HomeMy WebLinkAboutDistrict Board Agenda Packet 12-19-24_KieferConsulting SOUTH TAHOE PUBLIC UTILITY DISTRICT
REGULAR BOARD MEETING AGENDA
Thursday, December 19, 2024 - 2:00 p.m.
District Board Room
1275 Meadow Crest Drive, South Lake Tahoe, California
Joel Henderson, Director BOARD MEMBERS Kelly Sheehan, Director
Nick Haven, Director Shane Romsos, Vice President Nick Exline, Director
Paul Hughes, General Manager Andrea Salazar, Chief Financial Officer
1. CALL TO ORDER REGULAR MEETING – PLEDGE OF ALLEGIANCE (At this time, please silence phones and
other electronic devices so as not to disrupt the business of the meeting.)
2. COMMENTS FROM THE PUBLIC (This is an opportunity for members of the public to address the Board on
any short non-agenda items that are within the subject matter jurisdiction of the District. No discussion or action can
be taken on matters not listed on the agenda, per the Brown Act. Each member of the public who wishes to
comment shall be allotted five minutes.)
3. CORRECTIONS TO THE AGENDA OR CONSENT CALENDAR (For purposes of the Brown Act, all Action and
Consent items listed give a brief description of each item of business to be transacted or discussed.
Recommendations of the staff, as shown, do not prevent the Board from taking other action.)
4. ADOPTION OF CONSENT CALENDAR (Any item can be removed to be discussed and considered separately
upon request. Comments and questions from members of the public, staff or Board can be taken when the
comment does not necessitate separate action.)
5. CONSENT ITEMS BROUGHT FORWARD FOR SEPARATE DISCUSSION/ACTION
6. PRESENTATION:
Mann, Urrutia, Nelson CPA’s & Associates, LLP – 2024 Fiscal Year Financial Statement Audit
7. ITEMS FOR BOARD ACTION
a. Resolution to Submit Application for Return Activated Sludge Pump Station
Replacement Project Loan from the State Water Resources Control Board Clean Water
State Revolving Fund
(Donielle Morse, Grant Coordinator)
Adopt Resolution Nos. 3299-24, 3300-24 and 3301-24, to apply for the Return Activated
Sludge Pump Station Replacement Project Clean Water State Revolving Fund loan.
b. Resolution Confirming Water Capacity Charges and Sewer Connection Fees for
Calendar Year 2025
(Ryan Lee, Customer Service Manager)
Adopt Resolution No. 3302-24, a Resolution by the Board of Directors of the South Tahoe
Public Utility District confirming the water capacity charge and sewer connection fee
rates for calendar year 2025.
REGULAR BOARD MEETING AGENDA – December 19, 2024 PAGE – 2
c. 2025 Pioneer Trail Waterline Project
(Taylor Jaime, Staff Engineer II and Julie Ryan, Engineering Department Manager)
Authorize staff to advertise for construction bids for the 2025 Pioneer Trail Waterline
Project.
d. Al Tahoe/Bayview Well Backup Power and Rehabilitation Project
(Mark Seelos, Water Resources Manager)
Authorize staff to advertise for construction bids for the Al Tahoe/Bayview Well Backup
Power and Rehabilitation Project.
e. Election of Board Officers (Melonie Guttry, Executive Services Manager/Board Clerk)
Elect a Board President for 2025 Calendar Year.
f. Election of Board Officers (Melonie Guttry, Executive Services Manager/Board Clerk)
Elect a Board Vice President for 2025 Calendar Year
8. STANDING AND AD-HOC COMMITTEES AND LIAISON REPORTS (Discussions may take place; however,
no action will be taken.)
9. BOARD MEMBER REPORTS (Discussions may take place; however, no action will be taken.)
10. STAFF/ATTORNEY REPORTS (Discussions may take place; however, no action will be taken.)
a. Recycled Water Strategic Plan (Julie Ryan, Engineering Department Manager)
11. GENERAL MANAGER REPORT (Discussion may take place; however, no action will be taken.)
12. NOTICE OF PAST AND FUTURE MEETINGS/EVENTS
Past Meetings/Events
12/05/2024 – 2:00 p.m. Regular Board Meeting at the District
12/10/2024 – 3:30 p.m. Operations Committee Meeting at the District
Future Meetings/Events
12/24/2024 and 12/25/2024 – Christmas Holiday District Offices Closed
01/01/2025 New Year’s Holiday District Offices Closed
01/07/2025 – 3:30 p.m. Operations Committee Meeting at the District
01/08/2025 – 10:00 a.m. El Dorado Water Agency Board Meeting in Placerville
01/08/2025 – 3:30 p.m. System Efficiency and Sustainability Committee Meeting at the District
01/15/2025 – 8:00 a.m. Employee Communications Committee Meeting (Romsos Representing)
01/16/2025 - 2:00 p.m. Regular Board Meeting at the District
13. ITEMS FOR CLOSED SESSION (The Board will adjourn to Closed Session to discuss items identified below. Closed
Session is not open to the public; however, an opportunity will be provided at this time if members of the public
would like to comment on any item listed – three minute limit.)
a. Pursuant to Government Code Section 54957.6(a)/Conference with Labor
Negotiators re: Memorandum of Understanding with Stationary Engineers, Local 39.
Present at this Closed Session will be Agency Negotiators: Paul Hughes, General Manager;
Andrea Salazar, Chief Financial Officer; Liz Kauffman, Human Resources Director.
b. Pursuant to Government Code Section 54957.6(a)/Conference with Labor
Negotiators re: Memorandum of Understanding with Management Group.
Present at this Closed Session will be Agency Negotiators: Paul Hughes, General Manager;
Andrea Salazar, Chief Financial Officer; Liz Kauffman, Human Resources Director.
REGULAR BOARD MEETING AGENDA – December 19, 2024 PAGE – 3
ADJOURNMENT (The next Regular Board Meeting is Thursday, January 16, 2025, at 2:00 p.m.)
The South Tahoe Public Utility District Board of Directors regularly meets the first and third Thursday of each month. A complete Agenda
packet is available for review at the meeting and at the District office during the hours of 8:00 a.m. and 5:00 p.m., Monday through Friday.
A recording of the meeting is retained for 30 days after Minutes of the meeting have been approved. Items on the Agenda are numbered
for identification purposes only and will not necessarily be considered in the order in which they appear. Designated times are for particular
items only. Public Hearings will not be called to order prior to the time specified, but may occur slightly later than the specified time.
Public participation is encouraged. Public comments on items appearing on the Agenda will be taken at the same time the Agenda items
are heard; comments should be brief and directed to the specifics of the item being considered. Please provide the Clerk of the Board with
a copy of all written materials presented at the meeting. Comments on items not on the Agenda can be heard during “Comments from
the Audience;” however, action cannot be taken on items not on the Agenda.
Backup materials relating to an open session item on this Agenda, which are not included with the Board packet, will be made available
for public inspection at the same time they are distributed or made available to the Board, and can be viewed at the District office, at the
Board meeting and upon request to the Clerk of the Board.
The meeting location is accessible to people with disabilities. Every reasonable effort will be made to accommodate participation of the
disabled in all of the District’s public meetings. If particular accommodations are needed, please contact the Clerk of the Board at (530)
544-6474, extension 6203. All inquiries must be made at least 48 hours in advance of the meeting.
REGULAR BOARD MEETING AGENDA – December 19, 2024 PAGE – 4
SOUTH TAHOE PUBLIC UTILITY DISTRICT
CONSENT CALENDAR
Thursday, December 19, 2024
ITEMS FOR CONSENT
a.WATER LOSS REPORTING
(Chris Skelly, Information Technology Manager)
1)Approve the Proposal from Kiefer Consulting to develop water loss reports; and 2) authorize
the General Manager to execute a Contract with Kiefer Consulting for the proposed Scope of
Work in the amount of $227,000.
b.BIJOU 1 WATERLINE REPLACEMENT PROJECT
(Laura Hendrickson, Associate Engineer)
Authorize the General Manager to execute Task Order No. 3 to Nichols Consulting Engineers
for the Bijou 1 Waterline Replacement Project, in the amount of $37,295.
c.TAHOE KEYS PUMP STATION REPLACEMENT PROJECT
(Brent Goligoski, Senior Engineer)
1)Approve Change Order No. 3 to T&S Construction in the amount of <$19,422.07>; and 2)
Authorize the General Manager to execute Change Order No. 3.
d.RECEIVE AND FILE PAYMENT OF CLAIMS (Greg Dupree, Accounting Manager)
Receive and file Payment of Claims in the amount of $2,425,090.74
e.REGULAR BOARD MEETING MINUTES: December 5, 2024
(Melonie Guttry, Executive Services Manager/Clerk of the Board)
Approve December 5, 2024, Minutes
BOARD AGENDA ITEM 4a
TO: Board of Directors
FROM: Chris Skelly, Information Technology Manager
MEETING DATE: December 19, 2024
ITEM – PROJECT NAME: Water Loss Reporting
REQUESTED BOARD ACTION: 1) Approve the Proposal from Kiefer Consulting to develop
water loss reports; and 2) authorize the General Manager to execute a Contract with
Kiefer Consulting for the proposed Scope of Work in the amount of $227,000.
DISCUSSION: Staff have been working to improve data and technology to identify
water loss including identifying multiple reporting needs to streamline the performance
of the District’s water system and assist in current and anticipated regulatory reporting
requirements. These types of reports are often complex and take a significant amount
of time to research, plan, design and build. The District received grant funding from the
California Department of Water Resources Integrated Regional Water Management
(IRWM) for this effort, so a Request for Proposals (RFP) was developed for a consultant to
assist with designing and implementing of the necessary water loss data technology
and to create and deliver the highest priority reports to the District.
Staff originally published an RFP to the District’s ‘approved SCADA integrators’ list on
August 2, 2024. After the four-week bid period closed and no proposals were received,
staff published the RFP to the District’s public bidding portal and only received the one
proposal from Keifer Consulting. After interviewing the project team, staff feels Keifer
Consulting has the necessary experience and expertise to meet the project goals and
timeline and deliver the identified reports.
SCHEDULE: December 2024 – December 2025
COSTS: $227,000
ACCOUNT NO:
BUDGETED AMOUNT AVAILABLE: IRWM Grant Funded: $232,000
ATTACHMENTS: Kiefer Consulting Proposal
___________________________________________________________________________________
CONCURRENCE WITH REQUESTED ACTION: CATEGORY: Water
GENERAL MANAGER: YES NO
CHIEF FINANCIAL OFFICER: YES NO
General Manager
Paul Hughes
Directors
Nick Haven
Shane Romsos
Joel Henderson
Kelly Sheehan
Nick Exline
Proposal for: Design and Development Services for Water Loss
Prepared exclusively for
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Table of Contents
1. About Kiefer ...................................................................................................................................................... 2
2. Kiefer Experience (Plus References) .............................................................................................................. 4
3. Kiefer Approach ............................................................................................................................................... 15
4. Task Overview .................................................................................................................................................. 18
4.1. Task 1: Kick-Off Meeting & Project Management Plan ...................................................................... 18
4.2. Task 2: Conduct Staff Interviews to Identify Reporting Needs ......................................................... 19
4.3. Task 3: Conduct a technology assessment and design a plan to improve efficiencies in data
collection ....................................................................................................................................................................... 20
4.4. Task 4 (NEW): Data Warehouse Design and Implementation ......................................................... 21
4.5. Task 5: Create customized reports relating to water loss (previously Task 4) ............................. 23
5. Hours, Budget and Rates .............................................................................................................................. 26
6. Work Plan......................................................................................................................................................... 27
7. Assumptions .................................................................................................................................................... 32
8. Resumes ........................................................................................................................................................... 33
8.1. Lauren Smalley, PMP, CSM ........................................................................................................................ 33
8.2. Scott Roberts, MCSA, MCTS ......................................................................................................................40
8.3. Scott F. Morrison, MCSA, MCP .................................................................................................................45
8.4. Jason Lofing, MCP ........................................................................................................................................ 50
8.5. Max Jenkins, MBA ......................................................................................................................................... 53
9. Statement of Past Contract Disqualifications ............................................................................................ 56
10. Additional Information .................................................................................................................................. 57
10.1. More about Kiefer ........................................................................................................................................ 57
10.2. Sample Technical Assessment................................................................................................................... 59
10.3. Sample Requirements and Analysis Report .......................................................................................... 62
11. Proposal Submittal Summary ....................................................................................................................... 65
12. Certificate of Insurance ................................................................................................................................. 66
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1. About Kiefer
Before smartphones, before the cloud, before the Web, before so many of the incredible innovations
we now consider commonplace, there was Kiefer Consulting. Since 1988, Kiefer Consulting has been
the leading provider of Microsoft-based solutions for a wide range of public and private sector clients
in North America.
Based in historic Folsom, California, Kiefer Consulting has been built to deliver to our clients uniquely
tailored solutions that drive collaboration, enhance communication and bring efficiency to critical
business processes. We have met the requirements to competitively bid on government contracts and
we take pride in being recognized for delivering the highest-quality solutions. Kiefer Consulting is
focused on superior user experience and enabling clients to be self-sufficient long after a project
concludes. We bring a complete team to every engagement. Our clients enjoy access to our trained
and talented business analysts, developers, and infrastructure experts who collaborate with our clients
to produce solutions that meet and exceed expectations.
