SDI Proposal To South Tahoe Public Utility District - Solicitation No. 2022-IT-01 - IT Strategic Plan Refresh
sdipresence.com
A proposal to the
South Tahoe Public Utility District
Information Technology Strategic Plan Refresh
March 31, 2022
Respectfully submitted by
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
Page i
Table of Contents
Cover Letter .......................................................................................................................... 1
Qualifications ........................................................................................................................ 2
Project Team .......................................................................................................................... 2
Firm Qualifications ................................................................................................................ 7
SDI Presence LLC .................................................................................................................... 7
Keep IT Simple (KIS) ............................................................................................................... 8
Related Experience .............................................................................................................. 10
References ........................................................................................................................... 13
Approach, Scope, and Timelines .......................................................................................... 16
Detailed Scope of Work ....................................................................................................... 17
Resource Allocations ............................................................................................................ 23
Project Timeline ................................................................................................................... 24
Master Agreement for Consulting Services........................................................................... 25
Appendix A – Project Team Resumes ................................................................................... 26
Appendix B – Signed Addendum No. 1 ................................................................................. 27
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
Page 1
Cover Letter
March 31, 2022
Mr. Chris Skelly, IT Manager
South Tahoe Public Utility District
1275 Meadow Crest Drive
South Lake Tahoe, CA 96150
RE: Request for Proposals – Information Technology Strategic Plan Refresh
Dear Mr. Skelly:
SDI Presence LLC (SDI) respectfully submits this proposal to the South Tahoe Public Utility District (District)
in response to your Request for Proposals for the development of an Information Technology Strategic
Plan (ITSP) refresh for the District. SDI provides management consulting services focused exclusively on
helping public sector agencies use and manage technology. Since 1996, we have supported IT
assessments, strategic plans, procurements, and implementation projects for over 200 clients. Our
successful track record includes completing over 90 IT Assessments and Strategic Plans for local
government agencies, which enables us to bring a wealth of knowledge and extensive experience to the
District to provide an independent, objective assessment of the District’s IT organization and operational
competencies, and to develop an attainable and actionable IT Strategic Plan to help support technology
needs into the future.
SDI brings the District our proven methodologies and tools that are based on public sector IT best practices
and closely align with industry standards such as Information Technology Infrastructure Library’s (ITIL) IT
service management (ITSM). To complete this project, we will utilize a team of knowledgeable consultants
who are experienced in conducting public sector agency IT assessments and strategic plans. Our California
consultant team have worked together to complete technology-related projects for public sector agencies
for over twenty years, formerly under the name of NexLevel Information Technology, which joined forces
with SDI in 2017.
If you have any questions about our proposal, please contact SDI Vice President Patrick Griffin at (714)
975-4150 or at pgriffin@sdipresence.com. Mr. Griffin is responsible for the contents of our proposal and
is also authorized to negotiate a contract on behalf of the company.
As founder and Chief Executive Officer of SDI, I appreciate the opportunity to submit our proposal to the
District and look forward to working with you on this important project.
Sincerely,
David A. Gupta, Chief Executive Officer
SDI Presence LLC
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
Page 2
Qualifications
Project Team
For this project, SDI is proposing a team of highly qualified and experienced professionals with the proven
ability to complete projects on time and within budget. SDI’s proposed team includes local agency IT
specialists with significant depth and expertise to address all aspects of this important project.
The proposed project team is presented in the graphic below. SDI will be utilizing the services of Keep IT
Simple (KIS) as a subcontractor to perform the cybersecurity aspects of the District’s project. Mr. Craig
Miller of KIS has worked closely with SDI on several projects in the past, and we provide additional
information about KIS in the Firm Qualifications section of our proposal. The remainder of the project
team are all employees of SDI and work out of our northern California office in Carmichael.
Provided on the following pages are brief biographies for the proposed project team. Complete resumes
of the project team are provided in Appendix A.
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Scott Sanders – Delivery Executive
Role: For this project, Mr. Sanders will serve as the engagement manager, providing corporate oversight
and ensuring the City’s expectations are being met during all phases of the project.
Biography: Mr. Sanders joined SDI in 2018 after more than 20 years serving in local government roles,
including oversight of day-to-day IT operations and general management experience at the Chief
Information Officer and IT Director levels. He has managed a variety of IT related projects in full service
municipal organizations and has implemented several enterprise applications during his career. Since
joining SDI, Mr. Sanders has managed several significant projects throughout California.
Mr. Sanders has actively managed and provided subject matter expertise on the following SDI
engagements:
Client Projects
Assn. of Regional Centers Agency City of Brentwood
City of Concord Cosumnes Community Services District
Delta Diablo Sanitation District City of Fresno
City of Gilroy City of Half Moon Bay
City of Merced City of Napa
City of Novato City of Petaluma
City of Pleasant Hill City of Redwood City
City of San Diego City of San Luis Obispo
Siskiyou County Solano County
City of Stockton City of Vacaville
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Lee Curtis – IT Strategic Planning Practice Lead and Project Manager
Role: Mr. Curtis will function as Project Manager, overseeing all aspects of the project.
Biography: Mr. Curtis is a senior level, hands-on executive with more than 40 years of experience in
technology service and management consulting. He has been a top-tier manager with outstanding
technology delivery skills and long-range project planning expertise. Mr. Curtis has provided executive-
level consulting to both the private and public sectors supporting a wide range of technology
implementations. He is an experienced project manager, accomplished writer and a well-versed
consultant providing in-depth technology assessments and innovative strategic plans to public sector
clients.
Mr. Curtis has served has CIO or IT Director for numerous organizations including the City of Indianapolis
/ Marion County IN, Dallas County TX, Butte County CA, Tulare County CA, Solano County CA, Douglas
County NV, and the City of Rancho Cordova CA. Mr. Curtis has presented IT Strategic Planning sessions at
the Municipal Information Systems Association of California (MISAC) annual conferences and in 2020 he
presented a webinar on Strategic Planning to the Association of California Water Agencies (ACWA). Mr.
Curtis has participated in assessments and planning projects for numerous cities, counties, and special
districts. Below is a partial list of his projects:
Client Projects
City of Alameda City of Belmont
City of Branson, MO City of Carson City, NV
Central Contra Costa Sanitary District City of Concord
Cosumnes Community Services District County of Orange – John Wayne Airport
City of Cupertino Delta Diablo Sanitation District
Douglas County, NV El Paso County, TX
City of Fairfield City of Galt
City of Gilroy City of Hayward
City of Huntington Beach Lane County, OR
City of Los Altos City of Los Banos
City of Manhattan Beach City of Napa
City of Novato City of Orange
City of Petaluma City of Rancho Palos Verdes
City of Redwood City City of Santa Clara
City of Santa Cruz City of Stockton
City of Visalia City of Walnut Creek
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Mike Stein – Lead Project Consultant
Role: Mr. Stein will function as a subject matter expert with a concentration on Information Technology
operations, application software, and public safety system.
Biography: Mr. Stein is a highly experienced management and technology consultant with more than four
decades of experience in the public sector, the telecommunications industry and commercial banking. His
career has been focused on helping organizations implement complex technology solutions and
effectively utilize technology to solve business problems through business process re-engineering, IT
strategic planning, procurement assistance, definition of requirements, and project management.
Mr. Stein has spoken at national conferences including serving as a keynote speaker for the Ohio Judicial
Conference in 2003, has served on panels and facilitated workshops at national conferences on justice
information sharing, and presented on information technology trends and the governance of information
technology at various conferences including Annual Meetings of the National Association for Court
Management (NACM).
Mr. Stein has participated in planning projects for the following cities, counties, and districts:
Client Projects
City of Alameda City of Belmont
City of Burbank City of Carson City, NV
Central Contra Costa Sanitary District City of Concord
Cosumnes Community Services District City of Cupertino
Delta Diablo Sanitary District El Paso County, TX
City of Fairfield City of Fresno
City of Gilroy City of Glendale
Lane County, OR City of Los Banos
Metropolitan Transportation Commission Monterey One Water
City of Napa North Tahoe Public Utility Agency
City of Ontario City of Orange
City of Petaluma Port of Los Angeles
City of Redwood City City of San Bernardino
South Tahoe Public Utility District City of Stockton
City of Visalia City of Walnut Creek
City of Watsonville Zone 7 Water Agency
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Tim Williamsen – Project Consultant
Role: Mr. Williamsen will provide support and assistance throughout all aspects of the project, including
utilizing his significant technical expertise during information gathering and analysis activities.
Biography: Mr. Williamsen is an experienced IT leader, specializing in IT management, service delivery,
and business solutions. A licensed and degreed electrical engineer, Mr. Williamsen has more than 35
years’ experience, with more than 20 years in public sector IT leadership. Mr. Williamsen is highly
regarded throughout the industry in all levels of IT management, system troubleshooting, design,
installation, and administration. His skills range from project management, accounting, estimating, and
scheduling, to fiber optics, to audio/video and electrical power distribution, software development,
systems integration, and maintenance. Since joining SDI, Mr. Williamsen has participated in the following
projects:
Client Projects
City of Brentwood City of Gilroy
City of Rohnert Park Sacramento Sewer District
City of Watsonville
Craig Miller (KIS) – Cybersecurity Consultant
Role: Mr. Miller will be performing the vulnerability scan and penetration testing activities for the
District’s project and will assist with the development of associated cybersecurity reports and
recommendations.
Biography: Mr. Miller is a principal with Keep IT Simple (KIS), a cybersecurity consulting firm based in
Fremont, CA. Mr. Miller has over 25 years of professional IT experience that includes designing and
deploying data networks, securing enterprise environments for the private and public sector, and
implementing datacenter solutions. Mr. Miller has participated in numerous infrastructure planning and
deployments using a variety of solutions from Cisco, HP, Intel, Dell, Microsoft, and many others. His SAN
and virtualization deployments have been accomplished using IBM, HP, Dell, Microsoft solutions, and
many others. Mr. Miller provides all levels of infrastructure support using state of the art solutions. He
plans, designs, implements, and supports networks from small organizations to large enterprises in all
sectors (local government, K-12, higher education, healthcare, manufacturing to name a few).
Mr. Miller has experience with cloud solutions including hybrid/internal and public cloud solutions. His
security consulting includes strategic planning of cybersecurity models, assessments, design,
implementation, SOC as a Service, ethical hacking, penetration testing, and incident response. Mr. Miller
performs "White and Gray Hat" work in the private and public sectors for standards and compliance
assessments and remediation. He has assessed and protected numerous environments from active
hacking incidents, as well as virus outbreaks up to the latest ransomware. Mr. Miller continually
champions efforts to proactively implement the CIS standards and NIST/ISO standards. He is trained in
Critical Security controls and is a CEH as well as Certified Hacking Forensics Investigator.
Mr. Miller has achieved the following certifications: EC-Council CEH, CHFI, and MS Certified on Server 2016
and earlier platforms.
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Firm Qualifications
SDI Presence LLC
SDI Presence LLC was first established in 1996, and currently employs 300 staff throughout the U.S. In
November 2017 SDI joined forces with California-based NexLevel Information Technology, Inc., and the
entire NexLevel consultant team transitioned to SDI. Our California-based West Coast Division includes
consultants located throughout the state, with offices in Sacramento and Los Angeles.
SDI focuses on helping public sector clients assess, plan, implement, and manage complex business
technology. Our full range of services are shown in the figure below.
SDI’s West Coast Division (formerly NexLevel) has worked with more than 200 state and local government
agencies across eight states to complete IT Assessments, IT Strategic Plans, GIS Strategic Plans, Network
Assessments, IT Service-Level Assessments, Policy/Procedure Documentation, Project Management
Organization implementations, and Feasibility Studies, and Request for Proposal (RFP) Development and
Procurement Management efforts. In addition to our California local government experience, SDI also has
significant planning, project management, and procurement experience working with the State of
California for agencies such as California Highway Patrol, Department of Justice, Department of Motor
Vehicles, Department of Corrections and Rehabilitation, Department of Child Support Services, and more.
SDI brings leadership, executive presence, and diverse perspective to our clients’ most complex projects.
SDI consultants bring previous experience gained from running large IT operations and multimillion-dollar
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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IT projects, having held prior positions with Tier One consultancies. Our consultants include former CIOs,
CFOs, Utility General Managers, Finance Directors, Community Development Directors, and Assistant City
Managers. The SDI team builds on these gained insights when working with our clients, taking the time to
understand a client’s situation and needs, developing robust plans to address those needs within the
situational boundaries, and delivering exceptional solutions that are on specification, on time, and within
budget.
