1-RFP-IT-26-53 EAM Project Manual, forms, draft contract.pdf

Template Version 7-8-25

RFP-IT-26-53

REQUEST FOR PROPOSAL:

ENTERPRISE ASSET

MANAGEMENT PLATFORM

RFP #: RFP-IT-26-53

Financial Services Department 160 Lake Avenue

Procurement Office Palm Coast, FL 32164

PROPOSAL MANUAL

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TABLE OF CONTENTS PAGE

Overview _________________________________________________________________________ 2

About Palm Coast __________________________________________________________________ 3

General Requirements ______________________________________________________________ 4

RFP Process ______________________________________________________________________ 20

Instructions to Proposers ___________________________________________________________ 25

Evaluation of Qualifications and Award ________________________________________________ 29

CLAIMING LOCAL PREFERENCE _______________________________________________________ 32

Price Schedule Page 1 ______________________________________________________________ 33

Price Schedule Page 2 ______________________________________________________________ 34

References – OTHER THAN THE CITY OF PALM COAST ____________________________________ 35

FORM 1 – Conflict of Interest Statement _______________________________________________ 37

FORM 2 – Debarment Certification ___________________________________________________ 39

FORM 3 – Certification of Authorized Signatory _________________________________________ 41

FORM 4 – Compliance Certification Form ______________________________________________ 42

FORM 5- E-VERIFY REGISTRATION AND USE AFFIDAVIT _____________________________ 45

Form 6 - 2 CFR 200.321 Affirmative Step Requirements ___________________________________ 47

FORM 7 – PUR 1355 ________________________________________________________________ 48

FORM 8 – AFFIDAVIT OF COMPLIANCE ________________________________________________ 49

Contract Template _________________________________________________________________ 50

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OVERVIEW

CITY OF PALM COAST

REQUEST FOR PROPOSALS (RFP)

TITLE

ENTERPRISE ASSET MANAGEMENT PLATFORM

REFERENCE

ISSUED

May 20, 2026

DUE

June 11, 2026 at 2 p.m.

PROCUREMENT COORDINATOR

TAYA HOFF

386-986-2547 Thoff@palmcoastgov.com

PROJECT MANAGER

DOUG AKINS

(386) 986-4777 dakins@palmcoastgov.com

BRIEF DESCRIPTION

This Request for Proposals is issued to select a qualified vendor to provide an Enterprise Asset Management (EAM) pla orm for the City of Palm Coast. The selected pla orm will consolidate asset tracking, work order management, preven ve maintenance, inventory, and field opera ons across the City's u li es, public works, stormwater, parks, fleet, and other asset-intensive departments. The pla orm must integrate with the City's exis ng financial, GIS, and ci zen service systems and be delivered as a modern SaaS solu on with a site-wide licensing model

OTHER KEY DATES AND MEETINGS

Ques on Deadline: June 1, 2026 at 2 p.m.

Proposal Deadline: June 11, 2026 at 2 p.m.

The above outlines the deadlines applicable to this RFP. City reserves the right to modify or change the scheduled deadlines at its sole discre on and will provide no ce to the Proposers of any such change(s).

DOCUMENT AVAILABILITY, SUBMISSION, OTHER INFORMATION

Proposal documents are available through the City’s Procurement Portal at (h ps://palmcoastgov.bonfirehub.com/portal). Proposals shall be received electronically through the City’s Procurement Portal by the specified me and date. No other method of submission will be allowed or considered (i.e. Mailed, emailed, or hand delivered).

The City of Palm Coast uses its best efforts to divide total requirements, when economically feasible, into smaller tasks or quantities and to establish delivery schedules, where the requirement permits, in order to encourage participation by minority businesses, women’s business enterprises, and labor surplus area firms in compliance with CFR 200.321. In addition, the City will consider requests from qualified business enterprises to further divide total requirements, when economically feasible, into smaller tasks or quantities and further adjust delivery schedules, where the requirement permits, which encourage further participation by minority businesses, women’s business enterprises, and labor surplus area firms .

Review requests should be submitted on the portal, https://palmcoastgov.bonfirehub.com/portal, on the Messages Tab under Opportunity and Q&A, upon Project Opening and prior to the posted Questions Deadline.

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ABOUT PALM COAST

The City of Palm Coast, located in Flagler County on the northeast coast of Florida, is situated halfway between St.

Augustine and Daytona Beach and about 70 miles from both the Jacksonville and Orlando metropolitan areas. Palm Coast's Interstate 95 Exit 284 (at State Road 100) is the closest I-95 exit to the beach from Maine to Miami. Palm Coast covers approximately 97 square miles and is situated on 70 miles of saltwater and freshwater canals and the Intracoastal Waterway, providing residents with abundant fishing and boating opportunities.

