HomeMy WebLinkAboutAgenda - Agenda Packets - Regular Meeting 9/1/2026REGULAR MEETING AGENDA
CITY COUNCIL OF THE CITY OF SAN JACINTO
TUESDAY, SEPTEMBER 1, 2026
5:30 PM CLOSED SESSION
6:30 PM OPEN SESSION
COMMUNITY CENTER
625 S. PICO AVENUE
SAN JACINTO, CA 92583
951-487-7330
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Public Comment Workflow
CRYSTAL RUIZ, MAYOR
CLARISA SANCHEZ, MAYOR PRO TEM
PHIL AYALA, COUNCILMEMBER
ALONSO LEDEZMA, COUNCILMEMBER
VALERIE VANDEVER, COUNCILMEMBER
When the Mayor opens the Public Comment portion of the meeting, the process will be as follows:
Members of the public will call the Teams dial-in number and wait in the Teams lobby.
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admitted before the Mayor opens Public Comment.
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should remain in the lobby until it is their turn.
Once admitted, callers should be able to speak. If necessary, the Clerk can unmute the caller.
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public comment.
Each caller will have up to three (3) minutes to speak.
After completing their comments, callers may either hang up, or the Clerk may remove them from the meeting before
admitting the next speaker.
Written public comments may only be submitted via email to comments@sanjacintoca.gov or by hard copy to the Office of the
City Clerk at 595 S. San Jacinto Ave., San Jacinto, CA 92583, no later than 3:00 p.m. on the day of the meeting. Comments via
text and social media (Facebook, Twitter, etc.) will not be accepted. Please identify the agenda item number and “PUBLIC
COMMENT” in the subject line of the email or hard copy document. All written correspondence received by the 3:00 p.m.
deadline will be distributed to the legislative body prior to the meeting and retained with the official meeting record. All email
comments shall be subject to the same rules as would otherwise govern in-person speaker comments at the Council meeting.
Reading of Public Comments: The City Clerk will read all email comments, provided that the reading shall not exceed three
(3) minutes or such other time as the Council may provide, consistent with the time limit for speakers at a Council meeting.
The email comments submitted shall become part of the record of the Council meeting.
1. ORGANIZATION
1.1 Public Comments on Closed Session Items
1.2 Closed Session
— 1.2.1. PUBLIC EMPLOYEE PERFORMANCE EVALUATION/APPOINTMENT/EMPLOYMENT Title: City
Manager
1.3 Closed Session Report
1.4 Roll Call
1.5 Invocation
1.6 Pledge of Allegiance
1.7 Mayor/Council Member Reports
1.8 Late Items
2. PUBLIC COMMENTS
3. CONSENT CALENDAR
A. City Council
A1.Waiver of Full Reading of Ordinance(s), and Reading by Title Only
A2.Letter of Support for the City's FY 2026-27 CalRecycle Beverage Container Recycling Grant Application
RECOMMENDATION:
Staff recommends that the City Council RATIFY the Letter of Support for the City's FY 2026-27 CalRecycle Beverage
Container Recycling Grant Application.
A3.Financial Management and Utility Billing Needs Assessment
RECOMMENDATION:
Staff recommends that the City Council:
— 1. AWARD a Professional Services Agreement to SDI Presence to provide Financial Management and Utility Billing
Needs Assessment, and Procurement Support in an amount not to exceed $102,625.00;
— 2. AUTHORIZE the City Manager to execute the agreement and any related documents necessary to implement the
agreement, subject to review and approval as to form by the City Attorney; and
— 3. AUTHORIZE the City Manager to approve amendments or change orders, as necessary, provided sufficient
appropriations are available and such amendments are consistent with the authority granted under the City’s applicable
procurement policies and municipal code.
A4.Adopt Public Participation and Outreach Policy
RECOMMENDATION:
Staff recommends that the City Council ADOPT Resolution No. 4148, adopting a Public Participation and Outreach
Policy pursuant to Government Code section 54953.4(b)(3)(C).
4. FUTURE REQUESTS FROM CITY COUNCIL TO CITY MANAGER
5. ADJOURNMENT
DOCUMENTS RELATED TO OPEN SESSION AGENDAS (SB343) - Any public record, relating to an open
session agenda item, that is distributed within 72 hours prior to the meeting is available for public inspection at the
public counter located in the Administration Building of City Hall, 595 S. San Jacinto Avenue, San Jacinto, CA
92583.
I, Julia Espinoza, City Clerk of the City of San Jacinto, do hereby certify that I caused to be posted the foregoing
agenda this August 27, 2026 as requested by law.
____________________________________
Julia Espinoza, City Clerk
Posted Date: August 27, 2026
Date Posted: August 27, 2026
September 1, 2026
TO:City Council
REQUESTED
BY:Preston Sullens, Public Works Superintendent
APPROVED
BY:Travis Randel, Interim City Manager
SUBJECT:Letter of Support for the City's FY 2026-27 CalRecycle Beverage Container Recycling Grant Application
RECOMMENDATION:
Staff recommends that the City Council RATIFY the Letter of Support for the City's FY 2026-27 CalRecycle Beverage
Container Recycling Grant Application.
DISCUSSION:
On January 16, 2024, the City Council adopted Resolution No. 4005, authorizing the City Manager, or designee, to submit
applications to CalRecycle for all grant and payment programs for which the City is eligible. This authorization is effective for
five years from the date of adoption.
The City is applying for the FY 2026-27 CalRecycle Beverage Container Recycling Grant to fund the purchase and installation
of 17 outdoor water bottle filling stations with ADA-compliant drinking fountains at City parks and recreational facilities. The
project will replace aging infrastructure, improve access to drinking water, promote the use of reusable bottles, and reduce
single-use beverage container waste.
The proposed project locations are within seven Census Tracts, four of which are designated as Disadvantaged Communities
(DACs). Because the project includes locations within DACs, CalRecycle requires a letter of support from a community
stakeholder, such as the Mayor or a City Councilmember.
Staff is requesting City Council authorization for the Mayor, or a designated Councilmember, to provide the required letter of
support. Resolution No. 4005 already provides the City Manager, or designee, with authorization to submit eligible CalRecycle
grant applications; therefore, no additional authorization to apply is being requested.
FISCAL IMPACT:
There is no fiscal impact associated with providing the requested letter of support. Resolution No. 4005 provides the existing
authorization to apply for eligible CalRecycle grant programs.
Attachments
Resolution No. 4005
Application Certification_signed
Beverage_Container_Recycling_Grant_Program_Letter.pdf
Resolution No. 4005
Page 1 of 3
STATE OF CALIFORNIA ) RESOLUTION NO. 4005
COUNTY OF RIVERSIDE ) ss
CITY OF SAN JACINTO )
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
SAN JACINTO AUTHORIZING SUBMITTAL OF
APPLICATION(S) FOR ALL CALRECYCLE PAYMENT
PROGRAMS FOR WHICH THE CITY OF SAN JACINTO IS
ELIGIBLE.
WHEREAS, the City of San Jacinto (“City”) is a municipal corporation organized
and operating under the laws of the State of California with the City Council of the City of
San Jacinto (“City Council”) acting as the governing body of the City; and
WHEREAS, Public Resources Code sections 48000 et seq., 14581, and
42023.1(g), authorize the Department of Resources Recycling and Recovery
(CalRecycle) to administer various grant and payment programs in furtherance of the
State of California’s (state) efforts to reduce, recycle and reuse solid waste generated in
the state thereby preserving landfill capacity and protecting public health and safety and
the environment; and
WHEREAS, in furtherance of this authority, CalRecycle is required to establish
procedures governing the administration of the payment programs; and administration of
the application, awarding, and management of the grant programs; and
WHEREAS, CalRecycle’s procedures for administering payment and grant
programs require, among other things, an applicant’s governing body to declare by
resolution certain authorizations related to the administration of the payment and grant
programs; and
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN JACINTO,
DOES HEREBY RESOLVE, DETERMINE, AND ORDER AS FOLLOWS:
SECTION 1. That the City of San Jacinto authorizes the submittal of application(s)
to CalRecycle for all grant and payment programs for which the City of San Jacinto is
eligible; and
SECTION 2. That the City Manager or his designee is hereby authorized and
empowered to execute in the name of the City of San Jacinto all documents, including
but not limited to, applications, agreements, amendments, and requests for payment,
necessary to secure funds and implement the approved grant or payment project; and
SECTION 3. That these authorizations are effective for five (5) years from the date
of adoption of this resolution.
SECTION 4. This resolution shall take effect immediately upon its adoption.
DocuSign Envelope ID: 70E183B5-1F6B-4C4E-950A-0540D672768A
Resolution No. 4005
Page 2 of 3
PASSED, APPROVED, AND ADOPTED at a regular meeting of the City Council on the
16th day of January 2024 by the following vote:
AYES: Vandever, Ledezma, Ruiz, Hawkins, Ayala
NAYS: None
ABSENT: None
ABSTAIN: None
CITY OF SAN JACINTO:
_______________________
Phil Ayala, Mayor
ATTEST:
_____________________
Julia Espinoza, City Clerk
APPROVED AS TO FORM:
BEST BEST & KRIEGER LLP
__________________________
Craig Hayes, City Attorney
DocuSign Envelope ID: 70E183B5-1F6B-4C4E-950A-0540D672768A
Resolution No. 4005
Page 3 of 3
CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) SS
CITY OF SAN JACINTO )
I, Julia Espinoza, duly appointed City Clerk of the City of San Jacinto, do
hereby certify that the foregoing Resolution No. 4005 was introduced at a regular meeting
of the City Council of the City of San Jacinto on the 16th day of January 2024. Resolution
No. 4005 was passed, approved, and adopted by the City Council of the City of San
Jacinto, California, at a regular meeting of the City Council held on the 16th day of January
2024:
AYES: Vandever, Ledezma, Ruiz, Hawkins, Ayala
NAYS: None
ABSENT: None
ABSTAIN: None
WITNESS MY HAND AND SEAL this 16th day of January 2024.
_____________________________
Julia Espinoza, City Clerk
City of San Jacinto
DocuSign Envelope ID: 70E183B5-1F6B-4C4E-950A-0540D672768A
Application CertificationApplication Information
Applicant:City of San Jacinto
Cycle Name:Beverage Container Recycling Grant Program Application Due Date:08/11/2026
Cycle Code:RBC38 Secondary Due Date:09/10/2026
Grant ID:34101
Grant Funds Requested:$93,500.00
Matching Funds:$0.00 (if applicable)
Contacts
Name Title Prime Second Auth Cnslt Prtcpnt.
Auth
Ruth Montoya Administrative Analyst X
Preston Sullens Public Works Superintendent X
Travis Randel Interim City Manager X
Budget
Category Name Amount
Admin Costs $0.00
Education $0.00
Equipment $93,500.00
Personnel $0.00
Site Information
Name Type
Julian Park Parks/Recreational Areas
The Cove Park Parks/Recreational Areas
Pomegranate Park Parks/Recreational Areas
Hafliger Park Parks/Recreational Areas
Tamarisk Park Parks/Recreational Areas
Terrazo Park Parks/Recreational Areas
Stallions Crossing Park Parks/Recreational Areas
Haugen Park Parks/Recreational Areas
Cutting Park Parks/Recreational Areas
Aaron J. Ward Park Parks/Recreational Areas
Sallee Park Parks/Recreational Areas
Mistletoe Park Parks/Recreational Areas
Durango Park Parks/Recreational Areas
Warneke Park Parks/Recreational Areas
Grants Management System (GMS)
Page 1 of 3
https://secure.calrecycle.ca.gov/Grants/Grant/Grant.aspx?GrantID=34101
Date Generated: August 6, 2026 3:57 PM
Docusign Envelope ID: D33F4BBB-BB07-8B9C-8189-C398B2D31D69
Application CertificationDocumentsDocument Title Received Date
Required
Application Certification
Budget Budget 8/6/2026
Narrative Proposal Narrative Proposal 8/6/2026
Work Plan Work Plan 8/6/2026
Required By Secondary Due Date
Resolution/Letter of Commitment Resolution No. 4005 7/28/2026
Other Supporting Document(s)
Bids, Quotes, Estimates, Equipment Details Quote 8/6/2026
Joint Powers Agreement
Letter of Authorization/Resolution
Letter of Designation
Letter of Support
Resolution
Check the following, as applicable. See Application Guidelines and Instructions for more information and examples.
X Applicant acknowledges that a Resolution is uploaded in the application. The Resolution must be approved by its governing body,
which authorizes submittal of the application and designates a signature authority. If applicable, applicant has uploaded a Letter of
Designation (LOD) designating an additional signature authority(ies).
EPPP
Does your organization and any participants have an Environmentally Preferable Purchasing and Practices (EPPP) Policy?
X No, our organization and any participants do not have an EPPP Policy. We acknowledge that our organization and any participants
will adopt one by the respective cycle secondary due date or our application will be disqualified.
Program Questions
California Labor Code section 1782 prohibits a charter city from receiving state funding or financial assistance for construction projects
if that charter city does not comply with Labor Code sections 1770-1782. If any applicants or participating jurisdictions are charter
cities or joint powers authorities that include charter cities, the lead applicant must certify that Labor Code section 1782 does not
prohibit any included charter city from receiving state funds for the project described in this application. If it is determined after award
that a participating jurisdiction is a charter city prohibited from receiving state funds for this grant project, the grant will be terminated
and any disbursed grant funds shall be returned to CalRecycle.
If any applicant or participating jurisdiction is a charter city or a joint powers authority that contains one or more charter cities, does
Labor Code section 1782 prohibit those charter cities from receiving state funding for the project described in this grant application?
Check the following, as applicable.
X Not Applicable. This application does not include any charter cities.
Have you prohibited the siting of a supermarket site?
( Yes) (x No)
Have you caused a supermarket site to close its business?
( Yes) (x No)
Have you adopted a land use policy that restricts or prohibits the siting of a supermarket site within your jurisdiction?
( Yes) (x No)
Page 2 of 3
https://secure.calrecycle.ca.gov/Grants/Grant/Grant.aspx?GrantID=34101
Date Generated: August 6, 2026 3:57 PM
Docusign Envelope ID: D33F4BBB-BB07-8B9C-8189-C398B2D31D69
Application CertificationConditions and Certification
Condition of Application Submittal: Acceptance of Grant Agreement Provisions
In the event the Applicant is awarded a grant, the submittal of this Application constitutes acceptance of all provisions contained in the
Grant Agreement, which may consist of the following:
Executed Grant Agreement Cover Sheet and any approved amendments•
Exhibit A - Terms and Conditions•
Exhibit B - Procedures and Requirements•
Exhibit C - Application with revisions, if any, and any amendments•
Environmental Justice:
In the event Applicant is awarded a grant, submittal of this Application constitutes acceptance of the following; that in the performance
of the Grant Agreement, Applicant/Grantee shall conduct their programs, policies, and activities that substantially affect human health
or the environment in a manner that ensures the fair treatment of people of all races, cultures, and income levels, including minority
populations and low-income populations of the State. (see Govt. Code §65040.12(e) and Pub. Resources Code §71110(a))
Certification:
I declare under penalty of perjury under the laws of the State of California, that funds have been allocated for the project(s)/activities
identified in the grant application and that sufficient funds are available to complete the project(s)/activities identified in the grant
application, that I have read the Application Guidelines and Instructions and that all information submitted for CalRecycle’s
consideration for award of grant funds is true and correct to the best of my knowledge, and that on behalf of the Applicant I accept the
above conditions of submittal.
