Agenda Packet 04-07-2016I
1950
SOUTH TAHOE PUBLIC UTILITY DISTRICT
REGULAR BOARD MEETING AGENDA
Thursday, April 7, 2016 - 2:00 P.M.
District Board Room
1275 Meadow Crest Drive, South Lake Tahoe, California
Richard Solbrig, General Manager Shannon Cotulla, Assistant General Manager
Randy Vogelgesang, President BOARD MEMBERS Kelly Sheehan, Vice President
Chris Cefalu, Director James R. Jones, Director Duane Wallace, Director
CALL TO ORDER REGULAR MEETING — PLEDGE OF ALLEGIANCE (At this time, please silence phones and
other electronic devices so as not to disrupt the business of the meeting.)
2. COMMENTS FROM THE AUDIENCE (This is an opportunity for members of the public to address the Board on
any short non -agenda items that are within the subject matter jurisdiction of the District. No discussion or action can
be taken on matters not listed on the agenda, per the Brown Act. Each member of the public who wishes to
comment shall be allotted five minutes, and no more than three individuals shall address the same subject.)
3. CORRECTIONS TO THE AGENDA OR CONSENT CALENDAR (For purposes of the Brown Act, all Action and
Consent items listed give a brief description of each item of business to be transacted or discussed.
Recommendations of the staff, as shown, do not prevent the Board from taking other action.)
4. ADOPTION OF CONSENT CALENDAR (Any item can be removed to be discussed and considered separately
upon request. Comments and questions from members of the public, staff or Board can be taken when the
comment does not necessitate separate action.)
5. CONSENT ITEMS BROUGHT FORWARD FOR SEPARATE DISCUSSION ACTION
6. PRESENTATION
a. Award Governance Finance Officers Certificate of Achievement for Excellence in
Financial Reporting (Randy Vogelgesang)
7. ITEMS FOR BOARD ACTION
a. Resolution No. 3014-16 in support of Water Meter Installation Project Phase 2
Application to Drinking Water State Revolving Fund (Lynn Nolan, Grants Coordinator) Pg. 73
Adopt the Pledged Revenues and Fund(s) Resolution No. 3014-16 to State Water
Resources Control Board for the preparation of a contract under the Drinking Water
State Revolving Fund program
b. Caltrans US Highway 50 "Y" to Trout Creek Utility Relocation Agreement Pg. 77
(Trevor Coolidge, Associate Engineer)
Authorize staff to enter into an agreement with Caltrans to provide for the relocation of
water and sewer facilities in the approximate amount of $48,000, subject to final bid
amounts
REGULAR BOARD MEETING AGENDA - April 7, 2016
PAGE - 2
C. Water Meter Installation Project - Phase 3 (Trevor Coolidge, Associate Engineer) Pg. 87
Approve Task Order No. 6 with Susan Lindstrom, Ph.D., Consulting Archaeologist, to
complete cultural resource studies in the amount of $25,016
Cl. Approve Payment of Claims (Debbie Henderson, Accounting Manager) Pg. 93
Approve Payment of Claims in the amount of $3,032,601.60
8. STANDING AND AD-HOC COMMITTEE REPORTS (Discussions may take place; however, no action will be
taken.)
9. BOARD MEMBER REPORTS (Discussions may take place; however, no action will be taken.)
10. EL DORADO COUNTY WATER AGENCY PURVEYOR REPORT
1 1 . GENERAL MANAGER REPORT (Discussion may take place; however, no action will be taken.)
a. Alpine County Supervisors Presentation April 5, 2016
12. STAFF1ATTORNEY REPORTS (Discussions may take place; however, no action will be taken.)
a. Draft Groundwater Sustainability Plan Regulations Update (Attorney Kvistad)
13. NOTICE OF PAST AND FUTURE MEETINGS/EVENTS
Past Meetings/Events
03/17/16 - 2:00 p.m. Regular Board Meeting at the District
Future Meetings Events
04/18/16 -3:30 p.m. Operations Committee Meeting at the District
04/21/16 - 2:00 p.m. Regular Board Meeting at the District
14. ADJOURNMENT (The next Regular Board Meeting is Thursday, April 21, 2016, at 2:00 p.m.)
The South Tahoe Public Utility District Board of Directors regularly meets the first and third Thursday of each month. A complete Agenda
packet is available for review at the meeting and at the District office during the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday.
A recording of the meeting is retained for 30 days after Minutes of the meeting have been approved. Items on the Agenda are numbered
for identification purposes only and will not necessarily be considered in the order in which they appear. Designated times are for particular
items only. Public Hearings will not be called to order prior to the time specified, but may occur slightly later than the specified time.
Public participation is encouraged. Public comments on items appearing on the Agenda will be taken at the same time the Agenda items
are heard; comments should be brief and directed to the specifics of the item being considered. Please provide the Clerk of the Board with
a copy of all written materials presented at the meeting. Comments on items not on the Agenda can be heard during "Comments from
the Audience;" however, action cannot be taken on items not on the Agenda.
Backup materials relating to an open session item on this Agenda, which are not included with the Board packet, will be made available
for public inspection at the same time they are distributed or made available to the Board, and can be viewed at the District office, at the
Board meeting and upon request to the Clerk of the Board.
The meeting location is accessible to people with disabilities. Every reasonable effort will be made to accommodate participation of the
disabled in all of the District's public meetings. If particular accommodations are needed, please contact the Clerk of the Board at (530)
544-6474, extension 6203. All inquiries must be made at least 48 hours in advance of the meeting.
REGULAR BOARD MEETING AGENDA - April 7, 2016 PAGE - 3
SOUTH TAHOE PUBLIC UTILITY DISTRICT
CONSENT CALENDAR
April 7, 2016
ITEMS
a. SEWER LINE PATCH REPAIR
(Doug VanGorden, Underground Repair Sewer Supervisor) Pg. 1
1) Award bid to the lowest responsive, responsible bidder, Hoffman Southwest Corporation,
dba Professional Pipe Services, in the amount $66,600, for sewer line patch repair within the
District's sewer service area; 2) Authorize staff to allow for changes (size estimates or repair site
additions) in the contract not to exceed additional 10% of the contract price
b. CALIFORNIA LEGISLATIVE AFFAIRS TEMPORARY ASSISTANCE
(Shannon Cotulla, Assistant General Manager) Pg. 5
Authorize issuance of Task Order No. 2 to Dennis Cocking of Sage Solutions to provide
temporary assistance for legislative affairs in an amount not to exceed $15,000
c. CATTLE GRAZING PERMIT 2016 - DIAMOND VALLEY RANCH
(Jim Hilton, Water Reuse Manager and Linda Brown, Purchasing Agent) Pg. 9
Award contract to the highest responsive, responsible bidder, Urrutia Ranch, in the monthly
amount of $18,200, for the 2016 Cattle Grazing Permit for Diamond Valley Ranch
d. WASTE WATER TREATMENT PLANT EMERGENCY GENERATOR REPLACEMENT PROJECT
(Stephen Caswell, Senior Engineer) Pg. 13
Approve Task Order No. 6 with Sierra Ecotone Solutions to complete environmental studies in
the amount of $24,080
e. ENTERPRISE RESOURCE PLANNING REPLACEMENT
(Chris Skelly, Interim Information Technology Manager) Pg. 19
Approve the proposal from NexLevel to develop an RFP, manage RFP submissions, assist District
staff in the selection process of a new Enterprise Resource Planning System, and assist District
staff in the negotiation process
f. APPLICATION FOR AERATION BASIN NO.2 REHABILITATION AND PRIMARY CLARIFIER NO. 1
REHABILITATION TO CLEAN WATER STATE REVOLVING FUND (Lynn Nolan, Grants Coordinator) Pg. 59
Adopt Resolution No. 3012-16 and Resolution No. 3013-16 to apply for Aeration Basin No. 2
Rehabilitation and Primary Clarifier No. 1 Rehabilitation Clean Water State Revolving Loan
g. NOVEMBER 8 2416 CONSOLIDATED DISTRICTS ELECTION
(Melonie Guttry, Executive Services Manager/Board Clerk) Pg. 65
Adopt Resolution No. 3011-16 for EI Dorado County declaring an election be held in its
jurisdiction, consolidation with other Districts, requesting election services
h. REGULAR BOARD MEETING MINUTES: March -17,2016
(Melonie Guttry, Board Clerk) Pg. 69
Approve March 17, 2016, Minutes
General Manager
Richard H. 5olbrig
Directors
outh
Chris Ceralu
r�
hoe
James R. Jones
Randy vogelgesang
Kelly SheehanPublic
Utility
Di5/rict
Duane Wallace
1275 Meadow Crest Drive • South Lake Tahoe • CA 95150-7401
Phone 530 544-0474 - Fax 530 541-0614, www.stpud.u5
BOARD AGENDA ITEM 4a
TO: Board of Directors
FROM: Doug Van Gorden, Underground Repair Sewer Supervisor
MEETING DATE: April 7, 2016
ITEM - PROJECT NAME: Sewer Line Patch Repair
REQUESTED BOARD ACTION: 1) Award bid to the lowest responsive, responsible bidder,
Hoffman Southwest Corporation, dba Professional Pipe Services, in the amount $66,600,
for sewer line patch repair within the District's sewer service area; 2) Authorize staff to
allow for changes (size estimates or repair site additions) in the contract not to exceed
additional 10% of the contract price
DISCUSSION: Bids were opened on March 28, 2016, from two bidders for sewer line
patch repair services. Hoffman Southwest Corporation was the lowest responsive,
responsible bidder. See bid results for further explanation. Line repairs will be done using
the ultra -violet cure in place system liner.
Staff has been in discussion with California Tahoe Conservancy (CTC) regarding
capping off laterals to various vacant parcels that they own. The "lateral
abandonments" would reduce Infiltration and Inflow to district mains, and save the CTC
sewer service charges on the applicable parcels. Staff has worked with legal counsel
to review CTC contract documentation for reimbursement of charges (expected to
amount to $20,350 at this time).
The District's Purchasing Agent has reviewed this item.
SCHEDULE: As soon as possible
COSTS: $66,600 (minus $20,350 to be reimbursed by CTC) plus 10%
ACCOUNT NO: 1001-6055
BUDGETED AMOUNT AVAILABLE: $46,576
ATTACHMENTS: Bid Results
CONCURRENCE WITH REQUESTED ACTION: CATEGORY: Sewer
GENERAL MANAGER: YES{ NO
CHIEF FINANCIAL OFFICER: YES NO
-1-
5OUTH TAHOE
PUBLIC UTILITY DISTRICT
BID RESULTS
BID # 15-16-05
OPENING DATE March 28, 2016
FOR Sewerline Spot Repair Services
Estimated Sites for: District CTC Total
Hoffman SW Corp dba Professional Pipe Services $ 46,250 $ 20,350 $ 66,600
Cosmic Via UV cure
Warranty: 2 years material & installation
Contractor License is "current and active"
Nor Cal Pipeline Services 81,296 35,822 1 17,1 18
Perma-Liner Via ambient cure;
Warranty: 50 year manufacturer, 1 year labor
Disclaimer: The total dollar amounts are based upon expected repair sites and their
estimated sizes. The bidder's contract total may vary, but unit/size prices are firm.
-3-
outh Tahoe
Qi5 VI I G V
General Manager
Richard H. Solbrig
Directors
Chris Cefalu
James R. Jones
Randy Vogelgesang
Kelly Sheehan
Duane Wallace
1275 Meadow Crest Drive • South Lake Tahoe • CA 96150-7401
Phone 530 544-6474 • Fax 530 541-0614 • www otpud.uo
BOARD AGENDA ITEM 4b
TO: Board of Directors
FROM: Shannon Cotulla, Assistant General Manager
MEETING DATE: April 7, 2016
ITEM - PROJECT NAME: California Legislative Affairs Temporary Assistance
REQUESTED BOARD ACTION: Authorize issuance of Task Order No. 2 to Dennis Cocking
of Sage Solutions to provide temporary assistance for legislative affairs in an amount not
to exceed $15,000
DISCUSSION: Legislative affairs are the responsibility of the Assistant General Manager
(AGM). Given the broad scope of responsibilities of the AGM position, there are
occasions when multiple pressing issues require the AGM's attention. At those times, it is
beneficial for the District to have Dennis able to represent the District on legislative
issues, for example:
Representing the District at the Association of California Water Agencies
(ACWA), California Association of Sanitary Agencies (CASA), Mountain Counties
Water Resources Association (MCWRA) meetings, committees, or workshops
Acting as additional point of contact for federal affairs with ENS Resources, Inc.
Acting as additional point of contact with Lake Tahoe Fire Partnership
® Representing the District in legislative or regulatory matters in Sacramento
These services will be provided on an as -needed -basis at an hourly rate of $85, plus
direct business expenses. Staff requests that the Board approve Task Order No. 2 to
Dennis Cocking of Sage Solutions in an amount not to exceed $15,000 for legislative
assistance on an as- needed -basis.
SCHEDULE: As needed
COSTS: Not to exceed $15,000
ACCOUNT NO: 1027/2027-4405
BUDGETED AMOUNT AVAILABLE: <$52,116>
ATTACHMENTS: Proposal for Scope of Work
CONCURRENCE WITH REQUESTED ACT O
GENERAL MANAGER: YES NO
CHIEF FINANCIAL OFFICER: YES 5N0.
CATEGORY: Water and Sewer
Sage Solutions
1060 Out R Way
Gardnerville, NV 89410
dcockingl 952@gmail.com
March 26, 2016
Mr. Shannon Cotulla
Assistant General Manager — Engineer
South Tahoe Public Utility District
1275 Meadow Crest Drive
South Lake Tahoe, CA 96150
Dear Shannon:
This letter is to serve as a formal proposal for consulting services as follows:
Services provided will include legislative advocacy services and coordination with District
staff for additional services on an as -needed basis.
Tasks will include the following services:
n Represent District at the Association of California Water Agencies (ACWA),
California Association of Sanitary Agencies (CASA), Mountain Counties Water
Resources Association (MCWRA) meetings, committees, or workshops.
Act as additional point of contact for ENS Resources, Inc.
Act as additional point of contact with Lake Tahoe Fire Partnership
Represent District in legislative or regulatory matters in Sacramento
Other duties as assigned by the General Manager
Hourly rate will be $85 plus other direct business expenses incurred as a result of
authorized activities.
Services will be provided by Dennis Cocking. Consultant shall not change staffing without
approval of the District. Any changes shall provide equivalent qualifications as far as
possible and practical
Thank you for the opportunity to serve the District.
Kindest regards,
Dennis Cocking
Sage Solutions
TO:
FROM:
MEETING DATE:
ITEM - PROJECT NAME:
General Manager
Richard H. 5olbrig
BOARD AGENDA ITEM 4c
Board of Directors
Jim Hilton, Water Reuse Manager
Linda Brown, Purchasing Agent
April 7, 2016
Cattle Grazing Permit 2016 - Diamond Valley Ranch
REQUESTED BOARD ACTION: Award contract to the highest responsive, responsible
bidder, Urrutia Ranch, in the monthly amount of $18,200, for the 2016 Cattle Grazing
Permit for Diamond Valley Ranch
DISCUSSION: The Invitation for Proposals was advertised on February 29, 2016, and
mailed to 15 addresses. Proposals were opened on March 28 for the 2016 five-month
contract.
SCHEDULE: May 1 through September 30, 2016
REVENUE: $91,000
ACCOUNT NO: 1000-3514
BUDGETED AMOUNT AVAILABLE:
ATTACHMENTS: Proposals Listing
CONCURRENCE WITH REQUESTED ACTION:
GENERAL MANAGER: YES
CHIEF FINANCIAL OFFICER: YES NO
-9-
NO
CATEGORY: Sewer
Directors
Tahoe
Chris Cefalu
J
James R. Jones
�'J II �+
�' blic
l.1
Utility
District
Randy Vogelgesang
Kelly5heehan
Duane Wallace
1275 Meadow Crest Drive • South Lake Tahoe •
CA 96150-7401
Phone 530 54446474 • Fax 530 541-0614 • www.stpud.u5
BOARD AGENDA ITEM 4c
Board of Directors
Jim Hilton, Water Reuse Manager
Linda Brown, Purchasing Agent
April 7, 2016
Cattle Grazing Permit 2016 - Diamond Valley Ranch
REQUESTED BOARD ACTION: Award contract to the highest responsive, responsible
bidder, Urrutia Ranch, in the monthly amount of $18,200, for the 2016 Cattle Grazing
Permit for Diamond Valley Ranch
DISCUSSION: The Invitation for Proposals was advertised on February 29, 2016, and
mailed to 15 addresses. Proposals were opened on March 28 for the 2016 five-month
contract.
SCHEDULE: May 1 through September 30, 2016
REVENUE: $91,000
ACCOUNT NO: 1000-3514
BUDGETED AMOUNT AVAILABLE:
ATTACHMENTS: Proposals Listing
CONCURRENCE WITH REQUESTED ACTION:
GENERAL MANAGER: YES
CHIEF FINANCIAL OFFICER: YES NO
-9-
NO
CATEGORY: Sewer
SOUTH TAHOE
PUBLIC UTILITY DI5TRICT
PROPOSALS RECEIVED FOR
MAY 1 - SEPTEMBER 30, 2016 GRAZING PERMIT
OPENED March 28, 2016
Per Month
Urrutia Ranch $ 18,200
Mission Livestock Management 16,001
Jesse & Jenny Riedel 15,688
Guy Norcutt 12,000
Daniel Kuiken 10,959
Amy White 10,250
Joses Ranch 4,253
Mac
>uth Tahoe
is Utility District
General Manager
Richard H. 9o*ig
Directors
Chris Cefalu
James R. Jones
Randy Vogelgesang
Kelly Sheehan
Duane Wallace
1275 Meadow Crest Drive • South Lake Tahoe • CA 96150-7401
Phone 530 544-6474 • Fax 530 541-0614 • www.stpud.us
BOARD AGENDA ITEM 4d
TO: Board of Directors
FROM: Stephen Caswell, Senior Engineer
MEETING DATE: April 7, 2016
ITEM - PROJECT NAME: Waste Water Treatment Plant (WWTP) Emergency Generator
Replacement Project
REQUESTED BOARD ACTION: Approve Task Order No. 6 with Sierra Ecotone Solutions to
complete environmental studies in the amount of $24,080
DISCUSSION: The South Tahoe Public Utility District (District) is currently pursuing funding
through the State Water Resources Control Board's Clean Water State Revolving Fund
(CWSRF) for the construction of the WWTP Emergency Generator Replacement Project.
As part of the funding application and environmental review, an Initial Study/Negative
Declaration is required by the State.
Due to the urgency of the project schedule, existing Master Services Agreement, and
past performance on similar studies, Sierra Ecotone Solutions was selected as the most
capable consultant for the project, and is available to start work immediately.
