Re: Knowledge Management and Transfer for the Electricity Industry in Canada

October 16, 2009

Michelle Branigan

Knowledge Management and

Transfer Project Manager

The Electricity Sector Council

130 Slater, Suite 600

OttawaON K1P 6E2

Re: Knowledge Management and Transfer for the Electricity Industry in Canada

(7907)

On behalf of SMCL (Spearhead Management Canada Limited), I am pleased to present our response to your request for proposal for professional services. Our experience in providing resources for similar projects has allowed us to understand the diversity and complexity of your requirements. Our interest in this project and being accepted as a qualified supplier is exceedingly high.

SMCL is committed to and recognized for meeting our stated objectives. Our promise to our clients is to deliver the same high quality services that we provided in the past. SMCL is looking forward to working with you to facilitate the attainment of our common goal.

SMCL wishes to thank you for the opportunity to provide you with our response. Please contact the undersigned at (613) 226-4595, Extension 3277, or at any further information is required.

Yours truly,

Gina-Maria Scanga

Vice President, Sales & Marketing

SMCL Technical Proposal

Knowledge Management and Transfer for the

Electricity Industry in Canada

(7907)

Presented to:

The Electricity Sector Council

Prepared by:

SMCL

(Spearhead Management Canada Ltd.)

9 Antares Drive

Nepean, ON

K2E 7V5

October 16, 2009

Confidential/Proprietary

SMCL (Spearhead Management Canada Ltd.)Technical Proposal for Knowledge Management and Transfer Project 1

RFP No. 7907

Presented to the Electricity Sector Council

Closing: 16 October 2009

9 Antares Drive, Nepean, OntarioK2E 7V5 Tel.: (613) 226-4595 Fax: (613) 230-5739

Statement of Non-Disclosure

The material contained in this proposal is proprietary to SMCL. and shall not be reproduced or distributed in whole or in part without prior written consent of SMCL. In particular, no release of this material to any third party is authorized, without prior consent from SMCL. In the event that The Electricity Sector Councildoes not enter into a contract with SMCL for services pursuant to this proposal, no further use of this proposal or any of its component parts is authorized for any purpose. This proposal and its pricing shall be effective for a period of 90 days from the RFP closing date.

TABLE OF CONTENTS

1.Executive Summary

2.Vendor Profile

3.sub-contracted vendor profile

4.staff / contractor resumes

5.Acknowledgement of rfp administration terms and conditions

6.project proposal

6.1Approach and Methodology......

6.2Work Plan (and Work Breakdown Structure)......

6.3Assumptions and Risks......

6.4Key Milestones, Deliverables and Detailed Schedule......

6.5Project Management Methodology

6.5.1Integration Management

6.5.2Scope Management

6.5.3Time (Schedule) Management

6.5.4Cost Management

6.5.5Procurement Management

6.5.6Quality Management

6.5.7Human Resource Management

6.5.8Project Monitoring

6.5.9Risk Managment

7.COST (Budget)

8.Vendor References

APPENDIX A – Certification of candidate’s qualification......

AppeNDIX “B” – RÉSUMÉS OF PROPOSED CONSULTANTS......

1.Executive Summary

The Electricity Sector Council (ESC) was created in 2005 as a not-for-profit organization dedicated to address the need for sector-wide recruitment and retention strategies. The ESC supports approximately 100,000 workers, as well as industry employers, working across the nation to provide electricity to Canadians. Of immediate concern to the Council and the industry, is the serious and growing challenge of providing skilled human resources to meet future needs. The issues of an aging workforce, an inadequate infrastructure, difficulties in recruitment, and increased demand from markets must be dealt with swiftly.

SMCL (Spearhead Management Canada Limited) seeks to assist the ESC improve the supply of labour in the electricity generation, transmission and distribution industry by establishing a consistent understanding and use of knowledge management and knowledge transfer process within the industry. This initiative will require an extensive research and analysis to provide the ESC with the best practices for knowledge transfer processes in Canadian and international organizations; innovative approaches to knowledge management systems; and an inventory of knowledge transfer programs and tools.