SDI has the relevant experience and expertise to provide all of the services being requested by the District,
and we are prepared to begin the project immediately. It is important to note that SDI has, and will
continue to be, 100% independent from any technology solution provider. We pride ourselves on this
independence and recognize that it is a critical attribute during the IT strategic planning process.
SDI is recognized throughout the State of California for our services supporting public sector agencies with
IT strategic planning activities. This is evident not only by the number of successful projects and client
references, but also because we are commonly asked by organizations such as California Society of
Municipal Financial Officers (CSMFO) and Municipal Information Systems Association of California
(MISAC) to present at their annual conferences and regional chapter groups. As an example, at the 2017
and 2018 CSMFO annual conferences, SDI co-presented a day long pre-conference session dedicated to
ERP procurement and implementation. For the 2019 CSMFO conference, SDI co-presented with one of
our municipal clients on ERP procurement and implementation. We also presented on the topic of IT
sustainability and governance. We were recently asked to lead a CSMFO Webinar to educate finance
professionals on Cloud Computing so that they are prepared for the new wave of Software-as-a-Service
(SaaS) solutions. In total, the SDI team has presented more than a dozen times to CSMFO and MISAC. The
fact that we are continually invited to present at these important organization’s events speaks to our
expertise and experience.
Keep IT Simple (KIS)
Keep IT Simple (KIS) is being proposed to partner with SDI on this project. KIS is a privately held network
solutions firm headquartered in Fremont, CA. As a professional services organization, KIS has been serving
major corporations, education, and government organizations since 1988. KIS specializes in providing
strategic network design, network security, network management, integration, and support services
designed to fit client’s specific requirements and business goals.
KIS assesses, designs, and implements cybersecurity solutions in the areas of networking, edge and
gateway solutions, high availability, vulnerability assessments, security policy development, encryption,
remote access, intrusion detection and prevention, content filtering, authentication, anti-virus, anti-spam,
access control, and zero trust.
Being effective and thorough in cybersecurity is paramount to stop the evolving threats to organizations.
It is more than just implementing a hardware or software solution - it’s a process. Organizations need to
understand what they are trying to protect, from whom they are defending their network, how they will
protect their data, and to know when they have been successful. InfoSec is only a theory until it is tested.
Compliance standards are becoming mainstream in the cybersecurity programs today.
KIS leverages the Center for Internet Security (CIS), NIST, and ISO compliance as well as newer standards
such as CMMC and FedRamp. We use these Frameworks as well as others to create a program specific to
the organization. KIS assists with this by formalizing the many policies, standards, and procedures required
to properly manage an organization’s specific cybersecurity program.
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Information Technology Strategic Plan Update
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KIS has secured the networks of hundreds of organizations including Fortune 500 companies with complex
multi-site networks, government agencies, academic organizations, and small businesses. Our consulting
expertise and reputation for quality have landed us preferred partner status with the leading security
product vendors.
KIS believes that the best way for our customers to reduce threats from cyberattacks is to develop a
comprehensive cybersecurity program based on security controls and implement appropriate solutions
for defending their resources from external and internal threats.
The KIS technical principals collectively represent over 50 years of experience in computer network
systems support for the corporate, industrial, and government sectors. The KIS technical associates have
been recruited largely from service-oriented backgrounds, to assure our clients of the best proactive
network service possible.
KIS and SDI have partnered on several cybersecurity projects throughout California, including Delta Diablo
Sanitation District, Rancho California Water District, City of Watsonville, City of Temecula, and City of
Sonoma.
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Related Experience
As shown in the table below, SDI has a strong record of accomplishment
in providing technology consulting services for California public sector
clients. This includes the successful completion of more than 90 IT
Strategic Plans for public sector organizations in California. A significant
number of our client projects are of similar scope and size to what the
District is seeking. In addition, many clients have a similar organizational
structure and technical infrastructure to the District’s.
IT Strategic Plans IT Assessments IT Policies & Procedures Project Management IT Governance Disaster Recovery Planning System Selection & Procurements Other Management Consulting Special Districts
Central Contra Costa Sanitation District
Chino Valley Independent Fire District
Coachella Valley Water District
Cosumnes Community Services District
Cucamonga Valley Water District
Delta Diablo Sanitation District
East Valley Water District
Eastern Municipal Water District
Inland Empire Utilities Agency
Irvine Ranch Water District
Lake Arrowhead Community Services District
Las Virgenes Municipal Water District
Monterey Regional Water P.C.A.
Moulton Niguel Water District
North Tahoe Public Utilities District
Port of Los Angeles
Rancho California Water District
Riverside Co. Trans. Commission
Sacramento Area Sewer District
Sacramento Metropolitan Fire District
Sacramento Municipal Utility District
San Joaquin Council of Governments
San Bernardino County Fire
Santa Clara County Fire Department
Santa Clara County Housing Authority
Santa Clara Valley Water District
Silicon Valley Clean Water
Silicon Valley Power
Southern CA Association of Governments
South Tahoe Public Utility District
West Basin Municipal Water District
Zone 7 Water Agency
The District directly
benefits from our
extensive experience
with peer California
organizations.
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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IT Strategic Plans IT Assessments IT Policies & Procedures Project Management IT Governance Disaster Recovery Planning System Selection & Procurements Other Management Consulting Municipalities
Alameda, CA
Anaheim, CA
Belmont, CA
Beverly Hills, CA
Branson, MO
Burbank, CA
Burlingame, CA
Carson City, NV
Chino, CA
Chino Hills, CA
Concord, CA
Coronado, CA
Costa Mesa, CA
Cupertino, CA
Davis, CA
El Segundo, CA
Fairfield, CA
Fremont, CA
Fresno, CA
Galt, CA
Gilroy, CA
Glendale, CA
Half Moon Bay, CA
Huntington Beach, CA
Indio, CA
Industry, CA
Irvine, CA
La Quinta, CA
Laguna Beach, CA
Long Beach, CA
Los Angeles, CA
Los Banos, CA
Malibu, CA
Manhattan Beach, CA
Merced, CA
Millbrae, CA
Napa, CA
Newport Beach, CA
Novato, CA
Ontario, CA
Orange, CA
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Information Technology Strategic Plan Update
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IT Strategic Plans IT Assessments IT Policies & Procedures Project Management IT Governance Disaster Recovery Planning System Selection & Procurements Other Management Consulting Oxnard, CA
Pasadena, CA
Paso Robles, CA
Petaluma, CA
Pismo Beach, CA
Pleasant Hill, CA
Rancho Cordova, CA
Rancho Palos Verdes, CA
Redlands, CA
Redwood City, CA
Rohnert Park, CA
San Luis Obispo, CA
San Rafael, CA
San Ramon, CA
Santa Barbara, CA
Santa Clara, CA
Santa Cruz, CA
Stockton, CA
Suisun City, CA
Sunnyvale, CA
Vacaville, CA
Ventura, CA
Visalia, CA
Walnut Creek, CA
Watsonville, CA
West Hollywood, CA
Counties
Douglas County, Nevada
El Paso County, Texas
Lane County, Oregon
Placer County, CA
Riverside County, CA
San Benito County, CA
San Diego County, CA
Santa Clara County, CA
Sonoma County, CA
State of California
Assoc. of Regional Center Agencies
CA Correctional Health Care Services
California Highway Patrol
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Information Technology Strategic Plan Update
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References
Provided below are references from five similar strategic planning engagements for local public agencies.
SDI welcomes the District to contact these references, or any of our past clients, to gain a full
understanding of our methodology, industry expertise, and related work product coming out of our
strategic planning engagements.
Reference No. 1
Name of Organization West Basin Municipal Water District
Address 17140 South Avalon Boulevard
Carson, CA 90746
Name of Contact Margaret Moggia, Exec. Mgr. of
Finance
Telephone and Email (310) 660-6256
margaretm@westbasin.org
Project Title IT Assessment & Technology Master
Plan
Project Description
SDI completed a comprehensive assessment of the District’s technology operations, including a
review of current positions and reporting structures. SDI also developed a Technology Master Plan
to guide the District’s future technology investments. The project launched in January 2019 and
the final report was presented to the Board in August 2019.
Reference No. 2
Name of Organization City of West Hollywood
Address 8300 Santa Monica Boulevard
West Hollywood, CA 90069
Name of Contact Eugene Tsipis, IT Manager
Telephone and Email (323) 848-6399
etsipis@weho.org
Project Title IT Assessment & Strategic Plan
Project Description
SDI recently completed an IT assessment and IT Strategic Plan for the City. The outcome of the
Plan provided a roadmap for the subsequent launch of new enterprise projects including
implementation of a new Land Management System and the procurement of a replacement
Enterprise Resource Planning (ERP) system. The project launched in October 2020 and was
completed in December 2021 (several COVID-19 related challenges and delays occurred during the
project).
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Reference No. 3
Name of Organization City of Vista
Address 200 Civic Center Drive
Vista, CA 92084
Name of Contact Chris Mitchell, IT Manager
Telephone and Email (760) 643-5438
cmitchell@ci.vista.ca.us
Project Title IT Assessment & Strategic Plan
Project Description
SDI is currently providing professional consultative services for an IT assessment and development
of an IT Strategic Plan. Once complete, the Plan will enable the City to better allocate its
information technology resources and to obtain greater benefits for its investments in information
technology. The plan also provided a baseline to enable the City to more effectively respond to
new and/or changing requirements by proactively adapting processes, organization, and
infrastructure. The project launched in August 2021 and the draft Strategic Plan was delivered to
the City in December 2021 for review.
Reference No. 4
Name of Organization City of Brentwood
Address 150 City Park Way
Brentwood, CA 94513
Name of Contact Christine Andrews, Asst. Dir. Finance and
Information Services
Telephone and Email (925) 516-5130
candrews@brentwoodca.gov
Project Title IT Assessment & Technology Master
Plan
Project Description
SDI completed a comprehensive assessment of the City’s technology operations and provided
recommendations designed to improve overall service delivery. SDI also developed a Technology
Master Plan, including GIS and fiber optics components, to guide the City’s future technology
investments. The project launched in January 2021 and the final report was presented in August
2021.
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Reference No. 5
Name of Organization City of Fresno
Address 2600 Fresno Street
Fresno, CA 93721
Name of Contact Bryon Horn, CIO
Telephone and Email (559) 621-7119
Bryon.Horn@fresno.gov
Project Title IT Assessment & Strategic Technology
Master Plan
Project Description SDI completed a comprehensive assessment of the City’s technology operations, including a review
of current positions and reporting structures. SDI also developed a Technology Master Plan to guide
the City’s future technology investments. The project launched in February 2016 and the final
report was published November 2016.
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Approach, Scope, and Timelines
The District seeks to partner with a consulting firm that has vision
and leadership in IT strategic planning. SDI brings to the District the
experience, expertise, and proven methods to help ensure project
success. SDI has developed a comprehensive methodology designed
specifically to meet the unique needs of organizations seeking to
develop strategic technology plans. This methodology is based on
our hands-on experience in working with public sector clients and
continues to evolve as new best practices are identified.
SDI believes that a critical component of this project is to ensure that
the stakeholders and staff impacted understand the trade-offs,
resources, risks, and timelines associated with the project approach, and have appropriate expectations
prior to, and throughout, the project life cycle. To accomplish this, SDI’s approach includes the following
guiding principles:
♦ Focus on an open and collaborative process that encourages a consensus among the participants and
a shared commitment to the successful completion of a comprehensive IT Strategic plan
♦ Use a structured, proven approach to ensure a comprehensive understanding of requirements and
business needs at all levels of the District
♦ Strive to minimize disruption to daily District operations throughout the various processes by
ensuring a well planned and executed project
♦ Fully identify and disclose the potential opportunities as well as the risks involved and provide
realistic risk management and mitigation strategies
♦ Ensure that stakeholders and users have and maintain realistic expectations throughout the process
SDI’s IT strategic planning methodology is built on our experience delivering services to California local
government agencies for over 25 years. After the completion of each project, we debrief to determine
what we can change to make the next plan we develop even better. This has benefited our clients by
establishing a methodology that is proven and continues to evolve to meet the unique and changing needs
of our public sector clients.
A cornerstone of SDI’s methodology is the focus and emphasis on the involvement and interaction with
the department users of technology and those setting the business direction for the District – providing a
“voice of the customer” to the resulting ITSP. SDI will incorporate input from all users and stakeholders,
up to and including the District’s elected officials (if desired), Executive Management, and the operating
departments and divisions.