Sierra Ecotone Solutions Task Order No. 6 includes the following California Environmental
Quality Act (CEQA) activities:
Review of background information and preparation of project descriptions
Attendance at project meetings and required hearings
Preparation of Initial Study/Negative Declaration
Completion of final environmental document
-13-
Stephen Caswell
April 7, 2016
Page 2
Staff requests the Board authorize Task Order No. 6 with Sierra Ecotone Solutions to
complete environmental studies in the amount of $24,080.
SCHEDULE: As soon as possible
COSTS: $24,080
ACCOUNT NO: 1029-8629 13S019
BUDGETED AMOUNT AVAILABLE: $59,095
ATTACHMENTS: Scope of Work and Budget
CONCURRENCE WITH REQUESTED ACTION:
GENERAL MANAGER: YES ��#� T NO
CHIEF FINANCIAL OFFICER: YES �.it;� � NO
-14-
CATEGORY: Sewer
60m
SIERRA ECOTONE
18 March 2016
SOLUTIONS
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Mr. Steve Caswell
South Tahoe Public Utility District
1275 Meadow Crest Drive
South Lake Tahoe, CA 96150
RE: South Tahoe Public Utility District Plant Site Emergency Generator, CEQA
Environmental Documentation
Dear Mr. Caswell:
Sierra Ecotone Solutions (SES) appreciates the opportunity to support South Tahoe
Public Utility District's (District) environmental and permitting requirements for the
Plant Site Emergency Generator. As requested, SES has prepared a scope of work and
estimated budget for the preparation of California Environmental Quality Act (CEQA)
environmental documentation for this project. In order to prepare the scope of work
provided below, the following assumptions are used:
• An Initial Study/Negative Declaration (IS/Neg Dec) will be the appropriate CEQA
document;
• The IS/Neg Dec will be prepared using preliminary plans available from District staff
anticipated to be April 2016;
■ The project will be located within the boundaries of the existing waste water
treatment plant and will be located over existing coverage and/or in areas of existing
disturbance;
• The content and analysis included in the IS/Neg Dec is suitable for incorporation for
use as the TRPA Initial Environmental Checklist if necessary;
• The District will prepare necessary permit applications and pay associated filing fees;
• The District will prepare site plans in suitable format for use in the IS/Neg Dec; and
• The District will provide the background materials and data (e.g., project locations,
GIS files, and project descriptions) necessary to prepare the IS/Neg Dec.
Scope of Work
Task 1 - Review Background Information, Prepare Project Description and
Attend Project Meetings with District Staff
Sierra Ecotone Solutions (SES) will visit the site, collect available background
information for the project area from the District, and review environmental documents
and survey/study documents prepared for other projects that have been permitted in the
-15-
Mr. Caswell
18 March 2016
Page 2
project area. SES will obtain maps and drawings of the proposed meters and a general
description of the proposed project from the District, and will prepare a written project
description that is of adequate detail for use in the Initial Study/Negative Declaration
(IS/Neg Dec). During the course of preparing the environmental documentation, up to
four (4) meetings will be attended by the SES project manager to discuss the Project with
District and agency staff to ensure adequacy of the analysis and to discuss and resolve
potential issues and locations for the proposed generator.
Task 2 - Prepare Initial Study/Negative Declaration and Attend Hearing
SES will use the description of the project prepared in Task 1 to prepare the
Administrative Draft IS/Neg Dec. The Administrative Draft IS/Neg Dec will provide:
■ A brief description of the project;
■ The location of the project;
• A proposed finding that the project will not have a significant effect on the
environment;
• Analysis in an Initial Study documenting reasons to support the finding; and
• Mitigation measures, if any, which will be included in the project to avoid
potentially significant effects.
The Administrative Draft IS/Neg Dec will be prepared by SES for review by the District.
CEQA Appendix G criteria will be utilized for the evaluation criteria in the IS/Neg Dec.
Environmental issues which are anticipated to be addressed in detail include cultural
resources, flood zones, biological, air quality, surface water quality, hazardous materials,
soils and grading, land coverage, greenhouse gas emissions, and short-term construction
noise. Following one round of review by the District, SES will revise as appropriate,
produce the IS/Neg Dec and circulate the document to the State Office of Planning and
Research and other interested agencies and members of the public. Concurrent with
circulation, the IS/Neg Dec will be noticed in the Tahoe Daily Tribune. During the 30 -
day circulation of the IS/Neg Dec, SES will attend a hearing to take public comment on
the environmental document.
Task 3 - Final Environmental Documentation and Attend Hearing
Upon conclusion of the circulation period of the IS/Neg Dec, a Final Environmental
Documentation package will be prepared for District review and presentation to the
District Board for approval. Once the District Board has approved the Project, a Notice
of Determination will be prepared and sent to the El Dorado County Clerks office for 30 -
day posting. The filing of a Notice of Determination starts a 30 -day statute of limitations
on court challenges to the District's approval under CEQA. SES will also coordinate
with the Clerks office concerning the District's submittal of wildlife impact fees.
-16-
Mr. Caswell
18 March 2016
Page 3
Schedule
Tasks 1 and 2 will be completed by 15 June 2016. The Hearing identified in Task 2 may
occur in June while the 30 day circulation is occurring. Task 3 will be complete within
10 days after the completion of the circulation assuming no major comments are received
on the IS/Neg Dec. This schedule assumes that the District will provide SES with project
base mapping and a general definition of the proposed action in April 2016, and that no
special status biological or cultural resources surveys will be required prior to preparation
of the document, and that the IS/Neg Dec will begin circulation approximately 8 weeks
after design documents and project description are provided to SES.
Estimated Budget
The estimated work effort for each task is provided below. Tasks will be completed by
Garth Alling (Project Manager and Senior Scientist), Melanie Greene (Water Quality,
Noise, Air Quality, Soils, Flood Zones) and Jennifer DeMartino (GIS and Mapping
Support).
Task
Hours/Rate
Cost
Task 1 Total - Review Background Information/Prepare
Project Description/Attend meetings (4)
60 at $120
$7,200
Task 2 Total - Prepare Initial Study/Negative Declaration
and Attend Hearing (1)
100 at $120
14 at $90
$12,000
$1,260
Task 3 Total - Final Environmental Documentation and
Attend Hearing (1)
20 at $120
8 at $90
$2,400
$720
Direct Costs Total
$500
Total Estimated Costs
$24,080
Should you have any questions concerning our assumptions or proposed scope/costs,
please do not hesitate to contact me at 530.416.2440.
Sincerely,
Garth Alling
Manager
mUC
TO:
FROM:
MEETING DATE:
ITEM - PROJECT NAME:
South Tahoe
Public Utility District
General Manager
Richard H. 5olbrig
Directors
Chris Cefalu
James K. Jones
Randy vogelgesang
Kelly Sheehan
Duane Wallace
1275 Meadow Crest Drive • South Lake Tahoe P CA 96150-7401
Phone 530 544-6474 o Fax 530 5410614 • www.stpuAu5
BOARD AGENDA ITEM 4e
Board of Directors
Chris Skelly, Interim Information Technology Manager
April 7, 2016
Enterprise Resource Planning (ERP) Replacement
REQUESTED BOARD ACTION: Approve the proposal from NexLevel to develop an RFP,
manage RFP submissions, assist District staff in the selection process of a new ERP
System, and assist District staff in the negotiation process
DISCUSSION: The District has been using SunGard's Integrated Finance and
Administrative Solution (IFAS) software since 1992. This critical software runs the District's
finance and accounting systems and is integrated with the District's work order and
customer service billing systems. This software has served the District well for the last 24
years, but the current version is out of date and will soon not be supported by the
vendor. Currently, the District is running v7.9 which was released in 2009 and IT Staff is
already seeing issues with IFAS not functioning well with the latest web browsers.
SunGard is encouraging its customers to upgrade to their latest software, OneSolution,
but staff believes there may be better alternatives on the open market. The 2016/17
proposed budget includes funding for the replacement of the IFAS system.
In preparation for this proposal, NexLevel has already conducted a thorough
evaluation and interviewed staff on how the District uses IFAS. NexLevel then prepared
an "Alternative Analysis" report illustrating compatible options for the District. Following
NexLevel's expertise and recommendations, staff is seeking Board approval of
NexLevel's proposal to start the RFP development process for a new Enterprise
Resource Planning system to issue next fiscal year, July 1, 2016.
SCHEDULE: Publish RFP on July 1, 2016
COSTS: $30,625
ACCOUNT NO: 1039-8769
BUDGETED AMOUNT AVAILABLE: $375,000
ATTACHMENTS: RFP Proposal and Alternative Analysis report attached
CONCURRENCE WITH REQUESTED ACTION: CATEGORY: Water/Sewer
GENERAL MANAGER: YES NO
CHIEF FINANCIAL OFFICER: YES NO
9_ -
March 14, 2016 N.W \L=V;L
March 14, 2016
Paul Hughes, Chief Financial Officer
South Tahoe Public Utilities District
1275 Meadow Crest Drive
South Lake Tahoe, CA 96150
REF: Enterprise Resource Planning Software Procurement and Selection Consulting Services
Dear Mr. Hughes:
NexLevel Information Technology, Inc. (NexLevel) respectfully submits this proposal to the South
Tahoe Public Utilities District (District) to assist with consulting services for the procurement of a
best fit solution to support the District's long-term ERP needs.
Our Company. Founded in 1999, NexLevel is a California-based management consulting firm
that helps public sector clients plan, procure, implement, and manage complex technology
solutions. After over 16 years in business, our core services continue to be planning and project
management.
Our erience. NexLevel's track record includes supporting over 90 California agencies.
NexLevel has a strong history of providing professional services related to ERP systems,
including finance, payroll, human resources, and other related components. NexLevel is
currently providing or has recently provided requirements analysis, procurement support, or
project management services for ERP systems at the following California special districts:
Cosumnes Community Services District, Moulton Niguel Water District, Camrosa Water District,
Lake Arrowhead Community Services District, San Joaquin Council of Governments, as well as
the cities of Millbrae, Sunnyvale, Fremont, Walnut Creek, Glendale, and Poway. This recent
experience allows NexLevel to bring proven processes and recent vendor knowledge and
experience to help the District determine the best fit solution.
Our Approach. The NexLevel methodology provides a comprehensive framework addresses all
of the District's requirements and supports the District's multi -phase approach by providing key
deliverables that can be evaluated to determine the next steps. The five phases include:
The "Initiate" phase will establish the foundation for effective communication and the
successful completion of the project.
2. The "Requirements" phase represents a thorough discovery of the District's specific
objectives and needs to ensure all the features, functions and requirements necessary are
defined and documented. NexLevel intends to build off our prior work with the District
for this phase.
3. The "RFP" phase will be managed to meet the procurement requirements of the District.
Proposal to South Tahoe Public Utilities Agency Page 1 ERP Software Procurement and Selection
—21—
March 14, 2016
4. The "Select" phase will provide the structure for a fair and organized means to complete
the review and decision process to select the best solution presented.
5. The "Negotiate" phase will result in formal completion of agreements with the selected
integrated financial information system solution vendor and the District.
In the following pages, we provide a detailed discussion of each phase.
Phase 1 - Initiate
The purpose of the Initiate phase is to define a work plan which has the best chance of
succeeding. This phase includes confirming our understanding, as well as the understanding of the
stakeholders, regarding the scope of work and the process for accomplishing the overall
objectives of the project.
The following table provides a detailed discussion of what each task will entail.
Table 1 - Initiate Phase Tasks and Deliverables
Task Description: NexLevel will meet on-site with the District's Project Sponsor and other
key staff to complete a detailed review of the scope of work, project timeline, deliverables,
project status methods, project participants (i.e. sponsor, subject matter experts, technical
resources, etc.), and other items to ensure a well-planned project. During this meeting,
NexLevel will discuss the tools and templates that will be leveraged.
Task Description: NexLevel will develop a work plan that identifies the project approach,
methods, tasks, activities, resources, schedule, budget, deliverables, issue and risk
management, and major milestones.
Task Description: NexLevel will facilitate an on-site meeting with the project stakeholder(s)
and key project staff to review and obtain feedback on the proposed work plan. The goal of
this meeting will be to obtain consensus on the work plan, and a commitment to support the
work plan.
Deliverable: Work Plan
Phase 2 — Requirements
This phase will allow NexLevel to develop an accurate and clear understanding of the current
environment, as this provides the initial baseline from which alternatives will be evaluated to
determine the next course of action. In addition, during this phase it is necessary to identify and
prioritize future system features and functions that need to be gained. A key success factor to
selecting a best fit solution is having a comprehensive understanding of the District's true needs
and requirements.
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Because of the work that NexLevel has already done with the District, NexLevel will submit the
District staff with a draft of the ERP requirements that we feel will meet the majority of the
District needs. Once staff has had a chance to review, then we will schedule workshops to
review and discuss the requirements in detail to arrive at a final requirements listing.
Phase 3 ® R.FP
NexLevel will prepare a comprehensive RFP outlining the business and systems requirements.
While NexLevel will bring the District proven RFP templates and methods, we will also develop
the RFP in accordance with the District's purchasing guidelines and requirements.
The tasks in this phase will consolidate all relevant information gathered in the prior stages to
create an RFP that clearly defines the requirements and objectives of the District. The quality
and accuracy of vendor responses are significantly improved through the use of a well -
organized, accurate, and clear RFP. A strong RFP is critical as it provides the foundation for
evaluating vendors and ultimately provides the basis for a solid agreement between the District
and the successful vendor.
The following table provides a detailed discussion of what each task will entail.
Table 2 - RFP Phase Tasks and Deliverables
Task Description: NexLevel will prepare a draft RFP for review by the project stakeholders and
other key staff. If the District has an existing preferred RFP template, NexLevel will conduct a
review and compare the District templates to NexLevel's proven RFP template. In addition, if
necessary, NexLevel will meet with the District's purchasing and/or legal resources to verify RFP
terms and conditions.
At a minimum, an RFP should include the following components: purpose and objectives,
background, evaluation criteria and selection process, timeline, submission requirements
(including forms and templates), RFP terms and conditions, current environment descriptions,
business and operations metrics (i.e. number of employees, users, vendors, purchase orders,
etc.), functional requirements, technical requirements and standards, and pricing proposal
submission requirements.
At the conclusion of this task, NexLevel will provide the District with a draft RFP for review and
discussion.
Deliverable: Draft RFP
Task Description: If it is acceptable to the District, NexLevel prefers to distribute the draft RFP
to the project stakeholders and subject matter experts for careful review. After the staff has
had the opportunity to review the RFP, NexLevel will conduct a workshop to address any
changes, questions, or concerns, providing an interactive forum to discuss the RFP content and
to ensure a common understanding of the RFP content and upcoming procurement processes.
Deliverable: Final RFP
MINI AM -a
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Task Description: While online vendor portal sites provide a valuable channel for making an
RFP publically available, NexLevel believes it is in the District's best interest to alert qualified
vendors of the upcoming RFP release. NexLevel will compile a comprehensive list of public
sector solution vendors. NexLevel will review the listing with the District and assist in creating
a notification message that can be distributed via email. Prior notification of the District's
intent to release an RFP will help ensure the District attracts quality solution vendors, and allow
the vendors to be better prepared to provide a timely response.
Deliverable: Vendor Listing and Contact Information
Task Description: NexLevel will assist the District in preparing for and releasing the RFP. As
part of this task, NexLevel will create a tracking log of who has received an RFP.
Phase 4 — Select
NexLevel has a structured methodology for the District to follow in order to select the most
appropriate integrated financial information system solution vendor. The ultimate goal of this
project is to ensure that the vendor who is the "best fit" for the District is selected. Up to this
point in the project, the District will have invested heavily in establishing the foundation upon
which a best fit selection will be made. The tasks in this phase are focused on ensuring that the
team conducts a careful and detailed review of the proposals received, as well as independently
researching, validating and verifying content.
The following table provides a detailed discussion of what each task will entail.
Table 3 - Select Phase Tasks and Deliverables
Task Description: Release of a clear and well -structured RFP will dramatically reduce the
number of vendor questions. However, due to the complex nature of financial system
procurements, the District should anticipate that vendors will submit questions that must be
addressed to ensure quality proposals are received. In this task, NexLevel will assist the District
in responding to vendor questions.
Deliverable: Vendor Question Responses
Task Description: After the proposal due date, NexLevel will conduct a screening evaluation
of all proposals received to determine which vendors and proposals meet the mandatory RFP
requirements and minimum qualifications. NexLevel will present the results of our screening
evaluation to the District. The District can use this information as a guide to determine which
proposals require a detailed review.
Task Description: The evaluation team will review and rate the proposals according to the
evaluation criteria. In addition, NexLevel will review proposals to identify any issues that
should be addressed. NexLevel will provide this information to the District's evaluation
committee and ensure that we are available to the evaluators for consultation. NexLevel will
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assist the District in arriving at a preliminary evaluation scoring matrix that identifies a short list
of preferred vendors.
Deliverable: Evaluation Scoring Matrix
Task Description: NexLevel will facilitate a selection workshop with the District's proposal
evaluation committee. NexLevel will use a multi -step facilitation process that encourages
evaluator participation and helps drive a consensus on the vendors that appear to be the best
fit for the District.
Deliverable: Updated Evaluation Scoring Matrix
Task Description: Conducting proof -of -capabilities (POC) sessions with short listed vendors is
a key component of the selection process. This provides the vendors with the opportunity to
fully demonstrate their solutions using District provided demonstration scenarios and scripts.
As part of this task, NexLevel will develop the POC meeting agenda, scenarios, and scripts for
the District's review. In addition, NexLevel can facilitate interaction between the District and
the vendors to help ensure the vendor is adequately prepared to complete the POC. The POC
provides valuable input into contract negotiations and helps clarify risk areas for special
consideration.
Deliverable: POC Meeting Agenda and Scripts
Task Description: NexLevel will facilitate the POC sessions to keep vendors on schedule and
ensure all POC scripts are completed. At the conclusion of each vendor POC session, NexLevel
will facilitate a debrief meeting with the evaluators to capture feedback and update the
evaluation scoring matrix accordingly.
Phase 5 - Negotiate
Key terms, conditions, scope, and pricing terms must be fully resolved before concluding
agreement negotiations. The purpose of this phase is to formalize and implement a negotiation
strategy to ensure the District obtains a favorable contract and all outstanding issues are
resolved. NexLevel brings significant experience in contract negotiations that will help ensure an
agreement that fully protects the District while supporting a successful implementation.
The following table provides a detailed discussion of what each task will entail.
