make the mark

Make the mark. Eastern Municipal Water District | September 4, 2020 RFP No. 3318 - Development Services Permitting and Tracking System Consulting Services

Development Services Permitting and Tracking System Consulting Services – PLANTE MORAN 2

Table of Contents 1. Cover Letter .................................................................................................................... 4 2. Executive Summary ....................................................................................................... 7

Plante Moran in brief .................................................................................................................. 8 Firm organizational structure .................................................................................................... 9 Organizational capabilities ....................................................................................................... 10 Licenses and certifications ....................................................................................................... 11 Proximity to the District’s offices and facilities ................................................................... 11

3. Statement of Qualifications ....................................................................................... 12 a. Qualifications and Experience................................................................................... 13

Our qualifications and experience .......................................................................................... 13 Relevant client experience ....................................................................................................... 13 Plante Moran’s knowledge of permitting & project mgt solutions .................................. 16 Project engagement team ........................................................................................................ 17 Resumes ....................................................................................................................................... 20

b. Project Approach & Understanding ......................................................................... 36 Statement of understanding .................................................................................................... 36 Project work plan ....................................................................................................................... 38

c. Availability ..................................................................................................................... 50 d. Project Schedule ........................................................................................................... 51 e. References (Exhibit A) ................................................................................................. 52 f. List of Subcontractors (Exhibit B) ............................................................................. 54 4. Vendor Business Information (Exhibit C) ................................................................ 55 5. Pricing (Exhibit D)......................................................................................................... 57 6. Additions, Deletions and/or Exceptions (Exhibit E) ............................................. 62

Proposed contract exceptions ................................................................................................. 64 7. Addendums.................................................................................................................... 66

Addendum 1 ................................................................................................................................ 67 Appendix .............................................................................................................................. 68

Exhibit 1: Sample process maps .............................................................................................. 69 Exhibit 2: Sample process narratives ..................................................................................... 71 Exhibit 3: Issues & opportunities ............................................................................................ 72 Exhibit 4: SIPOC process discovery tool ............................................................................... 73 Exhibit 5: Cost and service hours proposal analysis report ............................................... 74 Why choose Plante Moran? ..................................................................................................... 80


A note about uncertainty related to COVID-19

We care about you, and we care about your business. First and foremost, please know that Plante Moran places the health and safety of Eastern Municipal Water District employees and our team at the forefront of the initiative described in this proposal. Amid the COVID-19 pandemic, Plante Moran has temporarily transitioned to a remote work environment. With keeping our clients in mind, Plante Moran worked efficiently to execute the transition to a virtual firm in just 48 hours.

Understanding that this is a fluid situation, if necessary, Plante Moran is equipped to execute the Project activities remotely via telephone conference and video conference until the pandemic has subsided. Some activities in our proposed approach may require adaptation in order to be executed remotely. Our team is open to discussing these challenges and modifying steps with EMWD as part of project initiation.

What this means for your engagement Plante Moran currently has no plans to halt business and maintaining the highest level of client service is still our imperative. Our staff will continue to work closely with clients, and any necessary adjustments will be made with care and reason. Our firm guidelines will continue to be updated as often as necessary.

We understand that your engagement might commence amid the uncertainty surrounding COVID-19. We’re already thinking about how we’ll serve you given these factors. Here’s what you can expect from our team:

• The right technology in place to perform our work remotely: Our client collaboration allows our team and yours to securely share and access files 24/7. We’ll exercise flexibility in planning an engagement approach that works for your team.

• Communication that fits your needs: We’ll coordinate video or conference calls with your team at a frequency that meets the needs of your engagement and your preferences.

• Regular updates on the business impact of COVID-19: Our COVID-19 Resource Center will keep you updated with relevant economic analysis, crisis management guidelines, notices of changing regulations, and more to support your team during this unprecedented time.

Please feel free to review Plante Moran’s COVID-19 Resource Center for useful information at the following URL: https://www.plantemoran.com/explore-our-thinking/areas-of-focus/covid-19-government-resource-center

https://www.plantemoran.com/explore-our-thinking/areas-of-focus/covid-19-resource-center

https://www.plantemoran.com/explore-our-thinking/areas-of-focus/covid-19-government-resource-center

https://www.plantemoran.com/explore-our-thinking/areas-of-focus/covid-19-government-resource-center


1. Cover Letter

September 4, 2020

Chris Teague Contracts Manager, Purchasing and Contracts Department 2270 Trumble Road Perris, CA 92570

Dear Mr. Teague:

Thank you for the opportunity to present our proposal to provide Development Services permitting and tracking system consulting services to the Eastern Municipal Water District (“EMWD” or “District”). We understand EMWD’s Development Services department desires to deliver the following:

• Superior customer service

• Sound planning and operational efficiency

• Effective communication, advocacy and community partnerships

In order to fulfill these goals, new technology, process changes, consistent data that can be analyzed along with project control tracking and project cost reporting for construction management activities is required. We are confident that our collaborative approach to reviewing current business processes and identifying future needs will assist EMWD in attaining their goals. We offer the following benefits:

• A Strong Project Team with Project Management and Utility Expertise. The core Plante Moran project team members proposed for this engagement have been selected for their significant experience with capital projects, needs assessment, selection, and implementation of enterprise systems as well as their expertise in related utility and financial operations and industry best practices with a specialty in water and wastewater systems.

• Proven Methodology and Approach. Plante has developed a proven methodology and approach based

on over 40 years of experience with public sector clients. We bring a large depth and range of

experience in facilitating current state assessments for our clients allowing them to successfully

optimize core business processes, infrastructure and realize the benefits of system integration.

• Relevant experience performing needs assessment projects for select Utilities includes: o Santa Margarita Water District, CA o Great Lakes Water Authority, MI o Hampton Roads Sanitation District, VA o Toho Water Authority, FL o Cheyenne Wyoming’s Board of Public Utilities o Pittsburgh Water & Sewer Authority, PA

“To provide an exceptional level of customer and community service, exceeding the performance of any other public or private entity.”

Eastern Municipal Water District’s Vision


• Professional Associations. Our project professionals are active members of national and local organizations dedicated to improving the financial and technology operations of public sector including GFOA, ICMA, CS Week, AWWA, APWA, Esri Conference, PMI, MWEA, WEF, PTI and GMIS.

• “One-Firm” firm philosophy. We are unique with our “One-Firm Firm” philosophy and structure. Based on this philosophy and structure, we are fundamentally built different from our competitors. There are no competing profit centers, so we are able to bring our full breadth of experts from across the firm to serve your specific needs. Our experts from across the firm regularly work together to exceed our clients’ expectations, including leaders from IT consulting, process improvement, project management, operations, etc.

• A High Level of Client Satisfaction. We have performed initial assessment projects for numerous clients who have subsequently requested other projects (IT assessments, software selections, implementation management assistance, etc.). Ninety-eight percent of our clients say they would recommend us to provide consulting services.

• Complete independence. As accountants and advisors to over 300 government agencies, our firm is well recognized as one of the leading providers of independent, objective advisory services.

• Familiarity with EMWD. Tracey Rau and Brian Pesis have been working with the EMWD’s CIS Implementation Project Team since August 2019 providing quality assurance consulting services.

Our team blends the technology operations knowledge with seasoned management consultants to work on this important initiative. We believe that based upon our experience and the quality of our team, we are well qualified to provide objective and comprehensive project consulting services for EMWD. If you have any questions concerning this proposal or need to contact any of the project team members, please call me at 248.223.3328 or via email at [email protected].

Very truly yours, PLANTE & MORAN, PLLC Adam Rujan, Partner

“The County’s MSD monitor team provides a valuable check on the wasteful spending and administrative inefficiencies at MSD. “Plante Moran has been so effective that for every dollar the county spends monitoring MSD activities we save the ratepayers over $113.”

- Chris Monzel, President of the Hamilton County Ohio Commissioners, 3/11/16 Metropolitan Sewer District Update Memo


2. Executive Summary


Include a brief summary of the firm’s origin, background, and size of the company, an organizational chart, the overall capabilities of the organization, appropriate licenses and certifications, and proximity of company’s resources to the District’s offices and facilities.

Plante Moran in brief More than 90 years of history in 30 seconds or less. We are one of the top 20 largest certified public accounting and management consulting firms in the nation. With a history spanning more than 95 years, our firm provides clients with financial, human capital, operations improvement, strategic planning, technology selection and implementation, cybersecurity, and family wealth-management services. Fortune Magazine has rated Plante Moran as one of the “100 Best Companies to Work for in America” for the last 21 years.

Fast facts

1924 Year founded

3,200+ Staff

25 Offices worldwide

25+ Industries served

50 States with clients

170+ Countries with clients

45+ Services available

27 Languages spoken firmwide


Firm organizational structure Plante Moran's staff of over 3,200 persons is organized into four major service areas: Management Consulting, Accounting and Auditing, Tax Consulting, and Personal Financial Planning Services. Over the past five years, the firm has grown steadily, at a rate of about 3% per year. Our organizational structure is illustrated below.


Organizational capabilities We have developed a comprehensive menu of services for our public sector clients. Our experienced, independent consultants can complement the expertise and skills of your in-house team.

Financial

• Financial statement audit • Public pension system audit • Single audit • Accounting & financial services • Long-range planning • Institutional investment advisory

Enterprise Risk

• Enterprise risk management assessments

• Internal audit • Internal control reviews • Application controls • Forensic, investigative services, &

litigation support

Operations

• Needs assessment • Process redesign • Operations review • Right-sizing/cost containment • Shared services/collaboration

Technology/Process Assessments

• IT assessment • Strategic planning • Acquisition management • Contract negotiations • Project management • Sourcing • Cloud strategy

Infrastructure

• Network assessment • Design & acquisition • Implementation management • Video surveillance/door access

control • Enterprise wired/wireless design

& selection • Independent verification &

validation

Cybersecurity

• HIPAA/HITECH compliance • Disaster planning • SAS70/SSAE16/SOC assessment • IT audit • IT risk assessment • PCI DSS assessment • Network security assessment

Software Selection and Implementation

• Assessment & gap analysis • Requirements definition • Solution selection • Contract negotiations • Implementation management • Independent verification &

validation • Project management • Quality assurance • Change management

Facilities*

• Facility analysis & rationalization • Project & financial feasibility • Owner’s representation – design

management & construction oversight

• Lease, buy, build, monetize, & sale/leaseback

• Bond strategy, planning, & campaign

Data Analytics

• Analytics assessment • Data strategy development • Data management platform

assessment and selection • Data usage and visualization • Analytics solution development • Data integration and quality • Training and mentoring


Licenses and certifications Our Government, IT Consulting team, includes trained professionals in best practice technology service management frameworks, including Control Objectives for Information and Related Technology (COBIT), Information Technology Infrastructure Library (ITIL), International Organization for Standardization (ISO), and National Institute of Standards and Technology (NIST). We have a proposed team member (Lori Blackmon) who is certified as a Change Management Professional (CCMP) as well as a certified Government Chief Information Officer (CGCIO). Our proposed engagement partner, Adam Rujan, is a recognized leader in management processes and technology governance. Adam is PROSCI certified and authored a chapter on IT Governance for the book CIO Leadership for Cities and Counties, published by the Public Technology Institute.

Our proposed project manager, Chris Blough, is a certified project management professionals (PMP) with a Lean Six Sigma certification. Our Government and IT consulting team are members of national and local organizations dedicated to improving the technology, utility and financial operations of public sector including Customer Service Week (CS Week), Public Technology Institute (PTI), American Institute of Certified Public Accountants (AICPA), Government Management Information Sciences (GMIS), National Association of State Auditors, Comptrollers and Treasurers (NASACT), and Government Finance Officers Association (GFOA).

Proximity to the District’s offices and facilities The proposed project manager is located in our Southfield, MI office. The other members of the team are out of our Southfield, MI; and Denver, CO offices.


3. Statement of Qualifications


a. Qualifications and Experience Description of the company’s expertise related to services requested and a full discussion of the company’s recent experience directly related to providing services. Resumes of key people to address experience and qualifications, educational background, and skills.

Our qualifications and experience Government technology & operations consulting: A dedicated focus on public service delivery Plante Moran’s Public Service Practice enables communities to assess, optimize, and elevate their constituent facing, service delivery systems, and processes including community development planning, construction inspection, licensing public safety, code enforcement, service request/work order, and enterprise asset management. We appreciate the challenges and responsibilities our clients face within dynamic communities to provide responsive, accurate, and complete information to investors, businesses, and citizens.