Our reputation for exceptional outcomes is a direct result of our commitment to investing in our
employees. Each Kiefer Consultant is provided the opportunity to work with company leadership to
develop personal training plans, attend seminars and classes, and take exams to earn Microsoft
certifications. Kiefer Consulting’s talented team is comprised of full-time, fully benefited employees
trained in Kiefer Consulting’s proven delivery methodologies. Due to these investments in our
employees, our clients are supported by an experienced team with an average tenure of 5.2 years. As
a result, Kiefer Consulting was a finalist in the Best Places to Work Awards presented by the
Sacramento Business Journal (2017, 2018).
Perhaps best known for our nationally recognized SharePoint practice, the Kiefer team has broad
expertise in Microsoft 365, SharePoint, and Teams development, infrastructure, and support and has
demonstrated leadership in SharePoint since its introduction in 2003. Kiefer team members have
earned Microsoft certifications, presented at major conferences, written articles, and contributed to
books that have been published about SharePoint.
All of the investment in our team and our industry-leading expertise has helped us craft unique,
powerful and customized solutions based in three consulting practice areas: Modern Workplace, Data
Analytics and Visualization, and Microsoft Power Platform Solutions. Our long track record of
successful implementations in these practice areas, along with proven expertise in Microsoft platforms,
resulted in Microsoft elevating Kiefer Consulting to the status of Cloud Solutions Partner.
At Kiefer we understand that successfully transforming an organization’s processes is built on a
foundation of well-tended relationships. This is why Kiefer Consulting maintains strong partnerships
with industry-leading third parties that enable us to bring best-in-class solutions to our clients. Our
partnerships allow the Kiefer team to enhance the capabilities of solutions built on the Microsoft
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platform. As trusted advisors to numerous state and local government agencies, our clients know us
as innovators. Though technologies change over time, one simple truth remains constant: we succeed
only when our customers succeed.
q
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2. Kiefer Experience (Plus References)
California Department of General Services
Kiefer Consulting partnered with Kitchell Construction Management to design a custom project
management solution using the Microsoft SharePoint Online platform for the California Department
of General Services (DGS). The Department was faced with the challenges of maintaining program,
building, project and maintenance data in multiple databases, and had the need of a central portal to
access information from any location.
The Kiefer Team gathered business requirements, designed information architecture around the
Department’s needs, and developed a custom project management solution with the necessary
components to manage design and construction projects. These tools includ e but are not limited to:
Power BI dashboards utilizing custom SQL queries, project sites which enabled teams to manage
budget, schedule and scope issues in one location, building sites to aggregate data across projects at
that location, and program level dashboards to provide management with overall performance
indicators. Our team streamlined the process for new Building and Project site deployment by
creating custom, branded SharePoint Templates, and maintained system code in accordance with
Department policies.
The solution integrated SharePoint Designer workflows for routing and approval, aggregated
program data into SSRS reports and Power BI dashboards, provided content and document
management for project teams, and generated monthly reports for each project. In accordance with
DGS policy, the Kiefer team produced detailed system design documentation, disaster recovery plans,
and a User Acceptance Test plan with test cases. Our team provided user training and
documentation, performed knowledge transfer throughout the project, and provides ongoing post-
implementation support as needed.
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REFERENCE INFORMATION
▪ California Dept. of General Services, 2450 Venture Oaks Way, Suite 500 Sacramento,
CA 95833
▪ Sean Greenwald, 530 966-8372, sgreenwald@kitchell.com
▪ Construction Management Portal, 12/1/16 to Present, $390,000.00
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Judicial Council of California
The Judicial Council of California (JCC) is comprised of multiple divisions which oversee the design
and construction of projects across the California court system. Several years ago, the State of
California conducted an audit of the Judicial Council and identified processes requiring correction,
including but not limited to: tracking and visibility of project data, consistency in reporting, and the
need for visibility of overall program data.
The Kiefer Team worked with Vanir Construction Management to develop a custom Microsoft
SharePoint 2016 project management application to provide the tools needed to manage project
budgets, schedules, and documents, as well as custom solution for cost management, estimating and
cost modeling on projects. The Kiefer Team designed extensive SharePoint Information Architecture
around the JCC Capital Program to assist with data management and structure. The custom
SharePoint solutions coupled with information architecture and program-level dashboards enabled
management to aggregate data quickly to assess overall program performance.
Our team integrated Microsoft Project with SharePoint Lists to provide increased visibility to schedule
data; designed custom dashboards in SQL Server Reporting Services (SSRS) to display dashboards
with custom key performance indicators within SharePoint web parts; and provided SSRS reports to
aggregate project data lists into complete reports for JCC to submit to the Department of Finance.
Upon launch of the platform, the Kiefer Team conducted numerous user training sessions with hands -
on, guided instruction to familiarize JCC users and their Construction Management consultant staff
with navigation, modification of data, and content upload processes. The Kiefer team also created
over a dozen “Quick Guides” that users can access from any location in the site for assistance with
accessing data and performing common tasks.
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REFERENCE INFORMATION
▪ Judicial Council of California, 4540 Duckhorn Drive, Suite 300, Sacramento, CA 85834
▪ Rafat Alafranji, (916) 716-3550, Rafat.Alafranji@vanir.com
▪ Construction Management Portal, 10/1/2016 to Present, $2.4 million
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Judicial Council of California
Following the successful implementation of the JCC Capital Program’s SharePoint platform, Kiefer
Consulting was invited back to develop the JCC Facility Modification Program’s (FM) SharePoint 2016
project management application. The JCC FM Program faced multiple challenges relating to
management of data across multiple, duplicative databases. The Kiefer team conducted extensive
analysis of the primary JCC database to provide recommendations on data management and
planning for long-term system viability. Analysis and design recommendations were captured in a
detailed design document which was given to the client and approved prior to commencement of
development.
As part of the development process, the team met weekly with client stakeholders to ascertain pain
points in current tracking and reporting processes, worked to streamline data entry, and collaborated
with the JCC IT staff to coordinate the extract / transfer / load (ETL) processes to export data from the
client-side applications into SQL Server, for use in Power BI Dashboards. These dashboards have been
developed to show progress and key performance indicators across the various funding types within
JCC FM Program.
The Kiefer team is currently working with JCC to develop project sites to address the remaining audit
requirements pertaining to the Facility Modification Program and is finalizing user training guides
related to reporting interfaces and Power BI dashboards.
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REFERENCE INFORMATION
▪ Judicial Council of California, 4540 Duckhorn Drive, Suite 300, Sacramento, CA 85834
▪ Rafat Alafranji, (916) 716-3550, Rafat.Alafranji@vanir.com
▪ Construction Management Portal, 10/1/2016 to Present, $2.4 million
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California Department of Corrections and Rehabilitation
The California Department of Corrections and Rehabilitation (CDCR) Facility Planning, Construction
and Management Portfolio Management Information System is a comprehensive extranet solution
designed and developed by Kiefer Consulting, Inc. on behalf of Vanir Construction Management for
CDCR. The CDCR required a complete project controls and document management solution, which
has since evolved into a full-service platform with data analytics, business intelligence, mobile
application integration, and secured access controls.
The solution leverages nearly all key aspects of SharePoint to provide tightly integrated portfolio
management capabilities. Key features include secure access and user provisioning processes, data
exchanges with third party systems used in the field, email integration and robust workflows. The
solution serves as the enterprise repository for construction management datasets and provides
respective dashboards, reporting and content management capabilities needed to provide timely and
accurate data to program stakeholders.
In 2016, our team migrated from SharePoint 2010 to 2013. This included the migration planning effort,
assessments, testing, data center relocation, ADFS integration and the actual migration. In 2017 we
migrated to 2016.
Recently, the Kiefer Consulting team delivered several strategic business intelligence dashboards using
Microsoft Power BI. The new dashboards are used by the executive management team to drive
improved performance and accountability through data analytics and visualization.
REFERENCE INFORMATION
▪ California Department of Corrections and Rehabilitation, 4540 Duckhorn Drive, Suite
100 Sacramento, CA 95834
▪ Mike Meredith, 916-802-0066, mike.meredith@vanir.com
▪ Facility Planning, Construction and Management Portfolio Management Information
System, 10/1/2011 to Present and $2.5 million
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MiraCosta Community College District
Kiefer Consulting partnered with Kitchell Construction Management to design Power BI Dashboards
for the MiraCosta Community College Districts’ (MCCCD) Construction Bond program. This project
involved the use of Azure SQL Server databases to access client-side data and required extensive
analysis of data spanning production workorder and business systems from MCCCD. The Kiefer
Developer created numerous custom SQL views to join data across the disparate data sources and
participated in weekly meetings with the program team to develop data connections for the Power BI
Dashboards.
The Kitchell team initially developed a conceptual design document to capture the MCCCD business
requirements and provided it to the Kiefer team began development based upon the requested
designs. Our team provided requirements analysis and recommendations for improvements based
upon the MCCCD data and business needs. In collaboration with the Kitchell team and the District,
the Kiefer Developer provided recommended visualizations and measures utilizing Power BI tools to
provide exceptional dashboards, branded to meet the MCCCD’s existing website designs. Due to the
interactivity of Power BI Dashboards, the Kiefer team conducted extensive testing and debugging
prior to launching the dashboards on the public website. In addition to testing and user training
guides, the Kiefer Team provided detailed system code documentation and developed a custom
promotion solution to provide a seamless transition from the development to production
environments.
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REFERENCE INFORMATION
▪ MiraCosta Community College District, 1 Barnard Dr, Oceanside, CA 92056
▪ Geoff Bachanas, (949) 233-9643, gbachanas@kitchell.com
▪ Power BI Dashboards, 10/1/2017, $337,900.00
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Collins Electrical Company
Collins Electrical Company was seeking assistance in leveraging Power BI to develop reports and
dashboards that would provide the company with improved insights, enable better decision making,
and help in identifying trends and anomalies in their data.
In our engagement, the Kiefer team helped Collins start small, understand the capabilities of Power BI
and unlock its enterprise value. Kiefer proposed beginning with a proof-of-concept (POC) dashboard
that incorporated data from a dataset identified by Co llins. This POC dashboard provided Collins with
a view of how Power BI can be leveraged as a tool to improve visibility to critical data. The goal of the
POC was to demonstrate the capabilities of Power BI and help Collins in determining if Power BI is a
viable long-term solution that will meet their business intelligence needs.
Following the POC, the Kiefer team was able to assist Collins with developing additional Power BI
services and dashboards as well as providing mentoring services to demonstrate how we built the
dashboards, how we used source data and shared best practices for dashboard creation. These
services are valuable to organizations that seek to be self-sufficient and leverage Power BI internally.
REFERENCE INFORMATION
▪ Collins Electrical Company, 1902 Channel Dr, West Sacramento, CA 95691
▪ Eric Horton, 209-466-3691, ehorton@collinselectric.com
▪ Power BI Proof of Concept, 1/27/21 to Present, $18,150.00
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California Department of Fish and Wildlife
Kiefer developed an online survey solution called CIRAS (California Inland Recreational Angler
Survery) for the California Department of Fish and Wildlife to collect angler results from fishing in the
many California waters. The new solution includes a survey to collect angler results, a dashboard to
show the results for all bodies of water, and an application to manage the surveys after they have
been collected. Kiefer was responsible for the development of the public facing survey application
that is to be mobile responsive and built in React. Kiefer also built the secured management
application to manage the QA and publishing survey data for the Power BI reports.
Kiefer also developed a database-driven public website used as the central repository and public
interface for the California state-managed marine fisheries information. This included both a
management tool used by SMEs to enter and upload new Enhanced Status Report for various
species, and the public website that used this data to display information to the public. Kiefer used
Azure DevOps to manage code check-ins, requirements tracking, bug fixes, and build pipelines.
Kiefer built management tools and public facing website using ReactJS for fast loading and scalable
pages, developed Azure Pipelines using YAML to allow for continuous integration with automatic
deployments and publishing to Dev, Test, and Prod environments, implemented user login using
Azure MSAL Authentication library, and added App Insights for analytics information on pages and
user actions
For these projects, the following technologies were used: Visual Studio Code, Azure DevOps, ReactJS,
SurveyJS, DataTables, Bootstrap, MSAL, Power BI, SQL Server
REFERENCE INFORMATION
▪ California Department of Fish and Wildlife, 715 P Street, Sacramento, CA 95814
▪ Aaron Del Monte, 916-322-6232, aaron.delmonte@wildlife.ca.gov
▪ CIRAS: 8/1/2023 to 8/1/2024, $298,815.00
▪ Marine Fisheries Explorer and Database 3/1/2020 to 11/1/2021, $219,991.00
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3. Kiefer Approach
Kiefer Consulting has successfully collaborated with numerous government agencies to assist in
building, enhancing, and optimizing their Microsoft components. With extensive experience in
building reports, Kiefer has successfully developed solutions tailored to meet the needs of a diverse
range of audiences. Whether it's creating high-level executive summaries that offer a strategic
overview or crafting detailed, granular reports for more in-depth analysis, Kiefer has done it all. By
leveraging tools like Power BI, we’ve enabled our clients to seamlessly integrate multiple data sources
while offering flexibility and efficiency in report creation and data management. Our approach is
flexible and can be successfully applied to the work described in the RFP.
Initiation
In collaboration with the District stakeholders, our team will conduct a pre-kickoff and
strategy / planning session to review and document the project vision and approach,
confirm business objectives, and identify team members. We also ensure key
stakeholder concepts and critical success factors are captured to serve as guideposts
throughout the course of the project. The Project Kickoff meeting will communicate to all involved
stakeholders the high-level planning, execution, and deployment tasks and milestones, and outline
the specific roles and responsibilities for the combined District and Kiefer project team members. We
will review the stated project goals, objectives and milestones, alongside the draft Project
Management Plan components.