SDI’s approach to managing our engagements is to assign a Delivery Executive to each project. This
individual is responsible for all aspects of the project and is the management contact for the District in
the event there are any concerns with project status. In addition, SDI has established a customer
satisfaction program – SDIAlign - to help ensure customer satisfaction before, during, and after the
engagement. SDIAlign is an independent division of the company reporting directly to company founder
and CEO David Gupta.
During the initial planning
phase, SDI will work with
the District’s stakeholders
to craft a project approach
and task resource plan that
takes full advantage of the
District’s resources and
expertise while minimizing
the impact on operations.
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Information Technology Strategic Plan Update
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Detailed Scope of Work
SDI understands that the District is interested in having an information technology consultant develop an
IT Strategic Plan to guide it in the effective planning, procurement, implementation, and management of
technology. SDI’s approach to ITMP development entails several critical milestones during the overall
process, and SDI provides specific deliverables throughout the project. SDI recognizes and is prepared to
address the following key considerations for the ITMP:
♦ Completion of a comprehensive assessment of existing technology and associated IT support
environment, along with development of an asset management plan and completion of a
vulnerability scan
♦ Recommendations for new and emerging technologies that may help improve the efficiency and
effectiveness of the District’s IT service delivery
♦ Development of a comprehensive ITMP that aligns overall District technology resources with the
objectives of the user departments and overarching organizational objectives. This includes
recommended projects, their respective implementation priority, cost estimates for each project,
and an implementation strategy that can be incorporated into the District’s annual budget process
SDI is familiar with the challenges and issues that can arise in developing such plans. For example, we are
skilled in managing multiple, and often conflicting, stakeholder visions, missions, goals, objectives, needs,
and priorities. In addition, we are sensitive to the desires of elected and appointed officials and the public
for transparency and open government.
Our proposed methodology carefully considers project prioritization and includes processes to help
manage competing priorities to ensure the ITMP provides a true Districtwide perspective. We pride
ourselves in helping organizations develop plans that are realistic and attainable in terms of available
budget, resources and time.
Figure 1 below presents our proven strategic planning methodology, including the phases, tasks, and
deliverables for this project.
Phase 1
Initiate
1.1 – Facilitate Project Planning Meeting1.2 – Work Plan Development and Review
1.3 – Request Existing IT Documentation1.4 – Conduct Kickoff Meeting
Phase 2
Analyze
2.1 – Conduct “Voice of the User” Survey2.2 – Conduct Business Technology Assessment
2.3 – Perform IT Assessment2.4 – Perform Penetration Testing
2.5 – Conduct Management Briefing2.6 – Develop and Deliver IT Assessment Report
Phase 3
Strategize
3.1 – Prepare for Prioritization Workshop3.2 – Conduct Districtwide Prioritization Workshop
3.3 – Prepare IT Strategic Plan
IT Project Portfolio
Prioritization Workshop Materials
Draft and Final IT Strategic Plan
Project Work Plan
Documents Request
Kickoff Meeting Presentation
DeliverablesProject Approach: Phases and Tasks
“Voice of the User” Survey
Draft and Final Survey Reports
Verbal Briefing of IT Assessment Findings
Penetration Testing Results Report
Draft and Final IT Assessment Report
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Information Technology Strategic Plan Update
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On the following pages, we describe in further detail each of the three Phases of the IT Assessment and
Strategic Plan process.
Phase 1 - Initiate
As project management professionals, SDI recognizes the importance
of applying a formal project management framework to this project
to ensure that it meets objectives and is delivered on-time and on-
budget. The purpose of the Initiate Phase is to prepare for, and
initiate, the project under a well-defined work plan. 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. Table 1 provides
a detailed discussion of what each task in the Initiate phase entails.
Table 1 – Initiate Phase Tasks and Deliverables
1.1 – Facilitate Planning Meeting
TASK DESCRIPTION: SDI will meet with the District’s Project Sponsor 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, SDI will discuss the tools and templates that will be leveraged.
1.2 – Work Plan Development and Review
TASK DESCRIPTION: SDI will publish a Work Plan and facilitate a meeting with the District Project
Sponsor to review and obtain feedback on the proposed Work Plan. The goal of this meeting is to
obtain consensus on the Work Plan and a commitment to support the Work Plan. The Work Plan will
be continuously updated throughout the project timeline as part of regular status reporting.
DELIVERABLES: Draft and Final Work Plan
1.3 - Request and Review Existing IT Documentation
TASK DESCRIPTION: To support the activities associated with Phase 2 of the project, SDI will request
and review documentation including, but not limited to, the following:
♦ District Goals
♦ District Strategic Business Plan, Budget, and CIP
♦ Previous Related Assessments and Plans
♦ District Organizational Chart and Contact Information
♦ Technology Budgets and Capital Plans
♦ Technology Governance Agendas and Minutes
♦ In Process or Planned Technology Project Documentation
♦ IT Inventory (e.g. desktop/laptop/tablet, applications, peripherals, servers, storage, backup
devices, applications, etc.)
Phase 1
Initiate
1.1 – Facilitate Project Planning Meeting
1.2 – Work Plan Development and Review1.3 – Request Existing IT Documentation
1.4 – Conduct Kickoff Meeting
Project Work Plan
Documents Request
Kickoff Meeting Presentation
DeliverablesProject Approach: Phases and Tasks
Given the complexity of the
District’s business
processes and possible
technology opportunities,
it is critical that the project
is launched under a well-
organized plan that is
clearly communicated to
all impacted staff.
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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♦ IT Policies and Procedures
♦ IT Disaster Recovery Plan
♦ Network Architecture Documentation
♦ IT Service Level Agreements
♦ IT Performance Statistics or Activity Reports
♦ Technology Vendor Listing and Agreements
DELIVERABLE: Documents Request
1.4 - Conduct Kickoff Meeting
TASK DESCRIPTION: Since the project will have an enterprise-wide impact, it is important to
proactively communicate with all impacted staff to ensure a clear understanding of project goals and
objectives, roles and responsibilities, approach, tasks, and timeline. The Kickoff Meeting also provides
the opportunity to introduce the SDI team to District staff and should involve senior level
management and project sponsors to provide introduction of this Districtwide endeavor. It is
important that all District staff that will be involved in the project, regardless of their role, participates
in the Project Kickoff meeting.
DELIVERABLE: Kickoff Meeting Presentation
Phase 2 - Analyze
In developing the ITMP, it is necessary to first have a
comprehensive and realistic understanding of how effectively
the current IT organization and assets meet the District’s
requirements, business objectives and priorities, and how the
District desires to use technology as a key enabler in
supporting its business in the future. This “look ahead” must
take into account that not only is technology evolving rapidly,
but so are public expectations regarding timely and easy
access to District services and information transparency. In the
Analyze Phase, SDI’s consultants work closely with District
technology stakeholders to define the future vision for the
District’s use of technology and the gap between that vision
and the District’s current IT infrastructure. SDI’s consultants will develop an assessment as to how well
the District’s IT services comply with best practices and will identify gaps between the level of service
provided by the District’s IT resources and user service level expectations.
The IT Assessment is developed based on information gathered through in-person interviews, the results
of an easy-to-use, online survey that is available to all District users, interviews with IT personnel, site
visits, an assessment of the degree to which the District and its IT organization conform to information
technology best practices, and a review of the District’s technical documentation.
In those areas where the Assessment indicates that action is needed, SDI will provide a finding and one or
more recommended actions, an evaluation as to the relative priority of each recommendation, and an
action plan that considers the relative importance of each recommendation along with a timeframe for
implementation. Table 2 on the following page describes in detail the activities associated with the
Analyze phase.
Technology plans should be
driven by, and aligned with, the
District’s business needs,
priorities, and resources. In the
Analyze Phase of our
methodology, SDI works with
key District stakeholders to
document limitations with
current technology and to
identify future needs.
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
Page 20
Table 2 – Analyze Phase Tasks and Deliverables
2.1 – Conduct “Voice of the User” Survey
TASK DESCRIPTION: SDI will conduct a web-based user survey to determine overall satisfaction in
terms of IT service delivery and support. The survey will be available to all District technology users
and provides an opportunity to obtain their input. Once the survey is concluded, SDI will prepare a
Survey Results Report. The report will summarize the survey results and present best practices targets
for each survey question. The best practices targets represent what a well-funded and high performing
IT service delivery organization would strive to attain. The information gathered from the online survey
provides valuable input to the IT Assessment.
DELIVERABLES: “Voice of the User” Survey; Draft and Final Survey Reports
2.2 – Conduct Business Technology Assessment
TASK DESCRIPTION: SDI will facilitate a series of workshops with District departments to identify the
current technology environment within each organization, barriers to full utilization of those
technologies, and planned uses and expansion of technology in the future. The workshops will be held
for each department and attended by department managers and key staff as directed by the District.
As part of this activity, SDI will create an Application Effectiveness Matrix that evaluates how key
applications are used by the departments to fit their current and future needs.
2.3 – Perform IT Assessment
TASK DESCRIPTION: SDI’s IT Assessment evaluates whether the District’s IT infrastructure and support
organization are prepared to support the future needs of the District by reviewing six key operational
“assessment dimensions.” This review takes a comprehensive best practices view of essential IT
delivery components, as a weakness in any one particular dimension can adversely influence the overall
effectiveness of the organization. Findings and recommendations are developed based on:
♦ Information gathered in the course of the business technology interviews with department
stakeholders
♦ The results of the Voice of the User Survey
♦ Interviews with IT managers and staff
♦ The IT best practices assessment
SDI’s team will consolidate this information and develop findings and recommendations based on the
District’s compliance with best practices in the following dimensions:
♦ Technology Governance – Evaluation of the current IT organization and assessment of its skills,
staffing levels, and capability to support operation and maintenance of current and future
systems. This will include a review of IT project management practices, planning activities, IT
refreshment, and the use of oversight committees.
Phase 2
Analyze
2.1 – Conduct “Voice of the User” Survey2.2 – Conduct Business Technology Assessment
2.3 – Perform IT Assessment
2.4 – Perform Penetration Testing2.5 – Conduct Management Briefing
2.6 – Develop and Deliver IT Assessment Report
DeliverablesProject Approach: Phases and Tasks
“Voice of the User” Survey
Draft and Final Survey Reports
Verbal Briefing of IT Assessment Findings
Penetration Testing Results Report
Draft and Final IT Assessment Report
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Information Technology Strategic Plan Update
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♦ Service Delivery – Evaluation of the daily operation of the IT environment including budget,
service metrics, maintenance, help desk, configuration management, change management and
capacity management.
♦ Business Technology Applications – Evaluation of the processes and methods to support
business and operational technology applications.
♦ Security – Evaluation of the use of software monitoring tools, virus protection procedures,
physical hardware security, network vulnerability, passwords, data backup/recovery processes,
physical and data security, integrity planning, PCs, network, firewall, incident response, patch
management, anti-virus protection and emergency operations.
♦ Infrastructure – Review of the network, servers, desktops, telephony, storage configurations,
remote access, data storage, server management, and operational procedures.
♦ Administration – Review of technology procurement processes, contract management, vendor
management, software license management, budget/charge back management and physical
inventory processes.
2.4 – Complete Penetration Testing
TASK DESCRIPTION: The SDI team will conduct penetration testing on the District’s 8 external IP
addresses. This process will include an open-source reconnaissance through the exploration of publicly
accessible information regarding the District, its systems, networks, and relationships. This activity will
involve manual interrogation of public sources of information and aggregating the results to be used in
later activities.
The results of the activities described above will be incorporated into a penetration testing results
report presenting the findings.
DELIVERABLE: Penetration Testing Results Report
2.5 – Conduct Management Briefing
TASK DESCRIPTION: Upon compilation of the initial findings and recommendations from the IT
Assessment activities, SDI will meet with the District’s Project Sponsor to review and discuss these
items prior to the development of the draft IT Assessment Report.
DELIVERABLE: Verbal Briefing of IT Assessment Findings
2.6 – Develop and Deliver IT Assessment Report
TASK DESCRIPTION: After reviewing initial findings and recommendations with the District’s Project
Sponsor, SDI will prepare a draft IT Assessment Report and review it with the District’s key
stakeholders. Following the review, SDI will incorporate revisions as needed and deliver a Final Report.
The completed IT Assessment Report will include a summary of the user survey, a summary of the best
practices assessment, a SWOT (strength, weaknesses, opportunities, and threats) analysis, specific
findings and recommendations that are realistic and actionable, and a proposed action plan for their
implementation.