X
Signature of Signature Authority (as authorized in Resolution or Letter of
Commitment) or Authorized Designee (as authorized in Letter of Designation,
submitted with this Application)
Date
Print Name Print Title
IMPORTANT! Applicant must print out this document, have the Signature Authority sign it, upload signed document to the
application system, and retain the original hard copy document in your cycle file.
Page 3 of 3
https://secure.calrecycle.ca.gov/Grants/Grant/Grant.aspx?GrantID=34101
Date Generated: August 6, 2026 3:57 PM
Travis Randel Interim City Manager
Docusign Envelope ID: D33F4BBB-BB07-8B9C-8189-C398B2D31D69
8/11/2026
CRYSTAL RUIZ, MAYOR
CLARISA SANCHEZ, MAYOR PRO TEM
PHILLIP AYALA, COUNCILMEMBER
ALONSO LEDEZMA, COUNCILMEMBER
VALERIE VANDEVER, COUNCILMEMBER
TRAVIS RANDEL, INTERIM CITY MANAGER
WWW.SANJACINTOCA.GOV | 595 S. SAN JACINTO AVENUE, SAN JACINTO CA 92583 | 951-487-7330
September 1, 2026
California Department of Resources Recycling and Recovery (CalRecycle)
Beverage Container Recycling Grant Program
RE: Letter of Support for the City of San Jacinto Outdoor Water Refill Station Project
Dear CalRecycle Grant Review Committee:
On behalf of the City of San Jacinto, I am pleased to provide this letter of support for the
City’s proposed project to purchase and install 17 outdoor water bottle fillers with ADA
compliant drinking fountains at City parks and recreational facilities.
The project will replace aging drinking water infrastructure with modern, accessible
equipment that provides residents and visitors with reliable access to drinking water while
encouraging the use of reusable beverage containers. By providing convenient locations to
refill reusable bottles, the project will help reduce reliance on single -use beverage
containers and support CalRecycle’s waste reduction goals. The project is expected to
reduce plastic pollution by diverting an estimated 310,250 single -use plastic bottles from
the waste stream annually, providing a significant and measurable environmental benefit to
the community.
The proposed improvements will also promote accessibility and equitable access to public
amenities. The ADA-compliant drinking fountains will ensure that individuals of all abilities
can access the new water refill stations. Project activities will include the purchase of
equipment, removal of existing drinking fountains, and installation of the new units,
including necessary plumbing connections and site modifications. City staff will complete
the installations using existing resources and their experience with similar projects.
The project will address existing infrastructure gaps while providing long -term
environmental, public health, and community benefits. The proposed improvements will be
located at City-owned parks and recreational facilities within Census Tracts 6065042745,
6065043523, 6065043517, 6065051300, 6065043602, 6065043601, and 6065043513. Four
of these census tracts are designated as Disadvantaged Communities (DACs), ensuring that
the project will provide direct benefits to underserved neighborhoods while improving
access to safe drinking water and supporting waste reduction efforts.
WWW.SANJACINTOCA.GOV | 595 S. SAN JACINTO AVENUE, SAN JACINTO CA 92583 | 951-487-7330
The City of San Jacinto strongly supports this project and its goals of reducing beverage
container waste, improving access to drinking water, enhancing accessibility, and investing
in sustainable public infrastructure.
We respectfully request CalRecycle’s favorable consideration of the City’s grant application.
Thank you for your consideration and for supporting projects that promote waste reduction,
sustainability, accessibility, and healthier communities throughout Cal ifornia.
Sincerely
Crystal Ruiz, Mayor
City of San Jacinto
September 1, 2026
TO:City Council
REQUESTED
BY:Derek Williamson, Chief Innovation Officer
APPROVED
BY:Travis Randel, Interim City Manager
SUBJECT:Financial Management and Utility Billing Needs Assessment
RECOMMENDATION:
Staff recommends that the City Council:
1. AWARD a Professional Services Agreement to SDI Presence to provide Financial Management and Utility Billing
Needs Assessment, Procurement Support, and Project Implementation Management Services in an amount not to exceed
$102,625.00;
2. AUTHORIZE the City Manager to execute the agreement and any related documents necessary to implement the
agreement, subject to review and approval as to form by the City Attorney; and
3. AUTHORIZE the City Manager to approve amendments or change orders, as necessary, provided sufficient
appropriations are available and such amendments are consistent with the authority granted under the City’s applicable
procurement policies and municipal code.
DISCUSSION:
The City of San Jacinto currently relies on financial management and utility billing systems that have been in place for many
years. The City's financial management solution is more than 25 years old, while the City's utility billing solution has been in
use for more than 10 years. While these systems have supported the City's operations for an extended period, their age presents
increasing challenges related to functionality, integration, reporting, automation, security, system support, and the ability to
meet the City's evolving operational needs.
As the City's operations, technology environment, regulatory requirements, and customer expectations have evolved, there is a
growing need to modernize the City's existing systems and business processes to effectively support current and future
requirements. Modern financial management and utility billing platforms offer expanded capabilities for workflow automation,
electronic transactions, real-time reporting, data integration, customer self-service, mobile access, and improved information
sharing across departments.
Rather than proceeding directly to the selection of replacement systems, the City determined that a comprehensive needs
assessment should first be completed. This approach will allow the City to evaluate its existing business processes, identify
opportunities for improvement, establish long-term operational requirements, and develop a clear understanding of the
functional and technical capabilities needed from a financial management and utility billing solution. The assessment will also
help ensure that the city does not simply replace existing systems without addressing underlying business processes or
opportunities for greater efficiency and automation.
The City issued a Request for Proposals seeking a qualified consultant to provide financial management and utility billing
needs assessment, procurement support, and project implementation management services. The scope of the current agreement
includes the needs assessment, development of functional and technical requirements, and assistance with the procurement and
evaluation a financial management and utility billing solution. These services are intended to guide the City through the
assessment and software selection process and establish a clear road-map for the eventual implementation of the selected
solutions.
Following the City's competitive procurement process, the city received ten proposals from qualified consulting firms. The
proposals were reviewed and evaluated using the scoring matrix and criteria identified in the request for proposal, including
relevant experience and qualifications, project approach and methodology, project team experience, understanding of
municipal operations, cost, and references. Based on the results of the evaluation, SDI Presence received the highest overall
score and was determined to be the most qualified consultant to perform the required services. SDI Presence demonstrated
strong experience and qualifications, a comprehensive approach to the project, and a clear understanding of the City's needs
and objectives throughout the assessment and procurement process.
SDI Presence will serve as an independent advisor to the city throughout the project, providing expertise to help clearly define
the city's business and technical requirements and evaluate potential solutions based on the city's operational needs. This
approach will help ensure that system recommendations are driven by the city's requirements and long-term objectives, rather
than being based solely on vendor capabilities or product features. The independent expertise and oversight provided by SDI
Presence will help the city make informed decisions as it undertakes this significant enterprise technology modernization
effort.
The initial phases of the project will focus on understanding the city's current environment, identifying opportunities for
improvement, developing functional and technical requirements, and assisting the City with the procurement and evaluation of
potential financial management and utility billing solutions. The findings and recommendations developed through these
phases will provide the foundation for the selection and implementation of the software.
Actual implementation management and oversight services for the selected financial management and utility billing solutions
are not included in the initial contract award. Should the City determine that additional implementation management services
from SDI Presence are needed following the selection of the new systems, those services may be considered and brought
forward for separate authorization at that time.
The proposed agreement with SDI Presence is for an amount not to exceed $102,625.00 for the initial phases of the project.
This investment will provide the City with the professional expertise necessary to establish a well-defined road-map for
modernization, conduct a thorough and objective software procurement process, and reduce the risks associated with replacing
two critical enterprise systems.
FISCAL IMPACT:
The proposed Professional Services Agreement with SDI Presence is in an amount not to exceed $102,625.00 for the initial
phases of the Financial Management and Utility Billing modernization project. Funding for these services were included
within the City's FY26/27 adopted budget.
The current agreement covers the needs assessment, development of functional and technical requirements, and procurement
support associated with the evaluation and selection of future Financial Management and Utility Billing solutions. The
agreement does not commit the City to the purchase of any software, hardware, implementation services, or other related
technology expenditures.
Attachments
San Jacinto RFP - Financial Management and Needs Assessment
SDI Response San Jacinto Needs Assessment RFP
CITY OF SAN JACINTO
REQUEST FOR PROPOSALS (RFP)
Needs Assessment and Project Implementation Management Services
Financial Management and Utility Billing Systems
1. NOTICE INVITING PROPOSALS
The City of San Jacinto (“City”) is soliciting proposals from qualified consulting firms to
provide professional consulting services for a comprehensive needs assessment,
procurement support, and project implementation management services related to the
replacement and modernization of the City’s Financial Management and Utility Billing
systems.
The selected consultant shall assist the City in evaluating current business processes,
documenting functional and technical requirements, facilitating software selection,
supporting contract negotiations, and providing independent project management and
implementation oversight through deployment of the selected solutions.
The City intends to select a consultant with demonstrated experience assisting local
government agencies with enterprise resource planning (ERP), financial management, and
utility billing system modernization projects.
2. BACKGROUND
2.1 About the City
The City of San Jacinto is a growing municipality located in Riverside County, California.
The City is committed to modernizing its technology infrastructure and improving
operational efficiency, transparency, customer service, and data-driven decision making.
The City currently utilizes separate financial management and utility billing solutions that
support core business operations including:
General Ledger
Accounts Payable
Accounts Receivable
Budgeting
Purchasing and Procurement
Payroll and Human Resources
Cash Receipting
Fixed Assets
Utility Billing
Customer Service
Meter Reading Integration
Online Payments
Reporting and Analytics
The City seeks to evaluate current operational needs and future technology requirements
in order to implement modern, integrated, cloud-based solutions that support scalability,
cybersecurity, automation, and improved service delivery.
3. PROJECT OBJECTIVES
The primary objectives of this project include:
1. Conduct a comprehensive assessment of the City’s current financial and utility
billing business processes, workflows, systems, integrations, and operational
challenges.
2. Identify opportunities for process improvement, automation, standardization, and
operational efficiencies.
3. Develop detailed functional, technical, reporting, security, integration, and data
migration requirements.
4. Assist the City with preparation of software procurement documents and vendor
evaluation.
5. Facilitate a transparent and objective software selection process.
6. Provide independent project management and implementation oversight services
during software deployment.
7. Help ensure the selected solutions are implemented on time, within budget, and
aligned with City objectives.
8. Support organizational change management, training coordination, testing
oversight, and go-live readiness.
4. SCOPE OF SERVICES
The consultant shall provide all labor, materials, tools, equipment, and supervision
necessary to perform the services described below.
Phase 1 – Project Initiation and Discovery
The consultant shall:
Conduct project kickoff meetings
Develop a project management plan and communication plan
Identify key stakeholders and governance structure
Review existing systems, documentation, contracts, and integrations
Conduct interviews, workshops, and stakeholder engagement sessions
Assess current business processes and workflows
Evaluate operational pain points and future needs
Review current reporting and analytics capabilities
Assess cybersecurity, compliance, and disaster recovery considerations
Evaluate current architecture and infrastructure dependencies
Deliverables
Project Management Plan
Stakeholder Engagement Plan
Current State Assessment Report
Business Process Documentation
Gap Analysis
Phase 2 – Needs Assessment and Requirements Development
The consultant shall:
Facilitate future-state business process discussions
Identify desired functionality and process improvements
Develop detailed business and technical requirements
Define integration requirements
Define reporting and dashboard requirements
Define data migration requirements
Identify implementation risks and mitigation strategies
Develop evaluation criteria and scoring methodology
Deliverables
Future State Business Process Documentation
Functional Requirements Matrix
Technical Requirements Matrix
Integration Requirements Documentation
Data Migration Requirements
Reporting and Analytics Requirements
Evaluation Criteria and Scoring Matrix
Phase 3 – Procurement Support and Vendor Selection
The consultant shall:
Assist the City in preparing software procurement documents
Develop RFP/RFQ technical specifications
Support vendor question and answer process
Evaluate proposals and vendor responses
Facilitate software demonstrations and workshops
Conduct reference checks
Assist with total cost of ownership analysis
Assist with contract review and negotiations
Prepare vendor evaluation summaries and recommendations
Deliverables
Software Procurement Documents
Vendor Evaluation Reports
Demonstration Scripts and Scoring Tools
Final Recommendation Report
Contract Negotiation Support Documentation
Phase 4 – Project Implementation Management
The consultant shall provide independent project management and implementation
oversight services, including:
Implementation project governance support
Schedule and milestone monitoring
Budget tracking and risk management
Coordination between City staff and software vendor
Data migration oversight
Integration oversight
Configuration and customization review
Testing oversight and quality assurance
Change management support
Training coordination
Go-live readiness assessment
Post-implementation stabilization support
Deliverables
Implementation Governance Framework
Risk Register
Status Reports
Testing and Quality Assurance Plans
Change Management Plan
Go-Live Readiness Assessment
Post-Implementation Review
5. DESIRED SYSTEM CHARACTERISTICS
The City is interested in modern solutions that may include:
Cloud-hosted SaaS architecture
Secure remote access capabilities
Mobile-friendly functionality
Workflow automation
Role-based security
Open APIs and integration capabilities
Advanced reporting and dashboards
Electronic document management integration (Laserfiche)
GIS integration capabilities
Customer self-service portal
Online payment processing
Automated notifications and communications
Scalability for future growth
Disaster recovery and business continuity capabilities
Compliance with applicable regulatory requirements
6. CONSULTANT QUALIFICATIONS
Proposing firms shall demonstrate:
Experience with local government ERP and utility billing system projects
Experience with California municipalities preferred
Experience conducting business process assessments
Experience with ERP and utility billing procurements
Experience providing independent project management services
Knowledge of public sector finance and utility operations
Experience with cloud-based enterprise solutions
Experience managing data migration and integrations
Availability of qualified personnel assigned to the project
The City prefers firms with demonstrated experience supporting projects involving:
Tyler Technologies
CentralSquare
Springbrook
Oracle
SAP
Workday
Other comparable municipal ERP and utility billing platforms
7. PROPOSAL REQUIREMENTS
Proposals shall include the following sections:
7.1 Cover Letter
Include:
Firm name and address
Primary contact information
Brief statement of understanding
Authorized signature
7.2 Firm Overview
Include:
Company history
Organizational structure
Office locations
Public sector experience
Relevant certifications
7.3 Project Approach and Methodology
Describe:
Proposed approach to the project
Methodology for needs assessment
Stakeholder engagement strategy
Procurement support methodology
Project management methodology
Risk management approach
Change management approach
7.4 Project Team
Include:
Organizational chart
Key personnel resumes
Relevant project experience
Roles and responsibilities
Availability of personnel
7.5 Relevant Experience and References
Provide:
At least three (3) comparable municipal projects
Client name and contact information
Project scope and outcomes
Project timeline and budget
Description of consultant role
7.6 Project Schedule
Provide:
Proposed timeline
Major milestones
Estimated duration for each phase
7.7 Cost Proposal
Include:
Detailed fee schedule
Hourly rates
Estimated hours by task
Reimbursable expenses
Optional services pricing
7.8 Exceptions
Identify any exceptions to the requirements contained in this RFP.
8. EVALUATION CRITERIA
Proposals may be evaluated using criteria including, but not limited to:
Criteria Weight
Relevant Experience and Qualifications 25%
Project Approach and Methodology 25%
Project Team Experience 20%
Understanding of Municipal Operations 15%
Cost Proposal 10%
References 5%
The City reserves the right to conduct interviews and request additional information from
shortlisted firms.
