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HomeMy WebLinkAbout25G - AGMT METER INFRASTRUCTUREREQUEST FOR COUNCIL ACTION CITY COUNCIL MEETING DATE: MAY 7, 2019 TITLE: APPROVE AGREEMENT WITH UTILIWORKS FOR AUTOMATED METER INFRASTRUCTURE PLANNING AND IMPLEMENTATION SERVICES IN AN AMOUNT NOT TO EXCEED $896,530 (NONGENERAL FUND) (STRATEGIC PLAN NO. 6, 1) CITY MANAGER RECOMMENDED ACTION CLERK OF COUNCIL USE ONLY: APPROVED ❑ As Recommended ❑ As Amended ❑ Ordinance on 151 Reading ❑ Ordinance on 2nd Reading ❑ Implementing Resolution ❑ Set Public Hearing For CONTINUED TO FILE NUMBER Authorize the City Manager and Clerk of the Council to execute an agreement with Utiliworks Consulting, LLC., to provide Automated Meter Infrastructure planning and implementation services, for a four-year period commencing May 7, 2019, and expiring May 6, 2023, with the provision for a one-year extension, in an amount not to exceed $896,530, including an $815,027 project fee and a 10% contingency of $81,503 in the Water Administration and Engineering Fund, for the term of the agreement, subject to non -substantive changes approved by the City Manager and City Attorney. DISCUSSION The City of Santa Ana supplies potable water to over 45,000 customers, which includes all of the City's 334,800 -plus residents, businesses, and institutions. The customers are metered by traditional water meters; these meters are manually read every two months to collect the meter readings, then the data is processed to generate the water bill. As of October 2016, Black & Veatch, Inc., completed an Automated Metering Infrastructure (AMI) feasibility study, which concluded that it is more efficient and most effective for the City to upgrade its water metering system to AMI. The AMI project is estimated to take 3 years to implement at a total cost of approximately $16.6 million and would yield approximately $10.0 million in benefits. In 2018, with the support of Assemblymember Daly, the State of California awarded the City a $4.0 million grant for implementation of an AMI system. The Public Works Agency continues to pursue additional grant and low interest loan opportunities to deliver this project at the best value. The proposed AMI system will meet the City's strategic goals by providing an enhanced customer service portal, customer water consumption data availability, distribution leak detection system, 25G-1 Agreement to Utiliworks for AMI Planning and Implementation Services May 7, 2019 Page 2 smart water meters, monthly billing cycles and cash flow improvements. An AMI system will also enable the City to provide customer service improvements by providing much greater detail on individual water account consumption, which can reduce the occurrence of a high water bill, reduce billing problems and customer frustrations, and also enable customers to proactively manage their own water consumption. The City is committed to pursuing an AMI system to convert all water meters to smart meters based on new available technologies. Due to the size of the service area, the rapidly changing water metering technology, and complexity of billing system integration and customer service, the Black & Veatch study recommended for the City to select an AMI program advisor and industry consultant to assist in developing detailed requirements, documentation and provide procurement support. The AMI program advisor will engage in performing an unbiased and comprehensive industry review and business case analysis for the potential implementation of AMI and make recommendations to the City and manage the transition to a full AMI system. On September 11, 2018, the City issued a Request for Proposals (RFP) for AMI Planning and Implementation Consultant on the City's Planet Bids website, as well as the City website. Seven proposals were received and evaluated by a selection committee based on criteria as outlined in the RFP. Listed below are the responding firms and their respective scores: Firm Location Preliminary Score Utiliworks Consulting, Inc. Baton Rouge, LA 88.8 Excergy Denver, CO 86.0 MeterSYS Corona, CA 74.6 West Monroe Partners Los Angeles, CA 70.1 MC Engineering Folsom, CA 65.9 KRE Consulting Pasadena, CA 62.6 SL-Serco St. Anthony, MN 60.7 The top two scoring firms were invited to interview with staff and provide a presentation on their firm, proposal, and approach for meeting the City's needs. At the conclusion of the presentations and interviews, staff ranked the firms as follows: Rank Firm Location 1 Utiliworks Consulting, Inc. Baton Rouge, LA 2 Excergy Denver, CO In accordance with the RFP, staff recommends awarding a contract to Utiliworks. Their proposal and presentation demonstrated a high technical competency and experience performing similar services from start to finish. The proposal contained a clear path toward achieving City goals and objectives as required by the RFP. 25G-2 Agreement to Utiliworks for AMI Planning and Implementation Services May 7, 2019 Page 3 STRATEGIC PLAN ALIGNMENT Approval of this item supports the City's efforts to meet Goal #6 - Community Facilities & Infrastructure, Objective #1 (establish and maintain a Community Investment Plan for all City assets). ENVIRONMENTAL IMPACT There is no environmental impact associated with this action. FISCAL IMPACT Funds are budgeted and available in the Water Administration and Engineering Account (No. 06017645-62300) for expenses in FY 2018-19, and budgeted to account for anticipated expenditures. The remaining balance of $803,741 will be budgeted in subsequent fiscal years as follows: Fiscal Year Accounting Unit— Fund Accounting Unit, Account Amount Account No. Description Description 2018-19 06017645-62300 Water Water Admin Engineering, $92,789 (May -Jun) Contract Services - Professional 2019-20 06017645-62300 Water Water Admin Engineering, $502,239 Contract Services - Professional 2020-21 06017645-62300 Water Water Admin Engineering, $169,000 Contract Services - Professional 2021-22 06017645-62300 Water Water Admin Engineering, $51,000 Contract Services - Professional 2022-23 06017645-62300 Water Water Admin Engineering, $81,502 Contract Services - Professional Total Amount: $896,530 APPROVED AS TO FUNDS AND ACCOUNTS: r w Q---- - /(A.2 Fuad S Weiss, PE, PLS I<a ryn Do s, CPA Executi Director Executive Director Public rks Agency Finance and Management Services Agency Exhibits: 1. Agreement 2. RFP No. 18-064 25G-3 25G-4 AGREEMENT TO PROVIDE PLANNING AND IMPLEMENTATION SERVICES FOR THE AUTOMATED METER INFRASTRUCTURE PROJECT THIS AGREEMENT is made and entered into this 7th day of May, 2019 by and between UtiliWorks Consulting,_�L-LC ("Consultant"), and the City of Santa Ana, a charter city and municipal corporation organized and existing under the Constitution and laws of the State of California ("City"). RECITALS A. On September 11, 2018, the City issued Request for Proposal No. 18-064, by which it sought a consultant to provide professional planning and implementation services for the City's Automated Meter Infrastructure Project, by which the City intends to to convert existing water meters to "smart" meters based on new available technologies. B. Consultant submitted a responsive proposal that was selected by the City. Consultant represents that it is able and willing to provide the services described in the scope of work that was included in RFP No. 18-064. C. In undertaking the performance of this Agreement, Consultant represents that it is knowledgeable in its field and that any services performed by Consultant under this Agreement will be performed in compliance with such standards as may reasonably be expected from a professional contracting firm in the field. NOW THEREFORE, in consideration of the mutual and respective promises, and subject to the terms and conditions hereinafter set forth, the parties agree as follows: 1. SCOPE OF SERVICES Consultant shall perform the services that were described in the scope of work that was included in RFP No. 18-064 and as more specifically delineated in Consultant's proposal, which is attached as Exhibit A and incorporated in full. 2. COMPENSATION a. City agrees to pay, and Consultant agrees to accept as total payment for its services under this Agreement, the rates and charges identified in Exhibit B. The total sum to be expended under the tern of this Agreement, including any extension periods, shall not exceed $896,530. This sum is comprised of (1) the base amount of $815,027 and (2) a 10% contingency in the amount of $81,503 for additional services at the City's sole discretion. b. Payment by City shall be made within forty-five (45) days following receipt of proper invoice evidencing work performed, subject to City accounting procedures. Payment need not be made for work which fails to meet the standards of Pae 1 of 69 2p;6*;5 performance set forth in the Recitals and Scope of Work, which may reasonably be expected by City. 3. TERM This Agreement shall commence on the date fust written above and terminate on May 6, 2023, unless terminated earlier in accordance with Section 17, below. The term of this Agreement may be extended for a one-year period upon a writing executed by the City Manager and City Attorney. 4. PREVAILING WAGES Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" projects. If the services being performed are part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, and the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. 5. INDEPENDENT CONTRACTOR Consultant shall, during the entire term of this Agreement, be construed to be an independent contractor and not an employee of the City. This Agreement is not intended nor shall it be.construed to create an employer-employee relationship, a joint venture relationship, or to allow the City to exercise discretion or control over the professional manner in which Consultant performs the services which are the subject matter of this Agreement; however, the services to be provided by Consultant shall be provided in a manner consistent with all applicable standards and regulations governing such services. Consultant shall pay all salaries and wages, employer's social security taxes, unemployment insurance and similar taxes relating to employees and shall be responsible for all applicable withholding taxes. 6. OWNERSHIP OF MATERIALS This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). Consultant shall require all subconsultants to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regard to Page 2 of 69 Z5976 Documents & Data which were provided to Consultant by the City. City shall not be limited in any way in its use of the Documents and Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at City's sole risk. INSURANCE Prior to undertaking performance of work under this Agreement, Consultant shall maintain and shall require its subconsultants, if any, to obtain and maintain insurance as described below: a. Commercial General Liability Insurance. Consultant shall maintain commercial general liability insurance naming the City, its officers, employees, agents, volunteers and representatives as additional insured(s) and shall include, but not be limited to protection against claims arising from bodily and personal injury, including death resulting therefrom and damage to property, resulting from any act or occurrence arising out of Consultant's operations in the performance of this Agreement, including, without limitation, acts involving vehicles. The amounts of insurance shall be not less than the following: single limit coverage applying to bodily and personal injury, including death resulting therefrom, and property damage, in the total amount of $1,000,000 per occurrence, with $2,000,000 in the aggregate. Such insurance shall (a) name the City, its officers, employees, agents, volunteers and representatives as additional insured(s); (b) be primary with respect to insurance or self-insurance programs maintained by the City; and (c) contain standard separation of insureds provisions. b. Business automobile liability insurance, or equivalent form, with a combined single limit of not less than $1,000,000 per occurrence. Such insurance shall include coverage for owned, hired and non -owned automobiles. C. Worker's Compensation Insurance. In accordance with the California Labor Code, Consultant, if Consultant has any employees, is required to be insured against liability for worker's compensation or to undertake self-insurance. Prior to commencing the performance of the work under this Agreement, Consultant agrees to obtain and maintain any employer's liability insurance with limits not less than $1,000,000 per accident. d. If Consultant is or employs a licensed professional such as an architect or engineer: Professional liability (errors and omissions) insurance, with a combined single limit of not less than $1,000,000 per claim with $2,000,000 in the aggregate. C. The following requirements apply to the insurance to be provided by Consultant pursuant to this section: (i) Consultant shall maintain all insurance required above in full force and effect for the entire period covered by this Agreement. (ii) Certificates of insurance shall be furnished to the City upon execution of this Agreement and shall be approved by the City. (iii) Certificates and policies shall state that the policies shall not be cancelled or reduced in coverage or changed in any other material aspect, by consultant, without thirty (30) days prior written notice to the City. (iv) Consultant shall supply City with a fully executed additional insured endorsement. f. If Consultant fails or refuses to produce or maintain the insurance required by this section or fails or refuses to furnish the City with required proof that insurance has been procured and is in force and paid for, the City shall have the right, at the City's election, to forthwith terminate this Agreement. Such termination shall not affect Consultant's right to be paid for its time and materials expended prior to notification of termination. Consultant waives the right to receive compensation and agrees to indemnify the City for any work performed prior to approval of insurance by the City. 8. INDEMNIFICATION Consultant agrees to defend, and shall indemnify and hold harmless the City, its officers, agents, employees, consultants, special counsel, and representatives from liability: (1) for personal injury, damages, just compensation, restitution, judicial or equitable relief arising out of claims for personal injury, including death, and claims for property damage, which may arise from the negligent operations of the Consultant or its subconsultants, agents, employees, or other persons acting on their behalf which relates to the services described in section 1 of this Agreement; and (2) from any claim that personal injury, damages, just compensation, restitution, judicial or equitable relief is due by reason of the terms of or effects arising from this Agreement. This indemnity and hold harmless- agreement applies to all claims for damages, just compensation, restitution, judicial or equitable relief suffered, or alleged to have been suffered, by reason of the events referred to in this Section or by reason of the terms of, or effects, arising from this Agreement. The Consultant further agrees to indemnify, hold harmless, and pay all costs for the defense of the City, including fees and costs for special counsel to be selected by the City, regarding any action by a third party challenging the validity of this Agreement, or asserting that personal injury, damages, just compensation, restitution, judicial or equitable relief due to personal or property rights arises by reason of the terms of, or effects arising from this Agreement. City may make all reasonable decisions with respect to its representation in any legal proceeding. Notwithstanding the foregoing, to the extent Consultant's services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant. 9. INTELLECTUAL PROPERTY INDEMNIFICATION Consultant shall defend, indemnify and hold harmless the City, its officers, agents, representatives, and employees against any and all liability, including costs, and attorney's fees, for infringement of any United States' letters patent, trademark, or copyright contained in the work product or documents provided by Consultant to the City pursuant to this Agreement. Pa e 4 of 69 2X, 18 10. RECORDS Consultant shall keep records and invoices in connection with the work to be performed under this Agreement. Consultant shall maintain complete and accurate records with respect to the costs incurred under this Agreement and any services, expenditures, and disbursements charged to the City for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant under this Agreement. All such records and invoices shall be clearly identifiable. Consultant shall allow a representative of the City to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement during regular business hours. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement for a period of three (3) years from the date of final payment to Consultant under this Agreement. 11. CONFIDENTIALITY If Consultant receives from the City information which due to the nature of such information is reasonably understood to be confidential and/or proprietary, Consultant agrees that it shall not use or disclose such information except in the performance of this Agreement, and further agrees to exercise the same degree of care it uses to protect its own information of like importance, but in no event less than reasonable care. "Confidential Information" shall include all nonpublic information. Confidential information includes not only written information, but also information transferred orally, visually, electronically, or by other means. Confidential information disclosed to either party by any subsidiary and/or agent of the other party is covered by this Agreement. The foregoing obligations of non-use and nondisclosure shall not apply to any information that (a) has been disclosed in publicly available sources; (b) is, through no fault of the Consultant disclosed in a publicly available source; (c) is in rightful possession of the Consultant without an obligation of confidentiality; (d) is required to be disclosed by operation of law; or (e) is independently developed by the Consultant without reference to information disclosed by the City. 12. CONFLICT OF INTEREST CLAUSE Consultant covenants that it presently has no interest and shall not have interests, direct or indirect, which would conflict in any manner with performance of services specified under this Agreement. 