and issue management, and is the primary point of contact for all Project related items. As requested by the client, the Tyler Project Manager provides regular updates to the client Steering Committee and other Tyler governance members. Xxxxx Project Manager’s role includes responsibilities in the following areas: Contract Management  Validates contract compliance throughout the Project.  Ensures Deliverables meet contract requirements.  Acts as primary point of contact for all contract and invoicing questions.  Prepares and presents contract milestone sign-offs for acceptance by City project manager(s).  Coordinates Change Requests, if needed, to ensure proper Scope and budgetary compliance.