SMCL is ideally suited to conduct this project for the Electricity Sector Council. The analyst team assigned to the project (please see Appendix “B” for resumes) will bring over forty years of combined experience.

SMCL’s approach to this project will combine both secondary and primary research methodologies. We will develop a detailed work plan for approval by the Steering Committee, followed by a thorough research of best practices for knowledge transfer processes and approaches for their systems. We will conduct a literature review and hold consultations with stakeholder groups and communities. Last, but not least, we will conduct three case studies looking at star examples such as the Tennessee Valley Authority power company. For a more detailed discussion of the project methodology, please see Section 6.

To ensure the highest level of return on your investment, an interactive process will be used. SMCL believes that the success of any assignment is directly related to the level of communication with our clients. A weekly meeting or conference call will be scheduled with the Steering Committee to review progress to date, discuss initial research findings and potential problem areas, and refine the research strategies as deemed necessary. A brief written status report will be provided prior to the meeting/conference call to serve as a guide to discussion. We encourage an open dialogue between ESC and our analyst team at all times.

At the conclusion of the project, a final written report will be provided to ESC on completion of project, summarizing the research and analysis findings. This report will provide ESC with a comprehensive analysis of knowledge management in the industry, as well as strategic recommendations to assist industry members in the development and implementation of knowledge planning processes, especially as they relate to critical, scarce and long lead-time hire positions.

2.Vendor Profile

In the summer of 2003, SMCL (Spearhead Management Canada Limited) redefined the business purpose of the company to that of a consulting company offering services in management and audit and information technology. To meet the corporate objectives defined in its new mission statement, SMCL, between October 2003 and June 2004, acquired all the shares of Kischi Konsulting Inc., FSG Consultants Inc. and Progestic International Inc. These three wholly-owned subsidiaries of SMCL reinforce the Company's new mission statement:

To provide highly professional, client focused, quality management consulting services to assist them improve their business performance through the efficient and effective use of Information Technology (IT), Audit and Management Consulting Services.

From 1982 to 2004, Progestic International (now operating asSMCL) offered a comprehensive line of leading-edge consulting audit, management and technology solutions in Ottawa and Toronto, as well as for the international market. Progestic was recognized by the Financial Post as one of the "Fifty Best-Managed Private Firms in Canada".

SMCL offers a full-spectrum of consulting services in: Audit and Management Consulting, and Information Technology. Our success can be attributed primarily to the solid experience of our consultants and our exceptional personnel. SMCL consultants have earned a reputation for their professionalism and expertise. Recruitment of SMCL’s consultants is designated by consideration of diversity and quality of experience, professional integrity, ambition, and reputation and teamwork abilities. Successful candidates are meticulously selected for their inter-personal skills and professional ability. Under the SMCL banner, we will provide the same high-quality services as in the past.

SMCL has assisted top organizations in the successful completion of high profile, mission-critical projects. Our presence provides an abundance of expertise and therefore specific needs can be met from within the entire complement of our professionals.

We differentiate our services from those of our competitors by treating our clients with fairness and the utmost respect. Service is not just an empty promise but an integral part of the way we do business.

SMCL is committed to client service and quality. We understand that the quality of results is directly related to the effectiveness of our work. We also know that quality control of project assignments is closely related to managing risks. SMCL pays great attention to reinforce quality control of all project assignments so that risks can be effectively managed. The following points distinguish SMCL's approach and process for managing Client Relationships and securing quality for your organization:

• Maintain an open, collaborative climate –consultants will create an atmosphere of trust with the Electricity Sector Council to encourage open discussion.

• Understanding the roles and responsibilities of the Electricity Sector Council – consultants will clarify, at the outset, the areas of responsibilities and the accountability framework in place.

• Understanding the key business activities – in order to mediate risk, consultants will acquire promptly a clear understanding of the main activities, your project priorities, and organizational / stakeholder structure.
• Relying on information already available – SMCL's consultants will leverage information already available for requirements elicitation and project delivery effectiveness.