13. NOTICE Any notice, tender, demand, delivery, or other communication pursuant to this Agreement shall be in writing and shall be deemed to be properly given if delivered in person or mailed by first class or certified mail, postage prepaid, or sent by fax or other telegraphic communication in the manner provided in this Section, to the following persons: To City: Clerk of the City Council City of Santa Ana 20 Civic Center Plaza (M-30) M 69 P.O. Box 1988 Santa Ana, CA 92702-1988 Executive Director Public Works Agency City of Santa Ana 20 Civic Center Plaza (M-21) P.O. Box 1988 Santa Ana, CA 92702 To Consultant: UtiliWorks Consulting, LLC 2351 Energy Drive Suite 1010 Baton Rouge, LA 70808 A party may change its address by giving notice in writing to the other party. Thereafter, any communication shall be addressed and transmitted to the new address. If sent by mail, communication shall be effective or deemed to have been given three (3) days after it has been deposited in the United States mail, duly registered or certified, with postage prepaid, and addressed as set forth above. If sent by fax, communication shall be effective or deemed to have been given twenty-four (24) hours after the time set forth on the transmission report issued by the transmitting facsimile machine, addressed as set forth above. For purposes of calculating these timeframes, weekends, federal, state, County or City holidays shall be excluded. 14. EXCLUSIVITY AND AMENDMENT This Agreement represents the complete and exclusive statement between the City and Consultant regarding the subject matter herein, and supersedes any and all other agreements, oral or written, between the parties. In the event of a conflict between the terms of this Agreement and any attachments hereto, the terms of this Agreement shall prevail. This Agreement may not be modified except by written instrument signed by the City and by an authorized representative of Consultant. The parties agree that any terms or conditions of any purchase order or other instrument that are inconsistent with, or in addition to, the terms and conditions hereof, shall not bind or obligate Consultant or the City. Each party to this Agreement acknowledges that no representations, inducements, promises or agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any party, which are not embodied herein. 15. ASSIGNMENT Inasmuch as this Agreement is intended to secure the specialized services of Consultant, Consultant may not assign, transfer, delegate, or subcontract any interest herein without the prior written consent of the City and any such assignment, transfer, delegation or subcontract without the City's prior written consent shall be considered null and void. Nothing in this Agreement shall be construed to limit the City's ability to have any of the services which are the subject to this Agreement performed by City personnel or by other consultants retained by City. PPaage6 of 669 29C 1W 1710 16. WAIVER No waiver of breach, failure of any condition, or any right or remedy contained in or granted by the provisions of this Agreement shall be effective unless it is in writing and signed by the party waiving the breach, failure, right or remedy. No waiver of any breach, failure or right, or remedy shall be deemed a waiver of any other breach, failure, right or remedy, whether or not similar, nor shall any waiver constitute a continuing waiver unless the writing so specifies. 17. TERMINATION This Agreement may be terminated by the City upon thirty (30) days written notice of termination. In such event, Consultant shall be entitled to receive and the City shall pay Consultant compensation for all services performed by Consultant prior to receipt of such notice of termination, subject to the following conditions: a. As a condition of such payment, the Executive Director may require Consultant to deliver to the City all work product completed as of such date, and in such case such work product shall be the property of the City unless prohibited by law, and Consultant consents to the City's use thereof for such purposes as the City deems appropriate. b. Payment need not be made for work which fails to meet the standard of performance specified in the Recitals of this Agreement. 18. NON-DISCRIMINATION Consultant shall not discriminate because of race, color, creed, relation, sex, marital status, sexual orientation, age, national origin, ancestry, or disability, as defined and prohibited by applicable law, in the recruitment, selection, training, utilization, promotion, termination or other employment related activities or in connection with any activities under this Agreement. Consultant affirms that it is an equal opportunity employer and shall comply with all applicable federal, state and local laws and regulations. 19. JURISDICTION -VENUE This Agreement has been executed and delivered in the State of California and the validity, interpretation, performance, and enforcement of any of the clauses of this Agreement shall be determined and governed by the laws of the State of California. Both parties further agree that Orange County, California, shall be the venue for any action or proceeding that may be brought or arise out of, in connection with or by reason of this Agreement. 20. PROFESSIONAL LICENSES Consultant shall, throughout the term of this Agreement, maintain all necessary licenses, permits, approvals, waivers, and exemptions necessary for the provision of the services hereunder 2BITT1 and required by the laws and regulations of the United States, the State of California, the City of Santa And and all other governmental agencies. Consultant shall notify the City immediately and in writing of its inability to obtain or maintain such permits, licenses, approvals, waivers, and exemptions. Said inability shall be cause for termination of this Agreement. 21. MISCELLANEOUS PROVISIONS a. Each undersigned represents and warrants that its signature herein below has the power, authority and right to bind their respective parties to each of the terms of this Agreement, and shall indemnify City fully, including reasonable costs and attorney's fees, for any injuries or damages to City in the event that such authority or power is not, in fact,.held by the signatory or is withdrawn. b. All exhibits referenced herein and attached hereto shall be incorporated as if fully set forth in the body of this Agreement. IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date and year first above written. ATTEST: Norma Mitre Acting Clerk of the Council APPROVED AS TO.. FORM SONIA R. CARVALHO City Attorney By: Jfn M. Funk Assistant City Attorney RECOMMENDED FOR APPROVAL Fuad S. Sweiss, PE, PLS Executive Director Public Works Agency CITY OF SANTA ANA Steven A. Mendoza Acting City Manager CONSULTANT me: a Pennington Title: President & CEO Page 8 of 8 2 a e of 69_ 11 m Deliver to: City of Santa Ana ATTN: Cesar Barrera, P.E. 20 Civic Center Plaza Santa Ana, CA 92701 UuMod<s Consuiurg. LLC. 2351 Energy Di. STE 1010 Baton Rouge, LP. 70808 225.766.4188 Office 225 612.6404 Fax WWW utili'.voiics.com of 9 01 2 Rf3IT 13 Strategic Utility Consulting 1. Cover Letter 9 =eNks Strategic Utility Consulting To: Cesar Barrera, P.E. City of Santa Ana Public Works Agency From: Kody Salem, Principal UtiliWorks Consulting, LLC RE: Request for Proposals (RFP) for AMI Planning and Implementation Consultant UtiliWorks Consulting, LLC (UtiliWorks) appreciates the opportunity to submit this proposal in response to the RFP issued by the City of Santa Ana (City, Santa Ana) to provide advisory services related to advanced metering infrastructure (AMI) solution design and optimization, procurement, and system deployment oversight. We acknowledge we have received Addendums 1,2, and 3. UtiliWorks offers professional services to assist utilities in the evaluation, design, procurement, and implementation of AMI and smart metering solutions. This is the exclusive focus of our company. In that regard, we are interested in this opportunity, as we believe that we are uniquely positioned to guide the City regarding its AMI implementation initiative. We understand that the City has conducted an initial study to determine AMI feasibility for its approximately 45,,000 customers and is seriously considering, the execution of a "Design, Build, Run, and Transfer" model for its AMI implementation. We applaud the City's initiative to increase efficiencies and provide excellence in utility operation and customer service. We are confident that the City's AMI initiative is an excellent fit for our services and the long-range solutions that must be developed. We would like to highlight the key areas we believe differentiate us from other firms. Evidence supporting these points has been provided throughout this proposal. These key differentiators are: 1. A Tailored Solution for Your Unique Environment. In performing our initial engagement with the City, we plan to utilize a comprehensive approach in developing a detailed implementation plan and analyze how an AMI implementation can positively impact each department, not solely focusing on the meter -to -cash functions. As part of our regular engagements, UtiliWorks helps our clients determine which technology applications make sense for their unique environments. This includes budgeting, planning, selection of the appropriate technology, and providing implementation support and oversight. Working in conjunction with utility personnel, our team can create an optimum solution for the City because we do not associate our recommendations with a particular technology, and we have no vendor affiliations. This allows us to independently guide utilities towards a "best -fit" solution without outside influence. Although independent, our executives at our firm have strong working relationships and direct access to top level personnel at AMI vendor organizations. This helps to expedite resolution of any issues that may arise during a 2i Page Pae 10 of 69 4p16 -;14 project. Our team also has a robust pricing database which further assists in developing estimates and negotiating the most favorable terms possible for our utility clients. 2. Agile and Adaptable Consulting Firm that Specializes in this Market Space. We are a smaller, highly -focused company with subject matter experts who have deep roots in the AMI market. Being a smaller consulting firm focused on AMI, we typically have a Lower cost compared to large multi -national engineering firms. We will provide the City and its members full access to our senior staff and executives. We have excellent client references from utilities who desire a more agile organization with a tailored delivery strategy. Our team is known for our "hands-on" experience with technology, vendors, and owners in both pilot and full deployment environments. You will see evidence of our work with virtually all the leading vendors in this space. We believe our team has more true deployment experience (versus theoretical understanding) than any other consulting firm in this sector. Our references are the best way to confirm this. 3. Industry Recognition: Our staff have worked on many advanced metering engagements on behalf of utility clients over the past 13 years, and we are very familiar with utility operations across all functional areas. By utilizing a strategic approach which includes public outreach and benefits verification, we have assisted our clients in receiving industry accolades. These include: a. Orangeburg Department of Public Utilities, SC ("Best Smart Infrastructure Project of the Year", CS Week 2015) b. Albuquerque Bernalillo County Water Utility Authority, NM ("Best Smart Infrastructure Project", CS Week 2013) c. City of Ruston, LA ("Smart Grid Project of the Year", Utility Automation and Engineering T&D Magazine, 2010) d. City of San Marcos, TX ("Best Smart Infrastructure/Grid Project", CS Week 2010 and "AMI Project of the Year", DistribuTECH 2009) Many of our clients have been featured in both international trade journals and local newspapers based on the.success of their automated metering projects. We are very proud of our clients' accomplishments and will always seek to gain them the recognition they deserve. We are very excited about the opportunity to work with the City. We think you will find that our firm's personnel and experience exceed all minimum consultant requirements as listed in the RFP. We are confident that our team will connect with the City of Santa Ana in a cost- effective way that will yield great results. Respectfully submitted, Kody Salem Principal UtiliWorks Consulting, LLC ksatem@utitiworks.com 2351 Energy Drive Suite 1010 Baton Rouge, LA 70808 P (615) 375-6396 F (225) 612-6404 2�=`'i 5 IT 31 Page 2. Table of Contents 1. Cover Letter......................................................................................... 2 2. Table of Contents.................................................................................. 4 3. Agreement Statement............................................................................. 4 4. Executive Summary ................................................................................ 5 5. Company Information.............................................................................. 9 FirmExperience....................................................................................... 9 TeamExperience.....................................................................................10 6. Technical Approach...............................................................................12 ProjectMethodology.................................................................................12 Scopeof Services.....................................................................................14 Mobilization and Project Kickoff................................................................14 Stateof Industry Review.........................................................................14 RequirementsWorkshop..........................................................................14 ImplementationPlan..............................................................................15 StaffingPlan.......................................................................................15 RFPDevelopment..................................................................................15 RFPAdministration................................................................................16 Response Evaluation Support....................................................................16 Contracting Et Negotiations Support............................................................16 Implementation Program Management.........................................................16 Implementation Program Management Optional Services...................................17 Schedule............................................................................................... 20 7. References......................................................................................... 21 Pastand Present Clients............................................................................ 21 ClientReferences.................................................................................... 27 8. Fee Proposal....................................................................................... 30 9. Appendix............................................................................................31 TeamResumes........................................................................................ 31 ExecutedForms...................................................................................... 38 3. Agreement Statement We are in concurrence with the terms in the standard agreement provided in RFP as ATTACHMENT 2 and take no exceptions. 4l Page 2BflilEff 116 4. Executive Summary It is UtiliWorks' understanding that the City of Santa Ana has already taken steps to assess the feasibility of AMI "technology for its customers, including related operational technologies, such as Meter Data Management (MDM) software. By refining an AMI system solution with UtiliWorks, the City will be able to better realize the project objectives outlined in the City's 2016 feasibility report: providing higher levels of customer service and water usage information to enable water conservation by customers, and improving the water system operations and efficiency. Through our experience interacting with utilities, vendors, and our own research, we have gathered a wealth of information of various AMI technologies. Our understanding provides valuable insight to the best suitable AMI technologies for the City's specific situation and needs. Provided below is an example knowledge capture work product of water AMI solutions in a matrix form. We are familiar with all major water AMI technology vendors while maintaining vendor -neutrality. • I - � wobr MlY µFobulio WaterAMISolutions T Proprietary Information; Vendors Names Withheld rxeJzx,v vxssM V FC m s: Nt ILYIr CGY¢dINF PIC Gr lr Z1 FF FF PF P; I N° I FP 1 P t 5F FP Ce.. 'PmreC'i<m MNY+.VP1YaN PAP n,4Ci 0}111 Ci!.q P!'.N 1:6++ Lily VW i.Y.91 Pi641 PVP Oii'J I:It } �iPCCV"-_y Y Y F Y.V A N V I 11 N Y li LPJhbIIAVI •54+]E ho 512 0.: 9'A 559 594a +w1p R¢nstll" &U,hEt ii -9;5 Q` 11, ;9 Z-}1 90}.9}0 P1�GL1 .