Our practice staff have experience serving on planning commissions, working with communities as planning/zoning consultants, working as GIS professionals integrating analyses/data, and working with Land Management Systems (LMS), Enterprise Asset Management (EAM), Utility Billing Systems, Enterprise Resource Planning (ERP) Systems, and many integrated software solutions. Our approach to the advancing processes and systems enables our clients to elevate their levels of service, achieve internal efficiencies, and harness the full potential of modern technology solutions.

Relevant client experience Below is a summary of engagements we have performed over the past eight years that have included Land Development Services (including construction permitting, inspections, zoning, code enforcement, CDBG housing programs, plan review, appeals). The projects involve business process assessments and/or technology related selections where processes are reviewed in conjunction with the development of functional and technical requirements for replacement permitting, inspection, and licensing systems.

Client Name Project Title Project Date

Collier County, FL Mapping & Documentation of Core Business Processes – Growth Management Department: Development Services Division

April 2018 – Jan 2019

City of West Palm Beach, FL Development Services Permitting System Assessment, Selection, and Implementation Advisory Services

Sept 2017 – Oct 2019

City of Sunnyvale, CA Permitting System Business Process Analysis and System Selection August 2017 – May 2019

City of Bend, OR Community Development Implementation Consulting Services Sept 2018 – Dec 2019

City of Georgetown, TX Land Management System Selection (Component of ERP Scope) Nov 2016 - Present

City of Des Moines, IA Permitting, Inspection and Licensing System Needs Assessment / Selection

Sept 2016 – May 2018


Client Name Project Title Project Date Village of Wellington, FL Permitting, Inspection, and Licensing System Implementation Sept 2016 – May 2019

City of Fernandina Beach, FL Permitting, Inspection, and Licensing System Implementation July 2016 – Jan 2019

City of Norman, OK Land Management System Selection (Component of ERP System Scope)

May 2016 – June 2017

City of St. Charles, IL Community Development Needs Assessment and Requirements Development

Feb 2016 – Aug 2016

Pittsburgh Water & Sewer Authority, PA

Engineering and Construction Operations Performance Improvement Advisory Services – Including Review of Development Services Project Intake, Review, and Approval Processes

Jan 2015 – Dec 2017

City of Hollywood, FL Land Management System – Assessment and Selection (Component of ERP Scope)

May 2015 – May 2016

City of Coral Springs, FL Land Management System – Options Analysis (Component of ERP Scope)

May 2015 – Aug 2015

County of Livingston, MI Permitting System Evaluation and Selection Feb 2015 – Apr 2016

City of Appleton, WI Land Management System Selection (Component of ERP System Scope)

Feb 2015 – May 2016

City of Winter Park, FL Land Management System Selection (Component of ERP System Scope)

Feb 2015 – July 2016

City of Delray Beach, FL Land Management System – Options Analysis (Component of ERP Scope)

Feb 2015 – Aug 2015

City of Roswell, GA Post ERP Implementation Review (Including Land Management Systems)

Oct 2014 – Aug 2016

City of Paducah, KY Land Management System Selection (Component of ERP System Scope)

Sep 2014 – June 2016

Town of Longboat Key, FL Land Management System – Assessment and Selection (Component of ERP Scope)

Aug 2014 – Dec 2014

Village of Park Forest, IL Land Management System Assessment (Component of ERP System Scope)

June 2014 – June 2015

City of Bend, OR Land Management System Selection and Implementation Management Assistance (Component of ERP Scope)

Aug 2013 – June 2019

City of Pinellas Park, FL Land Management System Selection and Implementation Management Assistance (Component of ERP Scope)

May 2013 – June 2019

Village of Woodridge, IL Land Management System Selection (Component of ERP System Scope)

May 2013 – Jan 2015

City of Pueblo, CO ERP Due Diligence and Implementation Management Assistance Mar 2013 – June 2018

Village of Northbrook, IL Land Management System Selection (Component of ERP System Scope)

Mar 2013 – Jan 2015

City of Columbia, MO Land Management System Selection and Implementation (Component of ERP System Scope)

May 2012 – Aug 2016


Plante Moran’s approach to operational transformation Our approach to evaluating the development review processes incorporates proven methodologies – like Lean, Six Sigma and Change Management adapted to customer service delivery throughout the development review process to identify and reduce waste, implement improvements, and promote continuous improvement.

Potential Benefits: Our clients realize the following benefits from our approach.

• Staff cross-training to provide greater staff succession planning / efficiency

• Evaluating and optimizing the current use of technology, including mobile application utilization

• Establishing performance measures to control for outcomes

• Promoting a culture of continuous improvement across the organization

• Providing more efficient workflows based upon alignment in process, staffing, and technology

• Delivering more effective government operations resulting from business process improvement

• Adhering to standard review targets for plan, inspection, and permit review cycles

• Eliminating practices no longer meeting business objectives or adding public value

• Establishing process improvement training to cultivate internal staff capabilities

• Enabling staff to recognize effective and ineffective (wasteful) processes

New Permitting and Regulatory Management Capabilities: Our team will introduce new capabilities and tools to assess, measure, monitor and effectively control activities during all phases of the development review lifecycle. The approach generates increased productivity, efficiency, service delivery to strengthen accountability, performance, and mitigate risks to impacting predictable performance for the applicants, stakeholders, and staff working together to achieve their respective goals.

Plante Moran’s Approach Promotes Performance Improvement & Service Delivery Management Tools

A systematic approach of identifying and eliminating non- value-added activities through continuous improvement.

Specify value in the eyes of the customer

Identify the value stream and eliminate waste

Make value flow at the pull of the customer

Involve and empower employees

Continuously improve in pursuit of perfection

Recognize value added steps only

Balanced flow to ensure resources are optimized

Eliminate/reduce defects, rework, or back flows

Promote continuous flow

Build the voice of customer, voice of business, and

voice of the process into change management

A data driven, problem solving methodology focused on quality outcomes from processes.

Uses a structured, five phase DMAIC Methodology

(Define, Measure, Analyze, Improve, and Control)

Problem solving by identifying and addressing root

causes of problems

Relies on the use of data and the power of statistics

Stresses the importance of data collection and

ensuring that process measures are meaningful and

accurate

Enables teams to apply root cause analyses

Focuses on consistently and effectiveness of

delivery

Ties outcomes to objective measures


Plante Moran’s knowledge of permitting & project mgt solutions

Through Plante Moran’s Vendor Liaison Program, our clients receive the latest insights on public sector technologies including permitting, regulatory management, community development in addition to core financial, payroll, human capital management, budget management, time and attendance, and utility billing.

• Tyler EnerGov • Oracle Public Sector Community

• E-PlanSoft • OpenGov (Permitting) Community Development • Bluebeam CentralSquare Public Admin • CIPPlanner • ePermitHub • GovSense

• E-Builder

• CityView

• Infor CloudSuite CDR

• ProjectDox

• OnBase

Plante Moran’s management consulting practice is proud of its 30-year history delivering technology and operations consulting with over 500 public sector organizations in the government and education market. Clients select our firm to provide them with accurate, unbiased, and a comprehensive understanding of vendor solution capabilities and services. We are completely vendor independent with respect to the offering of hardware or application software for our governmental clients. Over the past five years, our technology practice performed over 50-system selections for our public sector clients. Our VLP relationships continuously educate, inform, and inspire our clients to recognize the following benefits:

• Harness capabilities from best-in-class vendor products & services

• Raise awareness of solution capabilities that align with industry best practices

• Provide market research including mergers, acquisitions, & key partnerships

• Communicate unmet client business needs to inform vendor product development roadmaps

• Highlight the competitive advantages vendor solutions offer our clients


Project engagement team The Plante Moran project team members offer relevant experience serving clients to manage transition necessary to fully leverage the capabilities of today’s project-based, permitting management systems. They are familiar with the business processes and technical capabilities used by professionals responsible for permitting and project control tracking and project cost reporting associated with construction activities. Plante Moran is pleased to deliver all services for this engagement without subcontractors and proud to present its team with previous experience working together on similar engagements.

Plante Moran will supplement the defined project team with other Plante Moran team members as required. As a firm with over 3,200 staff members, we have deep resources to bring to support the District’s project. Our staffing approach is designed to assign personnel to areas of the project where their expertise is needed, bringing in subject matter experts and additional analysts as needed in areas such as technical infrastructure, systems interfaces, and information security.

Key personnel The following table lists the key personnel for this project and a description of the role each will serve.

Project Staff Project Role and Responsibility

Adam Rujan Partner

Project Director – Engagement Partner

Overall responsibilities for ensuring that all project tasks through the duration of the engagement are completed within schedule and budget and that all project deliverables meet the required quality standards.

Christopher Blough, PMP

Manager

Project Manager – GIS, CMMS, and Permitting Systems Integration Advisor

Chris leads a Public Services Delivery Practice with 20 years of technology applications management experience serving over 50 county, municipal, and special purpose governments. He specializes in strategic technology planning and system selections involving permitting, regulatory compliance, asset management, inventory, capital planning, and GIS. Chris has overall responsibility for ensuring the project tasks are completed on schedule, within budget, and meet appropriate quality standards ensuring the District is achieving its project objectives.

Brian Pesis

Manager

Lead Consultant – Business Process Optimization and System Selection Advisor

Brian will be the primary resource at the District, providing day-to-day assistance with project activities. Brian will work directly with Chris to manage the project plan, project risks, and issues, status reporting, and monitoring contract compliance. Brian has significant public utility experience in system assessment and advisory services. He has served as a lead consultant and/or project manager for 15+ software selections.

Joe Graf, P.E.

Senior Vice President –

Project Consultant – Capital Program and Project Management Advisor

Joe has more than 35 years of experience managing and auditing capital improvement programs. He specializes in the application of the principles required to successfully delivery projects, specifically with water and wastewater utilities, counties, cities, healthcare facilities


Project Staff Project Role and Responsibility Infrastructure Services

and schools. Joe has held senior positions responsible for the planning and delivery of major capital programs in the government, healthcare and educations sectors. Joe will lead the capital project management and tracking discovery.

Cyrill Weems

Senior Vice President, Civil Infrastructure

Project Consultant – Engineering Services Delivery Advisor

Cyrill has more than 25 years of experience managing and delivering capital improvement projects and programs. He specializes in difficult, complex, challenging design and construction projects for infrastructure, transportation, and specialized facilities. He brings value to projects through his extensive experience in business process evaluation and improvements. Cyrill boasts a diverse portfolio of complex projects related to municipal utilities, private development, transportation, and new sports venues with a total value of more than $2 billion.

Cyrill will support the current-state assessment of construction project control tracking and financial spend information for projects. He will assess current-state processes and propose recommendations for future-state process improvements looking for opportunities to replace functions performed by PCTS, Excel based logs, and other project tracking tools in use by District staff.

Brian Camiller, CPA

Partner, Government Assurance

Project Consultant – Fee-for-Service Schedule Assessment Advisor

Brian leads Plante Moran’s Government Accounting Professionals (PMGAP) practice, providing permanent and temporary accounting and finance support for utilities including Santa Margarita Water District and the Fenner Valley Water District. In addition, Mr. Camiller’s recent projects include water and sewer utility rate studies, long-term financial projections, and creation of numerous municipal budgets.

Brian will support the analysis of the Development Services fee-for-service schedules for current state processes so impacts can be evaluated for future state process changes.

Tracey Rau

Senior Manager

Project Consultant – CIS Integration Advisor

Tracey has more than 30 years of experience working exclusively in the public sector. She currently is the Practice Leader for Utility Systems/CIS Consulting at Plante Moran. Tracey’s focus is on serving her public sector clients with needs assessment, system selection, implementation management, and quality assurance projects, which includes the operational and organizational impact of implementing new technology.

Jeremy Jensen

Manager

Project Consultant - Data Analytics Expert – Phase 3

Jeremy Jensen has 9 years of experience in Data Warehousing, BI reporting, and Data Analysis. He has developed data warehousing, master data management, and other general data management solutions to support various enterprise applications within State and Local, education, and commercial environments.

He will use his experiences supporting water and sewer agencies, including the Albuquerque Water Authority, where his team supports the development and maintenance of Maximo


Project Staff Project Role and Responsibility CMMS analytics dashboards. He will co-facilitate the permitting data analytics and analysis workshops associated with Phase 3 activities.

Mark Richards

Partner

Project Consultant – Data Architect

Mark has 25 years of business analytics experience with a majority of those years working with governmental agencies. Mark can architect data solutions to support client business needs by providing educational presentations, leading deep-dive analyses of existing systems and data, translating business needs to technical specifications, leading detailed discussions on functionality, and modeling data solutions.