DELIVERABLES: Draft and Final IT Assessment Report
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Phase 3 – Strategize
In Phase 3 – Strategize, SDI works with the District to review and
analyze the findings of previous phases in order to identify,
analyze, and prioritize projects that need to be included in the
ITMP. SDI brings to the District proven methods and tools to
ensure identified projects are well defined, understood by the
stakeholders, and prioritized using agreed upon criteria. During
this task, SDI will facilitate a Project Prioritization Workshop that
uses a multi-step process to arrive at a Districtwide prioritization
of identified projects that will provide the basis for a roadmap in
the ITMP. Table 3 on the following page provides detail regarding
the Strategize phase of the process.
Table 3 – Strategize Phase Tasks and Deliverables
3.1 – Prepare for Project Prioritization Workshop
TASK DESCRIPTION: SDI will utilize the results of prior outreach efforts to identify projects that will
improve the District’s current use of technology and serve the District’s longer-term technology
needs. The output of this effort will be an IT Project Portfolio that identifies recommended projects,
and provides additional information for each of the projects including the project’s sponsor(s) and
other impacted departments, a project description, cost estimates, assessment of the level of effort
and the level of risk involved in the implementation of the project, an assessment of the potential
business impact, and other criteria to prepare stakeholders for the Planning and Prioritization
Workshop.
DELIVERABLE: IT Project Portfolio
3.2 – Conduct Districtwide Project Prioritization Workshop
TASK DESCRIPTION: SDI believes we have many unique and proven methods to develop a successful
ITMP; however, this activity alone sets us apart from all our competitors. SDI encourages the District
to call our references and inquire about our innovative “Blue Wall Prioritization Workshop” approach
that drives enterprise-wide consensus and acceptance of the IT Strategic Plan.
Our Blue Wall approach uses a multi-step prioritization methodology and tools that encourages staff
participation and collaboration. The workshop is designed to help drive consensus to obtain
Districtwide prioritization of projects. The end result of the workshop will be a prioritized list of
projects assigned to implementation timeframes. In addition, the workshop is designed to identify
ITMP enabling factors which are defined as key elements that must be in place or occur to allow the
Plan to be a success. Examples of enabling factors could include training, staffing, budget, governance,
project management, and change management.
DELIVERABLES: Prioritization Workshop Materials
Phase 3 Strategize
3.1 – Prepare for Prioritization Workshop
3.2 – Conduct Districtwide Prioritization Workshop3.3 – Prepare IT Strategic Plan
IT Project Portfolio
Prioritization Workshop Materials
Draft and Final IT Strategic Plan
DeliverablesProject Approach: Phases and Tasks
Organizations that align business
and technology planning in a
common framework are better
able to meet public expectations
and respond to future needs than
those that do not. In Phase 3 –
Strategize, SDI assists our clients
in leveraging their resources and
focusing them on their highest
priority needs.
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
Page 23
3.3 – Prepare IT Strategic Plan
TASK DESCRIPTION: SDI will incorporate work products from previous tasks as the foundation for the
development of the District’s Information Technology Strategic Plan. SDI will use this information, as
well as other information provided by staff, along with independent research, to create a draft of the
ITMP and review it with the District. The ITMP will provide a summary of the requirements that drove
the need for the plan, review key information technology trends that will impact the District, and
review the results of the Planning and Prioritization Workshop and the subsequent review and
refinement of the project roadmap from the workshop.
SDI will revise and update the ITMP based on feedback from the District and will conduct a final
technical and quality review of the final ITMP before submission to the District’s management team.
DELIVERABLES: Draft and Final Information Technology Strategic Plan
Resource Allocations
The following tables provide requested information about both SDI and District resource allocations and
requirements during the project.
SDI Resource Allocations
SDI Resource Project Role Project Hours
Scott Sanders Delivery Executive 8 hours
Lee Curtis Project Manager 199 hours
Mike Stein Lead Project Consultant 98 hours
Tim Williamsen Project Consultant 127 hours
Craig Miller (KIS) Cybersecurity Consultant 80 hours
Estimated District Resource Allocations
District Resource Project Role Estimated
Project Hours
All End Users of Technology Completion of User Survey 1 hour
All End Users of Technology Project Kickoff Meeting 1 hour
Select End Users of Technology Participation in Business Technology Workshops 1 hour
All IT Operations Staff Participation in IT Interviews 1 hour
District Executives Participation in Project Prioritization Workshop 4 hours
District Project Sponsor
Project Coordination; Review of Draft Reports;
Participation in Project Briefings and Updates;
Participation in Project Prioritization Workshop
24 hours
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Project Timeline
Based on SDI’s experience with similar projects, as well as our knowledge of the District’s environment,
we estimate that this project will require approximately 16 weeks to complete. The figure below identifies
the estimated weeks per phase and the associated deliverables.
The success of achieving this schedule largely depends on the availability of the District’s assigned staff,
along with the timely completion of tasks required of District personnel including reviewing draft
documents and scheduling of staff for required meetings.
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
Page 25
Master Agreement for Consulting Services
Regarding the District’s Master Agreement for Consulting Services, the SDI legal team reviewed the PSA
and provide the following modifications for the District’s consideration:
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
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Appendix A – Project Team Resumes
Following this cover page are full resumes for:
♦ Scott Sanders – Delivery Executive
♦ Lee Curtis – Project Manager
♦ Mike Stein – Lead Project Consultant
♦ Tim Williamsen – Project Consultant
♦ Craig Miller (KIS) – Cybersecurity Consultant
EXPERIENCE SUMMARY
Mr. Sanders is an insightful and results driven professional with considerable success
directing a broad range of IT initiatives, including IT Assessments and Strategic Planning,
technology governance and business alignment, IT Transition and Transformation activities.
An outstanding project and program leader, Mr. Sanders is able to coordinate and direct all
phases of project-based efforts while managing, motivating, and mentoring teams.
With demonstrated ability, Mr. Sanders focuses on innovation and enabling business units
through effective technology service management. Serving in executive leadership roles
within several California municipal agencies, Mr. Sanders is effective at building teams
focused on delivering reliable and efficient solutions that achieve organizational objectives.
Specialties: Team and project leadership, policy planning and implementation, Procurement and Selection, IT Managed Services, IT Consulting, IT Advisory Services, Digital
Transformation, individual and team mentoring, and staff career development.
PROFESSIONAL EXPERIENCE
SDI Presence LLC, 2018 – Present – Delivery Executive, Northern California Region
City of Novato, 2015 – 2018 – Technology Manager
Xerox State & Local Solutions, 2010 – 2015
• City of San Diego – Executive Account Manager
• County of Solano – Executive Account Manager
Affiliated Computer Systems, 2003 – 2010
• City of Santa Clara and County of Siskiyou – Account Manager
• County of Siskiyou – IT Director
• County of Siskiyou – Site Operations Manager
• County of Siskiyou – Network Manager
County of Siskiyou, 1999 – 2003
• Public Health Department – Information Specialist III
Oregon Air National Guard, 2001 – 2010
• Technical Sergeant (E6) – F-15 Avionics
United States Marine Corps, 1986 – 1999
• Staff Sergeant (E6) – F/A-18 Avionics Electrical Systems Technician
Delivery Executive, Northern California Region
Interim Innovation & Technology Director, City of Watsonville
As Delivery Executive for SDI, led the City’s Innovation & Technology Department through
a period of transition, assisting with project management, governance efforts, developing
a new staffing model, and recruitment of several key positions.
Interim Chief Information Officer, City of Concord
As Delivery Executive for SDI, completed an IT Assessment and led the City’s Information
Technology Department through a critical year of significant transition, focused on
enhancing service delivery, responsiveness, and transparency.
SCOTT SANDERS, CGCIO & ITIL
Delivery Executive
AREAS OF EXPERTISE
•Project Management
•Requirements Definition
•Business Process Analysis
•Project Plan Development
•IT Governance
•Technology Planning and
Assessments
•Initiative Development
•Operational Assessments
•Policy/Procedure Development
•IT Portfolio Management
•Best Practices
•Data Center Management
•Contract Negotiation
•Personnel Management
•Service Management
•P&L Administration
CERTIFICATIONS
Certified Government Chief Information Officer (CGCIO) ITIL v3 Service Strategy, Service Design, Continual Service Improvement, Operations
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PROFESSIONAL EXPERIENCE CONTINUED
Interim IT Officer, City of Stockton
As a Managing Consultant for SDI, assisted with several key IT department recruitments, completed significant updates
to the City’s Technology Recovery Plan and provided project management services for the development of a network
and security assessment.
Santa Clara County Housing Authority
Participated in a comprehensive IT assessment and strategic planning process for one of the country’s largest Housing
Authorities. Developed an organizational structure recommendation based on outcomes from the assessment and strategic planning process.
Certified Government Chief Information Officer (CGCIO)
Participated in a yearlong certification program developed by the Public Technology Institute. Achieved certification in
May 2017.
Network Transformation, City of San Diego
Successful completion of Network Transformation project on budget and two weeks early. Delivered a converged
network for all voice, video, fax, and data needs for all 11,000+ City of San Diego employees.
Data Center Relocation, City of San Diego
Coordinated all Xerox resources and other prime contractor personnel to complete the data center relocation project.
Moved from incumbent data center (San Diego) to multiple data centers in Texas. Implemented geographic and carrier
diverse data replication services for enhanced disaster recovery and business continuity.
Xerox President’s Club Award, 2007 & 2013
Two-time recipient for excellence in service and outstanding support of clients – top 1% of all Xerox employees.
EDUCATION
Xerox Program Management Academy / 2013
Xerox Program and Leadership Academy PMA II
American Intercontinental University / 2004
Bachelor of Science in Information Technology, Cum Laude
Page 2
SCOTT SANDERS, CGCIO & ITIL
EXPERIENCE SUMMARY
Mr. Curtis is a senior level, hands-on executive with more than 40 years of experience in
technology service delivery and management consulting. He has been a top-tier manager
with outstanding technology delivery skills and long-range project planning expertise. Mr.
Curtis has provided executive-level consulting to both the private and public sectors
supporting a wide range of technology implementations. He is an experienced project
manager, accomplished writer and a well-versed consultant providing in-depth
technology assessments and innovative strategic plans to public sector clients.
PROFESSIONAL EXPERIENCE
IT Assessment
Mr. Curtis has developed IT Assessments for clients that provide a comprehensive
review of management and operation performance of the IT organization. These
assessments evaluate the current use of IT best practices in six operational dimensions
(IT Governance, Business Application Portfolio, Service Delivery, Security/Data
Protection, Infrastructure, and Administration). The assessments also provide actionable recommendations for the improvement and effective operation of the IT
organization to more effectively deliver services to consumers given available resources
and priorities.
• City of Clovis, CA • Douglas County, NV
• City of Concord, CA • John Wayne Airport, CA
• City of Daly City, CA • Lane County, OR
• City of Fairfield, CA • North Tahoe Public Utility District, CA
• City of Galt, CA • Sacramento Area Sewer District, CA
• City of Rocklin, CA • Sacramento Metropolitan Fire, CA
• City of San Clemente, CA
IT Assessment and Strategic Plan
Mr. Curtis has led or participated in technology service delivery assessments and
strategic planning projects for the following public agencies. All of the projects involved
performing a detailed assessment of the use and management of technology
operations, identification of departmental technology needs, prioritization of identified
projects, and the creation of a strategic implementation plan including timeframes and
estimated costs.
LEE CURTIS
Strategic Planning Practice Leader
AREAS OF EXPERTISE
•Project Management
•Requirements Definition
•Business Process Analysis
•Resource Planning
•IT Governance
•Technology Planning and
Assessments
•Strategic Plans
•Operational Assessments
•Project Prioritization
Workshop(s)
•IT Best Practices
•IT Portfolio Management
•IT Outsourcing Evaluation
•Feasibility Studies
•Disaster/Recovery Plans
•IT Policy/Procedure
Development
•Service Level Measurements
•Data Center Management
•RFP Development
•Proposal Writing
•Contract Negotiation
•Personnel Management
•P&L Administration
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PROFESSIONAL EXPERIENCE CONTINUED
• City of Alameda, CA
• City of Branson, MO
• City of Brentwood, CA
• City of Carson City, NV
• Central Contra Costa Water District, CA
• City of Cupertino, CA
• Cosumnes Community Services District, CA
• City of Gilroy, CA
• City of Los Banos, CA
• City of Manhattan Beach, CA
• City of Napa, CA
• City of Novato, CA
• City of Petaluma, CA
• City of Rancho Palos Verdes, CA
• City of Redwood City, CA
• City of San Luis Obispo, CA
• City of Santa Clara, CA
• City of Santa Cruz, CA
• City of Stockton, CA
• City of Visalia, CA
• City of Walnut Creek, CA
• Delta Diablo Sanitation District, CA
• El Paso County, TX
• Fresno Irrigation District
• Monterey One Water, CA
• Moulton Niguel Water District, CA
• Port of Los Angeles, CA
• Santa Clara County Housing Authority
• South Orange County Wastewater, CA
• South Tahoe Public Utility District, CA
• Union Sanitary District, CA
• Zone 7 Water Control Agency, CA
IT Roadmap
Mr. Curtis developed application software strategies that mapped the acquisition/upgrade of core business software.