The City of Palm Coast is one of Florida's newest cities; incorporated in 1999. Palm Coast is a full-service City government servicing over 100,000 residents. It offers a comprehensive list of services including Water/Wastewater Management, Stormwater Management, Public Works, Administration, Economic Development, Finance, Information Technology, Parks & Recreation, Fire and Human Resources. Law Enforcement Services are provided by the Flagler County Sheriff’s Office. Facilities owned and operated by the City of Palm Coast include City Hall, the Water/Wastewater Management, Stormwater Management, the Public Works yard, the Palm Coast Community Center, the Southern Recreation Center and five fire stations.

Palm Coast also provides its residents with over a dozen City parks, a tennis center, a golf course, an aquatics center, and more than 125 miles of connecting multiuse pathways for walking, running, and bicycling. Parks and other recreational amenities are open seven days a week, usually from sunrise to sunset.

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GENERAL REQUIREMENTS

INTRODUCTION - PROJECT OVERVIEW AND OBJECTIVES

1.1 Background and Organizational Context

The scale and diversity of infrastructure the City operates and maintains is substantial. The City's physical asset portfolio includes, among other assets:

• 545 miles of roads

• 777 miles of water mains

• 707 miles of sewer mains

• 1,222 miles of stormwater swales

• 177 miles of drainage ditches

• 84 miles of canals

• 17 water weirs

• 63 traffic signals

• More than 130 miles of multiuse trails

• 75,000 PEP (grinder pump) tank systems

• 180 Pump stations, lift stations, and 3 water and 2 wastewater treatment plant’s equipment

• 30 City facilities, including City Hall, a community center, a recreation center, an aquatic center, and a golf course

• 5 fire stations and 14 fire apparatus units

• 14 parks, 8 playgrounds, 26 sports fields, and 2 dog parks

• A fleet of over 1,150 vehicles and equipment units across multiple departments

The City's formally capitalized asset inventory in Tyler Munis comprises more than 4,100 records. The operational asset universe managed by field departments significantly exceeds that figure, encompassing infrastructure assets tracked in various ways, including GIS and spreadsheets, that are maintained but not individually capitalized.

1.2 Current Technology Environment

The City's core enterprise systems relevant to this procurement are as follows:

• Tyler Munis (ERP): Tyler Munis (ERP): System of record for all capital assets, financial transactions, general ledger, accounts payable, and procurement. Inventory is managed in Munis by Utility

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Department. Tyler Munis remains the financial system of record and will not be replaced by this procurement.

• Salesforce (CRM): Salesforce (CRM): Platform for resident service request intake, case management, and routing. The City currently receives approximately 65,135 cases annually through Salesforce, of which approximately 12,224 generate field maintenance responses. Field Service Lightning (FSL), a Salesforce product, is currently used by most field departments to manage work orders created from resident cases.

A primary objective of this procurement is to replace FSL with the EAM as the City's field work order management platform.

• Esri ArcGIS: Esri ArcGIS: The City's enterprise GIS platform, including an authoritative geodatabase maintained by the GIS Division. GIS data underpins asset location, spatial analysis, and field crew navigation across all departments. A deeply integrated, GIS-centric EAM is a key requirement of this procurement. Vertical assets at pump stations and treatment plants are not currently depicted in GIS at the asset level and will need a hierarchial asset structure to facilitate cost and system lifecycle roll up data.

• InfraMap: InfraMap: A GIS-integrated asset and work order management platform currently used by the Utility Department for water, wastewater, and reclaimed water infrastructure. InfraMap serves as the primary condition assessment tool for Utility field staff today. The City will consolidate InfraMap functionality into the EAM.

• Faster Fleet Management: Faster Fleet Management: Fleet management system used for vehicle maintenance tracking. The City may seek to consolidate fleet management into the EAM where superior capability is demonstrated; otherwise, a bidirectional integration is required.

• Samsara: Samsara: City-wide GPS fleet tracking platform providing vehicle location, mileage, and utilization data. Samsara will remain in place; the EAM should be capable of receiving relevant data from Samsara for asset records and maintenance planning. A bidirectional integration is required.

• HALO ITSM: HALO ITSM: IT service management platform used by the Information Technology Department for ticketing, change management, project management, and SLA tracking under the ITIL framework. IT hardware asset records in HALO (4,264 assets) should sync with the EAM.

• 3GIS: 3GIS: Fiber network management platform used by the City's IT department for management of the fiber optic network inventory down to the strand level. The City acknowledges that full EAM consolidation of fiber management is unlikely but is open to vendor proposals where the platform can demonstrate equivalent or superior capability. At minimum, asset data synchronization between 3GIS and the EAM is desired.

• CivicRec: CivicRec: Recreation program registration and facility booking platform used by Parks and Recreation. CivicRec will remain in place; however, the City is interested in exploring whether facility bookings can trigger maintenance or setup work orders in the EAM.

• SCADA and Process Historian: SCADA and Process Historian: Industrial control and monitoring systems at water and wastewater treatment facilities. The City is interested in vendor proposals for how operational alerts from SCADA systems can create or trigger work orders in the EAM. Integration with process historian platforms should be described where applicable.