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Additionally, during this stage, the Kiefer Consulting team will work with the various District
stakeholders to determine which teams should participate in the different development efforts. This
will ensure the key subject matter experts are included in key efforts moving forward in this effort.
Planning
The cornerstone to a successful project is understanding the scope. We will assess the
existing District environment, analyze existing content and structure, and review any
managed code customizations, features, functionality, and business processes. As part
of our preparations for conducting comprehensive requirements gathering sessions,
we will capture and discuss the findings of our assessment with stakeholders, including infrastructure,
security, site(s) content, functionality, and business processes. Our findings, subsequent requirements,
and issues identified will be documented and will form a baseline for the support and maintenance of
the new solution.
In this phase we will gather requirements for delivering professional, technical and support services
for the solution. The Planning Phase will also yield a Project Plan, crafted in conjunction with the
District’s project manager, which will identify key dates and milestones. Highlights of the Planning
phase include:
▪ Defining conceptual solution architecture, requirements, roadmap and delivery plan.
▪ Clear articulation of the scope of the project. The Planning phase is initiated by an
assessment, which maps requirements to technical solutions drives project scope.
▪ Plans are put in place to ensure the successful delivery of the project.
Execution
During this phase, Kiefer develops the components, features, and functionality while
thoroughly testing the solutions and mitigating identified risks. District team members
are active participants in the process of testing and acceptance of functionality. Any
issues, risks, defects, or potential changes that are identified during this process are
documented and tracked to resolution in accordance with the change control process . Defect
resolutions and approved changes are agreed to and addressed.
We have a reputation as Microsoft experts, and we have decades of experience in delivering role-
based training to facilitate knowledge transfer. Our approach to knowledge transfer emphasizes a
close relationship and high interaction between the project team and client stakeholders to ensure
that knowledge transfer is being successfully delivered in each phase. Kiefer will develop and
implement a knowledge transfer plan to ensure District staff are properly trained.
Unit/System Testing
An important tenant of the Kiefer approach is testing. Any issues, defects, or potential changes that
are identified during this process will be documented and tracked to resolution in accordance with the
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change control process. Defect resolutions and approved changes will be agreed to and addressed
during future releases. Key components of release testing include:
▪ Unit/system testing
▪ Create role-based test matrix/plan
Deployment
During the Deployment phase, the Kiefer team will mentor District staff as needed to
prepare them for self-sufficiency. The Kiefer team will produce comprehensive
documentation that will be delivered to the District team and Kiefer will conduct
knowledge transfer meeting(s) and role-based training to confirm the District team is
equipped for self-sufficiency. The Kiefer team will train District staff and stakeholders to ensure long-
term self-sustaining support and facilitate user acceptance testing prior to go-live.
Implementation Planning
The Kiefer team will work collaboratively with District stakeholders to conduct implementation
planning. Implementation planning will be coordinated with District stakeholders and may include
details such as:
▪ Advertising approach for deployment of the production system
▪ Detailed project schedule with relevant details pertaining to go-live and training dates
▪ Training dates and materials for the various District user groups and administrators
▪ Roles and responsibilities module with proposed approach to staff communication
Closeout
Following successful delivery of project development, documentation, and training, we
will facilitate closeout activities that ensure continuous process improvement and
facilitate the ideal long-term governance that will lead to long-term success.
The Kiefer team will work closely with the District to support and maintain the project work plan and
to complete all tasks, milestones and deliverables in a timely manner. Finally, we will ensure all
necessary knowledge transfer and system documentation has occurred such that both Kiefer and the
District are confident all relevant stakeholders are self-sufficient.
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4. Task Overview
4.1. Task 1: Kick-Off Meeting & Project Management Plan
Effective project management helps identify/reduce risk and add value. Kiefer’s project managers are
certified by the Project Management Institute as Project Management Professionals. Kiefer utilizes
proven aspects of the Project Management Institute’s (PMI) Project Management Body of Knowledge
(PMBOK®) on every engagement. The Kiefer Project Manager will work with the District Project
Manager and key stakeholders to develop a comprehensive Project Management Plan (PMP) and
Project Schedule. The PMP will incorporate the task outline, deliverables, schedule and core team
responsibilities into a comprehensive approach to delivering the solution.
The proposed Kiefer Senior Project Manager, Lauren Smalley, has years of experience managing
similar projects for government agencies and understands the importance of maintaining a detailed
project schedule. Lauren regularly prepares formal project plans, provides status updates in written
and verbal formats, and presents progress updates and weekly briefings to management as
requested by client stakeholders.
The proposed Project Schedule will be submitted to the District project manager for review and
approval at the start of the project. This schedule will include all phases, milestones, activities, detailed
tasks and specified deliverables, along with resource requirements from both Kiefer and the District.
Any changes or updates to this project schedule will be reported to the District team at
recommended weekly project status meetings.
The Kiefer team will coordinate with District stakeholders to host a project kick-off and strategy
session that will communicate the project vision. This session will define the key District concepts,
critical success factors, and ensure that these are captured to serve as guideposts throughout the
course of the project. The kickoff session will include team introductions, stakeholder review,
validation of project goals, objectives and milestones, and an overview of the proposed project
schedule. We also recommend planning for weekly status meetings with the project team
stakeholders, as these sessions can serve as key planning sessions to monitor progress and plan for
upcoming tasks.
In any project, it is also important to plan for changes in business requirements to successfully
manage project schedule, budget, and scope impacts. The Kiefer team will review the District change
management processes.
To ensure consistently clear communications, Kiefer will ensure that the project schedule remains
available to all project stakeholders by posting the latest version in an online project site repository (to
be created in the District’s environment). By tracking task progress and completion, Kiefer will also
identify risks to the project objectives whether technical or process in nature and provide reporting
regarding risk mitigation to ensure the success of project goals.
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Deliverable: Finalized Project Management Plan
4.2. Task 2: Conduct Staff Interviews to Identify Reporting Needs
Kiefer’s team will build on the foundation established in Task 1 by conducting a series of structured
staff interviews to identify the District’s current and future water loss reporting needs. These interviews
will help ensure that the solution we develop is precisely aligned with the District’s goals, leverages
existing resources, and addresses any gaps in data collection and reporting capabilities.
Leveraging the project management framework established in Task 1, Kiefer will coordinate with the
District’s Project Manager to schedule and plan the interviews, ensuring all relevant stakeholders are
included. The interviews will focus on understanding the District’s current water loss tracking methods,
existing data sources, and any challenges in accessing, compiling, or analyzing this data. We will
prioritize understanding the District’s vision for enhanced water loss reporting and gather detailed
insights on both the technical and business requirements for reporting.
During the interviews, Kiefer will also assess the District's current expertise with Amazon Redshift and
identify areas where training or streamlined processes can support the effective use of this technology
for reporting.
To document the findings and facilitate alignment, the Kiefer team will create a technical
memorandum summarizing the results of the interviews, including current and potential future
reporting needs, currently available technology in the District, and a gap analysis highlighting areas
where additional data or technology may be required. This memorandum will include Kiefer’s high-
level recommendations on how to streamline reporting and automate data collection to reduce
manual effort and improve data accuracy.
Kiefer’s project manager will work closely with our technical experts to ensure that the approach
remains structured, transparent, and consistent with the District’s overall project management
processes. To keep the project moving forward smoothly, Kiefer will host a workshop to present the
findings and discuss the implications for deployment costs and the broader business model. This
workshop will serve as a critical milestone, allowing the District to provide feedback and ensure that all
identified needs and requirements are incorporated into subsequent tasks.
Deliverable: Technical memorandum outlining current reporting needs, data inventory, gaps, and
high-level recommendations.
Workshop: Discussion of inventory and implications for deployment costs and business model.
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4.3. Task 3: Conduct a technology assessment and design a plan to
improve efficiencies in data collection
Kiefer will perform a technology assessment focused on optimizing the District’s water loss reporting
capabilities. This assessment will build on the findings from Task 2 and provide the foundation for
developing a streamlined data environment that supports efficient, automated reporting. Kiefer’s
approach will ensure that the District has a clear understanding of its current technology landscape
and a detailed plan for future improvements. The following activities will be conducted to complete
the technology assessment:
Pre-Assessment Planning
Kiefer will begin by confirming the assessment’s goals and objectives with the District to ensure
alignment with business reporting needs and water loss reduction strategies. This stage will include:
▪ Defining the District’s specific reporting and data collection objectives for water loss
management.
▪ Identifying relevant data sources, applications, and systems that impact water loss reporting.
▪ Engaging stakeholders and technology contacts to establish a baseline understanding of the
District’s technology and data environment.
▪ Reviewing current documentation to gain insight into existing systems, data flow, and
technology utilization, ensuring we are prepared to engage in meaningful discussions with key
District staff.
Review of Current Technology Landscape
Kiefer will perform a detailed review of the District’s existing data sources and technology
environment, focusing on those components most relevant to water loss reporting and regulatory
compliance. This review will include:
▪ Assessment on how water loss data is captured, stored, and processed across existing
systems.
▪ Identification of silos, bottlenecks, and inefficiencies that hinder data integration and
reporting.
▪ Review of current licensing agreements, vendor relationships, and the potential for system
consolidation to reduce costs.
▪ Evaluation of the tools used for data storage and reporting, such as databases, spreadsheets,
and any existing business intelligence tools.
▪ Assessment on how well the current environment supports the District’s future reporting
needs, such as increased data volumes or on-demand reporting.
Deliverable: Technical Memorandum summarizing the District’s current available data and technology,
along with a Technology and Data Warehouse Plan to improve data collection efficiency and
streamline reporting.
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Workshop: Discussion of Needs Assessment and Gap Analysis Findings. Kiefer will conduct a
workshop to present the findings, validate assumptions, and collaboratively refine the strategic plan
with the District’s stakeholders.
4.4. Task 4 (NEW): Data Warehouse Design and Implementation
The objective of this task is to design, develop, and implement a scalable and efficient data
warehouse to support the District’s water loss reporting, decision-making, and analytics needs. This
data warehouse will centralize data from multiple sources, ensure data integrity, and provide the
foundation for effective reporting and visualization through Power BI.
During the analysis phase a minimum viable product will be identified to ensure a working data
warehouse is delivered within the defined budget. It is likely that a subset of source data will be
identified for this phase of the data warehouse build. Data processing / ETL frequency will be
identified and addressed accordingly.
Requirements Gathering and Architecture Design
The first step involves working closely with District to fully understand the data requirements, source
systems, and reporting needs. Key actions include:
▪ Conducting Stakeholder Interviews: Engaging key District stakeholders to gather business and
technical requirements.
▪ Assessing Data Sources: Reviewing all relevant data sources, billing systems, field data
collection systems, and any other relevant datasets.
▪ Data Mapping: Defining the relationships between source systems and mapping the required
data to be ingested into the data warehouse.
▪ High-Level Data Architecture Design: Developing a blueprint for the data warehouse that
defines the data architecture, storage layers, data models, and how data will flow between
systems.
▪ Infrastructure Considerations: Collaborating with District’s IT department to assess cloud or
on-premise infrastructure requirements, taking into account factors such as scalability,
performance, and security.
Data Integration and ETL Processes
Building a reliable ETL process is critical for integrating data into the warehouse. Subprocesses here
include the following:
▪ ETL Design: Design an automated ETL process to pull data from source systems, transform it
into a consistent and structured format, and load it into the data warehouse.
▪ Data Cleansing: Implement data validation, transformation, and cleansing rules to ensure the
accuracy and quality of the data stored in the warehouse.
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Proposal for Design and Development Services for Water Loss
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▪ Scheduling and Automation: Configure the ETL process to run on a regular schedule to
ensure timely updates of data. The process will include logging and error-handling
mechanisms to ensure reliability.
▪ Data Consolidation: Where necessary, we will consolidate disparate data from multiple
sources to create a unified view of data within the warehouse, enabling advanced analytics.
Data Modeling and Optimization
The data warehouse will be designed to support fast and efficient querying and reporting through
Power BI. Our approach includes:
▪ Dimensional Modeling: Implementing a star or snowflake schema to optimize query
performance for District’s specific reporting needs, ensuring that data is easily accessible for
Power BI dashboards.
▪ Data Partitioning and Indexing: Utilizing best practices for data partitioning and indexing to
enhance performance, particularly for large datasets or frequently accessed tables.
▪ Aggregation and Summarization: Creating summary tables and pre-aggregated data for
high-level reporting, while also allowing drill-down capabilities for more granular analysis.
Security and Data Governance
Kiefer will ensure that the data warehouse adheres to District’s security policies and complies with
relevant data regulations. We will:
▪ Role-Based Access Control: Implement fine-grained access controls to ensure only authorized
personnel can view or modify sensitive data.
▪ Audit and Monitoring: Set up audit trails and monitoring to track data access and changes,
ensuring accountability.
▪ Data Masking and Encryption: Apply data masking and encryption techniques where required,
particularly for personally identifiable information (PII) or other sensitive data.
▪ Backup and Disaster Recovery: Establish a backup and recovery plan to ensure data continuity
and integrity in the event of system failure or data corruption.
Data Warehouse Testing and Validation
Before the data warehouse goes live, rigorous testing will be conducted to ensure its reliability and
accuracy:
▪ Unit Testing: Testing individual components of the ETL process, data models, and integrations
to ensure they function correctly.
