HomeMy WebLinkAboutKAI Partners
SUBMITTED BY:
1512 Eureka Blvd
Suite 215
Roseville CA 95661
Phone: (916) 465-8065
Fax: (916) 471-0263
www.kaipartners.com
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Strategic Planning Services
Proposal to Request for Proposal (RFP)
Due: December 7, 2022
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1512 Eureka Blvd, Suite 215, Roseville CA 95661 | P: (916) 465-8065 | F: (916) 471-0263
December 7 2022
Attn: Melissa Ellsworth
990 Palm Street
San Luis Obispo, CA 93401
RE: Solicitation– Strategic Planning Services
Dear Ms. Ellsworth:
In response to the Request for Proposal (RFP) dated November 14, 2022, KAI Partners, Inc.
(KAIP) is pleased to submit our proposal for Strategic Planning Services to the City of San Luis
Obispo (the City) Police Department (the Department). KAIP has thoroughly reviewed and
understands the solicitation describing the services and responsibilities related to providing the
consulting services sought by the City. We have made every effort to comply with your
instructions and we are confident our response will provide you with the information needed to
evaluate the level of quality services for which we are recognized.
The following includes contact information for KAI Partners.
Company Name/Contact: KAI Partners, Inc. / David V. Kendall, President
Address: 1512 Eureka Blvd, Suite 215, Roseville CA 95661
Contact Phone/ Fax: Phone: (916) 465-8065 / F: (916) 471-0263
Contact Email: dkendall@kaipartners.com
Small Business: #0045251
Company Website: www.kaipartners.com
Thank you for the opportunity to be included in this solicitation process. We welcome any
questions regarding the enclosed documentation.
Sincerely,
__________________________________________________
David V. Kendall
President
KAI Partners, Inc
Table of Contents Page ii
TABLE OF CONTENTS
SUBMITTAL FORMS ................................................................................................................ 1
a. Proposal Submittal Summary ................................................................................... 1
b. Certificate of Insurance ............................................................................................. 2
c. References ............................................................................................................... 3
QUALIFICATIONS .................................................................................................................... 6
d. Experience of firm in performing work and projects relevant to the Scope of Services
outlined and described in the request. ............................................................................... 6
DHCS CA-MMIS Program Integration Management Services ................................... 6
California Community Colleges Chancellor’s Office Workforce Economic
Development Division ............................................................................................... 7
California Community Colleges Chancellor’s Office Digital Innovation and
Infrastructure Division ............................................................................................... 9
e. Resume: Elizabeth Long ..........................................................................................12
f. Standard hourly billing rates for the assigned staff, including any sub-consultants. .16
g. Statement and explanation of any instances where your firm or sub-consultant has
been removed from a project or disqualified from proposing on a project. ........................17
WORK PROGRAM ...................................................................................................................19
h. Detailed description of approach to completing the work. ........................................19
1) Discovery Phase ..................................................................................................19
2) Planning Phase ...................................................................................................21
3) Strategic Planning Retreat ...................................................................................21
4) Analysis Phase (contingent on pricing negotiations) ............................................22
5) Development Phase (contingent on pricing negotiations) ....................................23
i. Detailed schedule by task and sub-task for completing the work. ............................23
j. Estimated hours for your staff in performing each phase and task of the work,
including sub-consultants, so we can clearly see who will be doing what work, and how
much time it will take. .......................................................................................................24
k. Detailed budget by task and sub-task for completing the work. ................................25
l. Services or data to be provided by the City. .............................................................26
m. Services and deliverables provided by the Consultant(s). ........................................27
n. Any other information that would assist us in making this contract award decision. .27
o. Description of assumptions critical to development of the response which may impact
cost or scope. ...................................................................................................................28
Table of Contents Page iii
Table of Figures
Figure 1. Outcomes of the Getting to Know Pro Ops Series - Season 1 ..................................... 6
Figure 2. Data-Driven Decision Making Process from STEPS Initiative .....................................11
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Submittal Forms 1
SUBMITTAL FORMS
a. Proposal Submittal Summary
KAI Partners, Inc. (KAIP) has thoroughly reviewed the RFP and made all efforts to comply with
requirements by providing the material needed for the City to make an informed awarding
decision. Founded in 2003 KAIP is a Sacramento-based small business providing world-class
organizational development, management consulting, and technology services to a wide range
of clients in industries such as healthcare, education, local government, and more. KAIP
specializes in providing holistic consulting services to help our clients develop strategy and
create positive change for their people, systems, and processes. We offer the City 9 years of
strategic planning and over 19 years of experience in organizational change and development,
supporting development and innovation for government customers across the state of
California.
KAIP understands that the City seeks strategic planning for the Department as they seek to
achieve their identified goals and objectives for continued growth. The strategic plan should
align with Department goals and City resources and establish a roadmap for the next five years
regarding priorities, actions to achieve identified objectives, and reporting methods to key
parties. KAIP is an ideal partner to provide these services to the Department and thus the City
as a whole.
Provided below is an outline and summary of key elements found in the proposal:
Submittal Forms including the proposal submittal summary, certificate of insurance, and
recent references demonstrating relevant experience to the services requested by the City.
Qualifications detailing corporate capabilities through three past performances for the state
of California. Additionally, we have included the resume and billing rates of our proposed
consultant, as well as a statement verifying that KAIP has not been removed from a project
or disqualified from proposing on a project.
Work Program detailing our proposed approach to completing the services requested by
the City. This includes a breakdown of our suggested 5-phase approach, task schedule,
staffing hours, task budget, services provided by both the City and KAIP, information that
may assist the City in making an award decision, and description of assumptions.
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Submittal Forms 2
b. Certificate of Insurance
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Submittal Forms 3
c. References
Number of years engaged in providing the services included within the scope of the
specifications under the present business name: 9 years.
Describe fully the last three contracts performed by your firm that demonstrate your ability to
provide the services included with the scope of the specifications. Attach additional pages if
required. The City reserves the right to contact each of the references listed for additional
information regarding your firm's qualifications.