Table 4 - Negotiate Phase Tasks and Deliverables
Task Description: NexLevel will perform a review and provide feedback of the proposed
agreement templates. Based on our experience, the District should expect multiple
agreements, including software licensing, maintenance and support, professional services, and
third party software. NexLevel will provide the District with guidance and assistance on the
review to help prepare for subsequent negotiations.
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Task Description: NexLevel will facilitate a workshop with key District staff to develop a
negotiation strategy. The workshop will focus on outstanding issues and questions, as well as
areas of high risk that need to be addressed. NexLevel recommends the negotiation team
review and update the change management and risk management plans. These plans will
provide guidance on areas that may require careful consideration as agreements are
negotiated. A well-planned negotiation strategy reduces the negotiation timeline, reduces
frustration among the parties, ensures the District presents a unified front, and reduces the risk
that items will be overlooked.
Deliverable: Negotiation Strategy Document
Task Description: NexLevel will assist the District in preparing for negotiation meetings and
will attend to support the District staff. If the District desires, NexLevel is available to facilitate
the negotiation meetings. NexLevel will take the lead in recording the minutes from the
meetings to capture outstanding items, next steps, and critical dates.
Deliverable: Draft and Final Agreements
Task Description: NexLevel will be available to attend or participate in the District's
presentation of the vendor agreements to District Board for approval.
Deliverable: Board Agenda Packet
Our Timeline. NexLevel is prepared to begin the project within 5 business days of notification
to proceed. NexLevel understands that the District would like to have an RFP ready for
distribution by July 1, 2016. NexLevel will work with the District to complete assigned tasks to
achieve this timeline goal.
Our Cost. NexLevel fees are based upon the amount of time required to complete each phase
in a thorough and professional manner. We propose to complete this project for a not -to -
exceed cost of $30,625. This is based on NexLevel's level of effort estimate of 175 hours at
$175/hour. Our hourly rate is an all-inclusive rate that covers all travel, travel time, and
overhead. We believe that this level of effort is required to assist the District with this complex
project as the outcome will have a significant impact on the District operations for years to
come.
We recognize that the District, like many agencies, may be operating under budgetary
constraints. If so, we would be happy to work with the District on a revised scope of work that
will meet the District's objectives. Upon review of our proposal, the District may identify
proposed tasks that have either already been performed or you may have staff capable of
performing the task.
Throughout the project NexLevel will collaborate with the District on the assignment and
completion of tasks. We recognize that it may be determined that some tasks in our proposal
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will not need to be completed or can be completed by District staff. It is also recognized that
some tasks may be amended based on project progress and to achieve the timeline goal.
If you have any questions or concerns, please let me know. I can be contacted at 916-692-2000,
ext. 201 or via email at terry.hackelman@nexlevelit.com.
Sincerely,
Terry Hackelman, Managing Principal
NexLevel Information Technology, Inc.
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South Tahoe Public Utility District
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IIF
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South Tahoe Public Utility District— ERP Analysis Report DRAFT FOR REVIEW AND COMMENT
Contents
1 Project Overview and Summary..................................................................................................1
1.1
Background................................................................................................................................1
1.2
Document Purpose....................................................................................................................1
1.3
Scope.........................................................................................................................................1
1.4
Approach-------.......................................................... •-•---•.......................................
3
1.5
Problem Statement...................................................................................................................
3
1.6
Alternatives............................................................................................................................... 4
1.7
NexLevel Recommendations.................................................................. ..............................4
2 Public
Sector ERP Overview........................................................................................................5
2.1
Typical ERP Scope...................................................................................................................... 5
2.2
Advanced ERP Features and Functionality................................................................................
5
2.3
Integration Considerations........................................................................................................ 6
2.4
Vendors..................................................................................................................................... 6
2.5
Timeline.....................................................................................................................................6
2.6
ERP Cost Elements..................................................................................................................... 7
2.7
ERP Implementation Operational Readiness ............................................ ...........................
7
3 Situational Analysis..................................................................................................................11
3.1
Context Diagram......................................................................................................................11
3.2
PPT Analysis.............................................................................................................................12
3.3
Other Opportunities......................................................... ........................................ .................
18
4 Alternative Analysis..................................................................................................................20
4.1
Alternative A — Continue as -is with investments....................................................................
21
4.2
Alternative B — Upgrade to SunGard ONESolution..................................................................
23
4.3
Alternative C — Procure and implement an ERP system..........................................................
25
5 NexLevel Recommendation......................................................................................................27
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1 Project Overview and Summary
1.1 Background
Since 1950, South Tahoe Public Utility District (District) has provided sewer and water services to the
community of South Lake Tahoe. During this time the District has established a successful history of
planning for and meeting the ever-changing needs of the Tahoe basin, including the management of the
complex infrastructure and operations, in a manner that addresses the uncommon environmental
sensitivity of the area. The District currently manages over 18,000 sewer connections and over 14,000
water connections.
The District relies on SunGard's Integrated Finance and Administrative Solution (IFAS) system to support
many of the financial and administrative functions. The District implemented IFAS in 1992 and
completed the last upgrade several years ago (v7.9.12). The District is currently using the following
software modules with the IFAS system: General Ledger, Accounts Payable, Accounts Receivable, Bank
Reconciliation, Encumbrances, Fixed Assets, Human Resources, Purchasing, Stores Inventory, Person
Entity Database, System Level, and Nucleus. The District also owns the Budgets and Grants
Management module which is currently not being used.
While the IFAS solution has served the District well for 23 years, the District recognizes that the long
term viability of IFAS (in terms of future enhancements, maintenance, and support) is in question. The
District is on the most recent version of IFAS (7.9.12) which is also the last version of IFAS (Version 7.9
was released in 2009). SunGard is now encouraging customers to move to their flagship solution —
ONESolution. In addition, to concerns about long-term IFAS viability, the District recognizes that leading
Enterprise Resource Planning (ERP) solutions —specifically finance, human resources, and payroll -
provide significant opportunities to streamline business processes, with features including workflow,
and employee/vendor self-service. These solutions also provide tools which improve decision making,
including dashboards, reporting tools, and mobile applications.
The District has engaged NexLevel Information Technology (NexLevel) to evaluate the District's ERP
needs and evaluate potential alternatives to be considered. The goals for this project include:
♦ Reviewing existing financial related processes to identify unmet needs or current system issues;
♦ Identifying opportunities for improved processes and procedures; and
♦ Publishing an ERP alternatives analysis report (this document) that discusses available options
and recommends next steps.
1.2 Document Purpose
This document provides an overview of the modern ERP market, the results of the NexLevel analysis of
the District's ERP environment including a problem statement that clarifies current environment issues
and their financial, operational and staffing impacts. It also provides three alternatives for the District to
consider, and recommendations for moving forward.
1.3 Scope
The scope of this project was specifically focused on the District's use of the IFAS system. NexLevel's
analysis of the District's use of IFAS included the following functional areas:
♦ General Ledger
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♦ Budget
♦ Purchasing
♦ Accounts Receivable
♦ Accounts Payable
♦ Fixed Assets
Since IFAS is the core business system with which virtually all other District systems must interact, our
analysis extended beyond IFAS to include the following existing District systems:
♦ Automated Data Processing (ADP) — Payroll;
♦ Springbrook Utility Billing (UB) Suite— Utility Billing;
♦ Maintenance Connection Computerized Maintenance Management Software (CMMS) —Asset,
Inventory and Work Order management;
♦ NeoGov— Recruitment;
♦ Laserfiche — Document management including invoices, terminated employee documentation;
and
♦ Various MS Excel spreadsheets and Word documents — Contract management, budget, invoice
payments, collections tracking, grant and project tracking, revenue recognition and multiple HR
functions such as personnel salary and benefits, Family and Medical Leave Act (FMLA)
information, performance evaluation notice, physicals, DMV points, medical certifications and
expirations and staff training/certifications.
NexLevel recognizes that there are three factors to consider when evaluating the effectiveness of an ERP
system. These three factors are people, process and -
technology (PPT). \
People: The people component refers to the staff needed
to support the business processes, and includes well-
defined roles and responsibilities. It also includes the
commitment of staff to use efficient business processes and
supporting technologies.
Sources of people issues include lack of training in the
subject area they are expected to support or the process or
technology they are expected to use. A people issue may
also be more insidious, such as an employee with a
personal agenda that is in conflict with the success of a
project.
People
r
( Technology
Process: "Process" refers to ongoing operational processes
and includes workflows, procedures, policies and audits used to accomplish business objectives.
Common process issues include non-standard processes that technology may not be able to support, as
well as inefficient processes that cause bottlenecks and backlogs. Another common process issue when
staff are unwilling to "let go" of a legacy process, such as a paper-based workflow process or a
spreadsheet tool with which they are familiar.
Technology: The "technology" component is introduced and used to support business processes,
including infrastructure, software applications and data. This component can also include the
operational support processes needed to set up, configure and maintain the technology.
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Technology issues can involve incorrectly configured technologies that are unable to effectively support
the business processes, outdated technologies that are no longer technically supportable, an incorrect
technology selection that cannot support the business processes or may not provide acceptable
performance, or substandard vendor operational support.
Prior to making a significant investment in a new ERP system, organizations should assess potential
people and process issues that may be adversely impact the acceptance or use, reducing the return on
investment. If the root cause for not effectively using an ERP system is primarily due to people and/or
processes, then providing a new technology solution may not resolve the issues and the organization
will not realize the benefits which would otherwise justify the investment.
1.4 Approach
NexLevel's approach considered the three factors above in all activities and analysis. NexLevel
performed the following activities to develop this report:
I. Conducted a formal kickoff meeting with involved staff to ensure everyone understood the
project goals and objectives;
2. Reviewed business, operational, and technical documentation provided by the District to
understand what technologies the District was using to support their business functions, as well
as how they are being used;
3. Conducted workshop interviews with the District's subject matter experts (SMEs) to obtain an
understanding and insight into the people, process and technology issues and challenges
associated with the current IFAS solution;
4. Developed a high-level context diagram to understand how IFAS is integrated with other District
technologies;
5. Completed a situational analysis across the functional areas supported by IFAS;
6. Constructed a concise problem statement;
7. Researched available market and industry information with regard to SunGard and IFAS; and
8. Identified reasonable alternatives to SunGard's WAS for the District to consider, including
benefits, risks and cost analysis.
1.5 Problem Statement
The District's current ERP system serves as a central information repository which is critical to the
District's financial operations. As the District identifies opportunities to reduce costs, improve services,
and streamline processes, a review of the ERP system is an important component.
The District seeks a long-term financial solution which follows best practices for streamlined business
processes, and also provides information that supports improved decision making. In addition, the
District seeks to implement a solution provided by a vendor with a strong commitment to advancing the
solution by taking advantage of new technologies and responding to regulatory and industry standard
changes. Today, the District relies on a software solution that is approaching end -of -life, requiring the
migration to a new solution. In addition, the current solution does not support the District's desire to
implement best practice processes to improve staff productivity, or allow staff to easily access
information useful for supporting business operations. The District is also challenged by the limited
integration of the existing solution to other core business systems, including payroll and maintenance
management, which results in duplicate entry and information fragmentation.
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For the reasons above, the District will be forced to either upgrade IFAS to ONESolution or replace IFAS
with a new ERP system in the next two to four years.
1.6 Alternatives
The District has three alternatives to address the challenges outlined in the problem statement. The
three alternatives are:
♦ Continue as -is with Investments
♦ Upgrade to SunGard ONESolution
♦ Procure and implement a new ERP solution
In Section 4 of this report, we provide a detailed discussion for each alternative that includes a
description, estimated cost, benefits, and risks.
1.7 NexLevel Recommendations
NexLevel did not identify any critical issues or significant risks that require the District to take immediate
action. However, there are staff needs and benefits, some potentially significant, that necessitate the
District to take action to avoid being put into an emergency mode within the next five years. Each of the
proposed alternatives will require careful planning, coordination, and management.
NexLevel is recommending that the District initiate a project to "Procure and implement a new ERP
solution." This provides the District staff the opportunity to carefully evaluate industry solutions and
select the best long-term solution based on price and capabilities. In addition, this alternative does not
preclude the District from ultimately selecting to upgrade the existing system and if this is done, the
District benefits from the planning and structure that a formal procurement provides.
In Section 5 of this report, we provide a detailed explanation that justifies our recommendation.
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2 Public Sector ERP Overview
This section of the report aims to provide high-level ERP market information that helps the reader have
a foundation for the remainder of the report (situational analysis, alternatives, and recommendation).
The purpose is to help educate the District on features and functions of modern ERP systems and
contrast them with the District's current environment.
The remainder of this section identifies potential scope, features and functionality, vendors, and cost
elements. This information will help provide a baseline from which to consider the remainder of the
report.
2.1 Typical ERP Scope
The potential scope of a public sector ERP system can be significant. The following bullets identify
typical modules that are included in the scope when a public sector agency considers a new ERP system.
♦ General Ledger
•
Project Accounting
♦ Purchasing and Requisition
*
Grant Accounting
♦ Accounts Payable
•
Fixed Assets
♦ Accounts Receivable/Misc. Billing
*
Bank Reconciliation
♦ Cash Receipts
*
Payroll
♦ Budget
*
Human Resources
In addition to the above core modules, many public sector ERP systems also offer the following optional
modules that may be considered.
♦ Utility Billing/CIS
♦ Online Vendor Portal
♦ Employee Self Service Portal
♦ Timekeeping
♦ Cashiering
♦ Permitting
♦ Business License
♦ Asset Management/Work Orders
♦ Online Vendor Portable
♦ Employee Self Service
2.2 Advanced ERP Features and Functionality
When procuring an ERP system, it is important to consider features and functionality that should
support all modules purchased. These features and functionality are critical to aligning to best practices,
streamlining processes, and finding efficiencies that ensure the District attains full return on the
technology investment.
s Workflow — Supports automation of processes (including both document -driven and data -driven
events)
A Document and Content Management — Supports a paperless environment
♦ Dashboards/Reporting — Ensures users can quickly access information necessary to support
decision making
Integration Tools
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2.3 Integration Considerations
To obtain maximum value out of an ERP solution, it is critical that the newly implemented system can
effectively exchange information with other core District systems. Through integration, the District can
reduce duplicate data entry, remove manual processes, increase data integrity, and streamline
processes. The following bullets identify common integration points that utility agencies typically
consider.
♦ Computerized Maintenance Management System (CMMS)
♦ Electronic Timekeeping
♦ Electronic Document Management
Geographic Information System (GIS)
♦ Intranet
Note that while some core systems will have functionality to support information exchange, there may
also be other systems, particular older ones, which do not.
2.4 Vendors
Public sector agencies have a variety of potential ERP solution providers. The following bullets identify
vendors that may be capable of providing an ERP system for the District:
♦ Caselle Inc.
♦ Harris Computer Corporation (solutions include GEMS, Innoprise, Cayenta, and Select)
♦ New World Systems Logo.NET
♦ Springbrook
♦ SunGard OneSolution
♦ Tyler Technologies (solutions include MUNIS, Incode, and EDEN)
In addition to the above vendors, there are other quality ERP vendors that offer solutions that may be
considered too complex or costly to implement for the District. The following bullets identify other ERP
solutions the District that are capable of supporting utility agencies.
♦ Infor Lawson
♦ Oracle (solutions include Peoplesoft, E -Business Suite, and JDEdwards
♦ Microsoft Dynamics
♦ SAP
It should be noted that the ERP solution market is always changing, so if the District chooses to procure
an ERP solution in the future, there may be other solutions to consider.
Because there are numerous solutions, many of which are proven with public agencies, it is imperative
that an agency follow a disciplined selection process to ensure the "best fit" solution is selected. In our
experience there is not a shortcut to identifying a "best fit" solution; rather it takes full participation of
staff and multiple vendor interactions.
2.5 Timeline
The implementation of a new system is inherently risky, and when done under an unrealistic timeline,
the risk of failure increases significantly. While the vendors may be able to offer accelerated timelines, if
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the District staff is not able to keep pace, then the timeline may extend and the District may incur
additional costs.
Based on our experience, the following timeline is fairly typical for a public agency.
♦ Procurement, including requirements analysis, RFP development, selection, negotiation, signed
agreement — Five to eight months
♦ Implementation —12 —18 months (could involve 2 or more phases)
2.6 ERP Cost Elements
The cost of implementing a new ERP system is much more than just software. Table 1- ERP Vendor Cost
Elements identifies cost components that must be considered to estimate a total cost to implement.
Table 1- ERP Vendor Cost Elements
♦ Software licensing
♦ 3rd Party Software Licensing
♦ Ongoing Maintenance and Support
♦ Vendor Implementation Services
o Implementation Support
o Integration
o Conversion
o Training/Documentation
♦ Staff Backfill
♦ Server and Storage
♦ Database Licenses
♦ Project Management
♦ Integration — with other systems
(such as CMMS, GIS, utility billing,
and document management)
♦ Documentation
2.7 ERP Implementation Operational Readiness
NexLevel is working with a variety of public sector agencies that are engaged in ERP projects. Some of
these clients are seeking to implement an ERP solution to replace a heterogeneous mix of custom
applications that have become prohibitively expensive to support and that no longer provide sufficient
coverage for the organization's business needs. Others, like the District, are seeking to either upgrade
or replace an existing ERP system that is approaching end -of -life and uses obsolete technology, or that is
no longer a fit for the organization's needs.
NexLevel has found that the success of a new ERP project is largely dependent on whether the
organization is prepared to handle the challenges associated with the implementation of an enterprise
system. ERP readiness assessment should include consideration of the following factors:
0 District Management Team
♦ Change Management
♦ Financial System Replacement Roadmap
♦ Goals and Metrics
♦ Managing Scope and Objectives
Training
♦ Long Term Approach
Each of these are discussed in more detail below.
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District Management Team
The District's management team must be fully committed to the success of the project and to providing
the resources that are needed. The success of the new ERP system is dependent on the committed and
active support for the project from executives throughout the organization, including the Board, senior
managers heading up the various departments that will use the ERP system, and key stakeholders
throughout the organization.
The implementation of the new ERP system will affect every unit within the District and requires the
participation of user personnel in a range of activities including the definition and confirmation of
requirements; the identification of opportunities to improve business processes; cleaning up the data in
existing application, and testing and acceptance of the new modules, all of which must be done in a
manner that does not significantly impact customer service and operations.
In addition, the District must be committed to reviewing and re-engineering existing business processes
to take advantage of the features and functionality provided by the new ERP system
Change Management
The District must be committed to adopting a formal approach to change management. The District's
ability to realize significant benefits through the implementation of the new ERP system is directly
related to its willingness to embrace operational and organizational change. Michael Hammer's
landmark study "Reengineering Work: Don't Automate, Obliterate" noted that organizations often fail to
realize the benefits of significant expenditures for automation because they use technology to automate
existing business processes, some of which date back to largely manual environments. These processes
often, "promote tunnel vision oriented towards narrow goals of individual functions or departments,
rather than the goals of the process as a whole."