• Endorse a “no surprise” approach –SMCL will maintain close contact with the Electricity Sector Council’s PM and stakeholders and employ effective risk management to ensure that as given concerns are identified, they will be addressed.

Additionally, SMCL employs an effective corrective action / dispute resolution process. Anytime a SMCL client indicates dissatisfaction with our services, the receiver of the concerns/complaint (e.g., SMCL consultant) informs the Quality Assurance Manager. The QAM completes a corrective action report and forwards it to the Project Manager. A corrective action is initiated in response to either a Client complaint identified through the QA reviews, or verbal comments; or recurring non-compliance or defects as the result of an internal or external audit. The corrective action processes are:

• Identification;
• Monitoring;
• Analysis; and
• Implementation.

To help facilitate effective client interaction, SMCL utilizes a CRM software package such as ACT 2007® for contact and customer relationship management.

SMCL employs a proactive risk management process. SMCL is aware of the environment in which its professionals work, including the accelerating rate of change in experience and skills and the resultant pressure on the cost of these resources. The success of SMCL as a supplier in mitigating the risks of obtaining, replacing and retaining resources will be achieved by using our: proven processes for resource identification and selection, active skills database, special priority to identifying and securing known resources for future assignments, recruitment specialists that are very active in the market, business alliances formed with companies headquartered in the NCR, and training and mentoring programs for our consultants. We employ pro-active planning sessions with clients to understand their future requirements forservices, resulting in great commitment to the successful conclusion of a project. SMCL has adopted six major steps in risk management. Steps 2 to 6 (following) are not one-off events and are repeated throughout the project.

1. Establish the Context – identify the organization and project environment, characteristics, dependencies and stakeholders, their goals and objectives.
2. Identify and Define Risks – Our team will identify risks. At the start of each phase, the risks associated with that phase will be formally identified. All conceivable risks, including “show stoppers” will be considered.
3. Conduct Risk Analysis – We conduct analysis of the risks to determine their causes, and estimate their probability and consequences.
4. Conduct Risk Evaluation - We consider these risks and prioritize them according to their potential impact on the project and each risk is assessed to determine its level of acceptability.
5. Develop and Implement Risk Treatments – We develop risk treatments to reduce, contain and control project risk.
6. Monitor, Report, Update and Manage Risks – As risks change during the project, the Project Leader and a SMCL manager will continuously monitor, review and mitigate risks.

Quality control is exercised through a number of specific procedures such as progress monitoring, review of deliverables and status reporting. In order to ensure the quality of our content and the report itself, we ensure that all deliverables are in accordance with the organization’s standards. If reports / recommendations are required, they will be completed in your format and will be appropriate to the findings and conclusions. We rely on Peer content review and on our own Communication Group for edit review of documents before their issuance to clients.

3.sub-contracted vendor profile

The Sub-Contracted Vendor Profile is not applicable as SMCL is not utilizing a sub-contracted vendor for this RFP response.

4.staff / contractor resumes

Please refer to Appendix “B” – Resumes of Proposed Consultants

SMCL proposes to assign two senior consultants to this project, both of whom possess extensive experienced in Knowledge Management and Transfers.

Proposed Consultants

• Malcolm Graham
• Marguerite Henderson-Davis

Malcolm Graham experienced in research, change and knowledge transfer management and Margaret Henderson-Davis a Human Resource, Knowledge Management and Training Design and delivery specialist. We at SMCL feel that the combination of these two experts will provide the exceptional products required to meet your expectation. SMCL will complement these two experts with additional resources as required. For example our Managing Consultant, Mike Novak, with years of program and project management experience will provide an oversight and quality management.

Marguerite Henderson-Davishas been responsible for designing training for professional groups such the Society of Management Accountants. She designed and delivered leadership training for senior managers at the ExtraMuralHospital in Fredericton, New Brunswick.