9. TENTATIVE PROJECT SCHEDULE
Milestone Date
RFP Release June 25, 2026
Questions Due July 14, 2026
Responses to Questions July 20, 2026
Proposal Due Date August 3, 2026
Interviews (Optional) August 10 - 11, 2026
Consultant Selection August 17, 2026
City Council Approval September 1, 2026
Milestone Date
10. SUBMISSION REQUIREMENTS
Proposals shall be submitted electronically in PDF format.
Submission Address
finance@sanjacintoca.gov
Proposal Deadline
August 3, 2026 @ 2:00pm
Late submissions may not be accepted.
11. QUESTIONS REGARDING THE RFP
All questions regarding this RFP shall be submitted in writing to:
Email: finance@sanjacintoca.gov
Subject: Financial Management / Utility Billing RFP
Questions submitted after the deadline may not be answered.
12. GENERAL TERMS AND CONDITIONS
12.1 Right to Reject
The City reserves the right to reject any or all proposals, waive informalities, and accept the
proposal deemed in the best interest of the City.
12.2 Costs Incurred
The City shall not be liable for any costs incurred by proposers in preparation of proposals.
12.3 Insurance Requirements
The selected consultant shall maintain insurance coverage meeting City requirements.
12.4 Public Records
All proposals submitted may become public records subject to disclosure under
applicable law.
12.5 Contract Negotiations
The City reserves the right to negotiate contract terms with the selected consultant.
12.6 Conflict of Interest
Consultants shall disclose any potential conflicts of interest.
12.7 Independent Consultant
The consultant shall act as an independent contractor and not as an employee of the City.
14. ANTICIPATED PROJECT OUTCOMES
The City anticipates that completion of this project will result in:
Clearly documented operational and technology requirements
Improved business processes and operational efficiencies
Selection of modern and scalable enterprise solutions
Reduced manual processes and redundant data entry
Improved reporting and analytics capabilities
Enhanced customer service capabilities
Improved cybersecurity and system reliability
Better integration across City departments
A successful and well-managed implementation process
15. CITY RESERVATION OF RIGHTS
The City reserves the right to:
Modify or cancel this RFP at any time
Request clarification or additional information
Conduct investigations regarding proposer qualifications
Negotiate scope and fees
Award contracts in whole or in part
Issue addenda to this RFP
END OF REQUEST FOR PROPOSALS
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services- NAN/A
August 10, 2026
Page 1 of 1
City of San Jacinto
Needs Assessment and Project
Implementation Management
Services
Respectfully Submitted By:
Patrick Griffin
Proposal Prepared For:
Managing Director
pgriffin@sdipresence.com
714-975-4150
August 10, 2026
SDI Presence – Anaheim | 4368 E. La Palma Ave., Anaheim, CA 92807 | www.sdipresence.com | Toll: 888.YOUR.SDI (888.968.7734)
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page i
Table of Contents
7.1 Cover Letter ................................................................................................................................................... 1
7.2 Firm Overview .............................................................................................................................................. 3
7.3 Project Approach and Methodology .................................................................................................... 8
7.4 Project Team .............................................................................................................................................. 26
7.5 Relevant Experience and References ................................................................................................ 29
7.6 Project Schedule ....................................................................................................................................... 33
7.7 Cost Proposal ............................................................................................................................................. 34
7.8 Exceptions .................................................................................................................................................. 36
Appendix A Conflict of Interest .................................................................................................................. 37
Appendix B Insurance Requirements ...................................................................................................... 38
Appendix C SDI Advisory & Consulting Clients ..................................................................................... 39
Appendix D Resumes ..................................................................................................................................... 44
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 1
7.1 Cover Letter
August 10, 2026
Mr. Derek Williamson, Chief Innovation Officer
City of San Jacinto
595 S San Jacinto Ave
San Jacinto, CA 92583
Re: RFP for Needs Assessment and Project Implementation Management Services
Dear Mr. Williamson,
SDI Presence LLC (SDI), through its Advisory & Consulting Practice, respectfully submits this proposal to
the City of San Jacinto (City) for the provision of advisory and project management services to support the
City's Financial Management and Utility Billing System modernization initiative, including needs
assessment, requirements development, procurement support, and project implementation management
services.
SDI brings more than 30 years of experience supporting public sector agencies with complex technology
initiatives. Since 1996, we have partnered with over 200 government entities to plan, procure, implement,
and optimize enterprise systems. In alignment with the City of San Jacinto’s requirements, SDI has
successfully delivered ERP advisory and implementation services for more than 70 cities and public
agencies of similar size and complexity. Our recent and ongoing engagements include:
City of Riverside City of Downey City of Torrance
City of Lincoln City of Manhattan Beach City of Merced
City of Scottsdale, AZ City of Redlands City of Monterey
City of Rialto City of Vernon City of Yucaipa
Through these engagements, SDI has provided comprehensive services spanning project planning,
business process analysis, ERP needs assessments, requirements development, procurement
strategy, vendor evaluation, contract negotiation, and implementation project management—
directly aligning with the scope outlined in this RFP.
To complete this project, SDI will apply a proven and structured project delivery methodology that
integrates project management, business process assessment, requirements development,
procurement support, and implementation oversight to help the City successfully modernize its ERP
environment while minimizing project risk and disruption to daily operations. During new system
implementation, SDI will apply proven project management protocols to help ensure that new
system features and functionality are fully vetted, implemented, and adopted in accordance with
best business practices, maximizing the value of the City's investment.
SDI confirms that we have reviewed this RFP in its entirety and will comply with all requirements,
terms, and conditions set forth by the City of San Jacinto. We are confident that our experience,
qualified personnel, and disciplined approach position us to deliver high-quality results aligned with
the City's objectives and project requirements. Our response is valid for 120 days.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 2
SDI is prepared to begin work upon execution of an agreement approved by the City Council. As Chief
Financial OZicer of SDI, I am authorized to bind the company. Should you have any questions or require
additional information, please contact Managing Director Patrick GriZin at pgriZin@sdipresence.com or
714-975-4150. Mr. GriZin is authorized to negotiate terms and is responsible for the contents of this
proposal.
Thank you for your consideration.
Sincerely,
Shoma Meyer
Chief Financial Officer
SDI Presence LLC
200 E. Randolph Street, Suite 3550 Chicago, IL 60601
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 3
7.2 Firm Overview
SDI Presence LLC (SDI)
SDI Presence LLC (SDI) is a technology consulting and
services firm with more than 30 years of experience
supporting public and private sector organizations and
helping clients advance to a secure digital enterprise. SDI is a
certified Minority Business Enterprise (MBE) providing
strategic consulting, advisory, managed services, and
technology solutions to clients that include state and local
government agencies and some of the nation’s largest
airports, utilities, and commercial real estate portfolios.
The services proposed to the City will be delivered through
SDI’s Advisory & Consulting Practice, which specializes in
independent, vendor-neutral consulting for public agencies.
The practice supports ERP strategy and procurement,
business and technology assessment, implementation
advisory, organizational readiness, governance, data planning,
cybersecurity, and related modernization initiatives.
SDI Core Services
SDI offers a broad technical skill set to our clients, offering deep expertise in each stage of the traditional or
cloud-based systems lifecycle. SDI brings a well-rounded team of professional business consultants,
certified technicians and years of mission-critical IT experience to each of our client engagements.
Advisory & Consulting
Expert guidance to help organizations navigate
complexity, drive strategy, and achieve
operational excellence.
IT Managed Services
Comprehensive IT support ensures reliable
operations, enhanced security, and scalable
performance through expert management.
Enterprise Data & AI
Transforming enterprise data into actionable
insights with AI-driven solutions that accelerate
innovation and decision-making.
Public Safety
Mission-critical technology solutions that
empower public safety agencies to respond
faster, collaborate better, and protect
communities.
ServiceNow
Streamlining workflows and boosting productivity
with tailored ServiceNow solutions that unify
systems and drive digital transformation.
Enterprise Asset Management
Optimizing asset performance and lifecycle
management to reduce downtime, control
costs, and drive operational efficiency.
SDI Snapshot:
•Headquartered in Chicago
•30+ Years IT ConsulHng/Systems
IntegraHon/ImplementaHon Experience
•400+ Business Professionals
•87% Customer SaHsfacHon RaHng / 89
Promoter Score
•ConHnuously awarded the “Best Places
to Work” RecogniHon since 2018
•Financial Stability:
-2025 Revenue - $99.18M
-Backed by Private Equity Firm - Abry
Partners with $5B under management
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 4
Organizational Structure
The firm is organized into four Strategic Business Units (SBUs) aligned to key public-sector and regulated
industry markets:
• SLED West – State, Local, and Education clients west of the Rocky Mountains
• SLED East – State, Local, and Education clients east of the Rocky Mountains, with additional
support for municipal utilities in western regions
• Utilities – National investor-owned and municipal utility clients
• ACORE – Aviation, Commercial, and Real Estate sectors
SDI's corporate leadership provides enterprise-wide governance, resource coordination, and strategic
direction to ensure consistency, compliance, and alignment with client objectives. This organizational
structure enables SDI to deliver responsive, high-quality ERP consulting services while maintaining the
governance, quality assurance, and scalability required to successfully support public-sector ERP
modernization projects.
The City’s project will be delivered by SDI’s Advisory & Consulting Practice, which is managed out of the
SLED West SBU.
O8ice Locations
SDI is headquartered in Chicago, Illinois with regional offices in Anaheim and Sacramento, California;
Atlanta, Georgia; and Dallas/Fort Worth, Texas.
Public Sector Expertise and Experience
SDI has extensive experience assisting local government agencies with ERP modernization and related
technology advisory initiatives. To date, SDI’s Advisory & Consulting Practice has supported more than 70
public agencies—including municipalities, counties, water districts, fire districts, and utility districts—with
ERP assessments, business process evaluations, cybersecurity assessments, requirements development,
procurement, vendor selection, implementation project management, and organizational change
management. These engagements have enabled SDI to help clients strengthen business processes,
technology governance, cybersecurity, and enterprise operations while successfully planning, procuring,
and implementing modern ERP solutions.
The following table identifies our representative ERP clients, past and present.
• City of Alameda • City of Benicia • City of Burlingame
• Camrosa Water District • City of Carson • City of Carson City (NV)
• City of Chino • City of Chino Hills • Chino Valley Ind. Fire Dist.
• Coachella Valley Water • Consumnes CSD • Cucamonga Valley Water
• City of Davis • Douglas County (NV) • City of Downey
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 5
• City of Dublin • East Bay Regional Park • City of Fremont
• City of Fresno • City of Gilroy • City of Glendale
• City of Half Moon Bay • City of Indio • Inland Empire Utilities
• City of Hawaiian Gardens • City of La Quinta • Lakeside Fire Protection
• Las Virgenes Water District • City of Lincoln • City of Manhattan Beach
• City of Merced • City of Millbrae • City of Monterey
• Moulton Niguel Water • City of Ontario • City of Paso Robles
• Placer County • City of Pleasant Hill • City of Poway
• City of Rancho Cucamonga • City of Redlands • City of Redwood City
• City of Rialto • Riverside Co. Trans. Comm. • City of Riverside
• City of Rohnert Park • Sacramento Metro. Fire • Santa Clara Valley Water
• San Benito County • City of Seal Beach • San Joaquin COG
• City of San Ramon • City of Scottsdale AZ • Silicon Valley Clean Water
• Sonoma County • South Lake Tahoe PUD • City of Sunnyvale
• City of Torrance • City of Walnut Creek • City of Vacaville
• City of Vernon • City of Yuba City • City of Yucaipa
What Sets SDI Apart from Other Advisory Firms
SDI’s Advisory & Consulting Practice has been partnering with local government clients for more than 30
years, providing technology advisory services to assist organizations increase efficiency by maximizing the
use of technology to support best business practices. Our advisory team has worked with more than 200
local government clients to complete technology plans, implement new technology, and maximize the use
of existing technology systems. The practice maintains a vendor-neutral approach and does not receive
commissions, referral fees, reseller compensation, implementation incentives, revenue-sharing
arrangements, or other compensation from ERP software vendors related to our consulting
recommendations. SDI has no financial interest in the selection of any specific ERP solution and is
committed to providing objective guidance that supports a transparent, defensible procurement process
and enables the City to make informed decisions that are in the City's best interest.
While our list of satisfied clients is a testament to our success, one of the most compelling aspects that
sets SDI’s advisory team apart from other consulting firms is the history and background of the team
members. Our advisory consultants are seasoned local government professionals: former CIOs, IT
Directors, Finance Directors, and City Executives who have experienced the challenges local governments
face and who apply their real-world experience to meet the needs of today’s clients. This experience is an
essential component of the SDI advisory team’s success with local government customers.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 6
The following table summarizes how SDI's qualifications align with the City's priorities.
San Jacinto
Qualification / Priority SDI Qualifications
1. Independent,
vendor-neutral
advisory services
Vendor-neutral advisory practice with no reseller relationships,
commissions, referral fees, or implementation incentives tied to any
ERP software provider.
2. Local government
ERP and utility billing
system experience
More than 70 local government ERP assessment, procurement,
selection, and implementation engagements, including ERP and utility
billing system projects for public agencies.
3. California municipal
experience
Extensive experience serving California cities, counties, and special
districts on ERP modernization, procurement, implementation, and
technology advisory engagements.
4. Business process
assessment
expertise
Extensive experience facilitating stakeholder workshops, documenting
current- and future-state business processes, conducting gap
analyses, and developing comprehensive business and technical
requirements.
5. ERP and utility billing
procurement
expertise
Proven methodology for preparing procurement documents, developing
evaluation criteria and scoring methodologies, facilitating
demonstrations, evaluating proposals, conducting reference checks,
supporting total cost of ownership analyses, and assisting with contract
negotiations.
6. Independent project
management
services
Independent project management and implementation oversight
focused on governance, quality assurance, risk management, issue
resolution, testing oversight, and successful ERP implementation.
7. Public sector finance
and utility operations
knowledge
Project team includes former Finance Directors, CIOs, IT Directors, and
other public-sector executives with practical experience supporting
municipal finance, utility billing, enterprise operations, cybersecurity,
and technology governance.
8. Cloud-based
enterprise solutions,
data migration, and
integrations
Extensive experience evaluating cloud-based ERP solutions, defining
integration strategies, planning data migration activities, and
documenting technical requirements, including technology
architecture, cybersecurity, compliance, and disaster recovery
considerations as part of ERP planning engagements.
9. Qualified personnel
assigned to the
project
Experienced project team of former local government executives and
ERP consultants with specialized expertise in procurement,
implementation, project management, organizational change
management, and public-sector technology modernization.
Collectively, these capabilities enable SDI to provide independent guidance throughout the City's ERP
modernization initiative—from initial assessment and requirements development through procurement,
implementation oversight, and organizational readiness.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 7
Relevant Certifications
SDI’s employee population of over 400 professionals possess a number of certifications in a variety of areas
including cybersecurity, change management, project management, ethical hacking, and other technology
related areas. Specific to the Advisory & Consulting Practice team, the following information is provided:
Certification / Former Job Title Advisory Count
Project Management Professional 3
Chief Financial Officer (CFO) 2
Chief Information Officer (CIO) 7
Professional in Human Resources (PHR) 1
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 8
7.3 Project Approach and Methodology
Project Approach
SDI has been delivering successful IT planning, procurement, and project management services to public
sector clients since 1996. We have assisted over 70 local agency clients with ERP-related services and
possess the knowledge, skills, and abilities to assist the City with this important project.