- I , uuw.eldnm Dti9' ii i-- ., _ aa�- t1 1_ 1 Y 1 - r - A IY v �Y Irnrran 0V9'.Jaa.xAC.tavr. 51 V Y ._ r,yr'ToumfSrtnaq;<eLepl + o-1} q 1A }l] 1 +} s ( 1 + 1 I6ay0.'J'ltmsy Lrn bell 'b� 1OSOPm MFM 10AFYP C 15P,. }J m '., iN:avl Pe2lmeMe Gu'arze rael_ 1 ICYiUSg� Y Y y y Y Y N Y Y Y Figure 1- UtifiWorks AMI Vendor Matrix Because technology and services in the industry have grown since the time the City's feasibility report was commissioned, UtiliWorks is able to leverage its experience in AMI procurement, contracting, and deployment to engage in knowledge -share with the City and fill in gaps regarding AMI solutions. Using our institutional knowledge, UtiliWorks is well-prepared to make recommendations to City on all aspects outlined in the City's RFP, including: A. Smart Metering Technology B. Data Collection Network C. Communication Method D. System Head -End Control Computer and Software E. Meter Data Management Software F. Endpoint Installation 51 Page P:a �e/13 off 6g 01 2 gxTRBIT T 7 G. Hosting H. Staffing Considerations for Smart Metering Technologies I. Schedule J. Preparation of Solicitation Documents K. Installation/Implementation Period Project Management Each of the above items will be thoroughly addressed (and always are addressed) during the tasks in our proven 'UtiliWorks Advantage' approach detailed in Section 3 of this proposal. Prior to solicitation for an AMI solution, UtiliWorks will memorialize all recommendations and decisions in a formal implementation plan. This plan will serve as the driving reference document throughout AMI procurement and implementation. UtiliWorks can help the City navigate the procurement process, allowing the City's AMI Committee to design and optimize a solution that fulfills the City's unique needs. Utih-Works has a wide range of subject matter experts (SMEs) who have helped define the technical requirements and specifications of clients' systems and have created "Capabilities Workbooks" for vendors to fill out alongside their proposal submittal. These workbooks allow clients to itemize and prioritize specific functional criteria and evaluate vendor proposals on a granular level. A sample workbook excerpt is shown below. Figure 2 -Example Requirements and Capabilities Screen Clip UtiliWorks is experienced in developing such deliverables for a number of smart metering technology components, including: AMI networks, MDM Systems, water meters, installation processes, and metering equipment. 61 Page 2Rar;18 Cdry of Lawrence Requlramentd and Caab8mes-AMI System ole —• . a ro v'.ai R. mnm.m _. ., r+• . .,,a,• �. mNN , _. .. vmddrR. mn Wm.'a—, ,..,. _.,. - m..Mlsa.m sMP: NN.IPNan.y 11.dt ore tram. a nm rca,, an tla Ga to wfy Iaa�/im1W d .A., mean WI w Genal MA I Iwatlm'I Wa M IOU- f Oma an as realer llMaRma WO eemked CurtM e... 'WykvnOsrnwLh, ana.Mtl M tl,W Wa nda.nO.PWk medll,Iwlan mllul{Cen.Iaa rWll .. M.1eaPPP"be(N Lsum am lanl, wmw, eed*m m, Ilddudn, ht wl HAW t Mrcdnn W.I., wake Motu 4.nmldle i [AMA), WtRwk 1 GawLha, Porde INescL redmal Rm,ind Future Ba. lnddm caadnim (y ), am aYndnn maG R.4...C,mma faNaa, MRtna anal dwa Mat Inmlvra Wa Pa Gay. neem MSa, a A. "k W.I.RmWtrm aFerRF<emnN<.tlm„ am MWllk.am GenaIM4 d Rol anam bmitIaJ a ke kkMRN W .1M node. The Gay. aDl1<anmunkadme.1 r.y"am fa Mfi WZO ThiN PaMGHam 4m.nl MA a 1U4m,aFVfdamf all melm rola nnaL Re 'W CmtaNaall.n r<nI MA 6 MAN u<Ibn.rd MteMmr.rcm wpe Ne.deM, I.m. Nil. a 11— Na ed G.1AAa 1 ImNde. meaPdd W..lmla 1padhaapNllAlea empmn hale xae aNave enol R,ed Mlankaanmmd<.dm Wam.an h dawn. FWd.. n.aad d PWNry aad,sa In y<Ndo-mmae.d nd<le G.m.l Ma a ral.non In as mem R.M WIm k <mnenkalM WWI man h Atl<e to Naw m Nlweepa naaan lmery Imnnaenkl W ore Gemm.l M9 a ntwVA .. F. ort min baN. la atiA ,w RR9 anam Imma RewF.d mm mdl cent' Me enrol orae" .wR a a.maq IgaN .nor nparted lP M.daN Mandn< a<Ivd . Gmaral M4 a 'Gale<ar rk aiAwa Gnenl Mn 11 [ mdMahum12 FM mlimmnn My have4,nn14N Id parnm nae .mn."d Ed G.rcalara Id W.hhra enalAre IR 'eemmNN"dml lln ham .to Su Im.aal Ma nllMbn lanea,v.d e a Figure 2 -Example Requirements and Capabilities Screen Clip UtiliWorks is experienced in developing such deliverables for a number of smart metering technology components, including: AMI networks, MDM Systems, water meters, installation processes, and metering equipment. 61 Page 2Rar;18 UtiliWorks will be able to provide assistance in development of a Request for Proposals (RFP) package, as well as solicitation of proposals, addressing vendor questions, preparation of and participation in pre -proposal and shortlist meetings, and technical and cost evaluation. Post -procurement, the installation of AMI equipment/software(s) usually involves multiple vendors, with several moving parts. We have the program management expertise to manage all these variables. By combining our team's wealth of industry knowledge, the application of Project Management Institute (PMI) best practices, and a hands-on approach, we help to manage, and effectively reduce, the City's overall program risk while ensuring successful outcomes. Having managed many similar projects and the associated vendors who will be involved, we are keenly aware of the field construction/installation requirements as related to site and structural conditions/inspections, traffic flow, and overall project safety concerns. Our scope of services is designed around a proven, phased -based approach. This approach is perfectly suited to manage the City's proposed "Design, Build, Run, and Transfer" business model, providing structure, as well as well-defined evaluation and exit criteria. We will work on your behalf, "as an extension of your staff," ensuring your interests are the primary focus throughout the effort. Our ultimate goal is to facilitate the best -quality AMI solution on time and on budget. Our appointed Project Manager (PM) will work with the City's PM to develop a detailed project plan, which is used to guide and control all tasks and services associated with the smart metering project. The project plan identifies each individual task via a detailed work breakdown structure that includes the level of effort required to complete tasks, timeline for completion of tasks, dependencies (predecessor and successor relationships), responsible party (vendor, client, etc.), and current status of each task. aMJ lre¢6 W1d 11a411a 0.10/1111 - M1e%tl.PiaX YePury iudVzVI' Marl H o Vt' veM1d lHMrtemndrvl Wt Veals ox LINE, 0 Vt. veNm iApSMMpd(led Rµ'p'a r.00:! owl, "kNn10 p104r1IkSYivmfn4lllaMe! Ia11N/Il www1ells •a41M.nreP.gApol. Nm 11111/11 'ARIL F J 'Id.lvienlNV M.iM Ivlal/II WNl/lf/IL ��i 'kn Nlfan 0,0. mm Iw4R/IL 1r1411AAS '4M1/femmmiltl,ud/feknr. Dep!rmn1 —Vnnl lrunml -Sm.MlenIll. " 4111111 1611:4" C� '.Vpk NMdOybyrro4 ab1111011i 4.Vllll LTJ "114 M1WV OyIvImY Iililpw1i UWAral •IylpaHINAN16df6yMi1,\m FaullAs Nnaltin '![U 141er InfWJ'arneµr4m M.#JlAi IAllllfli l�J 'W"A'A le a,81t PI&XII N Iis111 •,,.twin! 1rtd1"pl m+4npt 'IrJrvnaNnRepdYve. wlaf,uli MIM I P) 'lniu! imi/Wll Weighlis k4pOtUMIM. ,M.I1711i R Ifts VJ '1.1 NPI "'. ptwowty. billw1% ",IOU's S� Figure 3 - Example Rolled -up Project Plan In being tasked with day-to-day vendor management, we lessen the burden on your organization and free up your resources. As the supporting project manager, we will provide vendor contract administration and management services. We will review all vendor invoices and compare the proposed payment request to the contracted milestones. Another key role as your project manager is to create and maintain open communications among all stakeholders. Our project manager will lead formal, recurring status meetings with the core 71 Page 401719 team members to ensure that the project tracks to the milestones set forth in the project plan. Additionally, we are in constant communications with various project participants, following up on action items, work products, and fielding questions on a daily basis. Our team will provide structured oversight of activities to ensure that all project components are executed in a timely, organized fashion and completed to the project definition and expectations. We will work together with the City to institute an overall Quality Management program for the deployment, allowing for smooth transfer of ownership of the system to the City. Each project participant will have specific roles and responsibilities as it relates to the overall quality program. Figure 4 - QA/QC Model Management responsibility encompasses establishing a high-level presence and environment to facilitate activities and a fundamental commitment to quality. Each vendor will be responsible for quality control efforts as it relates to its contracted scope of work. In addition to implementation program management to support the "Design, Build, Run, and Transfer" model, we have provided optional pricing for services that can accommodate any level of deployment support needed. We are able to provision service for: • Proof of Concept Planning • Systems Integration Oversight • Training Oversight • Testing Oversight • Business Process Re-engineering • Communications Campaign • Full Deployment Quality Assurance/Quality Control • Data Optimization To support the City in its AMI initiatives and to facilitate the activities described herein, we have outlined a technical approach that focuses on network delivery of utility data and business work flow changes that will drive performance throughout the organization. The services requested by the City fit squarely into our service model, with a clear path of progression. 81 Page P 0 62 O 5. Company Information Firm Experience UtitiWorks is a privately held company. We have approximately 24 full-time employees and 5 part-time employees. Please see below for the UtiliWorks Consulting profile. Ut 571 Consa LLC 2351 Energy Drive Contact: Dale Pennington Contact Suite 1010 Phone: (225) 766-4188 Information Baton Rouge, Louisiana 70808 Fax: (225) 612-6404 Website: www.utiliworks.com Email: doennineton@utiliworks.com Business Utility -focused professional services firm Focus, Advanced metering and associated technology design and deployment Attributes Project management and implementation support Company Founded:2005 FEIN: 20-5167904 Information Limited Liability Company DUNS: 825164713 • Feasibility Studies • Strategic Planning • Financial Modeling and Data Analytics • RFP Development and Procurement • Business Process Re -Engineering • Systems Design and Services Integration • Program Management • Communications • Expert Witness Testimony - Revenue Assurance • Grant Writing and Reporting • Rate Studies Together with our clients, UtitiWorks advances business and technology solutions Company which strategically enhance utility operations. We focus on the deliveryof your Mission technology system and the requisite business process changes that will drive performance throughout your organization. Corporate Office in Baton Rouge, Louisiana Location Associate offices in California, Florida, Illinois, Indiana, Kansas, Minnesota, Nevada, New York, North Carolina, Ohio, South Carolina, Tennessee, Texas, and British Columbia Chase Bank Banking 451 Florida Street, 7th floor, Suite 726, Baton Rouge Louisiana 70801 Attention: Michelle Boudreaux Phone: (225) 332-7718 Insurance Juban Insurance Group and 4319 Bluebonnet Boulevard, Baton Rouge Louisiana 70809 Bonding Attention: Dave Peek Phone: (225) 291-0405 Graves -Carley, LLP 2137 Quail Run Drive, # B, Baton Rouge, Louisiana 70808 Legal Attention: Allen Graves Phone: (225) 757-7676 Fax: (225) 757-1771 91 Page 2%;,OO1 a� UtiliWorks has worked across the United States and abroad with utilities in their advanced metering infrastructure (AMI) initiatives. Since our founding in 2005, we have had over 80 clients (both past and present). The breadth of our experience and speak to UtiliWorks' ability to provide benefits for our clients regardless of their geography or topology. Our recommendations are informed by a detailed review of your utility's service area and unique characteristics. We have served 14 clients specifically in California, including: • Alameda County Water District, CA • Azusa Light and Water, CA • City of Buena Park, CA • City of Oceanside, CA • City of Riverside, CA Team Experience • City of Roseville, CA • City of Santa Rosa, CA • City of Signal Hill, CA • Long Beach Water Department, CA • North Marin Water District, CA The core team proposed below has experience in RFP development, project planning and deployment program management. UtiliWorks has strong client references and testimonials to support our value during each of these phases. Our unique qualifications include: True field deployment experience versus theoretical understanding, as compared to other consulting firms. Complete end-to-end capabilities to address all components of an AMI deployment project, beginning with AN planning/feasibility study and procurement, leading into deployment planning, systems integration, installation inspection, quality control, business process re- engineering, customer engagement/communications and overall project management. � �kodySalem Executive Sponsor lo e Kelly Don Rankin ng/Oeployment Water Operations SME SME Parvathl Murall MDM,IT/OTSME On -Demand Resources as Needed,',. Kara Truschel—Rusiness Process SME„ Steve'Nees—IT/OTSME Athens Sllaban-Analyst - KlerraRhomas' Public'Relatlons Analyst KodvSalem- A brief synopsis of the proposed team members' background and percentage of time allocated to the project is provided below. Full resumes can be found in the Appendix. 10(Page Pa a 118^8 of 69 2&r11 92 >iyame, Title, and ;, Background and Skills lo�atiarn °,:, Devoted to _ Pro�ert _ � Y 'Range Rellects Various. Pro ectPhases -. Kody Salem • UtiliWorks Consulting Principal 5 Provide support and executive oversight on for utility Principal, UtiliWorks technology initiatives such as Smart Grid/AMI and Executive Sponsor SCADA systems Location: Nashville, • Over 27 years of technical operations and TN management experience • Background in radio frequency, instrumentation, and controls technologies Nicole Griffin • Project Management Institute (PMI) certified Project 10-15 Manager and Black Belt in Six Sigma Program Manager . Performs industry research, preparing critical Location: Baton documentation including in-depth reporting, Rouge, LA performing feasibility studies and developing communications campaigns for utility clients • Involved in various UtiliWorks projects with similar services to what is proposed for ACSA, including Fort Worth Water Department TX, Sewerage and Water Board of New Orleans LA, Alameda Municipal Power CA, City of Killeen TX, Orangeburg Department of Public Utilities SC City of Ruston LA Bret Vonder Reith • Mr. Vonder Reith brings over 25 years of project 50-60 management, information systems development and Project Manager application integration experience for a variety of Location: Encinitas industries to include Utility customers. CA • Bret's background includes over 20 years as an Information Technology data integration specialist and consultant. • Bret is a proven leader, successful at leading complex projects and achieving organizational goals and objectives. Bret is a certified Project Management • Professional (PMP) with the Project Management Institute. Joe Kelly • Over fourteen (14) years of project management, 10.20 installation and consulting experience for utility Metering/ Deployment customers SME a Over eight (8) years as an installation contractor in Location: Laughlin, the AMI field for water, electric and gas utilities NV • Involved in various UtiliWorks project providing guidance on AMI deployment projects 111 Page Page 19 of 69 2`x,43 Name, Title, and Location Background and Skills % Time Devoted to Project - Range Reflects Various . Pro ect Phases Don Rankin . Electrical Engineer and experienced utility manager 5-10 Water SME with 19 years leading Water, Wastewater and Stormwater Utility Operation and Maintenance, Location: Topeka, KS Capital Programs and Customer Service Operations. He is an innovative big picture thinker with strong analytical reporting skills. • Serving as a water subject matter expert for multiple advanced meter infrastructure (AMI) assessments • Planning and executing technology programs related to AMI and meter data management systems (MDMS) that meet water utiLity goals and objectives Parvathi Murali . Experience in software implementation, data 5-10 analytics, AMI, Meter Data Management and strategy MDM, IT/OT SME consulting Vancouver, British • Involved in various UtiliWorks projects with similar Columbia services to what is proposed for Santa Ana, including Anchorage Municipal Light and Power AK, Fort Worth Water Department TX Long Beach Gas and Oil CA 6. Technical Approach Project Methodology UtiliWorks uses a_proven project methodology called UtiliWorks Advantage' for Utility Technology projects, as illustrated in the proceeding page. The services requested by the City of Santa Ana's AMI stakeholder committee (areas A -K in RFP) fit squarely into our service model, the UtiliWorks AdvantagelA. The key to this successful model is that for every technology consideration there is a corresponding Business Process aspect that must assessed. Each task presented in this scope of services section is expected to build upon previous tasks and knowledge of the City's operations in order to ensure a successful deployment process. The Feasibility Study conducted by Black Ft Veatch lays the foundation for the "Assess" step of AMI implementation, and the scope described herein encompasses the remaining building blocks through the Install step in the UtiliWorks Advantage°". Additionally, the UtiliWorks Advantage'" is flexible enough to provide structure to any implementation the City chooses to engage in, including the "Design, Build, Run, and Transfer" business model. 