As a result, while new technology may improve an organization's ROI, the ability of an organization to
more fully realize the benefits from their investments in technology is related to their willingness to
accept and embrace changes in how the organization conducts business. District's stakeholders must be
prepared to overcome the obstacles frequently encountered in the implementation of new enterprise
software including resistance to change.
Typically this requires the adoption of formal approaches to both business process re-engineering (BPR)
(which Hammer defined as "the fundamental rethinking radical redesigning of business processes to
achieve dramatic improvement in... cost, quality, services, and speed") and organizational change
management (OCM). The adoption of formal processes for OCM is critical since resistance to change has
been consistently ranked high as one of the factors contributing to the failure of enterprise system
implementations.
Financial System Replacement Roadmap
The District must have a well-defined roadmap for the replacement of its current financial system. The
roadmap needs to identify and document:
s How the new financial system will integrate with other components of District's application
portfolio such as CMMS, Document Management, and GIS
® The scope and objectives of the project: determining which business processes and modules
will be included in the ERP project and their relative priorities
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The resulting application architecture indicating which modules will be replaced, renovated, or
retired in the course of the project
♦ Whether information from existing applications will be carried forward to the new ERP system
and the measures required to ensure the accuracy and consistency of that information
♦ The impact of the implementation on District's information technology environment and steps
that must be taken to upgrade it
♦ The plan for the acquisition and implementation of the new ERP system including how the
modules will be phased into use and District's preferred approach regarding on -premises
hosting vs. SaaS. The District will need to plan to implement the features and functionality that
are most needed and provide the greatest benefit
♦ The resources (financial, etc.) required to support the implementation of the new ERP system.
Goals and Metrics
The District must identify the goals and metrics that will be used to measure the business benefits of the
new ERP system. Goals and metrics provide tangible reference points to indicate whether the desired
benefits are being obtained from the new ERP system and serve as the foundation for the
implementation of a program for continuous improvement in the delivery of services to internal and
external customers. Key performance indicators (KPIs) that are presently in use are a good starting
point for these metrics, with the caveat that some process changes may make some of these KPIs less
relevant or less comparable. Nonetheless, the collection and publication of information regarding
improvements in performance help justify the effort being expended on the implementation of process
changes and the new ERP system.
Managing Scope and Objectives
The District must be prepared to effectively manage the scope and objectives of the ERP project. It is
likely that the District will implement the ERP system over multiple years and phases. As a result, it may
have to make decisions about trade-offs (i.e. pushing some functionality to later phases, removing
functionality, and/or looking to 3rd party products, etc.). The District must be prepared to make
informed decisions to ensure that in the "crunch" that often accompanies implementation that these
trade-off decisions are based on realistic, long-term operational considerations, and do not result in the
implementation of products which fall short of the organization's needs and expectations and that
diminish organizational support for the project.
Training
The District must have a long-term plan to ensure that users can obtain the greatest value from the new
ERP system through a continuing approach to training. Training is often sacrificed in the rush to get a
new system implemented and then becomes a secondary concern in the face of the immediate tasks
related to the day to day business of organizations. Even if adequate training is provided in the course
of the implementation of the new ERP system, users often forget how to use functions and features that
they do not use frequently and user competence can also be diminished over time by staff attrition and
re -assignments. The District must be prepared to provide continuing training and to ensure that all staff
members are sufficiently trained in the use of the new ERP system.
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Long Term Approach
The District must have a long-term approach to project planning and management. Project planning
often ends with the completion of the last planned implementation phase; however, the District should
consider its long-term requirements for project planning in order to:
♦ Effectively implement changes to the new ERP system in response to new or changed functional
requirements or the availability of new or improved functionality from the system provider
Plan for and implement additional modules that were not part of the original implementation
plan
♦ Monitor vendor performance. If the District elects to go with a remotely hosted solution, it will
need to designate staff members to monitor vendor performance and ensure compliance with
the terms of the Service Level Agreement (SLA), and advise the District management in the
event that contractual actions are required.
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3 Situational Analysis
3.1 Context Diagram
DRAFT FOR REVIEW AND COMMENT
In order to provide a frame of reference for the analysis, NexLevel developed a high-level context
diagram to illustrate the integration points and interrelationships between the District's various systems
that make up the ERP environment. Figure 2 — STPUD ERP Systems Context Diagram identifies the
various core systems in use by the District and the status of their integration capabilities.
South Tahoe Public Utilities District
ERP Systems Context Diagram
LeAgAd
Include In ERP Manual lnterfa
I-lossraly Inc u e n m
AulowrProcess
cess
L_ FRP
.. _ ...—
L—fac�
Soarces: 1 _
List of IFAS Modules Implemented.dox dated July 2015
,,Sungard Information' e-mail, Ken Phillips 9/2/2015
SunGard
IFAS
Finance
5 rin brook customer Service exports cash receipts from
P g
Accounts Payable
•• Springbrook and imports them into IFAS
Accounts Receivable
Utility Billing
L Daily
Bank Reconciliation
Encumbrances
Fixed Assets
General Ledger
- CDD report exported from IFAS HR and
''
Purchasing
Budget Item Detail
........ on<r„P. ....... Imported Into ADP
Payroll
Nucleus
Once/Pay Period
Grants Management
Stores I nventory(Warehouse)
Person Entity Database
No integration
N 'I
System Level Software
l`0.tIN5
Asset
HR/Payroll
Management
Human Resources
Work Order i
Inventory lI
Admin
I..___ f
Manager User
Manager Security
—— -
Job Manager
No inter t
Various MS Excel Spreadsheets g a ion
Database Administration
and Word Documents
Documents Online
Contract Management Grant Tracking
Server Admin
Budget Project Tracking
Invoice Payments Revenue Recog
Workflow Designer
Calle_do. FIFtFuncHwis
Figure 2 —STPUD ERP Systems Context Diagram
A quick review of the above context diagram clearly indicates a lack of automated interfaces or
integration among the District's core systems. This results in duplicate data entry, fragmentation of
data, inability to view data at an enterprise level, and generally results in inefficiencies. Industry best
practices would include automated integrations with core business systems such as payroll, CMIVIS, and
utility billing.
The remainder of this section provides a People -Process -Technology (PPT) analysis of the District's
existing environment. NexLevel obtained the information used for this analysis through face-to-face
interviews of staff and documentation review.
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3.2 PPT Analysis
3.2.1 People
The District's key subject matter experts (SMEs) interviewed were knowledgeable and engaged in the
analysis. The SMEs were well informed about their current roles and responsibilities. In addition, many
of the staff had expertise that extended beyond their current functional area of focus, which provided
increased depth of the analysis.
NexLevel did not identify any people issues as it relates to the current IFAS solution and processes. Staff
almost universally recognize that there are opportunities to improve and streamline processes and
appeared to welcome the opportunity to obtain a system that can accomplish this. NexLevel believes
that the staff is prepared and ready to accept the change that an upgrade or new system would bring.
One area that will require focus in the next three to five years, regardless of the solution used, is
succession planning as it relates to the financial system and processes. Several key SMEs have
significant instructional knowledge that should be documented and communicated, to avoid putting
financial operations at risk if those individuals were to leave the District. For this reason, NexLevel is
recommending with all three alternatives that the District invest in documentation and training which
specifically includes business processes, not just system training and documentation.
3.2.2 Process
NexLevel performed a high-level analysis of business processes across key functional areas including
Finance, Human Resources, Payroll, Utility Billing, Inventory/Warehouse, and Asset Management/Work
Orders. In the following paragraphs we briefly discuss each functional area.
3.2.2.1 Finance
The District's financial practices generally follow and align with industry standards. Many of the
practices were designed based on the way IFAS was implemented, or based on work-arounds. Overall,
the District has the opportunity through the implementation of a proven modern ERP system to
significantly streamline operations, increase the ability to perform analysis, and improve information
sharing and reporting. The following paragraphs focus on key areas within the Finance function.
Chart of Accounts: The District's chart of accounts (COA) includes an eight digit fund, department and
object, a six digit project code, and a four digit activity code. The District is constantly reviewing the
chart string for opportunities to improve, but the current structure is meeting their needs. If the District
were to upgrade the current system or implement a new system, it would provide an opportunity to
complete an in-depth analysis to ensure the system's COA capabilities are fully leveraged to provide the
level of detail required and maximize the use of the reporting tools to provide information sharing.
There is a need to extend the amount of information tracked and reported on projects. Depending upon
the solution selected, the District may also be able to leverage a project/grant module that would allow
for increased granularity and reporting.
Journal Entry: The District's volume of journal entries is reasonable (approximately 10/month,
30/quarter, and 50/annually). All journal entries are manually processed into IFAS. Journal entries are
prepared for accruals, capital assets, benefit entries, payroll, investments, grants, corrections, reversals
and others. Journal entries are entered into the system via Excel spreadsheets. Moving to a new system
would provide opportunities to streamline the journal entries through increased features and
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functionalities, such as automating recurring journal entries and reversing journal entries, and
supporting document attachments and calculations.
Requisitions/Purchasing: The District's purchasing function generally aligns with the capabilities
available with modern ERP systems, and NexLevel did not identify anything that would pose a risk or
problem if a new system was implemented. Currently all purchasing is managed using IFAS and includes
validation functionality. For example, if a request exceeds budget, the system will provide an alert, but
does not block the authorization. Purchase Orders (PO) account for about 60% of District's payments.
The District uses open purchase orders. Funds are encumbered when the purchase order is printed by
the Purchasing Department.
Because of the unique environmental challenges and the level of construction/maintenance performed
in a short window of time, the District allows departments to purchase prior to proceeding through the
approval process. All purchases are ultimately put through the system and approvals obtained, but
some activity is done after the fact. If the District selects a new system, there may be opportunities to
improve these processes without adversely impacting the efficiency of the field and maintenance crews.
NexLevel believes that many of the manual or paper-based activities currently performed could be
eliminated and improved through the implementation of a modern ERP system.
Accounts Payable: The District uses IFAS to support their Accounts Payable processes. If an invoice is
received and a purchase order is approved, the District will authorize immediate payment. Otherwise,
there is a manual payment approval routing process. The District processes two check runs each month
which are signed off by the Board. The system does not offer vendors the option of ACH payments.
NexLevel believes that a modern ERP system would provide opportunities to streamline the existing
processes, specifically to reduce the manual, paper-based approach in place today.
Accounts Receivable: The District bills about 20-25 invoices per month through IFAS, most of which are
related to lab monitoring services. Other bills may include grants, plant discharging, contractor repairs,
and billing customers for damages to infrastructure.
Staff noted that the current accounts receivable summary report provides an update on the status of
accounts receivable based on real-time data. They would prefer to also have the ability to report on the
status of receivables at any given point in time.
NexLevel believes that a modern ERP system would provide opportunities to streamline the existing
accounts receivable process, including the accounts aging and collection process.
Cashiering: Deposits are processed daily from the Utility Billing System (Springbrook). Springbrook
creates a daily extract that is manually uploaded into IFAS. Other deposits are processed by manual
journal entry into IFAS including grants and other miscellaneous deposits. While a new ERP system may
provide a centralized cashiering solution, it would likely provide limited value, because the volume of
cashiering activity outside of Utility Billing is low.
Bank Reconciliation: There is an interface with the bank to pull in the reports for reconciliation, but the
reconciliation is a manual process. A new ERP system would facilitate a more automated bank
reconciliation process that would save staff time.
Budgeting: The District uses a Microsoft Excel spreadsheet to support budgeting activity. To develop
the budget, the District typically starts with the budget from the prior year as a baseline. Once the
budgets are finalized, staff manually key budget information into IFAS to facilitate planned vs. actual
reporting. There are very few adjustments or transfers throughout the year that are entered into IFAS.
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NexLevel believes the District could derive significant benefits from having a budgeting module that is
integrated directly to the ERP system. An integrated budgeting module would streamline budget
development, enhance the District's ability to perform budget analysis and evaluate scenarios, and
remove the need for manual intervention once the budget is finalized. It would also support the ability
to capture budget line item information through the use of document management or in-line notes.
Fixed Assets: The District uses IFAS to manage fixed assets. Fixed assets are defined as assets valued at
$5,000 or more. Assets are depreciated monthly using the straight line method. The Capital account
range is from 7000 — 8000. They are moved to CIP range, from 11000 to 12000 at the end of project
completion. The life cycle starts with the purchasing process. Fixed Asset staff confirms with Project
Managers and then journalizes in General Ledger and manually enters into Fixed Asset module. Staff
monitors purchases to capture upgrades to assets and will capitalize as a separate asset if significant
time has passed. Fixed Asset staff does not track assets for disposition. They depend on managers to fill
out a form.
NexLevel believes the District would receive significant benefits by implementing an ERP system with a
tightly integrated fixed assets module. The ERP system should be capable of identifying fixed asset
activity at the purchasing level (whether a new asset or augmentation to an existing asset), and then
ensuring the information is captured and reported in the fixed asset module. In addition, the module
should be capable of storing key documents and pictures associated with a fixed asset.
Contract Management: The District primarily uses Microsoft Excel spreadsheets to track contract
activities. The District could improve and streamline contract management activities by implementing
an ERP system that includes a contract management module. This would provide staff access to a
system that provides a contract view of the financial transactions, as well as provides the ability to track
and alert on specific contract terms.
Grant/Project Management: The District tracks approximately 18 grants per year using Microsoft Excel
Spreadsheets. The District has, on average, about 20 active projects at any time. The District's project
managers track project budgets independently using Microsoft Excel spreadsheets. Project IDs are
assigned by the Engineering Department, after which the Accounting Department provides project code
and account numbers and enters this information into IFAS and the Payroll system. Time recorded into
the Payroll system is journalized into IFAS at the project code level (vs. employee level). Timecards are
used to track grant/project activity at the employee level. Benefits are not maintained in IFAS and must
be captured in the spreadsheet also.
In December 2014, the federal government mandated tracking cost by grant, not project. In order to do
this, the District needed to view expenses in IFAS. Because the District is not using the comprehensive
grant management functionality in IFAS, they had to create a workaround report setting up multiple
project codes to track grant money that was allocated across multiple projects.
The District would see significant benefits from implementing a modern ERP system that includes a
robust and comprehensive project and grants accounting module. A tightly integrated module would
improve accuracy as financial information would be reported directly out of the ERP system. In addition,
some ERP systems have project and grant accounting modules which provide the ability to track non-
financial activities, create automated alerts and notifications, and attach key documentation to create a
repository for critical project information.
CAL -Card Processing: The District has approximately 30 CAL -cards. The process of reviewing, approving,
and processing payments for the CAL -cards is largely manual. Oftentimes, modern ERP systems have
tools that help automate the process to review and approve expenditures, reducing the manual paper-
based processes.
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Reporting: Monthly IFAS reporting includes A/R reports, budget planned vs. actual, general ledger and
accounts receivable gaining, trial balance reports using both IFAS Click, Drag and Drill (CDD) reporting
and other reports. The District also supports reporting for external agencies including Controllers,
Transparent CA, and others. The Comprehensive Annual Financial Report (CAFR) is created manually
using a spreadsheet. District staff is currently limited to the existing reports without making a special
request to IT or the vendor.
NexLevel believes that the District would see significant benefits by implementing a modern ERP system
that includes user-friendly reporting tools, including user dashboards. Modern ERP systems typically
include robust reporting solutions that extend the system beyond the standard reports that come with
the software. The reporting tools allow for easy creation of reports, and the subsequent scheduling and
distribution of the reports in an automated fashion. Ultimately, the value of an ERP system is
determined by the ability to obtain useful information out of the system. As important as it is for the
financial staff to have easy access to information in the financial system, it is just as important that non-
financial users are empowered to gain easy access to financial information for decision making
purposes.
3.2.2.2 Human Resources/Payroll
The District uses ADP to process staff payroll. It appears that ADP is providing a quality solution to meet
the District's payroll needs. However, the integration between the ADP and IFAS system is limited. Best
practices would dictate a tight integration between the payroll system and the finance system. Since
payroll represents a significant portion of the District budget, it is important that detail level payroll
information (employee time, pay, benefits, project activities, etc.) is made available to the finance
system.
The District manages employee data, salary information, and dependents in IFAS. Other payroll/HR
activities are tracked in Excel spreadsheets and Word documents including: personnel salary and
benefits, performance evaluation notices, physicals, DMV points, medical certifications and expirations
and staff training/certifications.
The District would streamline processes, improve access to information, and reduce duplicate data entry
by implementing a tightly integrated payroll and HR system. The District should evaluate the ability to
leverage the ADP HR solution. Even if it is not an ideal solution, the benefits of having an integrated
solution are significant even if not fully implemented for all human resources tracking activities.
As part of upgrading or replacing the IFAS system, the District could look at what the modern ERP
solution providers offer to compare to what ADP offers. Based on that analysis, the District could
continue to use ADP and implement the necessary interfaces or move to the ERP solution Payroll/HR
module.
Regardless of the payroll/HR solution used, the District should proceed with the implementation of an
employee self-service portal to allow staff access to their payroll/HR information, as well as the ability to
provide updates or print past statements such as pay stubs and W-2 forms.
The District currently uses Neogov to support recruitment processes. NexLevel recommends that the
District continue to use Neogov and consider taking advantage of all that Neogov has to offer so that all
recruiting activity is tracked and reported on Neogov. Many of the modern ERP systems have an
established integration with the Neogov application. This should be explored to reduce data entry and
to streamline the process moving from recruitment to establish payroll records.
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3.2.2.3 Utility Billing
The Utility Billing function is not a primary focus of this report; however, because some agencies use
modules available in their ERP system to support utility billing, NexLevel discussed this topic briefly with
District staff. The District currently uses the Springbrook utility billing solution. The District invoices
quarterly and has a 2-3 week timeframe from meter read to billing. Their goal is to bill as close to the 15t
of the quarter as possible. Staff members process multiple payments daily into Springbrook and then
manually process a cash receipts extract from Springbrook to IFAS on a daily basis. The District manages
collections in-house. Customers have until the last day of the quarter to pay their invoice.
Based on user interviews, it appears that the Springbrook solution is meeting a majority of the District's
needs. However, many of the modern ERP systems offer an integrated utility billing/customer
information system. Having a tightly integrated finance and utility billing system supported by a single
vendor would be beneficial. If the District decides to procure and implement a new ERP system, it is
recommended that the District evaluate the system's utility billing capability as an option. When
evaluating solutions, the utility billing module should not take priority over the finance functions.
3.2.2.4 Warehouse/lnventor;r!:'lsset Management/Work Orders
The Engineering Department has developed standard processes to manage the District's assets, projects
and contracts. Assets include wastewater treatment plant and instrumentation and electrical
equipment and machinery, recycled water irrigation storage and distribution system, water and sewer
infrastructure (manholes, pump stations, fire hydrants, water lines, etc.) and heavy equipment,
generators and vehicles needed to support maintenance services.