Mark will develop and review content for the District’s permitting data analytics and analysis workshops associated with Phase 3 activities.

Lori Blackmon

Manager

Project Consultant - Organizational Change Management

Lori will lead the delivery of the change readiness survey findings. Lori has over 30 years of experience in planning for and managing all aspects of the ERP lifecycle for government agencies. She is certified in change management, developing change management, and other plans such as stakeholder, resource, learning, and measurement management plans for projects as well as creating persuasion campaigns to balance the economic and the organizational values that come with major transformations.


Resumes

Education Master of Business Administration University of Michigan

Bachelor of Science Engineering, Wayne State University

Selected presentations/ publications Cost Savings in Information Technology: ICMA webinar 2012

Outsourcing IT: ICMA Annual Conference 2011

Improving Performance through IT Governance: Public Technology Institute 2009, 2010

Effectively Capturing Business Intelligence: ICMA Annual Conference 2013

Planning for Emerging Technology: ICMA Annual Conference, 2019

Adam Rujan Project Director – Engagement Partner

Summary of experience Adam has nearly thirty-two years’ experience consulting with government and public sector organizations. His expertise includes assisting governmental units with organizational and operational analyses, IT Assessment, and system selection reviews. He has developed specific expertise in assisting organizations to understand and implement new technology, including issues of IT governance and change management. Adam’s clients have included a wide range of local municipalities, counties, agencies, and authorities, and state government. He is a frequent presenter and has authored numerous articles on improving operational efficiency and effectiveness. He recently authored a chapter on IT Governance for the book CIO Leadership for Cities and Counties, published by the Public Technology Institute. Adam was/is the Partner responsible for all of the referenced public sector client engagements.

Selected key clients • City of Long Beach, CA

• Town of Hempstead, NY

• Eastern Municipal Water District

• Broward County, FL

• Santa Margarita Water District

• Cook County, IL

• City of Detroit, MI

• City of Cleveland, OH

• Great Lakes Water Authority

• City of Corpus Christi, TX

• St. Louis County, MO

• City of Colorado Springs, CO

• City of Des Moines, IA

• City of Mesa, AZ

• City of Seattle, WA

• Marin County, CA • State of Washington • Valley Metro, Phoenix, AZ


Education Master of Public Administration, Eastern Michigan University

Bachelor of Science in Geography/ Earth Science, Central Michigan University

Selected publications The GIS Guide for Elected Officials, City of Novi, MI – Moving Novi’s Online Mapping Services to the Cloud, Esri Press, 2014

Professional training & affiliations Project Management Professional (PMP), Project Management Institute (Certificate #1373368)

Lean Six Sigma Green Belt, Purdue University

IT Service Management, ITIL v3 Foundation, APM Group Ltd. (2012)

Institute of Asset Management Certificate #1029965

Building Officials Association of Florida

Project Management Institute, Great Lakes Chapter

Esri International User Conference 2006, 08, 10, 12*, 15, 19 (*Special Achievement in GIS Award on behalf of Novi, Michigan)

Christopher Blough, MPA, PMP Project Manager – GIS, CMMS, and Permitting Systems Integration Advisor

Summary of experience Chris leads Plante Moran’s Public Services Practice with 20 years of technology applications management specializing in county, municipal, and special purpose government operations. As credentialed project manager and an ITIL certified applications manager, he leads enterprise service delivery projects involving systems for regulatory compliance (licensing, permitting, land management), core financials, human resources, purchasing, inventory management, capital budgeting, geographic information systems (GIS), and enterprise asset and work management (EAM/CMMS). Manages project teams to assess business opportunities, compare solution options, evaluate and select solutions, negotiate contracts, and deliver implementation advisory services to ensure realization of expected outcomes.

Credentialed IT Project Manager: By working in 50+ local government organizations in his career, Chris offers proven methods and firsthand experience enabling public sector professionals to increase the business value derived from enterprise systems and applications. He leads project teams to assess business opportunities, prepare options analyses, evaluate and select solutions, negotiate technology contracts, and provide third-party implementation advisory services.

Public Sector IT Leadership: As a former public servant working in county and municipal government technology leadership roles over 11 years, he recognizes opportunities for collaboration and joint investment in technology initiatives applying return-on-investment strategies. His clients recognize his ability to lead multi-disciplinary teams to build compelling business cases linked to outcomes to establish ownership and accountability.

LEAN Six Sigma (LSS) Process Optimization: Chris integrates LSS practices with clients to optimize business processes by increasing customer value recognition throughout the IT service delivery lifecycle for both internal and external stakeholders. He equips clients to qualify and prioritize IT projects and services using data-driven and analytics insights.

IT Program Governance and Project Governance: Chris coaches and trains clients to prepare IT governance strategies to deliver short and long-term organizational commitments to ensure people, process, and technology sustain their expected value.

Recent and relevant project experiences City of West Palm Beach, FL, Permitting System Replacement (In Progress): Lead consultant for one of Florida’s fastest growing communities facing an 11% annual increase in permitting activity and a $2 billion backlog in proposed and scheduled projects in 2017. The project involved discovery and process definition for 12 departments and 30 business units involving over 120 staff. It also examined ways to streamline business tax receipts processes to ensure the fair and equitable collection of $3.6 million in annual revenues. The project scope involved process diagramming for 27 major processes involving 750 activities. Through this process discovery, the City is using 80 use cases specific to core business requirements involving software demos representing business needs of Planning, Building Safety Code, Engineering, Utilities, Fire, Police, Public Works, Parks and Recreation, and Property Code Enforcement.


Selected clients City of Des Moines IA: Project Manager, CD System Assessment and Selection

City of Hollywood, FL: Lead Consultant, CD Permitting Business Needs Evaluation

City of St. Charles, IL: Project Manager, CD Needs Assessment and Requirements Definition

City of Sunnyvale CA: Project Manager, CD System Assessment and Selection

City of West Palm Beach, FL: Project Manager, CD Assessment, Business Process Evaluation, Selection, and Implementation Management

County of Collier FL: Project Manager, Business Process Mapping and Documentation

Santa Margarita Water District CA: Project Manager for GIS Program Implementation Advisory Services

County of Collier, FL, Mapping and Documentation of Core Business Processes: Project manager for a continuous improvement initiative launched in response to significant population growth and services demand following Hurricane Irma addressing customer service, planning, building, code enforcement, and operations administration areas of the County’s Growth Management Department, Development Services Agency. The project involved the documentation of current-state and future-state business processes spanning all functions of the land development and code enforcement lifecycle. Services included training on LEAN and Six Sigma principles contributing to an Agency-wide, performance management framework including the creation of performance metrics and continuous improvement strategies. It also included a position turnover analysis involving 350 employees assessing the impacts at the process level involving over 800 activities performed to administer enforcement and compliance in accordance with County, State, and Federal land development laws. Strategies to promote the introduction and adoption of performance measures were featured along with stakeholder change management techniques to promote adoption of the processes identified.

City of Sunnyvale, CA, Permitting System Assessment and Replacement (Completed May 2019): Project Manager responsible for providing a citywide needs assessment and plan of action for the implementation and selection of the City’s replacement permitting system supporting in-scope service areas including Community Development, Public Works, Public Safety, Economic Development, and Finance. The City’s annual, commercial construction value in 2017 was $907 million with permitting revenues of $19.4 million. The project applied LEAN process evaluation techniques involving over 60 staff in operations areas supporting all phases of development including utility infrastructure acceptance, right-of-way permitting, franchise agreement inspections, and performance guarantees. The City evaluated solutions from Tyler Technologies, Infor, Accela, and CSDC (Calytera) involving Plante Moran’s structured RFP process, facilitated vendor demonstrations, and contract negotiations advisory services.

Des Moines, IA, Assessment & Business Systems Replacement (Completed May 2018): Project Manager overseeing the business needs to replace the City’s 20-year old Accela Tidemark information system serving 12 departments and 30 business units. Des Moines’ 7% is annual permitting activity growth coupled with being the nucleus of the fastest growing metro region in the Midwest in terms of population, GDP, and jobs in 2016. Over 70 Community Development staff engaged in the project were using 49 different business systems to serve the public. The project resulted in significant process streamlining with 28 systems identified for replacement. The City’s GIS integration was supported to provide a single point of entry for addresses within GIS which would automatically validate all addresses used in the replacement permitting solution. The City selected Tyler Technologies EnerGov product for its final solution.


Education: Bachelor of Business Administration, Ross School of Business, University of Michigan

Selected Presentation: Creating an Enterprise View of Asset Information at the City of Arvada, CO: APWA Colorado Chapter Conference 2015

Professional Affiliations: Member, American Water Works Association

Member, Colorado Government Finance Officers Association

Brian Pesis Lead Consultant – Business Process Optimization and System Selection Advisor

Summary of experience As a Manager, Brian has years of experience providing consulting services to government and public sector organizations. His experience is focused around providing ERP software needs assessments, system selections, and software implementations, coupled with business process mapping and optimization. Within ERP systems, his focus is on Financial, Human Resources, Customer Information (CIS) and Utility Billing Systems (UB), and Enterprise Asset Management (EAM) systems. Furthermore, Brian has experience in performing IT assessments and strategic plans.

During software projects, Brian plays a key role in both managing the project, and performing project tasks, such as report development, process mapping, the development of functional requirements and the RFP, performing proposal analysis, and assisting with due diligence. Throughout all projects, he conducts interviews with process owners and end users to understand current organizational needs, functional gaps, opportunities for improvement, and how to apply best practices. During software implementation projects, Brian utilizes tools to track project action items, monitor the project budget, and ensure vendor compliance with the statement of work and contract, among other activities.

Selected key clients • City of Arvada, CO

• City of Bend, OR

• City of Bismarck, ND

• City of Cheyenne, WY - Board of Public Utilities

• City of DeLand, FL

• City of Fort Collins, CO

• City of Independence, MO

• City of Glenwood Springs, CO

• City of Greeley, CO

• City of Kirkwood, MO

• City of Longview, TX

• City of West Palm Beach, FL

• County of Adams, CO

• County of Anoka, MN

• County of Boone, MO

• County of Gwinnett, GA

• County of Midland, MI

• County of St. Lucie, FL

• Cuyahoga County Public Library, OH

• Eastern Municipal Water District, CA

• Hillsborough County Aviation Authority, FL

• Santa Margarita Water District, CA

• Town of Longboat Key, FL

• Town of Pembroke Park, FL

• Valley Metro Transit System, Phoenix, AZ

• Village of Park Forest, IL


Education Bachelor’s in Industrial Technology, Ohio University

Master’s in Civil Engineering, Ohio State University

Master’s in Public Administrations, University of Oklahoma

Professional Qualifications & Affiliations Registered Professional Engineer (Ohio and Michigan);

Certified Construction Manager (CCM)

American Society of Civil Engineers (ASCE)

Construction Management Association of America (CMAA)

American Water Works Association (AWWA)

Water Environment Federation (WEF)

Joe Graf PE, CCM Project Consultant – Capital Program and Project Management Advisor

Summary of Experience Joe has more than 35 years of experience managing and auditing capital improvement programs. He specializes in the application of the principles required to successfully delivery projects, specifically with water and wastewater utilities, counties, cities, healthcare facilities and schools. Joe has worked for Plante Moran Cresa (PMC) for more than 9 years and is based at its Southfield, Michigan office. Prior to employment with PMC, Joe held senior positions responsible for the planning and delivery of major capital programs in the government, healthcare and educations sectors. He has served as both the owner and the consultant, and so is keenly aware of the demands and expectations of his clients.

Selected Key Clients Hamilton County, Ohio - Jeff Aluotto, County Administrator, 513.946.4400

Pittsburgh Water and Sewer Authority – Giuseppe Sciulli, Senior Controls Manager, 412.255.8800 Ext: 5038

Great Lakes Water Authority (GLWA), Michigan- Jody Caldwell, Asset

Management Director, 313.964.9311

Relevant Project Experience

County of Hamilton, Ohio: Joe serves as the team’s program management controls and capital program planning lead. See Blake’s bio above for more information on this project.