121 Page Pa e20 of 69 22;24 2Pa a 1=f�9� IT Scope of Services Mobilization and Project Kickoff UtiliWorks will establish communication with the City's project sponsor or point of contact and schedule the formal kickoff meeting. The kickoff meeting Will introduce project participants, formalize project goals and objectives, level -set on project plans and solidify next steps for UtiliWorks involvement. This task also allows time for the UtiliWorks project team to become familiarized with the City and their project needs prior to kickoff. During mobilization, UtiliWorks will initiate data requests to understand the City's procurement requirements and RFP timeline. Deliverables: Project Charter, Project Schedule, Kickoff Presentation State of Industry Review The State of the Industry is an interactive discussion designed to provoke thought and prompt questions. Our expert team details key concepts underlying the current state of the AMI and smart metering industry and share important design considerations when embarking on a new technology project. Topics for this session include: data collection network, communication methods, headend software control, meter data management systems and hosting options. This session can be included during project kickoff to set the stage for requirements definition. We also delve into the success stories of other utilities and discuss how to avoid the pitfalls. Deliverables: State of the Industry Presentation Requirements Workshop We use the information gleaned in the State of the Industry to understand the City's preferences and requirements. Findings from this session, as well as the data requests and kickoff, Lead to a solid foundation for our experts to develop an initial requirements list. This list will be refined onsite during a requirements workshop. A combination of requirements will be covered in the workshop with dedicated sessions around the different technology and options in scope for the RFP. Ultimately, the requirements workshop will be used to arrive at a foundational set of requirements to be used in the City's RFP. Some areas for consideration: • Functional Requirements - What does CLIENT want this new technology to do? • Tete -Communications Requirements - Does CLIENT have existing structures to mount communications equipment and what backhaul methods are available? • Business Requirements - What business needs are fulfilled by AMI? • Integration Requirements - How does CLIENT want this new technology to interface with other systems? • Performance Requirements - What measures of performance should be specified in the RFP / Scope of Work for the vendor to satisfy the business requirements of CLIENT? • Reporting Requirements - What types of reports and reporting tools will CLIENT need to optimize the information available with AMI? • Procurement Requirements - What are the rules CLIENT must follow to procure equipment and professional services? Deliverables: List of Requirements and Capabilities (attachment for RFP) 141 Page Page 22 of 69 25046 Implementation Plan UtiliWorks will collaborate with the City's team to develop the recommended implementation strategy for AMI and related programs. In general, our methodology divides the project work into specific phases, each with its own measurable outcome which builds from the previous phase. This roadmap represents a long-term plan to illustrate how various deployments can take place, and it will serve to memorialize the recommendations and decisions made regarding the areas of concern as outlined by the City (smart metering technology, data collection network, communication method, system head -end control computer and software, meter data management software, endpoint installation, hosting, staffing consideration for smart metering technologies, schedule, preparation of documents, and installation/implementation period project management. UtiliWorks will consider budget cycles and cost requirements, resource allocation, training requirements, workflow development, infrastructure requirements, and system integration in determining the implementation roadmap. The plan will include a recommended schedule for inclusion in the RFP, which accounts for full meter replacement and endpoint installation. Deliverables: Implementation Plan Staffing Plan Udifflorks will work with City's PM and stakeholder committee to develop a proposed project staffing plan that will include identification of the project Steering Committee, proposal response Evaluation Team, the Core Project Team, and SMEs that will continue to contribute throughout the life of the project. UtiliWorks will provide an expected time commitment for each, depending on roles and responsibilities. As part of this effort, UtiliWorks will work with the City to determine and anticipate potential temporary and permanent positions that may be required during and post -deployment. The staffing plan will also provide a guide for converting the current Meter Shop and Billing positions into new, post -deployment positions and assist with the development of new job descriptions, retraining methodology, etc. Deliverables: Staffing Plan, Draft Job Descriptions RFP Development UtiliWorks will prepare the solicitation documents (RFP and attachments) with the intent to provide the vendor community with the essential information to prepare a robust response that is tailored to the procurement strategy at the City. UtiliWorks will incorporate the scope of work into the City's standard RFP boilerplate and review with the City team (including purchasing and legal) to ensure that all requirements are accurately reflected. It is anticipated that there will be several iterations for the RFP draft creation and the RFP draft review until we reach to the point where the RFP is complete and acceptable for publication. UtiliWorks will also compile a comprehensive list of potential proposers (which may or may not include: Communications/ Network, AMI, MDMS, Meters/Materials, Installation) that would represent viable options to satisfy the goals and requirements of the City. Deliverables: Publish -ready RFP, Vendor List and Contact Information 151Page Page 23 23 of 69 26A619% RFP Administration UtiliWorks will assist the City with those tasks that must be managed once the RFP is released including: (a) advertising the RFP; (b) setting the agenda and leading a pre -proposal meeting; (c) receiving and responding to vendor questions; and (d) publishing any necessary addenda. Deliverables: Pre -Proposal Meeting Agenda, Compiled Question/Answers from Proposers Response Evaluation Support Prior to the receipt of responses, the UtiliWorks PM Will work with the City's PM to organize and schedule the proposal review process. As the responses are received, UtiliWorks team of SMEs immediately starts the evaluation process alongside the City's designated Evaluation Team, UtiliWorks Will summarize key components of each proposal and analyze each cost proposal. When lining up the cost proposals side-by-side, it is common to discover that each vendor quote differs in some fashion, making it difficult to perform an apples -to -apples comparison. We minimize this challenge with how we structure the RFP response requirements and our analytical approach to cost normalization. UtiliWorks will work with the City throughout the evaluation process to arrive at a shortlist of recommended candidates. We Will work with the City's Evaluation Team to customize the shortlist meeting agenda and outline questions for each vendor interview. Our team will attend the shortlist interviews and ensure that candidates answer questions comprehensively and to the City's satisfaction. UtiliWorks can also assist With reference checks and help to arrange site visits, so that the City may obtain useful feedback from the experiences of other water utilities. At the end of the evaluation process, we will work With the City team to weigh the pros and cons of each shortlist candidate so that the City can arrive at a final selection. Deliverables: High Level Proposal Summary, Cost Normalization, Shortlist Interview Agenda/Questions, Shortlist Interview Summaries Contracting & Negotiations Support UtiliWorks Will provide guidance and support to the City during contract negotiations With the selected vendor(s). Our experts will review and provide editorial for the proposed vendor contract and SOW, determine whether the SOW complies with requirements and negotiate terms that are as favorable as possible for the City. This includes a review of contractual items surrounding mass meter and endpoint installation as defined by the City. UtiliWorks Will work with City staff and the respective vendor(s) to: identify and document specific systems acceptance criteria; identify and document expected deliverables to be produced; and, identify price concessions. UtiliWorks will actively participate in discussions / negotiations with the selected vendor on behalf of the City. Deliverables: Scope of Work/Contract Revisions and Recommendations Implementation Program Management UtiliWorks will provide implementation management oversight to support deployment of the City's AMI Project. The UtiliWarks PM will serve as a liaison between the AMI installation vendor and City to ensure project success. UtiliWorks Will facilitate an on-site kickoff meeting with all City and vendor stakeholders to initiate the project and review the project scope, timeline, communications plan and housekeeping items. UtiliWorks Will work with City and the selected vendor(s) to develop a comprehensive Project Execution Plan (PEP). The purpose of the PEP is to provide a set of guiding principles regarding 16IPage Page 2244 of 69 25rrar,2vR philosophy, judgments and actions to be taken over the course of the project. The PEP will outline the methods used for project controls related to: Quality Control, Risk/Issue/Change Management, and Communications. In conjunction with the development of the PEP, an integrated, milestone driven Microsoft project schedule will be developed to include work by all vendors. Project Management activities will include: maintaining the overall project schedule; working with all project participants to monitor progress and adjusting the work plan as needed to stay on schedule; facilitating regular project progress and other meetings; creating project status reports as required with input from the City; working with the City to monitor the scope of work of each vendor; identify, report, and track project issues and risks; and, track project budget. Activities will include: • Preparation and dissemination of periodic update reports on AMI vendor's progress • Providing clarifications and answers to AMI vendor's requests for information as needed • Providing direction and technical assistance in resolving installation issues in the field • Providing direction and technical assistance in resolving technology commissioning issues that may arise Deliverables: Project Execution Plan, Integrated Project Schedule, Monthly Status Reports, Meeting Agendas, Meeting Notes/Action Items The RFPs requested Implementation Program Management Services is fairly limited in scope. UtiliWorks experience has been that utilities implementing AMI/MDM, in most cases, need more extensive support and expertise. As such the following sections layout typical Program Management Services our teams normally provide to clients as "Optional Services" We would love the opportunity to discuss with Santa Ana if appropriate. Implementation Program Management Optional Services The City's Implementation Plan will ultimately drive the deployment schedule, but the UtiliWorks' approach assumes the project will have two primary phases: Proof of Concept (POC) Phase and Full Deployment Phase. UtiliWorks offers proven Implementation Program Management Services beyond basic Project Management surrounding this deployment approach. The business process and software integration activities fall under. the POC phase. The intent of the POC phase is to minimize the risk to the City's day-to-day operations, with deployment of a select number of AMI meters, stabilization of the AMI network and end-to-end testing in all meter -to -cash related processes. Our optional services are presented for the City's consideration and are summarized below: POC Planning - UtiliWorks will guide final POC implementation planning, accounting for final contracts and any changes to the AMI implementation roadmap. The POC implementation plan will finalize project details on meter quantities, equipment acquisition, required materials, mass meter/endpoint installation, testing and training. Systems Integration Workshop - UtiliWorks' Integration SME will lead a workshop with the City and the designated vendor personnel to identify and confirm the systems specific integration methodology and ensure alignment between each underlying interface. Systems Integration Oversight - UtiliWorks' Integration SME will coordinate and oversee the systems integration effort that will occur during the POC. The intent is to have the pre -identified systems interfaces designed, developed, tested and automated prior to 171 Page 21 K'1 9 full deployment start. Specifically, UtiliWorks will lead weekly technical review meetings with all designated personnel internal and external to the City to monitor progress and identify roadblocks. Training Oversight- UtiliWorks will coordinate the timing and delivery of on-site Vendor training during the POC and coordinate with City regarding the availability, suitability and readiness of a training environment. UtiliWorks will review each vendor's training plan submittal for completeness including: course descriptions; course agenda; and, proposed timing. UtiliWorks may recommend additional training and other forms of end user training to supplement vendor training. Testing Oversight - Critical to evaluating the success of the AMI POC and whether City objectives are met is the plan and methodology for testing the installed solution. Under this task, UtiliWorks will review and provide feedback on each vendor proposed test plan, including test scripts and scenarios. UtiliWorks will coordinate the timing and execution of Vendor and City testing, as well as establish a defect tracking system for monitoring testing progress. Business Process Re-engineering - UtiliWorks' Business Process Re-engineering (BPR) experts will engage the City in a series of current and future state workshops, designed to guide the Utility through changes to internal business processes as part of an AMI Deployment. To achieve the anticipated benefits of the systems, the City needs to adopt new processes, procedures and policies. Vendors will often skim over substantive recommendations detailing changes to business processes. UtiliWorks will utilize the background information on City to help drive discussions around operational changes that are the successful foundation for a BPR effort. Communications Campaign - UtiliWorks' Communications SME will work with City staff to develop the content for a variety of customer facing materials, including: door hangers, status letters, press releases, brochures, webpages. UtiliWorks will advise City on the timing of releasing the information pieces to the customer base. Quality Assurance/Quality Control - UtiliWorks' Field Specialists work with Vendor Quality Manager(s) to ensure that City's standards are maintained by all installers throughout the Full Deployment phase. This includes spot checks/verification of meter and endpoint installation, meter read and data quality audits. Data Optimization - UtiliWorks Data Management Services team will work with the City to identify high-value use cases for your utility. From there, UtiliWorks will monitor progress on reporting/use case development to City staff quarterly. Wherever possible, UtiliWorks will make updates to configurations, reporting, etc. to execute the recommended changes. 181 Page Pof 69 2&440 :u a m mmw Ian lu . 1 annlmsYu ; P1sf 1 x v »9. fYA Ga11al, ! nSi I J Dn E.Pmael R.iY�n PW.To m�Nu pxnssn ' •IbIi1114M-'y T.�wl ums�emnu, Tuve -^ 'I rWGe uMv.yel.m .wq I R 915Aflmf m.ne 1 Venh I Nel A WT� - f` Il�osplermmi 'fl-16i`SART:R'i:FJ �� r. ..COWatl {>eJ 14V RW'N.rYY 0.4PoCCMN� 1 �i91� E1dISV�u1i-E.�IEYn Pe�.[!9!��I I lunlcmn mu r' I � � � mn ap.0 uu mn vele ra.ns i a u y 1n t fs.iaa un e.n a LPiN'17�1 .4e unal,5, i.ou wm u.�`u.:au :u a m mmw Ian lu . 1 annlmsYu ; P1sf 1 x v »9. fYA Ga11al, ! nSi I J Dn E.Pmael R.iY�n PW.To m�Nu pxnssn ' •IbIi1114M-'y T.�wl ums�emnu, Tuve -^ 'I rWGe uMv.yel.m .wq I R 915Aflmf m.ne 1 Venh I Nel A WT� - f` Il�osplermmi 'fl-16i`SART:R'i:FJ �� Salm - PIC:lY�_' qd nl Dun mc.�P y IW IY YWn un n �^osun.e. •.; Figure 5 - Example UtiliWorks AMI/MDM Implementation Relative Tasks Timeline 191 Page 441—Tal 1 11 'I rWGe uMv.yel.m .wq I R 915Aflmf m.ne 1 Venh I Nel A WT� - - . Y N M.MIWT) Salm - qd nl Dun mc.�P y IW IY YWn un n iE0ue16�m� �i91� E1dISV�u1i-E.�IEYn Pe�.[!9!��I I lunlcmn mu .Wah aercbpeaq P u1 4 W. x •^ �i x -zl..: LPiN'17�1 wcn. Figure 5 - Example UtiliWorks AMI/MDM Implementation Relative Tasks Timeline 191 Page 441—Tal 1 11 Uj\ /\\ � o \\ )/0 /�\ mE/ \\k )¥f 2/a CL \jk to kL UO k 'D 0 ]\JS ]{E�` •\2 22�E to 2 [ /& 4e a / \ \ a ¥| ) ■ ( \■. j\ ®} !` --_- _�_ . \a{*2*t,Iy A -(\(kRii )( ° < % /. ?°&! � - t! _ - ;\!;! _ .�m\!!0m - : \ mk!k � ;e£! : §u■ «,!0wEI m Rt,j/- (\\ƒk} .7;i..,« /_,-nN-�q _.=ee -32 7. References Past and Present Clients Our team has worked across the United States and abroad with utilities in relation to their various AMI initiatives. The map below demonstrates the breadth of our experience and speak to our ability to provide benefits for our clients regardless of their geography or topology. We have over 85 past and current clients exclusively focused on AMI/Smart Grid/Smart Metering and related Technologies. Our recommendations are informed by a detailed review of your utility's service area and unique characteristics. .�LK 1 e r wp l liner x�jw- ':um;levF oenel< 41 smut F 7li1"ntrau umolA l• Inane �� nrm•wo } mvFo< United Slalea 11IF1 xOlYI1F1)O AX e8 . n� r u cwveyss :r •N mxa �w.yA Xnv u[v co n Hlexlco E i. Please see the following pages for a list of past and current projects within the last 5 years. The matrix that follows provides an overall nature and scope of our experience in AMI and associated technology. We have worked with multiple utilities across the United States by assisting them during the various stages of advanced metering deployment including: assessment, planning, design, procurement, and implementation. 