At the University of New Brunswick she developed the concept of a management training program for women, engaged writers, graphic and subject matter experts to produce an 8 module curriculum of training which was sold to other jurisdictions.

Based on an overall learning strategy developed in consultation with teachers, academics, employers and women, Ms. Henderson-Davis designed the 10 month pilot training program for women, established performance measures and evaluation criteria and managed trainers and facilitators who delivered program modules.

The program was innovative at the time it was developed in that it introduced a new learning process that combined classroom training with on the job work experience involving the students’ supervisors and peers. Marguerite developed knowledge management programs for training women in management that included:

• On the job discussions;
• Knowledge mapping;
• Discussion forums;
• Professional training;
• Mentoring Programs; and
• Best Practices knowledge transfer.

In creating this program, she was responsible for program design, development and implementation and carried out the following activities:

• Consultations with CEOs and business leaders to determine the competencies and map the knowledge they considered important in high performing leaders;
• Consultations with women in management and women wishing to move into management to determine how the learning process could be re-designed to address current problems, to identify learning strategies and solutions for the learners who wanted to combine working, learning and family and community commitments;
• Incorporating learning strategies into the overall Program design
• Establish the program as part of the regular offering of the Department of Extension.

For complete details of their experience, please find attached the resume’s for Malcolm Graham and Margaret Henderson-Davis in Appendix “B” of this proposal.

5.Acknowledgement of rfp administration terms and conditions

SMCL has read and understands the requirements, described in the RFP (Items 1 through to 14)for Knowledge Management and Transfer for the Electricity Industry in Canada and proposes to use the “Bates Project Management Methodology™” to manage and administer project. This Methodology is PMI PMBOK compliant and it is this approach that SMCL has used on many projects and proposes to use a modified version for this RFP. SMCL will also outline the approach it proposes to use to meet the client’s expectation.

SMCL is committed to the Methodology and confident in the results it achieves. Our Proposed team is well qualified to handle projects of any size, duration or complexity.

SMCL has read, noted and acknowledges the RFP Terms and Conditions for Items 1 through 14 listed below.

1.INTRODUCTION

1.1 Background – Electricity Sector Council

2. PROJECT INFORMATION

2.1 Overview

2.2 Background

2.3 Project Objectives

2.4 Project Scope/Outcomes

2.5 Project Summary

3. STATEMENT OF WORK

3.1 Scope of Work

3.2 Project Deliverables

3.3 Project Management and Progress Reporting

4. RFP PROCESS

4.1 RFP Schedule

5.RFP ADMINISTRATION TERMS & CONDITIONS

5.1 Vendor Questions

5.2 Confidentiality and Security of Information

5.3 Conflict of Interest

5.4 Vendor Expenses

6. PROJECT BUDGET

7. PROJECT DURATION & MILESTONES

8. IRREVOCABILITY OF PROPOSALS

9. RFP CLOSING

10. PROPOSAL SUBMISSIONS

10.1 Proposal Format/Presentation

10.2 Consent to Use of Information

10.3 Proposal Content Guidelines

10.4 Mandatory Proposal Requirements

11. CONTRACT

11.1 Contract Finalization

11.2 Order of Precedence

11.3 Standards of Care

12. EVALUATION CRITERIA

13. ROLES AND RESPONSIBILITIES

14. INTELLECTUAL PROPERTY

6.project proposal

The Electricity Sector Council (ESC) has determined that knowledge management processes and tools are needed to ensure the timely transfer of knowledge from older employees to new and existing employees. The ESC has created Request for Proposals: Knowledge Management and Transfer for the Electricity Industry in Canada to address this need. This document is the Spearhead Management Canada Limited (SMCL) response to this RFP.

Knowledge management processes and tools focus on the capture and sharing of knowledge. This, typically, includes things like formal apprenticeships, on-the-job and professional training, mentoring, knowledge repositories, best practices, and communication systems. SMCL will ask, what knowledge management processes and tools are currently being used and working well within the Canadian electricity industry?