He manages the Team’s day-to-day activities monitoring the wastewater utility’s operations and Consent Decree capital program. Over the last several years our efforts have led to significant ratepayer savings by more effective capital program strategies, risk management and improved program management and project delivery procedures. The County is currently fielding a new project delivery system supported by a new project management information system (PMIS) that will lead to more cost effective and timely capital program management. A major focus of this effort is the establishment of key performance indicators (KPI) and effective program/project reports. I assist in discussions and negotiations with the US EPA and Ohio EPA, regarding compliance with consent decree deadlines and parameters, eligibility and appropriateness of expenses, adherence to budgets, cash flow, analysis of capital projects, debt issuances, expense analysis, and providing expert assistance to legal counsel. (2011 - Present)


Pittsburgh Water and Sewer Authority (PWSA): Joe led the effort to reorganize PWSA’s engineering and construction policies and procedures so that PWSA could at least triple its annual capital investment throughput within three years. Having essentially no written procedures or performance metrics, Joe’s team’s efforts resulted in developing best practice capital program controls and project management procedures and then automating them using a project management information system (PMIS). This assured an effective, integrated project management environment in which the entire PWSA engineering and construction organization could work as a cohesive team. His team also trained both PWSA staff and vendors in the use of the new procedures and the PMIS. Additionally, his team’s efforts result in the ability to enjoy a continuous learning atmosphere by measuring and reporting performance trends.

A component of the PWSA engagement was the evaluation of the PWSA Development department. The Manager desired to reinvent the department to create a more user friendly and efficient operation. Joe’s team assessed the current organization and identified improvement opportunities. This effort resulted the automation of the project initiation and management processes beginning with the project requestor initiating a project request by internet to the Developments department and that project then being managed through the PMIS. The new process saved time, money and provided developers an efficient interface with PWSA (2015 - 2017).

Great Lakes Water Authority (GLWA). GLWA is a new regional water/wastewater utility. As such, it is in the process of determining the best way to organize and delivery its services. Joe is supporting the team led by Cyrill Weems to define program and project management best practices procedures and then automating them using a PMIS. This effort includes assisting GLWA with a PMIS needs assessment, selection process and then implementation.

Gulf Coast Water Authority (GCWA): Joe and the Plante Moran team are in discussions with the GCSA to assist with improving its capital program planning and project management capabilities. GCWA is a rapidly expanding organization. As such, its engineering and project management staff is growing. As it grows, GCWA leadership recognizes that the program and project management methods used while a small utility must change and become capable of dealing with the demands of more and larger projects. Our efforts will center on best practice program controls and project management processes and the possible implementation of a project management information system.


Education University of Wisconsin- Madison, Bachelor in Construction Administration

Professional Training & Affiliations Engineering Society of Detroit (ESD)

Project Management Institute (PMI)

Michigan Water Environment Association (MWEA)

Conference of Minority Transportation Officials (COMTO) board member.

Cyrill Weems Project Consultant – Engineering Services Delivery Advisor

Summary of Experience Cyrill Weems brings to Plante Moran Cresa a wealth of project management knowledge cultivated by a career spanning more than 25 years. Cyrill is known for his skill in leading difficult projects with fixed timelines to successful outcomes. He specializes in complex, challenging design and construction projects for infrastructure, transportation, and specialized facilities. Cyrill’s ability to inspire a cooperative and collaborative project delivery atmosphere enables project teams to stay on track and headed in the right direction. Guided by a comprehensive viewpoint that looks toward the best interest of all stakeholders, Cyrill ensures that projects start strong with careful front-end planning, are continually monitored for efficiency through value engineering and risk management, and end on schedule and on budget by the use of numerous project control methods.

Select Key Clients Wayne County, Michigan- Kelly Cave, Director of Environmental Services, 313.224.3620

Oakland County, Michigan- Suzanne Coffey, Manager, 313.964.9311 Great Lakes Water Authority, MI -Ali Khraizat, CIP Director, 313.297.8819

Relevant Project Experience Great Lakes Water Authority (GLWA). GLWA is a new regional water/wastewater utility. As such, it is in the process of determining the best way to organize and delivery its services. Cyrill is leading the efforts to define program and project management best practices procedures and then automating them using a PMIS. Cyrill has helped GLWA to identify and document their “As-Is” CIP business processes through in-person workshops and the development of process flowcharts identifying roles, responsibilities as well as step-by-step activity identification. Further, Cyrill developed business process improvement recommendations based on the detailed analysis of the information learned during the business process discovery phase. As a product of the recommendations the team developed both enhanced and new business processes to support GLWA in efficient and streamlined CIP delivery processes. This effort includes contract revisions as well as assisting GLWA with a PMIS needs assessment, selection process and then implementation to align with the business process modification.

Oakland County Water Reserves Commission: Project and design manager for the Pontiac Wastewater Treatment Plant process improvements. Managed $22 million in design and construction for improvements to the conveyance system, instrument controls, and sludge processing.

Wayne County Department of Public Services: Project and design manager for the Downriver Wastewater Treatment Facility improvements. Responsible for $25 million in design and construction improvements related to laboratory redesign, chemical storage upgrades, as well as primary and secondary treatment process system upgrades.


Baton Rouge Sanitary Sewer Overflow Program: As the director of project and construction management for the $1.5 billion Baton Rouge Sanitary Sewer Overflow Program, Cyrill focused on project delivery, risk management, process improvements, constructability and technical issues, and construction claims mitigation and resolution.

Olympic Park, London, England UK: In preparation of the London 2012 Olympic Games, Cyrill managed the design and construction of the London Olympic Park’s $400 million civil infrastructure scope, inclusive of heavy utility installation projects, road network development, and security infrastructure. He also served as project manager for the $130 million handball arena.


Education Bachelor of Arts Michigan State University

Current on Continuing Professional Education meeting all State of Michigan and yellow book requirements

Professional training & affiliations American Institute of Certified Public Accountants

Michigan Association of Certified Public Accountants

Michigan Municipal Treasurers Association

Michigan Governmental Finance Officers Association

Regular speaker for MGFOA, MMTA, MACPA, MTA, Colorado GFOA

Instructor - Plante Moran Continuing Professional Education Programs

Brian Camiller, CPA Project Consultant – Fee-for-Service Schedule Assessment Advisor

Summary of experience Brian has 22 years of experience serving governmental entities. As the practice leader of Plante Moran Governmental Accounting Professionals (PMGAP), Brian oversees financial accounting and reporting services provided to municipal organizations across the country.

In addition, Brian provides various consulting services to local units of government, including creating financial forecasts, utility rate models, municipal budgets, and cost allocation plans.

Brian’s team currently serves the Fenner Valley Water Authority (FVWA), providing financial accounting outsourcing (FAO) services. FVWA is a joint venture between the Santa Margarita Water District and Cadiz Inc, whereby FVWA will appropriate ground water from the Fenner Valley aquifer system and transport it for municipal and industrial purposes via the Colorado River Aqueduct.

Prior to leading PMGAP, Brian spent 15 years auditing local units of government in Michigan.

Selected key clients Fenner Valley Water Authority, CA Great Lakes Water Authority, MI Hillsdale Board of Public Utilities, MI City of Detroit, MI Ohio Public Employees Retirement System (OPERS) City of New Orleans, LA City of Hallandale Beach, FL City of Lansing, MI


Education Bachelor of Arts, College of Business Michigan State University

Professional training & affiliations Customer Service (CS) Week

Michigan Water Environment Association (MWEA)

Government Finance Officers Association (GFOA)

Michigan Government Finance Officers Association (MGFOA)

• Standards Committee Board member for 2005 – 2006

• Technology Resource Committee Board member for 2009 – 2014

• Technology Resource Committee Chairperson 2014 – present

Tracey Rau Technical Consultant – CIS Integration Advisor

Summary of experience Tracey has more than 30 years of experience working exclusively in the public sector. She currently is the Practice Leader for Utility Systems/CIS Consulting at Plante Moran. Tracey’s focus is on serving her government clients with needs assessment, system selection, implementation management, and technology planning projects, which includes the operational and organizational impact of implementing new technology. Tracey has been working with utility departments for over 25 years to assist with meter to cash process improvements and deliver better customer service through technology improvements. She has experience as a trainer, software support specialist, implementation consultant and various management positions. Additionally, she was instrumental in managing the design, development, testing, and deployment of data conversion tools and approaches between software applications to assist clients with their migrations. Through this time, she has gained significant experience in various public sector functions including Financial Management, Utility Billing, Planning & Zoning, Permits, Code Enforcement, Business License, Fleet Management, Work Orders, Facilities, Taxes, Assessing and others.

Recent and relevant project experiences Eastern Municipal Water District, CA: Currently serving as the Project manager for Quality Assurance and Oversight during EMWD’s UB/CIS replacement project. This also includes launching a new customer portal and mobile work management system.

Santa Margarita Water District, CA (UB/CIS Completed, ERP In Progress): Project manager for the UB/CIS assessment, selection and implementation projects. After going live with CIS, Tracey is now serving as the project manager for the ERP implementation project.

Selected key clients • Borough of State College, PA

• Muskegon County, MI

• City of East Lansing, MI

• Washington Township, MI

• City of Roswell, GA

• County of St. Lucie, FL

• City of Oakland Park, FL

• Town of Jupiter, FL

• City of Farmington, MI

• Village of Mt. Prospect, IL

• City of St. Charles, MO

• City of Cooper City, FL

• Village of Wellington, FL

• Village of Elk Grove, IL

• City of Sacramento, CA

• City of Peoria, IL

• City of Wauwatosa, WI • City of Columbia, MO

• City of Miramar, FL


Gulf Coast Water Authority: Gulf Coast Water Authority (GCWA) is a wholesaler of water distribution that delivers water from three pump stations to approximately forty municipal, agricultural and industrial large consumption customers. Recently, GCWA has increased their basis of water distribution by 40%. GCWA was looking to improve their financial and capital project planning and management processes and contracted Plante Moran for assistance. Tracey was the project manager for conducting a comprehensive financial and capital management needs assessment. Our assessment included assisting with project management activities; conducting interviews to identify gaps and opportunities in the current systems environment and supporting business processes; reviewing current policies and procedures; developing prioritized recommendations to meet the evolving technology and process demands of GCWA’s rapid growth. Our assessment and recommendations were focused on the American Water Works Association (AWWA) and the Effective Utility Management (EUM) best practices.

Toho Water Authority: Lead consultant for the Customer Service area in developing an IT Master Plan. Lead discussions on gaps that currently exist with their current technology and assisted with defining a five year technology road map.

Cheyenne WY’s Board of Public Utilities: Project manager for the ERP needs assessment, process mapping, RFP development, system selection, and contract negotiations. Tracey continued as project manager through the implementation of Tyler Munis. Financials, Payroll and Human Resources was in scope and later Utility Billing and Permits were added.

City of Greeley, CO: Project manager for the UB/CIS assessment, procurement and selection of a new CIS solution. The City provides water, sewer and stormwater. The City is currently transitioning their AMR meters to AMI. The City rate structure includes water budget billing.

City of St. Charles, IL: Leading the needs assessment, procurement and selection of a new utility billing/ CIS solution. The City bills for water, wastewater, electric, refuse and yard waste.

Village of Wellington, FL: Implementation project management oversight for their Tyler/Munis Utility Billing phase. The Village bills for water, sewer and some refuse. The Village has AMR meter technology.

City of Independence, MO: Project manager for the UB/CIS assessment, selection, and implementation projects. The City utilities includes water, sewer and electric services. Manual, AMR and AMI meters were all in scope. The project included overseeing multiple meter interfaces as well as GL, AP, multiple payment types (lockbox, EFT, ACH, IVR, and web portal), GIS, Collection Agency and LIHEAP interfaces.

City of Elk Grove, IL: Managed the Tyler Munis UB/CIS implementation project. The Village utilities include water and sewer services.

City of Palo Alto, CA: Lead consultant for the UB/CIS assessment and selection projects. The City has seven utilities which includes water, sewer, electric, gas, stormwater, refuse and fiber.

City of DeLand, FL: Project manager of the ERP assessment, selection and business process review which included utility billing. The City utilities includes water, sewer and refuse services.

City of Peoria, IL: Lead the implementation of a new storm water service for a population of over 172,000 at the City. This included documenting all of the procedures.