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Z Q 3 Q Q a m U tJ V 1.1 V V Pae 30 of 69 2 �T�4 ae 1 of 69 :i&475 n n n n n n n n n n n ■ n I n n -i n n n n U U U U U U U U U U U U U U U J U U U U ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ o ¢ g g'o 0 o o a y a ca o o o a 0 M Z Q yon Y O O N O N Z Co O Y O N ^ P N •,7 N Y 3 a Z ` 16 `a 3 5 3 3 Z OW 3 3 3 3 3 3 3 w Lu- W w t2-2�2 5 5 5 5 5 5 � � x CL ae 1 of 69 :i&475 Page 32 of 69 25 32 Q! Y6 w on ro a Fl n n n n n n n n n n n n n n n n n LJ LJ u LJ ❑ LJ LJ L u LJ LJ u ❑ L u u u ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑' ❑ ■ ❑ ❑ ❑ ❑ ❑ ❑ ■ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ o ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ ❑ $ g g o o o g o $ c a a ¢ a Y N C ` m 3 m 3 �• A 3 L A 3 r a z d ro 3 N m 3 d ro 3 u 'C � Y m 3 Oyu, W a_ z a z a z u 'C A 3 �" W g g g g o o a z a z a z s `z a z a z a z a z u z EPMe $° it a v v q D 3 1 a y �. E v vvi °� h > ii u 0 m u Page 32 of 69 25 32 Q! 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Subsequently, UWC worked with AMP to develop a Request for Proposal (RFP) that was published to solicit proposals for AMI, MDM and a customer web portal. A separate invitation for bid was made available for electric meter installation services. Upon selection of the AMI, MDM and Customer Portal vendors, UtiliWorks assisted Alameda Municipal Power with contract support services. UWC is guiding AMP as the Program Manager, and providing Business Process, Integration and Public Relations support services currently as it works towards completion of the project. Project Manager: Nicole Griffin Key Lead Technical Roles: Date Pennington, Parvathi Murali, Joe Kelly, Kara Truschel, Joseph Gaspard, Dylan Kelly Vendor(s) Selected: Landis+Gyr (AMI), Harris Meter5ense (MDM), Smart Utility Systems (Customer Web Portal), Professional Meters, Inc. (Meter Installation Contractor) ({� Cily of Santa Rosa, California,,53,000 water,meters j Santa R Saf Contact Title Telephone Email Address Kimberly Zunino Revenue Manager (707) 543.3960 kzunino@srcitv.ore Dates: May 2014 - Jan 2019 Total Contract Value: $925,000 UtilfWorks was hired by the City of Santa Rosa to define their water AMI requirements and provide oversight on the development of their AMI RFP and procurement process. UtiliWorks was subsequently engaged to provide contract support services/ negotiation with the selected vendors and is currently the Program Manager overseeing the deployment of the selected AMI and Meter Data Management System Project Manager: Nicole Naassan / Bret Vonder Reith Key Lead Technical Roles: Kody Salem, Joe Kelly, Dylan Kelly, Nicole Griffin Vendor(s) selected: Sensus AMI, MeterSense MDMS 271 Page 21M'1;9 WaterOne CITYOF Roseville, California, 53,000 electric/ 40,000 water meters - ROSMLLE ; .. C A! I C O M N I A I Contact Title Telephone Email Address Matt Nelson Electric Business (916) 774.5618 MNelsonwoseville.ca.us bschade@waterone.org Analyst Manager Dates: Nov 2015 - Present Total Contract Value: $1.7 Million UtilfWorks was selected to provide consulting services in the evaluation of the current smart metering technologies and present an AMI business case. The assessment recommends technologies which are best suited for Roseville's unique environment and identifies the associated business process and operational changes that must occur in order to be successful with moving to AMI. Following the assessment, UWC assisted Roseville in analyzing and evaluating responses to the Advanced Metering Infrastructure (AMI), guiding selection of a successful vendor, and assisting with vendor contract/scope of work negotiations. UWC is currently acting as Program Manager for the City's AMI deployment. Project Manager: Nicole Naassan Key Lead Technical Roles: Tara Turch, Tom Grim, Parvathi Murali, Joe Kelly, Bob Russ, Chase Berenson Vendor(s) selected: Itron WaterOne Waterbrie, 145,000 water meters .. ':, . naa orm�l NOJ elbmw"cw.w Contact Title Telephone Email Address Brian Schade Meter Services (913) 895.5750 bschade@waterone.org Manager Dates: Jul 2017 - Dec 2019 Total Contract Value: $927,708 UtiliWorks developed technical requirements and an RFP on behalf of WaterOne. The team also developed an implementation strategy to accompany WaterOne's AMI deployment and assisted with evaluation of proposals, contract negotiations, SOW review, and systems acceptance criteria development. UtiliWorks was awarded a contract amendment for Program Management overseeing the POC deployment of the selected AMI and Meter Data Management System plus Business Process Re- engineering, which is currently ongoing. Project Manager: Kara Truschel Key Lead Technical Roles: Tara Turch, Kody Salem, Don Rankin, Jon Mitchell, Joe Kelly Vendor(s) selected: Sensus (AMI), MeterSense (MDM) 281 Page Pae of 69 2M T40 �rLA pqz , m Buena Park, California, 20,000 water meters Title Contact Title Telephone Ematl Address Michael Grisso Smart Meter Manager (714) 562-3705 merisso@buenaoark.com UtiliWorks was hired to provide the Long Beach Water Department (LBWD) with professional services Dates: Jun 2014 - Feb 2019 Total Contract Value: $542,000 UtitiWorks was contracted to provide consulting services in the evaluation and application study of the current smart metering technologies and present an AMI business case to the City of Buena Park. UWC further assisted with and AMI/MDM procurement, including a CIS readiness assessment. UWC led development of the City's D01 WaterSMART grant application for FY2017 and is engaged as Program Manager for the AMI deployment for approximately 20,000 water meters. Project Manager: Bret Vonder Reith, Kara Truschel Key Lead Technical Roles: Kody Salem, Joe Kelly, Dylan Kelly, Nicole Naassan Vendor(s) selected: Neptune Technology (AMI), Equarius Fc Ferguson WaterWorks, WaterSMART (Customer Portal) 29)Page iged of IT 1 1 Long Beach, California, 100,000 water meters j • r. _ i Contact Title Telephone Email Address Chris Gamer General Manager (562)570-2001 chris.earner@lonebeach.eov Dates: Nov 2015 - Present Total Contract Value: $1.4 Million UtiliWorks was hired to provide the Long Beach Water Department (LBWD) with professional services to deliver an AMI/MDMS Assessment and Strategic Roadmap. Tasks included: update the AMI/MDM business case; develop related as -is current state operations, communications infrastructure, and IT systems; review, analyze and make recommendations related to LBWD's water conservation programs; and, develop desired data analytics by department. UtiliWorks was awarded the contract to provide AMI/MDMS procurement services and overall Program Management services starting in August 2017. Project Manager: Nicole Naassan Key Lead Technical Roles: Joe Kelly, Don Rankin, Jon Mitchell, Dale Pennington Vendor(s) selected: N/A 29)Page iged of IT 1 1 8. Fee Proposal Our fee proposal has been submitted separately via the Planet Bids system. 301Page 2 id -69 2 T11 9. Appendix Team Resumes Resumes for the core project team are included in the subsequent pages: 311Page 4040174,3 of 6 174, 3 Previous Experience Director of Sales 8: Marketing Edison Automation, Inc. (2003 - 2009) Senior Project Engineer - ConsoerTownsend Envirodyne Engineers (1999 - 2002) Field Project Engineer HSQTechnology (1996 - 1999) Shift Technical Engineer - Westinghouse Savannah River Company (1989 -1995) Education and Certifications BS Electrical Engineering Technology - Purdue University, 1989 AAS Electrical Technology Purdue University, 1987 A' Level Wastewater Certification State of South Carolina (on 11 /27/93) 'L' Level Security Clearance US DOE Energy (from 2/90 - 5/95) Specializations: • Team Management • Deployment Planning • Cyber Security Plans • RF Communications • Business Case Assessments • AMI /Smart metering / Smart grid • Control and SCADA Solutions • Acceptance Testing Plans Kody M. Salem O Principal Kody Salem is a Principal with UtiliWorks based in Nashville, TN with an extensive background in radio frequency, instrumentation, and controls technologies, including more than 28 years of technical, operations, and management experience providing services and solutions to the utility market space. Kody excels in understanding complex technical systems and effectively communicating their potential to positively impact engineering and operations, to both persons with technical and non-technical backgrounds. He brings these skills to lead his team of consultants, providing the necessary guidance to deliver valuable services for their utility clients' projects and initiatives. Relevant experiences and background include: • Provide executive guidance and support to multidisciplinary team of consultants for water, gas, and electric utility technology programs • Provide technical subject matter expertise for various utility technology initiatives (AMI, MOM, SCADA, IVR, OMS, etc.) • Lead vendor solution analysis for AMI/ MDM procurement efforts on behalf of our clients • Conduct AMI vendor request for information(RFI); analyze propagation studies to support client AMI infrastructure comparison and planning efforts • Perform education sessions for AMI/MDM and related technologies early on in clients early on in initiative stages to facilitate proper project planning, budgeting, and scheduling Recent Client Projects • Alameda County Water District, CA (Executive sponsor - AMI Pilot Assessment) • Azusa, CA (Technology Procurement and Vendor Contract Negotiations) • Brownsville Public Utilities Boar( TX (Project Manager AMI/MDM Pilot) • Bermuda Electric Light Company (SME Outage Management system RFP and vendor selection) • Brownsville Public Utility Board (Business Process Mapping) • City of Buena Park, CA (Project Sponsor - AMI Assessment, procurement and Deployment) • Chelan County Public Utility District (Project Sponsor - Strategic Planning) • City of Lawrence, KS (Project Sponsor Fc Technology Education - AMI Assessment) • Gallatin Public Utilities (Program Manager AMI/MDM procurement and Deployment) §e 40 ,;4 2 4 • Long Beach Gas 8: Oil (Project Sponsor - AMI Assessment / Procurement / Deployment) • Long Beach Water Dept. (Project Sponsor - AMI Assessment / Procurement / Deployment) • Loudon Utilities Board (Program Manager AMI/MDM Assessment through Deployment • North Marin Water District, CA (AMI Assessment, Project Sponsor - AMI Pilot) • City of Richland, WA (Project Sponsor - AMI Assessment / Procurement) • City of Santa Rosa, CA (Procurement education and training) • City of Topeka, KS (Project Manager (SCADA Assessment, AMI Grant IVR and CIS RFP, Data Warehouse) • City of Wilson, NC (Project Sponsor -AMI Assessment / Procurement) Education and Certifications BS Journalism and Media Studies Rutgers University (May 2009) BS Environmental Science Rutgers University (May 2009) Certified Project Management Professional (PMP) The Project Management Institute (July 2013) Certified Six Sigma Black Belt (January 2015) Certified Social Media Specialist Louisiana State University (March 2013) Completed the Louisiana Water Operator Certification Exam for Level 1 Distribution, Production and Treatment Completed the Louisiana Wastewater Operator Certification Exam for Level 1 Collection and Treatment Nicole Griffin Manager� Mrs. Griffin is a Manager for UtiliWorks Consulting, LLC based in Baton Rouge, LA with over 8 years of direct utility experience. Nicole specializes in project management, stakeholder outreach and education, procurement, assessment/ feasibility studies, UtiliWorks InsightTM administration and data optimization. She supports project activities by performing industry research, preparing documentation and orchestrating meetings for utility clients. Relevant experiences and background include: • Planning and executing water, gas and electric utility technology programs including but not limited to advanced meter infrastructure (AMI), meter data management systems (MDMS) and customer engagement platforms such as web portals and phone applications • Managing project scopes, schedule, budgets and deliverables, to drive projects to completion achieving favorable outcomes • Developing smart grid/ water/ gas assessments and associated business cases with a clear roadmap to achieve anticipated benefits • Administering UtitiWorks Insight, UtiliWorks' analysis and assessment tool • Drafting request for proposal documents and leading technology procurement efforts • Creating stakeholder outreach and educational programs to increase positive engagement with utility providers • Designing and implementing data management programs to assist utilities in fully maximizing and optimizing the use of their data Project References • Alameda Municipal Power (AMI/ MDM/ Portal Program Management; Procurement, Assessment) • Fort Worth Water Department (Outreach & Education, Business Process, Assessment) • Bermuda Electric and Light Company (Procurement, Outreach & Education) • Albuquerque Bernalillo County Water Utility Authority (Project Coordination) • Austin Water (Meter Reading Audit) • Barbados Light ft Power Company (AMI/ MDM Procurement) • Grand Bahama Power Company (AMI/ MDM Procurement) • Brownsville Public Utility Board (Project Coordination) • Chelan County Public Utility District (Outreach Et Education, UtiliWorks Insight) • City of Arlington (Grant Writing) • City of Galena Park (Grant Writing) • City of Richland (AMI Assessment, UtiliWorks Insight) 2PFX 741 5 • City of Ruston (Project Management, Outreach ft Education, Grant Reporting) • Monroe Water Department (AMI Project Management) • Utility Consumers' Action Network (PUC Testimony) • City of Topeka (Grant Writing, Project Coordination) • City of Wilson (Project Management, UtiliWorks Insight) • City of Winnipeg (UtiliWorks Insight, AMI Business Case) • Long Island Power Authority (Renewables Research) • Long Beach Gas and Oil (Outreach It Education) • Long Beach Water (UtiliWorks Insight) • Vineyard Energy Project (Grant Reporting) • Village of Freeport (AMI/ MDM RFP) • City of San Marcos (UtiliWorks Insight, AMI Roadmap) • North Marin Water District (Outreach ft Education) • City of Santa Rosa (Outreach Et Education) -Education and Certifications - - BA Political Science Claremont McKenna College (May 1980) BA Economics Claremont McKenna College (May 1980) Certified Project Management Professional (PMP) The Project Management Institute (May 2014) Certified Novell Engineer (CNE) (April 1995) Completed Oracle Certification: • 8i Architecture and Administration (May 2002) • SQL and PL/5QL (April 2002) Bret Vonder Reith Senior Associate aU16 i Mr. Vonder Reith brings over 25 years of project management, information systems development and application integration experience for a variety of industries to include Utility customers. Bret's background includes over 20 years as an Information Technology data integration specialist and consultant. Bret Is a proven leader, successful at leading complex projects and achieving organizational goals and objectives. Bret is a certified Project Management Professional (PMP) with the Project Management Institute. Relevant experiences and background include: • Planning and executing water and electric utility AMI Implementation plans including but not limited to advanced meter infrastructure (AMI), meter data management systems (MDMS) and customer engagement platforms such as web portals and phone applications • Managing project scopes, schedule, budgets and deliverables to drive projects to completion achieving favorable outcomes • ERP Systems Integration • Developing water utility assessments and associated business cases with a clear roadmap to achieve anticipated benefits • Administering UtiliWorks Insight, UtihWorks' analysis and assessment tool • Drafting request for proposal documents and leading technology procurement efforts • Designing and implementing data management programs to assist utilities in fully maximizing and optimizing the use of their data Project References • North Marin Water District (Project Manager) • City of Santa Rosa (Systems Integration SME) • Chelan County Public Utility District (Business Case Analyst) Pa '10, �4+2 of 69 2 ,? i�IT f�6 • City of Buena Park (Project Manager) • City of Oceanside (Project Manager) • City of Riverside (Project Manager) Education and Certifications BS Business Administration Cal Polytechnic University Pomona (May 1985) Joe Kelly Deployment Manager/Meter SME �* Mr. Kelly provides deployment management and metering subject matter expertise for UtiliWorks. Joe has 18 years' experience in the AMI/AMR field, eight of those years as the owner of a meter installation company. In addition to deployment oversight, Joe provides expertise in metering and network communications. Relevant experiences and background include: • Planning and executing water, gas and electric utility technology programs • Managing installation contractors in meter deployments, oversight of meter inventory and project schedules and contractor performance • Provide network feasibility surveys prior to network deployment • Assists with smart grid/ water/ gas assessments and associated business cases with a clear roadmap to achieve anticipated benefits • Design and construction of meter test benches for use in Alpha phase deployments • Creating scopes of work and oversight for pre -deployment meter surveys • Augments utility staffing with AMI system administration during and after deployment Project References • Alameda Municipal Power (Procurement, Alpha/Beta/Full deployment oversight of Li3G AMI network) • Long Beach Gas and Oil (Full deployment oversight of Sensus AMI network) • North Marin Water District (Procurement and metering SME for Neptune AMI network) • Santa Rosa Water (Procurement, Meter SME, Alpha/Beta/Full Deployment oversight of Sensus AMI network) • Loudon Utilities (Procurement, test bench construction, Alpha/Beta/Full Deployment oversight) • City of Mesa (Procurement, Full deployment oversight) • Sewerage and Water Board of New Orleans (Pre -deployment meter/ meter box survey oversight) • City of Winston-Salem (Pre -deployment meter box survey) • Buena Park Water (Procurement, Full deployment oversight) • City of Roseville (Procurement, meter SME, Alpha/Beta/Full Deployment oversight) P!