Shpigler Group proposal 3.21.22 - Response
March 21, 2022
South Tahoe Public Utility District
Information Technology Department
Chris Skelly, Project Manager,
Information Technology Manager
1275 Meadow Crest Drive
South Lake Tahoe, CA 96150
Re: Request for Proposals – Information Technology Strategic Plan Refresh
Dear Chris:
On behalf of The Shpigler Group, I want to thank you for the opportunity to present this
proposal in response to the Request for Proposals to assist with the development of a 5-Year
Information Technology Strategic Plan. The Shpigler Group has worked with a wide variety of
utilities on technology strategy issues, and we welcome the opportunity to support you and
your organization going forward.
The Shpigler Group has a great deal of experience in the area of utility planning and operations,
including a great deal of work in system improvement planning, new technology application,
and system analysis. Furthermore, The Shpigler Group has extensive experience in advanced
technology infrastructure and working with utilities to develop optimal implementation
strategies. In fact, we have worked with over 250 utilities over the past twenty years.
As such, our collective experience will be utilized in developing an appropriate strategic and
operational plan for your use. Per the direction of the RFP, we have divided our proposal into
three sections:
• Qualifications
• Approach, Scope, and Timelines
• Addendum
We look forward to working closely with you on this critical set of tasks – tasks that will position
South Tahoe Public Utility District for both near and long-term success.
South Tahoe Public Utility District
March 21, 2022
Page 2 of 20
Very truly yours,
THE SHPIGLER GROUP
By:
David Shpigler
President
Its duly authorized officer
South Tahoe Public Utility District
March 21, 2022
Page 3 of 20
QUALIFICATIONS
The Shpigler Group supports the utility industry through the delivery of strategic management
consulting services. We support our clients in identifying opportunities to create value in a
constantly changing world. Some examples of the types of engagements we work on include:
• Developing strategic assessments for clients considering how to modify their operations
in a new smart water world
• Conducting cost of service studies and rate analyses
• Implementing go-to-market strategies for new customer programs
• Performing audits and benchmark studies to support performance enhancement
• Developing comprehensive and fact-based business plans
• Developing complete network designs for a variety of technology approaches and
performing economic, operational, and technical analysis of chosen models
• Calculating economic development and environmental opportunities through the
development of smart systems
• Preparing applications for federal and state grant programs
• Developing strategic and operating financial models
• Developing detailed operating plans and supporting project management efforts
As specialists working with utilities to develop strategies and business plans, we plan to leverage
our experience from past work and analysis to support South Tahoe’s needs during the course of
this project. A sample of some of our recent project work is listed below:
• Conducting detailed analysis of RFP responses for advanced metering system. Evaluated
technology options associated with metering devices, distribution automation systems,
and communications channels. Developed financial model to evaluate economic factors
in addition to technical considerations.
• Developing technology roadmap for electric utility. Conducted gap analysis of existing
technical systems and identified opportunities to develop optimal IT/OT system for the
future needs of the utility. Conducted operational analysis to identify areas of strengths
and weaknesses within data mapping and operational workflows. Developed
information services technology roadmap.
• Conducting benchmarking study on behalf of utility seeking to identify areas of
strengths and weaknesses within technology operations. Gathered internal and
secondary data and developed model to measure sources of operational differentiation.
Identified industry best practices and developed plan for utility to achieve increased
levels of operational efficiency.
South Tahoe Public Utility District
March 21, 2022
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• Developing assessment of distribution modernization program under development by
local utility. Profiled industry developments in distribution automation, advanced
metering, and customer applications. Highlighted comparison between client’s
activities and industry norms to identify best practices. Developed detailed financial
model to evaluate cost effective areas for system implementation. Highlighted key gap
areas and opportunities for additional value creation.
• Developing assessment of GIS system planning for utility. Worked with utility subject
matter experts to identify gaps in system planning and mapping. Developed long-term
GIS operating plan in conjunction with subject matter experts. Worked with operational
units to resolve conflicts in mapping priorities and adoption of competing system
platforms.