These roadmaps were developed in concert with client user departments and included a comprehensive infrastructure
analysis of hardware and support equipment requirements. The roadmaps were used to allocate client technology
budgets to mission critical projects and provided a platform by which the IT organizations could effectively manage and
utilize its resources to meet client business needs.
• California Highway Patrol, CA
• City of Belmont, CA
• City of Los Altos, CA
• City of Rancho Cordova, CA
• City of Temecula, CA
• Metropolitan Transportation Commission, CA
• Sacramento Area Sewer Districts, CA
Interim CIO
Mr. Curtis provided temporary senior IT management services to clients that were in an organizational transition due to
retirements or position vacancies. Duties included personnel management, departmental application coordination with
product vendors, tactical work plan development, day-to-day infrastructure oversight, and project
planning/implementation. In addition, he worked closely with client Human Resource departments in the recruitment, selection, and transition to permanent management personnel.
• City of Rancho Cordova, CA
• City of Stockton, CA
• Douglas County, NV
IT Organization Analysis
For several clients, Mr. Curtis performed an assessment of their IT organization and made recommendations for new or
modified IT structures that provided increased efficiency for the delivery of service. These organizational evaluations
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LEE CURTIS
PROFESSIONAL EXPERIENCE CONTINUED
• City of Hayward, CA
• City of Huntington Beach, CA
• City of Orange, CA
• Tulare County, CA
Consulting and IT Management
Mr. Curtis has a vast background within IT management and technical consulting. He has worked with public entities his
entire career and has held the following technical positions: Managing Consultant, Vice President for Software Implementation, CIO, IT Director, Systems Analyst, and Programmer/Analyst. He has deep experience in evaluating IT
operations, making recommendations for operational improvements, and has managed the implementation of IT best
practices for organizations large and small. Selected clients and employers include:
• Affiliated Computer Services, TX
• Butte County, CA
• City of Anaheim, CA
• City/County of Indianapolis/Marion County, IN
• Dallas County, TX
• Siskiyou County, CA
• Solano County, CA
• Southwest Marine, CA
• Systems & Computer Technology, PA
• Tooele County, UT
• University of Richmond, VA
• University of South Dakota, SD
• Wayne County Community College District, MI
EDUCATION
University of South Dakota
• Economics/Business Administration
Recent Presentations:
• MISAC Case Study Webinar, February 2021, “The Importance of IT Strategic Planning for Your Organization”
• Association of California Water Agencies, July 2020, “IT Strategic Planning Overview”
SKILLS
Page 3
LEE CURTIS
EXPERIENCE SUMMARY
Mr. Stein is a highly experienced management and technology consultant with more than
four decades of experience in the public sector, the telecommunications industry and
commercial banking. His career has been focused on helping organizations implement
complex technology solutions and effectively utilize technology to solve business
problems through business process re-engineering, IT strategic planning, procurement
assistance, definition of requirements, and project management. His work for SDI has
included numerous Information Technology Strategic Plans, Information Technology
Assessments, Feasibility Studies, IT Services Sourcing Analyses, and software
procurement projects for cities, counties, and special districts.
Mike has authored whitepapers for SDI, most recently a paper on “The Business Case for
IT Governance in the Age of Digital Transformation,” that is part of SDI’s series on Building
Smarter Organizations and has been a key participant in the development of SDI’s
methodology for IT Strategic Planning.
Mike has spoken at national conferences including serving as a keynote speaker for the
Ohio Judicial Conference in 2003, has served on panels and facilitated workshops at
national conferences on justice information sharing, and presented on information
technology trends and the governance of information technology at various conferences
including Annual Meetings of the National Association for Court Management (NACM).
Prior to joining NexLevel Information Technology in 2013 (now SDI Presence) he served
as the Managing Director for Intelligent Directions Consulting, as a Team Leader, Public
Safety and Justice for Gartner (formerly Gartner Group), as a Solutions Director,
Information Services Group (ISG), Unisys Corporation, as a Senior Manager in Law and
Justice Practice at Deloitte & Touche, and as an Assistant Division Chief/Division Chief for
the Los Angeles Judicial District, Municipal Courts of California, and the Administratively
Unified Courts, County of Los Angeles.
PROFESSIONAL EXPERIENCE
CITIES AND COUNTIES
IT Master Plan, City of Brentwood, CA
Mike served as a lead consultant in the development of an IT Master Plan for the City of
Brentwood, CA, that included conducting extensive interviews with key stakeholders in
the user community, and with the City’s IT team to develop an assessment of
opportunities to improve the City’s business processes, an assessment of the alignment
MICHAEL C. STEIN
Managing Consultant
AREAS OF EXPERTISE
Project Management
•IT Governance
•Needs & Gap Analysis
•Business Process Re-
Engineering
•Requirements Definition
•Project Plan Development
Technology Planning and
Assessment
•Strategic Plans
•Policy/Procedure Development
•Operational Assessments
•Digital Government
•IT Best Practices
•Project Management Office
Other Technical Areas
•Business Intelligence
•Information Exchange
•RFP Development
•Quality Assurance
•Systems Integration
•Systems Architecture
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PROFESSIONAL EXPERIENCE CONTINUED of the delivery of IT Services with City’s needs and priorities, findings and actionable recommendations, and strategic projects. SDI’s team then worked with the City’s executive team in an interactive meeting to review and prioritize the
projects and to develop the resulting IT Master Plan and to establish a process for continuing IT Governance. This
engagement also included the development of specialized roadmaps for the City’s GIS and Fiber Network programs.
IT Asset Management Review, City of San Luis Obispo, CA
For the City of San Luis Obispo, Mike participated in the development of a review of the City’s methodology and
processes for the management of its IT Assets including the budgeting for their refreshment. The review provided the
City with findings and actionable recommendations for IT Asset Management including an assessment of the challenges
related to using capital improvement (CIP) funds for the acquisition and maintenance of IT assets.
IT Strategic Plan, City of Petaluma, CA
Mike served as a lead consultant in the development of an IT Strategic Plan for the City of Petaluma, CA, that included
conducting extensive interviews with key stakeholders in the user community, and with the City’s IT team to develop an
assessment of opportunities to improve the City’s business processes, an assessment of the alignment of the delivery of
IT Services with City’s needs and priorities, findings and actionable recommendations, and strategic projects. SDI’s team
then worked with the City’s executive team in an interactive meeting to review and prioritize the projects and to
develop the resulting IT Strategic Plan and to establish a process for continuing IT Governance.
IT Assessment, City of Concord, CA
Mike served as a lead consultant in the development of an IT Technology Assessment for the City of Petaluma, CA, that
included conducting extensive interviews with key stakeholders in the user community, and with the City’s IT team to
develop an assessment of the alignment of the delivery of IT Services with City’s needs and priorities, and findings and
actionable recommendations regarding the organization and staffing of the City’s IT Department and the strategic
sourcing of IT services. SDI’s team then worked with the City’s executive team to review and prioritize the
recommendations.
IT Strategic Plan, City of Gilroy, CA
Mike served as a lead consultant in the development of an IT Strategic Plan for the City of Gilroy, CA, that included
conducting extensive interviews with key stakeholders in the user community and with the City’s IT team to develop an
assessment of opportunities to improve the City’s business processes, an assessment of the alignment of the delivery of
IT Services with City’s needs and priorities, findings and actionable recommendations, and strategic projects. SDI’s team
then worked with the City’s executive team in an interactive meeting to review and prioritize the projects and to
develop the resulting IT Strategic Plan and to establish a process for continuing IT Governance.
IT Strategic Plan, City of Los Banos, CA
Mike served as a lead consultant in the development of an IT Strategic Plan for the City of Los Banos, CA, that included
conducting interviews with key stakeholders in the user community and with the City’s IT team to develop an
assessment of opportunities to improve the City’s business processes, an assessment of the alignment of the delivery of
IT Services with City’s needs and priorities, findings and actionable recommendations, and strategic projects. SDI’s team
then worked with the City’s executive team in an interactive meeting to review and prioritize the projects and to
develop the resulting IT Strategic Plan.
IT Sourcing Analysis, City of Orange, CA Mike served as a lead consultant for in the development of an IT Sourcing Analysis for the City of Orange, CA, that
included conducting extensive interviews with the City’s executive team, key stakeholders in the user community, and
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with the City’s IT team to develop an assessment of the City’s current sourcing of IT Services to an external services
provider and to develop recommendations as to whether the City should continue to source IT services, to bring IT
services in-house, or to pursue a hybrid sourcing strategy. SDI’s team then worked with the City’s executive team to
review the recommendations and to establish an action plan for the City.
IT Assessment, City of Burbank, CA
For the City of Burbank, Mike served as the project manager and lead consultant in the development of an information
technology assessment that involved working closely with the City’s executive team and conducting interviews with the
City’s department heads, key user stakeholders, and the IT staff, to review the City’s conformance to IT best practices
and to identify issues and challenges in the delivery of IT services to the City. The IT Assessment provided findings and
actionable recommendations for the City including a detailed review of the role, responsibilities, organization and
staffing of the IT Department.
IT Strategic Plan, El Paso County, TX Mike served as a lead consultant in the development of an IT Strategic Plan for El Paso County, TX, that included
conducting over 70 interviews with elected officials (including the County Clerk, District Attorney, Sheriff, and members
of the Judiciary), the County Administrator, department heads, key stakeholders in the user community, and with the
County’s IT team to develop an assessment of opportunities to improve the County’s business processes, an assessment
of the alignment of the delivery of IT Services with County’s needs and priorities, assessment of the effectiveness of the
County’s business and operational applications, identification of opportunities to improve the automated exchange of
information across the County, findings and actionable recommendations, and strategic projects. SDI’s team then
worked with the County’s executive team in an interactive meeting to review and prioritize the projects and to develop
the resulting IT Strategic Plan and to establish a process for continuing IT Governance.
IT Strategic Plan and Update, City of Cupertino, CA
Mike served as a lead consultant in the development of an IT Strategic Plan for the City of Cupertino and then in an
update of the plan three years later. The development of the initial plan and of the update included conducting
extensive interviews with the City’s executive team, key stakeholders in the user community, and with the City’s IT team
to develop an assessment of opportunities to improve the City’s business processes, an assessment of the effectiveness
of the City’s business and operational applications and IT infrastructure, an assessment of the alignment of the delivery
of IT Services with City’s needs and priorities, findings and actionable recommendations (including recommendations
related to the organization, staffing, and leadership of the IT team), and strategic projects. SDI’s team then worked with
the City’s executive team in an interactive meeting to review and prioritize the projects and to develop the resulting IT
Strategic Plan. As part of the development of the initial IT Strategic Plan SDI also conducted a special IT governance
workshop for the City’s executive team.
IT Strategic Plan, City of Alameda, CA
Mike served as the project manager and lead consultant in the development of an IT Strategic Plan for the City of
Alameda. The development of the IT Strategic Plan included a detailed assessment of the City’s Information Technology
Division including staffing, organization, and leadership, interviews with key user stakeholders regarding the obstacles
and challenges they were facing, assessment of the effectiveness of key business applications, the alignment of the
delivery of IT services with the City’s needs and priorities, findings and recommendations, and strategic projects. SDI
facilitated a group planning and prioritization workshop for the City’s key stakeholders that provided the basis for the completion of the IT Strategic Plan.