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1.3 Statement of Need

The City currently manages work orders, asset maintenance, field operations, and inspection documentation through a fragmented combination of platforms including InfraMap, Salesforce Field Service Lightning, Tyler Munis, Esri web apps, spreadsheets, and paper-based processes. This fragmentation produces the following operational conditions that this procurement is intended to resolve:

• No single system provides a unified view of asset condition, maintenance history, associated costs, and remaining useful life across the City's asset portfolio.

• Field staff in most departments cannot record work order data, labor hours, or materials usage from mobile devices. Some work order data is recorded on paper and manually entered, resulting in data loss, delays, and significant staff time devoted to transcription rather than field productivity.

• Labor costs and materials costs are not systematically captured against specific assets or work orders, making true lifecycle cost analysis impossible for most asset categories.

• Work orders are frequently not linked to specific assets, meaning maintenance activity is invisible to asset lifecycle tracking, capital planning, and risk-based prioritization.

• The City has no enterprise-level business intelligence capability. Departments that produce performance metrics do so through manual data extraction and spreadsheet analysis, which is time-consuming and prone to inconsistency.

• Regulatory compliance documentation - including inspections, corrective actions, and reporting required by Florida DEP permits, the NPDES MS4 permit program, EPA Capacity Management Operations and Maintenance (CMOM) requirements, and other regulatory obligations - is often managed manually and inconsistently across departments.

• Resident service cases created in Salesforce generate work orders in Field Service Lightning, which creates a parallel work order environment that is not connected to the City's asset records. The transition from FSL to the EAM will consolidate this workflow and connect resident cases directly to asset-linked work orders.

• During emergency operations, particularly hurricane response, the absence of a shared work order and asset management platform can create coordination challenges when staff from one department must cover operations in another department's area. A common platform reduces this risk.

1.4 Project Objectives

The City's objectives for this procurement are:

• Deploy a unified, enterprise-wide EAM platform that consolidates asset tracking, work order management, preventive maintenance scheduling, inventory management, inspection documentation, and field operations across all participating departments.

• Implement a GIS-centric solution with deep, native integration with Esri ArcGIS that enables field staff and supervisors to manage assets and work orders directly from a map interface on both desktop and mobile devices.

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• Replace Field Service Lightning as the City's field work order management platform, with all maintenance-related work orders from Salesforce cases flowing into the EAM and work order status syncing back to Salesforce cases for resident and customer service visibility.

• Integrate with Tyler Munis to ensure that labor, materials, and maintenance costs post accurately to the general ledger and that capital asset records remain synchronized between systems.

• Consolidate department-level platforms into the EAM where capability is demonstrated to be equivalent or superior, reducing the City's total number of operational platforms and associated licensing and support costs.

• Support regulatory compliance documentation for Florida DEP permits, NPDES MS4 requirements, EPA CMOM obligations, backflow prevention programs, and other inspection-driven regulatory frameworks by providing configurable inspection forms, condition tracking, corrective action timelines, and reporting within the platform.

• Deliver a mobile-first field experience with reliable offline capability that supports field crews working in areas with limited cellular coverage, including photo attachments, GPS-located work recording, asset association from the field, and real-time work order updates.

• Provide role-appropriate dashboards, operational reporting, and a direct connector for Microsoft Power BI to enable data-driven decision making at the crew, supervisor, director, and executive levels.

• Adopt a licensing model that encourages broad adoption across all City departments without penalizing expansion. A site-wide or enterprise licensing structure is strongly preferred.

• Require vendors to identify, quantify, and commit to specific process improvements, efficiency gains, and cost savings achievable through platform adoption, supported by evidence from comparable municipal implementations.

1.5 Consolidation Philosophy

The City's overarching approach to this procurement is consolidation. The City maintains overlapping platforms across its operational departments, and the EAM is intended to serve as the primary operational system for field work management, asset lifecycle tracking, and maintenance documentation across the enterprise.

Proposers are expected to directly address consolidation opportunities in their proposals. For each system identified in Section 1.2, Proposers should describe whether their platform can replace that system's functionality, and if so, demonstrate that capability with evidence from comparable municipal deployments. Where consolidation is not feasible, Proposers must describe the integration approach for maintaining data synchronization between the EAM and the existing platform.

Consolidation standard: The City will evaluate consolidation claims critically. Assertions that the EAM can replace a named system must be supported by specific functional demonstrations during the oral presentation phase. Vague or unsupported consolidation claims will not be scored favorably. Where consolidation is

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1.6 Fiscal Contingency and Proposal Validity

This procurement is contingent upon City Council approval of funding during the Fiscal Year 2027 budget process.

The City anticipates initiating contract execution in the first quarter of Fiscal Year 2027 (October through December 2026). The City reserves the right to proceed with, delay, or cancel this procurement based on funding availability without obligation or penalty to any Proposer.

All proposed pricing shall remain valid through December 31, 2026. Implementation costs should be structured to accommodate fiscal year appropriations, with the understanding that the project may begin in Q1 FY27 subject to Council approval.