• Developing operational support for AMI and distribution automation for municipal
utility. Engaged in efforts to support requirements phase, including developing system
level architecture, developing program key performance indicators, developing use
cases, system requirements, and developing an operational impacts study. Conducted
series of workshops to ensure success for upcoming procurement phase.
• Conducting assessment of competing SCADA systems for municipal utility. Evaluated
cost proposals of competing SCADA systems and calculated payback of each.
Considered differences in resource requirements and system efficiency to develop plan
that led to reduction in payback from 3.0 years to 1.8 years.
• Developing complete distribution automation business plan for utility. Designed
business model to support initiative that included automatic meter reading and
intelligent distribution applications for three million electric and gas meters. Evaluated
technology platforms and conducted financial modeling test of competing technical
approaches and network designs.
• Serving as PMO on communications projects for large utility involved in advanced
metering and distribution modernization initiative. Developed overarching project plan
for all of communications team’s capital projects. Supported team manager by
overseeing all projects and developing views into industry best practices for each
initiative.
• Developing business plan evaluating impact of increased renewables and other
distributed resources for Mexican regulatory body. Developed dynamic financial model
to calculate the optimal resource mix of blend of solar and wind, coupled with energy
storage and demand response. Delivered full financial forecast of proposed system and
optimal system design.
• Providing benchmark analysis of telecommunications activities for Canadian utility
reporting to provincial energy board. Analyzed overall telecom expenditures, including
Service Level Agreements, Network Operations Center operations, staffing and cost
allocations, and pricing levels. Provided legal opinion for filing of rate case involving all
telecommunications costing implications and provided input on structure of revised SLA.
South Tahoe Public Utility District
March 21, 2022
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• Developing detailed benchmarking analysis for Security Event Management (SEM)
services for utility. Conducted review of SEM requirements and evaluated proposed
approach. Conducted benchmarking study to evaluate SEM service relative to cost and
performance metrics within industry. Provided report to utility management and
regulatory commission on efficacy of proposed approach.
• Delivering comprehensive communications benchmarking study for Canadian utility.
Collected performance metrics from a variety of U.S. and Canadian utilities regarding
the development of fiber, microwave, wireless, and land mobile radio systems in
support of presentation before regulatory body. Interviewed key utility
communications subject matter experts and collected data on operating and capital
expenses matched against performance levels. Used performance and survey data to
compile report profiling industry best-in-class processes and performance levels.
• Developing research for Canadian utility on internal billing practices of communications
groups within utilities. Conducted extensive primary research to identify the policies of
various U.S. utilities. Analyzed policy research with regard to invoicing and cross-
company charges for optical fiber, land mobile radio, optronics equipment, and other
communications elements. Identified key regulatory considerations that impacted
certain operational practices.
• Delivering organizational workshop to guide strategic “visioning” to municipal utility.
Identified use cases appropriate to the community in the field of smart city, smart grid,
and smart water programs. Developed framework for proposed utility of the future.
• Developing grid modernization plan for utility. Conducted assessment of use cases
associated with automating utility programs based on operating characteristics.
Developed migration strategy to identify the optimal path to incorporate elements of
communication network, infrastructure devices, automation programs, optimization
systems, and overall grid modernization. Aligned plans with state regulatory
requirements by developing short-term and long-term operating targets.
• Implementing distribution modernization program on behalf of utility. Developed
requirements for implementation, including development of system level architecture,
key performance indicators, use cases, operational impacts, and migration plan.
Developed technical requirements and transitioned them into a fully formed vendor
Request for Proposals.
• Developing project plan and operating initiatives for complete revamp of utility
communications department. Highlighted key engineering standards and practices
which included updating network maps, providing for dedicated facility management,
timing and synchronization, and Layer 2 and 3 management. Identified key network
management requirements with focus on upgrading provisioning process, trouble
resolution/disaster recovery, Network Management System, and sparing practices.
Outlined issues involving maintenance procedures including power and grounding, air
handler management, and facility surveillance.