Reference No. 1:
Agency Name Department of Health Care Services (DHCS) California Medicaid
Management System (CA-MMIS) Operations Division
Contact Name Bill Otterbeck, Deputy Director Program Operations
Telephone & Email Phone: (916) 373-7772
Email: bill.otterbeck@dhcs.ca.gov
Street Address 1501 Capitol Ave
City, State, Zip Code Sacramento, CA 95814
Dates of Service 06/2013 – Present (Current Contract: 04/2020 – 04/2023)
Description of
services provided
including contract
amount, when
provided and project
outcome
Description of Services: In partnership with prime contractor
Unleashing Leaders, we are longstanding partners to DHCS CA-
MMIS Operations Division. We provide Organizational Change
Management (OCM) services. Under our most recent contract
renewal, we provide strategic planning support to the CA-MMIS
Operations Division Leadership Development, Executive Coaching,
and Management teams. Under the challenging conditions of the
COVID 19 outbreak in early 2020, we helped over 500 staff transition
to telework and a new organizational structure: the consolidated
Program Operations division. We planned and implemented strategic
communications with employees, conducted organizational
assessments and analyses, and developed a transition strategy.
Contract Amount: >$7M (Current Contract: $2,829,464)
Project Outcomes:
New Program Operations Division successfully launched.
Increased staff knowledge and buy-in for new organizational
structure, increasing cross-division collaboration.
Successful transition to telework.
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Submittal Forms 4
Reference No. 2:
Agency Name California Community Colleges Chancellor’s Office (CCCCO)
Workforce Economic Development Division (WEDD)
Contact Name LaCandice Ochoa
Telephone & Email Phone: (916) 323-1758
Email: ochoa@cccco.edu
Street Address 1102 Q Street, 6th Floor
City, State, Zip Code Sacramento, CA 95811
Dates of Service 10/2020 - Present
Description of
services provided
including contract
amount, when
provided and project
outcome
Description of Services: Our Strategic Operations Integration project
teams work to integrate various agency strategic initiatives with
program operations and systems, program partners, stakeholders,
and other CCCCO Divisions. We help WEDD implement program
metrics to demonstrate support for Vision for Success goals 1.
Contract Amount: $1,140,000
Project Outcomes:
Improved equity for the customers of California public services —
both California students and State educational and administrative
staff.
Deeper understanding of program impact through input from
experts and stakeholders.
Reference No. 3:
Agency Name California Community Colleges Chancellor’s Office (CCCCO) Digital
Innovation and Infrastructure Division (DII)
Contact Name Barney Gomez, previous Vice Chancellor of Digital Information and
Infrastructure – Division of CCCCO
Telephone & Email Phone: (916) 445-6299
Email: gomez.barney@gmail.com
Street Address 1102 Q Street, 6th Floor
1 California Community Colleges. Vision for Success. California Community Colleges Chancellor’s Office,
2022. Accessed November 28, 2022. https://www.cccco.edu/About-Us/Vision-for-Success
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Submittal Forms 5
City, State, Zip Code Sacramento, CA 95811
Dates of Service 07/2020 - Present
Description of
services provided
including contract
amount, when
provided and project
outcome
Description of Services: We provide strategic planning support in
close collaboration with DII leadership. We help facilitate partnership
and collaboration among various application teams, data owners,
business champions, educational leaders, and the Chancellor’s
Office to identify and remove barriers that may exist in current
systems and services offerings.
Contract Amount: $680,970
Project Outcomes:
Prepared strategic approach for a highly personalized and
seamless experience for students from recruitment to completion,
graduation, transfer and/or job placement.
Effectively planned, managed, and reported project scope,
schedule, budget, resource and risks on a scheduled and
recurring basis as defined by the CCCCO.
Developed a close and successful partnership with Chancellor’s
Office and its service and application providers to achieve the
goals of grant funding in alignment with Vision for Success
strategy.
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 6
QUALIFICATIONS
d. Experience of firm in performing work and projects relevant to the Scope of
Services outlined and described in the request.
Below, we describe three representative projects that show our ability to fulfill all Strategic Plan
Components identified by the Department in the RFP (Section B. Scope of Services, p. 1).
DHCS CA-MMIS Program Integration Management Services
Our support to DHCS CA-MMIS Operations Division under this contract shows our ability to
engage San Luis Obispo Police Department personnel (Strategic Plan Component #3, RFP
Section B. Scope of Services, p. 1) and to plan a future staffing assessment (Strategic Plan
Component #4). Under the challenging conditions of the COVID 19 outbreak in early 2020, we
helped over 500 staff transition to telework and a new organizational structure: the consolidated
Program Operations division. We:
Developed strategic planning for Leadership Development, Executive Coaching, and
Management teams.
Conducted employee communication planning and engagement.
Developed staffing assessments, organizational assessments, change readiness
assessments for Division staff.
Conducted gap analysis in order to understand the needs of DHCS Divisions and their
personnel.
Developed and delivered strategic communications and trainings, including intranet
publications, SharePoint branding and redesign, and virtual trainings attended by the 90% of
Program Operations staff.
We helped the new DHCS CA-
MMIS Program Operations Division
define and communicate its
branding, mission, purpose, values,
and goals. This support shows our
ability to update the San Luis
Obispo Police Department’s
fundamental department brand
identity statements (Strategic Plan
Component #1, RFP Section B.
Scope of Services, p. 1).
Finally, our support shows our
ability to communication the status
and direction of the Department in a
simple and practical way, with a
summary visual to convey strategic
priorities, objectives, strategies, and
metrics (Strategic Plan Component #5). In collaboration with the Program Operations Division
Two Way Communications Workgroup, KAIP developed a virtual educational series to inform
staff about what Program Operations does and how the work is connected across multiple
divisions. We produced six online 45-minute episodes providing clear visuals. The Getting to
Figure 1. Outcomes of the Getting to Know Pro Ops
Series - Season 1
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 7
Know Pro Ops (GTKPO) Season 1 series ran from February to July of 2021 with notable
outcomes including:
Attendance of 67% to 80% of Program Operations staff (450 to 550 staff members).