SDI offers our clients proven methodologies and tools designed specifically to meet the unique needs of
public sector agencies. Since our inception, we have invested in and developed methodologies, tools, and
supporting processes designed specifically for the unique needs and requirements of local government
agencies. SDI constantly reviews and updates the knowledge base included in these toolkits based on
experience with our clients. SDI will utilize project management processes and standards to ensure the
City’s objectives are met. SDI’s approach will include the following:
• Use of a structured, proven approach to ensure a comprehensive understanding of the City’s
requirements and needs
• Fully identifying and disclosing potential risks and realistic risk mitigation strategies
• Managing the expectations of users and stakeholders throughout the process to ensure a
realistic level of expectation upon implementation of the enterprise ERP system
• Minimizing disruption to daily City operations
• Establishing solid project management practices including schedule, time, and resource
management; communications management; issues management; risk management; and
quality management
We recognize that the City is interested in more than simply procuring a new ERP system—you require the
expertise of a proven, independent advisor with significant experience and knowledge of local government
operations, ERP solutions, and public-sector technology projects. The City is seeking a consultant that can
successfully guide the organization through business process assessment, requirements development,
procurement, vendor evaluation, and implementation project management while providing practical
recommendations to improve business processes, organizational efficiency, and operational effectiveness.
SDI is prepared to support the City with a proven team of dedicated professionals who have extensive
experience helping local government agencies successfully plan, procure, and implement modern ERP
solutions.
SDI's project management framework was developed to help minimize project risk, increase opportunities
for operational efficiencies, and support the successful completion of complex ERP modernization
initiatives. Our approach is to remain flexible, focus on the City's priorities, and work collaboratively with
City staff to ensure we are maximizing the use of available resources throughout the engagement. We
recognize that project priorities may evolve as the needs assessment, procurement, and implementation
activities progress, and SDI is prepared to adjust our level of effort and focus accordingly to best support
the City's objectives.
Project Methodology to the City’s Scope of Work
SDI’s approach to enterprise system procurements and implementations is designed to address the
City’s operational, technical, governance, and implementation objectives in a practical and
disciplined manner.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 9
Our methodology, as shown in Figure 1, reflects SDI’s proven ERP advisory approach while aligning with the
City’s stated expectations and desired project outcomes related to governance, business process analysis,
organizational readiness, risk management, procurement strategy, implementation readiness, and long-
term ERP success. While SDI’s task structure and methodology may differ in organization or terminology
from the RFP, our approach is specifically designed to address the services requested and achieve the
City’s desired project outcomes. SDI will collaborate closely with the City to support a successful ERP
selection and position the City for a disciplined implementation.
Figure 1 – SDI Methodology for New System Procurement and Implementation
Alignment of the City's Project Scope with SDI's Proven Project Delivery
Methodology
The following table summarizes SDI's project approach and illustrates how our proven ERP Project Delivery
Methodology aligns with the City's phased project approach. It is important to note that SDI's Needs
Assessment / Gap Analysis methodology spans both the City's Project Initiation & Discovery phase and
Needs Assessment & Requirements Development phase, providing a logical progression from
understanding the current operating environment to defining the future-state business and technical
requirements necessary to support a successful ERP procurement.
-1 -
PROJECT
MANAGEMENT
1.1 –Project Sponsor Planning Mee5ng
1.2 –Work Plan Development
1.3 –Kickoff Mee5ng
-2 -
NEEDS
ASSESSMENT /
GAP ANALYSIS
2.1 –Request and Review Documenta5on
2.2 –Conduct System Requirements Workshops
2.3 –Document Func5onal Requirements
2.4 –Document Interfaces/Technical Requirements
2.5 –Document Data Conversion Requirements
2.6 –Complete ERP Needs Assessment & Gap Analysis Report
-3 -
RFP
DEVELOPMENT
3.1 –Prepare DraT Request For Proposal (RFP)
3.2 –Review DraT RFP With Stakeholders
3.3 –Iden5fy and No5fy Poten5al Bidders
3.4 –Release RFP
-4 -
VENDOR
EVALUATION &
SELECTION
4.1 –Address Vendor Ques5ons
4.2 –Prepare Evalua5on CommiZee
4.3 –Conduct Ini5al Screening of Proposals
4.4 –Assist with Review and Scoring of Proposals
4.5 –Prepare for Proof of Capabili5es (POC)
4.6 –Facilitate POC Sessions
4.7 –Assist with Due Diligence
4.8 –Prepare Vendor Selec5on Report
•Status Report Format and Frequency
•Project Work Plan
•Kickoff Mee5ng Presenta5on
•Documenta5on Request Lis5ng
•Func5onal and Opera5onal Requirements
•Interface and Technical Requirements
•Data Conversion Requirements
•ERP Needs Assessment & Gap Analysis Report
•DraT RFP
•Final RFP
•Poten5al Bidder's List
SDI TASKS SUB-TASKS DELIVERABLES
•Vendor Ques5on Responses
•Evalua5on Scoring Methodology and Matrix Template
•Proposal Evalua5on Summary
•POC Session Agenda and Scripts
•POC Evalua5on Summary
•Vendor Selec5on Report
-5 -
CONTRACT
NEGOTIATIONS
5.1 –Research Prior Vendor Agreements
5.2 –Conduct Ini5al Agreement Review
5.3 –Facilitate Nego5a5on Strategy Workshop
5.4 –Conduct Nego5a5on Mee5ngs
5.5 –Obtain City Council Approval
•Final Agreements with Vendor
•City Council Mee5ng Par5cipa5on
Phase 1:
Project Ini,a,on &
Discovery
Phase 2:
Needs Assessment &
Requirements Development
Phase 3:
Procurement Support &
Vendor Selec,on
-6 -
INITIATE
•Project Kickoff Presenta5on
•Project Scope and Baseline Plan
-7 -
IMPLEMENT
7.1 –Monitor Project Execu5on and Control
7.2 –Assist with Business Process and Change
Management Ac5vi5es
7.3 –Support Establishment of Op5mal SoTware and
Hardware Configura5on
7.4 –Assist with System Setup and Configura5on
7.5 –Define System Data Conversion and Tes5ng
Requirements
7.6 –Assist with Development of Required Integra5ons
Between SoTware Systems
7.7 –Support User Acceptance Tes5ng
7.8 –Coordinate Training for Users and System
Administrators
7.9 -Complete Readiness Assessment and Ensure
Opera5onal Readiness
7.10 –Monitor Phased Implementa5on and Cutover
7.11 –Par5cipate in Post Implementa5on Ac5vi5es
•Updated Project Plan
•Project Status Reports, Risk/Issue Tracking Log
•Vendor Deliverables Tracking Log/Punch List
•SoTware and Hardware Acquisi5on & Installa5on Oversight
•System Setup and Configura5on Oversight
•Data Conversion Requirements and System Tes5ng
•System Integra5ons Support
•Independent Verifica5on and Valida5on
•Training Requirements and Schedule
•Readiness Assessment Checklist
•Oversight of Phased Implementa5on and Cutover into Produc5on
•Post Implementa5on Ac5vi5es Par5cipa5on
Phase 4:
Project Implementa,on
Management
6.1 –Project Scope Review
6.2 –Kickoff Mee5ng
6.3 –Project Scope and Baseline Schedule Update
6.4 –Update Project Plan
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 10
City of San Jacinto
Project Phase
Corresponding SDI Project Delivery
Tasks
Representative SDI Deliverables
Phase 1 – Project
Initiation &
Discovery
Task 1 – Project Management
Task 2 – Needs Assessment / Gap
Analysis (Discovery and Current-State
Assessment)
Project Management Plan,
Stakeholder Engagement Plan,
Current-State Business Process
Documentation, Needs Assessment,
Gap Analysis
Phase 2 – Needs
Assessment &
Requirements
Development
Task 2 – Needs Assessment / Gap
Analysis (Future-State Requirements
Development)
Future-State Business Process
Documentation, Functional
Requirements Matrix, Technical
Requirements Matrix, Integration
Requirements, Data Migration
Requirements, Reporting & Analytics
Requirements
Phase 3 –
Procurement
Support & Vendor
Selection
Task 3 – RFP Development
Task 4 – Vendor Evaluation & Selection
Task 5 – Contract Negotiations
Software Procurement Documents,
Evaluation Criteria & Scoring Matrix,
Vendor Evaluation Reports,
Demonstration Scripts & Scoring
Tools, Final Recommendation
Report, Contract Negotiation Support
Documentation
Phase 4 – Project
Implementation
Management
Task 6 – Initiate
Task 7 – Implement
Project Status Reports, Risk & Issue
Logs, Implementation Oversight,
Testing & Training Oversight,
Readiness Assessment, Go-Live and
Post-Implementation Support
The information on the following pages is organized into two major sections: 1. New System Procurement
and 2. New System Implementation Support. This structure is intended to clearly distinguish the base
procurement advisory work from the implementation support services requested in the RFP.
1. Methodology for New System Procurement (SDI Tasks 1 – 5)
The following work plan describes SDI’s approach to supporting the City through the ERP procurement
process, including project governance, business process and requirements analysis, organizational
readiness considerations, procurement strategy development, vendor evaluation, and contract negotiation
support.
• Task 1 – Project Management – establishes the foundation for efective project governance,
communication and the successful completion of the project.
• Task 2 – Needs Assessment / Gap Analysis – encompasses a thorough discovery of the
City’s specific objectives and needs to ensure all the features, functions, and requirements
necessary are defined and documented and communicated through the resulting
documents for inclusion in the RFP.
• Task 3 – Procurement Strategy & Request for Proposal Development – recommends the
procurement strategy and develops of the Request for Proposal and supporting documents
to meet the procurement requirements of the City.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 11
• Task 4 – Vendor Evaluation & Selection – provides the structure for a fair and organized
means to complete the review and decision process to select the best solution presented.
• Task 5 – Contract Negotiations – results in formal completion of agreements with the
selected ERP solution vendor and the City.
Please note that the 2. New System Implementation Support section follows the discussion of our new
system procurement approach and methodology. Our methodology for Tasks 6 and 7 covers the
implementation project management services requested by the City. SDI has been successfully providing
related implementation advisory and support services with many of our clients.
The following Figure 2 provides a graphic of the tasks, sub-tasks, activities, and deliverables for our
proposed methodology related to the New System Procurement activities. Immediately following the
graphic, we provide a detailed work plan detailing the tasks and the associated deliverables for each phase
of the ERP procurement activities. Throughout all project phases, SDI will incorporate governance,
organizational readiness, stakeholder alignment, communication planning, and risk management activities
to help support successful project execution and long-term ERP adoption.
Figure 2 – Project Tasks , Activities, and Deliverables for New System Procurement
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 12
Task 1 – Project Management
The purpose of the Project Management task is to prepare for, initiate, and manage the project under a well-
defined and communicated work plan. This stage includes confirming our understanding, as well as the
understanding of the stakeholders, regarding the scope of work and the process for accomplishing the
overall project objectives.
Sub-Task 1.1 - Project Sponsor Planning Meeting
TASK DESCRIPTION: SDI will meet with the City’s Project Sponsor and other key staff to complete
a detailed review of the scope of work, project timeline, deliverables, project status methods,
project participants (i.e., sponsor, subject matter experts, technical resources, etc.), and other
items to ensure a well-planned project. During this meeting, SDI will discuss the tools and
templates that will be leveraged.
DELIVERABLE: Status Report Format and Frequency
Sub-Task 1.2 - Work Plan Development and Review
TASK DESCRIPTION: SDI will develop a Work Plan that identifies the project approach, methods,
tasks, activities, resources, schedule, budget, deliverables, issue and risk management, and
major milestones.
DELIVERABLE: Project Work Plan
Sub-Task 1.3 – Kickoff Meeting
TASK DESCRIPTION: Since the project will have an enterprise-wide impact, it is important to
proactively communicate with all impacted staff to ensure a clear understanding of project goals
and objectives, roles and responsibilities, approach, tasks, and timeline. The Kickoff Meeting also
provides the opportunity to introduce the SDI team to City staff and should involve senior level
management and project sponsors to provide an introduction of this Citywide endeavor. It is
important that all City staff that will be involved in the project, regardless of their role, participate
in the project kickoff.
DELIVERABLE: Kickoff Meeting Presentation
Task 2 – Needs Assessment & Gap Analysis
During Task 2, SDI will develop an accurate and clear understanding of the current environment, as this
provides the initial baseline from which to begin defining the desired future state of the new ERP system.
During this task it is necessary to identify and prioritize future system features and functions, and to consider
potential changes to current processes through the adoption of best business practices and
implementation of a modern Enterprise Resource Planning system. A key success factor to implementing a
best fit solution is having a comprehensive understanding of the City’s true needs and requirements.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 13
Sub-Task 2.4 - Document Interfaces / Technical Requirements
TASK DESCRIPTION: During our work efforts in the prior tasks, SDI will identify required or desired
interfaces and integration opportunities between the ERP system and other data repositories. This
helps ensure that an integration point or interface is not missed. SDI will also work with City staff
to identify any interface standards that should be included in the RFP (i.e., City preferred interface
methods). In addition, SDI will work with the City to develop other technical requirements as
necessary.
DELIVERABLE: Interface and Technical Requirements
Sub-Task 2.1 – Request and Review Documentation
TASK DESCRIPTION: SDI understands that City staff have limited time to dedicate to this project.
Consequently, we will make every effort to be as prepared as possible before asking for staff time.
To accomplish this, SDI will request documentation to familiarize ourselves with the current
environment, processes, procedures, policies, transaction levels, organizational responsibilities,
reports, technical documentation, etc. It is not SDI’s intent to create work for the staff with this
task - if requested documentation does not exist, then it should not be created now.
DELIVERABLE: Documentation Request Listing
Sub-Task 2.2 – Conduct System Requirements Workshops
TASK DESCRIPTION: SDI will conduct workshops with the City’s functional subject matter
experts in all City departments. For the Finance Department interviews, the workshops will occur
at a functional level (i.e., general ledger, budget, fixed assets, accounts receivable, inventory,
purchasing, accounts payable, grant and project accounting, treasury, etc.). For other City
departments, typically a single workshop per department will provide the information necessary
to complete an analysis of potential ERP applicability for those department functions. Outcomes
of the workshops will include discussions of current processes, practices, policies, and
procedures related to the City’s use of the ERP system. The workshops will also explore unmet
needs and focus on identifying new features and functions that can improve existing operations.
SDI’s approach to conducting the requirements workshops involves more than just gathering
information from the City’s subject matter experts. It includes educating and/or collaborating with
staff on best practices and how evolving technology capabilities (i.e., workflow, reporting,
integration, dashboards, document management, etc.) can be applied to the future environment.
Sub-Task 2.3 - Document Functional Requirements
TASK DESCRIPTION: SDI will utilize the information gathered during Task 2.2 above to document
the City’s existing and desired functional requirements so that the RFP provides a comprehensive
description of the City’s requirements.
DELIVERABLE: Functional and Operational Requirements
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 14
Sub-Task 2.5 – Document Data Conversion Requirements
TASK DESCRIPTION: SDI will document the City’s data conversion requirements so that
proposers can include the costs and approach for completing data conversion in their proposals.
SDI will meet with the City’s technical and business subject matter experts to identify and
document these requirements.
DELIVERABLE: Data Conversion Requirements
Sub-Task 2.6 – Complete Needs Assessment & Gap Analysis Report
TASK DESCRIPTION: SDI will utilize the results of prior data gathering activities to develop a
Needs Assessment & Gap Analysis report. The report will document our observations regarding
the City’s current business practices and areas in which current needs are not being met by the
current ERP solution.