▪ System and Integration Testing: Ensuring that data from all source systems is accurately
represented in the warehouse, validating that data flows smoothly through the entire process.
▪ Performance Testing: Evaluating the performance of the data warehouse under different load
conditions to ensure it can handle large volumes of data efficiently.
▪ Data Quality Validation: Conducting thorough data quality checks, including accuracy,
completeness, and consistency, across all key datasets.
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Deployment
Once the data warehouse is validated, the deployment process will include:
▪ Go-Live Deployment: Migrating the data warehouse to the production environment, ensuring
all data process are live and functioning as expected.
▪ Admin Training and Knowledge Transfer: Offering training sessions to District’s technical and
business teams to ensure they can maintain the data warehouse and continue developing
Power BI reports independently.
Ongoing Maintenance and Optimization
Post-deployment, Kiefer will offer ongoing support to optimize and maintain the data warehouse:
▪ Performance Monitoring: Regularly monitoring performance and conducting tuning activities
to ensure optimal system performance.
▪ Scalability Planning: Ensuring that the data warehouse can scale over time as District’s data
volumes grow or new data sources are added.
4.5. Task 5: Create customized reports relating to water loss (previously
Task 4)
Kiefer recognizes that effective reporting is critical for the District to manage and reduce water loss.
Our approach involves designing and developing customized reports that are not only user-friendly
but also leverage the District’s data effectively. This process includes an initial review of the data
warehouse design, extract, transform, load (ETL) processes, and the creation of web-based reports
accessible to stakeholders.
Before ETL analysis, Kiefer will conduct a thorough review of the data warehouse design and
infrastructure to ensure it aligns with best practices for reporting and analytics. Given that the District
currently leverages Amazon Redshift for water consumption data and does not have internal expertise
on Redshift’s query language, Kiefer will ensure that any modifications to the star schema design are
compatible with the District’s existing data environment. Our team will provide guidance and
documentation to support ongoing data modeling and query optimization using Redshift’s
capabilities.
Data Warehouse Infrastructure Review
Kiefer will perform a comprehensive assessment of the infrastructure supporting the data warehouse
and ETL processes. This review will ensure that the underlying technology is robust, scalable, and
capable of handling the District's current and future reporting needs. Our infrastructure team will
provide specific details on server configurations, network capabilities, and cloud service integrations (if
applicable) to ensure optimal performance.
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Proposal for Design and Development Services for Water Loss
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Kiefer will prioritize using the District’s current technologies, such as SSRS, SQL Server, and Power BI,
to develop customized water loss reports. Kiefer will leverage Amazon's Redshift JDBC or ODBC driver
or use Npgsql for connecting via PostgreSQL-compatible drivers (since Redshift is based on
PostgreSQL).
Data Warehouse ETL Processes
Kiefer’s approach to ETL is crucial in facilitating accurate and timely data loading into the warehouse.
We will review all ETL processes and identify common issues, including:
▪ Missing or improper use of data
▪ Inefficient data transformations
▪ Lack of proper error handling and logging
▪ Neglecting metadata and version control
To identify these issues, Kiefer will employ a variety of methods, such as:
▪ Visual inspection of ETL processes
▪ Examination of existing logs and implementation of improved logging
▪ ETL performance profiling
▪ Use of third-party tools, such as Redgate SQL Monitor, for enhanced monitoring and
optimization.
Considering the District’s response that the water production data is captured in Aveva Wonderware
Historian with a Microsoft SQL Server front-end, Kiefer will focus on ensuring that ETL processes are
optimized to integrate with these systems. Kiefer will design ETL workflows that support high-volume
data processing and adhere to best practices for handling water consumption and production data.
Customized Reporting Development
Once the data warehouse and ETL processes are optimized, Kiefer will focus on developing
customized reports tailored to the District’s water loss management needs. Our approach will include:
Report Design Workshops: We will conduct up to five workshops with District staff to gather
requirements, discuss the design of reports, and ensure alignment with user needs.
Report Creation: Utilizing the technology identified in our assessments, Kiefer will develop up to five
web-based water loss reports. These reports will leverage Power BI for dynamic visualization and easy
access, providing stakeholders with actionable insights into water loss metrics and trends.
Testing and Validation: Each report will undergo rigorous testing and validation to ensure accuracy
and functionality within the District’s systems. Kiefer will also provide documentation outlining
operating procedures and maintenance requirements for the reports.
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Proposal for Design and Development Services for Water Loss
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Support and Warranty: Because Kiefer proposes delivering a solution that can be significantly altered
by District users and will receive regular, automatic updates once the engagement with Kiefer has
concluded, Kiefer will, if awarded, negotiate support and warranty details with the District.
Deliverables: District-Approved Reports: Functionality validated in writing by the District.
Written Procedures: Comprehensive documentation detailing how to operate, maintain, and edit the
delivered reports.
Workshops: Kiefer will facilitate up to five workshops for each report to collaborate with District staff
on design specifications, data requirements, and final demonstrations. This iterative process will
ensure that the reports not only meet but exceed the District's expectations for water loss reporting.
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5. Hours, Budget and Rates
Principal(s) Principal(s) Consultant Sr. Project
Manager
SUBTOTAL SUBTOTAL
Team Scott
Morrison
Scott
Roberts
Jason Lofing /
Max Jenkins
Lauren
Smalley
ALL HOURS COST
Rates $185 $185 $165 $185
Tasks
Task 1: Kickoff and
Project
Management Plan
8 8 8 24 48 $8,720
Task 2: Conduct
Staff Interviews to
Identify Reporting
Needs
0 60 60 30 150 $26,550
Task 3: Conduct a
technology
assessment and
design a plan to
improve
efficiencies in data
collection
60 40 40 36 176 $31,760
Task 4: Data
Warehouse Design
and
Implementation
260 150 80 118 608 $110,880
Task 5: Create
customized reports
relating to water
loss
60 80 80 54 274 $49,090
TOTALS 388 338 268 262 1256 $227,000.00
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6. Work Plan
Task Name Duration Hours Start Finish Resources
STPUD - Discovery, Design, Build Data
Warehouse and Create 5 Reports for
Water Loss Reporting
381 days 1,256 hrs Mon 11/11/24 Thu 5/14/26
Task 1 - Kick-Off Meeting & Project
Management Plan 20 days 48 hrs Mon 11/11/24 Tue 12/10/24
Project Initiation Activities / contract
execution (access, contract
requirements)
5 days 24 hrs Mon 11/11/24 Fri 11/15/24 Kiefer PM / STPUD
PM [60%]
Project Kick-off Session 0 days 0 hrs Fri 11/15/24 Fri 11/15/24 Full Team
Draft Project Management Plan 10 days 16 hrs Mon 11/18/24 Tue 12/3/24 Kiefer PM [20%]
Milestone: Project Management Plan
submitted to STPUD 0 days 0 hrs Tue 12/3/24 Tue 12/3/24 Kiefer PM
Review & refinement of PMP 5 days 8 hrs Wed 12/4/24 Tue 12/10/24 Kiefer PM / STPUD
PM [20%]
Deliverable: Final PMP 0 days 0 hrs Tue 12/10/24 Tue 12/10/24
Task 2 - Conduct Staff Interviews to
Identify Reporting Needs 33 days 150 hrs Wed 12/11/24 Wed 1/29/25
Stakeholder register: Identify STPUD
staff for interviews 10 days 60 hrs Wed 12/11/24 Thu 12/26/24 Kiefer PM / STPUD
PM [75%]
Schedule Interviews 3 days 24 hrs Fri 12/20/24 Thu 12/26/24 Kiefer PM / STPUD
PM
Assumed pause for holidays given RFP
Project Schedule 7 days 0 hrs Mon 12/23/24 Fri 1/3/25
Conduct Interviews (Preliminary
Recommendations) 10 days 26 hrs Mon 1/6/25 Fri 1/17/25
Interview 1: (IT/Tech Unit) 1 day 8 hrs Mon 1/6/25 Mon 1/6/25 Technical Teams
Interview 2: (Business Unit) 1 day 6 hrs Thu 1/9/25 Thu 1/9/25
Technical Teams /
Business Unit(s)
[75%]
Interview 3: (Business Unit) 1 day 6 hrs Tue 1/14/25 Tue 1/14/25
Technical Teams /
Business Unit(s)
[75%]
Interview 4: (IT/Tech Unit - Review
prelim findings) 1 day 6 hrs Fri 1/17/25 Fri 1/17/25 Technical Teams
[75%]
Draft Technical Memorandum 5 days 32 hrs Mon 1/20/25 Fri 1/24/25 Kiefer Technical
Team [80%]
Conduct Workshop to review findings /
Technical Memorandum 1 day 8 hrs Wed 1/29/25 Wed 1/29/25 Technical Teams
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Task Name Duration Hours Start Finish Resources
Deliverable: Technical Memorandum
(Recommendations: reports needed,
inventory, needs and gaps)
0 days 0 hrs Wed 1/29/25 Wed 1/29/25
Task 3 - Conduct a Technology
Assessment and design a plan to
improve efficiencies in data collection
43 days 176 hrs Thu 1/30/25 Mon 3/31/25
Design Discussions with IT: Data
Warehouse requirements, current
licensing, system reviews
15 days 60 hrs Thu 1/30/25 Wed 2/19/25 Technical Teams
[50%]
Draft Technology Assessment / Data
Warehouse Plan - Needs assessment &
Gap Analysis Findings
10 days 60 hrs Thu 2/20/25 Wed 3/5/25 Kiefer Technical
Team [75%]
Design Discussions: Conceptual, Logical
and Physical Designs for Data
Warehouse
10 days 40 hrs Thu 3/6/25 Wed 3/19/25 Technical Teams
[50%]
Conduct Workshop(s) to review
Technology Assessment (Data
Warehouse Plan)
5 days 16 hrs Thu 3/20/25 Wed 3/26/25 Technical Teams
[40%]
Deliverable: Technology Assessment
(Data Warehouse Plan) 0 days 0 hrs Mon 3/31/25 Mon 3/31/25
NEW - TASK 4 - Data Warehouse Design
and Implementation 140 days 608 hrs Mon 3/31/25 Thu 10/16/25
Infrastructure Setup 15 days 120 hrs Mon 3/31/25 Mon 4/21/25 STPUD Technical
Procure licensing / create admin
accounts / create VMs 5 days 0 hrs Mon 3/31/25 Mon 4/7/25 STPUD Technical
Network Configuration: For data
transfer / access 5 days 0 hrs Mon 4/7/25 Mon 4/14/25 STPUD Technical
Setup secure On-Premise data source
connections 5 days 0 hrs Mon 4/14/25 Mon 4/21/25 STPUD Technical
STPUD to provide Kiefer team with
access / validation 3 days 8 hrs Tue 4/22/25 Thu 4/24/25 Technical Teams
[33%]
Provision Data Warehouse in
partnership with STPUD 0 days 0 hrs Thu 4/24/25 Thu 4/24/25 Technical Teams
Data Modeling 25 days 96 hrs Tue 4/22/25 Tue 5/27/25
Design fact / dimension tables 10 days 40 hrs Tue 4/22/25 Mon 5/5/25 Kiefer Technical
Team [50%]
Normalization and denormalization 10 days 32 hrs Tue 5/6/25 Mon 5/19/25 Kiefer Technical
Team [40%]
Metadata: Define and management
approach 5 days 24 hrs Tue 5/20/25 Tue 5/27/25 Kiefer Technical
Team [60%]
ETL Development 37 days 144 hrs Wed 5/28/25 Fri 7/18/25
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Task Name Duration Hours Start Finish Resources
Census Data Feed 20 days 72 hrs Wed 5/28/25 Tue 6/24/25
Extract: Develop extraction process and
intervals 5 days 24 hrs Wed 5/28/25 Tue 6/3/25 Kiefer Technical
Team [60%]
Transform: Data cleansing / transform
and integrate 10 days 32 hrs Wed 6/4/25 Tue 6/17/25 Kiefer Technical
Team [40%]
Load data into the data warehouse 5 days 16 hrs Wed 6/18/25 Tue 6/24/25 Kiefer Technical
Team [40%]
Wonderware Historian Data Feed 17 days 72 hrs Wed 6/25/25 Fri 7/18/25
Extract: Develop extraction process and
intervals 11 days 24 hrs Wed 6/25/25 Thu 7/10/25 Kiefer Technical
Team [27%]
Transform: Data cleansing / transform
and integrate 4 days 32 hrs Fri 7/11/25 Wed 7/16/25 Kiefer Technical
Team
Load data into the data warehouse 2 days 16 hrs Thu 7/17/25 Fri 7/18/25 Kiefer Technical
Team
Data Integration / Testing and Training 50 days 152 hrs Mon 7/21/25 Mon 9/29/25
Integrate data from on-premise sources 10 days 24 hrs Mon 7/21/25 Fri 8/1/25 Kiefer Technical
Team [30%]
Unit testing 10 days 40 hrs Mon 8/4/25 Fri 8/15/25 Kiefer Technical
Team [50%]
System testing 10 days 40 hrs Mon 8/18/25 Fri 8/29/25 Kiefer Technical
Team [50%]
User Acceptance Testing 5 days 0 hrs Fri 8/29/25 Mon 9/8/25 STPUD Technical
System / integration refinements 10 days 40 hrs Tue 9/9/25 Mon 9/22/25 Technical Teams
[50%]
Training: Admin - Knowledge Transfer 5 days 8 hrs Tue 9/23/25 Mon 9/29/25 Technical Teams
[20%]
Maintenance / Optimization 20 days 48 hrs Mon 7/28/25 Fri 8/22/25
Deliverable: Disaster/Backup and
Recovery Plan 10 days 24 hrs Mon 7/28/25 Fri 8/8/25 Kiefer Technical
Team
Deliverable: Maintenance Plan
(performance/issue monitoring,
query/storage optimization)
10 days 24 hrs Mon 8/11/25 Fri 8/22/25 Kiefer Technical
Team
Deployment 13 days 40 hrs Tue 9/30/25 Thu 10/16/25
Migrate current data into the data
warehouse 5 days 16 hrs Tue 9/30/25 Mon 10/6/25 Kiefer Technical
Team
Delta migrations prior to go-live - repeat