91% of attendees gained a better understood how work connected across the division, and
93% gained a better understanding of the work of Program Operations.
Staff reported expanded knowledge and understanding of the work of Program Operations.
Cross divisional and branch relationships were formed.
Staff presentations provided opportunities for professional development.
The recorded videos from GTKPO Season 1 now function as onboarding and training resources
for Program Operations.
California Community Colleges Chancellor’s Office Workforce Economic Development
Division
Our Strategic Operations Integration project team works to
integrate various agency strategic initiatives with program
operations and systems, program partners, stakeholders, and
other CCCCO Divisions. Our support to DHCS CA-MMIS
Operations Division under this contract shows our ability to:
Effectively support department divisions as they “develop
workplans to implement the strategic plan” (RFP Section B. Scope of Services, p. 1). At
CCCCO, we work to align and integrate WEDD programs with the CCCCO Vision for
Success goals and outcomes.2 This support includes development and execution of
strategic implementation plans, communication plans, change management plans, and
performance dashboards for WEDD division leadership.
Facilitate community engagement, increasing outreach and community buy-in throughout
the planning process (Strategic Plan Component #2). KAIP developed and delivered
communications and stakeholder engagement to help WEDD implement Vision for Success
strategy with a statewide community of educators, administrators, and students. In
particular, we led efforts to:
o Increase statewide employer engagement/work-based learning in partnership
with California Forward (CAFWD). The CCCCO CAFWD initiative aims to
increase the number of work-based learning opportunities for students.3
o Design and implement competency-based workforce training, capacity, and
outcomes building for job placement and data systems.
Understanding Strategic Goals and Objectives
Our support for CCCCO WEDD shows our ability to articulate strategy by linking goals to
tactical objectives. The Vision for Success Strategic Plan is focused on seven core
commitments:
2 California Community Colleges. Vision for Success. California Community Colleges Chancellor’s Office,
2022. Accessed November 28, 2022. https://www.cccco.edu/About-Us/Vision-for-Success
3 California Forward. “Adapting Community Colleges to the New Economy. California Forward, 2019.
Accessed November 28, 2022. https://cafwd.org/news/video-adapting-community-colleges-to-the-new-
economy/
Our support for WEDD
shows our ability to
translate strategic goals
and objectives into action at
the project level.
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 8
1) Focus relentlessly on students’ end goals.
2) Always design and decide with the student in mind.
3) Pair high expectations with high support.
4) Foster the use of data, inquiry, and evidence.
5) Take ownership of goals and performance.
6) Enable action and thoughtful innovation.
7) Lead the work of partnering across systems.
We help translate these goals to objectives under WEDD Programs, goals to objectives that
direct action toward tangible and measurable results:
WEDD Program Objectives Goals
California Adult
Education
Program (CAEP)
Empower members of 71 regional consortia to
design innovations and best practices that
align with the goals of adult learners
Focus relentlessly on
students’ end goals
Always design and decide
with the student in mind
Share innovations among consortium members
and partner agencies, sparking a synergistic
trading of ideas and a vibrant, growing body of
knowledge.
Enable action and
thoughtful innovation
Lead the work of
partnering across systems
California
Apprenticeship
Initiative (CAI)
Create new and innovative registered
apprenticeships in priority and emerging
sectors or areas in which apprenticeship does
not currently exist.
Pair high expectations with
high support
Create programs which prepare participants for
careers in occupations which utilize an
apprenticeship training model, especially for
entrance into a registered apprenticeship
program.
Focus relentlessly on
students’ end goals
Always design and decide
with the student in mind
Improve the diversity of the pool of applicants
for apprenticeship programs in multiple career
pathways.
Pair high expectations with
high support
Encourage applicants to quickly identify a
specific employer or workforce need, create an
apprenticeship program approved by the
California Division of Apprenticeship Standards
(DAS), and place apprentices with employers
within 12 months of the grant award date.
Focus relentlessly on
students’ end goals
Take ownership of goals
and performance
Enable action and
thoughtful innovation
Economic and
Workforce
Development
(EWD)
Increase collaboration and exchange between
business and academia to identify skill gaps,
develop curriculum, and work-based learning
opportunities for students.
Lead the work of
partnering across systems
Foster the use of data,
inquiry, and evidence
Understand labor market needs to be able to
support students in achieving needed skills and
support local employers with access to skilled
labor force.
Focus relentlessly on
students’ end goals
Foster the use of data,
inquiry, and evidence
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 9
Defining Measures for Success
Our support for CCCCO WEDD shows our ability to define and implement performance
metrics to demonstrate success in terms of outcomes for stakeholders — especially
students. Organized around common student journeys such as adult education, English as a
Second Language (ESL), short-term career education, and degree/transfer, Student Success
Metrics capture progression along students’ educational journey from recruitment to completion,
transfer, and the workforce.
Student Success Metrics link directly to strategy. They pinpoint critical milestones and
accomplishments that align with the Vision for Success and the Student Centered Funding
Formula, and integrate metrics associated with various initiatives and funding streams. The
metrics focus on six critical points in students’ journeys, with the specific metrics within each
point vary based on the students’ journey:
1) Successful Enrollment
2) Learning Progress
3) Momentum
4) Success
5) Employment
6) Earnings
California Community Colleges Chancellor’s Office Digital Innovation and Infrastructure
Division
CCCCO has created, purchased, or licensed a large portfolio of employee and student-facing
applications. These applications had been mostly created in silos, isolated from other
applications used by employees and students. In order to increase student engagement and
success, KAIP has worked to integrate the various systems and user interactions together,
supporting a seamless student experience and increasing workforce participation.
We provide strategic planning support in close collaboration with DII leadership. We help
facilitate partnership and collaboration among various application teams, data owners, business
champions, educational leaders, and the Chancellor’s Office to bring about the necessary
integration, to identify and fill the gaps in services, and to identify and remove barriers that may
exist in current systems and services offerings.