DELIVERABLE: ERP Needs Assessment & Gap Analysis Report
Task 3 – Request for Proposal (RFP) Development
The efforts in this task will consolidate all relevant information gathered in the prior tasks to create an RFP
that clearly defines the requirements and objectives of the City. The quality and accuracy of vendor
responses are significantly improved using a well-organized, accurate, and clear RFP. A strong RFP is
critical as it provides the foundation for evaluating the vendor and ultimately provides the basis for a solid
agreement between the City and the successful vendor.
Sub-Task 3.1 – Prepare Draft Request for Proposal (RFP)
TASK DESCRIPTION: SDI will prepare a draft RFP for review by the Project Stakeholders and
identified key staff. If the City has an existing preferred RFP template, SDI will conduct a review
and compare the City templates to SDI’s proven ERP RFP template. In addition, if necessary, SDI
will meet with the City’s purchasing and/or legal resources to verify RFP terms and conditions.
At a minimum, an RFP should include the following components: purpose and objectives,
background, evaluation criteria and selection process, timeline, submission requirements
(including forms and templates), RFP terms and conditions, current environment descriptions,
business, and operational metrics, functional requirements, technical requirements and
standards, and pricing proposal submission requirements.
DELIVERABLE: Draft RFP
Sub-Task 3.2 – Review Draft RFP with Stakeholders
TASK DESCRIPTION: SDI recommends that the draft RFP be distributed to the City project team
and subject matter experts for careful review. After staff has had the opportunity to review the RFP,
SDI will conduct a meeting to address any changes, questions, or concerns.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 15
Sub-Task 3.3 – Identify & Notify Potential Bidders
TASK DESCRIPTION: While online vendor portal sites provide a valuable channel for making an
RFP publicly available, SDI believes it is in the City’s best interest to alert qualified vendors of the
upcoming RFP release. SDI will compile a comprehensive list of public sector ERP solution
vendors that provide potential solutions and will review the listing with the City and assist the City
in creating a notification message that can be distributed via email.
DELIVERABLE: Potential Bidder’s List
Sub-Task 3.4 – Release RFP
TASK DESCRIPTION: SDI will incorporate any recommended modifications to the draft RFP into a
final document and will assist with distribution of the RFP.
DELIVERABLE: Final RFP
Task 4 – Evaluation & Vendor Selection
The process for selecting a suitable, best fit ERP solution vendor requires the City to follow a structured
methodology. The goal of this task is to ensure that the vendor that is the “best fit” for the City is selected.
Up to this point in the project, the City will have invested heavily in establishing the foundation upon which
a best fit selection will be made. The sub-tasks during this task are focused on ensuring a careful and
detailed review of information provided in response to the RFP are conducted, as well as independent
research, validation, and verification of content.
Sub-Task 4.1 – Address Vendor Questions
TASK DESCRIPTION: Release of a clear and well-structured RFP will dramatically reduce the
number of vendor questions. However, due to the complex nature of ERP procurements, the City
should anticipate that vendors will submit questions that must be addressed to ensure quality
proposals are received. In this task, SDI will assist the City in responding to vendor questions.
DELIVERABLE: Vendor Question Responses
Sub-Task 4.2 – Prepare Evaluation Committee
TASK DESCRIPTION: SDI will work with the City to identify the evaluation team and prepare an
evaluator’s packet that includes clear descriptions and direction of the evaluation methodology.
The packet will also include a scoring template to assist the evaluator in tabulating their results.
DELIVERABLE: Evaluation Scoring Methodology and Matrix Template
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 16
Sub-Task 4.3 – Conduct Initial Screening of Proposals
TASK DESCRIPTION: SDI will conduct a screening evaluation of all proposals to determine which
vendors and proposals meet the mandatory RFP requirements and minimum qualifications. SDI
will present the results of our screening evaluation to the City. The City can use this information
as a guide to determine which proposals require a detailed review.
DELIVERABLE: Proposal Evaluation Summary
Sub-Task 4.4 – Assist with Review and Scoring of Proposals
TASK DESCRIPTION: The evaluation team will review and rate the proposals per the evaluation
criteria. In addition, SDI will review proposals to identify issues, concerns, questions, or
clarifications that should be addressed, and will provide this information to the evaluation team
and be available to the evaluators for consultation. SDI will assist the City in arriving at a
preliminary evaluation scoring matrix that identifies a short list of preferred vendors.
Sub-Task 4.5 – Prepare for Proof of Capabilities (POC)
TASK DESCRIPTION: Conducting proof-of-capabilities (POC) sessions with short-listed vendors
is a key component of the selection process. This provides the vendors with the opportunity to
fully demonstrate their solutions using City provided demonstration scenarios and scripts. As part
of this task, SDI will develop the POC meeting agenda, scenarios, and scripts for the City to review.
In addition, SDI can facilitate interaction between the City and the vendors to help ensure the
vendor is adequately prepared to complete the POC. The POC provides valuable input into
contract negotiations and helps clarify risk areas for special consideration.
DELIVERABLE: POC Session Agenda and Scripts
Sub-Task 4.6 – Facilitate POC Sessions
TASK DESCRIPTION: SDI will facilitate the POC sessions to keep vendors on schedule and ensure
all POC scripts are completed. At the conclusion of each vendor POC session, SDI will facilitate a
debrief meeting with the evaluators to capture feedback and update the evaluation scoring matrix
accordingly. This information will be used in the Vendor Selection Report (Task 4.8).
DELIVERABLE: POC Evaluation Summary
Sub-Task 4.7 – Assist with Due Diligence
TASK DESCRIPTION: SDI will assist the City in planning for and completing reference checks and
site visits (if desired by City). While SDI is available to conduct the reference checks, it has been
our experience that these are best performed by City staff because of the information exchange
and opportunity to further network.
Sub-Task 4.8 – Prepare Vendor Selection Report
TASK DESCRIPTION: Using all the information and work products created to date, SDI will draft a
Vendor Selection Report that outlines the process followed and the results of the evaluation. SDI
will provide the City the opportunity to review a draft report and provide feedback. SDI will then
publish a final Vendor Selection Report, which can be utilized as part of the City’s written
recommendation for City Council presentation.
DELIVERABLE: Vendor Selection Report
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 17
Task 5 – Contract Negotiations
Key terms, conditions, scope, and pricing terms must be fully resolved before concluding a final agreement.
The purpose of the Contract Negotiations task is to formalize and implement a negotiation strategy to
ensure the City obtains a favorable contract and all outstanding issues are resolved. SDI brings significant
experience in contract negotiations that will help ensure an agreement that fully protects the City while
supporting a successful implementation.
Sub-Task 5.1 – Research Prior Vendor Agreements
TASK DESCRIPTION: SDI will seek out and review available agreements. The review will include
evaluating terms and conditions, pricing, payment terms, milestones, and more. The information
gathered will be compared to that which was submitted with the RFP with the goal of identifying
any gaps or more favorable terms and conditions.
Sub-Task 5.2 – Conduct Initial Agreement Review
TASK DESCRIPTION: SDI will perform a review and provide feedback on the proposed agreement
templates. Based on our experience, the City should expect multiple agreements (i.e., software
licensing, maintenance and support, professional services, third-party software, etc.). SDI will
provide the City guidance and assistance on the agreement review to help prepare for subsequent
negotiations.
Sub-Task 5.3 – Facilitate Negotiation Strategy Workshop
TASK DESCRIPTION: SDI will facilitate a workshop with key City staff to develop the negotiation
strategy. The workshop will focus on outstanding issues and questions, as well as areas of high
risk that need to be addressed. A well-planned negotiation strategy reduces the negotiation
timeline, reduces frustration among the parties, ensures the City presents a unified front, and
reduces the risk that items will be overlooked.
Sub-Task 5.4 – Conduct Negotiation Meetings
TASK DESCRIPTION: SDI will assist the City in preparing for negotiation meetings and will attend
to support City staff. If the City desires, SDI is available to facilitate the negotiation meetings. SDI
will take the lead in recording the minutes from the meetings to capture outstanding items, next
steps, and critical dates.
DELIVERABLE: Final Agreements with Vendor
Sub-Task 5.5 – Assist in Obtaining City Council Approval
TASK DESCRIPTION: SDI will attend and/or participate in the City’s presentation of the vendor
agreements to the City Council for approval. SDI’s level of participation will be at the City’s
direction.
DELIVERABLE: City Council Meeting Participation
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 18
2. Methodology for New System Implementation (SDI Tasks 6-7)
As mentioned earlier, the New System Implementation section follows the discussion of our new system
procurement approach and methodology.
SDI’s project management framework was developed to help minimize risk, increase opportunities for
efficiencies, and ensure that the implementation project remains on schedule. Our approach to these
projects is to remain flexible, focus on tasks that the City directs us to complete, and work collaboratively
with the City to ensure that we are maximizing the use of available resources. SDI is open to modifying
and/or adjusting the proposed tasks and is flexible about where our efforts are directed over the course of
the project.
SDI is prepared to provide comprehensive project management and related advisory services to the City
during this important project. Management of the project can best be described in the three major project
management categories below:
Plan – coordinating future project activities in conjunction with various project participants
• Review the successful ERP vendor’s Statement of Work and coordinate the project kickoff
• Develop implementation project plan in coordination with the City and the vendor’s project
manager
Communicate – disseminating project activities and information to project participants
• Attend project meetings, Executive Steering Committee meetings, and other related
meetings
• Complete regular project status reports (frequency TBD as directed by City Project Manager)
• Update SharePoint information
• Review and distribute vendor project meeting agendas
• Review vendor site reports
• Review project issues log regularly with vendor’s project manager, work to resolve issues,
and communicate issues status with project team
• Monitor and report on potential project risks
Execute – completing or overseeing specific tasks associated with the project
• Coordinate scope change requests
• Process product enhancement requests
• Coordinate software development requests
• Assist with establishment of training accounts for users
• Coordinate software installation
• Coordinate staff training
• Coordinate user acceptance training
• Plan go-live activities in conjunction with vendor project manager
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 19
• Work with staff on change management efforts
• Coordinate final acceptance process
As project management professionals, SDI will complete each of these activities and will offer and provide
additional project activities based on our significant experience with prior ERP implementation projects.
SDI’s project management framework includes two major tasks: Task: 6 Initiate and Task 7: Implement.
The graphic in Figure 4 below presents the tasks and deliverables to be completed during new system
implementation, with additional detail regarding SDI’s project management approach following.
Figure 4 – Project Tasks, Activities, and Deliverables for New System Implementation
The sub-tasks associated with each task, along with the associated deliverables coming out of each sub-
task, are described in detail below.
Task 6 - Initiate
As project management professionals, SDI recognizes the importance of applying a formal project
management framework to ensure that the project meets objectives and is delivered on time and on budget.
The purpose of Task 6 - Initiate is to prepare for, and initiate, the project under a well-defined project plan.
This task includes confirming our understanding, as well as the understanding of the stakeholders, regarding
the scope of work and the process for accomplishing the overall objectives of the project. The following
table presents the specific sub-tasks, activities, and deliverables that will be undertaken during the Project
Initiation task.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 20
Sub-Task 6.1 – Project Scope Review
TASK DESCRIPTION: SDI will meet with the City’s Project Sponsor to review the scope of work,
project timeline, deliverables, and other procurement documentation to confirm project details
before formal kickoff.
Sub-Task 6.2 – Kickoff Meeting
TASK DESCRIPTION: SDI will develop a Microsoft PowerPoint presentation that will describe the
project. SDI will lead a Project Kickoff Meeting which will be scheduled by the City to include all
anticipated project participants. The primary goal of the Project Kickoff Meeting is to ensure that
all project participants have a common understanding of the process and project objectives.
DELIVERABLE: Project Kickoff Presentation
Sub-Task 6.3 – Project Scope and Baseline Schedule Update
TASK DESCRIPTION: SDI will finalize and deliver the project scope and plan, along with
communication and status reporting plans and a baseline schedule, as agreed with by the City’s
Project Sponsor.
DELIVERABLE: Project Scope and Baseline Plan
Sub-Task 6.4 – Update Project Plan
TASK DESCRIPTION: SDI will work with the software vendor’s Project Manager to update the
Project Plan, including the following basic elements that will be defined for the system
implementation activities:
• Tasks and Subtasks
• Milestones and Deliverables
• Detailed Project Schedule
DELIVERABLE: Updated Project Plan
Task 7 - Implement
The cornerstone of success for the system implementation portion of the project will be how well it is
managed. This will include thorough planning, execution, and monitoring of the plan, corrective action when
required, and final close-out of the project. SDI’s project management services will enable the City to
manage the big picture, keep stakeholders informed, ensure successful planning, oversight, and completion
of the project while mitigating project risk. In the table beginning on the next page, SDI has identified the
activities and deliverables to be completed as part of Task 7 - Implement. It should be noted that many of
the sub-tasks in Task 7 will be repeated for the individual implementation of specific modules within the
software suite (i.e. – Payroll, Accounts Payable, etc.).
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 21
Sub-Task 7.1 – Monitor Project Execution and Control
TASK DESCRIPTION: Working with the software vendor’s Project Manager, SDI will monitor the
project execution using all the plans, schedules, procedures, and standards prepared for the
project. This will include ensuring that regular status reports are provided and discussed at project
review meetings with the Project Sponsor and appropriate participants. These reviews will include
performance measures for the completion of tasks and activities in accordance with the project
plan, communication plan, risk management plan, and quality assurance plan.
DELIVERABLE: Project Status Reports, Risk/Issue Tracking Log, Vendor Deliverables Tracking Log
/ Punch List
Sub-Task 7.2 – Assist with Business Process and Change Management Activities
TASK DESCRIPTION: SDI will assist the City with identification of areas where a business process
change may result in improved efficiencies. SDI will provide suggestions and recommendations
for business process improvements in conjunction with the City’s project team and utilizing the
best practices recommendations documented previously.
Sub-Task 7.3 – Support Establishment of Optimal Software and Hardware Configuration
TASK DESCRIPTION: SDI will assist the City in defining the technical system software and
hardware environments required for the new system’s operation including licenses for
development, testing/training, and production environments. SDI will provide oversight for
identifying, procuring, and installing the software and hardware configurations to ensure the
system is properly sized to meet the City’s requirements. This activity will also include
coordinating the installation of required application, database, and web servers as well as
necessary network architecture and infrastructure components.
DELIVERABLE: Software and Hardware Acquisition and Installation Oversight
Sub-Task 7.4 – Assist with System Setup and Configuration
TASK DESCRIPTION: SDI will assist the City to ensure that the new system is set up to support
the City’s unique operating requirements. This activity will include establishing security protocols
for users along with specific workflow processes for the new system and setting configuration
options and customizing parameters for system upload/download processes to Microsoft
products such as Excel, Word, Access, and Outlook, and other third-party products.
DELIVERABLE: System Setup and Configuration Oversight
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 22
Sub-Task 7.5 – Define System Data Conversion and Testing Requirements
TASK DESCRIPTION: SDI will assist in defining conversion and testing requirements for items that
must be converted into the new system, including financial data from the existing system and in-
house developed applications. SDI will work directly with the software vendor’s conversion team
to ensure that data extracted from the City’s existing system is properly mapped to the new
system.
SDI will also assist the City in developing a test/training environment which will allow for separate
testing of release software by City staff prior to production installation.