SCOPE OF SERVICES

2.1 Participating Departments and User Scale

The following table identifies the primary and secondary user departments for the EAM platform, along with estimated user counts and annual work order volumes. These figures represent the City's best available estimates based on current system data and departmental input. Proposers should treat these figures as planning baselines and should ask clarifying questions during the pre-proposal period if additional detail is needed for accurate scoping.

Department / Division Est. EAM Users Est. Annual Work Orders

Utility Department (Wastewater Collection, Pumping, Treatment, Water Distribution, Water Quality, Treatment Plants)

116 ~100,000

Public Works (including Solid Waste) TBD ~1,729 (SF cases)

Stormwater Maintenance TBD ~2,654

Streets and Drainage TBD ~234

Recreation and Parks (including Trails and Golf Course)

TBD ~1,005 (SF cases)

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Department / Division Est. EAM Users Est. Annual Work Orders

Fire Department TBD TBD

Facilities Management TBD TBD

Information Technology (asset sync only; HALO remains for ticketing)

TBD N/A

TOTAL (estimated) 200+ ~110,000+

Note: Utility Department work order volume of approximately 100,000 annually includes residential meter service requests, PEP tank maintenance, corrective and preventive maintenance, and inspection work orders.

This volume is the dominant driver of platform performance and scalability requirements. Proposers must demonstrate that their platform can support this transaction volume without degradation.

The City's preferred licensing model is site-wide or enterprise, ensuring that all City staff can be onboarded to the EAM without incremental per-user cost that would discourage adoption. Proposers offering named-user or per-seat licensing models must demonstrate that their pricing structure does not create financial barriers to the City's stated goal of platform-wide adoption.

2.2 Core Platform Requirements

2.2.1 Asset Lifecycle Management

The EAM platform must support comprehensive lifecycle management for all asset types managed by the City's participating departments. Core requirements include:

• Creation, categorization, and attribution of assets including all relevant operational data fields -installation date, manufacturer, model, serial number, warranty expiration, replacement cost, condition rating, GPS coordinates, and associated documents and photos.

• Support for both point assets (pump stations, hydrants, valves, fire apparatus, park equipment, buildings, vehicles) and linear assets (pipes, roads, swales, ditches, canals, trails, cable runs) within a unified data model.

• Tracking of asset condition through configurable rating scales, with condition data captured during inspections and updated through work order completion.

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• Hierarchical asset relationships - the ability to define parent-child relationships between assets (e.g., a pump station containing multiple pump units, each with associated valves and electrical components) and to link multiple assets to a single work order.

• Full asset lifecycle event tracking: initial commissioning, preventive maintenance, corrective repair, component replacement, rehabilitation, retirement, and disposal.

• Capital improvement planning support, including replacement cost tracking, condition-based prioritization, and multi-year asset replacement forecasting.

• Support for the City's PEP tank inventory of approximately 75,000 individual residential grinder pump systems, including work order management, inspection scheduling, and service history tracking at the individual unit level.

• Support for pipe segment repair and rehabilitation tracking on linear water, sewer, and reclaimed water assets without requiring the linear feature to be broken and recreated in GIS. The platform must provide a mechanism to record repair activity at a specific location along a linear asset while preserving the integrity of the GIS feature.

• Allow creating assets by uploading large asset data sets including related attributes via an excel table.

2.2.2 Work Order Management

Work order management is the operational core of the EAM. The platform must support the full work order lifecycle from initiation through completion, cost capture, and closure, across all participating departments.

• Work order creation from multiple sources: internally by dispatchers or supervisors, automatically from preventive maintenance schedules, from Salesforce resident cases (via integration), and from inspection findings.

• Assignment of work orders to individual employees or crews, with support for multi-crew, multi-equipment, multi-asset work orders on complex jobs.

• Capture of labor time by individual employee against specific work orders, with rates applied for cost accounting purposes.

• Capture of materials and parts used on work orders, linked to inventory records, with costs imported to the appropriate general ledger accounts in Tyler Munis.

• Work order status lifecycle management - from open through in-progress, on-hold, pending parts, and closed - with timestamps at each transition.

• Support for work order types including preventive maintenance, corrective/reactive maintenance, inspection, capital project work, and resident service response.

• Attachment of photos, documents, and field notes to work orders and assets, capturable from mobile devices in the field.

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• Work order closure requiring completion of required fields and any mandatory inspection data before a work order can be marked complete.

• Accommodating the need to create workorders and record labor hours to the work order before an asset is identified.

• Allowing for the creation of multi-asset workorders with the capability of user defined cost allocation among the assets on the workorder.

• Provide a secure method allowing for non-City employees (contractors) to work and record work against assets. Examples include outsourced fire hydrant inspections or manhole inspections.

• Integration capability with vendor solutions that store large data sets and provide advanced analysis in their cloud environment. Examples include sewer CCTV data, sensor data from sewer flow monitoring devices.

