Built on a service catalogue of roughly sixteen hundred costed line items across applications, infrastructure, desktop and support, rolled into cost pools and distributed on explicit allocation bases — network ports in use, authorised positions, virtual and physical servers, remote sites, service desk tickets, mobile devices and subscriber radios.
The Customer Billing System behind it spans sixteen functional lanes — finance, budget office, PMO, operations and six technical operating units — and automates extraction from the systems of record that hold the truth: CiscoWorks for network ports, Lenel for badge access, Active Directory and LDAP for accounts, the CA service desk for tickets, Tivoli and Maximo for assets, Oracle Position Control for personnel. QA gates, an error-report loop back to asset managers and a hard annual inventory cut-off keep the counts defensible before a single bill is issued.
The model was benchmarked before it was designed: more than twenty-five cities and counties interviewed, narrowed to the Seattle and Tacoma models as the closest fit. Technology refresh was built into the rate rather than the capital cycle. Every agency’s charges and underlying asset detail were published to a customer-facing portal.
Public safety radio was modelled as its own allocation — P25 debt service, system maintenance, radio shop, tower costs and the JEA buyout, distributed across the subscriber fleet at published per-radio rates — billing out the same radio system this record architected.
Outcome
A bill nobody could be compelled to pay that agencies nonetheless paid, because they could see and challenge what they were charged for.