DELIVERABLE: Data Conversion Requirements and System Testing
Sub-Task 7.6 – Assist with Development of Required Integrations Between Software Systems
TASK DESCRIPTION: SDI will work with the various software entities to develop integration points
between the various systems. SDI will oversee development of the desired data integration points
and will ensure testing is completed to validate the integrations are operating properly and
accurately.
DELIVERABLE: System Integrations Support
Sub Task 7.7 – Support User Acceptance Testing
TASK DESCRIPTION: SDI will verify and validate acceptance test results for implementation of
the new system that will include:
• System documentation • Functional tests
• Stress tests • Security tests
• Access control capabilities • Backup, restore and restart tests
• User acceptance test results
DELIVERABLE: Independent Verification and Validation
Sub-Task 7.8 – Coordinate Training for Users and System Administrators
TASK DESCRIPTION: SDI will assist the City in identifying training requirements and creating
schedules for both users and technical personnel. Training should be sufficiently detailed and
comprehensive to ensure that City staff will be able to effectively use the system and support the
system after implementation.
DELIVERABLE: Training Requirements and Schedule
Sub Task 7.9 – Complete Readiness Assessment and Ensure Operational Readiness
TASK DESCRIPTION: SDI will develop a checklist to be used to assess the City’s operational
readiness for the new system implementation, including:
• Staffing plan • System maintenance procedures
• Operational procedures • Disaster backup recovery plan
• Change requests • Modifications or enhancements
• Refresher training • Software license renewal
• Technology refreshment • Hardware replacement
• Preventive maintenance
DELIVERABLE: Readiness Assessment Checklist
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 23
Sub-Task 7.10 – Monitor Phased Implementation and Cutover
TASK DESCRIPTION: SDI will oversee a phased cut-over where different modules are
implemented and moved into production on a staggered schedule.
DELIVERABLE: Oversight of Phased Implementation and Cutover into Production
Sub-Task 7.11 – Participate in Post Implementation Activities
TASK DESCRIPTION: SDI will assist with post implementation activities after system
implementation. These can include revisiting specific modules that may not have been fully
implemented with all feature and functionality, assisting with evaluation and modification of
workflows, and other related activities to help ensure the City is receiving maximum benefit from
the new system. SDI can also provide assistance developing any post-implementation reports
and/or presentations about the new system implementation, including documenting the success
of the project and the reasons for that success, along with areas the City may wish to revisit in
terms of full implementation of all modules, related features, and functionality.
DELIVERABLE: Post Implementation Activities Participation
Additional Information About SDI’s Project Approach
This section summarizes and highlights the key aspects of SDI’s service delivery approach that position us
to serve as the City’s trusted advisor and consulting partner for this important project.
1. Proactive Communication and Flexible Client Engagement
SDI’s approach to project management is to maximize client engagement throughout the process, and we
believe this is best achieved through active communication and meaningful participation by project
stakeholders. Active communication means ensuring that our clients are provided regular project updates
utilizing scheduled written status reports, along with ongoing discussions regarding project risks, issues,
and decision points through meetings, telephone, email, and in-person communication as appropriate.
SDI believes onsite participation often enhances collaboration and project momentum; however, we have
also successfully managed projects remotely through the use of collaborative tools including Microsoft
Teams, SharePoint sites, and related resources. Since each organization approaches work activities
differently, SDI remains flexible in balancing onsite and remote participation based upon the City’s
preferences and project needs.
Throughout the project, the SDI Project Manager will keep the City informed through both oral and written
communications, including project status reports, risk and issue discussions, and schedule updates. The
reporting schedule and communication protocols will be established during Task 1 – Project Management
activities. We are skilled at managing communication with our clients and quickly adapt to each client’s
preferred methods of engagement. The key to a successful project is open two-way communication.
2. Tailored Project Leadership and Shared Accountability
Ensuring clear delineation of roles and responsibilities of the SDI team and the City participants is an
essential component to project success. As part of Task 1: Project Management activities, SDI works
collaboratively with the City’s Project Sponsor and project stakeholders to establish project governance,
communication expectations, and clearly defined roles and responsibilities that support efficient decision-
making and project coordination.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 24
SDI recognizes that every organization brings different operational knowledge, staffing capacity, skill sets,
and organizational strengths to a project. Rather than applying a one-size-fits-all approach, SDI tailors
project participation and support responsibilities to align with the City’s needs and desired level of
involvement.
Our role is to provide focused leadership and support in the areas where additional assistance is needed
while promoting shared accountability and maintaining alignment with project objectives and City priorities.
3. Trusted Advisor Leadership and Project Success Focus
SDI’s approach to project management is to serve as our client’s trusted advisor during implementation.
We view our presence on the project to be that as an extension of the City’s team, thus representing the City
and acting in the best interests of the organization. Our goal is to minimize disruption to the organization as
much as possible and mitigate issues and concerns quickly and efficiently, while ensuring the City’s
interests are prioritized and addressed.
Maintaining open lines of communication, monitoring risks & providing risk mitigation strategies, and
keeping the software vendor team on task are all essential components to help ensure project success. We
have a successful track record of working with software vendor project teams and their implementation and
data conversion teams; this gives SDI a unique advantage in terms of the City’s project. SDI is prepared to
provide these services through our professional and dedicated project team.
4. Practical Change Management and Organizational Readiness
SDI has been conducting assessments of enterprise systems for over 25 years and have developed a proven
methodology for information gathering and identifying organizational needs. We recognize the importance
of utilizing a measured approach when introducing an organization to potential change, and we are sensitive
to the fact that staff may be averse to such change. Our consultant team consists of professionals who have
worked in the public sector, have experienced the changes that come with business process analysis and
new system implementations, and are well versed on managing expectations, concerns, and potential
roadblocks to the implementation of new business practices.
SDI approaches our business process workshops with an understanding that not all participants may be
knowledgeable about the most current software systems available. A key component of our workshops is
to help educate the City’s staff on available software systems and functionality, and to explore staff’s
thoughts regarding potential positive outcomes of implementing this functionality. The goal of our
workshops is to gather information about existing processes and functions, introduce staff to the most
current software functionality available, and then discuss the potential benefits of adopting the more
contemporary functionality. This process serves the function of introducing staff to the latest software
features and functions, along with beginning the process of building buy-in to the adoption of new business
processes.
In terms of change, a critical component to managing change successfully is to help staff throughout the
organization understand the positive outcomes of business process improvements. Helping staff
understand these positive outcomes is essential to getting their buy-in to the change, and our consultants
are skilled at helping explain the positive outcomes to all levels of staff in the organization. For example, we
can help explain to the Buyer how electronic workflow of a purchase requisition reduces paperwork and
time to process and can also explain to a Department Director or the City Manager how a system dashboard
can provide immediate access to critical data for decision making. Having worked in all aspects of the public
sector environment, our project team is highly qualified to address the topic of change and the requisite
benefits of adopting best business practices.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 25
5. Business Process Insight and Best Practice Planning
Understanding the City’s current business processes helps ensure that adoption of new or modified
business processes (to align with best business practices) includes any and all the City’s requirements.
Current business processes must be fully understood, analyzed, and cataloged so as not to miss or drop a
critical business process when suggesting a new best practice.
SDI utilizes a structured approach to documenting our data gathering activities to ensure that all information
shared with the project team is recorded. The information gathered about current business processes will
also be reviewed by the City’s project team to ensure it is accurate. Subsequent to this, SDI will map current
business processes to suggested best business practices. In some cases, existing business processes will
be recommended to remain in place, while others may be mapped to a more efficient business process.
SDI approaches all of our projects with a holistic view of the needs of the organization. When developing
requirements for software systems, we ensure that we explore all of the organization’s needs, including
business processes and practices and data reporting and analytics. Too often, organizations do not focus
on the output needs for a new system – i.e. how staff is able to extract data and perform analytics on that
data. SDI recognizes the importance of this aspect of our work and places emphasis on the need for data
extraction and reporting.
6. Organizational Depth and Scalable Technical Support
SDI is a national organization with over 400 IT professionals. Our focus is on serving local governments in
the provision of technology in their organizations. Our West Coast operational unit includes consultants
who are adept at data extraction, data conversion, system interface development, and complex report
development. These resources are readily available to assist in the event the City needs additional support
during the project.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 26
7.4 Project Team
Project Team Organization and Roles
SDI recognizes that successful project management requires sufficient leadership capacity, disciplined
staffing practices, and active resource oversight. Project Managers are assigned based on project
complexity, schedule requirements, and resource availability to help ensure appropriate management
attention, responsiveness, and continuity throughout each engagement.
Project assignments are actively monitored by firm leadership, and workloads are managed to maintain
service quality, responsiveness, and successful project delivery. While assignment levels may vary
depending upon project size and phase, SDI maintains internal oversight of project and client assignments
to avoid overextension and support effective project execution. This disciplined approach to project and
program management staffing has been an important contributor to SDI’s successful delivery of numerous
local government ERP acquisition and advisory engagements.
For the City of San Jacinto, SDI is proposing a team of highly qualified and experienced municipal
professionals with demonstrated success delivering municipal ERP projects on time and within budget. The
proposed team includes municipal ERP specialists with significant depth and expertise across project
management, business process analysis, procurement support, vendor evaluation, organizational
readiness, and implementation advisory services. We believe this combination of experience, technical
knowledge, and understanding of municipal operations positions SDI to provide comprehensive and
practical support to help ensure project success.
All proposed team members are SDI employees; no subcontractors are proposed for this engagement. The
project team presented below is the team committed to performing the proposed services. Individual
biographies follow, and full resumes for all proposed team members are provided in Appendix D of this
proposal.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 27
Project Key Personnel
Patrick Gri:in, Managing Director
Delivery Executive
Role: Mr. Griffin will serve as the Delivery Executive on the City of San Jacinto project, bringing his years of
experience working with public agencies to support the organization and the project team on this important
project. Mr. Griffin will provide management oversight and support to the SDI project team and will interact
with the City team on contractual and business-related items. Mr. Griffin is readily available to support the
SDI team, and to provide subject matter expertise as needed throughout the project.
Biography: Mr. Griffin has over 40 years of experience in California local government. His municipal
experience includes serving in a variety of positions including Controller, Finance Director, Community
Development Director, and Assistant City Manager, with the last position including responsibility for
citywide budget, information technology, and public communications and outreach. After retiring from the
public sector in 2012, Mr. Griffin began a consulting career with NexLevel Information Technology, which
merged with SDI in 2017. During his consulting career, Mr. Griffin has been responsible for the procurement
and implementation of several ERP and land management systems for local agencies.
Related Experience: Mr. Griffin has assisted several public sector organizations with ERP projects
including the cities of Chino Hills, Indio, La Quinta, Ontario, Vernon, Carson, Santa Ana, Glendale, Torrance,
Downey, Hawaiian Gardens, and Manhattan Beach, along with the Cucamonga Valley Water District,
Camrosa Water District, and Coachella Valley Water District.
Leanne Hart, Senior Project Manager
Project Consultant / Subject Matter Expert
Role: Ms. Hart will serve as the project manager, providing project oversight and hands on subject matter
expertise throughout both the procurement and implementation.
Biography: Prior to joining SDI, Ms. Hart built a distinguished career spanning more than 30 years in
technology consulting, project management, business process analysis, and organizational change
initiatives. She has served in leadership and consulting roles with technology services firms including KPMG
Peat Marwick, ACS/Xerox, and G3G Solutions, where she conducted needs assessments, facilitated
stakeholder workshops, documented business and technical requirements, reviewed business processes,
developed strategic plans, and supported software implementation projects for numerous public sector
organizations. Her experience includes working with city, county, transportation, education, and public
service agencies throughout California and the western United States.
Related Experience: Since joining SDI, Ms. Hart has provided project management and implementation
support for several major public sector technology initiatives. She is currently project managing
implementation activities for the City of Downey’s core financials project and is also providing project
management support for the final phase of the Riverside County Transportation Commission’s ERP project.
Ms. Hart has conducted business process reviews, needs assessments, requirements development, and
system evaluation projects for numerous local government organizations, including the City of Long Beach,
City and County of San Francisco, City of Pasadena, City of Rialto, City of Vacaville, City of Palo Alto, City
of Beverly Hills, City of Orange, City of Chino, and other municipal agencies.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 28
Rita Conrad, Senior Project Manager
Project Consultant / Subject Matter Expert
Role: Ms. Conrad will provide focused subject matter expertise in finance functionality and processes for
both ERP procurement and project implementation activities.
Biography: Prior to joining SDI in 2022, Ms. Conrad retired from a 27-year career in the public sector with a
focus on municipal finance for the cities of San Bernardino, Hemet, and La Quinta. In addition to her hands-
on expertise as a Finance Director, Ms. Conrad also has significant experience supervising both Human
Resources and Information Technology in her role as Deputy City Manager for the City of Hemet. With
combined experience in both the areas of Finance and Human Resources, Ms. Conrad has unique
understanding of the integrations of finance functions with other systems.
Related Experience: Since joining SDI in 2022, Ms. Conrad has provided subject matter support for the
Riverside County Transportation Commission (RCTC), and the cities of Rancho Cucamonga, Monterey,
Downey, Torrance, and Hawaiian Gardens. Additionally, she has provided finance department/division
assessments for the cities of Chino and Rancho Cucamonga.
Kelli Ganley, Senior Consultant
Project Consultant / Subject Matter Expert
Role: Ms. Ganley will provide focused subject matter expertise in the areas of Human Resources (HR)
functionality and processes, along with integrations of HR functions with other systems / modules including
payroll.
Biography: In 2024, Ms. Ganley retired from a career in the public sector focused on HR and Payroll
functions for the cities of Burbank and Santa Clarita. Ms. Ganley’s primary focus during her municipal career
was in the financial and human resources areas, providing over 25 years of experience. In addition to her
hands-on expertise in these areas, Ms. Ganley possesses significant technology-related skills, providing her
with the ability to analyze and extract data from enterprise systems. She is also well-versed working with
clients to identify reporting needs and then developing and generating custom reports to meet client-
specific needs.
Related Experience: Since joining SDI, Ms. Ganley has provided Human Resources, Financial, Land
Management, and Utility Billing analysis and reporting support for the cities of Fremont, Indio, and Benicia.
She has also been on the ERP procurement project teams for the cities of Downey, Torrance, and Hawaiian
Gardens.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 29
7.5 Relevant Experience and References
Knowledge of Enterprise Resource Planning (ERP) Products and Modules
Advisory & Consulting Practice
SDI’s Advisory & Consulting Practice has worked with more than 200 state and local government agencies
across eight states to complete IT Assessments, IT Strategic Plans, GIS Strategic Plans, Network
Assessments, IT Service-Level Assessments, Policy/Procedure Documentation, Project Management
Organization implementations, Feasibility Studies, and Request for Proposal (RFP) Development and
Procurement Management efforts. Since 1999, SDI has completed over 100 IT Strategic / Master Plans. In
addition to our California local government experience, SDI also has significant planning, project
management, and procurement experience working with the State of California for agencies such as
California Highway Patrol, Department of Justice, Department of Motor Vehicles, Department of
Corrections and Rehabilitation, Department of Child Support Services, and more.
SDI is recognized by the State of California for our services supporting public sector agencies with IT
strategic planning activities. This is evident not only by the number of successful projects and client
references, but also because we are commonly asked by organizations such as California Society of
Municipal Financial Officers (CSMFO) and Municipal Information Systems Association of California
(MISAC) to present at their annual conferences and regional chapter groups. SDI has co-presented day long
pre-conference sessions dedicated to IT Strategic Planning and ERP procurement and implementation and
has also presented on the topics of IT sustainability, IT governance, and Cloud Computing. SDI has
presented more than a dozen times to CSMFO and MISAC. The fact that we are regularly invited to present
at these important organizations’ events speaks to our expertise and experience.