Our support to CCCCO DII Division shows our ability to:
Update the San Luis Obispo Police Department’s Vision, Mission, and Values (Strategic
Plan Component #1, RFP Section B. Scope of Services, p. 1). We have collaborated with
leadership in strategic planning sessions to define DII’s vision, mission, and values. In
particular, we have helped define, articulate, and execute a strategy and direction built
around five guiding principles in alignment. We help DII manage its project portfolio,
prioritizing projects that best support these principles:
1. Data-Driven Decision Making. On the Statewide Technology Evaluation Process
Success (STEPS) initiative, we engage community college staff statewide. We
help colleges leaders evaluate their student-facing solutions through student-
centered qualitative analysis. We provide processes and tools to execute data-
driven decision making, such as processes to guide qualitative evaluation of new
technology acquisitions with regard to business value, complexity, and severity of
change (Figure 2, p. 11).
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 10
2. Business Driven Technology Services. We develop Key Performance Indicators
(KPIs) and student success metrics. We help DII leaders draw on this
performance data to set strategic priorities for the DII project portfolio.
3. Operational Efficiency. Relevant project efforts we have supported include data
lake and data warehouse efforts to help CCCCO break down information siloes,
yielding more efficient and less redundant processes.
4. Enterprise Maturity. Relevant projects include establishing a unified Enterprise
Resource Planning product and efforts to better streamline and integrate the
student-facing application portfolio across the state.
5. Serving the System. We help DII align efforts with the CCCCO Vision for
Success through efforts such as Guided Pathways, a student-centered equity
strategy that “aligns with the system’s Vision for Success to increase the number
of students earning community college credentials and close equity gaps.”4
Facilitate community engagement, increasing outreach and community buy-in throughout
the planning process (Strategic Plan Component #2). We promoted Vision for Success and
Guided Pathways strategic goals by developing targeted communications and stakeholder
management for application teams, data owners, business champions, educational leaders,
and the Chancellor’s Office. For example, under the STEPS initiative, we helped 116
colleges across the state adopt and take of a Customer Experience rubric to assess student
outcomes and Diversity, Equity, and Inclusion (DEI) targets.
4 Foundation for California Community Colleges. “California Community Colleges Launches Second
Phase of Guided Pathways Project.” Foundation for California Community Colleges, 2022. Accessed
November 28, 2022. https://foundationccc.org/News-Room/News-Archives/2020-Archive/California-
Community-Colleges-Launches-Second-Phase-of-Guided-Pathways-Project
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 11
Figure 2. Data-Driven Decision Making Process from STEPS Initiative
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 12
e. Resume: Elizabeth Long
PROJECT ROLE
Elizabeth Long holds responsibility for all services and deliverables described below under Work Program, Services and
Deliverables Provided (p. 27). She will conduct all activities to plan, develop, conduct, and evaluate the Department’s
Strategic Planning Retreat. Based on engagement with Department staff and discoveries from the Strategic Planning Retreat,
she will develop and deliver a strategic plan that fulfills all five components of the Strategic Plan (B. Scope of Work, p. 1).
SUMMARY
Ms. Long is a Prosci® certified Executive Consultant with 20+ years of experience in training, organizational change
management, communications, and business process analysis. Ms. Long’s experience includes lead roles for large-scale
public sector technology projects in the State of California. She has been responsible for training program design,
development, and execution in support of new system implementation to large, diverse, and geographically distributed end-
user groups.
Ms. Long has developed a wide range of project documentation, including training plans, organizational change plans,
business process modeling, presentations, process assessments and a wide range of end-user surveys. She has strong skills
in relationship building at client executive and staff levels, and business and technical user groups and is a collaborative team
member.
AREAS OF EXPERTISE
• Change Analysis • Business Process Improvement • Role-based Communication
• Project & Strategic Planning • Policy & Procedure Development • Training Development & Delivery
• Organizational Restructuring • Critical Thinking & Problem Solving • Coaching / Mentoring
PROJECT EXPERIENCE
KAI Partners, Inc. Roseville, CA Service Delivery Lead 08/2014 - Present
• Delivering monthly Plan-to-Actual Financial reports to the Delivery Director
• Holding herself to the highest level of professionalism as per KAI Partners standards and ethics
• Tracking team performance and health
• Identifying delivery training needs of their teams
• Mentoring junior staff and delivering continuous learning to fellow Sr. Managers/Account Leads
• Writing SOWs for the Client with the Delivery Director, COO, and Executive Team
California Community Colleges Chancellor’s
Office Multiple Technical Projects and a Grant Project
Organizational Change Management (OCM) and Project
Manager 08/2020 – Present
• Oversee/Manage Project Management and Organizational Change Management activities on four technical projects
• Directly responsible for the development and execution of Project Management and Organizational Change
Management activities and deliverables including communications, training, and business process on one technical
project
• Directly responsible for the development and execution of Project Management activities and deliverables on one
Grant project.