South Tahoe Public Utility District
March 21, 2022
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• Developed detailed business case study for Turkish transmission operator. Evaluated
the entire transmission network with particular focus on the portion that has not been
connected to the SCADA system. Developed detailed financial model and identified two
separate options for financing the projects under consideration. Developed project risk
factors and develop a risk avoidance/reduction plan for each factor. Provided project
budget and identified potential funding sources, including the World Bank, the U.S.
Export-Import Bank, and European Union Funds.
• Developing operational efforts for municipal water and electric system to optimize the
value of the existing AMI system. Developed technical elements for deployment
planning, including staffing requirements, system level architecture, key performance
indicators, use cases, technical requirements, operational impacts, and pilot scope.
Supported entire procurement process, including development of RFP and management
of the entire bidding process.
• Developing analysis of automated system to guide development of long-term network
strategy and regulatory approach. Supported implementation of “Smart City” by
analyzing pilot test results to evaluate long-term implementation impacts. Developed
financial model that allowed for the analysis of multi-state smart grid plan. Used
financial model to develop ROI scenarios using bundles of system applications.
• Developing operations manual for metering operations organization. Identified key
metrics and processes in support of transition to automated metering system and
eventual implementation of smart grid network. Developed financial analysis to
develop financial metrics and organizational targets. Detailed key operational and
technical aspects of new metering process for staff members.
• Developing grid modernization roadmap for municipal utility. Prepared high-level plan
for upcoming 5-10 years and evaluated the costs for program implementation.
Evaluated programs and projects that were forecasted to add value to the system
through detailed operational modeling process. Evaluated opportunities to enhance the
utility’s ability to deliver competitive rates, innovative & sustainable energy solutions,
reliable service, and excellent customer care. Conducted assessment of technology and
vendor options suitable for investigation.
The Shpigler Group was founded in 2001, and in the past 20 years we have worked with over
250 utilities of all types. Below is a sampling of some of our utility clients:
• Alabama Power
• Alaska Electric Power & Light
• American Electric Power
• American Electric Service
• Anaheim Public Utilities (CA)
• Arizona Public Service
• Athens Utilities Board (TN)
• Baltimore Gas & Electric
• BARC Electric Cooperative (VA)
South Tahoe Public Utility District
March 21, 2022
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• Bartow County Water Department (GA)
• BC Hydro (Canada)
• Benton County PUD
• Blue Ridge Mountain EMC (GA)
• Borough of Kutztown, PA
• Burbank Water and Power (CA)
• CenterPoint Energy (TX)
• Chubu Electric Power (Japan)
• City of Anderson, SC
• City of Centralia, WA
• City of Columbus, OH
• City of Gillette, WY
• City of Lake Worth, FL
• City of Madison, SD
• City of Manassas, VA
• City of Moreno Valley, CA
• City of Newberry, SC
• City of Rio Rancho, NM
• City of Salem, VA
• City of Tallahassee, FL
• City of Troy, AL
• City of Truth or Consequences, NM
• City of Wadsworth, OH
• City of Wedowee, AL
• Colorado Springs Utilities (CO)
• Cooke County Electric Cooperative (TX)
• Consumers Energy (MI)
• Comisión Reguladora de Energía (Mexico)
• Dawson Public Power (NE)
• Delaware Municipal Electric Corporation
• Douglas Water Authority (AL)
• Duke Energy
• Duquesne Light (PA)
• Florida Power & Light
• Georgia EMC
• Glendale Water & Power (CA)
• Habersham Electric Cooperative (GA)
• Hawaiian Electric
• Heber Light & Power (UT)
• Holyoke Gas & Electric (MA)
• Hydro One (Canada)
• Hydro Québec (Canada)
• Jackson Electric Cooperative (TX)
• Jacksonville Electric Authority (FL)
South Tahoe Public Utility District