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IT Strategic Plan, City of Watsonville, CA
Mike served as the project manager and lead consultant in the development of an IT Strategic Plan as well as an IT
classification and compensation study for the City of Watsonville. The development of the IT Strategic Plan included a
detailed assessment of the City’s Information Technology Division including staffing, organization, and leadership,
interviews with key user stakeholders regarding the obstacles and challenges they were facing, assessment of the
effectiveness of key business applications including the City’s newly implemented ERP system, the alignment of the
delivery of IT services with the City’s needs and priorities, findings and recommendations, and strategic projects. SDI
facilitated a group planning and prioritization workshop for the City’s key stakeholders that provided the basis for the
completion of the IT Strategic Plan as well as an IT governance workshop to enable the City to implement a sustainable
process for the governance of information technology.
IT Strategic Plan, City of Carson City, NV
Mike served as a lead consultant in the development of an IT Strategic Plan for the City of Carson City. The
development of the IT Strategic Plan included a detailed assessment of the City’s Information Technology Department including staffing, organization, and leadership, interviews with key user stakeholders regarding the obstacles and
challenges they were facing, assessment of the effectiveness of key business applications, the alignment of the delivery
of IT services with the City’s needs and priorities, findings and recommendations, and strategic projects. SDI facilitated
a group planning and prioritization workshop for the City’s key stakeholders that provided the basis for the completion
of the IT Strategic Plan.
Assessment and Tax Collection System Procurement, Carson City, NV
For the City of Carson City, Mike served as the project manager and lead consultant in a project to assist the City in the
development of user requirements for the replacement of the City’s existing system for property (personal property and
real estate) assessment and tax collection which was nearing the end of vendor support. Mike worked with the City’s
management team, Assessor, Tax Collector, and key user stakeholders throughout the procurement lifecycle including
the development and review of the user requirements, the development of the statement of work for the RFP,
conducting the bidder’s conference, assisting the City in responding to proposer questions, and in the evaluation of the
RFP’s and the selection of the finalists.
IT Strategic Plan Update, City of Walnut Creek, CA
For the City of Walnut Creek, Mike participated in the development of an update to the City’s IT Strategic Plan that
involved a series of interviews with key user stakeholders and the City’s IT staff to review the status of the
recommendations and projects included in the original IT Strategic Plan, challenges, obstacles, and opportunities, and
new projects (including the procurement and implementation of a new ERP system) that had been undertaken since the
original plan was adopted. Based on the information gathered through these interviews, SDI developed an update to
the IT Strategic Plan that was reviewed with the City’s executives and revised as needed.
IT Strategic Plan, City of Fresno, CA
Mike served as a lead consultant in the development of an IT Strategic Plan for the City of Fresno, one of the largest
cities in the state, following the City’s emergence from a financial crisis. In the course of developing the IT Strategic
Plan, SDI’s team worked closely with the City’s Council Members, the Mayor, other executives, department heads, and
key user stakeholders to develop a comprehensive assessment of the City’s business opportunities, needs, and
priorities, as well as the effectiveness of the City’s business and operational applications, the working relationships between the City’s IT Department and departmental IT operations, the alignment of the delivery of IT services with the
City’s priorities, findings, and actional recommendations, and over 100 strategic projects. SDI then facilitated an
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interactive workshop for the City’s executives and department heads to prioritize the projects and then developed the
IT Strategic Plan.
IT Strategic Plan, City of Napa, CA
Mike served as a lead consultant in the development of an IT Strategic Plan for the City of Napa. The development of
the IT Strategic Plan involved a detailed assessment of the City’s IT Department including staffing, organization, and
leadership, interviews with key user stakeholders regarding the obstacles and challenges they were facing, assessment
of the effectiveness of key business applications, the alignment of the delivery of IT services with the City’s needs and
priorities, findings and recommendations, and strategic projects. Given the number of strategic projects that were
identified, SDI facilitated two group planning and prioritization workshops for the City’s key stakeholders that provided
the basis for the completion of the IT Strategic Plan.
IT Assessment, City of Ventura, CA
Mike served as a lead consultant in the development of an assessment of the City’s use of information technology including the processes for the governance of information technology and the management and delivery of information
technology services. The engagement included working closely with the City’s executive team as conducting interviews
with key stakeholders in the user community, the City’s IT team, assessment of the City’s conformance to IT best
practices, and the alignment of the delivery of IT services with the City’s business needs and priorities. The assessment
also considered the staffing, organization, and leadership of the IT Department as well as potential opportunities to
source information technology services. The engagement included the development of an action plan for the County
that was reviewed with the management team and with the City Council.
Business Information Technology Assessment, Lane County, Oregon
Mike served as a lead consultant in the development of an assessment of the County’s use of information technology
including the processes for the governance of information technology and the management and delivery of information
technology services. The engagement also included a review of the County’s methodology for charging back the direct
and indirect costs for IT services to user departments as well as the administration of the chargeback program. The
engagement included working closely with the County Administrator and the Chief Information Officer as well as
conducting interviews with key stakeholders in the user community, assessment of the City’s conformance to IT Best
Practices, and the development of a gap analysis. The engagement included the development of an action plan for the
County that was reviewed with its management team.
IT Strategic Plan, City of El Segundo, CA
Mike served as the lead consultant in the development of an IT Strategic Plan for the City of El Segundo. The
development of the IT Strategic Plan included a detailed assessment of the City’s Information Technology Division
including staffing, organization, and leadership, interviews with key user stakeholders regarding the obstacles and
challenges they were facing, assessment of the effectiveness of key business applications, the alignment of the delivery
of IT services with the City’s needs and priorities, findings and recommendations, and strategic projects. SDI facilitated
a group planning and prioritization workshop for the City’s key stakeholders that provided the basis for the completion
of the IT Strategic Plan.
IT / GIS Master Plan, City of Visalia
Mike served as a lead consultant for in the development of an information technology strategic plan for the City of
Visalia, CA, that included working closely with the City Manager’s office, conducting extensive interviews with key stakeholders in the user community, assessment of the City’s conformance to IT Best Practices, and the development of
a gap analysis. Mike co-facilitated a workshop for the City’s senior management team to prioritize the IT and GIS
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projects identified through the user interviews and to schedule them over time and facilitated a workshop for the initial
meeting of the City’s IT Governance Steering Committee.
ERP System Procurement, City of Sunnyvale, CA
For the City of Sunnyvale, CA, Mike served as a lead consultant in the development of an RFP for the replacement of the
City’s financial with an ERP solution. His role on the project included working with the City’s management team and key
stakeholders to develop the user requirements for financial processing, budgeting (including the alignment of the
budget with performance management goals), HR, and purchasing, and in the development of the technical
requirements for the solution and the statement of work.
IT Strategic Plan, City of Redwood City
Mike served as a lead consultant in the development of a strategic plan for the City of Redwood City, CA, that included
working closely with the City Manager’s office, conducting extensive interviews with key stakeholders in the user
community, assessment of the City’s conformance to IT Best Practices, and the development of a gap analysis. The project included conducting detailed interviews with key City stakeholders including the Assistant City Manager and
Department Heads regarding their use of information technology, obstacles they were experiencing in the use of IT, and
their future needs. The team developed a list of projects (including the estimated cost, level of effort, risk, and business
value for each project) and recommendations for the City that were prioritized by the stakeholders in a workshop
facilitated by Mike and another NexLevel consultant which provided the basis for the strategic plan.
IT Master Plan, City of Belmont, CA
Mike served as a lead consultant in a project to fast-track the development of an information technology strategic plan
for the City of Belmont to provide the basis for the development of the City’s information technology budget. The
project included conducting detailed interviews with key City stakeholders including the City Manager and Department
Heads regarding their use of information technology, obstacles they were experiencing, and future needs. The team
developed a list of projects (including the estimated cost, level of effort, risk, and business value for each project) and
recommendations for the City that were prioritized by the stakeholders, and which provided the basis for the strategic
plan.
IT Strategic Plan Update, City of Stockton, CA
Mike served as a lead consultant for a project to update the City’s strategic plan that included an assessment of the
status of the recommendations resulting from the prior plan, interviews with key stakeholders in the City Manager’s
office and City Departments to identify IT priorities and challenges, and a project planning and prioritization workshop
for key City stakeholders to confirm the City’s directions and priorities. The resulting update will be presented to the
City’s IT Governance Committee and will guide the City during the difficult transition period following its bankruptcy.
IT Roadmap, City of San Rafael, CA
Mike served as the lead consultant in the development of an IT Roadmap that included an assessment of the City’s
current information technology environment and current projects that was developed through a series of interviews
with City Departments and offices. Mike facilitated a series of project planning and prioritization workshops for key City
stakeholders and participated in a presentation of the proposed IT Roadmap to the City Council. The IT Roadmap was
adopted by the City for the purpose of guiding the City’s IT plans for the next eighteen to twenty-four months after
adoption.
IT Assessment, City of Glendale, CA
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Mike served as a lead consultant in the development of a detailed assessment of the City’s current technology
environment including the development of specific, actionable recommendations to remediate service delivery and
technology issues and facilitated a prioritization workshop for the City IT organization to integrate the
recommendations into a comprehensive plan for the City.
IT Assessment, City of Ontario, CA
Mike served as the lead consultant in the development of a detailed assessment of the City’s current technology
environment including the development of specific, actionable recommendations to improve IT staffing, organization,
and service delivery through the further adoption of IT best practices.
IT Organizational Assessment, City of San Bernardino, CA
Mike served as a lead consultant in the development of detailed assessment of the City’s IT organization with the
objective of identifying specific, actionable recommendations to improve service delivery through the re-organization of
the IT division and the further adoption of best practices.
IT Support Services Evaluation, City of Fairfield, CA
Mr. Stein performed an evaluation of the level and quality of the information technology support services being
provided for the Fairfield Police Department. Working with City Management, the Police Chief key stakeholders in the
Police Department, and the City’s IT organization, he prepared an action plan to improve the quality and timeliness of
the service being provided in support of public safety and identified organizational changes to improve technology
governance.
IT Strategic Plan, City of Huntington Beach, CA
Mike served as a lead consultant in the development of an Information Technology Strategic Plan including the
development of a detailed assessment of the City’s current information technology environment, challenges, and
priorities. Mike was then subsequently responsible for drafting the completed IT Strategic Plan.
SPECIAL DISTRICTS AND AGENCIES
IT Strategic Plan, Fresno Irrigation District, Fresno, CA
For the Fresno Irrigation District, Mike served as a lead consultant in the development of an IT Strategic Plan that
included working closely with the District’s management team and conducting interviews with key user stakeholders to
identify issues, challenges, and opportunities as well as to assess the alignment of the delivery of IT services by the
District’s external service provider with the user’s needs and expectations as well as increased public expectations for
access to District information and services. SDI developed findings and actional recommendations as well as strategic
projects which were then reviewed and prioritized by the District’s executives, and which provided the foundation for
the resulting IT Strategic Plan. Due to the restrictions imposed by the COVID pandemic, the prioritization workshop was
conducted virtually.
Feasibility Study, San Bernardino County Fire Protection District, San Bernardino, CA
Mike served as the project manager and lead consultant in the development of a Feasibility Study regarding the
establishment of a dedicated Secondary Public Safety Answering Point (SPSAP) for the San Bernardino County Fire
Department (SBCFD). The feasibility study included an assessment of SBCFPD’s relationship with the Countywide SPSAP
(CONFIRE) that is overseen by a JPA, the alignment of the services provided by CONFIRE with SBCFPD’s needs and
priorities, and best practices for the operation of a SPSAP, and a cost/benefit analysis. In the course of the feasibility
study SDI’s team conducted site visits with dispatch centers being operated by the County of Los Angeles, the City of
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Ontario, the County of Ventura, and the County of Orange. SDI’s team then worked with SBCFPD’s executive team to
review the recommendations, complete the feasibility study, and to establish an action plan for the department.
IT Strategic Plan, Cosumnes Services District, Elk Grove, CA
Mike served as a lead consultant in the development of an IT Strategic Plan for the Consumnes Services District (Fire
and Recreation) serving the cities of Elk Grove and Galt. The development of the IT Strategic Plan included conducting
extensive interviews with key stakeholders in the user community, the District’s General Manager, and with the
District’s IT team to develop an assessment of opportunities to improve CSD’s business processes, an assessment of the
effectiveness of the district’s business and operational applications, an assessment of the alignment of the delivery of IT
Services with CSD’s needs and priorities, findings and actionable recommendations, and strategic projects. SDI’s team
then worked with CSD’s executive team in an interactive meeting to review and prioritize the projects and to develop
the resulting IT Strategic Plan and to establish a process for continuing IT Governance.