California Department of Public Health (CDPH)
Office of AIDS and STD Branch Integration
Project
Organizational Change Management (OCM) and Project Manager 12/2019 – 07/2020
• Developed project plan and timeline for Integration of Office of AIDS and Sexually Transmitted Diseases Branch
• Established and facilitated governance and integration project teams
• Developed and delivered project communications
• Created toolkit to support As-Is and To-Be business process work
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 13
• Conducted analysis for the integrated service model
Division of Oil Gas and Geothermal Resources (DOGGR)
WellSTAR Project
Organizational Change Management Lead
08/2016 – 12/2019
• Managed development and delivery of WellSTAR training
• Managed training logistics
• Monitored and reported on all OCM activities
• Developed project communication strategy
• Developed and delivered project communications
• Developed and implemented OCM strategy
• Developed and managed stakeholder management plan
• Conducted stakeholder analysis
• Developed and deployed Change Readiness surveys, analyzed results and made recommendations to state
partners regarding tactics to address survey feedback
• Developed and deployed User Adoption surveys, analyzed results and made recommendations to state partners
regarding tactics to address survey feedback
• Developed and deployed other surveys as needed
• Facilitated project education activities for internal and external stakeholders
• Facilitated OCM knowledge transition activities with state partners
• Applied knowledge of Change Management Strategies when working with DOGGR business partners
• Managed development of As-Is and To-Be Business Processes State of California, Department of Health Care
Services
CA-MMIS Division
Transition Support Team Training Lead
08/2014 – 07/2017
• Served as a liaison for training and transition between the state and its fiscal intermediary, Xerox
• Met with Department of Health Care Services’ divisions to collect, document, and analyze existing As-Is business
processes using the Business Process Modeling 2.0 standard
• Lead the change impact assessment and business process gap analysis for the Systems of Care Division (SCD) for
Release 2.0 of Health Enterprise
• Developed To-Be business processes in support of the implementation of the MedCompass commercial-off-the-
shelf product
• Facilitated requirements gathering and refinement for SCD and MedCompass implementation
• Co-Managed the completion of training design, development, delivery and logistics
• Facilitated review and approval of training materials and project communications to both internal and external
stakeholders
• Facilitated transition activities with state partners
• Monitored and reported on training and business process analysis activities
• Analyzed Business Processes, identified gaps and support development of mitigation strategies
• Applied knowledge of Change Management Strategies when working with DHCS programs areas of responsibility
State of California, Franchise Tax Board (FTB)
Enterprise Data Revenue (EDR) Project Training Manager 05/2013 – 08/2014
• Provided direction and oversight to the EDR training efforts
• Responsible for the overall design, development, and implementation of the training deliverables and work products,
as well as the execution of the training activities
• Provided oversight and manage the execution of the training team’s daily activities
• Led the design of the training environment, training materials, and supporting work products with engagement and
approval from key FTB stakeholders
• Monitored training delivery and facilitated issue resolution, when necessary
• Participated in the planning and delivery of the training dry run and training for trainers
• Facilitated the design and development of the course evaluations; reviewed training evaluations, recommended
improvement actions, and monitored implementation opportunities
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 14
State of California, State Controller’s Office (SCO)
MyCalPays ERP Project
Deployment/Training Lead
05/2012 – 05/2013
• Provided training for data collection into a conversion tool, Cransoft; facilitated working sessions and made site
visits in support of conversion planning
• Assessed organizational and business process impacts of the new system
• Researched and developed training fact sheets with necessary data to manage the implementation for each
department
• Developed employee communication, including department specific plans
• Monitored and reported on all system training activities
• Identified outstanding project questions, risks, successes for department HR management
• Assessed technical readiness and ability to test the SAP ERP functionality
• Facilitated post-load validation sessions with assigned departments
• Performed role mapping to the new system
• Performed initial interface testing State of California Department of Corrections and Rehabilitation (CDCR)
Statewide Offender Management System (SOMS)
Change Management
06/2010 – 05/2012
The SOMS project consolidated more than 40 aging systems, existing records, and manual paper processes into a new
offender management and electronic file management system. Ms. Long served as Change Management Specialist.
Responsibilities include:
• Engaged with key stakeholders to develop key messages for training, communications, and additional change
tactics at the project level
• Developed Change Readiness assessments, compiled data, and presented results to staff and management
• Developed Change Plans for each release of SOMS functionality
• Conducted stakeholder identification and impact analysis for each functional release
• Utilized Prosci® ADKAR change management methodologies
• Helped recommend and develop organizational change management tactics to help transition from the current state
to the new state
• Developed a checklist for deployment, communications, site visits, and educational presentations as well as
supporting the deployment of SOMS to men’s institutions statewide
• Supported the Pleasant Valley State Prison by running an on-site command center for the
Intake/Movements/Counts program implementation
• Supported SOMS deployment system-wide
Vision Services Plan Global (VSP) Sacramento, CA Training / Change Manager 05/1998 – 06/2010
• Diagnosed the Leave of Absence process in the HR Service Center six months after implementation to help the VP
of Human Resources determine if the endeavor was cost effective; the data collected and presented to the client
helped identify the need to develop and document processes, define roles and responsibilities and develop Key
Performance Indicators (KPI) before a determination of cost effectiveness could be made.
• Served in a Change Management role on VSP Global’s SAP implementation º Developed Change Readiness questionnaire and conducted a formal assessment using an on-line survey
tool (Survey Monkey) º Conducted information gathering sessions to develop key messages for training, communications and
additional change tactics at the project level º Compiled data and presented results using histograms to the Steering committee and Stakeholder group º Conducted impact analysis on blueprint documents for the Human Capital Management module of SAP º Developed an Employee Resource Planning (ERP) project Change Plan. (SAP implementation)
• Partnered with external vendor, Hay Group, to deploy an Employee Engagement Survey to all 5,000 employees in
the organization
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 15
• Contributed to the implementation of Employee Resource Groups (ERG’s) at VSP Global º Engaged key stakeholders to gain buy in and top down support º Organized and facilitated roundtable discussions with internal and external organizations to gather
information on best practices and lessons learned when implementing ERG’s º Partnered with the Diversity Workforce team and Diversity Leadership team to develop ERG applications
and guidelines º Developed an on-line survey to gather information from employees regarding groups of interest and identify
potential group leaders
• Supported VSP Global’s benefit re-design project which aligned benefits for the entire organization including newly
acquired Eyewear Company and Labs º Identified key stakeholders º Gathered information from and drafted a Change Plan with recommended tactics to implement the change,
one of which was building a Frame Room for employees
• Supported Member Benefit Summary project; this project outsourced the production of the Member Benefits
Summary to an external vendor º Facilitated sessions for stakeholder identification and to identify potential impacts
• Developed a questionnaire and conducted an informal Change Readiness Assessment by interviewing key
stakeholders
• Training:
o Designed and developed training for Client Relationship Management (CRM), implementation of Siebel to the
Sales Division
o Responsible for training program design, development and delivery in Client Services Division
o Designed and developed training materials in support of the company-wide phone project for new
enhancements; ViewMail and MeetingPlace Express
• E-learning:
o Designed an e-learning to support company-wide initiative for VSP’s Supply Chain program
o Developed e-learning “Sneak Peaks” as change management tactics for the Integrated Client Management
(ICM) Siebel implementation
o Developed e-learning training for an internal application, Livelink, for three lines of business
• Project Management and Analysis:
o Project managed the implementation of an on-site frame room with over 300 frames, including the construction,
inventory development, custom designed furnishings and marketing pieces
o Developed roles and responsibilities matrix for Leave of Absence process
MCI Communications Sacramento, CA Training Specialist 1987 – 1994
• Corporate Training Analysis. Design, Development, Delivery and Evaluation
• Managed New Hire Training for over 200 new hires
• Accountable for ongoing training for existing employees
• Accountable for training soft skills and technical skills
• Accountable for team’s sales goals
• Accountable for traveling to other sales offices to conduct train-the-trainer sessions
EDUCATION & CERTIFICATIONS
• Prosci® Change Management Certification
• Vignettes for Training, Blended Online and Classroom Certification
• Langevine Learning Center, Developing Effective E-learning Certification
• Myers Briggs Facilitator
• Landmark Education: Forum, and Advanced Course and Relationship Seminars
• Critical Thinking for Individuals
• Agile Project Methodology: Agile 101, User Stories, Gathering Requirements
• SAP Basic Training
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 16
f. Standard hourly billing rates for the assigned staff, including any sub-
consultants.