as needed 3 days 16 hrs Tue 10/7/25 Thu 10/9/25 Kiefer Technical
Team
Data Warehouse Go-Live Date - Proceed
with Report creation 0 days 0 hrs Thu 10/9/25 Thu 10/9/25 STPUD Technical
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Task Name Duration Hours Start Finish Resources
Establish and validate data refresh
cycles 5 days 8 hrs Fri 10/10/25 Thu 10/16/25 Kiefer Technical
Team
REV - Task 5 - Create customized
reports relating to water loss 140 days 274 hrs Thu 10/16/25 Thu 5/7/26
Define report standards or
framework/template,
access/accessibility requirements
10 days 24 hrs Fri 10/17/25 Thu 10/30/25 Technical Teams
[30%]
STPUD to provide branding
standards/guidelines 0 days 0 hrs Thu 10/16/25 Thu 10/16/25 STPUD Technical
[0%]
Report #1: (TBD) 26 days 50 hrs Fri 10/31/25 Tue 12/9/25
Report requirements definition /
mockups 5 days 8 hrs Fri 10/31/25 Thu 11/6/25 Kiefer Technical
Team [20%]
Create draft in Dev environment 5 days 8 hrs Fri 10/31/25 Thu 11/6/25 Kiefer Technical
Team [20%]
Workshop #1: Review with STPUD IT /
Business Unit in Dev environment 1 day 4 hrs Fri 11/7/25 Fri 11/7/25 Technical Teams
[50%]
Refinements in Dev 3 days 4 hrs Mon 11/10/25 Wed 11/12/25 Kiefer Technical
Team [17%]
Promote to Test environment 2 days 1 hr Thu 11/13/25 Fri 11/14/25 Kiefer Technical
Team [6%]
Workshop #2: Review with STPUD IT /
Business Unit in Test environment 1 day 4 hrs Mon 11/17/25 Mon 11/17/25 Technical Teams
[50%]
User Acceptance Testing: STPUD IT /
Business Unit 5 days 2 hrs Tue 11/18/25 Mon 11/24/25
Technical Teams /
Business Unit(s)
[5%]
Refinements in Dev 3 days 4 hrs Tue 11/25/25 Mon 12/1/25 Kiefer Technical
Team [17%]
Promote to Test 1 day 1 hr Tue 12/2/25 Tue 12/2/25 Kiefer Technical
Team [13%]
Draft written procedures for
operating/maintaining/editing reports 5 days 8 hrs Tue 12/2/25 Mon 12/8/25 Kiefer Technical
Team [20%]
Workshop #3: Final Demonstration of
Report 1 day 4 hrs Wed 12/3/25 Wed 12/3/25
Technical Teams /
Business Unit(s)
[50%]
STPUD IT Approval to Promote to Prod 0 days 0 hrs Wed 12/3/25 Wed 12/3/25 STPUD Technical
Workshop #4: Review written
procedures with IT Admin team 1 day 2 hrs Tue 12/9/25 Tue 12/9/25 Technical Teams
[25%]
Deliverable: Report #1 Complete 0 days 0 hrs Tue 12/9/25 Tue 12/9/25
Report #2: (TBD) 26 days 50 hrs Wed 12/10/25 Mon 1/19/26
Report #3: (TBD) 26 days 50 hrs Tue 1/20/26 Tue 2/24/26
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Task Name Duration Hours Start Finish Resources
Report #4: (TBD) 26 days 50 hrs Wed 2/25/26 Wed 4/1/26
Report #5: (TBD) 26 days 50 hrs Thu 4/2/26 Thu 5/7/26
Project Completion Deliverables 5 days 0 hrs Fri 5/8/26 Thu 5/14/26
STPUD to confirm receipt / acceptance
of all deliverables 5 days 0 hrs Fri 5/8/26 Thu 5/14/26
Project Closure procedures 2 days 0 hrs Fri 5/8/26 Mon 5/11/26
Deactivate all Kiefer accounts / removal
of any access 1 day 0 hrs Fri 5/8/26 Fri 5/8/26
Issuance of final project invoice(s) 2 days 0 hrs Fri 5/8/26 Mon 5/11/26
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7. Assumptions
1. The District will be responsible for acquiring all required licenses for the data warehouse /
Power BI. This estimate does not include software licensing costs.
2. The District will provide the necessary infrastructure to support development, testing and
production.
3. The District understands the cost provided is an estimate only and is based on incomplete
data / partial information.
4. The stated warranty language will be discussed before finalizing any contract agreements (5-
year term).
5. The District understands the Project Plan (Work Plan) in this proposal is an illustrative
distribution of hours based on review of the RFP and that it will require review and adjustment
with the District Project Manager during Task 1.
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8. Resumes
8.1. Lauren Smalley, PMP, CSM
Senior Project Manager | Kiefer Consulting, Inc.
Summary of Qualifications
Experienced IT Project and Program Manager with a strong consulting background in
the management of diverse and distributed teams delivering professional services to
public and private sector clients. Past projects include but are not limited to mergers an d
acquisitions (M&A), multi-platform data migrations, custom solution development, security, and intranet/extranet
deployment across a multitude of industries - including Fortune 500 companies. Passionate about delivering the
highest quality services and solutions, fostering team collaboration and growth, and quickly gaining the trust of
her clients. She is experienced in leveraging PMI/PMBOK and Agile software development methodologies in the
planning and delivery of complex initiatives.
Education
▪ BA, Government and Political Science,
CSU Sacramento
▪ Business Analyst Certificate, CSU Sacramento
Certifications
▪ Project Management Professional (PMP)
Certification # 3885231
▪ Certified SCRUM Master, Certification #001643290
▪ MS-900: MSFT 365 Certification #H957-1813
▪ Nintex Workflow Professional – SharePoint, 2018
▪ Certified Solutions Professional – Nintex for
SharePoint, 2018
▪ Microsoft Office Specialist, 2017
Skills
▪ Program & Project Management
▪ Organizational Change Management
▪ Issue and Risk Management
▪ Agile/Waterfall/Hybrid PM methodologies
▪ PMBOK Implementation
▪ Business analysis and process improvement
▪ Requirements Gathering and Analysis
▪ Analytical and logical problem-solving skills
▪ Meeting Facilitation / strong interpersonal
communication and presentation skills
▪ End User Training and User Documentation
▪ Management of projects involving Microsoft
cloud technologies
Relevant Project Experience
Senior Project Manager
Kiefer Consulting, Inc. Mar 2024 – Present
Lauren manages some of Kiefer Consulting’s longest running client projects as a Senior Project
Manager (CDCR, JCC, Vanir), as well as local agency and nonprofit projects (City of Cleveland,
Western Reserve Land Conservancy, Santa Clara Valley Transportation Agency, and Santa Clara
County Office of Education, Kitchell / San Bernardino County). Projects include software development,
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Microsoft SharePoint implementations, Microsoft 365 Cloud Applications, .NET Development, and
Microsoft Power Platform projects.
Relevant Project Experience with Kiefer Consulting, Inc.
California Department of Corrections & Rehabilitation Mar 2024 – Present
Lauren manages the ongoing SharePoint on-premises project and is responsible for coordinating and
collaborating with Vanir Construction Management Program Management team regarding ongoing
development and program support efforts. Includes risk management, commun ication, change control,
quality, deployment planning & execution and formal project plans. Provides weekly status reports,
monthly budget/resourcing report, and coordinate daily activities for consultant resources, key
stakeholders and client organization employees assigned to the project team.
Judicial Council of California Mar 2024 – Present
Lauren leads the Kiefer team in the ongoing management and support of the Judicial Program
Information and Controls Microsoft SharePoint on-premises project. She is responsible for directing
resources to plan, design, develop, enhance and deploy existing and new solutions in the system. She
manages the Project Schedule, performs risk analysis and mitigation, manages the work backlog and
sprint planning efforts, resource tasking and hours, weekly status reports and client communications
with Judicial Council and the Vanir Construction Management Program Management teams. Lauren
coordinates daily activities and priorities; and assigns and tracks tasks for consultant resources, project
sponsors, key stakeholders, and client organization employees assigned to the project team.
City of Cleveland, Western Reserve Land Conservancy Jul 2024 – Present
Lauren manages the Kiefer Consulting team on behalf of Western Reserve Land Conservancy in the
assessment of the City of Cleveland’s Land Bank application assessment project. This effort involves
analysis and recommendations to transition a production applicatio n from Microsoft Forms to Microsoft
Power Pages / Power Apps and involves Microsoft SharePoint Online, Dataverse, DocuSign integration
and Microsoft Audit features. She manages the Project Plan, provides weekly status reports and
budget/resourcing reports, assigns and tracks tasks for consultant resources and manages all
stakeholder communications.
Santa Clara Valley Transportation Agency Jun 2024 – Present
Lauren directs resources in the professional consulting services provided to Santa Clara Valley
Transportation Agency focused on Microsoft Power Platform, including Power BI and Power Apps, in
the Government Community Cloud. She provides all project management activities including
coordination of daily activities, management of key stakeholder communications, budget / resource
reporting to the client and task management for consultant resources.
CA San Bernardino County / Kitchell Construction Management May 2024 – Present
In conjunction with the Kitchell Program Management team, Lauren manages the Kiefer Consulting
team in the Microsoft Power BI Enhancements projects focused on the Project and Facilities
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Management Department dashboards. This effort includes development of a custom Microsoft Power
App, Power BI Dashboards, Microsoft SharePoint Online and data intake solutions. She is responsible
for all project management activities including stakeholder communications, risk management, project
plan development and management, resource tasking and hours, monthly budget/resourcing reports,
and issue logs.
Santa Clara County Office of Education May 2024 – Jul 2024
Lauren directed the Kiefer Consulting team to assess the SCCOE SharePoint 2013 public-facing website
for eventual upgrade to SharePoint Subscription Edition. This effort involved analysis and
recommendations to upgrade the existing website with minimal downtime or user impacts. She
managed the Project Plan, provided weekly status reports and budget/resourcing reports, assigned and
tracked tasks for consultant resources and managed all stakeholder communications.
Senior Project Manager
Cyclotron Jul 2020 – Feb 2024
▪ Responsible for the development of the PMO Procedure Manual designed to instruct 20+
Project Managers in the operational requirements and functions of the Cyclotron PMO,
Microsoft Dynamics CRM platform, and cross-department business operations.
▪ Standardized all PMO templates to align with industry best-practices (Executive briefing
decks, Project Plans, Budget Reports, Status Reports, RAID Logs, Stakeholder Registers,
Communication Plans, etc.)
▪ Leveraged past expertise on data migration projects to develop a standard migration
framework and accompanying deliverable templates to be used by the technical teams on
all future migration projects.
▪ Routinely mentored new Project Managers in project plan development, cross-functional
team processes and provided constructive criticism for process optimization and risk
mitigation on in-flight projects.
▪ Planned and managed the execution of a variety of projects and integrated programs
including but not limited to cross-platform data migrations, Microsoft SharePoint intranet
deployments, Microsoft Purview security implementations, Microsoft PowerApps
development, Microsoft Teams deployments, tenant mergers and acquisitions, and AD
Forest migrations. Incorporated employee experience & communications teams as part of
all technical deployments.
▪ Program Manager for high priority, strategic accounts. Ensured client expectations were
clearly defined, projects were staffed appropriately and that teams performed at the
highest level to complete work on time, within budget and planned timeframes. Example:
AD Forest migration of 2500 users spanning 4 months, 2-3 waves per week across 6 time
zones with a migration team of 12+ staff in 4 countries. Delivered on time and under
budget.
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▪ Brought in to take over multiple at-risk projects to restore client confidence, get projects
back on track, proactively mitigate future risks to successfully deliver work, and roadmap
future opportunities.
▪ Responsible for the management of globally distributed technical and business -focused
teams and served as the single point of contact for the company on each project.
▪ Managed budget, schedule, scope and performed risk mitigation activities across each
project & program.
▪ Conducted executive briefings for clients and provided concise status reporting on a
weekly basis.
▪ Reviewed all team deliverables for accuracy and professional standards and validated
against project contract requirements.
▪ Client portfolio of projects included Fortune 500 companies, bio-tech industry /
healthcare, financial services / insurance, construction management, wholesale, retail and
food services.
Consultant
Kiefer Consulting, Inc. Apr 2017 – Jun 2020
Lauren is assigned to project teams working to design and implement new intranet portals, workflow
solutions and project management systems for the State of California. With experience in SharePoint
development and customization, business process improvement, user training, presentations,
documentation and report writing she adapts quickly to align with project and client needs.