• The platform must be capable of handling the City's combined estimated annual work order volume of approximately 110,000 or more without performance degradation.

2.2.3 Preventive Maintenance Scheduling

The platform must support robust, automated preventive maintenance scheduling across all asset types and departments, replacing the manual scheduling processes currently used.

• Schedule-based PM generation by calendar interval (daily, weekly, monthly, quarterly, annual), runtime hours, or event-based triggers.

• Automatic generation of PM work orders on schedule with assignment to appropriate crews or individuals.

• PM compliance tracking and reporting - what percentage of scheduled PMs were completed on time, overdue, or missed.

• Rolling PM calendars and forecasting - the ability for supervisors to see upcoming PM obligations across their asset inventory weeks or months in advance.

• Support for regulatory inspection schedules as a PM type, with mandatory completion fields and retention of completed inspection records.

• Allow creating preventive maintenance workorders to multiple assets via upload of an excel table.

2.2.4 Inventory and Materials Management

The platform must support inventory management for parts, materials, and supplies used in maintenance operations, linked directly to work orders and assets.

• Parts and materials catalog with manufacturer information, unit costs, reorder points, and bin locations.

• Support for multiple stocking locations across City departments - yard stock, shop stock, and vehicle stock.

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• Consumption tracking - materials used on a work order are deducted from inventory automatically.

• Purchase order integration with Tyler Munis for restocking procurement.

• Inventory valuation and reporting by location, category, and department.

• The platform should describe its approach to consolidating materials tracking currently managed in Tyler Munis by the Utility Department and in disparate manual systems by other departments.

2.3 GIS Integration Requirements

A native or deeply integrated connection to Esri ArcGIS is a foundational requirement of this procurement, not a supplementary feature. The City's GIS environment is central to how assets are located, managed, and maintained across all departments. Proposers must describe their GIS integration architecture in detail and demonstrate it during oral presentations.

• The platform must support visualization and management of assets directly on an Esri web map or ArcGIS-based interface. Proposers must specify whether their GIS integration is native (built on Esri technology, using Esri web maps natively within the platform) or a custom API connection, and describe the functional and maintenance implications of that architecture.

• Field crews should be able to view assets on a map, create work orders by selecting an asset on the map, update work order status, and close work orders - all from within the GIS map interface on both desktop and mobile devices.

• The platform must support both point asset visualization and linear asset visualization, including the ability to locate and select specific segments of linear infrastructure (pipes, roads, swales) on the map for work order association.

• Allow for the selection of assets by drilling down within the hierarchy for vertical assets starting with a point feature in GIS that represents the parent location.

• Data synchronization between the EAM and the City's authoritative geodatabase must be described in detail: what data elements sync, in which direction, at what frequency (real-time, near-real-time, or scheduled batch), and how conflicts are resolved.

• The GIS layer inventory managed by the City encompasses over 40 actively maintained feature classes across utilities, stormwater, streets, and parks. Proposers should describe their approach to onboarding and connecting to an existing geodatabase of this scale.

• The platform should support GPS-based asset proximity - the ability for a field crew member to view nearby assets of a relevant type based and/or workorders on their current GPS location, to facilitate asset association when responding to a resident case where the specific asset is unknown.

• Must allow for visualization of sensor, SCADA, 3rd party application sensor data and meter data on the GIS map. Examples: manhole level monitoring via a 3rd party vendor app, water pressure via SCADA and Sensus meter solutions, pump station power outages, generator running, generator fuel levels, pump station wet well levels. This will require integration with the City’s Process Historian and other 3rd party cloud data.

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2.4 Mobile and Field Operations Requirements

The majority of EAM activity will occur in the field, on mobile devices, often in areas with intermittent or absent cellular coverage. The mobile experience is not secondary to the desktop experience - for most users, it is the primary interface.

• The platform must provide a native mobile application for iOS and Android, or a mobile web application that has been demonstrated to perform equivalently to a native app for the City's use cases. Proposers must specify the application type and describe any functional limitations of the mobile versus desktop experience.

• Offline mode is strongly desired. Field crews must be able to access asset records, view and update work orders, capture photos, record GPS locations, and complete inspection forms without a cellular connection. All offline activity must sync reliably when connectivity is restored, with conflict resolution described.

• The mobile map interface must perform acceptably with large datasets. The City's Utility Department alone manages approximately 400,000 individual water and wastewater assets. Proposers must describe and demonstrate how the mobile platform performs when a user accesses and filters large asset datasets within the map interface, including typical load times.

• Photo and document attachment from mobile devices is required. Field crews must be able to take photos and attach them to work orders and asset records in the field without returning to the office.

• Barcode and QR code scanning for asset identification is desired.

• The mobile interface must clearly distinguish between internal work order notes and public-facing notes that will sync back to Salesforce and be visible to resident or customer service staff. The visual and functional distinction must be obvious enough to prevent field crews from inadvertently placing internal notes in public-facing fields. A dedicated public notes field or a clearly styled toggle/flag is required.