Position Assigned Staff Hourly Rate
Lead Strategic Consultant Elizabeth Long $155
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 17
g. Statement and explanation of any instances where your firm or sub-consultant
has been removed from a project or disqualified from proposing on a project.
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Qualifications 18
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Work Program 19
WORK PROGRAM
Since our founding in 2003, KAIP has worked to help complex organizations develop and
execute strategies to achieve positive change. Our strategy development approach
emphasizes:
A clear vision supported by a set of high-level strategic goals that may be pursued over the
long term (e.g. five year) through multiple projects, programs, or policy initiatives.
Systematic communication approach based on a communication and stakeholder
engagement plan. Our communications approach emphasizes:
o Customer-focused information gathering that addresses each stakeholder’s
needs, supplemented by rigorous stakeholder identification and analysis so that
intersecting and competing needs can be identified.
o Precise definition of objectives and associated required actions so that
responsible Department staff know how to pursue strategic goals
o Increased motivation to embrace the needed changes by clearly communicating
a common strategic vision.
KPI and metrics that are tied to strategic goals, objectives, and desired stakeholder outcome
— ensuring that the execution of Departmental strategy remains attentive and responsive to
the needs of the public and other city staff.
Informed leadership for policy initiatives. Drawing on our stakeholder engagement plan, we
determine who is affected by strategic plan implementation; who is responsible for
operationalizing the change; and who is responsible for directing and evaluating the change.
Often, implementation of new policies is hindered by a failure to understand the
ramifications among these different groups. We will capture data and facilitate
communications so that Department leadership understands the interdependencies and full
complexity of the change.
h. Detailed description of approach to completing the work.
To deliver an effective strategic plan to the Department, we offer an expert delivery service lead
in Elizabeth Long. KAIP anticipates completing work over five phases, with an estimated total
duration of 22 weeks (approximately 5.5 months). Ms. Long will complete the first three phases
under the City’s $60k budget, with the option to complete the final two phases at a price to be
negotiated. The five phases are as follows:
1) Discovery Phase (Weeks 1 – 12; completed within the $60k budget)
2) Planning Phase (Weeks 9 – 12; completed within the $60k budget)
3) Strategic Planning Retreat (Week 13; completed within the $60k budget)
4) Analysis Phase (Weeks 14 – 16; to be negotiated)
5) Development Phase (Weeks 17 – 22; to be negotiated)
1) Discovery Phase
The primary purpose of the Discovery Phase is to build an understanding of the Department
organizational culture and environment. This understanding will help us to develop a strategic
planning retreat — and ultimately a strategic plan — that meets the needs of Department
internal and external stakeholders. The Discovery Phase also helps us develop familiarity and
rapport with Department stakeholders.
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Work Program 20
Week 1
Kick Off. On day one, we will engage Department leadership to ask questions and learn more
about the vision for the strategic planning retreat. We will validate assumptions, ask questions,
and clarify roles and responsibilities for KAIP and for the Department.
By the end of the first week, we will deliver a project plan to include:
Project objectives, key stakeholders, scope refinements, constraints, risks.
Project management plan, schedule, resources, and reporting.
Key Leadership and Stakeholders. Over the course of the first week, we will identify Department
leaders and stakeholders to engage during our preparatory research. We will create a
Stakeholder Register to identify stakeholders, communication and scheduling requirements, and
stake or interest in the strategic planning process. The register will also identify all strategic
planning retreat invitees.
Determine Time and Venue. Factoring in scheduling
constraints, the number of attendees, needed
accommodations, and the preferred timeline of
Departmental leadership, we will determine a time and
appropriate venue for the retreat. We will provide
invitations to attendees with a description of the event
that highlights the Objective Statement and that
outlines planned activities.
Weeks 2 - 12
Research. We will begin with a review of the current strategic plan. We will then engage
Department and city staff to understand how the current strategy translates to the Department
organizational culture, knowledge, procedures, and processes.
Using a variety of tools and methods, including focus groups, interviews, and surveys, we will
gather input on challenges, successes, risks, and opportunities stemming from efforts to
implement the current plan. We will assess the level of
knowledge of the current plan, acceptance of its vision
and values, and desire and ability to support its
objectives. Finally, with the help of Department and city
staff, we will conduct outreach to the broader
community to understand their needs, desired
outcomes, and the impact of the current strategy.
Outcomes of outreach and research include:
Understanding of the degree to which Department staff are aware of current strategy.
Understanding of the degree of support for current strategy.
Lessons learned that can be applied to the present strategic planning effort.
Week 4
As-Is Environment. Following on our research and engagement with Department stakeholders,
we will conduct an analysis of Political, Economic, Sociological, Technological, Legal and
Environmental (PESTLE) factors. The PESTLE analysis allows us to characterize the
Department’s as-is environment in a systematic way.
To spread awareness of the event
and to maximize attendance, we
recommend scheduling the retreat
and sending invites as early as
possible.