North Miami Beach: Project manager for the customer service assessment


Education Bachelor of Arts in Political Science Virginia Commonwealth University Master of Public Administration George Mason University Professional certifications & affiliations Certified, Government Chief Information Officer (CGCIO), Public Technology Institute Certified, Project Management Professional (PMP), Project Management Institute Certified, Change Management Professional (CCMP), Association of Change Management Professionals Member, Project Management Institute (PMI) Member South Florida PMI Chapter Pi Alpha Alpha Honor Society

Lori Blackmon, MPA, PMP, CCMP, CGCIO Project Consultant - Change Management Summary of experience Lori has over thirty years of experience in managing Information Technology (IT) solutions to optimize service delivery for organizations. She is a certified project manager with experience leading large efforts and managing stakeholder engagement. She has significant hands-on experience in designing enterprise solutions to address financial, procurement human resource/payroll, and maintenance integrations for major ERP products, and industry expertise in transit and transportation. Lori has applied agile scrum techniques to manage complex and high-priority engagements to increase visibility and bring projects to the finish line. Lori is also certified in change management, developing change management, and other plans such as stakeholder, resource, learning and measurement management plans for projects as well as creating persuasion campaigns to balance the economic and the organizational values that come with major transformations. As a certified Government CIO, Lori develops governance plans and can serve as an interim manager for organizations in transition. Lori brings her prior technical management experience to assessments to develop actionable and sustainable long-range plans to address internal control requirements, streamline operations, create value streams, and close administrative gaps. Ms. Blackmon is a skilled facilitator, project manager, and an expert in business process redesign. Project Management: Certified project manager applying Project Management Body of Knowledge (PMBOK) techniques to manage projects, engage stakeholders, develop and manage project governance, report progress, and resolve issues. Agile Project Management: In additional to traditional project management, experience in using scrum on projects supported by high customer involvement. Change Management: Certified in change management, served as a change leader to perform gap-analysis of practices and values. Continually incorporating industry best practices for development of persuasion campaigns to balance the economic and the organizational values that come with major transformations. Business Process Improvement: Significant experience in the development and documentation of business processes to address internal control requirements, streamline operations, create value streams, and close administrative gaps. Functional Support: Significant hands-on experience in designing enterprise solutions to address financial, procurement human resource/payroll, maintenance integrations within products and with third-party providers.


Recent and relevant project experience Serving as Project Director for Valley Metro ERP and EAM CORE Implementation: Leading a project team to establish a PMO and assisting in the coordination of resources to replace the financial, payroll and maintenance/operations systems for a large-city bus and rail transit system.

Serving as Project Manager for the State of Washington Financial and HR ERP Procurement: Assisting the State in the selection of a core ERP system, replacing multiple financial, procurement and human resource systems. Created and manage the project schedule, conduct oversight on project activities and perform quality assurance on deliverables.

Served as Technical Advisor to Nebraska Department of Transportation ERP Needs Assessment: Assisting the project team with expertise related to federal billing process requirements for the replacement of the financial, procurement and maintenance management systems.

Served as Project Manager for Salem Mass Transit (Cherriots) Tyler MUNIS Project Assessment: Reviewed project plans, interviewed staff and performed quality assurance review of deliverables. Assessed the software configuration against requirements and identified gaps. Developed a new project work plan and resource management plan for project restart.

Project manager for Wyoming Department of Game and Fish Budget and Document Management RFP Procurement: Managed the project schedule and requirements gathering process for the acquisition of a budgeting system and document management system. Also oversaw the development of analytic dashboards for the reporting of licenses and revenue collections.

Served as Project Manager/Change Manager for the City of Sunnyvale ERP Implementation. Currently assisting the City in the project initiation activities for an implementation of Oracle Cloud Fusion for financials and human resources. Created project charter, project management plan, and managing the City team in support of implementation tasks. As the change manager, created the change management portfolio of documents including the change plan, communications plan, resource management and benefits measurement plans. Performed stakeholder analysis and created heat maps with response strategies.

Served as Project Manager for the Columbus Regional Airport Authority ERP Assessment. Performed an assessment of the current Microsoft Dynamics ERP to determine viability for future support. Interviewed staff, developed technology roadmaps and a tactical plan to prepare the Authority for a future ERP upgrade.

Served as Project Manager for the Washtenaw County Road Commission IT Organizational Assessment. Led a team through an organizational and technical assessment of the current IT operations of the Commission. Wrote an assessment report with recommendations to restructure the office and move operations to outsourcing. Redesigned the IT office, developed new help-desk procedures and wrote user guides.

Served as Project Manager for the County of Monterey, CA Financial ERP Upgrade. Supported the County staff through the day-to-day activities to deploy an upgrade to CGI Advantage. Facilitated daily stand-ups using a Kanban board and ad hoc solution-development meetings to maintain on-time delivery of the project. Wrote test scripts and managed the user acceptance testing process, as well as all training materials and the training delivery plan. Developed the cutover plan and managed the cutover process.

Served as Project Manager for the Alaska Department of Transportation and Public Facilities, FHWA Certification. Developed the project plan, identified resources, wrote scripts and assembled certification materials to present cradle-to-grave demonstration of project finance process. Facilitated the successful review process.

Served as Project Manager for the Mississippi Department of Transportation and ERP Implementation for Finance. Performed project management of the DOT efforts to join the state financial system in SAP. Created change management plans to communicate business process improvements and directed completion of readiness activities.


Education Bachelor of Science, management science University of Wales, UK

Certifications and accreditations IBM Certified Cognos Solution Expert

InfoSphere Certified Information Server for Data Integration Fundamentals Technical Mastery

Informatica product accreditation

Certified Alteryx Designer Core

Alteryx Certified Professional

Mark Richards Project Consultant – Data Architect

Summary of experience Mark is a 25-year business analytics professional known for his proactive approach coupled with out-of-the-box thinking. He applies logical methodology and creative flair to problem-solving and works well independently or as part of a team. Mark is an excellent communicator, adept at interacting with both technical customers and end-users.

Business analytics strategy: Mark works with clients to determine their analytics needs and how those needs fit into their enterprise model. This includes requirements sessions, facilitation, interviews, and questionnaires to uncover needs gap analysis, overall requirements, and prioritization.

Data warehousing architecture: Mark can architect data solutions to support client business needs (most often enterprise reporting). He accomplishes this by providing educational presentations, leading deep-dive analyses of existing systems and data, translating business needs to technical specifications, leading detailed discussions on functionality, and modeling data solutions to answer the business questions of today and tomorrow.

Customer training: Mark ensures customers can use their new solutions by delivering training in formal class settings, interactive workshops, and small group mentoring.

ETL development and report writing: Using market-leading software such as Informatica, IBM, and Tableau, Mark builds and develops data solutions to stage data for consumption and produce reports for visualization.

Project management: With a focus on both task management and customer relationship management, Mark has led the development and deployment of large and complex business analytics projects using a wide variety of hardware and software platforms.

Selected key clients • Oregon Chief Education Office, OR

• Texas A&M University, TX

• Wichita State University, KS

• Virginia Commonwealth University Health System (VCUHS), VA

• Arkansas Bureau of Legislative Requests (BLR), AR

• Seattle City Light (SCL), WA

• San Diego Association of Governments, CA • LA Department of Transportation


Education

M.S. Physics, University of Nevada, Reno

B.S. Chemistry New Mexico Institute of Mining and Technology

Certifications Informatica Velocity

Informatica PowerCenter 10 Administrator

Informatica Master Data Management Developer

Selected Technologies PowerCenter

Informatica Data Quality

MDM: Multi-Domain

Enterprise Data Catalog

Axon

Data Integration Hub

Informatica Cloud

Jeremy Jensen Project Consultant - Data Analytics Expert

Summary of Experience Jeremy Jensen is a consulting manager with nine (9) years of experience in Data Warehousing, BI reporting, and Data Analysis. He has developed data warehousing, master data management, and other general data management solutions to support various enterprise applications within State and Local, education, and commercial environments.

His solutions utilize the Informatica product suite including PowerCenter, Data Integration Hub, Data Quality, Master Data Management, EDC and Axon. His API development experience utilizes Informatica’s Intelligent Cloud Solution leveraging connectivity between on premise and cloud-based data systems. His BI reporting experience includes model and report development with a specialized focused on Cognos Active Reports.

Jeremy brings a creative and analytic approach to technical design that demonstrates the possibilities of BI and Data Integration solutions.

Project Roles Jeremy will provide data analytics design and operations experience using Maximo CMMS and other business systems of record as part of Phase 3: Business Analytics Implementation Plan.

Selected Key Clients • Albuquerque Bernalillo County Water Authority

• Kamehameha Schools

• Janus Henderson

• Oregon Chief Education Office

• Wichita State University

• Colorado Department of Education

• Arkansas Department of Higher Education

• University of Oklahoma

• University of California Irvine

• Seaboard Foods

• Arizona Health Care Cost Containment System

• California Department of State Hospitals


Professional experience University of Southern California - project managed a large university-wide project to establish a strategic performance management budgeting system. This included managing multiple technical resources on both sides, as well as complex dependencies and changes in scope across multiple phases.

Oregon Chief Education Office - architected a solution for Oregon's Statewide Student Longitudinal data reporting system. The system captured data from multiple partner agencies (K12, community college, 4-year universities, etc.), matched, standardized and mastered the identity information, and organized the data to provide detailed cohort analysis needed to support the governor's 40:40:20 vision.

Texas A&M University - worked with staff at the university to help them build our vision of a data warehouse is a driven reporting system. This included advising on software selection of data integration tools, education and architectural consulting, classroom instruction and interactive mentoring, and report writing.

Arkansas Department of Education - architected and built a data system to capture student, staff and financial data collected from all the public K12 schools in the State of Arkansas, and standardize and blend them into a central database optimized for reporting.

Arkansas Department of Higher Education - Developed a reporting system to manage lottery funding scholarship dollars and provide analytics capabilities for the State of Arkansas

California Newspaper Group (LANG and BANG) - architected and developed a data integration solution to capture detailed information and analytics on advertising revenue data for a consortium of California newspapers

Seattle City Light - architected and managed a solution to capture work order milestones for street light maintenance work undertaken by SCL work crews

Wichita State University - provided architecture, development, education and data governance consulting to Wichita State University in moving their data reporting systems to new technology


b. Project Approach & Understanding Statement of understanding Project Alignment to EMWD Strategic Business Goals As a 2018 J.D. Power for Customer Satisfaction Award Winner, EMWD has a distinguished reputation for outstanding customer satisfaction. This is further reflected by EMWD’s strategic business goals aligning with EMWD’s mission to provide safe, reliable, economical and environmentally sustainable services. To achieve this mission, this project will replace permitting and project management technologies that are 15+ years old and elevate levels of customer service and operational efficiency. EMWD’s strategic goals advanced with this project include:

• Superior Customer Service: To consistently exceed customer expectations in all facets of EMWD’s service.

• Sound Planning and Operational Efficiency: To deliver the highest quality products in services in a cost-effective and efficient manner by leveraging workforce, technology, and business partnership s to implement industry-leading processes and practices.

• Effective Communication, Advocacy, and Community Partnerships: Engaging in mutually beneficial partnerships, community with clarity and purpose, and conduct constructive advocacy with Federal, State, and local stakeholders.

Development Services Department Profile and Permitting Responsibilities

EMWD’s Development Services Department receives manages 3,000-5,000 plan checks requests for service and collects revenues in excess of $50 million annually from customers including residents, developers, small businesses, commercial, and City/County agencies. Serving a rapidly growing population of 840,000 with 153,000 service connections, it is responsible for administering, coordinating, and/or processing applications for service, development service plans, facility plan reviews, utility conflict resolution, fee payments, financial participation agreements, and facility construction agreements. The department is also responsible for project planning efforts with developers to facilitate expansion of water, sewer, and recycled water facilities that are consistent with the District’s facility master plans, design standards, and operations and maintenance requirements. The department is also responsible for administering Capital Improvement and Maintenance projects during the planning, design, bidding, construction, and close-out phases.

The Challenge

EMWD represents the following challenges and process impediments to support the development services permitting and regulatory compliance operations of the District including:

• Difficulty maintaining obsolete and unsupported technologies and business systems

• Costly and time-consuming business systems programming changes such as rate adjustments, process improvements, data analysis, interoperability, and updates

• Features and processes are not consistently mapped to best and leading practices


• Lack of customer self‐service features portal, online plan submission, project status, and payment for customers and developers

• Lack of a centralized and contemporary project‐awareness tool, analytical capabilities, live documents, and intradepartmental system interfaces.

• Management of a high number of integrations, with varied types of technologies

• The inter‐agency utility conflicts function is tracked independently in Excel logs

Expected Outcomes

The implementation of EMWD’s project-based, permitting lifecycle management system will support project control tracking and project cost reporting for construction management activities. The District expects to realize the following benefits with this project:

User Experience Single, self‐sufficient application for Development Services business

functions and workflows, that is easy to use, easy to manage data, and ensures high data integrity and quality.