March 21, 2022
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• Lee County Electric Cooperative (FL)
• Liberty Utilities (NH)
• National Grid (MA)
• Nebraska Public Power District
• New Horizon Energy (SC)
• Northern Neck Electric Cooperative (VA)
• NOVEC (VA)
• Oklahoma Gas & Electric
• Omaha Public Power (NE)
• Oncor Energy (TX)
• Pacific Gas & Electric (CA)
• Pasadena Water & Power (CA)
• Pennsylvania Power & Light
• Plaquemines Parish (LA)
• Roanoke Electric Cooperative (VA)
• Rochester Public Utilities (MN)
• Roseville Electric (CA)
• Salt River Project (AZ)
• Sempra Energy (CA)
• Silicon Valley Power (CA)
• Southern California Edison
• Southern Company (GA)
• St. Bernard Parish (LA)
• Thief River Falls Utilities (MN)
• Türkiye Elektrik İletim (Turkey)
• Tokyo Electric Power (Japan)
• Toronto Hydro (Canada)
• Tucson Electric Power (AZ)
• TXU Energy (TX)
• United Illuminating (CT)
• Warren Rural Electric Cooperative (KY)
• Xcel Energy (MN, CO)
As specialists in the field of utility technology strategy development, our firm is uniquely
qualified to deliver the capabilities needed by South Tahoe. Below are the members of the
professional team who will be working on this effort, if selected by South Tahoe:
David Shpigler, President
David Shpigler serves as President of The Shpigler Group, a strategy management-consulting
firm focused on the utility sector. David is well known within the utility industry, having
published research studies with such industry associations as EPRI, EEI, UTC, APPA, NRECA, and
NRTC. Over the years, David has led dozens major research efforts on analyzing opportunities in
the smart grid, including: Understanding the Smart Grid: from Definition to Deployment, a study
that laid out various approaches for utilities considering pursuing a smart grid/smart water
South Tahoe Public Utility District
March 21, 2022
Page 9 of 20
strategy, and Smart Grid Economics: Making the Business Case for Smart Network Technology, a
report that drilled into the elements of the business case for utilities evaluating the economic,
technical, and operational considerations of AMI deployment. Prior to his work with The
Shpigler Group, David was associated with a number of high-profile strategy consulting firms,
including Cambridge Strategic Management Group, Dean & Company, and Accenture. David has
a Bachelor’s Degree in Business from the University of the State of New York and an MBA from
the University of Chicago.
Glenn Purcell, Principal
Glenn is a proven, results driven technology leader with well-rounded experience and a focus on
developing and executing the business IT/OT strategy in the best interests of the organization.
His experience includes serving as Vice President of Technology and Services for Habersham
EMC, General Manager for GridServ, Vice President of Information Technology for Old Dominion
Electric Cooperative, Director of Grid Management Solutions for Landis + Gyr, and Vice President
of Greystone Power. Glenn possesses a deep understanding of utility distribution system and
operations, board relations, financial and risk management, internal and external operations,
strategic planning, and AMI technology. He has demonstrated skill working with senior
leadership and a Board of Directors along with a strong commitment to delivering solutions on
time and within budget. He is a credible leader demonstrating a strong executive presence, with
experience building and leading highly talented teams, conveying trust, rapport, and connection
with all stakeholders. Glenn holds an MBA from Webster University and a B.S. in Management
from Southern Wesleyan University.
Sharri Shpigler, Associate
Sharri serves as an Associate of The Shpigler Group. She holds a B.S. in Business Administration
from American University. Sharri specializes in leading project management functions as well as
change management and process improvement experience efforts. Sharri is specifically trained
to work through strategic change and business strategy issues with clients. Sharri has extensive
operational experience in project management and has led a variety of utility projects. Sharri
leads The Shpigler Group’s research and project management efforts.