SharePoint / Office 365 Consultant
Alcoholic Beverage Control (ABC) – State of California Mar 2019 – Sep 2019
Lauren designed and built a workflow solution in SharePoint Online / Office 365 using Microsoft Flow
to automate the process of onboarding new employees. She routinely met with the ABC team
members in IT and Human Resources to gather requirements, identify business challenges, streamline
data capture, and notify team members throughout the onboarding process. She led the user
acceptance testing session, documented findings, implemented changes, and authored
comprehensive role-based training materials and systems documentation. Lauren worked with the
Kiefer team to conduct knowledge transfer sessions with ABC staff to drive adoption, provide training
for ongoing systems maintenance and development, and ensure project success.
SharePoint Consultant
California Department of Toxic Substance Control (DTSC) Jan 2019 – Jun 2020
As a SharePoint consultant, Lauren is part of the Kiefer team working to migrate DTSC’s SharePoint
2007 and 2013 content to SharePoint Online for a new intranet platform and collaboration space
using hub sites and the modern experience. She meets with key stakeholders to define business
requirements, present solutions, and document project findings. Lauren worked with the team to
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design a comprehensive site architecture plan, governance plan, and she leads training sessions with
client stakeholders.
SharePoint Consultant
California Department of Justice (DOJ) Jun 2018 – Sep 2018
Lauren worked with DOJ project and client teams to author extensive and technical design, planning
and build documentation for the new SharePoint environments and migration efforts. She
collaborated with client technical staff to gather requirements of the current environments and define
business requirements for the new solutions.
SharePoint Consultant
Port of Oakland Mar 2018– Sep 2018
Lauren served as part of the team working to develop automated records retention policies for the
Port of Oakland in their SharePoint Online environment. She has developed SharePoint Designer
workflows to calculate expiration periods for documents across multipl e sites and participates in
requirements gathering sessions with the client.
SharePoint Consultant
Horizon Food Group Jan 2018 – Mar 2018
Lauren authored design and user training documentation for the existing SharePoint 2010 intranet
environment detailing steps and interactivity of dozens of SharePoint Designer workflow solutions.
SharePoint Consultant
Sacramento Metropolitan Air Quality Management District (SMAQMD) Nov 2017 – Feb 2018
Lauren authored detailed design documentation and user training guides for the Public Records Act
SharePoint 2013 solution designed using Nintex 2013 for the SMAQMD.
Power BI Consultant
MiraCosta Community College District/Kitchell Construction Management Oct 2017 – Aug
2018
Lauren participated in the development of Power BI dashboards to display detailed construction
program data. She authored detailed unit test cases and conducted automated testing of user
interfaces with Power BI dashboards using Selenium IDE. Lauren tracked team progress and assisted
with implementation of detailed design requirements from the client. She documented project source
control and code promotion processes, administration guides, and user training documents.
SharePoint / Office 365 / Power BI Consultant
CA Department of General Services/Kitchell Construction Management May 2017 – Jun 2020
As part of the project team developing a Construction Management Portal solution in SharePoint
Online and Office 365, Lauren assisted with the information architecture design, built custom lists and
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libraries, developed content rollup, configured search, user training and documentation efforts. She
participated in requirements gathering sessions with the client and designed a SharePoint workflow
solution to route building maintenance need requests from individual building managers up to the
program management team for approvals. Lauren worked with the project team to create program
level summary reports using SSRS and conducted extensive Power BI dashboard testing prior to go-
live. Lauren facilitated the user acceptance testing sessions with the client and tracked items for team
resolution. She authored numerous design documents, user training guides and conducted
SharePoint training sessions with client staff.
SharePoint / Power BI Consultant
Judicial Council of California (JCC) / Vanir Construction Management Apr 2017 – Jun 2020
Lauren is assigned to the project team working with Vanir Construction Management and the Judicial
Council of California in the development of their SharePoint 2016 on-premise environment and is the
primary support contact for all users. She has developed SSRS reports and dashboards, deployed
custom site columns, content types, lists, libraries, performed component and solution testing,
conducted end-user client training, and authored extensive design and training documentation.
Lauren has performed detailed testing of the Power BI dashboards and reporting tools developed to
integrate disparate databases with SharePoint. She developed a SharePoint solution to provide JCC
management with tools to track special court project requests using multiple SharePoint lists to
replace legacy Excel spreadsheets previously used to track multiple datasets. She was responsible for
the development of a new component for project prioritization which included custom SharePoint
Workflows for document routing and approval, custom site templates, permissions and security
planning, special form rules and user training sessions and materials. Lauren has also worked with the
project team to design a new portal which allows staff to track facility maintenance requests from a
separate database within the SharePoint environment, run custom SSRS reports, and track additional
data points.
Associate Governmental Program Analyst
California Commission on Peace Officer Standards and Training Apr 2016 – Apr 2017
Training Delivery and Compliance Bureau
Lauren worked collaboratively with management and senior law enforcement to address
organizational issues including budgets, development of training materials, and staffing issues. As part
of a small team directed by the Commission to review the organization’s course certification database
and processes, she reviewed existing systems and workflows, gathered input from internal and
external stakeholders, documented findings, and made recommendations for areas of improvement.
Lauren managed the process to admit new law enforcement agencies into the POST Program and
conducted extensive analysis of request documentation, agency records and California state
regulations. She oversaw staff work relating to Commission agenda Items, composed budget change
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proposals to the Department of Finance, and proposed changes to California regulations through the
Office of Administrative Law.
Associate Governmental Program Analyst
California Department of Corrections and Rehabilitation (CDCR) Mar 2015 – Apr 2016
Facilities Planning, Construction, and Management: Project Management Branch
Lauren worked as part of a team to track staff position costs across multiple units assigned to various
prison construction projects for reporting to the Legislature. She created estimating templates for use
by project teams and consulting firms to request and process reimbursements. Lauren documented
and analyzed project data for reporting to the Department of Finance. She performed independent
analysis and evaluation of project data for use by staff, consultants, management, the Legislature, and
the Governor’s Office. Lauren worked collaboratively with CDCR and consultant staff on project
information systems including Microsoft SharePoint 2013, Bluebeam, and Autodesk.
Staff Services Analyst
California Department of Corrections and Rehabilitation Mar 2014 – Mar 2015
Facilities Planning, Construction, and Management: Project Management Branch
Lauren was responsible for document control over contract documents, requests for proposals, staff
training manuals and construction specification documents. She administered requests for
qualifications to solicit proposals for services including but not limited to: construction management,
architectural and engineering services, and program management services. As part of a committee,
she analyzed current practices and made recommendations to improve the department's SharePoint
2013 site, including processes related to quarterly project reporting, master forms and templates and
construction project documents. She evaluated the technological needs of the unit and made
recommendations to management for future needs. Lauren maintained branch IT equipment
including laptops, data storage devices and worked as the point of contact with the CDCR IT unit. She
documented and analyzed activities relating to litigation and collaborated with professional claims
consultants for projects pending litigation.
Office Technician
California Department of Corrections and Rehabilitation Dec 2012 – Mar 2014
Facilities Planning, Construction, and Management: Project Management Branch
Lauren served as branch training coordinator and worked with management to create training
sessions and materials for staff. She analyzed current document control processes, collaborated with
consultants in the creation and adoption of the department’s new Microsoft SharePoint 2010
database, trained staff to increase user adoption, and made recommendations for changes based on
business needs. Lauren was responsible for document processing from branch management through
executive office and served as liaison for the live scan unit at CDCR headquarters.
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8.2. Scott Roberts, MCSA, MCTS
Senior Consultant | Kiefer Consulting, Inc.
Summary of Qualifications
Scott has a demonstrated affinity for identifying flaws and providing
innovative solutions around business processes and applications. His ability
to consistently deliver results has earned him high praise from clients and
team members alike. Scott has expertise in Excel, Power BI, Data Modeling,
SQL, and SharePoint 2010 / 2013 / 2016 / Online.
Education
Bachelor of Science, Chapman University, Business
Administration & Economics
Certifications
▪ Microsoft Certified Technology
Associate (MCSA Office 365)
▪ Microsoft Certified Technology Specialist
(MCTS SharePoint 2010 Configuration)
▪ Microsoft Professional Program in Data
Science
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Software & Technologies
▪ MS SharePoint 2010, 2013, 2016, Online
▪ MS Office 365
▪ MS Power BI
▪ MS Excel / Power Query / PowerPivot
▪ DAX / M Language
▪ PowerShell / PnP PowerShell
▪ SSRS Report Builder
▪ SQL Server Analysis Services
▪ SQL Server Management Studio
▪ SharePoint Designer
▪ Visual Studio
Areas of Expertise
▪ Business Intelligence
▪ Power BI Design & Development
▪ Reporting
▪ Data Visualization
▪ SharePoint Development
▪ SharePoint Administration
▪ Custom Workflows
▪ Requirement Gathering
▪ User Training
▪ Data Analysis
▪ Technical Documentation
▪ Data Modeling
Relevant Experience
Senior Consultant – Kiefer Consulting, Inc. July 2014 – Present
Department of Fish and Wildlife Sept 2023 – Present
As a Data Engineer, Scott is responsible for the design of the data systems required to support the
California Inland Recreational Angler Survey (CIRAS) project. This includes the transactional database
to hold survey data collected from the front-end web app, azure data factory pipelines to ingest data
from legacy Excel spreadsheets and Access databases, and Dataflows/Data models to represent the
data in Power BI visuals.
Kitchell San Bernardino Apr 2023 – Present
As the Technical Architect and team lead, Scott led business requirement gathering sessions and
worked with the development team to create the phase one dashboard to bring greater transparency
to the County of San Bernardino’s Project and Facilities Management Division using Power BI Report
Server, PowerShell, Microsoft Project, and SharePoint Online.
Department of Toxic Substance Control Jun 2022 – Present
As a Technical Lead, Scott worked to identify data gaps, inconsistencies, and errors found in a phase
one dashboard developed in-house for Project Performance Management dashboards. Scott worked
to combine five distinct datasets into one shared model which currently is used by nine (9) Site
Mitigation and Restoration Program reports. Scott was also responsible for reviewing and confirming
the implementation of Power BI Pipelines for deployment, dataflows for data extract, common
transformations, and data quality improvements in source systems. Scott is currently working to
develop additional reports and dashboards to aid the Cost Recovery Management team in extracting
insights and action items from their Cost Recovery Management System (CRMS).
Association of Washington Cities Jun 2021 – Oct 2022
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As a SharePoint consultant, Scott engaged with subject matter experts to gather requirements and
assisted the solution architect with designing and developing a modern Intranet leveraging
SharePoint online and Teams. To ensure consistency when creating and configuring project sites,
Scott designed and developed scripts using PnP PowerShell and additional project documentation to
hand off to client IT staff.
Department of Fish and Wildlife Mar 2021 – Oct 2021
As the Technical Architect for the Marine Fisheries Data Explorer project, Scott was instrumental in
gathering requirements, solution design, coordinating development team efforts, and managing the
testing efforts for both unit testing, system testing and user acceptance testing. Scott also designed
and developed dynamic Power BI reports and visualizations to represent decades of commercial
fishing data.
Sacramento County Courts Mar 2021 – Oct 2021
As a SharePoint consultant, Scott helped design and implement an intranet solution for Sacramento
County Courts leveraging Teams and SharePoint. With remaining project funds, Scott developed a
proof-of-concept dashboard to illustrate the capabilities of project and program reporting using
Power BI and template SharePoint sites.
Placer County Water Agency Mar 2021 – Oct 2021
As a SharePoint consultant, Scott helped design and implement an intranet solution for Placer County
Water Agency leveraging Teams and SharePoint. Once the environment was designed, Scott
developed documentation and training material to be presented to project champions for knowledge
sharing and project closeout.
Collins Electrical Company Feb 2021 – Present
To assist with Collins’s Lean Six Sigma organizational transformation, Scott has worked with several
project teams to design and develop solutions which bring greater transparency and efficiency in
discovering insights from data. Scott has worked with the Prefabrication shop to create a work order
dashboard which displays current and upcoming workloads, a report which highlights prefabrication
shop utilization percentages across different units and departments, and the Finance department to
extract and display data from their third-party construction management system; Dexter+Chaneys’
Spectrum.
The Carlin Collaborative May 2020 – Dec 2021
Scott designed a project status dashboard leveraging Power BI, Teams, and SharePoint Online to
capture, store, and report on the health of The Carlin Collaborative’s construction projects. The
dashboard presents project information using industry standard methods including Gantt charts,
Progress Photos, and KPIs to highlight key metrics for each project.
California Department of Technology (CDT) May 2020 – Jul 2020
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Scott designed and developed California Department of Technology’s Absenteeism Dashboard which
displays absentee information for every department across the state of California to help spot trends
and preparedness for remote workforces. Scott also served as a key team member for the Recovery
Roadmap project which included text mining survey responses submitted by citizens and business
owners across the state.
Covered California Feb 2020 – Present
Scott acts as the Team Lead and Solution Architect for the Data Analytics project with the Plan
Management Division withing Covered California. He is also responsible for managing the project
budget, communicating, and coordinating with project team members to develop and d eliver
reusable solutions for the client.
California Commission on Teacher Credentialing (CTC) Nov 2018 – May 2020
As a Consultant and Business Analyst, Scott was responsible for requirements gathering,
documentation, data analysis and report development on the State Assignment Accountability System
(CalSAAS) Project. Scott served as the solution architect for the Accreditation Data System (ADS)
Enhancements project to migrate data from a legacy Access database and develop new features to
assist the ADS team with the Board of Institutional Reviewers Accreditation Activities.