��ye3 of 6 47 2DMblI1 Education and Certifications BS Electrical Engineering Kansas State University (1986) Don Rankin O ¢� Senior Associate TIM Mr. Rankin is an Electrical Engineer and experienced utility manager with 19 years leading Water, Wastewater and Stormwater Utility Operation and Maintenance, Capital Programs and Customer Service Operations. He is an innovative big picture thinker with strong analytical reporting skills. He developed utility business plans for reduced costs, improved services, and sustainable asset replacement that was tied to financial capacity. Relevant experiences and background include: • Serving as a water subject matter expert for multiple advanced meter infrastructure (AMI) assessments • Planning and executing technology programs related to AMI and meter data management systems (MDMS) that meet water utility goals and objectives • Matching advanced reporting capability to meet utility goals and objectives, while preparing analytical reports for AMI related projects for water and electric utilities • Developing and accessing responses to request for proposal (RFP) documents and technology procurement efforts especially in analytical reporting and business intelligence • Producing utility billing system data visualization reporting tools to facilitate on -demand charts and graphs of utility customer billing information • Creating utility billing data discovery and audit tools for utility revenue enhancement • Successfully obtaining modest multi-year utility rate increases • Establishing project tracking tools for complex, multi -discipline, multi - project tracking • Developing wastewater combined sewer overflow plan that minimizes regulatory exposure • Successfully addressing community red water issues resulting in drastic reductions of customer complaints • Creating an asset management strategy for complete life cycle planning of water, wastewater, storm water and levee utility infrastructure • Directing major rehabilitations of water and wastewater plants Project References • Winston Salem, NC (Water Business Intelligence Reporting) • Long Beach Water Department, CA (Water AMI Assessment, Business Intelligence Reporting) • Long Beach Gas Et Oil Department, CA (Developing cost allocation model to access charges to multiple AMI / MDMS users) • Alameda County Water District, CA (AMI Assessment and Evaluation of existing AMI) • Chelan County Public Utility District, WA (Assessment Evaluation) 2 Pa e444G4 of A69R &r1161T 48 • WaterOne, KS (Water RFP Development and Vendor Assessment) • Mesa, AZ (Water, Gas, Electric AMI Assessment) • Palo Alto Utilities Department, CA (Water, Gas, Electric AMI Assessment) • Oceanside Water Utilities Department, CA (Water AMI Assessment) • New Orleans Sewerage and Water Board, LA (Water system Assessment) • Fort Worth Water Department (Business Processes Assessment) Previous Experience Associate Technical Consultant Red Clay Consulting (2014 - 2016) Assistant System Engineer TATA Consultancy Services (2012 - 2013) Education and Certifications Master of Science in Computer Information Systems - Georgia State University, 2014 Bachelor of Technology in Computer Science Engineering - SRM University, 2012 Microsoft Certified IT Professional (MCITP), Aug 2011 Oracle Utilities Meter Data Management 2 Pre -Sales It Sales Specialist, July 2014 Oracle Utilities Analytics Pre -Sales & Sales Specialist, Sep 2015 Oracle Utilities Meter Data Management 2 Support Specialist, Oct 2015 Specializations: • Advanced Metering Infrastructure (AMI) Administrator • Billing QA/QC and Delinquent Account Investigations • System Integration • Meter Data Management System (MDMS)SME • Customer Information Systems (CIS) • Software Acceptance testing • End -User Training • Business Case Assessments • AMI /Smart metering / Smart grid • Business Intelligence and Analytics • Business Process Improvement Parvathi Murali Associate O Parvathi Murall is an Associate with UtiliWorks based in Vancouver, Canada with a background in software implementation, business intelligence, data analysis and project management. Ms. Murali has more than 6 years of technical experience wi' both custom software applications and out-of-the-box implementations. She has contributed to projects and business development activities for clients across the energy and utility sector. She has In depth knowledge to understand complex systems and skills to effectively communicate business potential to persons with technical expertise, partner -level executives, and end users. Relevant experiences and background include: • Advanced Metering Infrastructure (AMI) Administrator - Review, monitor and maintain systems as part of post -production support. • Perform End User Acceptance testing on Meter Data Management Systems (MDMS), AMI Head End System(HES), Customer Portal, etc. for the client. • End to end billing tests (meter -to -cash process) and validation. • Billing Q4/QC & Delinquent Account Investigation. • Supervise team of billing and collections investigators for QA/QC and Investigation of delinquent accounts. • MDMS RFP and Procurement, MDMS SME and Technical Integration SME. • Business Process Improvements. • CIS compatibility analysis, AMI roadmap assessments, financial and business modelling, strategic utility consulting. Recent Client Projects • Alameda Municipal Power, CA (AMI Administrator, MDMS SME, Technical Integration SME) • Municipal Light & Power, Alaska (SME for Meter Data Management system RFP and vendor selection) • City of Topeka, KS (SME Meter Data Management system RFP and vendor selection) • Santa Rosa Water, CA (Business Process Improvement and MDMS SME) • Long Beach Gas @ Oil, CA (MDMS SME, MDMS System Audit) • City of Roseville, CA (MDMS SME, Technical Integration SME) • Winston Salem - Forsyth County Water @ Sewer Utility, NC (CIS system compatibility report, MDMS SME, Technical Integration SME) Pap9$ �45 of 69 2 4UR IT49 • Sewerage &Water Board of New Orleans, LA (Supervisor - Billing QA/QC Et Delinquent Accounts) • Fort Worth Water Department, TX (Business Process Improvement and MDMS SME) • Loudon Public Utilities Board, TN (MDMS SME, Technical Integration SME) • Chelan Public Utilities Department, WA (AMI Recommendations report, AMI Procurement, MDMS Evaluation) • City of San Marcos, TX (AMI Assessment and Roadmap) • Riverside Public Utilities, CA (SME for Meter Data Management system RFP and vendor selection, Technical Integration SME) Executed Forms Additionally, the following forms, included in ATTACHMENT 3: CERTIFICATIONS from the RFP, are signed and included in the subsequent pages as part of the proposal submittal package: • Non -Collusion Affidavit • Non -Lobbying Certification • Non -Discrimination Certification Page 46 of 69 2,50 381 Page NON -COLLUSION AFFIDAVIT (Title 23 United Stales Code Section 112 and Public Contract Code Section 7106) In conformance with Title 23 United States Code Section 112 and Public Contract Code 7106 the BIDDER declares that the bid is not made in the interest of, or on behalf of', any undisclosed person, partnership, company, association, organization, or corporation; that the bid is genuine and not collusive or sham; that the BIDDER has not directly or indirectly induced or solicited tory other BIDDER to put in a false or sham bid, and has not directly or indirectly colluded, conspired, connived, or agreed with any BIDDER or anyone else to put in a sham bid, or that anyone shall refrain from bidding: that the BIDDER has not in any manner, directly or indirectly, Sought by agreement, communication, or conference with anyone to Fix the bid price of the BIDDER or any other BIDDER, or to fix any overhead, profit, or cost element of the bid price, or of that of any other BIDDER. or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in the bid are true; and, further, that the BIDDER has not, directly or indirectly, submitted his or her bid price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, or paid, and will not pay, any fee to any corporation, partnership, company association, organization, bid depository, or to any member or agent thereof to effectuate a collusive or sham bid. Note: The above Non -collusion Affidavit is par of the Proposal. BIDDERS are cautioned that making a false certification may subject the certifier to criminal prosecution. Signed /n7 State ofC-aliSariia,LO1ti516AQ' /'arrSj) C-etmlyoI`LAS ? _[-pn pot 43t Subscribed .and sworn to . (or affirmed): before me on this. day of20(9, by %l%12t7(C 0,01 Pin proved to me on the basis of satisfactory evidence to be the person(s) who appeared before me / o w Q� Q/f7TJ%^t' Q TJ �+-C/1.cP.��v N Public Signahrre #"V751 Notary Public Sea] City of Santa Ana RFP 18-064 Page 31 oze of H IT -151 NON -LOBBYING CERTIFICATION The prospective participant certifies, by signing and submitting this bid or proposal, to the best of his or her knowledge and belief, that: (1) No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. (2) If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Fornl-LLL, "Disclosure of Lobbying Activities," in conformance with its instructions. This certification is a material representation of I'nct upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U.S. Code. Any person who fails to file the required certification shall be subjccl to a civil penally of not less than $10.000 and not more than $100,000 for each such failure. The prospective participant also agrees by submitting his or her bid or proposal that he or she shall require that the language of this certification be included in all lower tier subcontracts, which exceed $100,000 and dial all such subrecipients shall certify and disclose accordingly. I � Signed: Title: Firm: �l It Ljali� Lf ��n Pc. rf7�i 1 Z � C Date: Gg City of Santa Ana RFP 18-064 Page 32 2MIT2 NON-DISCRIMINATION CERTIFICATION The undersigned consultant or corporate officer, during the performance of this contract, certifies as follows: I, The Consultant shall not discriminate against any employee or applicant For employment because of race, color, religion, sex, or national origin. The Consultant shall take affirmative action to ensure that applicants are employed, and that employees are treated during employment without, regard to their race, color, religion, sex, or national origin. Such action shall include, but not be limited to, the following: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other fortes of compensation; and selection for training, including apprenticeship. The Consultant agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause. 2. The Consultant shall, in all solicitations or advertisements for employees placed by or on behalf of the Consultant, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, or national origin. 3. The Consultant shall send to each labor union or representative of workers with which he/she has a collective bargaining agreement or other contract or understanding, n notice to be provided advising the said labor union or workers' representatives of the Consultant's commitments under this section, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. 4. The Consultant shall comply with all provisions of Executive Order 11246 or September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. 5. The Consultant shall furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his/her books, records, and accounts by the administering agency and the Secretary of Labor for put -poses of investigation, to ascertain compliance with such rules, regulations, and orders. 6. In the event of the Consultant's non-compliance with the nondiscrimination clauses of this contract or with any of die said rules, regulations, or orders, the contract may, be canceled, terminated, or suspended in whole or In part and the Consultant may be declared ineligible for further Government contracts or federally assisted construction contracts in accordance with procedures authorized in Execution Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulations, or order of the Secretary of Labor, or as otherwise provided by law. The Consultant shall include die portion of the sentence immediately preceding paragraph (1) and the provisions of paragraphs (1) through (7) in every subcontract or purchase order unless exempted by rules, regulations, or Orders of the Secretary of Labor issued pursuant to Section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontract or purchase order as the administering agency may direct as means of enforcing such provisions, including sanctions for noncompliance; provided, however, that in the event the Consultant becomes involved in, or is threatened with, litigation with a subconsultant or vendor as a result of such direction by the administering agency, the Consultant may request that the United States enter into such litigation to protect the interests of the United States. S. Pursuant to California Labor Code Section 1735, as added by Chapter 643 Stats. 1939, and as amended, no City of Santa Ana RFP 18-064 Page 33 Ad -of (RMIT� discrimination shall be made in the employment of persons upon public works because of race, religious creed, color, national origin, ancestry, physical handicaps, mental condition, marital status, or sex of such persons, except as provided in Section 1420, and any consultant of public works violating this Section is subject to all the penalties imposed for it violation of the Chapter. Signed: �7, Title: IlI IGV/ Firm: L)W;Woy- o l hp�^ci L� Date: pr J -b', City of Santa Ana RFP 18-064 Page 34 of oj-71M Deliver to: City of Santa Ana 20 Civic Center Plaza Santa Ana CA 92702-1964 Udh'Xorlk; Consulting, LLC 21151 EnvigyDr_STE 1010 B::ton Rouge, LA 70806 22S 766 4188 Offic 225 612.6404 Fax Vr\'Jl'% Uil (ItV DYiti.0 pnl - 2pBITW9� ---- Strategic Utility Consulting Purpose...................................................................................................... 3 Assumptions................................................................................................. 3 Task 1- Deployment Program Management - Proof of Concept ...................................... 4 Task 1.1 - AMI Program Kickoff........................................................................ 4 Task 1.2 - Proof of Concept Planning................................................................. 4 Task 1.3 -Oversee/Support Proof of Concept Deployment ........................................ 5 Task 1.4 - Oversee/Support System(s) Training ..................................................... 6 Task 1.5 - Oversee/Support System(s) Testing ...................................................... 6 Task 1.6 - Oversee Systems Integration.............................................................. 7 Task 2- Business Process Re -Engineering ...................... Task2.1 - Current State................................................................................ 8 Task 2.2 - Conceptual Future State (#1)............................................................. 8 Task 2.3 - As -Built Future State (#2) ........................................ .......................... 9 Task2.4 - Business Process Audit....................................................................10 Task 3- Communications Campaign....................................................................10 Task 3.1 - Communications Campaign Planning....................................................10 Task 3.2 - Organizational Awareness................................................................11 Task 3.3 - Customer Communications...............................................................11 Task 4- Full Deployment Quality Assurance and Quality Control..................................11 Task 4.1 - Oversee and Support Full Deployment..................................................11 Task 5 - Business Intelligence and Reporting..........................................................13 Task 5.1 Discovery and Use Case Identification..................................................14 Task5.2 - Use Case Design............................................................................14 Task 5.3 - Recommendations Report.................................................................15 The City of Santa Ana � fA6 Page 12 I Advanced Metering Infrastructure Program Planning and Implementation Phase 2 Scope of Work The installation of Advanced Metering Infrastructure (AMI)/ Meter Data Management System (MDMS) equipment/software(s) involves multiple vendors with several moving parts. UtiliWorks has the program management expertise to manage these variables. By combining our team's wealth of industry knowledge, Project Management Institute (PMI) approach, and a hands-on approach, we will reduce the City of Santa Ana's (Santa Ana's) overall program risk while ensuring successful outcomes. As we recommend to all our clients deploying an AMI system, the scope of services below is designed around a proven phased approach. Our approach is designed for what is best for our clients. We work on your behalf, "as an extension of your staff," ensuring your interests are the primary focus throughout the effort. Our goal is to deliver Santa Ana the best quality AMI project on time and on budget. Purpose This Statement of Work (SOW) is to document the services UtiliWorks Consulting, I.I.C. ("UtiliWorks") will provide the City of Santa Ana ("City" or "Santa Ana") for implementation activities associated with an AMI program which is inclusive of the advanced metering infrastructure and meter data management system projects. The following scope outlines eight (8) tasks, three (3) of which are included as optional: 1. Proof of Concept (POC) Program Management 2. Business Process Re -Engineering 3. Communications Campaign 4. Full Deployment Quality Assurance and Quality Control 5.: Business Intelligence and Reporting 6. Benefits Verification (OPTIONAL) 7. UtiliWorks Insight (OPTIONAL) B. AMI System Administration Staff Augmentation (OPTIONAL) Assumptions • Santa Ana will assign a Project Manager to participate in regularly scheduled status calls with the UtiliWorks Project Manager to review open issues and remove barriers to progress. • The City will designate the necessary Subject Matter Experts (SMEs) from all functional teams to actively participate throughout the ten phases