The following are references you can feel free to contact to learn more about The Shpigler
Group’s services (note – these include California and other references):
Tim Baker
Utility Director
City of Newberry, SC
1330 College Street
Newberry, SC 29108
803-321-1018
tbaker@cityofnewberry.com
South Tahoe Public Utility District
March 21, 2022
Page 10 of 20
Bruce Berger
Executive Director
Maine Water Utilities Association
15 University Drive
Augusta, ME 04330
207-623 9511
bberger@mwua.org
Jim Chiasson
Director of Utilities
City of Rio Rancho, NM
3200 Civic Center Circle NE
Rio Rancho, NM 87144
505-205-0327
jchiasson@rrnm.gov
Steve Chiu
Manager, Utility Information Technology
Alameda Municipal Power (CA)
2000 Grand Street
Alameda, CA 94501
510-748-3921
chiu@alamedamp.com
Fred Fletcher
Assistant General Manager (retired)
Burbank Water and Power (CA)
164 W. Magnolia Blvd.
Burbank, CA 91502
818-321-2688
ffletcher@mac.com
Wayne Johnson
Water Systems Superintendent
Thief River Falls Municipal Utilities
803 Barzen Avenue South
Thief River Falls, MN 56701
218-689-8967
wjohnson@citytrf.net
South Tahoe Public Utility District
March 21, 2022
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Lamont Kiser
Director, Water Department
Bartow County Water Department
50 Nelson Street
Cartersville, GA 30120
770-387-5170
kiserl@bartowga.org
Craig Kuennen
Assistant General Manager
Glendale Water and Power (CA)
141 N. Glendale Ave.
Glendale, CA 91206
818-548-3369
CKuennen@ci.glendale.ca.us
Brad Lawrence
Utilities Director
City of Madison, SD
435 S. Highland Avenue
Madison, SD 57042
605-528-4988
brad.lawrence@cityofmadisonsd.com
South Tahoe Public Utility District
March 21, 2022
Page 12 of 20
APPROACH, SCOPE, AND TIMELINES
We are prepared to support South Tahoe Public Utility District in each of the key activity areas
outlined in our discussion (and others as they arise). We confirm our agreement with all of the
targeted elements and deliverables listed in the RFP by reference and provide the following
proposed scope of work for this assignment, broken into six key areas:
Phase 1 – System Modernization Analysis
To prepare for the development of a forward-looking strategy, The Shpigler Group will evaluate
the potential opportunity given South Tahoe Public Utility District’s unique operating
characteristics. The goal of this effort is twofold:
1. To serve as the foundation to determine the optimal system approach for the future
(including assessing how to best utilize the existing system features)
2. To identify how to best configure the system alongside other potential use cases
The Shpigler Group will initiate the engagement by looking at a number of key elements of
network as it applies to South Tahoe Public Utility District, including:
• Review of the desired goals that would come from the system implementation
• Review of the case for change, driver for change, and overall value proposition
• Review potential automation programs and identify key sources of value proposition
• Identify potential sources of system gaps and opportunities that could support the
program
To support this effort, David Shpigler, President of The Shpigler Group, will facilitate a strategic
“visioning” session with the team to review elements of the strategy and overall market
dynamics.
We firmly believe that at the core of any strategic design should always be a robust financial
analysis of the approaches under consideration. We are strong advocates of developing
financial and operational modeling tools that allow for the complete analysis of the strategies
being evaluated rather than simply operating at the “50,000-foot level” of strategy design. As
such, we will develop a customized model that will allow us to illustrate the characteristics of
the approach being considered. Below is an illustration of some recent work we have delivered
for a client:
South Tahoe Public Utility District
March 21, 2022
Page 13 of 20
Our overall scope of work in this phase will include:
• Gather data to define the business requirements for the implementation of a potential
system deployment for the targeted programs
• Identify forecasted capital expenses
• Evaluate economic values that reflect technical considerations
Grid Modernization Business Model
Prepared for:Prepared by:
Business Case Results ($000)
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
Benefits
Customer 1,357.5$ 2,084.4$ 1,445.7$ 1,451.6$ 1,457.6$ 1,463.6$ 1,469.6$ 1,475.7$ 1,481.8$ 1,487.9$
Distribution 1,077.7$ 3,059.0$ 3,963.3$ 3,964.6$ 3,965.9$ 3,967.2$ 3,968.6$ 3,969.9$ 3,971.3$ 3,972.7$
Generation & Transmission -$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Total Benefits 2,435.1$ 5,143.4$ 5,409.0$ 5,416.2$ 5,423.5$ 5,430.8$ 5,438.2$ 5,445.6$ 5,453.1$ 5,460.5$
OpEx
Customer 541.5$ 541.5$ 541.5$ 541.5$ 541.5$ 541.5$ 541.5$ 541.5$ 541.5$ 541.5$
Distribution 506.3$ 506.3$ 506.3$ 506.3$ 506.3$ 506.3$ 506.3$ 506.3$ 506.3$ 506.3$
Generation & Transmission -$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Total OpEx 1,047.8$ 1,047.8$ 1,047.8$ 1,047.8$ 1,047.8$ 1,047.8$ 1,047.8$ 1,047.8$ 1,047.8$ 1,047.8$
EBITDA 1,387.4$ 4,095.6$ 4,361.2$ 4,368.5$ 4,375.7$ 4,383.1$ 4,390.4$ 4,397.9$ 4,405.3$ 4,412.8$
Depreciation 1,129.3$ 1,565.7$ 1,571.1$ 1,574.9$ 1,580.9$ 1,586.3$ 1,590.3$ 1,596.1$ 1,599.8$ 1,605.5$
Net Income 258.1$ 2,530.0$ 2,790.1$ 2,793.6$ 2,794.9$ 2,796.8$ 2,800.2$ 2,801.8$ 2,805.5$ 2,807.3$
CapEx
Customer 3,930.6$ 324.0$ 3.6$ 3.8$ 3.6$ 3.6$ 3.8$ 3.8$ 3.8$ 3.8$
Distribution 7,362.0$ 4,040.0$ 51.0$ 34.0$ 56.0$ 51.0$ 36.0$ 54.0$ 34.0$ 53.0$
Generation & Transmission -$ -$ -$ -$ -$ -$ -$ -$ -$ -$
Total CapEx 11,292.6$ 4,364.0$ 54.6$ 37.8$ 59.6$ 54.6$ 39.8$ 57.8$ 37.8$ 56.8$
Cash Flow (9,905.2)$ (268.4)$ 4,306.6$ 4,330.7$ 4,316.1$ 4,328.5$ 4,350.7$ 4,340.1$ 4,367.6$ 4,356.0$
Cum Cash Flow (9,905.2)$ (10,173.6)$ (5,866.9)$ (1,536.2)$ 2,779.9$ 7,108.4$ 11,459.1$ 15,799.2$ 20,166.7$ 24,522.8$
NPV 22,171.4$
IRR 34.2%
Peak Funding (10,396.0)$
AMI, $5,168,337
Prepaid Metering, $3,128,199
Electric Operations, $2,849,775
Water Operations, $324,273
Gas Operations, $0
Ten Year Benefits
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Net Income
Total Benefits
Total OpEx
EBITDA
Net Income
$(4,000,000)
$(3,000,000)
$(2,000,000)
$(1,000,000)
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Cash Flow
Cash Flow Cum Cash Flow
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
CapEx
AMI
Prepaid Metering
Electric Operations
Water Operations
Gas Operations
South Tahoe Public Utility District
March 21, 2022
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• Define assumptions for putting together the financial projection
• Apply previous experience, research and industry benchmarks to determine the
financial and operational model that will support the financial analysis
• Identify those programs that promise to add value to South Tahoe Public Utility District’s
system operation
• Identify funding options
• Evaluate the relative economic and operational impacts for South Tahoe Public Utility
District’s network
Phase 2 – System Analysis
Given our experience in the field, The Shpigler Group will provide a review of the existing data
management platforms and incorporate several elements of the review. With this background,
The Shpigler Group will develop a complete system roadmap and deliver a review of the current
system, the system requirements, the optimal system design, and a listing of all of the interface
requirements. Below is a sample illustration of a recent project we developed in this area:
Once we have completed the initial phase of work for this engagement, we will be in a position
to deliver a view of the gap between the system currently in place and the capabilities that will
be required going forward to reach targeted goals. We will carefully break down the “gap” in
capabilities and will deliver a view on both the needs and the solutions. To clearly frame this
issue, we will deliver the following reports to South Tahoe Public Utility District:
ACLARA
TWACS—AMR
Proasys—
Investigative Data
Retrieval
SDEC
MDM—meter data
management for customer
billing
OSI Monarch Futura
Mapping System
SCADA RTU
Capacitor
Bank
Control
(TWACS
CST)
Substation
Control/
Control of
first line
recloser
EXISTINGNEW
ACLARA/
TWACS
Server
TurboVUi
Pocket TurboVui
South Tahoe Public Utility District
March 21, 2022
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• Analysis of Current State – A detailed description of the gaps that exist, the cause of the
gaps, and the potential impact and/or limitations each creates