IT Strategic Plan, Union Sanitary District, Union, CA Mike served as a lead consultant in the development of an IT Strategic Plan for the Union Sanitary District (USD). The
development of the IT Strategic Plan included conducting extensive interviews with key stakeholders in the user
community and with the District’s IT team to develop an assessment of opportunities to improve USD’s business
processes, an assessment of the effectiveness of the District’s business and operational applications, an assessment of
the alignment of the delivery of IT Services with USD’s needs and priorities, findings and actionable recommendations,
and strategic projects. SDI’s team then worked with USD’s executive team in an interactive meeting to review and
prioritize the projects and to develop the resulting IT Strategic Plan and to establish a process for continuing IT
Governance.
IT Strategic Plan, Santa Clara County Housing Authority, San Jose, CA
Mike served as a lead consultant for in the development of an IT Strategic Plan the Santa Clara County Housing
Authority, CA (SCCHA), that included conducting extensive interviews with the agency’s executive team, key
stakeholders in the user community, and with SCCHA’s IT team to develop an assessment of opportunities to improve
the agency’s business processes, an assessment of SCCHA’s core business applications for finance and housing, an
assessment of the alignment of the delivery of IT Services with the agency’s needs and priorities, findings and actionable
recommendations (including recommendations for changes in the organization, staffing, and leadership) of the IT
Department), and strategic projects. SDI’s team then worked with SCCHA’s executive team in an interactive meeting to
review and prioritize the projects and to develop the resulting IT Strategic Plan and to establish a process for continuing
IT Governance.
Business Technology Report, Metropolitan Transportation Commission, Oakland, CA
For the Technology Services Department of the Metropolitan Transportation Commission (MTC), Mike served as a lead
consultant in the development of a report to provide the Technology Services Department with a roadmap to enable it
to continue to effectively support MTC’s business objectives and priorities in the future. The Business Technology
Report included a review of MTC’s current information technology environment, the challenges and opportunities
facing MTC’s user community, information technology trends, and a roadmap to enable the Technology Services
Department to more effectively align the delivery of IT services with user and public expectations.
Acquisition and Implementation of an Enterprise Resource Planning (ERP) System, San Joaquin Council of Governments, Stockton, CA
Mike served as a lead consultant in the development of an RFP for the acquisition and implementation of a new
Enterprise Resource Planning (ERP) system for the San Joaquin Council of Governments (SJCOG), a regional
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transportation planning agency. This project included a series of detailed interviews with key stakeholders to identify
requirements and opportunities to improve existing business processes, the review and refinement of the
requirements, and the development of the RFP. SDI’s team then assisted the Agency in the review and evaluation of
proposals, vendor demonstrations, and selection.
IT Strategic Plan, Monterey County Regional Water Pollution Control Agency (now Monterey OneWater), Monterey,
CA
Mike served as a lead consultant in the development of an IT Strategic Plan for the Monterey Water Pollution Control
Agency. This engagement involved the development of a detailed assessment of the District’s current technology
environment including interviews with key stakeholders and the IT staff, findings and actionable recommendations, the
identification of strategic projects, the facilitation of a project planning and prioritization workshop, and the
development and review of the resulting IT strategic plan.
IT Strategic Plan, North Tahoe Public Utility District, North Lake Tahoe, CA Mike served as a lead consultant in the development of an IT Strategic Plan for the District that involved the
development of a detailed assessment of the current technology environment including interviews with key
stakeholders and the IT staff, the facilitation of project planning and prioritization workshops, and the development and
review of the resulting IT strategic plan.
IT Strategic Plan, Zone 7 Water Agency, Livermore, CA
Mike served as a lead consultant in the development of an IT Strategic Plan for the agency that involved the
development of a detailed assessment of the current technology environment including interviews with key
stakeholders and the Agency’s IT services provider, the facilitation of project planning and prioritization workshops, and
the development and review of the resulting IT strategic plan.
IT Services Procurement, Zone 7 Water Agency, Livermore, CA
For the Zone 7 Water Agency, Mike participated in the development of a RFP for the procurement of IT sourcing
services including the definition of user and technical requirements, expected service levels, and the statement of work.
SDI’s team also worked with the Agency’s purchasing staff to identify firms that should be notified of the bid, to conduct
the bidder’s conference and to respond to questions submitted by prospective bidders.
IT Strategic Plan, Irvine Ranch Water District, Irvine, CA
Mike served as a lead consultant in the development of an IT Strategic Plan for the District that involved the
development of a detailed assessment of the current information technology environment including interviews with the
District’s executives, key stakeholders and the IT staff. The plan included the development of detailed findings and
actionable recommendations as well as strategic projects. SDI then facilitated a project planning and prioritization
workshop to review and prioritize the proposed projects, and the developed the resulting IT Strategic Plan which was
then reviewed with the District.
IT Strategic Plan, Central Contra Costa Sanitary District, Concord, CA
Mike served as a lead consultant in the development of an IT Strategic Plan. This engagement involved the
development of a detailed assessment of the current technology environment including interviews with key
stakeholders and the IT staff, the facilitation of project planning and prioritization workshops, and the development and review of the resulting IT strategic plan.
IT Strategic Plan, Delta Diablo, Antioch, CA
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For Delta Diablo (formerly the Delta Diablo Sanitary District, Mike served as a lead consultant in the development of an
IT Strategic Plan. This engagement involved the development of a detailed assessment of the current technology
environment including interviews with key stakeholders and the IT staff, the facilitation of project planning and
prioritization workshops, and the development and review of the resulting IT strategic plan.
IT Strategic Plan, South Tahoe Public Utility District, South Lake Tahoe, CA
Mike served as a lead consultant in the development of an IT Strategic Plan. This engagement involved the
development of a detailed assessment of the current technology environment including interviews with key
stakeholders and the IT staff, the facilitation of project planning and prioritization workshops, and the development and
review of the resulting IT strategic plan.
Assessment of IT Infrastructure and Service Delivery, Port of Los Angeles, CA
For the Port of Los Angeles (POLA), Mike served as a lead consultant in the development of a detailed assessment of the
Port’s current technology infrastructure and service delivery practices. Working with POLA management and members
of the team, Mike developed a detailed assessment of the Port’s compliance with information technology best practices and developed detailed recommendations and an action plan for the improvement of the Port’s IT service delivery
capabilities.
PRIOR ENGAGEMENTS
Prior to joining SDI, Mike was responsible for a wide range of engagements in the public sector, principally for the
criminal justice community including:
Business Process Re-Engineering Workshops
Mike served as the engagement manager and lead facilitator for a comprehensive review of all business processes for
the Maricopa County Superior Court and the Arizona Administrative Office of the Courts (AOC). Working with Superior
Court and AOC stakeholders, Mike developed the project methodology, and then facilitated a series of workshops in
which the participants reviewed current business processes for Civil, Criminal, Juvenile, and Probation cases, worked
with the participants to identify and evaluate potential business process improvements, and to develop a “to be”
process model for the Court. This model provided the basis for an evaluation of the ability of the State’s case
management system to meet the specific needs of a high-volume, general jurisdiction court.
Mike also conducted similar workshops for the Superior Courts of California in the counties of Tulare; San Bernardino;
and Orange, as well as the Clark County, Nevada, Justice Courts and Metro Police.
Records Management System Post-Implementation Assessment, City of San Jose, CA
Mr. Stein served as the lead consultant in a post-implementation assessment of the SJPD’s Records Management
System (RMS) to provide an independent and objective assessment of its ability to support the Department’s
requirements, identify lessons learned in the implementation, prepare a risk analysis, and an RFP for a replacement
system. In the course of this project, he worked closely with all units of the SJPD including Patrol, Investigation,
Training, Personnel, and Records Management to validate and refine functional requirements, and to identify issues
that had prevented units from using the existing RMS. As a result of this work, the Department was subsequently able
to procure and successfully implement a new RMS.
Web-based Case Management System, Sustain Technologies, Los Angeles, CA For one of the largest COTS case management system providers in the nation, Mr. Stein worked with the executive
team, system architects, and developers in revamping the business processes for the development and support of a
new web-based, framework, case management system. In addition to revamping product release schedules, Mr. Stein
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worked with the development team to ensure that the new system was compliant with national and leading state
standards for case management and financial processing, compliant with national standards for information exchange
(NIEM and GJXDM), and that implementation processes were compliant with PMBOK requirements. Mr. Stein also
worked closely with initial users of the new product to identify software defects and to track their status from reporting
through the incorporation of the fix in a new release.
Public Portal Requirements, Sustain Technologies, Los Angeles, CA
Mr. Stein also worked with Sustain to develop the requirements for a public portal to the case management system that
supported the electronic filing of documents, the routing of documents and other information to parties who subscribe
for electronic notification, the payment of fines and fees, and ad-hoc queries for case information. The public portal
replicates much of the functionality provided by the CMS but is designed to operate outside the firewall and contains no
information that is confidential or that would not be ordinarily available to members of the Bar and the public.
Victim Notification System, Criminal Justice Information Center (ACJIC), State of Alabama
Mr. Stein served as Project Consultant in a comprehensive review of the governance structure, functionality, technology, and supporting IT resources related to the implementation of the State’s Victim Notification System. The
resulting Technical Assistance Report provided a wide range of findings and recommendations regarding the initial
implementation of the system and the State’s long-term objectives. The completed report commended Mike for “….his
exceptional work throughout this engagement. This TA engagement would not have been possible without his diligent
participation.”
National Information Exchange Model (NIEM)
Mike served as a member of joint task force assembled under the auspices of the US Departments of Justice and
Homeland Security to develop the Concept of Operations (ConOps) for the development and governance of a broad
standard for the consistent and effective exchange of information between Federal agencies and State and local
governments.
Criminal Justice Agencies, County of San Luis Obispo, CA
Mr. Stein facilitated a series of workshops to assist them in the identification of criminal justice workflows and
information exchange points between the agencies. Multiple exchange points were identified and documented for each
event in the criminal justice processes including the agencies participating in the exchange, the conditions that
governed the exchange, the recipient(s) of the information, the information sources, and the specific fields involved in
the exchange. This analysis provided the foundation for the development of requirements for an integrated justice
system to preserve the automated links between the agencies as they move from a shared, legacy information system
to separate systems that will be linked through a middleware solution.
Bureau of Criminal Identification & Investigation (BCI), Office of the Attorney General, State of Ohio
Mr. Stein served as the lead analyst and engagement manager for an assessment of the readiness of designated Court
Clerks and their case management system (CMS) vendors to participate in the State’s automated reporting program for
dispositions in criminal cases. The objectives of the project included an assessment of the present automated reporting
program to identify critical success factors that effected the ability of Court Clerks to participate and the accuracy of the
information provided to BCI, the development of a strategy for the phased expansion of automated disposition
reporting to the remaining Clerks in the State, and the identification of the possible increase in number of dispositions
reported electronically that could be obtained in subsequent phases of the program. In the course of this project, a survey was conducted of sixty-seven (67) Common Pleas and Municipal courts that were not then participating in the
automated disposition reporting program but whose participation could provide a significant increase in the number of
dispositions reported electronically.
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The Superior Court of California, County of Orange, Orange, CA
For one of the largest general jurisdiction courts in the state of California, Mr. Stein served as the project manager of a
multi-year, multi-phase systems integration effort to implement an integrated court management system for the
processing of Family Law, Juvenile, Civil, and Probate/Mental Health cases utilizing the Banner Courts product from SCT
Government Systems for Unisys Corp. The implementation of case management for Family Law included the
development of an integrated imaging capability based on Plexus products. The engagement also included the
replacement or renovation of the court’s information systems architecture and integration of the new Probate case
management system with the Court’s FileNET-based Probate Imaging System.
Justice Information Systems (JIS) Policy Board, Palm Beach County, Florida
Mr. Stein served as the lead consultant on a technical assistance engagement to assist the Court and its criminal justice
partners in resolving issues related to the governance of their information sharing efforts and the remaining phases of
the implementation of a new Court case management system that would be used by all of the agencies. The scope of
this engagement included several focus group meetings with all of the participants, individual meetings, and the preparation and presentation of a report providing findings and recommendations for the JIS Policy Board.
Franklin County, Ohio, Court of Common Pleas and the Clerk of the Court
Mr. Stein lead a consulting engagement to review their implementation of the ACS Justice Information Systems (JIS)
product with the objectives of reviewing the project plan and approach to project governance, the systems and
applications architectures, establishing the estimated cost to complete the implementation of the system, refining the
estimates for the recurring costs for a period of five years following implementation, and providing information
regarding best practices in document and content management. The engagement culminated into a presentation of the
findings and recommendations to the Franklin County Board of Commissioners in a public hearing.