ERP Market and Integration Experience
One of the greatest values to utilizing SDI for the City’s engagement is our significant experience with
ERP products on the market. We have a comprehensive understanding of the ERP marketplace and
the various products available to local government agencies.
It is important to note that SDI’s Advisory & Consulting Practice has been, and will continue to be,
100% independent from any ERP solution provider. We pride ourselves on this independence and
recognize that it is a critical attribute during the software vendor procurement process. While we
remain independent from any ERP solution provider, we are knowledgeable and current on
enterprise software vendors and products in the marketplace. Our consultant team has participated
in selection processes that have included:
Cogsdale, Harris, Tyler Incode, Tyler Munis, Tyler New World, Superion, Accela, Oracle,
Workday, SAP, CGI, Agresso, Microsoft Dynamics, Caselle, Infor, PeopleSoft, JD Edwards,
Springbrook, and others.
SaaS, Data Conversion and Implementation Experience
Our recent and relevant experience with ERP procurements and implementations has also exposed
our project managers to working with third-party vendors to integrate ERP systems with these third-
party systems. For example, SDI regularly encounters the need for integration points between ERP
systems and standalone timekeeping, cashiering, utility billing, land management, and work order
systems. These integration points require our project managers to navigate the often-complex
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 30
relationships between the ERP system and the standalone software providers, so that we can help
ensure our clients achieve the desired level of integration and reduce data entry into multiple
information silos. Managing the development of integrations between providers and ensuring the
City’s goals for the integration points are met, is one of our core competencies.
With regard to data conversion from the City’s existing system to the new ERP platform, SDI has
participated in or performed this activity at numerous public agencies during our project
management activities. SDI resources are skilled in this area and are familiar with the nuances of
data conversion, including initial data cleansing in the legacy system, data mapping between
systems to ensure data integrity, and data validation to verify that the information has been
accurately transferred. This final step can include multiple data passes after correction of data
transfer errors and requires a resource with the knowledge and understanding to complete the data
conversion process accurately.
Similar ERP Procurement and Technology Advisory Projects
SDI's Advisory & Consulting Practice has partnered with hundreds of public-sector organizations
throughout the western United States, providing strategic technology planning, IT governance, ERP
procurement and implementation advisory, project management, cybersecurity, AI readiness,
organizational assessments, and other technology consulting services. This extensive portfolio
enables SDI to bring proven methodologies, practical lessons learned, and current knowledge of
public-sector best practices to every engagement. Our broad experience across municipalities,
counties, special districts, utilities, and other public agencies allows us to tailor our approach to
each client's unique operational, organizational, and technology environment.
A complete list of SDI's Advisory & Consulting Clients and the services provided is included in
Appendix C.
Project References
SDI has provided detailed reference information from three recent projects similar in scope to that
of the City. We encourage you to contact our listed references or any other of our clients.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 31
Reference No. 1
Name of
Organization City of Hawaiian Gardens, CA
Location 21815 Pioneer Boulevard
Hawaiian Gardens, CA 90716
Project ERP Procurement and Implementation
Project Management Services
Name of Contact Linda Hollinsworth, Finance Director
Telephone and Email 562-420-2641 ext. 236
lindah@hgCity.org
Project Dates July 2025 - Present
Project Budget $591,600
Project Description
and SDI Role
ERP Procurement: SDI is supporting the City with the final stages of vendor
selection activities for replacing its existing ERP system Tyler Fund Balance.
ERP Implementation Project Management: Once a contract is executed
with the selected ERP vendor, SDI will be providing project management
services during new system implementation.
Reference No. 2
Name of
Organization City of Downey, CA
Location 11111 Brookshire Ave.
Downey, California 90241
Project ERP Procurement and Implementation
Project Management Services
Name of Contact Vaniah De Rojas, Asst. City Manager
Telephone and Email 562-904-7284
vderojas@downeyca.gov
Project Dates November 2024 - Present
Project Budget $868,505
Project Description
and SDI Role
ERP Procurement: SDI recently completed supporting the City with the
selection of a new ERP system to replace the City’s existing Tyler Eden
system. SDI took the City through a needs assessment, requirements
development and RFP, vendor evaluation and selection, and contract
negotiations with the selected software vendor.
ERP Implementation Project Management: SDI is currently providing
project management services during new system implementation of the Tyler
EERP system.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 32
Reference No. 3
Name of Organization City of Monterey, CA
Location 735 Pacific Street, Ste. A
Monterey, CA 93940
Project ERP Procurement and Implementation
Project Management Services
Name of Contact Rafaela King, Finance Director
Telephone and Email 831-646-3724
king@monterey.org
Project Dates May 2024 - Present
Project Budget $609,610
Project Description
and SDI Role
ERP Procurement: SDI assisted with the selection of a new ERP system to
replace the City’s existing Tyler Eden system. SDI took the City through a
needs assessment, requirements development and RFP, vendor evaluation
and selection, and contract negotiations.
ERP Implementation Project Management: SDI is currently providing
comprehensive project management services for the implementation of the
Tyler EERP system, including assisting with the adoption of best business
practices, training staff on the new system, providing general oversight and
quality assurance services, interfacing with and managing the software
vendor during all project activities.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 33
7.6 Project Schedule
Based on information contained in the City’s RFP and our past experience with system procurements
and implementations, we provide the following estimates for the completion of the City’s project.
1. New System Procurement (Phases 1-3)
Figure 5 – New System Procurement Project Schedule
The ability to meet this project timeline will be dependent upon City staff availability throughout the
various activities in Phases 1- 3. The timeline above does not include an estimated four-to-six-week
period when the City’s RFP is posted for software vendors to respond to.
2. New System Implementation (Phase 4)
The duration and sequencing of ERP implementation activities cannot be determined with certainty until the
City has selected its ERP solution and implementation partner. The implementation schedule will be
influenced by several factors, including the selected vendor's implementation methodology, project
staffing, module deployment strategy, data conversion requirements, systems integration complexity,
testing and training activities, and the City's desired implementation approach.
Based on SDI's experience supporting local government ERP implementations of similar size and
complexity, implementation projects typically require approximately 30 to 36 months following contract
execution. However, the actual schedule will ultimately be established by the City in collaboration with the
selected ERP vendor and implementation team.
Following contract award, SDI will work collaboratively with the City and the selected ERP vendor to
develop a detailed implementation work plan that identifies project phases, key milestones, decision
points, resource assignments, and dependencies. The schedule will be actively monitored and updated
throughout the project to reflect progress, manage risks, and support the successful delivery of the new ERP
system.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 34
7.7 Cost Proposal
SDI developed its cost proposal based on our experience delivering ERP advisory services for local
government agencies of similar size and complexity. The proposed pricing reflects the City's requested
scope of services and SDI's proven project delivery methodology. As described below, SDI proposes a fixed-
fee, not-to-exceed amount for the ERP procurement phases and a time-and-materials approach for
implementation project management to provide the flexibility needed to support the selected ERP solution
and implementation approach.
New ERP Procurement (Phases 1 – 3)
Based on the City's RFP, our understanding of the City's organization and project objectives, and our
experience with comparable ERP procurement engagements, SDI estimates that the procurement portion
of the project will require approximately 461 hours to complete for a fixed-fee, not-to-exceed amount of
$102,625. SDI's all-inclusive hourly rates (inclusive of travel and related expenses) are $240 per hour for
the Engagement Manager, $225 per hour for the Project Manager, and $215 per hour for Project
Consultants. The table below summarizes the proposed level of effort and cost by City project phase and
corresponding SDI project delivery task.
City of San Jacinto
RFP Phases
Corresponding SDI Project Delivery
Tasks
Project
Hours Cost
Phase 1 – Project
Initiation and Discovery Task 1: Project Management 14 $3,175.00
Phase 2 – Needs
Assessment and
Requirements
Development
Task 2: Needs Assessment & Gap
Analysis 208 $45,585.00
Phase 3 – Procurement
Support and Vendor
Selection
Task 3: RFP Development 34 $7,680.00
Task 4: Vendor Evaluation & Selection 169 $38,055.00
Task 5: Contract Negotiations 36 $8,130.00
Sub-Total 461 $102,625.00
The following assumptions were incorporated into the cost proposal:
• SDI will conduct a maximum of two (2) multi-day Proof of Capabilities sessions with the two
vendor finalists.
• City staff and project sponsorship team will be readily available to review and return draft
documents (Requirements; RFP; POC Scripts and Schedule).
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 35
SDI typically invoices clients monthly, with each invoice summarizing the project activities completed
during the prior billing period. Supporting documentation identifying the SDI resources involved and the
associated level of effort is available upon request. This approach provides the City with regular
visibility into project progress while ensuring completion of the agreed-upon scope of services. The
proposed fee represents SDI's fixed-fee, not-to-exceed amount for Phases 1 through 3 of the ERP
procurement engagement.
New ERP Implementation – Project Management (Phase 4)
The following assumptions were utilized to develop our cost proposal for project management services
during new system implementation:
• 2.5-year (130 weeks) implementation timeline for Financials, Human Resources, and Utility
Billing
• 20 hours per week of Project Manager services
• 1 hour per week of Delivery Executive oversight
• Hybrid of onsite and offsite work during Project Management activities
Based on these assumptions, the estimated total number of hours to complete the implementation portion
of the project is 2,730 hours for project management and oversight. Utilizing the same rates as provided in
the Procurement portion of the project ($225 per hour for Project Manager and $240 for Delivery Executive)
yields a total cost of $616,200 for project management services during the estimated 30-month
implementation period.
As mentioned in the Project Timeline section, the actual duration and level of effort required during ERP
implementation is influenced by factors that cannot be fully determined until the City has selected its ERP
solution and implementation partner.
Accordingly, SDI recommends establishing an implementation management budget and billing monthly
based on actual services performed. This approach provides the flexibility to scale project management
resources as implementation activities evolve while ensuring the City receives the appropriate level of
advisory and oversight services throughout the implementation. SDI invoices only for actual hours worked,
and travel time associated with onsite project activities is not billable.
Under this arrangement, SDI will only invoice the City for actual hours worked in the prior month, with details
outlining the SDI resource, time spent, and on which project activities. SDI does not charge for travel time
to attend onsite activities at our client sites. This arrangement provides the City maximum flexibility to focus
SDI’s efforts on the areas of most importance to the City.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 36
7.8 Exceptions
SDI does not have any exceptions.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 37
Appendix A Conflict of Interest
SDI does not have any financial, business or other relationships with the City that may reflect any financial
interest in this RFP or contract. We also do not have any current clients who may have a financial interest in
the outcome of this contract.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 38
Appendix B Insurance Requirements
SDI understands and accepts the City of San Jacinto’s insurance requirement. Certificates of insurance can
be provided upon request and are subject to the terms, conditions, exclusions, and endorsements of the
applicable policies.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 39
Appendix C SDI Advisory & Consulting Clients
IT Strategic Plans IT Assessments IT Policies & Procedures Project Management IT Governance Disaster Recovery Planning System Selection & Procurements Other Management Consulting Municipalities
Alameda, CA ü ü ü ü
Alhambra, CA ü ü
Anaheim, CA ü ü ü ü
Arcadia, CA ü ü ü
Arroyo Grande, CA ü ü
Belmont, CA ü
Benicia, CA ü ü
Beverly Hills, CA ü ü ü
Branson, MO ü ü ü
Brentwood, CA ü ü
Burbank, CA ü ü ü
Burlingame, CA ü ü
Carson, CA ü
Carson City, NV ü ü ü ü
Chino, CA ü ü ü
Chino Hills, CA ü ü ü
Chula Vista, CA ü
Clovis, CA ü ü ü
Concord, CA ü ü
Coronado, CA ü ü ü ü
Costa Mesa, CA ü
Cupertino, CA ü ü
Daly City, CA ü
Davis, CA ü ü
Downey, CA ü ü
Eastvale, CA ü
El Segundo, CA ü ü ü
Fairfield, CA ü ü ü ü ü ü ü
Fontana, CA ü
Folsom, CA ü ü ü
Fremont, CA ü ü ü
Fresno, CA ü ü ü ü
Galt, CA ü ü ü ü ü ü ü ü
Gilroy, CA ü ü ü ü ü
Glendale, CA ü ü ü ü ü
Glendora, CA ü ü
Half Moon Bay, CA ü ü
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 40
IT Strategic Plans IT Assessments IT Policies & Procedures Project Management IT Governance Disaster Recovery Planning System Selection & Procurements Other Management Consulting Hanford, CA ü ü
Hawaiian Gardens, CA ü ü
Hayward, CA ü ü
Hercules, CA ü ü
Huntington Beach, CA ü ü ü ü
Indio, CA ü ü ü
Industry, CA ü
Irvine, CA ü ü ü ü ü
La Quinta, CA ü ü ü
Laguna Beach, CA ü ü
La Verne, CA ü ü
Lincoln, CA ü
Long Beach, CA ü ü ü
Los Altos, CA ü
Los Angeles, CA ü ü
Los Banos, CA ü ü
Malibu, CA ü ü ü ü ü ü
Manhattan Beach, CA ü ü ü ü ü
Manteca, CA ü ü ü ü ü
Merced, CA ü ü ü
Millbrae, CA ü
Monterey, CA ü ü
Moreno Valley, CA ü ü
Napa, CA ü ü ü ü
Newport Beach, CA ü ü ü
Norco, CA ü ü
Novato, CA ü ü ü ü
Ontario, CA ü ü ü
Orange, CA ü ü ü ü ü
Oxnard, CA ü ü
Palmdale, CA ü ü
Palm Springs, CA ü ü ü
Pasadena, CA ü ü
Paso Robles, CA ü ü ü
Petaluma, CA ü
Pico Rivera, CA ü
Pismo Beach, CA ü ü ü
Placentia, CA ü ü ü
Pleasant Hill, CA ü
Pomona, CA ü ü ü
Port Angeles, WA ü ü
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 41
IT Strategic Plans IT Assessments IT Policies & Procedures Project Management IT Governance Disaster Recovery Planning System Selection & Procurements Other Management Consulting Poway, CA ü
Rancho Cordova, CA ü ü ü
Rancho Cucamonga, CA ü ü
Rancho Palos Verdes, CA ü ü ü ü
Redlands, CA ü ü
Redondo Beach, CA ü
Redwood City, CA ü ü ü ü
Rialto, CA ü ü
Ridgecrest, CA ü ü ü
Riverside, CA ü
Rocklin, CA ü ü ü
Rohnert Park, CA ü ü ü ü
Sacramento, CA ü ü ü ü
San Bernardino, CA ü ü
San Clemente, CA ü ü
San Luis Obispo, CA ü ü ü ü
San Rafael, CA ü ü ü ü ü ü
San Ramon, CA ü ü ü ü
Santa Ana, CA ü ü
Santa Barbara, CA ü
Santa Clara, CA ü ü ü ü ü ü ü
Santa Cruz, CA ü ü ü ü ü
Santa Monica, CA ü
Santa Rosa, CA ü
Santee, CA ü ü
Scottsdale, AZ ü ü
Seal Beach, CA ü
Sonoma, CA ü
Stockton, CA ü ü ü ü ü
Suisun City, CA ü ü
Sunnyvale, CA ü ü
Temecula, CA ü ü
Torrance, CA ü
Truckee, CA ü ü
Tustin, CA ü ü
Upland, CA ü ü ü
Vacaville, CA ü
Ventura, CA ü ü ü ü
Vernon, CA ü
Visalia, CA ü ü ü
Vista, CA ü
ü
ü
ü
ü
ü
ü
ü
ü
ü
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 42
IT Strategic Plans IT Assessments IT Policies & Procedures Project Management IT Governance Disaster Recovery Planning System Selection & Procurements Other Management Consulting Walnut Creek, CA ü ü ü ü
Watsonville, CA ü ü ü ü
West Covina, CA ü ü ü
West Hollywood, CA ü ü ü ü
Westminster, CA ü
Yorba Linda, CA ü
Yuba City, CA ü ü
Yucaipa, CA ü
Special Districts
Camrosa Water District ü
Central Contra Costa Sanitary District ü ü ü ü ü ü
Central Utah Water Conservation District ü ü
Chino Valley Independent Fire District ü ü ü
Citrus Heights Water District ü
Coachella Valley Water District ü ü ü
Cosumnes Community Services District ü ü
Cucamonga Valley Water District ü ü
Delta Diablo Sanitation District ü
ü ü
East Bay Regional Park District
R District
ü ü
East Valley Water District ü ü
Eastern Municipal Water District ü
Elsinore Valley Municipal Water District ü ü ü
Encina Wastewater Authority ü
Fresno Irrigation District ü ü
Helix Water District ü ü ü ü ü
Inland Empire Utilities Agency ü ü ü ü ü
Lake Arrowhead Community Services
District
ü
Las Virgenes Municipal Water District ü ü ü ü
Monterey Regional Water P.C.A. ü ü
Moraga – Orinda Fire District ü
Moulton Niguel Water District ü ü ü ü ü ü ü
North Tahoe Public Utilities District ü ü
Port of Los Angeles ü ü
Rancho California Water District ü ü ü ü
Riverside County Transp. Commission ü
Sacramento Area Sewer District ü
Sacramento Metropolitan Fire District ü ü
Sacramento Municipal Utility District ü
San Bernardino County Fire ü
San Diego Community College District ü ü
San Joaquin Council of Governments ü
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 43
IT Strategic Plans IT Assessments IT Policies & Procedures Project Management IT Governance Disaster Recovery Planning System Selection & Procurements Other Management Consulting San Jose Water ü
Santa Clara County Fire Department ü ü
Santa Clara County Housing Authority ü ü
Santa Clara Valley Water District ü
Silicon Valley Clean Water ü
Silicon Valley Power ü ü ü ü
Solano County Transit (SolTrans) ü
South Tahoe Public Utility District ü ü ü ü ü
Southern CA Association of Governments ü
Stockton Port District ü ü
West Basin Municipal Water District ü ü ü
Zone 7 Water Agency ü ü
Counties
Douglas County, Nevada ü ü
El Paso County, Texas ü ü
Lane County, Oregon ü ü
Los Angeles County Employees
Retirement Association
ü
Los Angeles County OZice of Education ü
Orange County, CA – John Wayne Airport ü
Placer County, CA ü ü
Riverside County, CA ü ü
San Benito County, CA ü ü
San Diego County, CA ü ü
Santa Clara County, CA ü ü
Sonoma County, CA ü ü
Tulare County, CA ü ü ü ü
State of California
Assoc. of Regional Center Agencies ü ü
CA Correctional Health Care Services ü ü
CA Dept. of Child Support Services ü ü
CA Dept. of Corrections
ü ü
CA Dept. of Fish and Game ü ü
CA Dept. of Health Care Services ü ü
CA Dept. of Justice ü ü
CA Dept. of Motor Vehicles ü ü
CA Dept. of Public Health ü ü
CALPERS ü ü ü
California Highway Patrol ü ü ü ü ü ü ü ü
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 44
Appendix D Resumes
SDI is pleased to provide the resumes of the key personnel assigned to the City of San Jacinto's Financial
Management and Utility Billing Systems modernization initiative. Our proposed team brings extensive
experience in California local government operations, ERP and utility billing system assessments,
procurement support, independent project management, implementation oversight, business process
improvement, finance, human resources, and enterprise technology modernization. The enclosed resumes
for Patrick Griffin, Leanne Hart, Rita Conrad, and Kelli Ganley demonstrate the team's qualifications,
relevant municipal project experience, and ability to successfully support the City's needs assessment,
software selection, and implementation management objectives.