of the project. • The City will have reasonable responsiveness to data requests, document or deliverables review and meeting requests. • Work will be performed by UtiliWorks resources either on-site or off-site in the completion of SOW deliverables. • During onsite sessions, The City will provide meeting space, teleconference line, projector, and guest internet connection for meetings. • The City will be responsible for all terms and conditions outlined in the final agreement with vendor(s). UtiliWorks will provide input on certain terms and conditions as it relates to the materials and deployment. The City of Santa Ana iged of $7 - rxFm 7 Page 1 3 • The City will contract as necessary with applicable billing system vendor or third party for purposes of integration design and development with the AMI/MDMS systems. The billing/ CIS vendor or integrator will participate in reoccurring meetings and/or status calls as needed. Task 1- Deployment Program Management - Proof of Concept UtiliWorks will provide implementation management oversight and subject matter expertise to support deployment of the City's AMI Project. The project will have two primary phases: A Proof of Concept (POC) Phase and Full Deployment Phase. Specific tasks and deliverables associated with the POC are outlined below. Task 1.1 - AMI Program Kickoff Prior to project kickoff, UtiliWorks will work with the City and the selected vendor(s) to develop and execute the project charter that will outline project governance and communicate the high-level project implementation approach and the responsibilities of all project participants. UtIHWorks will work with Santa Ana and the selected vendor(s) to develop a comprehensive Project Execution Plan (PEP). The purpose of the PEP is to provide a set of guiding principles regarding philosophy, judgments and actions to be taken over the course of the project. The PEP will outline the methods used for project controls related to: Quality Control, Risk/Issue/Change Management, and Communications. In conjunction with the development of the PEP, an integrated, milestone driven Microsoft project schedule will be developed to include work by all vendors for the Proof of Concept and Full Deployment phases. UtiliWorks will facilitate an on-site kickoff meeting with all Santa Ana and vendor stakeholders to initiate the project and review the project scope, timeline, communications plan and housekeeping items. Assumptions: Development of the integrated project schedule is dependent upon the receipt of each vendor specific proposed project schedule Deliverables: Project Charter (*.doc), Onsite Project Kickoff, Project Execution Plan (*.doc), Integrated Microsoft Project Schedule (*.mpp) Task 1.2 - Proof of Concept Planning The intent of the POC phase is to demonstrate full system functionality through a limited deployment. The POC will establish the necessary foundation and maximize the learning and training of the back-office processes that will benefit the utility in a large-scale roll-out. The POC itself is further divided into two phases - Alpha and Beta. UtiliWorks will conduct a series of meetings with City staff and vendor(s) to define and document how the POC will be designed and deployed. The plan will include the following at a minimum: equipment acquisition; required materials; expected services including testing and training; and, entrance/exit/acceptance criteria for the Alpha and Beta phase of the POC. This plan Is a living document that will be updated and refined over the course of the POC. Deliverables: Proof of Concept Implementation Plan (*.doc) The City of Santa Ana 0OfQ 08 4008 Page 14 Task 1.3 - Oversee/Support Proof of Concept Deployment UtiliWorks will work with the City's project team, the vendor(s), and the designated systems integrator to execute the POC Implementation Plan, provide overall Project Management oversight and subject matter expertise. As is often the case during any large project, activities, tasks and timing may shift from the original plan. UtiliWorks will work with the project team to capture changes and adjust the plan accordingly. Throughout the POC, UtiliWorks will involve SMEs as required to support the numerous activities to be undertaken during this phase. Project Management activities to support the POC phase will include: maintaining the overall project schedule; work with all project participants to monitor progress and adjust the work plan as needed to stay on schedule; facilitate regular project progress and other meetings; create project status reports as required with input from the City; work with the City to monitor the scope of work of each vendor; identify, report, and track open action items, project issues and risks, potential change orders, and project budget. Specifics pertaining to the oversight and support of both the Alpha and Beta phase are discussed in more detail in the following sub - tasks. Task 1.3a - Oversee/Support Alpha POC Deployment The intent of the Alpha POC phase is to begin building the AMI telecommunications network, equip a select/limited number and type of meters with the necessary communication devices in a controlled environment, configure and deploy all application software, and start the development of all the necessary interfaces. Activities to include, but not limited to: • Coordinate with the City and the vendor(s) to identify the Alpha POC environment (i.e., meter shop/test bench) • Coordinate with the City and the vendor(s) to schedule the necessary vendor discovery sessions that will inform business requirements and system configuration • SME review of all vendor business requirements and system configuration documentation • Coordinate the AMI and MDMS software installation and/or configuration • Coordinate with the City and vendor(s) to set up the secure communications with the respective data center(s) as applicable • Coordinate the acquisition of equipment • Assist with Alpha phase testing, defect tracking and troubleshooting Task 1.3b - Oversee/Support Beta POC Deployment Upon the acceptance of the Alpha phase by the City, the project will move into the Beta Phase. During the Beta phase, additional systems functionality is added and tested in manageable stages as more detailed, role -based training is provided to the user community. In parallel to development, testing and training activity, Santa Ana will be in the process of mapping the new business processes (see Task 2) that will be adopted at the end of the Beta phase to support a seamless rollout during Full Deployment and beyond. Activities to include, but not limited to: • Coordinate the establishment of the Beta POC meters and location • Coordinate the acquisition of equipment/materials • Coordinate the identification, design, development, testing, and deployment of each respective system integration • Oversee and support the Beta meter/equipment deployment • Assist with Beta phase user acceptance testing, defect tracking and troubleshooting • Assist with the development of the AMI billing cutover plan ("test" to "production") The City of Santa Ana 21M0 Page 15 Task 1.4 - Oversee/Support System(s) Training Effective and timely training for Santa Ana personnel is critical to success of the project. UtiliWorks will coordinate the timing and delivery of on-site vendor training during the POC in accordance with overall project schedule and coordinate with the City regarding the availability, suitability and readiness of a training environment and participants. It is expected that some level of system training will occur during the Alpha POC for the core project team members that will serve as Alpha testers. At a minimum, this would include training for handheld or meter installation software/hardware and basic headend system navigation. More in depth, role -based user training is expected to occur during the Beta POC. This will reinforce the team's knowledge and ownership of the newly deployed system and provide an opportunity to dive deeper into training topics. UtiliWorks will review each vendor's training plan submittal for completeness including: course descriptions; course agenda; equipment/system requirements; participants; and, proposed timing. UtWWorks may recommend additional training and other forms of end user training to supplement vendor training. UtiliWorks will work with each respective vendor and the Santa Ana Project Manager to coordinate each training session and align the training plan with a proposed training schedule over the course of each phase of the project. Assumptions; UtiliWorks SMEs will participate on-site in vendor training activities. Task 1.4 Wilf be conducted in phases aligned with the integrated project schedule. Key milestones included in this task are: Alpha Phase training complete, Beta Phase training complete, Full Deployment Training complete (if required). Task 1.5 - Oversee/Support System(s) Testing Critical to evaluating the success of the AMI POC and whether Santa Ana objectives are met is the plan and methodology for testing the installed solution. At a high level, testing is expected to include: Vendor -led Functional Testing - Vendor conducted software testing to ensure agreed upon configuration of system(s) is delivered and working to specifications prior to the start of any City -led user testing Alpha Phase Acceptance Testing - City -led interim phase testing to confirm read accuracy, alert functionality, AMI system two-way communications, and other exit criteria as outlined in the POC Implementation Plan. Beta Phase User Acceptance Testing (UAT) - City -led "real world" testing that validates that the delivered system can support daily business and user requirements. Full end- to-end testing will include: systems functionality; automated systems integration/data transfer; register and interval read accuracy; new and redesigned business processes; and other exit criteria as outlined in the POC Implementation Plan. UtiliWorks will review each vendor's test plan submittal for completeness and advise the City on any proposed changes or additions. Upon delivery of the final vendor test plans, UtiliWorks will develop a single integrated test plan that will outline at a minimum: roles and responsibilities; testing procedures; and, entrance/exit/acceptance criteria as defined in the POC Implementation Plan. UtiliWorks will also oversee and support testing efforts during the POC. Specifically, UtiliWorks will: The City of Santa Ana iW1of T 0O Page 1 6 • Review and provide feedback on vendor and utility test cases for each phase to identify potential gaps and supplement accordingly • Aggregate test cases provided by each vendor and the City for each phase • Coordinate scheduling and execution of the testing by each vendor and the City • Provide onsite testing oversight and support of the test team • Establish an issue/defect tracking system, monitor defects/ problems reported by the test team, facilitate assignment of problems for resolution, and ensure retest by the test team Assumptions: UtiliWorks will oversee Utility personnel onsite during testing and can, but will not be required to, perform some testing with the City's permission and appropriate access to systems. UtiliWorks will not build out detailed test scripts but will support the City in their efforts. Deliverables: Integrated Test Plan (*.doc), Supplemental Test Cases (*.xls), Issue/Defect tracking system (SharePoint) Task 1.6 - Oversee Systems Integration UtiliWorks will coordinate and oversee the systems integration effort that will occur during the POC phase. The intent is to have the pre -identified systems interfaces designed, developed, tested and automated prior to full deployment start. UtiliWorks will lead a kickoff integration workshop with Santa Ana staff and the designated vendor(s) personnel to identify and confirm the security requirements and network architecture; systems -specific integration methodology; and begin the discussion on file layouts and interface requirements. Following the kickoff, UtiliWorks will lead weekly technical review meetings with all designated personnel internal and external to Santa Ana to monitor progress and identify roadblocks to systems integration activities. Assumptions: Designated SME's from Santa Ana, each Vendor, and any third -party integrator will participate in the workshop(s) and the weekly status meeting Deliverables: High-level systems integration diagram (*.vsd), Weekly meeting notes and integration activities trackers) Task 2- Business Process Re -Engineering UtiliWorks will engage Santa Ana in a series of workshops, designed to guide the Utility through changes to internal business processes as part of an AMI Deployment. To achieve the anticipated benefits of the systems, the City will need to adopt new processes. Vendors will often skim over recommendations detailing changes specific to business processes. UtiliWorks will utilize the background information on the City, including goals and objectives, to help drive discussion around operational changes that are the successful foundation for a Business Process Re- engineering (BPR) effort. This effort is also an important step for Change Management, since a wide -range of employees and staff will be involved in BPR activities. In fact, this is an opportune time to get employees Involved on the "ground -level." Many of the changes recognized during BPR workshops are the direct result of new technology and systems that will fundamentally change the way the Utility operates. As part of the BPR effort, the UtiliWorks team will work to identify redundancies in The City of Santa Ana P 70 9 26IT Page 17 business processes as well as uncover potential for streamlining processes, which includes changes that will occur with the implementation of AMI and associated technologies. MobUraUon6 Future State 01 Workshop/ User&ceptame Current State Workshop Reporting6MalyUaoeve1oprrent IYMe State e2 Workshop Testinglum) &ditlsl Proof of Concept/ Systems Integration Figure 1 -General Timeline far RPR Activities Task 2.1 - Current State By defining and documenting current business processes, UtiliWorks gains a clear understanding of the operational and organizational characteristics of each business process to inform how to re-engineer them to work with the AMI system and associated technologies. UtiliWorks begins with a workshop to gain understanding of how Utility operations currently function. The team will work with the City to document current state business processes as part of a cross - functional workshop, which includes a designated session for each business process. Supporting materials and demonstration of systems may be incorporated into the workshop agenda. (For example, walk through billing exception reporting in CIS). UtiliWorks will work with the project team to designate a process owner for each area that will lead the change effort internally and be responsible for internal review check points during BPR development. Wherever possible, UtiliWorks will capture process metrics to establish a baseline for current state process analysis. This will aid the City in developing Key Performance Indicators (KPIs) to ensure desired program goals are attained. The five core business processes that are directly impacted by the deployment of AMI include: • Meter Change-Out/Retrofit • Billing Ft Read Validation • Customer Inquiry and Response • Non -Pay Disconnect/ Reconnect • Move In/Out Assumptions: The City will identify pertinent team members that are most appropriate to participate in discussion of process change, along with other key personnel for participation in each workshop Deliverables: Narrative of each process (*.ppt), Finalized current state process diagrams (*.vsd) Task 2.2 - Conceptual Future State (#1) The Future State #1 workshop is the second of three onsite business process workshops that are planned for the development of the final business processes. This review of each business process will focus on the development of the future state, building upon what was developed The City of Santa Ana 4500 6b2 Page 18 in current state, and utilizing the new business applications (MDMS system, AMI headend, AMI Infrastructure and AMI Meters as applicable) and the interfaces that will be deployed (AMI/MDMS, MDMS/CIS, etc.). This workshop is typically held during Alpha phase, prior to vendor training and systems configuration in order to help prepare the City to address open items with the vendors. This workshop should coincide with the Reporting Ft Business Intelligence Strategy if that work is also in scope. The Future State #1 processes include: • Meter Change-Out/Retrofit • Billing l} Interval Read Validation (includes VEE) • Customer Inquiry and Response • Non -Pay Disconnect/ Reconnect • Moveln/Out • Events ft Reports (Data QA Matrix) • Mass Meter Changeout (Deployment) The new process area, Events Et Reports, will address the advanced (non -billing related) functions enabled by the AMI/MDMS systems. This additional business process area will help the City define the operational impacts that result from AMI/MDMS implementation. UtiliWorks covers this area through creation of a Data QA Matrix during this task. The matrix identifies process owners, priorities, and the schedule for reviewing various system reports, alarms and events. The new process area, Mass Meter Changeout, will address the process for mass meter exchange during Full Deployment, with a focus on the Santa Ana's roles and responsibilities rather than the installation team's procedures. This process will include how to handle any utility - installations, return -to -utility situations, and data exchanges with a work order management system. It is imperative this process be included in the future state design in order to get the City ready to transition to Full Deployment from POC. The discussion for the Mass Meter Changeout session will revolve around data and information flows, inventory control, route sequencing and deployment preparations. Deliverables: Narrative of each process (*.ppt), Decisions and open items from workshop, First pass future state process diagrams (*.vsd), Draft