EDUCATION
John Jay College of Criminal Justice, CUNY
• Master of Public Administration
Marietta College
• Bachelor of Arts
SKILLS
SKILLS
Mr. Stein holds various certifications including Information Technology Strategic Planning and Project Management
from Touche-Ross & Co., and Total Quality Management from the County of Los Angeles.
Page 12
MICHAEL C. STEIN
EXPERIENCE SUMMARY
IT Manager, licensed, degreed electrical engineer, specializing in IT management,
business solutions. Unsurpassed creativity, team organizational and troubleshooting
skills. Creative with cost savings. Superb adaptive skills and breadth of experience.
Superior flexibility in working within existing business structures. Excellent project
manager, highly focused and results oriented.
ACCOMPLISHMENTS
• Completed Amazon AWS Practitioner training, June 2021.
• Bestowed Life Member by MISAC, Municipal IS Association of California (misac.org),
May 2020.
• Widely regarded throughout the industry in all levels of IT management, system
troubleshooting, design, installation and administration. Skills range from project
accounting, management, estimating and scheduling to fiber optics, to audio/video
and electrical power distribution, to software development. Especially
knowledgeable in computer systems integration and maintenance issues.
• Consulted to other agencies on IT management, best practices.
• Widely published - magazine articles on IT management, SCADA network
integration, Internet topics, choosing computer consultants.
• Developed corporate policies and standards for networks, naming conventions,
server setups, computer-based control systems (SCADA).
• Developed vendor management systems, change control systems, estimating
standards for industrial and process control systems, risk analysis tools.
• Served on IEEE standards committees for Ethernet and fiber networks,
diagramming techniques, software quality assurance.
• Served in leadership in MISAC (Municipal Information Systems Association of
California) as chapter president and State board of directors, State president.
Established education and partner programs.
• Designed network and support and control systems infrastructure for Petaluma's
Ellis Creek recycling plant, now used elsewhere in the State.
PROFESSIONAL EXPERIENCE
SDI Presence, LLC
(05/2020 – present) Consultant
Worked in Northern California, supporting consulting practice for IT management
assessments, ERP project support,
• Provided assistance to user training workshops in ERP projects.
• Managed SCADA upgrade project.
TIM WILLIAMSEN, PE
Consultant
AREAS OF EXPERTISE
•IT Management
•Business Solutions
•Project Management
•Industrial and Process Control
Systems (SCADA)
•Municipal Finance Systems
•Public Safety Systems
•Cybersecurity
CERTIFICATIONS
•Licensed Electrical Engineer,
State of California
•Novell Certified Netware
Engineer
•Amazon AWS Practitioner
CONNECT
ON LINKEDIN!
PROFESSIONAL EXPERIENCE CONTINUED
• Managed small implementation projects.
• City of Brentwood – assisted in IT Strategic Plan and GIS
• City of Watsonville – managed SCADA upgrade, assisted with smaller efforts.
• Sacramento Regional Sanitation – participated in IT assessment
City of Petaluma
(07/1999 – 04/2020)
IT Manager
• Worked with community leaders; started and managed Technology Advisory Committee (reports to City Council).
• Served on Board of Directors, Petaluma Community Access, local TV and radio effort.
• Developed contract, labor and equipment budgets to facilitate expansion; managed telecommunications (fiber,
VoIP), serving up to 30 offices.
• Published article concerning IT value and investment in Western Cities magazine.
• Set technology policies and standards.
• Organized and marketed successful city-wide electronic waste recycling events.
• Consulted to other agencies on IT management. Affected County-wide public safety dispatch and records and
mobile data system.
• Implemented Finance/ERP system upgrade twice. Developed the enterprise web site with no funding. Developed
IT service revenue streams.
UCSF Medical Center / UCSF Stanford Health Care
(12/1995 – 12/1998)
Information Technology (Part Time)
• Consulted for network and server support staff - provided guidelines, training for mainframe system administrators.
• Maintained continuity throughout corporate merger phases. Provided network administration support.
• Effected implementation of telephony-based call center, numerous intranet-based web facilities.
Alden - James Group, Inc
(07/1985 – 1999)
Co-Owner, General Manager
• Clients included large banks, insurance companies, software development, and small law firms, large medical,
manufacturing, laboratory testing, winery-related, and service firms.
• Delivered cost saving solutions. Responsible for technical, as well as project management-related issues for
projects of varying scopes.
• Responsible for all financial, personnel and overall management.
Bechtel Group of Companies
(04/1978 – 10/1985)
Senior Engineer
• Responsible to U.S. Department of Energy for development of pilot plant project.
• Supervised subcontractor- prepared software and documentation. Prepared proposals for business development.
• Developed test requirements, expansion criteria, and recommended productivity software packages.
• International Airports Projects - Responsible for development of control system network that included remote
microcomputers and DEC VAX. Developed refinery control system implementation plan to reduce cost 20% by
from original budget.
Page 2
TIM WILLIAMSEN
PROFESSIONAL EXPERIENCE CONTINUED
• Designed computerized airport lighting systems. Refinery Division - Implemented first ever computer control
system for major oil company.
• Supervised design of computer controls for several refinery expansions. Designed first ever computerized safety
systems for Mid-East refinery and pipelines.
EDUCATION
Washington State University
• Bachelor of Science in Electrical Engineering with Honors
Santa Rosa Junior College
• Management Certificate
Accreditations
• Amazon AWS Practitioner
• Registered and Licensed Professional Electrical Engineer, California (#E-10075)
• California - Licensed Electrical Contractor (#C-10 486456 and 561381)
• Novell Certified Netware Engineer (CNE)
• Institute of Electrical and Electronic Engineers (IEEE)
SKILLS
SKILLS
Hardware
PC-type network servers.; VAX series, PDP-11 series, Proprietary control systems - Westinghouse, Foxboro, Johnson
Controls and Honeywell. Audio/visual systems. Security hardware.
Operating Systems
Microsoft Windows (all), Unix, VAX/VMS.
Application Software
PC-based application suites - MS Office thru 365. Deep familiarity with numerous other application packages, including
municipal finance, utility billing, and accounting systems. Public safety systems including Hexagon. Control system/
SCADA software. Security access controls and video software. Workorder and asset management systems. Helpdesk
software.
Page 3
TIM WILLIAMSEN
Craig Miller Microsoft and Infrastructure Consulting Group Partner Keep IT Simple (KIS)
Craig joined KIS in December of 1999 and has 25+ years of designing, developing, deploying, supporting and maintaining multiple levels of IT solutions and products in a very broad base of client sizes and types. Craig has extensive knowledge of Microsoft technologies and platforms such as Exchange Server, System Center Server solutions, SQL Server solutions as well as
Infrastructure and Security solutions. Prior to joining KIS Craig worked as the Network Manager for IKON Office Solutions where he was responsible for Supporting and maintaining the N. California NOC and clients who were under support for IT services. This position was also responsible for overseeing the various changes to the IT strategy of IKON and ensuring project and implementation goals were met.
Prior to IKON, Craig was employed at the Shorenstein Company where he held the position of Systems Integration Manager and Network manager. During his time at Shorenstein, Craig performed physical layer upgrades to the network infrastructure, LAN/WAN upgrades and optimization projects for all sites, OS migrations from Netware to Microsoft based solutions,
upgrades and migrations of messaging solutions, performed testbed and pilots of many application and security solutions for all layers of the network infrastructure as well as DR/BC projects. Prior to Shorenstein, Craig did a short project for Pacific Bell for Entex that included a desktop
solution upgrade and optimization project for approximately 50000 users and systems. This included Cross-Platform systems such as MAC and Intel based systems. Craig worked with the training center to develop the desktop manual for the new Standard Desktop solution on the Apple/MAC platforms.
Prior to Entex, Craig was the IT support manager for various organizations of the U.S. Army where he employed skills to provide support for IT and project based support for new and upcoming solutions for Military applications. Over the years, Craig has performed work at various levels (engineering, consulting, support) for
organizations and companies such as Santa Clara University, California Department of Motor Vehicles, Golden Gate University, California Department of Developmental Services, Thomas Kinkade, SaveMart Corporation, City of Belmont, BD Biosciences, Bay Area Rapid Transit, Peterson Holding, and Alameda County to name a few.
Craig’s main responsibilities at KIS include providing consulting, engineering, and ongoing support for KIS clients that involve or include Microsoft, Infrastructure, Security, and Citrix solutions. Craig has approximately 7 engineers in his Consulting group focused directly on the solutions supported by Keep IT Simple.
Craig is a Microsoft Certified Systems Administrator with Security (2003), PMG NetAnalyst (Cross-Platform), iSCSI Certified Engineer (Equallogic), Fiber-Channel Certified Engineer
(Xiotech), Certified Cable systems Installer (Krone, Leviton), Cable Systems Designer (Siemon),
CCNA (Cisco), SANS GIAC PCI/DSS Auditing, Networld +Interop Alumni and completed multiple vendor and device support training on all supported solutions of this Consulting group
Proposal to the South Tahoe Public Utility District for an
Information Technology Strategic Plan Update
Page 27
Appendix B – Signed Addendum No. 1
Following this cover page is the fully executed Addendum No. 1 to the District’s RFP2022-IT-01.
1
ADDENDUM NO. 1
TO
Information Technology Strategic Plan Refresh
(Solicitation No. 2022-IT-01)
South Tahoe Public Utility District
South Lake Tahoe, California
THE FOLLOWING CHANGES ARE TO BE MADE TO THE REQUEST FOR PROPOSALS: 1. II. SCOPE OF SERVICE (page 6): REPLACE: “SCOPE OF SERVICE” bullet points WITH:
• Conduct a thorough analysis and provide recommendations on the District’s current technology operations and environment, including services, infrastructure, staffing,
applications, security, funding, workflow processes and business systems.
• Conduct an assessment of the District’s current IT Governance structure to ensure that
it best supports the District’s technology needs through the most appropriate service provision agreements, policies, resource availability and reporting relationships.
• Identify the key internal and external factors; strengths, weaknesses, opportunities and threats (SWOT analysis).
• Identify existing and available outsourcing relationships and opportunities.
• Conduct an internal and external penetration test. A summary of the results of the
penetration test will be provided in a separate document.
• Evaluate and identify additional means and approaches to accommodate current and emerging technology requirements, major trends and upgrades facing the District.
• Assess internal customer needs by meeting with all levels of management and other key technology stakeholders. Produce a stakeholder survey results document.
• Identify workflow processes to ensure efficient service management and delivery to business units and the public.
• Evaluate and identify IT processes or staffing deficiencies based on a global view of the projects identified both in the updated IT Strategic Plan and the District’s ten-year Capital Improvement Plan. Provide an analysis on the expected additional workload
and three cost based solutions (Low/Medium/High costs) to address any identified or projected deficiencies along with a pros and cons list for each of the proposals and a recommendation on the proposal the District should consider.
• Include a separate timeline, cost proposal and any other information to assist the District in the evaluation of the project scope and budget to update the District’s IT Contingency Plan for Incident Response, Disaster Recovery, Business Continuity and Risk Management. Keep this project response to two pages. 2. III. DELIVERABLES (page 7):
• DELETE: “6. IT focused Disaster Recovery Plan”.
2
3.III. DELIVERABLES (page 7) last sentence of this section:
•REPLACE: “This project should be completed within 90 days of contract award.”WITH: “This project should be completed within 6 months of contract award.”
4.VII. REQUIREMENTS OF PROPOSAL, section 3. Approach, Scope, and Timelines(Page 8):
•ADD:
“Proposed approach should include the estimated number of hours per positionallocated on the contractor’s staff as well as the estimated number of hours per position the District should expect to allocate to the project.”
5.X. Proposal Timeline (Page 9):
•REPLACE: “This project should be completed within 90 days of contract award.”
WITH: “This project should be completed within 6 months of contract award.”
This Addendum No. 1, consisting of 2 page(s) shall become part of the Contract and all provisions of the Contract shall apply therein.
SOUTH TAHOE PUBLIC UTILITY DISTRICT March 1, 2022
Heidi Baugh, Purchasing Agent
Ph. (530) 543-6270
SUBMIT A SIGNED COPY OF THIS ADDENDUM WITH YOUR BID.
Signature Signer must be legally authorized to bind bidder
Printed Name Firm
Sharee L. Wolff, CFO SDI Presence LLC