2.5 Salesforce Integration Requirements

The City's Salesforce CRM is the resident-facing platform through which approximately 65,135 service cases are created annually. Of those, approximately 12,224 generate field maintenance work orders. The integration between Salesforce and the EAM is a critical operational requirement that must be demonstrated during the proposal and oral presentation process.

The City currently uses Salesforce Field Service Lightning (FSL) as the work order management layer for resident-generated cases. A primary objective of this procurement is to replace FSL with the EAM as the work order execution platform, while retaining Salesforce as the case management and resident communication layer.

• When a resident service case is created or escalated in Salesforce that requires a field maintenance response, a corresponding work order must be created in the EAM. The integration may operate from the Salesforce case directly or from a Salesforce work order - the City will determine the optimal trigger point during implementation in consultation with the selected vendor.

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• Location data from the Salesforce case (address or coordinates) must be passed to the EAM work order to position the job on the map and assist with asset association.

• Work order status in the EAM must sync back to the originating Salesforce case so that customer service staff can see current field status without leaving Salesforce.

• Public-facing notes entered on the EAM work order by field crews must sync back to the Salesforce case, where they may be visible to resident-facing staff and, where appropriate, to the resident through the City's service request portal.

• Internal notes on EAM work orders must not sync to Salesforce.

• When a field crew member associates a specific asset with a Salesforce-originated work order - either in the office by a dispatcher or in the field by the crew - that asset association must be retained within the EAM for lifecycle tracking and must not require entry into Salesforce.

• The integration must accommodate the City's current case routing structure, in which cases are distributed across multiple department queues (Public Works, Stormwater, Wastewater, Water Distribution, Parks, and others) and must route work orders to the appropriate department crew.

• Proposers must describe their approach to this integration in detail, including whether it is a pre-built Salesforce connector, a custom API integration, or a middleware-based solution, and provide references from clients using a comparable Salesforce-to-EAM workflow in production.

2.6 Tyler Munis Financial Integration Requirements

Tyler Munis is and will remain the City's system of record for all financial data, including capital assets, general ledger, accounts payable, purchasing, and inventory (Utility Department). The EAM must integrate bidirectionally with Tyler Munis. Proposers must have documented production experience integrating their platform with Tyler Munis and must describe that integration in detail.

• Labor costs captured on EAM work orders must post to the appropriate Tyler Munis general ledger accounts, including employee, rate, hours, and account coding.

• Materials and parts costs consumed on EAM work orders must post to Tyler Munis, including item, quantity, unit cost, and account coding.

• Capital asset records must be synchronized between Tyler Munis and the EAM, ensuring that additions, disposals, and modifications to capitalized assets in Tyler Munis are reflected in the EAM asset inventory.

• Purchase orders for parts and materials restocking should be able to be initiated from the EAM and processed in Tyler Munis.

• Vendor records should sync between Tyler Munis and the EAM to avoid duplicate maintenance of contractor and supplier information.

• Proposers must describe the technical mechanism for the Tyler Munis integration (API, middleware, file-based), the data elements included, the frequency of synchronization, and the error handling and reconciliation approach.

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2.7 Additional Integration Requirements

The following integrations are required or desired in addition to the Salesforce and Tyler Munis integrations described above.

System Integration Type Priority

Faster Fleet Management Consolidation explored;

bidirectional sync required if retained. Vendor must describe fleet module capability.

Sync Required

Samsara (GPS Fleet Tracking) One-way sync: mileage, engine hours, and location data from Samsara to EAM asset records.

Required

HALO ITSM One-way sync: IT hardware asset records (4,264 assets) from HALO to EAM. Work order data sync explored.

Required

InfraMap Consolidation if Utility functionality is demonstrated.

Bidirectional sync required if retained.

Required

3GIS (Fiber Network Mgmt) Consolidation if demonstrated;

otherwise bidirectional asset data sync.

Desired

CivicRec (Recreation Booking) Explore integration: facility bookings triggering maintenance/setup work orders.

Desired

SCADA / Process Historian EAM work order creation from operational alerts; dashboard integration for sensor data.

Desired

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System Integration Type Priority

Microsoft Power BI Direct OData feed or certified connector for operational reporting and analytics.

Required

Microsoft Entra ID (SSO) SAML-based single sign-on.

Required per City cybersecurity standards.

Required

2.8 Regulatory Compliance and Inspection Documentation

Several of the City's primary user departments operate under regulatory frameworks that require systematic inspection, documentation of corrective actions, and periodic reporting to state and federal agencies. The EAM must support these requirements as a core capability, not through workarounds.

• The Utility Department operates under Florida DEP water and wastewater treatment permits, a consent order on the wastewater collection system, EPA Capacity Management Operations and Maintenance (CMOM) requirements, Consumptive Use Permit (CUP) compliance obligations, and FEMA reporting requirements. Inspection forms, corrective action tracking, and compliance reporting must be configurable within the platform.