Outreach to city staff and the
community may require additional
time. Research activities may
continue into the Planning Phase
(Weeks 5 – 8).
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Work Program 21
2) Planning Phase
The primary purpose of the Planning Phase is to plan logistics and develop content for the
strategic planning retreat.
Week 9
Determining Outcomes. With research and discovery substantially completed, we will engage
with Department leadership to identify outcomes for the Strategic Planning Retreat. Such
outcomes may include definition of a new vision statement, clarification of the Department
mission, introduction of new strategic goals, or innovation of new ideas to pursue existing
strategic goals. We will develop a concise Objective Statement that conveys the importance and
purpose of the retreat.
Weeks 9 – 11
Curating Content. To ensure a consistently engaging and substantive experience for attendees,
we will develop detailed content that covers a wide variety of activities. Content may include:
Ice breaker activities.
Brainstorming session focused on vision, mission, and goals.
Journey mapping focused on Department staff experience.
Discussion of brand identity.
Break out sessions focused on needs of specific Department units. We will consider the
impact of strategic implementation, relevant KPI and metrics, and opportunities to increase
alignment with Department strategy.
Live polls to engage the audience in real time.
Individually completed surveys to provide immediate feedback at the conclusion of the
event.
Guest speakers from the department or the broader stakeholder community.
We will develop and distribute a schedule for the retreat that provides a timeline of activities and
identifies event planners, facilitators, and speakers.
Event Planning. We will develop a plan covering all event logistics. Considerations include
venue capacity, supplies (such as paper, markers, and ice breaker props), technology, and food
and drink.
Week 12
Finalize Plans. We will meet with Department leadership to review the retreat plan and selected
content. We will solicit feedback and make revisions as needed to obtain Department approval.
3) Strategic Planning Retreat
The primary purposes of the Strategic Planning Retreat are to:
Develop strategic insights collaboratively, engaging personnel from across the Department.
Understand the probable impacts of implementing strategy for participating stakeholders.
Understand how different business units can share information and collaborate to advance
strategic goals.
Increase awareness and encourage communication about strategic goals.
Week 13
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Work Program 22
Event Preparation. Our Lead Consultant and support staff will prepare the venue, rehearse
activities to ensure the retreat stays on schedule, and ensure audio visual equipment is in order.
Event Facilitation. Our Lead Consultant will manage the event. She will deliver content, lead
discussions, and introduce speakers and activities. Two KAIP support staff will provide
additional assistance:
Scribe. The scribe will ensure the insights and input of Department staff are captured
accurately and in detail
Event Runner. The event runner will ensure the retreat runs smoothly and manage any
logistical or technological issues that emerge.
4) Analysis Phase (contingent on pricing negotiations)
The primary purposes of the analysis phase are to consolidate outcomes of the strategic
planning retreat and to understand the impacts of strategic plan implementation.
Weeks 14 - 16
Retreat Report and Analysis. Following the retreat, we will generate and submit to Department
leadership a comprehensive report that:
Summarizes the retreat, including a description of activities, list of attendees, and high-level
outcomes.
Lists and describes all identified strategic goals.
Justifies strategic goals with respect to the Department’s mission, vision, and values.
Identifies the most critical strategic goals for stakeholders, including the public, policy
makers, and Department staff.
Provides a list of actions for each goal with assigned roles and responsibilities.
Describes anticipated impacts of strategic implementation on communications, business
processes, and policies and procedures.
SWOT Analysis. We will conduct an analysis of Strengths, Weaknesses, Opportunities, and
Threats (SWOT) analysis with respect to strategic goals. The SWOT analysis will supplement
the discussion of anticipated impacts included in the retreat report, helping Department
leadership set priorities and manage risk during strategic plan implementation.
Week 16
Follow On Meetings and Review Sessions. We will
meet with Department leadership to review the event
report. To prepare for strategic plan development, we
will review and discuss possible mission and vision
statements. Based on the factors considered above —
i.e., relative importance, impact on stakeholders, and
required actions — we will help the Department select
goals and define associated objectives (i.e., shorter
term achievements that may be the focus of a single
project or belong to a specific business unit within the
Department).
Determining the feasibility,
benefits, and risks of pursuing
strategic goals may require
additional preparation. During our
review session, we will determine
whether additional assessments
(for example, change readiness
assessments or change impact
assessments) are advisable.
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Work Program 23
5) Development Phase (contingent on pricing negotiations)
The development phase is devoted to drafting, revising, and finalizing the Department’s
strategic plan.
Week 17
Draft Plan. We will compose the draft plan to meet the components identified in the RFP. It will:
Update the Department’s vision, mission, and values (Strategic Plan Component #1, RFP
Section B. Scope of Services, p. 1).
Reflect Department and community engagement and associated input gathered during the
Discovery Phase (Strategic Plan Components #2 and #3).
Identify the best date and scope for a future staffing assessment (Strategic Plan
Components #4).
Uphold high standards for simplicity, accessibility, ease of use, and visual design (Strategic
Plan Components #5).
Week 18 – 19
Department Review. Following submission of the Draft Plan, Department leadership will have
two weeks (or more if desired) to review the draft plan closely. During this time, our Lead
Consultant will be available to answer questions or provide clarifications. At the conclusion of
this two week period, we will facilitate a meeting to discuss the draft plan and solicit suggestions
for revision.
Week 20
Final Plan. We will submit a final draft of the plan and obtain approval from Department
leadership. The final plan will include modular components and graphics that can be used for a
variety of communications. For example, graphics highlighting top level strategic goals can be
included on web pages, brochures, and in presentations to the public, such as public meetings
in Week 21 – 22.
Week 21 - 22
Public Meetings. We will lead one (1) to two (2) public meetings with the Council to present the
strategic plan and increase awareness among city staff and constituents of goals, objectives,
and expected benefits.
i. Detailed schedule by task and sub-task for completing the work.
Phase Task Timing
Discovery Kick Off Week 1, Day 1
Complete stakeholder register Week 1
Determine strategic planning retreat time
and venue.