• Short Term Solution – An analysis of the most cost effective solution as a “patch” that
will utilize existing systems and capabilities by reallocating resources and redesigning
procedures to create a workable scenario in the short term with minimal cost
• Long Term Solution – A detailed description of what a complete system update would
involve – including costs, equipment, capabilities, staffing, network requirements, and
others
Phase 3 – Technology Roadmap
The technology roadmap for South Tahoe Public Utility District needs to not only provide
support for today’s system requirements, but also enable the emerging trends for the future.
The Shpigler Group will develop a technology roadmap that will be supportive of the direction of
the operation of South Tahoe Public Utility District’s vision for the utility of the future. Some of
the key issues that will be addressed include:
• System integration
• Interactivity with stakeholders
• System controls
• High reliability
• Increased system efficiency
• Goals for customer satisfaction and experience
• Existing technology gaps
Furthermore, The Shpigler Group will provide a conceptual diagram for the South Tahoe Public
Utility District’s recommended network architecture, an example of which is shown below:
GIS
MDM
AMI Head
End
Prepay
CIS
Customer
Web
SCADA
Asset
Management
Mobile
Workforce
OMS ERP
Legend
Existing Integration
Needed Integration
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March 21, 2022
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Phase 4 – Operational Analysis
Successful system implementation involves managing interrelated aspects of technology,
business transformation, and customer engagement. The Shpigler Group’s project management
and technical staff have an extensive track record of implementation success in the utility sector
by helping address the inevitable gap between vendor services and utility personnel bandwidth.
The Shpigler Group will work with South Tahoe Public Utility District to identify a comprehensive
list of business transactions, and in the process, enabling us to identify knowledgeable resources
for each process. Below is a list of potential areas we may want to consider as we proceed:
Workflow. Development of diagrams using agreed upon tools, and diagramming
techniques (e.g. workflow diagrams, swim lane diagrams).
Process and Procedures. Reference to specific process and procedural documents in
support of the AS-IS workflow. The workflow diagram may be extended to incorporate
detailed process and procedures if identified as critical to an adequate understanding of
the business workflow.
Forms and Documents. The workflow will incorporate reference to various forms,
documents, and reports utilized as reference, input, output, and update materials. The
method of storage and retrieval will also be documented.
Job Roles and Responsibilities. The workflow will identify staff responsible for each
component of the workflow. The documented position will link to the organizational
structure, staffing, and job roles and responsibilities matrix.
System Configuration. The workflow will reference specific system configuration files and
values which are required for applicable workflow components. The source and type of
configuration file will also be documented.
Information and Data. The major sources of information and the source and use of
primary data will be identified for each workflow component.
Strategy and Objectives. The workflow will refer to specific business and customer-based
strategies and objectives which govern the workflow. An overall list of these governing
strategies and objectives will be identified and documented.
Rules of Service. The workflow will identify specific rules of service developed in support
of regulatory requirements, business strategies, or customer needs. An essential profile
of each rule will be captured and documented.
Volumes. Each workflow and/or applicable workflow component will have current and
planned volumes associated with it.
Performance Metrics. Each workflow and/or applicable workflow component will
identify specific performance and reporting metrics, as well as, the internal and external
recipients of these performance based reports. An essential profile of each metric will be
captured and documented.