• The Stormwater Department operates under the City's NPDES Municipal Separate Storm Sewer System (MS4) permit, which requires documented inspections of drainage infrastructure, maintenance activities, and annual reporting to the Florida DEP. The EAM must support the creation and retention of inspection records that satisfy MS4 permit documentation requirements.

• The Utility Department conducts a range of regulatory inspections on a defined schedule, including backflow preventer testing, meter testing, manhole inspections, sewer main cleaning and televising, pump station inspections, hydrant flow testing, water well testing, and groundwater monitoring. The platform must support scheduling, completion documentation, and retention of these inspection records.

• The Fire Department conducts fire apparatus certifications and other safety compliance inspections. The platform must support these inspection workflows and documentation requirements.

• Proposers must describe how the platform supports configurable inspection forms and checklists that can be tailored to specific regulatory requirements, including mandatory fields, condition rating scales, and the ability to trigger corrective action work orders from inspection findings.

• Corrective action timelines - the tracking of deficiencies identified in inspections through to verified completion within a regulatory-required timeframe - must be supported as a native platform capability.

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• All inspection records must be retained within the platform and be exportable in formats suitable for regulatory submission or audit response.

2.9 Reporting, Analytics, and Business Intelligence

The City's current operational data environment is limited by the absence of integrated reporting. Departments that produce performance metrics do so through manual extraction and spreadsheet analysis. The EAM must establish the City's operational data foundation and connect to enterprise analytics tools.

• Built-in dashboards must be configurable by role - field technician, crew supervisor, department director, and City Manager views should each surface relevant information without requiring navigation through irrelevant data.

• Standard operational reports must be available out of the box, including work order completion rates, PM compliance, average response time by work order type, cost per work order, deferred maintenance backlog, and asset condition distribution.

• A direct OData feed or certified connector for Microsoft Power BI is required. The City's goal is to build operational dashboards in Power BI that draw live data from the EAM, enabling cross-department performance visibility at the executive level.

• Advanced analytics capabilities - including asset failure prediction, risk-based capital prioritization, and maintenance cost forecasting - should be described. Proposers must distinguish between capabilities that are production-ready at comparable municipal clients and capabilities that are on the product roadmap.

• Capital improvement planning tools that allow the City to model future asset replacement needs based on condition data, age, maintenance history, and unit replacement costs are required, given the multi-year CIP planning responsibilities of Utility, Public Works, Stormwater, and Parks departments.

• Public Works is an analytically mature department, currently using Esri AGOL survey tools and data management workflows that represent a higher baseline than other departments. The EAM must demonstrate that it can advance Public Works' analytical capabilities, not merely replicate what they currently have.

2.10 Return on Investment and Value Documentation

The City is committed to presenting a data-driven business case to City Council for this investment. Proposers are required to provide a dedicated section in their proposal - titled "Projected Value and Return on Investment" - that quantifies the expected operational and financial benefits of their platform for a city of Palm Coast's size and operational profile.

• Quantified estimates must be supported by documented outcomes from comparable municipal clients.

The City will not score generic efficiency claims that are not tied to specific, verifiable reference deployments. Proposers should show their methodology: what baseline metric was measured, what improvement was achieved, and how that translates to Palm Coast's context.

• Value categories should include, but are not limited to: reduction in time spent on manual data entry and report generation; reduction in unplanned corrective maintenance as a result of improved preventive

18 | P a g e maintenance compliance; reduction in paper-based workflow costs; staff time savings from mobile work order management versus paper processes; reduction in regulatory risk or compliance cost; and platform licensing cost avoidance from system consolidation.

• Where the vendor can demonstrate that their platform has enabled reduction in specific operating costs -for example, reduced overtime from better work scheduling, reduced parts expense from improved inventory management, or avoided regulatory fines from improved compliance documentation - those outcomes should be quantified and attributed to specific reference clients.

• The City reserves the right to contact reference clients to verify any claims made in this section.

2.11 Implementation Requirements

The City expects the selected vendor to lead a structured, phased implementation that minimizes operational disruption while achieving full platform deployment across all participating departments. The City recognizes that a project of this scope and complexity cannot be fully planned at the proposal stage. Accordingly, Proposers are required to submit a high-level implementation strategy and timeline with their proposal. A detailed project plan and implementation schedule will be developed collaboratively with the selected vendor following contract execution, based on a structured discovery process with the City’s departments and technical staff.

At proposal submittal, Proposers must provide:

• A high-level implementation strategy describing the vendor’s general approach to onboarding a full-service municipality of Palm Coast’s scale and complexity, including how the vendor typically sequences departments, manages data migration, and transitions users from legacy systems.

• A high-level timeline showing estimated elapsed time from contract execution to initial go-live, and from initial go-live to full enterprise deployment. The timeline should identify major phases and key milestones without locking in specific dates or department sequences that may change following discovery.

• A description of the vendor’s discovery process - how they engage with City departments post-award to gather the detailed requirements, data inventories, workflow documentation, and integration specifications needed to build the final project plan.