While Finance staff tracks capital assets for accounting purposes in IFAS, Engineering tracks assets for
maintenance purposes using Maintenance Connection. They are also building into Maintenance
Connection the ability to track the life cycle cost of an asset.
The District's investment in Maintenance Connection, both in terms of money and resource time, is
significant. Maintenance Connection appears to provide the District with a long-term asset
management solution at a depth of features and functionality that would typically not be supported by
ERP solution providers focused on mid -market public sector agencies. As it relates to the District's
future ERP solution, the focus should be on integrating the asset management functions fully with the
ERP system. Areas of integration that should be considered include inventory, purchasing, time
reporting, fixed assets, and project activities.
3.2.3 Technology
This section provides an overview of the technology the District uses to support business operations.
The following bullets identify core technologies used by the District.
3.2.3.1 SunGard IFAS
IFAS is the primary technology used by Finance staff to support the District's financial operations. More
specifically, IFAS is used primarily to support General Accounting, Accounts Payable, Accounts
Receivable, Purchasing, Encumbrances, Fixed Assets, and Vendor Insurance. The District also has
purchased and installed several modules that are either not currently used or used lightly. These
include Grant/Project Management, Budgeting, HR, and Inventory. The District staff identified the
following technical issues with IFAS:
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♦ The IT Department cannot upgrade the Internet Explorer (IE) browser because the current
version of IFAS does not support newer versions of IE. While this issue could be remedied by
upgrading to SunGard's ONESolution Finance Suite (ONESolution), the cost and impact to
District staff needs to be evaluated. The IT Director has confirmed there are not any immediate
technical issues or security risks by not upgrading IE. However, eventually this will become a
significant issue.
♦ Some staff expressed frustrations with the reporting capabilities of IFAS. For example, staff is
not able to create self -serve ad hoc reports and some of the Click, Drag and Drill (CDD) reports
are no longer working as of the last IFAS upgrade. To help alleviate the issues, the District has
engaged reporting consultants to create custom reports to meet user needs.
♦ Some users expressed concerns about the current and future maintenance support. The District
has had past issues with the turnaround time for issues or problems. The primary IT technical
liaison confirmed SunGard usually response to her within four hours, which is acceptable.
However, other staff expressed concern about the level of support. This is a valid concern
because as a solution approaches end of life and the number of active clients diminish, then
vendors tend to reduce the investment and focus on the support and maintenance function as
these resources tend to be deployed to the new product offerings.
It is important to note that the IFAS platform, while approaching end of product life, is a powerful
solution that has many capabilities that were not implemented by the District. If IFAS was fully
implemented and business processes were modified to align with the solution capabilities, then some of
the issues mentioned in this report would not exist. NexLevel documented several finance business
functions which IFAS could automate, but staff still rely on manual processes and offline spreadsheets to
manage the functions. To name a few, these include: Budgeting, Contract Management, and Grant and
Project Management. Other areas of underutilization include the Payroll module, which the District
does not use at all, and the HR module, which the District uses in a limited fashion. HR/Payroll staff
indicated that the decision to not fully utilize IFAS was made because their initial evaluation was that
IFAS would not meet their business needs or that it was not user friendly/intuitive.
3.2.3.2 Laserfiche (Document Management)
The District uses Laserfiche to support document management. Scanning stations are available
throughout the District including Customer Service, Accounting, the lab, Heavy Maintenance, Training,
Administration and IT. Integration of an ERP system to a document management is an important
consideration. Modern ERP solutions are largely designed to support automated, electronic processes
versus traditional paper-based processes. Laserfiche is an industry recognized document management
solution that is commonly used by public agencies.
3.2.3.3 ADP (Payroll)
The District outsources Payroll function to ADP. Employee information in ADP is maintained via an
extract from the IFAS HR module which is then imported into ADP. As the District evaluates next steps
with the IFAS system, it is imperative that a tighter integration with ADP is achieved. The level of
integration will also be necessary to support full budget functionality typical available in modern ERP
systems.
3.2.3.4 NeoGov (Recruiting)
The District implemented NeoGov in 2008 to support the recruiting processes. NeoGov is an effective
and common recruiting solution used by many public agencies. As the District evaluates next steps with
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the IFAS system, implementing an automated interface between NeoGov and the payroll/HR system
would help streamline work and reduce duplicate data entry.
3.2.3.5 Springbrook (Utility Billing)
The District implemented Springbrook's Utility Billing software in 2004 to manage billing and collections
of sewer, water (unmetered/metered rates, flat/tiered usage) and six street lights. The District
upgraded in December 2006 to Version 6. Staff is generally pleased with the system and report that the
system accurately imports meter data for billing, bills accurately and has an intuitive user interface and
on-line help. Technology issues identified with Springbrook include significant custom development and
work arounds which District staff confirmed "sometimes get them into trouble." In addition, the Work
Order functionality is not effective due to font issues, and thus meter maintenance cannot be tracked
using the system.
The District uses Crystal Reports for reporting against the Springbrook system and InfoSend to print and
send invoices. InfoSend also provides an online customer portal for utility customers.
3.2.3.6 Computerized Maintenance Management (Maintenance Connection)
The Engineering Department uses Maintenance Connection to manage and inventory assets, as well as
to track the maintenance history of the assets through an automated work order process. Current
integration to IFAS is limited to minimal data extracts.
The major technology issue the District has is that there are multiple "data silos" maintained by various
departments. A data silo is a repository of data that is under the control of one department and is not
integrated with other systems and data. The District's data silos arose when departments within the
District chose different systems to manage specific functions without consideration to how these
systems could be integrated. While this approach may have provided each department with a
technology that best met their business needs and goals, it has caused significant data integrity and
reporting challenges the District must deal with including:
♦ Time entry data is tracked in multiple systems for different purposes including Maintenance
Connection (Work Orders), ADP (Payroll), and IFAS (Payroll). Engineering staff must enter time
into two systems (Maintenance Connection and ADP). This also creates redundant sources of
data so there is no single 'source of truth.'
♦ It is difficult to calculate the life cycle cost of an asset. Initial costs are captured in IFAS but
maintenance costs are tracked in Maintenance Connection. Any additional project or contract
costs associated with implementing an asset are kept in stand-alone spreadsheets.
♦ Difficulty tracking and reporting project and grant activities. Project and grant management
staff must query multiple systems (e.g. Maintenance Connection, IFAS, and ADP) to obtain a full
cost perspective.
3.3 Other Opportunities
Additional features and functionality the District staff would like automated through technology
solutions include:
♦ Ability to link Finance, HR and Utility Billing records to related Laserfiche images
♦ Electronic timecard entry
♦ Automated Comprehensive Annual Financial Report (CAFR) generation
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♦ Automated workflow for various business functions, especially for HR functions (employee
review, benefit administration, etc.)
♦ Mobile technologies
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4 Alternative Analysis
Industry research has shown that there are many factors driving organizations to consider changing to a
new ERP system. Common reasons include:
♦ Concern with the best "feature fit" for their organization. A recent survey indicated that over
half of those polled identified this as a top reason for replacement.
♦ Desire to keep current with modernizing technology infrastructure and replacement of obsolete
back end architecture and applications.
♦ Cost to maintain and support the current solution.
♦ Lack of available customization to meet their business requirements.
The figure below is taken from an Aberdeen Group study completed in 2011 as to why organizations look
to replace an ERP system — based on NexLevel's experience, these reasons continue to be valid.
Lack of features
Obsolete technology
foundation or infrastructure
of ERP system
Cost of maintenance aril
support
Lack of available
customization
0°% 100/0 20°% 30% 40% 50% W/o 70% 80%
Percent of Respondents n=387
Source: Aberdeen Group, July 2011
Figure 3 - ERP Replacement Reasons
Having this understanding of the industry helps the District evaluate why it is considering a new system
and what is the next best step to meet the current and future ERP system needs. Based on NexLevel's
experience and our findings in the ERP analysis, we recommend the District carefully consider the
following three alternatives.
♦ Alternative A— Continue as -is with Investments
♦ Alternative B -Upgrade to SunGard ONESolution
♦ Alternative C— Procure and implement an ERP system
For each alternative, NexLevel provides:
♦ A description and approach
♦ High level cost analysis including one-time costs (licenses, implementation, setup, training,
conversion) and ongoing maintenance costs
♦ Unique benefits each alternative provides
.............. .....
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♦ Risks associated with the alternative and mitigating strategies
4.1 Alternative A — Continue as -is with investments
4.1.1 Description
The District would continue to use the existing system and make modest investments to improve the
situation through increased integration, system and process improvements, and training. This
alternative would require that the District renewing the WAS contract with SunGard in June 2016 for at
least three years. Assumptions include:
♦ There will be no significant changes in the District's environment or functional business
requirements that prevent the IFAS product from meeting business needs
♦ SunGard will continue to support the IFAS product for at least another five years.
♦ SunGard maintenance costs will remain approximately the same as they have been for the past
three years
It is important to note that this alternative is not a long-term solution but rather delays the need to take
any action for another three to five years.
If this alternative is selected, the District should establish an ERP system improvement team that would
consist of key managers, users, and technical staff. This team will identify and prioritize specific
opportunities for improvement. The team will meet on a regular basis to evaluate progress and ensure
focus is maintained.
The ERP system improvement team would focus on implementing recommendations that allow the
District to fully realize the value of the current system. The following are examples of actions the ERP
system improvement team may focus on:
♦ Reporting— Identify reporting needs and formalize a plan to develop or enhance reports to
improve staff access to information.
♦ Integration — Improve the integration between ADP and Maintenance Connection to increase
information sharing and reduce manual processes.
♦ Training — Engage SunGard to conduct refresher training to improve staff effectiveness and
encourage increased use of the system by non-financial staff.
♦ Business Process Improvement— Engage SunGard to help analyze selected business processes
(such as contract management, project management, human resources, fixed assets, and asset
management) to identify opportunities to more fully leverage the existing system.
4.1.2 Costs
If the District selects this alternative, the existing annual software maintenance and support costs would
remain consistent with current levels. However, the District would have to make a one-time investment
to hire SunGard consultants to help improve the existing environment and train staff. NexLevel
recommends that the District allocate $75,000 over the next 12 months to hire the necessary resources
to help plan, analyze, and implement improvements.
4.1.3 Benefits
The primary benefits of this alternative include:
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♦ Continues to supports business and operational processes in manner consistent with today's
level with minimal additional investment.
♦ Low risk alternative as it makes small incremental improvements to stable business operations.
♦ Improved staff satisfaction with the existing system through increased training, automation,
information access, and streamlined business processes.
♦ Allows the District to place staff focus and funding to other high priority projects.
♦ Allows staff to be better prepared when the time comes to move to a new ERP system.
4.1.4 Risks
Alternative A poses the least risky alternative in terms of District business operations impact because
technologies and processes remain largely consistent with the existing environment. However, this
option is not without some risk, which includes:
♦ Erosion of existing support levels —The District is on the last release of the IFAS system. While
SunGard has committed to continuing to provide support, it should be expected that the IFAS
customer base will continue to erode as customers migrate to the SunGard's new ONESolution
or to other ERP systems. Overtime, this may result in reduced support levels adversely
impacting response and resolution to issues or problems. The District may be able to mitigate
by ensuring there are agreed upon and enforceable service levels as part of the lune 2016
contract renewal.
♦ Inability to provide decision useful information — It is imperative that District staff has easy
access to the information required to make decisions. Absent of easy access to information,
staff must rely on offline information resources (spreadsheets or documents) or past experience
to make decisions.
♦ Staff hiring or retention can be impacted by the systems the District uses - If the District's
technology is perceived as dated and difficult to use, it can impact the ability to attract and
retain the most qualified candidates.
♦ Limits succession planning efforts - Much of today's system and process knowledge is retained
by a limited number of staff. This staff has accumulated a knowledge base through experience,
much of which is not documented or included within the system. This alternative would not
necessarily address this risk unless a process and procedure documentation project was
launched.
♦ Inefficiency and increased staff costs — Modern ERP systems leverage current technologies to
provide automated workflows, information dashboards, improved reporting, mobile access,
document management, vendor and employee portals, and improved integrations. The current
system, while providing some capabilities, is not being evolved to fully leverage these
technologies depriving staff of opportunities to improve data accuracy and decision making.
NexLevel would recommend that the District plan to complete this alternative in a 12 month timeframe.
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4.2 Alternative B — Upgrade to SunGard ONESolution
4.2.1 Description
SunGard's flagship ERP system is ONESolution which is essentially the next evolution of IFAS that
leverages modern technologies to deliver a robust and comprehensive ERP solution. This alternative
would be to contract with SunGard to migrate the current IFAS solution. This alternative would include
much more than just a simply migration from IFAS to ONESolution. It would follow traditional
implementation methodologies to not only implement the new software, but also perform careful
analysis of existing business processes to modify them as needed to take full advantage of ONESolution-
This alternative would include the following SunGard services to ensure a best practices
implementation:
♦ As -is To -be process analysis
♦ ONESolution configuration
♦ Data conversion
♦ Integration (ADP, Maintenance Connection, Laserfiche, and Springbrook)
♦ Testing
♦ Training
♦ Documentation
♦ Project management
♦ Change management
While ONESolution is similar to IFAS, it is necessary to treat this alternative as a full implementation of a
new system, rather than an upgrade, because the user interfaces, reporting, navigation, and features
are new. This will result in significant change for the District staff.
4.2.2 Costs
SunGard recently provide the District a quote to move from IFAS to ONESolution. The quote identified
the software, 3'd party products, and services to complete the migration to ONESolution. The quote was
for $136,148.
Based on NexLevel's review of the quote, as well as the ERP analysis activities, NexLevel recommends
that the proposed SunGard approach be expanded to follow a traditional implementation approach to
ensure that when the new system is implemented, the District staff is prepared to fully leverage the
solution. This means that the implementation should include process re-engineering, automated
integrations, and appropriate documentation/user guides. As a result, the total cost of this alternative
should be augmented for the following activities:
Business Process Re-engineering - If this alternative is pursued, the District should strive for
revolutionary change versus carrying over existing processes. The proposed level of effort by
SunGard is not sufficient to complete a comprehensive process review to fully understand the
'as -is' environment and appropriately design the 'to -be' environment. The quote needs to be
increased to recognize the level of training, change management, and operational process
documentation that will be required. It is estimated that this activity will cost an additional
$30,000 - $50,000.
♦ Project Management -The SunGard quote assumes only 10 hours per month for project
management. Because the District will be looking at a comprehensive implementation than
_... ---- .....
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includes significant process change, as well as technical integrations, NexLevel recommends that
the project management services be increased. It is estimated that this activity will cost an
additional $40,000 - $50,000.
♦ Travel Allowances —The SunGard quote assumes that services will be performed remotely. A
strong on-site presence of the SunGard resources during key activities will significantly reduce
the risk of the implementation and help encourage staff acceptance of the system. It is
estimated that travel expenses will be $35,000 - $45,000 (depending upon where resources
come from).
♦ Integration — The SunGard quote does not factor in the need to increase the level of automation
between ONESolution and other core District systems (such as ADP, Maintenance Connection,
Laserfiche, and Springbrook). It is estimated that this activity will cost an additional $40,000 -
$50,000.
♦ Chart of Accounts Redesign Services —The District should take this opportunity to carefully
evaluate and modify the Chart of Accounts to take full advantage of the new system capabilities
and improve information access and sharing. This will require that SunGard provide consulting
expertise to assist the staff in the design. It is estimated that this activity will cost an additional
$10,000 - $20,000.
♦ Training/Documentation —The SunGard quote appears to be light on training and relies
primarily on a "train -the -trainer" approach. Because of the level of investment the District is
making in terms of dollars and resources, it is important that the project has an adequate
training budget. In addition, this is an opportunity for the District to establish comprehensive
documentation and training materials. It is estimated that additional training and
documentation will cost $15,000 - $25,000.
♦ Contingency — It should be expected that a project of this magnitude will incur unplanned
activities or costs. It is recommended that the project establish a $50,000 contingency fund to
address unplanned activities or costs.
When factoring the additional NexLevel recommended activities, the total cost for this alternative
increases to $356,148 - $426,148.
An additional cost consideration that the District should factor in for both Alternative B and C is staff
backfill and project management support (District -side resource). It is imperative that District staff have
the time available for fully participate in all phases of the implementation.
4.2.3 Bem,,a Is
The primary benefits of this alternative include:
♦ Provides the District with a long-term system and ongoing support and maintenance.
♦ Eliminates the cost of purchasing software licenses — SunGard essentially treats the move from
IFAS to ONESolution as an upgrade, so the District does not have to purchase new licenses.
♦ Reduces the risk associated with data conversion.
e Provides the opportunity for the District to increase the integration between existing systems to
reduce duplicate data entry, and also provide increased information accuracy and data sharing.
Provides the opportunity to take advantage of new features and functions (workflow, reporting,
online portals, dashboards, document management, and more) available in ONESolution to
streamline existing processes and improve staff access to information.
♦ Provides the opportunity to fully implement the use of key modules (project and grant, contract,
etc.) to improve processes and increase staff access to information.
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4.2.4 Risks
Alternative B represents more risk than Alternative A but less than Alternative C. Many of the risks
associated with a traditional ERP system replacement exist with this alternative. However, the risk is
reduced somewhat since both systems (IFAS and ONESolution) are developed and maintained by
SunGard. The following bullets identify risks that should be considered:
♦ If the District does not have sufficient resources to meet both project needs and operational
responsibilities during implementation then there may be delays to the project. Fortunately,
the District can continue to use the existing system until the new system is ready for
implementation. To mitigate this risk, the project sponsor should ensure appropriate resources
are available and backfill or cross train for key positions as needed so SMEs can work on the
project.
♦ If District staff do not accept or adapt to change brought about by the ONESolution
implementation, the District will not realize full ROI and staff will be dissatisfied and frustrated.
4.2.5 Timeline
NexLevel would recommend that the District plan to complete this alternative in an 18 month
timeframe.
4.3 Alternative C — Procure and implement an ERP system
4.3.1 Description
Alternative C is to follow a comprehensive ERP procurement and implementation approach. This
alternative would begin with the development of a formal RFP that clearly outlines the scope and
requirements for vendors. Once vendor proposals have been received, the District would conduct a
comprehensive evaluation that would include solution demonstrations, reference checks, and site visits.
For the purposes of this alternative, the primary scope would include the following functions: general
ledger, accounts payable, accounts receivable, budget, bank reconciliation, fixed assets, project
accounting, and grant accounting. In addition, the District should also evaluate and consider additional
modules such as payroll, human resources, work orders, and utility billing. This would help position the
District to consolidate systems and functions into an ERP system.