Week 1
Research: Current strategy review Weeks 2 - 4
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Work Program 24
Phase Task Timing
Research: Stakeholder interviews,
surveys, and focus groups
Weeks 2 –12
PESTLE analysis Week 4
Planning
Phase
Determine retreat outcomes Week 9
Develop retreat content Weeks 9 - 11
Develop and finalize retreat plans Week 12
Strategic
Planning
Retreat
Lead and facilitate event Week 13
Serve as event scribe Week 13
Manage event logistics Week 13
Analysis
Phase
Retreat Report and Analysis Weeks 14 - 16
SWOT Analysis Week 15 - 16
Conduct follow-on meetings and review
sessions
Week 16
Development
Phase
Submit draft plan Week 17
Assist Department during draft plan
review
Weeks 18 - 19
Revise plan and submit for final approval Week 20
Conduct public meetings to present and
discuss its findings and
recommendations.
Week 21 - 22
j. Estimated hours for your staff in performing each phase and task of the work,
including sub-consultants, so we can clearly see who will be doing what work,
and how much time it will take.
Phase Task Assigned Staff Est. Hours
Discovery
(150 hours)
Kick Off Lead Consultant
(Elizabeth Long)
2
Complete stakeholder register Lead Consultant
(Elizabeth Long)
5
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Work Program 25
Phase Task Assigned Staff Est. Hours
Determine strategic planning retreat time
and venue.
Lead Consultant
(Elizabeth Long)
8
Research: Current strategy review Lead Consultant
(Elizabeth Long)
25
Research: Stakeholder interviews,
surveys, and focus groups
Lead Consultant
(Elizabeth Long)
90
PESTLE analysis Lead Consultant
(Elizabeth Long)
20
Planning
Phase
(150 hours)
Research (continued from Discovery
Phase)
Lead Consultant
(Elizabeth Long)
50
Determine retreat outcomes Lead Consultant
(Elizabeth Long)
20
Develop retreat content Lead Consultant
(Elizabeth Long)
40
Develop and finalize retreat plans Lead Consultant
(Elizabeth Long)
40
Strategic
Planning
Retreat
(32 hours)
Lead and facilitate event Lead Consultant
(Elizabeth Long)
32
TOTAL HOURS (est.) 332
k. Detailed budget by task and sub-task for completing the work.
Phase Task Price
Discovery
(Weeks 1 - 4)
Kick Off $310
Complete stakeholder register $775
Determine strategic planning retreat time and venue. $1,240
Research: Current strategy review $3,875
Research: Stakeholder interviews, surveys, and focus
groups
$13,950
PESTLE analysis $3,100
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Work Program 26
Phase Task Price
Total Discovery Phase Price $23,250
Planning
Phase
(Weeks 5 -
12)
Research (continued from Discovery Phase) $7,750
Determine retreat outcomes $3,100
Develop retreat content $6,200
Develop and finalize retreat plans $6,200
Total Planning Phase Price $23,250
Strategic
Planning
Retreat
(Week 13)
Lead and facilitate event
$4,960
Total Strategic Planning Retreat Price $4,960
Analysis
Phase
(Week 14 -
Retreat Report and Analysis
SWOT Analysis
Conduct follow-on meetings and review sessions
Total Analysis Phase Price To Be Negotiated
Development
Phase
Submit draft plan
Assist Department during draft plan review
Revise plan and submit for final approval
Total Development Phase Price To Be Negotiated
TOTAL PRICE $60,000
l. Services or data to be provided by the City.
We assume the City shall provide:
Access to the current strategic plan.
Access to Department stakeholders, including other city staff and community members.
Frequent communications through the project to ensure tasks stay on schedule.
Participation in key meetings including:
o Kick off (Week 1)
o Meeting to determine retreat outcomes (Week 5)
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Work Program 27
o Meeting to review retreat plan (Week 12)
o Retreat follow-on meetings and review sessions (Week 14 - 16)
o Meeting to discuss draft strategic plan (Week 19)
o One (1) or two (2) public meetings to present strategic plan
Review and acceptance of key deliverables.
m. Services and deliverables provided by the Consultant(s).
KAIP will provide all services described above in our detailed approach to completing the work
(p. 19 - 23). Key deliverables include, by Phase:
Phase Deliverables
Discovery Kick off meeting agenda and minutes
Stakeholder register
PESTLE analysis
Planning Phase Research results: interview notes, focus group notes, and surveys
Retreat outcomes
Retreat content
Retreat event plan
Strategic Planning
Retreat
Event notes
Analysis Phase
(contingent on
pricing
negotiations)
Retreat report and analysis
SWOT Analysis
Follow-on meeting agenda and minutes
Development
Phase (contingent
on pricing
negotiations)
Draft plan
Final plan
n. Any other information that would assist us in making this contract award
decision.
On strategic planning projects, the discovery process often reveals the need or opportunity for
additional support focused in particular areas. For example, a community workshop may
uncover issues with city services or ways to take advantage of new technology. Supplementary
support may include:
Organizational Change Management (OCM)
Customer Experience (CX) and User Experience (UX) design
Policy and procedure development
Business process modeling and development.
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Work Program 28
To meet any need that arises for specialized support, we offer a deep bench of specialists with
expertise in OCM, CX/UX, business analysis, and government policy and procedure Subject
Matter Experts (SMEs).
Additionally, KAIP is confident we can deliver all services requested by the City, with a budget
adjustment. Given the $60k ceiling, we can offer the services of our lead consultant in
completing Phases 1-3 (Discovery, Planning, and Strategic Planning Retreat). However, we feel
the City and Department would greatly benefit from Phases 4 and 5 (Analysis and
Development), which KAIP is ready to provide contingent on budget adjustments.
o. Description of assumptions critical to development of the response which may
impact cost or scope.
Our response assumes continual collaboration between KAIP and Department project
leadership. We assume that the Department will facilitate communications with key stakeholders
as needed and that stakeholders will be available within a reasonable time period (generally,
within two weeks).
KAI Partners
December 7, 2022
City of San Luis Obispo
Strategic Planning Services
Proposal to RFP
Work Program 29