Provides contemporary awareness of the full range of project intake and assignments, work‐in‐progress, production reports, documentation, and dashboard metrics

Provides integrated fee assessment and payment Deploy across the enterprise, with integrated data‐import from

other/existing technology platforms, such as financial (PCTS), CIP projects (ProjectPlus) and Time‐Card systems

Requiring no customization and only minor configuration Adaptability and flexibility for future business needs Robust vendor support (post‐implementation) Ability to hyperlink to EMWD’s web page to access documents

Business Process Improvements Simplification of workflows Electronic/paperless plan

processing Live document functionality Integration with BlueBeam Adobe Acrobat compatibility Integration with ArcGIS

Adaptability and flexibility to incorporate and modify numerous fee assessment methodologies to hand various product lines, special benefit area

Technical / Functional Capabilities Robust document management capability (ECM) Customer self-service capabilities Web and mobile access On‐line payments and submittals On‐line fee estimate calculator

Robust searching/query capability KPI Delivery (WIP, job priority, cycle times, water EMS, sewer EDUs)

Standardized management reporting / analytics capabilities Ability to transfer existing CityView project data & documentation

Systems Integration GIS CIS CMMS Inspection Services (SPORT) Source Control Division

System Implementation & Delivery Low impact on staffing resources for configuration, training, and deployment Minimal development and deployment timeline User training manual and access to online knowledge bases Ongoing, responsive, and timely technical support

Plante Moran’s Project Workplan is proprietary and confidential information for the use of EMWD only


Project work plan Based on the objectives outlined in the RFP, we propose a work plan below to evaluate the District’s permitting and regulatory management processes, identify waste, evaluate process changes and institute changes to improve efficiencies. We will also incorporate performance metrics used by peer agencies throughout the nation. Our unique approach is centered around equipping a future development review committee with a framework to foster a continuous improvement culture. Our work plan for this project includes three key phases as noted.

Phase 1 Outcome / Deliverable Deliverables are highlighted with asterisks (**) when referenced in the work plan sections

Work Plan Section(s)

Analyze existing development services business processes and fee-for services 1.8

Compile listing of, and analyze, existing technology platforms 1.8

Conduct comprehensive business systems needs assessment and requirements analysis 1.12

Evaluate and design organizational structure to support updated businesses processes 1.12

Evaluate and design customer self-service and payment portal features 1.12

Educate District’s project team on potential replacement business systems 1.6

Develop implementation project plan, phasing, budget, and schedule 1.12

Phase 2 Outcome / Deliverable Deliverables are highlighted with asterisks (**) when referenced in the work plan sections

Work Plan Section(s)

Define requirements and develop RFP for system procurement and implementation 2.1-2.2-2.3-2.4

Lead and participate in system selection and contract negotiations 2.12

Lead and participate in systems integrator selection and contract negotiations (if necessary) 2.13

Develop an organizational change management plan 2.14

Develop a customer outreach and communication plan 2.14

Provide a resource plan and recommendations for executing the implementation project 2.14

Phase 1:Assessment,

Process Optimization, & Implementation Strategy

Phase 3 (Optional Innovation Scope):

Business Analytics Implementation Plan

Phase 2:System Procurement

& Pre-Implementation Planning

Project and Change Management

Plante Moran’s Project Approach and Work Plan



Project organizational management

Phase 0 Activities Objectives / Deliverables 0.1 Project initiation and define project

organizational structure • Conduct project initiation meeting

• Establish project governance structure

• Define review process areas for discovery sessions

• Introduce project collaboration center (SharePoint)

• Identify stakeholders

• Determine dates for onsite discovery sessions

• SharePoint collaboration center

0.2 Develop draft project charter • Draft project charter document detailing project scope, roles, milestones, and responsibilities of project team and objectives

0.3 Finalize project schedule • Detailed project schedule and plan

• Project schedule in MS Project format

• Develop project communications plan and reporting frequencies

0.4 Project control reporting excluding activities 2.15 and 2.16 which are dependent upon vendor’s statement of work (SOW)

• Conduct bi-weekly project status updates

• Meeting agendas / action items

• Provide the District with meeting agendas and action item updates

Project Governance Phase Highlights & Benefits

Define Review Process Groups for Interviews: The project management team will collaborate and confirm the development review processes in the Development Services Department operations areas identified below to be assessed during our discovery interview sessions. Our proposed project approach will be organized into the listing functional areas and these can be modified according to the direction of the District.

New Business Support Staff

Plan of Service Staff Plan Check Staff

Development Services

Representatives

Field Engineering Department

Customers: Residential and

Commerical

Project Management Objectives • Develop a project organizational structure that defines staff roles and expectations

• Identify process areas and associated stakeholders

• Develop the project charter providing a framework to summarizing expected business objectives, key stakeholders, project outcomes, schedule commitments, and potential risks to success

• Develop a detailed project plan identifying the activities, responsibilities and timing of tasks necessary to complete the project on a schedule timeline

• Establish a project collaboration environment to act as a repository for project information

• Conduct periodic status meetings to monitor project progress



Phase 1: Assessment, process optimization, & implementation strategy

Phase 1Assessment,


Phase 2System Procurement & Pre-Implementation

Planning

Phase 3(Optional Scope):


Phase 1 Objectives • Evaluate Development Services policies, procedures, and existing process documentation

• Administer interview questionnaires to document recognized end-user and process owner insights

• Conduct District leadership and key stakeholder interviews

• Perform project stakeholder project orientation

• Conduct process owner interviews and review existing procedures, workflows, and process maps

• Gather information for process assessment to identify potential waste and process inefficiencies

• Meet with development review management to understand their vision and expectations for the implementation of possible performance measures and management strategies

• Identify current-state business improvements with a focus on value to the customer applying the customer “journey” models illustrated in the Permitting and Inspection processes

• Develop an enterprise (cross-functional) development review lifecycle, high-level process map summarizing how development review processes intersect and support one another

• Identify possible performance measures and controls to effectively implement improvements

• Summarize process inefficiencies in an issues and opportunities for improvement listing

• Evaluate development review governance to manage implementation of performance measures, analyzing results and instituting process changes to ensure review times are being met

• Present major findings to management staff and leadership team for feedback



Phase 1 Activities Objectives / Deliverables

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1.1 Review key source documents

• Review of the District’s planning documents, internal analyses, and materials including development guidelines, submittal requirements, applicant checklists, current performance measures, strategic plan, and published customer target levels of service

• Evaluation of existing process maps, standard procedures, and policies

1.2 Conduct stakeholder analysis

• Stakeholder register document used to associate the level of influence and level of interest stakeholders have. Stakeholders can be grouped according to project roles, responsibilities, and communication frequency to meet the needs of those involved.

• Stakeholder engagement strategy informing project communications plan

1.3 Finalize Project Charter • Project charter document detailing project scope, roles and responsibilities of project team and project objectives

1.4 Administer Pre-Interview Online Survey

• Gauge stakeholder understanding of their review process

• Familiarize them with the objectives to accomplish through our onsite discussions and analysis

• Provide value to our discussions onsite by identifying process inefficiencies, recommendations and information to leverage as discussion points when onsite

• Gather input from staff not available for discussions during onsite discovery sessions

1.5 Conduct Management Interviews

• Management pre-interview questionnaires

• Management interviews



Phase 1 Activities Objectives / Deliverables 1.6 Stakeholder Orientation

and Review Activities Project Kickoff

• Orientation presentation session preceding all interviews

• Educate staff so they appreciate how their participation will achieve the intended project goals

• Project stakeholders will understand how they will be an integral part in recognizing when process change is necessary as District goals, policies, regulations, technology resources, staff expertise, and service expectations evolve over time

• Educate staff on capabilities of permitting and project tracking/management solutions in the marketplace**

PR

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1.7 Analyze the workflow for three (3) typical development projects

• Select three “candidate” development projects to assess and evaluate frequent, typical reviews within Development Services Department (DSD) spanning a majority of functional review disciplines.

• Inventory processes associated with each project.

• Walk through the review workflows with DSD staff associated with the three completed development projects (see Appendix – Exhibit 4: SIPOC Process Discovery Tool and Approach)

1.8 Conduct interviews and workshops for development review processes (current state)

• Prepare current-state, high level process maps describing the District’s entitlement, permitting, inspection, and enforcement processes**

• Document existing technology platforms and applications**

• Evaluate existing fee-for-services structure and associated processes**

• During workshops, prepare current-state, detailed process maps based upon the five development projects reviewed by identifying a clear start and finish and then focus on capturing the activities, decisions, dependencies, and cross-functional handoffs that happen in between (Appendix – Exhibit 1: Sample Process Maps and Exhibit 2: Sample Process Narratives)

• Issues and opportunities to inform future-statement improvements (Appendix – Exhibit 3: Sample Issues & Opportunities)

• Based upon user validation, estimate duration of activities within the review process take, how they contribute to the overall review time, and other measures of success

• Consider process inefficiencies/improvements identified by review staff that could be reduced or mitigated

• Capture supporting narratives to process maps representing handoffs, dependencies, decisions, and roles / responsibilities



Phase 1 Activities Objectives / Deliverables P

RO

CE

SS

DI

AG

RA

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IN

G A

ND

CH

AN

GE

MG

T 1.9 Conduct customer focus

group feedback sessions (OPTIONAL)

• Facilitate customer focus group of 4 hours to gather feedback of the District’s review process from external stakeholders – Owner-Builders, Engineers, Architects, Business Owners

• Capture, score, and prioritize the most important improvement priorities identified from external stakeholder focus groups to frame the future-state improvement recommendations for the District.

1.10 Administer change readiness assessment tools (See additional information in 1.12)

• Administer a Change Readiness Assessment survey designed to engage and address the needs of stakeholders to promote advocacy for the changes proposed

• Assessment of user confidence and readiness in current practices

• Project kick-off meeting and change management survey introduction

1.11 Identify future-state business use cases and link to specific business outcomes

• Finalize business use cases (scenarios) detailing improvements t so they are recognized in operational (tangible) terms

• Prioritize the use cases by assigning weighting to business outcomes

• Associate business use cases with their relevant business specifications

• Database of prioritized functional and technical permitting systems specifications for inclusion in the RFP process

• Future-state process diagrams reflecting process gap improvements

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1.12 Needs Assessment and Requirements Session to Present Findings & Review Recommendations**

• Present system functional and technical requirements and use cases**

• Identify key implementation strategies and organizational structure changes as part of a comprehensive implementation project plan, phasing, budget, and implementation schedule**

• Detail the requirements for the customer portal for self-service and payment management**

• Represent organizational change management plan (OCM) mitigating risks and promoting stakeholder change acceptance / adoption**

• Meet with project team to review report findings and recommendations

Phase 1 Highlights and Benefits

Facilitated Development Review Process Interviews: We are estimating 2 hours for each process discussion and each discussion will be facilitated by two consultants; 1 to lead the discussion and 1 to scribe and document key processes and activities. The discussions will begin by identifying a clear start and finish and then focus on capturing the activities, decisions, dependencies, and cross-functional handoffs that happen in between. With this analysis, we are enabling the District to define their processes at a detail task level, which will eventually enable us to advise the District about expectations, controls and measures to ensure desired review times are being met.



Phase 1 Activities Objectives / Deliverables

Facilitate Customer Focus Group Session (Optional): The voice of the customer is essential to aligning performance outcomes in terms the District and its applicants can fully appreciate. Frequently, internal staff measures are difficult to translate in terms of customer value. This focus group sessions will highlight the key business expectations and outcomes from owner-builders and commercial architects, engineers, and contractors. Our goal is to enable the District to speak in terms of customer value to effectively communicate its commitments and accountabilities. We recommend a cross-functional group of about ten external customers to participate in this two-hour session.

Phase 2: System procurement & pre-implementation planning

Phase 2 Objectives

• Define the software selection process

• Develop a request for proposal (RFP) that fully represents the needs of the District.

• Define a decision-making process that will be used to guide the evaluation of selected vendors

• Define vendor selection criteria and weighting factors to evaluate vendor responses

• Distribute the RFP to the public sector vendor marketplace

• Conduct activities relative to the review of responding vendor proposers and subsequent due diligence

• Analysis of proposals and select semi-finalists.

• Guidance and expertise to perform due diligence activities.

• Facilitate vendor software demonstrations.