4.3.2 Costs
Based on NexLevel's past experience and available market information, the District should expect that
the vendor proposals for implementing anew ERP system will range from $350,000 - $650,000. This
represents the total cost to implement (e.g. software, configuration, training, documentation,
conversion, integration, testing, project management and process analysis). As mentioned in
Alternative B, the District should also consider the cost of staff backfill and project management
support.
4.3.3 Benefits
The primary benefit of this alternative is that it affords the District the opportunity to evaluate all
available solutions to ensure that the solution with the best long-term fit is implemented. Since this will
be an implementation of a new system, the District will be able to take advantage of modern
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technologies to re-engineer processes and provide staff with the tools and skills to become more
effective. In addition, it provides the opportunity to establish a fully integrated environment that
reduces the need for manual interfaces or redundant data entry.
4.3.4 Risks
This alternative carries significant risk. As such, the District's selection of a proven, highly qualified
vendor will be critical to manage the risks. The anticipated change that will be introduced with a new
ERP system will be significant and must be carefully managed. Change is difficult and requires the
commitment and support of management. The District will be moving from an ERP system that the end
users know well, even though their level of satisfaction may not be high. It should be noted that the
potential impact of implementing a new ERP system could be District -wide, particularly if the District
automates processes that are done manually by departments today.
4.3.5 Timeline
NexLevel would recommend that the District plan to complete this alternative in an 18 — 24 month
timeframe.
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5 NexLevel Recommendation
The decision by the District to take the steps related to evaluating the replacement of the IFAS system is
both timely and in the best interests of the organization. The business case to support for migrating to
ONESolution (Alternative B) or implementing a new ERP (Alternative C) is based on concern that the
District is not receiving measurable benefits from its continuing investment in IFAS due to a number of
factors including:
s The age of the system makes it difficult to use, particularly the lack of configurability in the user
interface and the need to develop and apply custom modifications to the software to reduce its
usability and agility. Without an intuitive user interface and self-help features and tutorials,
users are unable to develop new competencies in the use of the application or maintain existing
competencies.
♦ The system is based on technology which is now decades old and due for replacement; while the
application itself is approaching the end of its life.
The system does not provide functionality to support analytics or the creation of dashboards for
District managers and executives, leaving them with only paper reports, various online queries,
and ad-hoc databases to manage operations and performance.
♦ The application is not as open as newer software suites and this restricts the District's ability to
integrate key productivity tools such as workflow and document management for financial
management and reporting and human relations.
♦ District users are supplementing the functionality provided by the application through the use of
spreadsheets and ad-hoc databases. This proliferation of information represents problems for
the District, in terms of data integrity and consistency (and the effort required to reconcile
separate data sources), as well as in terms of planning for, and ensuring, business continuity.
The primary concern for the District is not whether to move forward, because they know that they will.
The question is what approach should be used, and how much the process of moving forward will cost.
The information in this report will provide the District with a starting point.
Based on NexLevel's review of the information collected to date and our experience, we recommend the
District pursue Alternative C — Procure and Implement a New ERP System. Completing a formal
competitive procurement and planning a well-designed implementation will help to ensure the focus,
budget, and resources necessary for a successful ERP system implementation and ongoing support.
More importantly, it helps ensure that the District is receiving the best value (balancing software
features and functionality with cost to implement and maintain), by exposing the District to the current
technology offerings. This alternative also encourages user buy -in through the entire process to help
ensure effective change management and user acceptance. If, through a competitive procurement
process, the District does not identify a suitable long-term system, the District can still pursue
Alternatives A or B.
During interview sessions, District staff identified many areas of improvement and enhancements. In
addition, there was general agreement that the District needed to migrate to ONESolution or implement
a new ERP system.
It is important to note that NexLevel did not find any critical issues or problems that would necessitate
immediate action. For this reason, the District has the time to follow a deliberate, well-planned
approach to help manage the risks associated with modifying or replacing an ERP system.
The current ERP system has been in place for more than 24 years (with occasional upgrades) and has
remained a relatively effective platform for processing the District's financial activities. The fact that the
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District been using the ERP system for more than 24 years is impressive. Based on NexLevel's
experience the common life cycle of an ERP system tends to be around 10 years. Conducting a
comprehensive procurement and implementation provides significant opportunities to improve
business processes and take full advantage of new technologies.
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Appendix A References
"12 Reasons Why Employees Resist Change in the Workplace". Catherine Adenle, Catherine's Career
Corner, July 26th 2011, Web. Sep 2015
"Balancing Investment in People, Process and Technology and Building the Capacity to do so in
Developing Economies", Peter Sorensen, Brian Ing, International Council of Management Consulting
Institutes (ICMCI), Web. Sep 2015
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General Manager
Richard H. 5olbrig
Slouth Tahoemes
Directors
Chris Cefalu
R. Jones
joneo
11 (/1
Randy Vogelgesang
1 u b l c Utility D istrict
Kelly Sheehan
Duane Wallace
1275 Meadow Creet Drive • South Lake Tahoe
CA 96150-7401
Phone 530 544-6474 • Fax 530 541-0614 • WWw,5tpud.u5
BOARD AGENDA ITEM 4f
TO: Board of Directors
FROM: Lynn Nolan, Grants Coordinator
MEETING DATE: April 7, 2016
ITEM - PROJECT NAME: Application for Aeration Basin No. 2 Rehabilitation and
Primary Clarifier No. 1 Rehabilitation to Clean Water State Revolving Fund
REQUESTED BOARD ACTION: Adopt Resolution No. 3012-16 and Resolution No. 3013-16
to apply for Aeration Basin No. 2 Rehabilitation and Primary Clarifier No. 1 Rehabilitation
Clean Water State Revolving Loan
DISCUSSION: The attached Pledged Revenues and Fund(s) Resolution No's. 3012-16
and 3013-16 were submitted to the State Water Resources Control Board (SWRCB) on
March 17, 2016, as one Resolution and the SWRCB has requested that we submit them
separately. We are revising per their request.
SCHEDULE: TBD
COSTS: N/A
ACCOUNT NO:
BUDGETED AMOUNT REMAINING: N/A
ATTACHMENTS: Resolution No. 3012-16 and Resolution No. 3013-16
CONCURRENCE WITH REQUESTED ACTION: CATEGORY: Water
GENERAL MANAGER: YES NO
CHIEF FINANCIAL OFFICER: YES_ IBJ NO
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RESOLUTION NO. 3012-16
A RESOLUTION BY THE BOARD OF DIRECTORS
OF THE SOUTH TAHOE PUBLIC UTILITY DISTRICT
FOR PLEDGING REVENUES AND FUND(S) FOR THE
AERATION BASIN 2 PROJECT
WHEREAS, the South Tahoe Public Utility District has adopted Clean Water State
Revolving Loan Fund Resolutions regarding intent, authority and procedure;
NOW, THEREFORE, BE IT RESOLVED:
1. South Tahoe Public Utility District (the "Entity") hereby dedicates and pledges
net revenues of the Sewer Enterprise Fund and the Sewer Enterprise Fund to
payment of any and all Clean Water State Revolving Fund and/or Water
Recycling Funding Program financing for Aeration Basin 2 Rehabilitation
Project #8066-110 (the "Project").
2. The Entity commits to collecting such revenues and maintaining such fund(s)
throughout the term of such financing and until the Entity has satisfied its
repayment obligation thereunder unless modification or change is approved
in writing by the State Water Resources Control Board.
3. So long as the financing agreement(s) are outstanding, the Entity's pledge
hereunder shall constitute a lien in favor of the State Water Resources Control
Board on the foregoing fund(s) and revenue(s) without any further action
necessary.
4. So long as the financing agreement(s) are outstanding, the Entity commits to
maintaining the fund(s) and revenue(s) at levels sufficient to meet its
obligations under the financing agreement(s).
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Resolution No. 3012-16
Page 2
WE, THE UNDERSIGNED, do hereby certify that the foregoing is a full, true and
correct copy of the Resolution duly and regularly adopted at a meeting of the South
Tahoe Public Utility District's Board of Directors held on April 7, 2016.
AYES:
NOES:
ABSENT:
ATTEST:
Melonie Guttry, Clerk of the Board
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Randy Vogelgesang, Board President
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RESOLUTION NO. 3013-16
A RESOLUTION BY THE BOARD OF DIRECTORS
OF THE SOUTH TAHOE PUBLIC UTILITY DISTRICT
FOR PLEDGING REVENUES AND FUND(S) FOR THE
PRIMARY CLARIFIER 1 PROJECT
WHEREAS, the South Tahoe Public Utility District has adopted Clean Water State
Revolving Loan Fund Resolutions regarding intent, authority and procedure;
NOW, THEREFORE BE IT RESOLVED:
1. South Tahoe Public Utility District (the "Entity") hereby dedicates and pledges
net revenues of the Sewer Enterprise Fund and the Sewer Enterprise Fund to
payment of any and all Clean Water State Revolving Fund and/or Water
Recycling Funding Program financing for Treatment Plant Primary Clarifier 1
#8057-110 (the "Project").
2. The Entity commits to collecting such revenues and maintaining such fund(s)
throughout the term of such financing and until the Entity has satisfied its
repayment obligation thereunder unless modification or change is approved
in writing by the State Water Resources Control Board.
3. So long as the financing agreement(s) are outstanding, the Entity's pledge
hereunder shall constitute a lien in favor of the State Water Resources Control
Board on the foregoing fund(s) and revenue(s) without any further action
necessary.
4. So long as the financing agreement(s) are outstanding, the Entity commits to
maintaining the fund(s) and revenue(s) at levels sufficient to meet its
obligations under the financing agreement(s).
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Resolution No. 3013-16
Page 2
WE, THE UNDERSIGNED, do hereby certify that the foregoing is a full, true and
correct copy of the Resolution duly and regularly adopted at a meeting of the South
Tahoe Public Utility District's Board of Directors held on April 7, 2016.
AYES:
NOES:
ABSENT:
ATTEST:
Melonie Guttry, Clerk of the Board
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Randy Vogelgesang, Board President
TO:
FROM:
MEETING DATE:
ITEM - PROJECT NAME:
General Manager
Richard H. 5olbrig
Directors
South
Ta
hoe
Chris Cefalu
James R. Jones
I Randy Vogelgesang
Fublic Utility Di istrict Kelly Sheehan
Duane Wallace
1275 Meadow Crest Drive • South Lake Tahoe • CA 96150-7401
Phone 530 544-04'74- d Fax 530 541-0514 • www.stpuAu5
BOARD AGENDA ITEM 4g
Board of Directors
Melonie Guttry, Executive Services Manager/Board Clerk
April 7, 2016
November 8, 2016, Consolidated Districts Election
REQUESTED BOARD ACTION: Adopt Resolution No. 3011-16 for EI Dorado County
declaring an election be held in its jurisdiction, consolidation with other Districts,
requesting election services.
DISCUSSION: This Resolution, to be adopted and returned by July 6, 2016, authorizes EI
Dorado County Elections Department to provide the necessary election services to fill
two, four-year terms through December 4, 2020.
Terms expire December 2, 2016:
Randy Vogelgesang
Kelly Sheehan
The nomination period begins July 18, 2016, and ends on August 12, 2016, at 5:00 p.m. If
the incumbent fails to file for their term by the last day of the filing period, the time will
be extended for five (5) days (until August 17, 2016). This extension does not apply if
there is no eligible incumbent to be elected. Notes: (1) the incumbent may not file after
August 12, 2016; (2) the state has suspended the SB90 claims, therefore, our District will
be billed for vote by mail ballots mailed to voters in our district.
SCHEDULE: Return to EI Dorado County by July 6, 2016
COSTS: Approximately $24,000+ if election services are needed
ACCOUNT NO: 1019/2019-6610
BUDGETED AMOUNT AVAILABLE: $24,000
ATTACHMENTS: Resolution No. 3011-16
CONCURRENCE WITH REQUESTED ACTION: CATEGORY: General
GENERAL MANAGER: YES NO
CHIEF FINANCIAL OFFICER: YES NO
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RESOLUTION NO. 3011-16
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE
SOUTH TAHOE PUBLIC UTILITY DISTRICT
DECLARING AN ELECTION BE HELD IN ITS JURISDICTION
CONSOLIDATION WITH OTHER DISTRICTS REQUESTING ELECTION SERVICES
WHEREAS, it is the determination of the above-named District that an election be
held on November 8, 2016, at which election the issue to be presented to the voters
shall be:
NOMINATION OF CANDIDATES
No. of Members
To be Elected Term
2 Full 4 year terms to expire 12/04/2020
NOW, THEREFORE BE IT RESOLVED that the Elections Department of EI Dorado
County is hereby requested to:
1. Consolidate said election with any other election conducted on the same
day.
2. Authorize and direct the Registrar of Voters, at District expense, to provide all
necessary services, which shall include, but not be limited to: publications,
issue nomination documents, ballots, sample ballots, election officers, polling
places and canvass.
3. In the event of a tie vote, the winning candidate shall be decided by lot.
WE, THE UNDERSIGNED, do hereby certify that the above and foregoing
Resolution was duly adopted and passed by the Board of Directors of the South Tahoe
Public Utility District at a regularly scheduled meeting held on the 7'" day of April, 2016,
by the following vote:
AYES:
NOES:
ABSENT:
I ATTEST:
Melonie Guttry, Clerk of the Board
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Randy Vogelgesang, Board President
South Tahoe Public Utility District
19 5 Q -
SOUTH TAHOE PUBLIC UTILITY DISTRICT
Richard Solbrig, General Manager Shannon Cotulla, Assistant General Manager
Randy Vogelgesang, President BOARD MEMBERS Kelly Sheehan, Vice President
Chris Cefalu, Director James R. Jones, Director Duane Wallace, Director
REGULAR MEETING OF THE BOARD OF DIRECTORS
SOUTH TAHOE PUBLIC UTILITY DISTRICT
March 17, 2016
MINUTES
The South Tahoe Public Utility District Board of Directors met in regular session at 2:00 p.m., at the
District Office, located at 1275 Meadow Crest Drive, South Lake Tahoe, California.
ROLL CALL:
Board of Directors: President Vogelgesang, Directors, Cefalu, Jones, and Wallace
Absent: Director Sheehan
Staff: Richard Solbrig, Gary Kvistad, Melonie Guttry, Shannon Cotulla, Paul Hughes, John Thiel, Ivo
Bergsohn, Jim Hilton, Lynn Nolan, Rick Tydeman, Wanda Stanley, Trevor Coolidge, Brian Bartlett, Julie
Ryan, Ross Johnson, Steve Caswell, Tim Bledsoe, Randy Curtis, Heidi Baugh
CONSENT CALENDAR:
Moved Cefalu/Second Wallace/Vogelgesang Yes/Cefalu Yes/Jones Yes/Sheehan Absent/Wallace
Yes to approve the Consent Calendar as presented.
a. PRIMARY CLARIFIER NO. 2/AERATION BASIN NO. 1 REHABILITATION PROJECT
(Stephen Caswell, Senior Engineer)
Approved Amendment No.l to existing Task Order No. 8 for Bay Area Coating Consultants for
additional inspection services for an amount not to exceed $2,100
b. REVISED PLEDGE REVENUES AND FUND(S) RESOLUTION NO. 3010-16 FOR THE TREATMENT PLANT
PRIMARY CLARIFIER NO. 1/AERATION BASIN NO. 2 REHABILITATION PROJECTS
(Lynn Nolan, Grants Coordinator)
Adopted Resolution No. 3010-16 to apply for treatment plant Primary Clarifier No. 1 /Aeration
Basin No. 2 loans through the State Water Resources Control Board State Revolving Fund
c. WATER METER INSTALLATION PROJECT- PHASE III
(Trevor Coolidge, Associate Engineer)
Approved Task Order No. 5 with Sierra Ecotone Solutions to complete environmental studies in
the amount of $27,900
-69-
REGULAR BOARD MEETING MINUTES - March 3, 2016
d. REGULAR BOARD MEETING MINUTES: March 3, 2016
(Melonie Guttry, Board Clerk)
Approved March 3, 2016, Minutes
ITEMS FOR BOARD ACTION
PAGE - 2
a. Temporary Grants Intern (Lynn Nolan, Grants Coordinator)
Staff reported the District has more than $50 million in projects with $15 million pending through
grant funding. The intern position is needed so that research can be done on new grant
opportunities while keeping up with grants already in place. The Board requested follow-up on
grant opportunities and staff agreed to provide the information.
Moved Cefaiu/Second Wallace/Vogelgesang Yes/Cefalu Yes/Jones Yes/Sheehan Absent/
Wallace Yes to approve temporary grants intern position in an amount of approximately
$30,000
b. Groundwater Management Plan Annual Report (Ivo Bergsohn, Hydrogeologist)
President Vogelgesang opened the public hearing at 2:20 p.m. for staff to present the Tahoe
Valley South Subbasin (6-5.01) Annual Report, 2015 water year. As part of its obligations under
the Groundwater Management Plan (GWMP), the District is to produce an annual report of
groundwater conditions and a summary of groundwater management activities that
occurred during the year being reported. Staff presented the annual report for the 2015
water year along with a presentation informing the Board of its content. The Public Hearing
was closed at 2:47 p.m.
C. Approve Payment of Claims (Debbie Henderson, Accounting Manager)
Moved Wallace/Second Cefalu/Vogelgesang Yes/Ce€olu Yes/Jones Yes/Sheehan
Absent/Wallace Yes to approve Payment of Claims in the amount of $1,653,044.17
STANDING AND AD-HOC COMMITTEE REPORTS:
Nothing to report
EL DORADO COUNTY WATER PURVEYOR REPORT
Director Wallace reported that he and Richard Solbriq attended the meeting on March 9, and then
had lunch with interim General Manager, Ken Payne, to discuss the District's upcoming projects.
BOARD MEMBER REPORTS:
President Vogelgesang reported he attended the ECC meeting on March 16.
GENERAL MANAGER REPORT: Richard Solbriq reported on several items:
In February the District had 6.7% water conservation savings ending with 17.7% from June
through February.
• Richard Solbriq and Shannon Cotulla attended the recent Lahontan Water Board meeting
where they met with State Water Resources Control Board (SWRCB) member, Dorene
D'Adamo. She was receptive to the District's snowmaking exemption and meter loan issues.
-70-
REGULAR BOARD MEETING MINUTES - March 3, 2016
PAGE - 3
The SWRCB is discussing permanent water conservation regulations, considering statewide and
regional approaches.
• The District is applying for the second half of the 2015 water meter project loan as well as
proceeding with the appeal and conducting the archeological study in order to qualify for
the clean water loan requirements.
• After the Board meeting, staff will be providing a tour of the aeration basin project.