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Phase 5 – Technology Strategy Development
Using all of the elements from phases 1-4, The Shpigler Group will conduct analysis to identify
the optimal approach with respect to South Tahoe Public Utility District’s system. Using the
model developed in phase 1, we will be able to perform an iterative scenario analysis to
specifically quantify the economic and operational impacts of any scenario under consideration.
Furthermore, given the uncertainty that exists surrounding the grid modernization effort, we
can safely state that some risk may exist. In order to (a) understand the risks at hand, (b) the
relative level of importance and impact of each, and (c) the appropriate mitigation strategies,
The Shpigler Group will deliver a report to South Tahoe Public Utility District detailing the issues
and the recommended approaches related to these factors:
• Technology Risk – technology failing to deliver the desired results
• Market Risk – customers not engaging with or utilizing systems as projected
• Execution Risk – operational efforts to deliver the vision failing to achieve results
Phase 6 – Final Recommendation and Supporting Analysis
In order to ensure successful implementation of the outlined strategy, we are prepared to
support South Tahoe Public Utility District in translating the strategy to application through the
following activities:
• We will identify the capabilities needed to execute the strategies outlined. Case studies
of other applications of similar executions of strategy will be identified and illustrated.
• We will produce a list of potential vendors, partners, integrators, and others that may
offer solutions suitable for the needs outlined in the study findings.
• We will provide a report summarizing our findings related to services, infrastructure,
staffing, applications, security, funding, workflow processes and business systems.
• We will provide a complete report on IT governance structure and issues to be resolved.
• We will conduct an internal and external penetration test and provide a report.
• We will provide a comprehensive staffing analysis and report on findings.
• We will match the requirements of the business case to existing priorities, constraints,
and competitive advantages and disadvantages in order to develop a complete set of
recommendations for action that will create direct value.
• We will work with South Tahoe Public Utility District staff to ensure a smooth transition
for any work output created, including, but not limited to, training on use of any models
created, explanation of documents delivered, and clarification of any outputs and/or
sensitivity studies used as part of the analysis.
• The Shpigler Group will provide other areas of support for execution of the strategy, as
needed.
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Based on the work outlined, our assessment is that the work associated with the study will
require the dedicated effort of the team for a period of ten weeks. Below is a proposed timeline
we believe would fit for the project as outlined above:
Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri
Phase 1 – System Modernization Analysis
Issue Data Request
Conduct Strategic "Visioning" Session
Document South Tahoe System Needs
Develop Preliminary Model
Finalize Model
Deliver Initial Results to South Tahoe
Gather Feedback from South Tahoe
Update Analysis
Phase 2 – System Analysis
Conduct System Review
Develop System Roadmap
Develop System Interface Map
Prepare Gap Analysis
Outline Solutions Development Issues
Develop System Migration Strategy
Deliver Interim Report
South Tahoe Review of Interim Report
Update Report
Phase 3 – Technology Roadmap
Conduct Interviews with South Tahoe Team Members
Assess Operating Requirements
Identify Use Cases
Review Use Cases with South Tahoe Team
Develop Draft Technology Roadmap
Review Roadmap with South Tahoe
Refine Technology Roadmap
Phase 4 – Operational Analysis
Develop Workflow Diagrams
Develop Processes and Procedures
Develop Forms and Documents
Identify Job Roles and Responsibilities
Develop System Configuration
Identify Information and Data Mapping Approach
Develop Workflow Strategy and Objectives
Develop Rules of Service
Calculate Work and System Volumes
Develop Performance Metrics
Deliver Draft Document and Receive Feedback from South Tahoe
Develop Final Document
Phase 5 – Technology Strategy Development
Scenario Analysis
Identify Optimal Approach
Evaluate Risks
Phase 6 – Final Recommendation and Supporting Analysis
Conduct Industry Analysis
Assess Vendor Options
Conduct Penetration Test
Assess IT Governance
Conduct Staffing Analysis
Develop Recommendations
Deliver Final Model and Conduct Training
Deliver Final Presentation
Week 7 Week 8 Week 9 Week 10Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
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ADDENDUM
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