• Identification of key implementation personnel, including project manager and lead technical resources.

• A high-level description of the vendor’s approach to data migration, including how historical records from source systems such as InfraMap, Faster Fleet, and Salesforce Field Service Lightning will be assessed, extracted, and transitioned. The City is open to discussion on whether records are migrated into the active EAM or retained in a queryable archive format.

• A description of the vendor’s training philosophy and general approach, including how training is tailored for different user roles from field technicians to department directors and administrators.

Following vendor selection, the selected vendor will be expected to:

• Lead a structured discovery process with all participating departments to document detailed requirements, existing workflows, data inventories, integration specifications, and department-specific configuration needs.

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• Produce a detailed project plan and implementation schedule, including department phasing, milestone dates, resource requirements, integration development timelines, data migration plan, testing strategy, training plan, and go-live criteria. This plan requires City approval before implementation commences.

• Proactively identify process improvement and cost-saving opportunities during discovery, bringing municipal best practices and cross-client experience to the City’s benefit rather than simply configuring the platform to replicate existing processes.

2.12 Platform Architecture and Technical Requirements

The City's preferred deployment model is multi-tenant Software-as-a-Service (SaaS), hosted in U.S.-based data centers. On-premises or single-tenant cloud solutions must provide a compelling justification that all cybersecurity and data residency requirements can be met equivalently.

• The platform must be capable of achieving 99.5% or greater uptime availability, with documented SLA terms and remediation for downtime events.

• The vendor must describe their disaster recovery capabilities, including recovery time objective (RTO) and recovery point objective (RPO).

• The platform API must be a core product feature - not a supplementary add-on - with complete field exposure including custom and user-defined fields. Proposers must provide a link to public API documentation. The City has previously evaluated a platform whose API did not expose custom fields;

proposals that cannot demonstrate full API field coverage for all data elements will be scored accordingly.

• The vendor must describe their process for adding new API endpoints or exposing new fields based on client needs, and the typical timeline for such additions.

• The platform must support Microsoft Entra ID (Azure Active Directory) single sign-on via SAML 2.0.

• The platform must be accessible via current versions of all major browsers on desktop, and via iOS and Android mobile devices.

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RFP PROCESS

PURCHASING PROCEDURES: The Procurement and Contracting Procedures and Processes apply to this Request for Proposal. These procedures can be found at: http://www.palmcoast.gov/procurement under Procurement Policy.

INQUIRIES/INTERPRETATIONS: All Proposers shall carefully examine the Request for Proposal (RFP) documents.

Any ambiguities or inconsistencies shall be brought to the attention of the City prior to the due date in writing through the City’s Procurement Portal Web Page (https://palmcoastgov.bonfirehub.com/portal); failure to do so will constitute an acceptance by the Proposer of any subsequent award decision. In addition, the City will consider requests from qualified business enterprises to further divide total requirements, when economically feasible, into smaller tasks or quantities and further adjust delivery schedules, where the requirement permits, which encourages further participation by minority businesses, women’s business enterprises, and labor surplus area firms. Any questions concerning the intent, meaning and interpretations of the RFP documents including the attached draft agreement, or suggestions for addenda to the RFP documents, shall be posed through the City’s Procurement Portal Web Page (https://palmcoastgov.bonfirehub.com/portal) during the Q&A period. Proposer should not rely on any oral statement or instructions made by any employee(s) of the City with regard to this proposal. Any oral statements or instructions given before the proposal due date will not be binding on the City.

ADDENDA: Should revisions to the RFP documents become necessary, the City shall post addenda on the City’s Procurement Portal Web Page (https://palmcoastgov.bonfirehub.com/portal). All Proposers should check the City’s Procurement Portal Web Page at least three (3) calendar days before the proposal due date to verify information regarding addenda. Failure to do so could result in rejection of the proposal as unresponsive. Proposer must sign, date, and return all addenda with their proposal for the submission to be deemed Responsive. It is the sole responsibility of the Proposer to obtain information related to addenda and to insure that the proposal considers all changes to the RFP documents.

ANTI-LOBBYING/CITY CONTACT: Proposers are hereby notified that all communications regarding this RFP, whether in writing, electronic, verbal, or by some other means, and whether made indirectly by third parties or directly by the Proposer, must be submitted to the City’s Procurement Portal Web Page. Except as expressly required by this RFP for formal presentations (if any), any indirect or direct communications and lobbying regarding this RFP made to members of the City Council, members of the Evaluation Committee, or any other City official, from the date of advertising until the time an award has been made, are strictly prohibited and may constitute grounds for immediate disqualification of the Proposer’s proposal.

PREPARATION COSTS: The City shall not be liable for any expenses incurred in connection with preparation of a proposal. Proposers should prepare their proposals simply and economically, providing a straightforward and concise description of the Proposer's ability to meet the requirements of this RFP.

LICENSES/PERMITS: Unless expressly stated in the RFP, all permits, licenses, or fees required shall be the responsibility of the Proposer.