STAFFIATTORNEY REPORTS:
Staff provided a PowerPoint presentation regarding the Engineering Department. Julie Ryan
provided information regarding the Luther Pass Power and Controls Project. Steve Caswell
presented information regarding the capital improvement projects including the primary
clarifier and aeration basin rehabilitation as well as the Waste Water Treatment Plant
emergency generator. Trevor Coolidge presented information regarding the capital
improvement projects including the water meters and Keller- Heavenly improvements. John
Thiel presented information regarding the Diamond Valley Ranch irrigation project, fire hydrant
installation program and the waterline replacement program. Staff gave an overview of the
other activities that the Engineering Department is involved with. The Board thanked the
Engineering staff for their thorough presentation.
ADJOURNMENT: 3:27 p.m.
Randy Vogelgesang, Board President
South Tahoe Public Utility District
Melonie Guttry, Clerk of the Board
South Tahoe Public Utility District
outh Tahoe
®15 V1 ict
General Manager
Richard H. Solbrig
Directors
Chris CCFalu
James R. Jones
Randy Vogelgesang
Kelly Sheehan
Duane Wallace
1275 Meadow Crest Drive • South Lake Tahoe • CA 96150-7401
Fhone 530 544-6474 • Fax 530 541-0614 • www.StpuGl.u5
BOARD AGENDA ITEM 7a
TO: Board of Directors
FROM: Lynn Nolan, Grants Coordinator
MEETING DATE: April 7, 2016
ITEM - PROJECT NAME: Resolution No. 3014-16 in support of Water Meter Installation
Project Phase 2 Application to Drinking Water State Revolving Fund
REQUESTED BOARD ACTION: Adopt the Pledged Revenues and Fund(s) Resolution No.
3014-16 to State Water Resources Control Board for the preparation of a contract under
the Drinking Water State Revolving Fund program
DISCUSSION: The State Water Resources Control Board has approved the submission of
an application for a Clean Water State Revolving Loan not to exceed $2,032,745 for the
Water Meters Installation Phase 2. The attached Resolution No. 3014-16, Pledged
Revenues and Fund(s), is a requirement of funding and is being revised to reflect this
new application process for Water Meters Installation Phase 2.
SCHEDULE: N/A
COSTS: N/A
ACCOUNT NO: N/A
BUDGETED AMOUNT AVAILABLE: N/A
ATTACHMENTS: Pledged Revenues and Fund(s) Resolution No. 3014-16
CONCURRENCE WITH REQUESTED ACTION:
GENERAL MANAGER: YES //Uxt NO
CHIEF FINANCIAL OFFICER: YES NO
Pr -73-
CATEGORY: Water
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RESOLUTION NO. 3014-16
A RESOLUTION BY THE BOARD OF DIRECTORS
OF THE SOUTH TAHOE PUBLIC UTILITY DISTRICT
FOR PLEDGING REVENUES AND FUND(S) FOR
FINANCING FOR METER INSTALLATION PROJECT PHASE 2
WHEREAS, the South Tahoe Public Utility District has adopted Drinking Water State
Revolving Fund Resolutions regarding intent, authority and procedure;
NOW, THEREFORE BE IT RESOLVED:
1. South Tahoe Public Utility District (the "Entity") hereby dedicates and pledges
Water Enterprise Fund/Water Service Charge Net Revenues to payment of
any and all Drinking Water State Revolving Fund Financing for Meter
Installation Project (Phase 2), referred to as the "Project".
2. The Entity commits to collecting such revenues and maintaining such fund(s)
throughout the term of such financing and until the Entity has satisfied its
repayment obligation thereunder unless modification or change is approved
in writing by the State Water Resources Control Board.
3. So long as the financing agreement(s) are outstanding, the Entity's pledge
hereunder shall constitute a lien in favor of the State Water Resources Control
Board on the foregoing fund(s) and revenue(s) without any further action
necessary.
4. So long as the financing agreement(s) are outstanding, the Entity commits to
maintaining the fund(s) and revenue(s) at levels sufficient to meet its
obligations under the financing agreement(s).
-75-
Resolution No. 3014-16
Page 2
1 WE, THE UNDERSIGNED, do hereby certify that the foregoing is a full, true and
2 correct copy of the Resolution duly and regularly adopted at a meeting of the South
3 Tahoe Public Utility District's Board of Directors held on April 7, 2016.
4
5 AYES:
NOES:
6
ABSENT:
7
8 Randy Vogelgesang, Board President
9 ATTEST: South Tahoe Public Utility District
10
Melonie Guttry, Clerk of the Board
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-76-
1275 Meadow Crest Drive • South Lake Tahoe= CA 96150-7401
Phone 530 544-0474. Fax 530 541-0614 • www rtpud.u5
BOARD AGENDA ITEM 7b
TO: Board of Directors
FROM: Trevor Coolidge, Associate Engineer
MEETING DATE: April 7, 2016
ITEM - PROJECT NAME: Caltrans US Highway 50 "Y" to Trout Creek Utility Relocation
Agreement
REQUESTED BOARD ACTION: Authorize staff to enter into an agreement with Caltrans to
provide for the relocation of water and sewer facilities in the approximate amount of
$48,000, subject to final bid amounts
DISCUSSION: The California Department of Transportation (Caltrans) is currently
planning drainage and pedestrian facility improvements to US Highway 50 from the "Y"
intersection at US Highway 50 and Highway 89 West to Trout Creek Bridge (Project No.
3C380), where a prior phase of improvements terminated. District staff has worked with
Caltrans to identify facilities that are in conflict and will be relocated in advance of the
project or will be modified by the state contractor during construction, which is
anticipated to last from 2017 until 2019.
The anticipated cost of work to be completed by the State contractor is $48,000,
reflecting the adjustment of 30 sewer manholes and 66 water valve boxes to grade.
Following the project going to bid, the District will be invoiced for the actual bid amount
for the work to be completed on the District's behalf.
SCHEDULE: May 1, 2017 - October 15, 2019
COSTS: $48,000
ACCOUNT NO: 1029-8527($15,000)/2029-8359($33,000)
BUDGETED AMOUNT AVAILABLE: $51,000;$67,076
ATTACHMENTS: Utility Agreements
CONCURRENCE WITH REQUESTED ACTION:
GENERAL MANAGER: YES
CHIEF FINANCIAL OFFICER: YES
NO
NO
-77-
CATEGORY: Water/Sewer
General Manager
Richard H. 5olbrig
irectors
South
Tahoe�
oe
Chris Cefalu
James R. Jones
Jomco
Public Utility District
District
Randy vogelgesang
Kelly5heehan
Duane Wallace
1275 Meadow Crest Drive • South Lake Tahoe= CA 96150-7401
Phone 530 544-0474. Fax 530 541-0614 • www rtpud.u5
BOARD AGENDA ITEM 7b
TO: Board of Directors
FROM: Trevor Coolidge, Associate Engineer
MEETING DATE: April 7, 2016
ITEM - PROJECT NAME: Caltrans US Highway 50 "Y" to Trout Creek Utility Relocation
Agreement
REQUESTED BOARD ACTION: Authorize staff to enter into an agreement with Caltrans to
provide for the relocation of water and sewer facilities in the approximate amount of
$48,000, subject to final bid amounts
DISCUSSION: The California Department of Transportation (Caltrans) is currently
planning drainage and pedestrian facility improvements to US Highway 50 from the "Y"
intersection at US Highway 50 and Highway 89 West to Trout Creek Bridge (Project No.
3C380), where a prior phase of improvements terminated. District staff has worked with
Caltrans to identify facilities that are in conflict and will be relocated in advance of the
project or will be modified by the state contractor during construction, which is
anticipated to last from 2017 until 2019.
The anticipated cost of work to be completed by the State contractor is $48,000,
reflecting the adjustment of 30 sewer manholes and 66 water valve boxes to grade.
Following the project going to bid, the District will be invoiced for the actual bid amount
for the work to be completed on the District's behalf.
SCHEDULE: May 1, 2017 - October 15, 2019
COSTS: $48,000
ACCOUNT NO: 1029-8527($15,000)/2029-8359($33,000)
BUDGETED AMOUNT AVAILABLE: $51,000;$67,076
ATTACHMENTS: Utility Agreements
CONCURRENCE WITH REQUESTED ACTION:
GENERAL MANAGER: YES
CHIEF FINANCIAL OFFICER: YES
NO
NO
-77-
CATEGORY: Water/Sewer
STATE OF CALIFORNIA • DEPARTMENT OF TRANSPORTATION Page 1 of 4
UTILITY AGREEMENT
RW 13-5 (REV 4/2000)
District Coun Route P.M. EA
03 ED 50 75.4/77.3 3080
Federal Aid No.: ACNH P050 (115)
Owner's File: WP -1 through WP -18
FEDERAL PARTICIPATION: On the Project E Yes ❑ No
On the Utilities ❑ Yes ® No
UTILITY AGREEMENT NUMBER 2518.5 DATE
The State of California, acting by and through the Department of Transportation, hereinafter called
"STATE", proposes to improve Route 50 in the City of South Lake Tahoe, County of El Dorado as part of
an Environmental Improvement Project and South Tahoe Public Utility District, hereinafter called
"OWNER," owns and maintains water distribution facilities which are within the limits of STATE'S project
which requires relocation to accommodate the STATE'S project
It is hereby mutually agreed that:
I. WORK TO BE DONE
In accordance with Notice to Owner No. 2518.5 dated April 4, 2016, STATE shall adjust OWNER's water
valve covers to grade, shown on STATE's contract plans for the improvement of State Route 50, EA 3C380,
which by this reference are made a part hereof. OWNER hereby acknowledges review of STATE's plans for
work and agrees to the construction in the manner proposed. Deviations from the plan described above
initiated by either the STATE or the OWNER shall be agreed upon by both parties hereto under a Revised
Notice to Owner. Such Revised Notices to Owner, approved by the STATE and agreed to/acknowledged by
the OWNER, will constitute approved revisions of the plan described above and are hereby made a part
hereof. No work under said deviation shall commence prior to written execution by the OWNER of the
Revised Notice to Owner. Changes in the scope of the work will require an amendment to this Agreement
in addition to the revised Notice to Owner. OWNER shall have the right to inspect the work during
construction. Upon completion of the work by STATE, OWNER agrees to accept ownership and
maintenance of the constructed facilities and relinquishes to STATE ownership of the replaced facilities,
except in the case of liability determined pursuant to Water Code 7034 or 7035.
II. LIABILITY FOR WORK
The existing facilities are located within the STATE's right of way under permit and will be adjusted at
OWNER's expense under the provisions of Section 673 of the Streets and Highways Code.
—79—
UTILITY AGREEMENT (Cont.)
RW 13-5 (REV 412000)
III. PERFORMANCE OF WORK
Page 2 of 4
— :::—. ............
UTILITY AGREEMENT NO. 2518.5
OWNER shall have access to all phases of the adjustment work to be performed by STATE, as described in
Section I above, for the purpose of inspection to ensure that the work is in accordance with the
specifications contained in the Highway Construction Contract; however, all questions regarding the work
being performed will be directed to STATE's Resident Engineer for their evaluation and final disposition.
IV. PAYMENT FOR WORK
The OWNER shall pay its share of the actual cost of said work included in the STATE's highway
construction contract within 45 days after receipt of STATE's bill, compiled on the basis of the actual bid
price of said contract. The estimated cost to OWNER for the lid and valve adjustments being performed by
the STATE's highway contractor is $33,000.00 (66 valves/lids @ $500 each)
In the event actual final adjustment costs as established herein are less than the sum of money advanced by
OWNER to STATE, STATE hereby agrees to refund to OWNER the difference between said actual cost
and the sum of money so advanced. In the event that the actual cost of adjustment exceeds the amount of
money advanced to STATE, in accordance with the provisions of this Agreement, OWNER hereby agrees to
reimburse STATE said deficient costs upon receipt of an itemized bill as set forth herein.
In any event if the final bill exceeds 125% of the estimated cost of this Agreement, an Amended Agreement
shall be executed by the parties to this Agreement prior to the payment of the OWNER's final bill. Any and
all increases in costs that are the direct result of deviations from the work described in Section I of the
Agreement, shall have the prior concurrence of STATE.
V. GENERAL CONDITIONS
If STATE's project, which precipitated this Agreement, is canceled or modified so as to eliminate the
necessity of work by OWNER, STATE will notify OWNER in writing and STATE reserves the right to
terminate this Agreement by Amendment. The Amendment shall provide mutually acceptable terms and
conditions for terminating the Agreement.
All obligations of STATE under the terms of this Agreement are subject to the passage of the annual Budget
Act by the State Legislature and the allocation of those funds by the California Transportation Commission.
It is understood that said highway is a Federal aid highway and accordingly, 23 CFR, Chapter 1, Part 645 is
hereby incorporated into this Agreement.
In addition, the provisions of 23 CFR 635.410, Buy America, are also incorporated into this agreement. The
Buy America requirements are further specified in Moving Ahead for Progress in the 2lst Century (MAP -
21), Section 1518; 23 CFR 635.410 requires that all manufacturing processes have occurred in the United
States for steel and iron products (including the application of coatings) installed on a project receiving
funding from the FHWA.
-80-
UTILITY AGREEMENT (Cont.)
RW 13-5 {REV 412000}
Page 3 of 4
UTILITY AGREEMENT NO. 2518.5
OWNER understands and acknowledges that this project is subject to the requirements of the Buy America
las (23 U.S.C., Section 313) and applicable regulations, including 23 CFR 635.410 and FHWA guidance,
and will demonstrate Buy America compliance by collecting written certification(s) from the vendor(s), or
by collecting written certification(s) from the manufacturer(s) mill test report (MTR).
All documents obtained to demonstrate Buy America compliance will be held by the OWNER for a period
of three (3) years from the date of final payment to the OWNER and will be made available to STATE or
FHWA upon request.
This does not include products for which waivers have been granted under 23 CFR 635.410 or other
applicable provisions or excluded material cited in the Department's guidelines for the implementation of
Buy America requirements for utility relocations issued on December 3, 2013.
If, in connection with OWNER's performance of the Work hereunder, STATE provides to OWNER any
materials that are subject to the Buy America Rule, STATE acknowledges and agrees that STATE shall be
solely responsible for satisfying any and all requirements relative to the Buy America Rule concerning the
materials thus provided (including, but not limited to, ensuring and certifying that said materials comply
with the requirements of the Buy America Rule).
STATE further acknowledges that OWNER, in complying with the Buy America Rule, is expressly relying
upon the instructions and guidance (collectively, "Guidance") issued by Caltrans and its representatives
concerning the Buy America Rule requirements for utility relocations within the State of California.
Notwithstanding any provision herein to the contrary, OWNER shall not be deemed in breach of the
Agreement for any violations of the Buy America Rule if OWNER's actions are in compliance with the
Guidance.
UTILITY AGREEMENT (Cont.)
RW 13-5 (REV 412000)
CERTIFICATION OF FUNDS
I hereby certify upon my own personal knowledge that budgeted funds are
Available for the period and purpose of the expenditure shown here.
HQ Accountin Officer Date
ITEM CHAP
STAT
FY
AMOUNT
A
16
042 1 $33,000.00
Page 4 of 4
UTILITY AGREEMENT NO. 2518.5
FUND TYPE PROJECT NUMBER
AMOUNT
Design Funds
$
Construction Funds 0300000458
$33,000.00*
RW Funds
1 $
*Advance deposit for work to be completed on
OWNER'S behalf during construction by STATE's
contractor.
IN WITNESS WHEREOF, the above parties have executed this Agreement the day and year above written.
STATE: OWNER:
By
MARLA MILES
Chief, Utilities Branch
North Region
APPROVAL RECOMMENDED:
By: _
RICHARD SOLBRIG
Date General Manager
South Tahoe Public Utility District
Date
By --
TRACY FOWLER
Associate Right of Way Agent Date
DO NOT WRITE BELOW — FOR ACCOUNTNG PURPOSES ONLY
Pl .A NNINCi AND MANACMUFNT TO COT%APT FTP T rNCTTAnPn PTPT nQ• rtmn rmv i �n rnr nmco_
T DOCUMENT SUF CHG
CODE NUMBI_'.R FIX DIST UNIT DIST
SUB
PROJECT JOB
SPECIAL
DESIGNATION
FFY
OBJ DOLLAR
FA CODE I AMOUNT
2518.5 03 0452 03
0300000458 4
16
042 1 $33,000.00
Distribution: 3 originals to R/W Accounting
3 originals returned to R/W Planning & Management
ADA Notice For individuals with disabilities, this document is available in alternate formats. For information call (916) 654-5413
Voice, CRS: 1-800-735-2929, or write Right of Way, 1120 N Street, MS -37, Sacramento, CA 95814.
-82-
�T F C]l N
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Si
Pri I
cy Fowler -3 740-
59
It C r 'n
t
Distribution: 3 originals to R/W Accounting
3 originals returned to R/W Planning & Management
ADA Notice For individuals with disabilities, this document is available in alternate formats. For information call (916) 654-5413
Voice, CRS: 1-800-735-2929, or write Right of Way, 1120 N Street, MS -37, Sacramento, CA 95814.
-82-
STATE OF CALIFORNIA • DEPARTMENT OF TRANSPORTATION Page 1of 4
UTILITY AGREEMENT
RW 13-5 REV 4/2000)
District County Route P.M. EA
03 ED 50 75.4/77.3 3C380
Federal Aid No.: ACNH P050 (115)
Owner's File: SP -1 through SP -14
FEDERAL PARTICIPATION: On the Project ® Yes ❑ No
On the Utilities ❑ Yes ® No
UTILITY AGREEMENT NUMBER 2518.6 DATE
The State of California, acting by and through the Department of Transportation, hereinafter called
"STATE", proposes to improve Route 50 in the City of South Lake Tahoe, County of El Dorado as part of
an Environmental Improvement Project and South Tahoe Public Utility District, hereinafter called
"OWNER," owns and maintains sewer distribution facilities which are within the limits of STATE'S project
which requires relocation to accommodate the STATE'S project
It is hereby mutually agreed that:
I. WORK TO BE DONE
In accordance with Notice to Owner No. 2518.6 dated April 4, 2016, STATE shall adjust OWNER's sewer
manholes to grade shown on STATE's contract plans for the improvement of State Route 50, EA 3C380,
which by this reference are made a part hereof. OWNER hereby acknowledges review of STATE's plans for
work and agrees to the construction in the manner proposed. Deviations from the plan described above
initiated by either the STATE or the OWNER shall be agreed upon by both parties hereto under a Revised
Notice to Owner. Such Revised Notices to Owner, approved by the STATE and agreed to/acknowledged by
the OWNER, will constitute approved revisions of the plan described above and are hereby made a part
hereof. No work under said deviation shall commence prior to written execution by the OWNER of the
Revised Notice to Owner. Changes in the scope of the work will require an amendment to this Agreement
in addition to the revised Notice to Owner. OWNER shall have the right to inspect the work during
construction. Upon completion of the work by STATE, OWNER agrees to accept ownership and
maintenance of the constructed facilities and relinquishes to STATE ownership of the replaced facilities,
except in the case of liability determined pursuant to Water Code 7034 or 7035.