Kitchell – MiraCosta Sept 2018 – Present
Scott served as a technical advisor to the Power BI development team to assist in designing Power
Query data transformations, Data modeling, DAX measure development, and visualization design for
the Measure MM public facing dashboard. Presently, Scott serves as the primary point of contact for
any support related tasks to ensure the dashboard is accurate, current, and functional.
California Department of General Services Oct 2017 – Aug 2022
Scott played a crucial role in developing the DGS Building Management solution for the Facilities
Management Division. He worked with project team members to analyze data from SharePoint
Online and Maximo to develop processes and datasets to support the Power BI dashboards for
Ongoing and Preventative Maintenance projects performed across the state of California. He utilized
Power BI Desktop and SQL Server Management Studio to create custom DAX measures as part of the
dashboard development efforts, presents progress updates, and regularly participated in
requirements gathering sessions with the client.
California Judicial Council of California (JCC) Aug 2017 Present
JCC Capital Outlay Program
As a SharePoint Consultant and Business Intelligence and Reporting specialist, Scott developed the
reporting components for the cost management solution at both Project and Program levels for the
new Capital Outlay Project Management System. The solution includes dozens of SSRS reports with
complex, programmatic calculations and key performance indicators wrapped in attractive,
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professional styles. Scott regularly provides user support, performs site maintenance using PowerShell
scripts, and develops new SSRS reports and Power BI Dashboards.
JCC Facility Modification Program
Scott designed and configured SQL Server Analysis Services tabular data models in Visual Studio to
produce interactive Microsoft Power BI reports for the various programs which comprise the Facility
Modifications program. Scott has utilized his extensive expertise in Data Analytics to identify data
discrepancies and inaccuracies and has provided detailed reports to management identifying
corrective steps to be taken. Scott worked with the Kiefer team to develop an integrated reporting
solution aggregating data from existing JCC databases, with a user-friendly data input portal in
SharePoint 2016, enabling users to generate SSRS reports for the state oversight committee.
California Department of Corrections & Rehabilitation Oct 2014 – Aug 2018
As a SharePoint Specialist, Scott was responsible for providing daily design, implementation, training
and administration of the department’s SharePoint 2016 program and project management system.
He developed a centralized project contingency tracking system to replace complex, macro-enabled
Excel workbooks with a SharePoint-based solution leveraging lists, SharePoint Workflow, and SSRS
reports. Scott also designed T-SQL queries to normalize and combine localized project data into SQL
Server Analysis Services to build intuitive, analytical Power BI dashboards for department executives
and designed data models using Visual Studio. Scott played an integral part in the system's migration
from the original SharePoint 2010 platform to 2013 and later from SharePoint 2013 to 2016. As part of
these efforts, Scott used ShareGate to perform, test, and validate the content migration.
CA Public Employees Retirement System (CalPERS) Jul 2014 Oct 2014
On the SharePoint 2013 upgrade project at CalPERS, Scott revised and delivered installation and
configuration documents for Development, Quality Assurance, Training and Production Environments.
He performed System Tests on CalPERS Production Environment and identified gaps in configuration
to meet requirements. Scott worked alongside the lead Architect supporting installation and
configuration efforts for CalPERS's complex multi-environment SharePoint Farm.
TrailBoss Jul 2014 Sept 2014
Scott gathered requirements for a new SharePoint 2013 Intranet project, developed information
architecture and permissions. Scott designed document libraries with custom columns to allow for
stoplight reporting requirements.
Contract Analyst
CGI Technologies and Solutions, Inc. May 2013 Jul 2013
Scott provided Quality Assurance in contract change requests. He standardized the change request
process and templates for future projects in the CGI West Business Unit with the Change
Management Initiative team. Scott drafted, reviewed, and negotiated subcontractor amendments to
ensure accuracy of scope, deliverables, and payment schedule. He improved document retention
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compliance by managing documents on CGI SharePoint Site. Scott refined helpdesk escalation
process for training environment issue resolution and provided Level 1 support to client trainers and
classrooms during high volume training prior to major functiona l release.
8.3. Scott F. Morrison, MCSA, MCP
Principle Consultant | Kiefer Consulting, Inc.
Summary of Qualifications
Scott has over 20 years of enterprise consulting experience. His client
portfolio includes solutions for the California Department of Justice,
California Department of Corrections and Rehabilitation, Covered Cal,
California Department of General Services, and Tax Resource Incorporated. Scott possesses advanced
architectural and programming skills leveraging Azure solutions (Functions, Durable Functions, Service
Bus, APIM, AFD, AKV, Config Services, CI/CD, AAD); O365 hosted solutions; application architecture
and development with Microsoft .NET; Microsoft Office System solutions leveraging SharePoint Services;
database development with the Microsoft DB stack (SQL Server, Analysis Services, Cosmos); many
programming languages / frameworks (C#, React, Knockout, Angular, JavaScript/jQuery, JSON, SQL,
MDX, CAML, and Java).
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Education
BS: Computer Information Systems, Missouri
State University
Certifications
• Microsoft Certified Professional
▪ PRO: Designing and
Developing Microsoft
SharePoint 2010 Applications
• Microsoft Certified Solutions Associate
▪ Managing Office 365 Identities
& Requirements
▪ Enabling Office 365 Services
Skills
▪ 20+ years of application and database
development experience
▪ 20+ years of enterprise consulting experience
▪ Microsoft Azure solution development
secured with Azure Entra or ACS for SP 0365
▪ Azure solution: Durable Functions / Functions
(isolated and in-process), APIM, AFD, Cosmos,
Service Bus
▪ Senior technical/programming skills: C# (REST
/ LINQ / MVC / Web API / WCF), JavaScript
(JSON / React / AngularJS), SQL (OLTP), MDX
(OLAP)
▪ Application architecture and development with
Microsoft .NET encompassing the full project suite
▪ Cloud (O365) and on-premises enterprise SharePoint
application architecture with a deep understanding of
the various SharePoint APIs / object models and their
limitations
▪ Business Intelligence development with the Microsoft
BI stack (SQL Server and SharePoint)
▪ Estimation in the Microsoft .NET, SharePoint, Business
Intelligence, and CRM spaces
▪ Project schedule, budget, and resource management
Sr. Application Architect, Kiefer Consulting Inc. Aug 2012-Present
Judicial Council of California (JCC) Feb 2017 – Present
JCC oversees the construction projects across the California Court system. Scott assisted with the
architectural design and development of several key applications used in project cost management.
▪ Designed and developed an Azure Durable Function utilizing ADOBE Cloud APIs
allowing users to stitch together multiple PDF documents into a single PDF document
on the fly.
▪ Designed and developed an estimation program using the React hooks along with
Material UI and SQL Server.
▪ Developed a solution enabling project managers to augment accounting data within
their SharePoint portal.
▪ Generated standardized project estimates using SQL Server Reporting Services (SSRS)
for reporting to the Department of Finance.
▪ Designed and implemented a custom application for project Cost Management which
enabled project managers and Budgets staff to manage ongoing project costs and
forecast for future expenses through a SharePoint interface. Designed complex SSRS
reports and user interfaces.
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California Department of Corrections and Rehabilitation (CDCR) Jan 2013 Present
CDCR builds and maintains prisons in California. Scott assisted with the architecture and
implementation of two cornerstone applications used to manage the construction process: The
Facility Planning, Construction, and Management Portal; and the Correctional Facility Program
Accessibility Assessment Portal.
▪ Led migration of a large, complex Excel VBA application to a SharePoint hosted
AngularJS single page application (SPA) in 2017, then migrated that application to
React and Material UI in 2021.
▪ Designed and implemented a SQL Server warehouse fed by SharePoint data
▪ Developed reports over warehouse and SharePoint data using MSRS and other report
platforms
▪ Developed several client-side routines leveraging JavaScript frameworks to manipulate
SharePoint data
▪ Developed several server-side solutions including SharePoint timer jobs, web parts,
event receivers, application pages, and web services
California Department of General Services (DGS) Dec 2017 Present
The California Department of General Services’ Facilities Management Division, in collaboration with
Kitchell Construction Management, provides oversight of all state-owned and managed buildings
throughout California. Scott led the architectural design of an Azure SQL 2016 database, SQL Server
Reporting Services (SSRS) reports, and the development of Power BI dashboards.
▪ Provided initial architecture and portal taxonomy
▪ Designed database structures, modelling, and transaction processing utilizing existing
client data
▪ Designed and implemented a SQL Server warehouse
▪ Developed Power BI and SSRS reports utilizing SharePoint and remote data
Environment: Azure Virtual Machine (VM) with SQL database, Azure Active Directory, SQL Server
2016, SSRS, MS Power BI, SharePoint Online / O365
Vanir Construction Management, Inc. Jan 2014 – Present
Vanir is a construction management company. Scott provided architecture and development support
needed to implement a hybrid cloud/on premise SharePoint management portal.
▪ Delivered a solution enhancement in May of 2020 switching from provider hosted
application security to Azure Active Directory OAuth 2.0 authentication using Azure
application registrations and MSAL JS.
▪ Provided initial architecture and portal taxonomy
▪ Developed on premise and cloud-based solutions used by employees and external
contractors to manage construction projects
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▪ Pioneered an innovative approach embedding provider hosted apps inside Office 365
publishing pages using Angular.JS, .NET MVC, and Cross Origin Resource Sharing
(CORS)
▪ Led and trained a development team of four
Point of Sales (POS) Portal Dec 2018 – Feb 2019
Point of Sales (POS) Portal required consulting services related to the migration of their Power BI
reports from an existing tenant to a new tenant. Scott led the team in analyzing over 800 pages of
reports, compiled the level of effort required to complete the work, and served as developer team
lead during the migration.
Environment: Azure Virtual Machine with SQL database, MS Power BI, SQL Server 2016, Analysis
Services 2016
Covered California Mar 2016 – Jun 2017
The purpose of the Covered California state health insurance exchanges is to make health insurance
more affordable and easier to purchase for small businesses and individuals. Scott led architectural
design and development of several critical business automation processes.
▪ Designed and implemented self-hosted OWIN services like the Azure worker role
model that allows agents to access large sets of files through SharePoint
▪ Replaced a complex AvePoint solution with out of the box BCS content types and web
parts to facilitate access to a large file share
▪ Replaced an old cumbersome onboarding process with Nintex workflows
California Department of Justice (DOJ) May 2014 – Jan 2016
DOJ “represents the People of California in civil and criminal matters”. Scott led the migration from
several business-critical Microsoft Access applications into SharePoint / SQL Server. Three migration
paths were defined and implemented: SharePoint lists, SharePoint Access Services 2013, and custom
SQL / .NET.
▪ Led legacy application analysis, assessment, and migration path identification
▪ Developed data integration routines with external Oracle systems
▪ Developed JavaScript / jQuery controls to bridge the gap between SharePoint and
large data
Tax Resource Incorporated 2012-2013
TRI provides prepaid audit defense to thousands of its members, including users of the popular
TurboTax filing program who opt-in to the audit defense service. Scott provided architecture and
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development services for the TRI Member Assistance Portal, a portal used by members to manage
audit related communications and documents.
▪ Assisted with performance monitoring and tuning of a large-scale SharePoint 2010
implementation supporting thousands of active users and millions of program
members
▪ Redesigned and developed several SharePoint site pages to increase performance
using custom web parts performing targeted querying and parameter consumption
Application Architect, Covenant Technology Partners July 2007-Aug 2012
Company Intranet
▪ Designed and developed a SharePoint 2010 ECM portal
▪ Implemented customized user profile imports and search infrastructure, BCS
integration, branding, and web parts
▪ Designed a time sensitive solution to the numerous and highly customized web part
requirements
▪ Built a single web part that was able to render every required feature, using XSL for
XML, jQuery, AJAX calls, search queries, and list queries. The same web part
generated a content rollup news rotator, a user profile rotator, and a list of new hires
▪ Supervised several XSL and query builds developed by multiple junior team members
Medical Resident Intranet
▪ Designed and developed a SharePoint 2010 application portal that medical residents
use to track conferences, curriculum, and compliance
▪ Implemented Telerik third party controls, branding, and web parts
▪ Redesigned the existing solution removing the need for a separate backend database
and used SharePoint lists as the data stores
PerformancePoint Filter Extension
▪ Designed and developed a PerformancePoint filter extension allowing text-based
searching and selecting over large Analysis Services dimensions
Lotus Notes Conversion to SharePoint
▪ Designed and developed SharePoint 2010 web parts used to emulate advanced Lotus
Notes functions over lists, such as conditional fields and complex meta-data
presentations
▪ Transitioned Lotus Notes workflows to Nintex workflows
Developer, The Avala Marketing Group Aug 2003 – Aug 2007
▪ Developed business solutions for clients and internal use utilizing .NET, SQL Server,
Access, Word, and various Macromedia applications
▪ Consolidated multiple custom CRM applications maintained by several employees
under one umbrella .NET application which can now be maintained by one employee
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▪ Developed several promotional applications used in dealer and consumer contests,
paying out thousands of dollars
Developer, Reliable Imports 1999-2003
▪ Managed the development and support of a sales tracking intranet website built with
Microsoft ASP.NET and Microsoft SQL Server
▪ Administered the sales tracking website on a local server
▪ Managed the development of a Windows-based inventory management application
built with the JDK and NetBeans site minder
8.4. Jason Lofing, MCP
BI Consultant | Kiefer Consulting, Inc.