• Assist in selecting the preferred finalist vendor

• Develop detailed implementation project plan with the selected permitting vendor

• Monitor permitting vendor implementation plan by identifying and responsively addressing project risks as identified

• Facilitate ongoing project status meetings, track decisions, maintain project log

Phase 1Assessment,


Phase 2System Procurement &

Pre-Implementation Planning

Phase 3(Optional Scope):




Phase 2 Activities Activity Objectives R

FP

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OP

ME

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2.1 RFP preparation and delivery planning**

• Identify procurement advisory and selection team candidates for technical and functional process activities

• Identify possible evaluation criteria and weighting factors

• Procurement planning matrix

• Review procurement decisions for the permitting RFP document

2.2 Develop solution selection criteria and define decision making process**

• Vendor selection criteria and specific requirements to be fulfilled

• RFP solicitation schedule with milestones

• Evaluator scoring templates

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2.3 Develop enterprise application

migration plan, technical requirements and interface requirements**

• Identification of recommended applications to be retired, replaced, and retained-integrated with the replacement permitting system

• Definition of interfaces in the retained systems to be interfaced with the replacement permitting system

• Confirmation of technical requirements involving existing infrastructure to include security, authentication protocols, network access, etc. Infrastructure hosting or Software-as-a-Service managed service requirements can also be incorporated based upon the District’s preference for its system delivery model

2.4 Develop request for proposal (RFP) document**

• Comprehensive list of required and optional modules and functional requirements

• RFP templates including general terms and conditions for technology procurements

• Guidelines and vendor questions detailing implementation approach

• Cost (pricing) forms, functional specification compliance templates, managed (hosted) service capabilities matrix, implementation service hours allocation matrix for vendor and client activities, and vendor client history

RF

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2.5 Provide assistance to distribute RFP document

• Potential vendor contact distribution list to maximize marketplace awareness of the District’s RFP

• Identification of vendors with existing partner relationships extending product functionality between core and extended modules

2.6 Facilitate vendor pre-proposal webinar and provide guidance to answering vendor pre-proposal questions

• Facilitated vendor pre-proposal meeting

• Draft responses to vendor clarification questions during open RFP solicitation

period • Draft RFP addendum reviews (as necessary)



Phase 2 Activities Activity Objectives 2.7 Analyze permitting vendor

proposals and support District evaluation process

• Analysis of up to eight (8) vendor proposals

• Comprehensive vendor proposal analysis report (See sample deliverable)

• In-depth cost analysis, summarizing proposed vendor pricing by one-time and ongoing costs (see Appendix – Exhibit 5: Cost and Service Hours Analysis) for a sample 10-year, cost of ownership analysis for each qualified vendor

• On-site facilitated proposal analysis meeting

• Documented vendor follow-up questions

• Scoring to identify semi-finalist vendors

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ND

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2.8 Facilitate vendor shortlist process

• Letter templates to send to those vendors who are proceeding forward to demonstrations and/or interviews

• Demonstration scheduling template

• Software demonstration agenda and script templates

• Vendor interview scripts based upon defined business use cases

• Other due diligence templates, including reference check and site visit questionnaires

• Scoring forms (matrices) for software demonstrations, vendor interviews, reference checks, potential site visit, and other due diligence

VE

ND

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2.9 Facilitate vendor solution demonstrations and interviews

• Sixty (60) hours of remote vendor demonstration facilitation

• Vendor demonstration agendas and use case demo scenarios

• Vendor demonstration evaluation forms for selection committee

• Pre-demonstration web conference with vendors to review demo agenda

2.10 Support post-demonstration due diligence evaluation activities

• Vendor site visit evaluation reference checking forms

• Vendor evaluation scoring form updates for selection committee

• Participation in reference interviews via phone or site visit(s)

2.11 Assist in the selection of the preferred vendor**

• Tabulated evaluation team scoring forms (matrices) and analysis**

• Meeting to select finalist vendor

• Written executive summary framing finalist vendor recommendation

• Attend District Board meeting in support of recommendation to purchase permitting finalist(s) vendor system(s)

• ** Plante Moran recognizes the District’s goal that the selected consultant demonstrate an ability to facilitate consensus to assist the core project team in making a final vendor selection for recommendation to the District Board.



Phase 2 Activities Activity Objectives C

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NE

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2.12 Contract negotiations advisory services for selected software vendor**

• Contract negotiation strategy checklist and a combined meeting with the procurement and project selection teams

• Recommended terms and conditions specific to technology solutions and services

• Examples of previously executed contracts from similar municipalities with vendor accepted terms and conditions

• Strategies for SOW development to effectively implement the proposer’s products and services

• Recommended terms for vendor cloud-hosted solutions including multi-tenant SaaS and managed services subscription options

• 60 hours of contract negotiation support to the District’s negotiating team. Should the District determine negotiations with the finalist permitting vendor be unproductive, it may elect to open negotiations with the next most qualified vendor. Plante Moran reserves the right to negotiate additional hours to support the process should require more than 60 hours be necessary to achieve a negotiated agreement.

2.13 Contract negotiations advisory services for system integrator, (optional, if necessary)**

• Same activities / deliverables as noted above in section 2.12.

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2.14 Pre-implementation planning support services**

• Project organizational chart

• Roles and responsibilities matrix

• Project implementation resource plan and recommendations for project execution**

• Scope statement

• Stakeholder impact matrix and organizational change management plan**

• Implementation lessons learned

• Decisions tracking log

• Customer and staff communications plan**

• Project management plan

• Review of vendor WBS

• Project schedule mgt plan

• Project timeline

• Project deliverables tracking

• Stakeholder roles and responsibilities matrix

• Budget monitoring tool

• Project change control procedures

• Client success characteristics

• Project issues, risks, and



Phase 3: Business analytics implementation plan (optional scope)

Plante Moran is pleased to propose optional services to the District intended to complement the work and objectives achieved through Phases 1 and 2. We can enable the District to leverage tools for capturing the necessary data to analyze performance, evaluating process improvements, and implementing the change. Our data and analytic specialists will conduct a 2.5-day workshop to equip the development review staff with best practice frameworks and practices to create baseline measures. Through this effort, EMWD will demonstrate how its future-state process changes in Phase 1 will result in measurable progress over time.


Institute an Analytics Center of Excellence (ACOE): The ACOE will be designed to guide the organization to mature its application of analytics to inform business decisions and create reliable business practices advancing the application of data driven decisions throughout the District.

• Revisit performance measures to account for validity and usefulness

• Maintain a focus on timeliness and accuracy when pulling data from trusted sources

• Provide continuing training opportunities for new staff and existing staff transfers to new roles

• Overcome temptations to measure what is convenient in lieu of what is most meaningful

• Recommendations to institute process improvement measures within the organization

• Recognize changes to polices, rules, regulations may likely impact comparisons across reporting periods

• Prepare execution strategy to advance organizational performance management • Plante Moran will introduce alternatives to the proposed mitigation strategies providing the District with

options to implement these and other measures to be identified.

Phase 1Assessment,


Phase 3(Optional Scope)


Phase 2System Procurement & Pre-Implementation

Planning

Phase 3 Objectives • Analyze existing baseline performance metrics and evaluate options for process improvements

• Feature practices and techniques for instituting an Analytics Center of Excellence at EMWD

• Provide data governance and business analytics tools to promote the implementation process through the development of dashboards, data management strategies, and staff development competencies

• Establish configuration and testing requirements for the replacement permitting solution so data and performance metrics are used by EMWD staff to effectively measure outcomes and support decisions




Data Governance and Analytics Workshop: Plante Moran’s Data Analytics and Business Intelligence Team enables clients to leverage the data in their systems of record. Our clients often find their systems to be data rich but information poor when relying upon data to drive decisions. Our interactive workshop approach enables business users to assume data ownership practices enabling data-driven decision making. These practices will be used to establish an Analytics Center of Excellence that will inform the configuration and testing requirements for the replacement permitting solution.

The 2.5-day workshop will introduce practices to collect, manage, and monitor for performance. Our team has experience working with many types of databases and data extraction tools so reporting dashboards, online reporting tools, and automated status notifications are aligned. As shown below, there is a maturity scale that we work with our clients to assess when determining the types of data and decisions necessary to drive success forward.

Industry Performance Metrics: In addition to the performance measures used by the District, Plante Moran will share performance measures from similar peer organizations. Our team has compiled over 300 metrics from communities throughout the nation throughout all stages of the permitting and regulatory management lifecycle.

Examples of Performance Measures for Permitting and Regulatory Performance Systems Output Measures Lagging Measures Leading Measures • Resources expended • Permits issued • Inspections completed • Plans reviewed • Customers served • Contractor licenses verified • Online applications

received • Construction value of new

permits issued

• Average inspections per day • Average plan review by discipline • Percentage of inspections completed

as scheduled • Cost per hour of operation • Average number plan review days

based upon construction cost • Percentage of plan reviews completed

on time • Percentage of customers served

within established service targets

• First pass success • Increased compliance / reduction in violations • Reductions in intake processing time • Actual capacity compared to scheduled

capacity • Internal compliance with standard operating

procedures • Staff training and certification compliance • Cycle time compliance for activities before

final review


c. Availability Briefly describe your firm’s and personnel’s ability to meet the District’s needs in a consistent and timely manner.

Our proposed project team members have been selected for both their areas of expertise and their availability to fulfill their role as proposed. Once the contract has been awarded and the project schedule developed, team calendars will reflect agreed-to commitments. In addition, as a firm, we have over 3,200 staff members and 400 consulting professionals who can be called upon as needs and circumstances require. Specialized staff can be assigned to meet the specific needs of the project.

Based on the current COVID-19 travel restrictions, Plante Moran envisions it will complete initial project tasks off-site. The last five months have proven that project work can be performed effectively while remote; with remote work having become business-as-usual for many of our clients with little to no project impact. Through the use of video conferencing and collaboration tools, such as Microsoft Teams and Zoom, project teams meet to discuss current needs/gaps, document current business processes, develop requirements and future business processes, conduct status meetings, review documents, select software, perform testing and training, and begin implementation. An unexpected benefit has been increased staff availability as time previously spent traveling is now available for team meetings and review sessions.


d. Project Schedule


e. References (Exhibit A) list three (3) former municipal (preferred) or private clients for whom comparable services have been performed within the last five years. Include the name, mailing address, and telephone number of each client’s principal representative.


f. List of Subcontractors (Exhibit B) Description of any subcontract arrangements that would be utilized for this discipline of work. Include a full description of the subcontractor’s experience and personnel.

Plante & Moran, PLLC will not be venturing into jointly working with any other firm or a subcontractor to perform any task/scope defined in this project.


4. Vendor Business Information (Exhibit C)


5. Pricing (Exhibit D)


NOTE: Currently, we have travel restrictions. Therefore, if the restrictions are lifted before the end of the

project and onsite assistance is desired, travel costs would be added to the pricing above.


Project Task, Hours and Fees

Phase 0 - Project Management / Governance Hours

Optional Hours Fees

Optional Fees

0.1 Project initiation and define project organizational structure 18 $ 4,320

0.2 Develop project charter 16 $ 3,840

0.3 Develop and finalize project schedule and plan 10 $ 2,400

0.4 Project control reporting 45 $ 10,800

Total for Phase 0 89 $ 21,360

Phase 1: Assessment, Process Optimization, and Implementation Strategy Hours

Optional Hours Fees

Optional Fees

1.1 Review key source documents 54 $ 12,960

1.2 Conduct stakeholder analysis 20 $ 4,800

1.3 Finalize Project Charter 20 $ 4,800

1.4 Administer pre-interview online survey instrument 17 $ 4,080

1.5 Conduct Management Interviews 34 $ 8,160

1.6 Stakeholder Orientation and Review Activities - Project Kick-off 40 $ 9,600

1.7 Analyze workflows for three typical development projects 54 $ 12,960

1.8 Conduct interviews and workshops for development review current state processes 82 $ 19,680

1.9 Conduct customer focus group feedback sessions (OPTIONAL) 56 $ 13,440

1.10 Administer change readiness assessment tools 66 $ 15,840

1.11 Identify future state business use cases and link to specific business outcomes 86 $ 20,640

1.12 Needs Assessment and Requirements Session to Present Findings & Review Recommendations** 238 $ 57,120

Total for Phase 1 711 56 $ 170,640 $ 13,440


Phase 2: System Procurement & Pre- Implementation Planning Hours

Optional Hours Fees

Optional Fees

2.1 RFP preparation and delivery planning 40 $ 9,600

2.2 Develop solution selection criteria and define decision making process 40 $ 9,600

2.3 Develop enterprise application migration plan 36 $ 8,640

2.4 Develop request of for proposal (RFP) document 78 $ 18,720

2.5 Provide assistance to distribute RFP document 20 $ 4,800

2.6 Facilitate vendor pre-proposal webinar and provide guidance to answering vendor pre-proposal questions 20 $ 4,800

2.7 Analyze vendor proposals and vendor evaluation process 128 $ 30,720

2.8 Facilitate vendor shortlist process 50 $ 12,000

2.9 Facilitate vendor solution demonstrations and interviews 80 $ 19,200

2.10 Support post-demonstration due diligence evaluation activities 28 $ 6,720

2.11 Assist in the selection of the preferred vendor 28 $ 6,720

2.12 Contract negotiations advisory services for selected software vendor 60 $ 14,400

2.13 Contract negotiations advisory services for system integrator (Optional, if necessary) 60 $ 14,400

2.14 Pre-implementation planning support services 60 $ 14,400

Total for Phase 2 668 60 $160,320 $ 14,400

Phase 3: Business Analytics Implementation Plan (Optional Scope) Hours

Optional Hours Fees

Optional Fees

3.1 2.5 Day Analytics Workshop, COE Launch, and Implementation Recommendations 120 $ 28,800

Total for Optional Phase 3 0 120 $ - $ 28,800

Grand Total for Project 1,468 236 $352,320 $ 56,640


6. Additions, Deletions and/or Exceptions (Exhibit E)


Compliance with the District’s contractual terms and/or RFQ requirements. The Proposer shall note any additions, deletions and/or exceptions to the contractual terms and/or SOQ requirements. If there are no exceptions taken, please note in the form: “There are none”.