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 45
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 46
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 47
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 48
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 49
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 50
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 51
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 52
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 53
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 54
Proposal to City of San Jacinto for
Needs Assessment and Project Implementation Management Services
August 10, 2026
Page 55
September 1, 2026
TO:City Council
REQUESTED
BY:Craig Hayes, City Attorney
APPROVED
BY:Travis Randel, Interim City Manager
SUBJECT:Adopt Public Participation and Outreach Policy
RECOMMENDATION:
Staff recommends that the City Council ADOPT Resolution No. 4148, adopting a Public Participation and Outreach Policy
pursuant to Government Code section 54953.4(b)(3)(C).
DISCUSSION:
The Ralph M. Brown Act generally requires meetings of local agency legislative bodies to be open and public. Senate Bill 707
amended the Brown Act by adding Government Code section 54953.4, which establishes additional public access and
participation requirements for certain eligible legislative bodies, including the City Council. These requirements became
operative on July 1, 2026.
As part of these requirements, Government Code section 54953.4(b)(3)(C) requires the City Council to make reasonable
efforts, as determined by the City Council, to invite groups that do not traditionally participate in public meetings to attend
those meetings. These groups may include media organizations serving the City, including non-English-language media, as
well as good government, civil rights, civic engagement, neighborhood, and community organizations, including organizations
active in non-English-speaking communities. The statute provides the City Council with broad discretion in determining the
reasonable outreach efforts it will undertake.
The proposed Public Participation and Outreach Policy establishes the City Council’s framework for complying with this
outreach requirement. The Policy directs City staff to identify groups that do not traditionally participate in City Council
meetings and to make reasonable efforts to invite those groups to attend. Depending on the circumstances, outreach may
include direct email communications, information posted on the City’s website or social media platforms, coordination through
City departments or community partners, and multilingual outreach where feasible.
The Policy authorizes the City Manager, City Clerk, communications staff, and their designees to implement the Policy on
behalf of the City Council. City staff may update outreach lists and adjust administrative outreach methods and procedures
consistent with the Policy and applicable law. Any material amendment to the Policy must be presented to the City Council for
consideration and approval.
This Policy is limited to the public outreach requirement contained in Government Code section 54953.4(b)(3)(C). Other
requirements imposed by Senate Bill 707 are outside the scope of the Policy and this staff report.
Staff recommends that the City Council adopt the proposed Resolution approving the Public Participation and Outreach Policy.
FISCAL IMPACT:
There is no direct fiscal impact associated with adopting the proposed Policy. Implementation will be performed using existing
City staff and resources. Any future expenditures associated with particular outreach activities will be subject to the City’s
adopted budget and applicable purchasing requirements.
Attachments
Resolution No. 4148 - Resolution Adopting City Public Participation and Outreach Policy
Resolution No. 4148
Page 1 of 7
STATE OF CALIFORNIA ) RESOLUTION NO. 4148
COUNTY OF RIVERSIDE ) ss
CITY OF SAN JACINTO )
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
SAN JACINTO, CALIFORNIA, ADOPTING A PUBLIC
PARTICIPATION AND OUTREACH POLICY PURSUANT
TO GOVERNMENT CODE SECTION 54953.4(b)(3)(C)
WHEREAS, the City of San Jacinto is a general law city organized under the laws
of the State of California; and
WHEREAS, the Ralph M. Brown Act (Government Code section 54950 et seq.)
requires that meetings of local legislative bodies be open and public; and
WHEREAS, Senate Bill 707 amended the Brown Act to require an eligible
legislative body to make reasonable efforts, as determined by the legislative body, to
invite groups that do not traditionally participate in local public meetings to attend its
meetings; and
WHEREAS, the requirements of Government Code section 54953.4 became
operative on July 1, 2026; and
WHEREAS, the City Council desires to adopt a Public Participation and Outreach
Policy and authorize City staff to implement the Policy consistent with the direction and
framework established by the City Council.
NOW, THEREFORE, BE IT RESOLVED, determined, and ordered by the City
Council of the City of San Jacinto, California, as follows:
SECTION 1. Recitals. The recitals above are true and correct and are
incorporated into this Resolution as findings of the City Council.
SECTION 2. Adoption of Policy. The City Council hereby adopts the Public
Participation and Outreach Policy attached to this Resolution as Exhibit “A” and
incorporated herein by this reference.
SECTION 3. Implementation. The City Manager, City Clerk, communications
staff, and their designees are authorized and directed to implement the Policy. City staff
may update outreach lists and adjust administrative outreach methods and procedures
consistent with the Policy and applicable law without further City Council action. Any
Resolution No. 4148
Page 2 of 7
material amendment to the Policy shall be presented to the City Council for consideration
and approval.
SECTION 4. Severability. If any provision of this Resolution or the Policy, or its
application to any person or circumstance, is held invalid, the remaining provisions and
applications shall remain in effect to the fullest extent permitted by law.
SECTION 5. CEQA. This Resolution constitutes general policy and procedure
making and an organizational or administrative activity and thus is not a project under
CEQA Guidelines section 15378, subdivision (b)(5). To the extent it is a project, it is
exempt under CEQA Guidelines section 15061, subdivision (b)(3).
SECTION 9. Effective Date. This Resolution shall take effect immediately upon
adoption.
PASSED, APPROVED, AND ADOPTED at a Regular Meeting of the City Council
on the 1st day of September 2026, by the following vote:
AYES:
NAYS:
ABSENT:
ABSTAIN:
CITY OF SAN JACINTO
________________________________
Crystal Ruiz, Mayor
ATTEST:
________________________________
Julia Espinoza, City Clerk
APPROVED AS TO FORM:
________________________________
Craig Hayes, City Attorney
Best Best & Krieger LLP
Resolution No. 4148
Page 3 of 7
CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss
CITY OF SAN JACINTO )
I, Julia Espinoza, City Clerk of the City of San Jacinto, DO HEREBY
CERTIFY that the foregoing Resolution No. 4148 was passed, approved, and
adopted at the Regular Meeting of the San Jacinto City Council held on the 1st
day of September 2026, by the following vote:
AYES:
NAYS:
ABSENT:
ABSTAIN:
WITNESS MY HAND AND OFFICIAL SEAL on the 1st day of September 2026.
______________________________
Julia Espinoza, City Clerk
City of San Jacinto
Resolution No. 4148
Page 4 of 7
EXHIBIT A
CITY OF SAN JACINTO CITY COUNCIL
PUBLIC PARTICIPATION AND OUTREACH POLICY
Resolution No. 4148
Page 5 of 7
City of San Jacinto City Council
Public Participation and Outreach Policy
(Gov. Code § 54953.4(b)(3)(C))
1. Background
Senate Bill 707 (2025) amended the Brown Act to require eligible legislative bodies to
take certain actions to encourage residents, including those in underrepresented
communities and non-English-speaking communities, to participate in public meetings.
2. Purpose
This Policy establishes the reasonable efforts the City of San Jacinto City Council (“City
Council”) will take to invite groups that do not traditionally participate in public meetings
to attend its meetings under the Brown Act (Government Code § 54953.4(b)(3)(C)). This
Policy is intended to support inclusive public engagement while preserving the City
Council’s discretion to determine and adjust appropriate outreach methods based on local
needs, priorities, and available resources. By adopting this Policy, the City Council directs
and authorizes designated City staff to implement and administer these outreach efforts
consistent with the framework established by the City Council.
3. Identification of Outreach Recipients
Upon adoption of this Policy, City of San Jacinto (“City”) staff shall prepare and maintain
a list of organizations, media outlets, and other entities that may assist in expanding
awareness of the City Council’s meetings. This list may include, but is not limited to:
a. Media organizations that provide news coverage in the City’s jurisdiction,
including media organizations that serve non -English-speaking
communities; and
b. Community-based organizations such as good government groups, civil
rights organizations, civic engagement organizations, neighborhood
associations, and other community or cultural groups active in the City’s
jurisdiction, including organizations active in non-English-speaking
communities.
The list may be updated periodically as determined appropriate by the City Council or
designated staff.
4. Outreach Methods
Resolution No. 4148
Page 6 of 7
Using the above list, designated City staff shall make reasonable efforts to invite groups
that do not traditionally participate in public meetings to attend City Council meeti ngs by
utilizing one or more outreach methods reasonably calculated to reach those groups.
These methods may include direct distribution of meeting information through e -mail or
other notification systems; posting of meeting information on the City’s website or other
digital platforms; use of social media or electronic communications; and coordination with
media outlets or community organizations to share information about upcoming meetings.
Designated City staff may also consider partnerships with community-based
organizations or other stakeholders to help disseminate information to broader or
underrepresented audiences. Where feasible, outreach efforts may include the use of
multilingual communications, culturally relevant messaging, or engagement through
media outlets serving diverse communities.
Nothing in this Policy, however, requires the use of any particular outreach method or the
provision of meeting information to every organization or group.
5. Role of Staff
The City Council hereby assigns responsibility for implementing and administering
outreach efforts to appropriate City staff, including but not limited to the City Manager,
City Clerk, communications staff, or their respective designees. Staff responsibilities may
include maintaining or updating outreach contact lists, preparing and distributing outreach
materials, coordinating with community organizations or media outlets, and
recommending outreach strategies for consideration by the City Council. Staff may also
assist in identifying opportunities to improve outreach based on experience, feedback, or
changes in community needs.
Designated City staff may select and adjust specific outreach recipients, methods,
communications, and administrative procedures without further City Council action,
provided that those actions remain consistent with this Policy and applicable law. This
delegation does not limit the City Council’s authority or responsibility as the eligible
legislative body under Government Code section 54953.4.
6. Documentation and Reporting
The City Council may request periodic summaries of outreach efforts for informational
purposes. Such summaries may include general descriptions of outreach activities
undertaken, categories of organizations or groups contacted, and observations regarding
participation or engagement trends. Reporting may be provided on a periodic basis as
determined by the City Council and is not intended to require detailed tracking of every
outreach activity.
7. Evaluation and Adjustment
Resolution No. 4148
Page 7 of 7
The City Council may periodically review its outreach practices and make adjustments as
appropriate. In doing so, it may consider factors such as community feedback,
participation levels, resource availability, and evolving communication practices.
Designated City staff may make administrative adjustments to outreach practices without
further City Council action, provided that those adjustments remain consistent with this
Policy and applicable law.
8. Discretion and Limitation
This Policy implements the City Council’s obligation to make reasonable outreach efforts
under Government Code section 54953.4(b)(3)(C). The City Council has broad discretion
in the choice of reasonable outreach efforts it makes. Consistent with Government Code
section 54953.4(b)(3)(C), no action shall be commenced or maintained against the City
Council arising from a failure to provide public meeting information to any specific group.
9. Additional Brown Act Public Access Requirements
In addition to the outreach efforts described in this Policy, the Brown Act establishes
additional public access requirements intended to support broad participation in public
meetings of eligible legislative bodies like the City Council. These requirements include,
among other things: provisions related to the translation of meeting agendas into
applicable languages (if applicable), the availability of a public meetings webpage with
specified information in required languages (if applicable), systems for requesting
agendas and meeting materials, and accommodations that facilitate public participation,
including assistance for interpretation.
10. Review and Updates
This Policy may be amended by the City Council at a public meeting in open session.
Designated City staff may revise outreach contact lists, methods, communications, and
administrative procedures without a formal amendment to this Policy, provided that those
revisions remain consistent with this Policy and applicable law.