Summary of Qualifications
Jason is an enthusiastic, analytical, team-oriented IT professional with
excellent oral and written communication skills. He strives to provide excellent
customer service while maintaining project schedules and deadlines. Jason is
a highly motivated worker and is proficient in SharePoint development, SSRS,
and Microsoft Power BI.
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Education
Bachelor of Science, California State University,
Sacramento, Management Information Systems
Certifications
▪ Microsoft Certified Professional
▪ Microsoft Data Analyst Associate
Tools
▪ MS SharePoint 2016/2019/Online
▪ MS 365
▪ MS Power BI
▪ MS Power Query
▪ Power BI Report Builder
▪ SQL Server Management Studio
▪ SQL Server Analysis Services
Areas of Expertise
▪ Reporting & Dashboard Development
▪ SharePoint Development
▪ SharePoint Administration
▪ Custom Workflows
▪ Business Intelligence & Data Analysis
Relevant Project Experience
Consultant
Kiefer Consulting, Inc. Jun 2017 – Present
California Department of Corrections and Rehabilitation (CDCR) Jun 2017 – Present
▪ As a SharePoint Specialist, Jason is responsible for providing daily design, implementation,
training and administration of the department’s SharePoint 2019 program and project
management system.
▪ Jason led development of integrating schedule dates from Primavera P6 with existing monthly
report solution on SharePoint.
▪ He developed SSRS reporting solutions for Inmate Ward Labor and Facility Asset
Management Branch to replace existing manual processes.
▪ Jason created intuitive and dynamic Power BI Dashboards, including PCOs Over Threshold
and Post Occupancy Evaluations, for department stakeholders.
▪ Jason was a key member in the visual redesign of the SharePoint 2016 site.
▪ Jason maintained an issues list, recorded and prioritized incoming issues, performed testing
and validation, and delivered status updates to the client.
▪ He created SharePoint workflows which automate and streamline former paper-based
processes.
▪ Jason was a team member involved in migrating the SharePoint 2016 environment to
SharePoint 2019.
▪ Jason leads requirements gathering sessions and SharePoint development tasks, provides
status updates to management, and provides support for SharePoint users.
Environments: SharePoint 2019, SQL Management Studio, SQL Analysis Services, Microsoft Report
Builder, Microsoft Power BI, Primavera P6
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Judicial Council of California May 2020 – Present
▪ Jason is responsible for providing daily design, implementation, training and administration of
the department’s SharePoint 2016 program and project management system.
▪ He created reports used by the Judicial Council to analyze Asbestos within its buildings.
▪ Jason assisted in the development of Design-Build project sites, updates and additions to
monthly/quarterly reports, and document management interface.
▪ He creates and maintains user documentation and help guides for SharePoint site
functionality.
▪ Jason performs testing and maintains issues logs during new feature development.
Environments: SharePoint 2016, SQL Management Studio, SQL Analysis Services, Microsoft Report
Builder, Microsoft Power BI
Department of Toxic Substance Control (DTSC) Jul 2022 – Present
▪ Jason created Power BI reports for DTSC Site Mitigation and Restoration Program’s (SMRP)
technical support groups that provide project managers and supervisors with actionable
project performance metrics and insights.
▪ He developed custom DAX measures to support report visualizations.
▪ Jason led requirements gathering sessions with SMRP stakeholders and translated input into
reporting metrics and visualizations.
▪ He maintained a feedback log containing input from end users and reviewed and prioritized
suggestions to be included in future report updates.
▪ Jason provided comprehensive training and documentation of the developed solution,
ensuring future maintainability for the client.
Environments: Power BI Service, Power BI Desktop
Santa Rita Jail Program Aug 2023 – Present
▪ Jason created Power BI paginated reports used by the program team to provide monthly
project updates and status to the client.
▪ He developed SQL views and stored procedures to support report dataset creation.
▪ He participated in and led requirements gathering sessions and translated existing reporting
mockups into equivalent Power BI Report Builder objects.
▪ Jason implemented changes to SharePoint lists which contain monthly report data per
changing client needs.
▪ He led testing of the consolidated monthly report solution an maintained an issues log.
Environments: SharePoint Online, Power BI Service, Power BI Report Builder, SQL
Management Studio
Covered California Jan 2020 – Jun 2021
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▪ Jason created Plans and Benefits queries using Microsoft Power Query that allow Covered
California to assess and confirm plan attributes submitted to the department by healthcare
providers more easily.
▪ He created Plans and Benefits validation worksheets that consolidate year-over-year changes
to healthcare providers’ submitted plans and check for data entry errors
▪ Jason created Power Bi dashboards that use department IT DevOps data to provide
management with a central, intuitive location to review current initiatives and completed work.
Environments: Microsoft Excel/Power Query, Microsoft Power BI, Microsoft Azure DevOps
8.5. Max Jenkins, MBA
Consultant | Kiefer Consulting
Summary of Qualifications
Max is a former professional athlete with personnel and project
management experience in the financial services sector. He recently
completed an EMBA program which has provided him with the introspective
space to realize he truly enjoys data analytics in a wide variety of settings.
Excels with meeting deadlines and efficiency optimization. Max also enjoys team building and project
collaboration.
Education
▪ University of California, Berkeley 2005 2008
o Bachelor’s in economics with
Highest Honors
▪ California State University Sacramento,
2021-2022
Skills
▪ MS Certified Data Analyst
▪ MS Fundamentals Certified
▪ Client relationship management
▪ Process evaluation and improvement
▪ SQL
▪ Power BI and data modeling
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o Executive master’s in business
administration
▪ DAX and M Language
▪ Power Platform
▪ M365 Solution design
▪ SharePoint Online
Relevant Project Experience
Kiefer Consulting, Inc.
Consultant Jul 2022 – Present
▪ Designed the transactional database and related Power BI reporting for the upcoming CIRAS
survey for California Department of Fish and Wildlife.
▪ Developed the central Power Platform application for managing audits for the Connecticut
State Auditors of Public Accounts.
▪ Assisted with an on-premises to SharePoint Online conversion and led multiple training
sessions for the California Department of Financial Protection and Innovation.
▪ Developed several custom Power BI reporting dashboards for a major construction
management client.
▪ Developed a custom data management process and Power App for a homebuilding client.
▪ Designed and built a Power BI data model to get insights from the Kiefer Telework App.
▪ Instituted data validation checks for the Kiefer Fi$Cal Power BI dashboard and underlying SQL
database.
State Street Bank and Trust Co., Sacramento, CA Jul 2016 – Jun 2022
Associate Vice President, Business Analyst Nov 2021 – Jul 2022
▪ Responsible for integrating multiple SQL servers between several multinational financial
institutions. Liaison between internal and external stakeholders to optimize project outcomes
to ensure accurate and consistent data flow.
▪ Created new collaboration spaces using collection of M365 applications, got buy-in among
entire business group to better utilize SharePoint Online, Yammer, OneNote among others to
streamline business workflows.
Officer (Manager) Feb 2018 – Oct 2021
▪ As part of a digital business transformation, was responsible for deploying suite of enterprise
custom and M365 standard tools across a collection of back-office clients.
▪ Using SharePoint Online and Power Automate, developed and implemented new processes
to significantly cut expenses while increasing reconciliation accuracy and timeliness of daily
deliverables.
▪ Used Power Query and advanced Excel formulas to overhaul our audit and financial reporting
process in 2019 to eliminate historical delays.
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▪ Fostered a client first mentality that allowed the team to continuously add new clients due to
our strong reputation for accuracy and timeliness.
Senior Associate Oct 2017 – Feb 2018
▪ Team lead responsible for all aspects of daily NAV calculation. Created new Excel models and
macros and updated associated SPOs that addressed unique client issues, which eliminated
consistently high overtime.
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9. Statement of Past Contract Disqualifications
9/27/24 Folsom, California
X
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10. Additional Information
10.1. More about Kiefer
As a Microsoft Cloud Solutions Partner, Kiefer Consulting has built a reputation as the leading public-
sector SharePoint solutions provider since SharePoint was first launched in 2003. Each of the
consultants who work at Kiefer has demonstrated unparalleled expertise and knowledge of SharePoint
design, development, implementation, and configuration. Our team adheres to our proven
methodology and boasts a decades long track record of successfully delivering Microsoft solutions to
public sector agencies, including numerous SharePoint migration projects. Collectively, Kiefer team
members have decades of combined experience with Microsoft 365. Some recent and relevant
projects include:
▪ California Department of Transportation
▪ California Department of Public Health
▪ California Department of Community Services and Development
▪ California Department of Financial Protection and Innovation
▪ California Department of Health Care Services
▪ California Department of Toxic Substances Control
▪ Covered California
▪ Placer County Water Agency
▪ Port of Los Angeles
▪ Association of Washington Cities
▪ Sacramento Metro Air Quality Management District
▪ California Conservation Corps
▪ Alcoholic Beverage Control
▪ Housing and Community Development
▪ California State Lands Commission
▪ Sacramento Metro Air Quality Management District
▪ California Public Employees Retirement System
▪ Ampla Health
▪ Ironwood Consulting
▪ EAH Housing
Kiefer is a Microsoft Solutions Partner – Modern
Work. Our team members possess numerous
Microsoft certifications in Modern Work for
Enterprise, Modern Work for Small Business, Digital
and App Innovation, Data and AI, and Business
Applications. Kiefer is also the Microsoft Customer
Partner of Record for five public sector
organizations and two private sector firms.
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10.2. Sample Technical Assessment
This is a redacted outline of a technical assessment Kiefer completed for a client at the State of
California.
1. Overview
2. Organizational Licensing
3. Power BI Tenant Settings
4. Azure Active Directory Setting
5. Data Sources
- Department Database
- Contacts
- Available Documentation
- System and Application Architecture
- Data Accessibility
- Existing or Planned Usage
- Technical Issues and Data Gaps
- Tempo
- Contacts
- Available Documentation
- System and Application Architecture
- Data Accessibility
- Existing or Planned Usage
- Technical Issues and Data Gaps
- Cost Recovery Management System
- Contacts
- Available Documentation
- System and Application Architecture
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- Data Accessibility
- Existing or Planned Usage
- Technical Issues and Data Gaps
- Commercial Software Suite
- Contacts
- Available Documentation
- System and Application Architecture
- Data Accessibility
- Existing or Planned Usage
- Technical Issues and Data Gaps
- Staff Directory
- Contacts
- Available Documentation
- System and Application Architecture
- Data Accessibility
- Existing or Planned Usage
- Technical Issues and Data Gaps
- Cornerstone
- Contacts
- Available Documentation
- System and Application Architecture
- Data Accessibility
- Existing or Planned Usage
- Technical Issues and Data Gaps
- XXXXnet (State Clearing House Data)
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- Contacts
- Available Documentation
- System and Application Architecture
- Data Accessibility
- Existing or Planned Usage
- Technical Issues and Data Gaps
- Access Database
- Assessor’s Office Data
- Legacy Data
- Google Sheets Data Sources
- Smartsheet Data Sources
- Microsoft Excel Data Sources
- Tempo Monthly SMRP Exports
- Branch Chiefs
- Document Types
- Analytical Data and Property Cleanup Data Submitted by Contractors
- Budget List for Calculating Estimated vs. Expended Hours
- Miscellaneous
6. Shared Architecture Recommendations
- Power BI Data Gateway
- Branding and User Experience (UX) Consistency
- Power BI Implementation and Lifecycle Management
7. Dashboard Specific Technical Gaps and Improvements
- XXXX Project Management Dashboard
- Power BI Workspace Information
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- Technical Issues and Data Gaps
- Branch Dashboards
- Technical Issues and Data Gaps
- Engineering Dashboards
- Technical Issues and Data Gaps
- XXXX Dashboards
8. Staff Expertise, Roles, and Responsibilities Recommendations
9. Summary
10.3. Sample Requirements and Analysis Report
This is a redacted outline of a requirements and analysis report Kiefer completed for a client at the
State of California.
1. Overview
2. Cost Recovery Team
- Group Overview
- Business Needs
- Legacy Measures
- XXXX Strategic Plan Cost Recovery Measures
- Data Sources
3. XXXX Services Branch
- Group Overview
- Business Needs
- Legacy Measures
- XXXX Strategic Plan Measures
- Data Sources
4. Project Dashboard
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- Group Overview
- Business Needs
- Legacy Measures
- XXXX Strategic Plan Measures
- Data Sources
5. Risk Office
- Group Overview
- Business Needs
- Legacy Measures
- XXXX Strategic Plan Measures
- Performance Enhancement Work Plan
- Data Sources
6. Special Projects Office
- Group Overview
- Business Needs
- Legacy Measures
- XXXX Strategic Plan Measures
- Data Sources
7. XXXX Unit
- Group Overview
- Business Needs
- Legacy Measures
- XXXX Strategic Plan Measures
- Performance Enhancement Work Plan
- Data Sources
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8. Conclusion
9. Project Management Dashboards
- Overview
- Business Needs
- Legacy Measures
- XXXX Strategic Plan Measures
- Data Sources
10. TEMPLATE
- Group Overview
- Business Needs
- Legacy Measures
- XXXX Strategic Plan Measures
- Data Sources
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11. Proposal Submittal Summary
Kiefer Consulting, Inc.
1024 Iron Point Rd.
Folsom, CA 95630
Ben Cox, President 916-932-7220
9/27/24
98,360.00
$98,360.00
See next section
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12. Certificate of Insurance