Proposed contract exceptions

Page Section / Reference Proposed Exception Rationale

ATTACHMENT A – SAMPLE AGREEMENT 24 VIII. Insurance Please Modify the Tenth Paragraph as Follows:

Each such policy of insurance shall: 1. Be produced by agent/brokers who are licensed to transact insurance business in the State of California; 2. Be issued by insurance carriers which are: a. Licensed by the State of California to write business in this state, except that insurance markets based in London, and/or the domestic surplus lines markets that operate on a non-admitted basis are permitted; and, b. Rated no less than "A‐, Class VIII" or better by the A.M. Best Company. Any insurance carrier which is strategically affiliated with a parent insurance Company or insurance group must disclose the name of the parent Company or group in any certificate of insurance documentation provided to the District. Nonadmitted/Surplus Lines insurance carriers (carriers not licensed in the State of California), may be acceptable to the District under certain conditions. Nonadmitted insurance carriers providing any form of insurance coverage must be: a. Domiciled in the United States; and, b. Listed as an approved insurance carrier on the California Department of Insurance L.E.S.L.I. list; and; c. Rated no less than "A‐, Class VIII" or better by the A.M. Best Company.

Plante Moran’s primary professional liability insurance is underwritten through Lloyd’s of London. Lloyd’s of London operates on a non-admitted basis in the United States, but Lloyd’s syndicate’s non-admitted status does not affect Plante Moran’s coverage in any of the United States.

25 IX. Indemnification

Please Modify as Follows: To the fullest extent permitted by law, Consultant shall fully indemnify, immediately defend, and hold harmless District and its agents and employees from claims, demands, causes of actions and liabilities, for any active and/or passive negligent act or omission of to the extent caused by the negligence or willful misconduct of the Consultant, or its agents or employees, including reasonable attorneys’ fees and court costs, arising out of or in connection with Consultant’s services performed under this Agreement including, but not limited to, any liability incurred by District based on Consultant’s failure to pay any or all necessary wages, compensation, remuneration, State or federal taxes on or to its employees. This indemnification shall

Plante Moran is willing to indemnify its clients but requests the obligation be proportional to its fault, if any.


Page Section / Reference Proposed Exception Rationale

extend to claims occurring after this Agreement is terminated as well as while it is in force. The indemnity in this section shall not be limited by insurance requirements or by any other provision of this Agreement.

27 XIV. Termination

Please Modify as Follows: District may terminate the Agreement, in whole or in part, with or without cause, upon seven (7) days written notice to Consultant. Upon receipt of the termination notice, Consultant shall promptly discontinue services unless the notice directs to the contrary. In the event District renders such written notice to Consultant, Consultant shall be entitled to compensation for services rendered prior to the effective date of the notice and further services set forth in the notice. District shall be entitled to reimbursement for compensation paid in excess of services rendered. Consultant shall deliver to the District and transfer title (if necessary) to all completed work created and intended for delivery to the District, and work in progress created and intended for delivery to the District including drafts, documents, plans, forms, maps, products, graphics, computer programs, and reports.

Plante Moran would like to clarify that the District is entitled to ownership of all work product intended for delivery to the District but not necessarily the internal workpapers of Plante Moran.

28 XVI. Miscellaneous C.

Please Modify as Follows: In any dispute between the Parties, whether or not resulting in litigation, the prevailing Party shall be entitled to seek recovery from the other Party all reasonable costs including, without limitation, reasonable attorneys’ fees as allowed by law.

Plante Moran agrees that the District may seek recovery or damages, but cannot agree unequivocal right to all damages unless damages are proven to be caused by Plante Moran’s default.

28 XVI. Miscellaneous H.

Please Modify as Follows: If any disputes should arise between the Parties concerning the work to be done under this Agreement, the payments to be made, or the manner of accomplishment of the work, Consultant shall nevertheless proceed to perform the work pending settlement of the dispute, only to the extent the Consultant continues to receive timely payment during such period of dispute.

Plante Moran would like to clarify that it shall continue fulfilling its obligations under this Agreement provided the District mutually continues to fulfill its obligations under this Agreement.


7. Addendums


Addendum 1


Appendix


Exhibit 1: Sample process maps

Planning

Plan

ning

Revi

ewin

g De

part

men

tsCu

stom

erPu

blic

Note

s

Planner prepares description for public notice

Tech sends out public notice

Provide comments to project

Compile public comments, enter

into ePlans

Route to others for agency comments

Review and provide comments

Summarize comments

Leaving comments is not a standardized process. They can come in checklist form, e-mail,

written on the plan, in the workflow, or in the form of a letter.

Occasionally, there is a development review

meeting to discuss plan, and what/how to comment. This

is not a formal step

Modification?

Submit modification application(Restarts process from

beginning – comp chk, notice, review)

Write up review & decision with conditions of

approval

Planner peer review of decision in AS400

Print out copy of decision, sign and

upload

Tech sends out notice of decision

Appeal decision?

Decision goes to applicant and

reviewers who commented.

12 day appeal process

Upload final drawing

Initiates sub process with

public hearing(follows Type

III process)

Yes

No

Yes

No

End

At end of appeal period, decision

becomes final - marks the conclusion of 120 day review window

Start


Commercial Building PermitsDe

part

men

tsDe

v. S

ervi

ces

Cust

omer

Note

s

Prescreen – completeness check by plans examiner

Assign review parties and

notification parties

Review plans and leave corrections

QA check Route back to reviewer?

Reviews are concurrent, but after each review they

are routed back to Dev Services for QA check

Review corrections and resubmit

Route corrections to customer

Reassign corrected plans to reviewers

Manually calculate final fees, enter

required inspections

Approve corrections (note this is Alex

assumption, wasn’t in notes or flow)

Re-review comments

Yes

No

Start

End


Exhibit 2: Sample process narratives Each process assessment will be supported with a Process Narrative designed to complement the process and provide additional analysis and recommendations to each review process. A sample for the building inspection process is provided below.

Process Consideration Description

Overview/Process Objectives Complete timely on-site inspections of site development plans and buildings to confirm compliance with permit or plan-specific requirements and relevant municipal codes

Exceptions The specific inspection events required for each permit record will vary based on the specific parameters of the project

Dependencies Some inspections are predicated on the completion of prior inspections

Systems Accela / MS Outlook

Total Lead Time 24 hours

Total Cycle Time 30 minutes

Lean: Observed Forms of Waste Inventory, defects, processing

Reporting Requirements Outstanding inspections by date

Inspections by discipline

Inspections by inspector

Quality/Productivity Metrics Tracked

Inspections completed by inspector

Total inspections per day

CityView Reports Generated (Freq) N/A

Current SOP Documents/Degree of Adoption

Limited

Building inspectors do not currently maintain inspection checklists for common deficiencies

Issues Identified System functionality, policy considerations, process improvements

Metrics/Controls: Description Target Related Issue(s)

Percentage of concrete inspections accommodated on first site visit

Building-Site Inspection Issue 1

Percentage of workflows populated correctly


Percentage of inspections recorded via an associated checklist



Exhibit 3: Issues & opportunities The below table is a sample work product with authentic examples of issues identified during the process discovery phase. Issues will translate to an actionable solution to achieve a desired outcome and are indexed by process area and theme.

Issue #

Process Area

Theme Issue Plan of Action Outcome

1

Site Acceptance / Certificate of Occupancy

Technology Administration

Plan files are retained in the permitting database even after permits are closed out, potentially contributing to the system's performance issues

Interface permitting with the County's replacement Content Management System, leaving document retention to the external system

Archiving functions are carried out in a system designed to accommodate archiving

2


Managing Customer Expectations

Customers are expected to call GMD when their projects are ready for certificate of occupancy review and approval, but do not do so consistently or at the correct time in the inspection process

Include a CO review step in the permitting workflow for all building permit types, eliminating the need for customers to contact GMD manually

More timely acceptance of certificates of occupancy

3



The permitting system does not currently link certificates of occupancy to site acceptances for the relevant SDP, subdivision, or plat/plan, increasing the risk for failing to enforce conditions for a given site

Institute a procedure to connect the final certificate of occupancy for a project to the relevant site record in permitting to enforce the site conditions prior to issue

More consistent enforcement of site conditions

5



Currently, all permits with completed inspections and no outstanding fees are processed manually as staff encounter them individually in permitting

Explore configuring permitting to automatically notify permit-holders of an available certificate of occupancy when no outstanding fees are required

More timely issuance of certificates of occupancy


Exhibit 4: SIPOC process discovery tool SIPOCs (Suppliers, Inputs, Process, Outputs and Customer) are used during process discovery to reveal the gap between customer expectations and what the customer receives. This tool is used by Plante Moran to identify the root causes and provide a structured approach to address customer needs so they can be translated into business requirements.


Exhibit 5: Cost and service hours proposal analysis report


Why choose Plante Moran?

“One-Firm” Firm Philosophy We are unique with our “one-firm” firm philosophy and structure. Based on this philosophy and structure, we are fundamentally built different from our competitors. There are no competing profit centers, so we are able to bring our full breadth of experts from across the firm to serve your specific needs.

More Senior-level Involvement Our staffing mix involves a high degree of partner and senior manager-level involvement in our engagements. As a result, we bring more experience directly to the field, improving the quality and effectiveness of our interactions with your internal IT staff and executive management, often generating additional value.

Team Continuity Plante Moran has one of the lowest staff turnover rates among the top 100 accounting firms, and you can expect continuity from your team. Our greatest asset is our people — not just our knowledge, but also our integrity and commitment to our clients and the community. We strive to be a caring, professional firm; and we are proud to say we have the highest staff retention rates among all major accounting firms and numerous client relationships of 10 years or more. Our team will work hard to build a long-term, beneficial relationship.

Deep Industry Expertise You will experience extensive consulting expertise from professionals who specialize in the government industry. Our professionals have served hundreds of public sector clients, thus we’ll start your engagement with a thorough knowledge of the market’s trends, business issues, and best practices. From there, it’s a smooth and efficient path to your goals – complemented by relevant experience and insights we’re ready to share with you.

No Surprises The security of knowing there will be no unwanted surprises because of upfront planning, regular communications, and early identification of issues that will be resolved before project-end. Risks are dealt with prior to project-end to provide a smooth audit, exceed key service deadlines, and ensure no surprises after the project-end.

Proactive Communication We are proactive in our communication with clients. We are interested in your activities, and we are dedicated to helping you succed. We will be available to assist you throughout the year. Our approach emphasizes 24-hour turnaround on communications, and attendance at your meetings with the Audit Committee.

Commitment We listen upfront to what you need and we deliver. On time and what you requested. We meet the promises we make. This is the number one thing that business executives tell us they want when we ask them what is important when hiring a professional service company, and we strive to meet their needs.

We look forward to working with you. Please contact us with any questions.

Adam Rujan Engagement Partner 248.223.3328 [email protected] 27400 Northwestern Highway Southfield, MI 48034

One of the top 20 largest CPA and consulting firm in the United States.