II. LIABILITY FOR WORK
The existing facilities are located within the STATE's right of way under permit and will be adjusted at
OWNER's expense under the provisions of Section 673 of the Streets and Highways Code.
-83-
UTILITY AGREEMENT (Cont.)
RW 13-5 (REV 412000)
III. PERFORMANCE OF WORK
Page 2 of 4
UTILITY AGREEMENT NO. 2518.6
OWNER shall have access to all phases of the adjustment work to be performed by STATE, as described in
Section I above, for the purpose of inspection to ensure that the work is in accordance with the
specifications contained in the Highway Construction Contract; however, all questions regarding the work
being performed will be directed to STATE's Resident Engineer for their evaluation and final disposition.
IV. PAYMENT FOR. WORK
The OWNER shall pay its share of the actual cost of said work included in the STATE's highway
construction contract within 45 days after receipt of STATE's bill, compiled on the basis of the actual bid
price of said contract. The estimated cost to OWNER for the lid adjustments being performed by the
STATE's highway contractor is $15,000.00 (30 manholes @ $500 each)
In the event actual final adjustment costs as established herein are less than the sum of money advanced by
OWNER to STATE, STATE hereby agrees to refund to OWNER the difference between said actual cost
and the sum of money so advanced. In the event that the actual cost of adjustment exceeds the amount of
money advanced to STATE, in accordance with the provisions of this Agreement, OWNER hereby agrees to
reimburse STATE said deficient costs upon receipt of an itemized bill as set forth herein.
In any event if the final bill exceeds 125% of the estimated cost of this Agreement, an Amended Agreement
shall be executed by the parties to this Agreement prior to the payment of the OWNER's final bill. Any and
all increases in costs that are the direct result of deviations from the work described in Section I of the
Agreement, shall have the prior concurrence of STATE.
V. GENERAL CONDITIONS
If STATE's project, which precipitated this Agreement, is canceled or modified so as to eliminate the
necessity of work by OWNER, STATE will notify OWNER in writing and STATE reserves the right to
terminate this Agreement by Amendment. The Amendment shall provide mutually acceptable terms and
conditions for terminating the Agreement.
All obligations of STATE under the terms of this Agreement are subject to the passage of the annual Budget
Act by the State Legislature and the allocation of those funds by the California Transportation Commission.
It is understood that said highway is a Federal aid highway and accordingly, 23 CFR, Chapter 1, Part 645 is
hereby incorporated into this Agreement.
In addition, the provisions of 23 CFR 635.410, Buy America, are also incorporated into this agreement. The
Buy America requirements are further specified in Moving Ahead for Progress in the 21St Century (MAP -
21), Section 1518; 23 CFR 635.410 requires that all manufacturing processes have occurred in the United
States for steel and iron products (including the application of coatings) installed on a project receiving
funding from the FHWA.
-84-
UTILITY AGREEMENT (Cont.)
RW 13-5 (REV 412000)
Page 3 of 4
UTILITY AGREEMENT NO. 2518.6
7l
OWNER understands and acknowledges that this project is subject to the requirements of the Buy America
las (23 U.S.C., Section 313) and applicable regulations, including 23 CFR 635.410 and FHWA guidance,
and will demonstrate Buy America compliance by collecting written certification(s) from the vendor(s), or
by collecting written certification(s) from the manufacturer(s) mill test report (MTR).
All documents obtained to demonstrate Buy America compliance will be held by the OWNER for a period
of three (3) years from the date of final payment to the OWNER and will be made available to STATE or
FHWA upon request.
This does not include products for which waivers have been granted under 23 CFR 635.410 or other
applicable provisions or excluded material cited in the Department's guidelines for the implementation of
Buy America requirements for utility relocations issued on December 3, 2013.
If, in connection with OWNER's performance of the Work hereunder, STATE provides to OWNER any
materials that are subject to the Buy America Rule, STATE acknowledges and agrees that STATE shall be
solely responsible for satisfying any and all requirements relative to the Buy America Rule concerning the
materials thus provided (including, but not limited to, ensuring and certifying that said materials comply
with the requirements of the Buy America Rule).
STATE further acknowledges that OWNER, in complying with the Buy America Rule, is expressly relying
upon the instructions and guidance (collectively, "Guidance") issued by Caltrans and its representatives
concerning the Buy America Rule requirements for utility relocations within the State of California.
Notwithstanding any provision herein to the contrary, OWNER shall not be deemed in breach of the
Agreement for any violations of the Buy America Rule if OWNER's actions are in compliance with the
Guidance.
UTILITY AGREEMENT (Cont.)
RW 13-5 [REV 4120001
CERTIFICATION OF FUNDS
I hereby certify upon my own personal knowledge that budgeted funds are
Available for the period and purpose of the expenditure shown here.
HQ Accounting Officer Date
ITEM CHAP
STAT
FY
AMOUNT
$
Page 4 of 4
UTILITY AGREEMENT NO. 2518.6
FUND TYPE
PROJECT NUMBER AMOUNT
Design Funds
$
Construction Funds
0300000458 $15,000.00*
RW Funds
$
*Advance deposit for work to be completed on
OWNER'S behalf during construction by STATE's
contractor.
IN WITNESS WHEREOF, the above parties have executed this Agreement the day and year above written.
STATE:
By
MARLA MILES
Chief, Utilities Branch
North Region
APPROVAL RECOMMENDED:
By
OWNER:
By:
RICHARD SOLRBRIG
Date General Manager Date
South Tahoe Public Utility District
TRACY FOWLER
Associate Right of Way Agent Date
DO NOT WRITE BELOW — FOR ACCOUNTNG PURPOSES ONLY
PLANNING AND MANAGEMENT TO COMPLETE UNSHADED FIELDS: UTILITY COMPLETES:
T DOCUMENT SUF CHG SUB SPECIAL OBJ DOLLAR
CODE NUMBER FIX DIST UNIT DIST PROJECT JOB DESIGNATION FFY FA CODE AMOUNT
2518.6 03 1 0452 03 1 0300000, 4 1 1 16 042 1 $15.000.00
Distribution: 3 originals to R/W Accounting
3 originals returned to R/W Planning & Management
ADA Notice For individuals with disabilities, this document is available in alternate formats. For information call (916) 654-5413
Voice, CRS: 1-800-735-2929, or write Right of Way, 1120 N Street, MS -37, Sacramento, CA 95814.
-86-
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Distribution: 3 originals to R/W Accounting
3 originals returned to R/W Planning & Management
ADA Notice For individuals with disabilities, this document is available in alternate formats. For information call (916) 654-5413
Voice, CRS: 1-800-735-2929, or write Right of Way, 1120 N Street, MS -37, Sacramento, CA 95814.
-86-
youth Tahoe
'ublic Utility District
General Manager
Richard H. 5olbrig
Directors
Chris Cefalu
James K. Jones
Randy vogelgesang
Kelly 5heehan
Duane Wallace
1275 Meadow Crest Drive • South Lake Tahoe n CA 96150-7401
Phone 530 544-6474• Fax 530 541-0614+www.etpud.u5
BOARD AGENDA ITEM 7c
TO: Board of Directors
FROM: Trevor Coolidge, Associate Engineer
MEETING DATE: April 7, 2016
ITEM - PROJECT NAME: Water Meter Installation Project - Phase 3
REQUESTED BOARD ACTION: Approve Task Order No. 6 with Susan Lindstrom, Ph.D.,
Consulting Archaeologist, to complete cultural resource studies in the amount of
$25,016
DISCUSSION: The South Tahoe Public Utility District (District) is currently pursuing funding
through the State Water Resources Control Board's Clean Water State Revolving Fund
(CWSRF) to complete the remaining phases of the residential water metering projects.
As part of the funding application and environmental review, a cultural resources study
is required by the state.
Due to the urgency of the project, existing Master Services Agreement, and past
performance on similar studies, Susan Lindstr6m, Ph.D., Consulting Archaeologist, was
selected as the most capable consultant for the project, at a fair and reasonable price.
Susan Lindstr6m's Task Order includes the following activities:
Review of background information, including records search by archaeological
records clearing house, North Central Information Center (NCIC)
Report preparation, review of records search, and summary of findings
"Finding of Effect" documentation in support of "finding of no adverse effect to
historic properties"
-87-
Trevor Coolidge
March 17, 2016
Page 2
Additional as directed tasks include:
0 As needed support for Native American consultation
If required by the State, architectural historian services to evaluate the District's
waterlines as a potential historic resource
Inclusion of the Lukins Brothers Water Company service area as part of the
District's study
Lukins Brothers Water Company (Lukins) is pursuing the same state funding source for
the installation of meters within their service area and has approached the District as a
partner to share the costs of the required cultural studies. The estimated base cost for
cultural resources studies of the District's water meter project area is $18,092. The
estimated base cost of the cultural resource studies for the Lukins' service area is $3,900.
The District is developing a reimbursement agreement with Lukins; in the event that the
reimbursement agreement is not agreed to by both Lukins and the District, the as
directed Task Order for the Lukins' work will not be authorized.
SCHEDULE: As soon as possible
COSTS: $25,016
ACCOUNT NO: 2029-8760 16WO03
BUDGETED AMOUNT AVAILABLE: <$37,194>
ATTACHMENTS: Scope of Work and Budget
CONCURRENCE WITH REQUESTED ACTION: Q
GENERAL MANAGER: YES �iJ NO
CHIEF FINANCIAL OFFICER: YES NO
-88-
CATEGORY: Water
Susan Lindstrom, Ph.D.
Consulting Archaeologist P.O. Box 3324
Truckee CA 96160
530-587-7072 voice
susanglin dstrom@gmail.com
DATE: March 25, 2016
TO: Trevor Coolidge, PE, Associate Engineer
South Tahoe Public Utility District
1275 Meadow Crest Drive, South Lake Tahoe, CA 96150
E: tcoolidge@stpud.dst.ca.us I D: 530-543-6278 1 C: 530-539-4753
RE: STPUD District -Wide Metering Project
Cultural Resource Study Scope and Cost Proposal - Revised
Project Background and Authority
The project consists of the installation of 5300 residential water meters on
existing water service connections located throughout the District's service area which is
within El Dorado County and in or near the City of South Lake Tahoe. The Lukins
Brothers Water Company may be participating in the project as a cost sharer. The water
meters are being installed for all water customers on existing, unmetered homes as
required by California State Law, AB2572. Meters would be placed along existing
lateral waterlines, most of which are located near the edge of road pavement and confined
to areas of prior disturbance; no new ground surface disturbances are anticipated. Each
individual meter installation includes the following elements: excavation of
approximately 3 cubic yards at the existing water service connection, cutting out a section
of existing service pipe, typical 48" deep installation of a 15" diameter PVC meter pit
with lid and insulation pad, polyethylene tubing, water meter with 6' Nicor connector,
MXU remote reader unit, reconnection to the existing residential water service valve and
the existing customer service line, fittings, all horizontal and vertical adjustments as
necessary to install new meter to existing pipe, tracer wire, bedding, backfill, compaction,
and testing. Depending on the actual location of each installation, the work may also
include pavement saw -cutting and removal, pavement replacement, protection or
replacement of existing items such as curb, sidewalk, pavement, landscaping, and other
fixtures, and including replacement of sod, wood chips, rock, or other mulch. Traffic -
rated installations will also include a concrete collar with metal frame and traffic -rated
lid.
The District is considering two funding sources for the remaining meters, the
Clean Water State Revolving Fund (CWSRF) or the Drinking Water State Revolving
Fund (DWSRF), both of which come through the State and have a federal nexus with the
USEPA. Although the proposed project may be exempt from CEQA as it involves the
"in-kind" replacement of water meters within an area previously disturbed by installation
of the existing waterline, the District wishes to be in compliance with federal antiquities
mandates, which require that the proposed undertaking's Area of Potential Effect (APE)
-89-
be evaluated for the presence of cultural properties by a professional archaeologist and in
accordance with 36 CFR 800, regulations implementing Section 106 of the National
Historic Preservation Act.
Cultural resource studies are customarily performed in a series of phases, each one
building upon information gained from the prior study. The inventory phase (Phase 1)
involves prefield research and Native American contact (Phase 1A), field
reconnaissance/resource discovery (Phase IB), and documentation of any cultural resources
located within the project area (Phase I C). If cultural properties are present and if they may
be subject to project -related impacts, their significance is evaluated according to eligibility
criteria established in the National Register of Historic Places and California Register of
Historical Resources (Phase 2). If project redesign to avoid impacts to significant resources
is unfeasible, then mitigation measures are implemented (Phase 3). Mitigation (or data
recovery) typically involves supplemental archival research, field excavation, photo
documentation, mapping, archaeological monitoring, interpretation, etc.
Methods
Phase IA prefield research would entail the required archaeological records search
at the North Central Information Center (NCIC), California State University, Sacramento.
The NCIC serves as the archaeological clearing house and maintains records of prior
surveys and cultural heritage properties located on private lands in El Dorado County.
The Native American Heritage Commission and appropriate tribal
groups/individuals would be consulted in order to incorporate the opinions, knowledge and
sentiments regarding any potential concerns for traditional Native American lands within the
project area.
The services of a qualified architectural historian would be retained, in the event
that evaluations of waterlines over 45 years old (interpreted to be historic engineering
elements of the "built environment") are required. In this event, it is anticipated that
evaluations would be accomplished as part of a more streamlined programmatic approach
rather than on a case-by-case basis.
It is likely that the ground surface encompassing most metering locales is obscured
by paving or road shoulder, structures, landscaping, or other disturbances and, therefore,
Phase 1B field work would largely involve a "windshield survey" of the project area.
Selected areas where the ground surface is visible may be inspected on foot.
A final report containing Section 106 documentation would incorporate the
following information:
• detailed project APE map
• detailed project description documenting prior disturbance in APE
• brief cultural overview
• map of prior records search areas (with NCIC numbers)
• description of prior records searches
-90-
® map of known archaeological sites
description of known archaeological sites
discussion of archaeological methods
summary of field findings
® "Finding of Effect" documentation which is anticipated to be a "finding of no
adverse effect to historic properties" with recommendations for construction
monitoring in areas containing known archaeological sites
Mapping support would be accomplished by STPUD GIS staff.
Construction in areas within or adjacent to known archaeological sites would be
monitored by a qualified archaeologist (to be addressed in a separate scope of work). If
cultural resources are discovered during project operations, work would stop in the
immediate vicinity, and a qualified archaeologist and/or Native American consultant
would be contacted to assess the nature and significance of the find. If human remains
are inadvertently discovered, work would stop immediately and the county coroner would
be notified. If the remains are Native American, the Native American Heritage
Commission would be notified to insure that proper treatment is given to the burial site.
Schedule
April -May NCIC records search
July field survey
August 8 final report submittal
Cost
The project scope and cost are itemized below and are based upon the encounter
of no new archaeological artifacts, features or sites. In the event that archaeological
remains are encountered, and based upon their size and complexity, the project scope and
cost may need to be revised to incorporate Phase 1 C, Phase 2 and Phase 3 studies, if
appropriate.
Note that the above scope of work is modeled after a similar metering retrofit
project implemented by the Truckee Donner PUD in 2009. That scope was developed in
consultation with staff from the California Office of Historic Preservation (SHPO), in
coordination with the Director of the Washoe Tribal Historic Preservation Office (THPO),
and in cooperation with the NCIC. The archaeologist for the State Water Board has
informally concurred with the current project scope.
Task
Psnl
Hrs
$/Hr
Cost
I. Project scoping/management
PA
8
145
$1160
--agency consultation
PA
2
145
$ 290
II. Prefield research
--review background materials
PA
4
145
$580
-91-
--NCIC required records search
III. "Windshield" field survey
-mileage (2RT: TruckeeHSLT
@100mi ea=200mi @ 56¢/mi)
-travel time
IV. Report (NCIC data synthesis/
maps/tables/text)
Supplemental As Directed Tasks:
V. Native American consultation PA 2 145 $ 290
VI. Architectural historian AH 16 142.74 $2734
VII. Lukins Brothers Water Co. service area
-prefield research/field survey/
report prep PA 20 145 $2900
NCIC required records search (Lukins) $1000
Total: S25,016
*Proposed scope does not include construction monitoring - TBD*
*PA = principal archaeologist (Susan Lindstrom); AH = architectural historian (Judith Marvin)
-92-
$6000
PA 16 145
$960
$ 112
PA 2 145
$290
PA 60 145
$8700
Subtotal:
$18 ,092
V. Native American consultation PA 2 145 $ 290
VI. Architectural historian AH 16 142.74 $2734
VII. Lukins Brothers Water Co. service area
-prefield research/field survey/
report prep PA 20 145 $2900
NCIC required records search (Lukins) $1000
Total: S25,016
*Proposed scope does not include construction monitoring - TBD*
*PA = principal archaeologist (Susan Lindstrom); AH = architectural historian (Judith Marvin)
-92-
PAYMENT OF CLAIMS
FOR APPROVAL
April 7, 2016
Payroll 3/15/16
429,167.64
Payroll 3/29/16
435, 372.33
Total Payroll
864,539.97
ADP & Insight eTools
3,099.95
AFLAC/WageWorks claims and fees
3,743.89
BBVA Compass Bank
0.00
BHFS legal services
14,096.50
CalPERS liability payment
0.00
CDS health care payments
9,771.70
Total Vendor EFT
30,712.04
Accounts Payable Checks-NonCrew Fund
0.00
Accounts Payable Checks -Sewer Fund
2,004,959.20
Accounts Payable Checks -Water Fund
132,390.39
Accounts Payable Checks -Grants Fund
0.00
Total Accounts Payable
2,137,349.59
Grand Total
3,032,601.60
Payroll EFTS & Checks
03/15/16
3/29/2016
EFT
CA Employment Taxes & W/H
17,944.69
18,332.08
EFT
Federal Employment Taxes & W/H
97,937.93
99,878.78
EFT
CalPERS Contributions
63,362.56
63,051.19
EFT
Great West Deferred Comp
21,223.79
21,436.97
EFT
Stationary Engineers Union Dues
2,448.93
0.00
EFT
Retirement Health Savings
0.00
0.00
EFT
United Way Contributions
200.00
200.00
EFT
Employee Direct Deposits
220,039.33
226,656.91
CHK
Employee Garnishments
1,820.80
1,491.81
CHK
Employee Paychecks
4,189.61
4,324.59
Total
429,167.64
435,372.33
-93-
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