Events & Reports Data QA Matrix. Task 2.3 - As -Built Future State (#2) The Future State #2 workshop is the third of three onsite business process workshops that are planned for the finalization of the business process flow diagrams and training materials. This final workshop will focus on addressing open items from earlier workshops, refining City staff decisions regarding, and incorporating any new information following vendor training and configuration of systems. This iteration serves to bring the process diagrams and supporting materials to a final state that can be utilized for future internal training activity. This workshop will include time for demonstration of active (test or production) systems related to core business processes. The City of Santa Ana 2W=,�93 Page 19 The Future State k2 workshop typically follows all training during POC in order to incorporate final changes into future state design. The Future State #2 processes include: • Meter Change-Out/Retrofit • Billing & Read Validation (includes VEE) • Customer Inquiry and Response • Non -Pay Disconnect/ Reconnect • Move In/Out • Events l3 Reports (Data QA Matrix) • Mass Meter Changeout (Deployment) Deliverables: PowerPoint training slides incorporating all business process decisions and workshop updates (*. ppt), Final future state process diagrams (*.vsd), Final Events & Reports Data QA Matrix. Task 2.4 - Business Process Audit UtiliWorks will review and audit the core business processes with City staff to determine how well the processes are working in the live environment. The audit will also identify what, if any, adjustments are needed and provide insight into individual users' performance. UtiliWorks will develop web forms to be used as test scripts to track each process audit. These scripts are based on the final business process documentation and will be used by UtiliWorks to follow along with each process step as they are performed by City staff onsite in a one on one format. UtiliWorks will present summary findings and update the final business process documentation as -needed based on findings from the audit. Deliverables: Raw audit,results, Summary report on. key findings from audit (*.doc) Task 3- Communications Campaign Task 3.1 - Communications Campaign Planning UtiliWorks will develop an outreach and education campaign/communications campaign plan that is in lock -step with the AMI Proof of Concept schedule. The program will enhance internal project communications for all utility departments and will foster proactive communications with utility customers and other external stakeholders. UtiliWorks will schedule a discovery with Santa Ana to address the following: • Refine goals, objectives, and strategy of the program (taken from the assessment phase) • Support the development of the overall project branding efforts • Finalize (baseline) the Plan that will serve as the guideline for the project deliverables. The plan will be updated periodically to reflect changes to the Campaign and the AMI Proof of Concept schedule. Assumptions: The planning effort is conducted onsite Deliverables: Communications Plan (*.doc) The City of Santa Ana pe §jZof 6$ 4 Z Page 110 Task 3.2 - Organizational Awareness As part of the discovery sessions, UtiliWorks will work with the City to identify the key topics that will drive the content of the utility organizational awareness campaign. Topics may include: • AMI project benefits and information sharing • Transitional change effecting the organization • Theft Detection and Enforcement Policy • Green Initiative Concepts developed with AMI • Areas of concern including - RF, Privacy, Cyber Security, etc. UtiliWorks will work with the City to develop the content appropriate for internal staff that will be published at various stages of the project. The content may be published via an e-mail newsletter, printed flyers, or other formats as deemed appropriate by the utility. UtiliWorks will also support the City in its effort to present this information to staff and field questions accordingly. Assumptions: UtiliWorks will assist in the development of content Deliverables: Content to be used for internal communications Task 3.3 - Customer Communications UtiliWorks will work with the City to develop the content for a variety of customer facing materials. Customer outreach and education pieces are expected to include: • Door hangers • Status letters • Press releases • 'Brochures • Webpages UtiliWorks will advise the City on the timing of releasing the information pieces to the customer base. Many of these materials will be distributed in parallel with other information pieces. Assumptions: UtiliWorks will assist in the development of content. The list of customer education and outreach materials above can be modified based on the outcome of the discovery sessions if the approximate level of effort is commensurate and the changes are agreed upon by the City and UtiliWorks. Santa Ana will employ a graphic designer to assist with visual layouts and design. The printing, shipment and dissemination of materials will be handled by the City. Deliverables: Content to be used for external customer communications Task 4- Full Deployment Quality Assurance and Quality Control Task 4.1 - Oversee and Support Full Deployment Upon Santa Ana acceptance of the Proof of Concept and approval to proceed with Full Deployment, UtiliWorks will provide structured project management to ensure that all project tasks during the full deployment phase are executed in a timely, organized fashion. Given UtiliWorks field deployment expertise, we will provide the City with well -considered advice and recommendations on how to address potential issues or road blocks during this phase. The City of Santa Ana 2W, Page 1 11 Accurate recording and timely delivery of serial numbers, out reads, start reads, meter and endpoint characteristics, geographic co-ordinates, digital pictures, and install notes to the appropriate departments and systems at the City is key to full deployment success. UtiliWorks will work with the City and the Installation Contractor to develop the strategy and processes to monitor for tight control and provide a thorough audit of data to ensure a smooth transition to billing with AMI data. To ensure a successful deployment, it is necessary to detail and document the numerous aspects of the Full Deployment phase. UtiliWorks will work with the designated City staff and vendor staff to develop a detailed Full Deployment Plan. At a minimum, this plan will detail processes and procedures for: • Inventory acquisition, supply chain and logistics • Contract employee protocols • Mass meter change out (Deployment) • Communications and reporting • Field installation quality assurance and audit • Data quality assurance and audit UtiliWorks will manage and oversee the selected installation contractor and represent the City's interests accordingly. Specific project management, logistics, training, troubleshooting, and quality assurance tasks to be performed by UtiliWorks during the full deployment phase are outlined in detail below: Project Management o Represent the City regarding management of AMI vendor and their contractors and provide input on change orders and scope creep o Work with the City and the Installation contractor project manager to set production goals and monitor goal versus actual. o Assist the City with scheduling internal installs and provide additional AMI device training as needed. o Review and adjust schedule as needed based, inventory and Return to Utility (RTUs). Provide insight that allows for flexibility in scheduling in a timely manner. o Conduct a detailed review of the Installation contractor monthly invoice o Lead weekly Web based production status meetings with designated staff from the City, Installation contractor, UtiliWorks and AMI vendor. o Provide weekly status reports to the Santa Ana Project Manager to include weekly production updates, RTU's, Quality Audit findings, safety reviews, field related issues and general discussion o Meet with the Santa Ana PM weekly to review project status. Materials Management o Work with the installation contractor and the City to develop the necessary processes to accurately disperse, track, and report on the movement of equipment from warehouse through to installation. o Ensure that vendor shipments to the City are timely, work with vendors to ensure lead times don't affect production schedule, work with installation contractor PM to ensure a rolling 6 -week inventory. o Work with the City to ensure inventory levels are updated and accurate, disposition of RTU's on a regular (weekly/ bi -weekly) basis. The City of Santa Ana 211 _ §6 Page 1 12 o Work with the installation contractor and the City to develop a strategy and tracking method for the salvage or disposal of removed meters. Training Support/Identification o UtiliWorks will participate in all phases of training to gauge Installation contractor employee's skills in the field. o As part of UtiliWorks in -field audits, ensure that Installation contractor employees are working in a manner that meets or exceeds that of Santa Ana and recommend follow-up training as required. o Provide on-the-job training to the designated Santa Ana AMI System Technician(s) to support troubleshooting efforts in the field. Troubleshooting o Work with the AMI vendor to troubleshoot and resolve any RF coverage issues including the potential need to deploy additional network infrastructure. o Work with the designated AMI System Technician(s) to troubleshoot meter issues as they arise. o Work with the designated AMI System Technician(s) to troubleshoot meter/system alarms, flags, exceptions, etc. Quality Assurance o Work with the Santa Ana Quality Manager to ensure that City standards are maintained by all installers o Perform in -field installation quality audits of installations, to include: • Verify correct installation / check for leaks / check to verify meter pit lid fits correctly • Verify installation contractor performs install per specs established by the City • Verify installation contractor is working safely o Perform data quality audits using installation contractor's work order portal, to include: ■ .,Verification that meter was installed correctly • Verification that the correct meter was installed at the property • Verification of correct "out read" • Review "as left" photos to ensure work area was left in good condition Assumptions: The City will designate an AMI System Technician and a backup resource to fulfill those duties during the project when the lead AMI System Technician is unavailable Deliverables: Full Deployment Plan (*.doc), Weekly Project Status Reports (*.doc), Weekly Field and Data QA Status Reports (*.xls) Task 5 - Business Intelligence and Reporting Business Intelligence (BI) is defined as a set of strategies, processes, applications, data, technologies and technical architectures used by companies to support the collection, data analysis, presentation and dissemination of business information. The high volume of data produced by an AMI system can greatly enhance overall utility operations, but only if that data is transformed into usable information. This effort is intended to examine the reporting and analytical needs of the City and identify where the data can be integrated, analyzed, summarized and presented in a format that is valuable to the City and its staff. The following tasks will allow UtiliWorks to develop a clear The City of Santa Ana 30 2 WI6-1T Page 113 understanding of City philosophy, staffing, and current capabilities related to the technical and business aspects of analytics and reporting. Operational, exception, and Business Intelligence Reports will be defined through specific use cases. These use cases will identify the interactions between users and systems to obtain the desired output at the desired time interval and frequency. Task 5.1 - Discovery and Use Case Identification To understand Santa Ana goals, readiness, and existing staffing and infrastructure to support the BI Reporting effort, UtiliWorks will conduct a series of discovery sessions. These sessions are intended to determine the utility's technical and business readiness to leverage the AMI data. UtiliWorks will lead discovery sessions to assess the capabilities and maturity of operational systems such as SCADA, CIS, GIS, and OMS. This includes how robust the software is and the ability of the software application to integrate with other systems, both inbound and outbound. We will assess the City's level of commitment to each respective software application and how well the staff understands the underlying system architecture, data structure and data quality. Participants are likely to include: system owners, power users, analysts, and system administrators. UtiliWorks will lead discovery sessions with City staff to identify and document existing reports, dashboards, and data analytics currently performed. UtiliWorks will assess the technical capabilities of the City staff such as the ability to extract data, develop queries, integrate data with other systems, and develop reports. UtiliWorks will also assess the analytical capabilities of existing staff and identify any apparent gaps that would hinder the BI Reporting effort. UtiliWorks will lead discovery sessions with utility executives and department heads to outline respective goals related to the enhancement, monitoring, and tracking of electric utility, water utility, and business operations. This will include the identification of existing and. desired reports, dashboards and analytics. The outcome of these discovery sessions will help to define the future reports, dashboards, and analytics to be developed and inform the use cases that UtiliWorks will explore with City SMEs in the subsequent task. Assumptions; Up to eight (8) use cases will be identified forfuture analysis. Deliverables: Onsite Kickoff Agenda and Presentation, Information collected via discovery to be summarized in the Recommendations Report Task 5.2 - Use Case Design A use case defines the interactions between users or systems to obtain the desired data or information at a desired time interval and frequency for a defined purpose. UtiliWorks will facilitate one-on-one whiteboard sessions with the designated SME(s) to develop the specific use cases identified in the discovery sessions. The desired result of this process is that staff begin to think about what data or methods for data retrieval and usage are available beyond their current day -today activities. These sessions should be limited to those individuals responsible for performing the task at hand to facilitate an in-depth discussion. These sessions The City of Santa Ana �a of 16 6$ 8 Page 1 14 will be the launching point for UtiliWorks to make recommendations and refine the feedback into a final use case design. Points of the discussion will include: • Current methods for analyzing, and any reporting tools / data sources • Review of AMI / MDM reports and reporting tools • Identify the data source(s) and how the data will be collected • Specify the methods to access and present the data • Identify who/what system will receive the data Deliverables: SME Use Case Workshops, Draft Use Case Design Document (*.ppt) Task 5.3 - Recommendations Report UtiliWorks will compile a summary report based on the outcome of the discovery sessions and use case design sessions. We will offer recommendations on how to advance the BI Reporting effort beyond the design phase. Topics will include: • Identify mismatches in Executive, Department, and SME perceptions • Technical and analytical staffing requirements • Evaluation of current reporting tools in relation to new systems and the ability to access data using the current tools and make recommendations regarding tools that provide enhanced capabilities In terms of data access and data analysis. • New or custom reports/dashboards • New software applications /modules / analytical tools • Integration with other utility IT systems • New users to add to systems (i.e. data access) • Training requirements Deliverables: Recommendations Report (*:doc) The City of Santa Ana Page 1 15 EXHIBIT B Deliver to: City of Santa Ana 20 Civic Center Plaza Santa Ana, CA 92701 C; - 11-:1 Li LA OKI I 410'r -N I t Strategic Ulitity Consulting Table of Contents Section1 - Cost Proposal........................................................................................ 1.1 Fee Proposal.......................................................................................................................... 1.2 Estimated Project Timeline................................................................................................... 1.3 Assumptions.......................................................................................................................... Section 2- Standard Labor Rates by Position...................................................... Pagel 2of4 � s 2 B. , 1 © 2019 UtiliWorks Consulting 5ection 1 - Cost Proposal 1.1 Fee Proposal The fees proposed fall into the following categories: • Fixed fee based on percent complete by task • Fixed monthly project fees based on phase duration • Estimated travel expenses UtiliWorks is proposing a not -to -exceed contract fee structure. Invoicing will be monthly based on percent complete by task plus monthly fees (as applicable) Assuming a 13 -month Proof of Concept and a 14 -month Full Deployment, that equates to a level of effort for Phase 1 and 1 combined of approximately 3,775 labor hours. i asn+s iasx�rva e' Fe SSt7a�"tu a Fee tled .- Phase 1 - Procurement and Contr6cting - __lMobllizatlon and ,Project Kickoff Fixed Fee___ 5_ 7,705__$ 1.2 State of Industry Review _ ._. . -.. ... ... _ ____, Fixed Fee .. ........... .. $ 3,210' S . _ 10 , -___.7,705 3,210 3 1.3 iRequirements Workshop _ i _ Fixed Fec _ : $ .14,382 j $__ .__._' 1.4 ;Implementation Plan Fixed Fee 5 3,852 $ _14,382 3,852 :13 ' _ j5taffing Plan l _ w. _ Fixed Fee Fi ._.. ....- $ 8,561 $ 8 561 1.6 'RFP Development Fixed Fee $ - -. 11,728 S 11,728 1.7 IRFP Administration Fixed Fee. . S 5,993 $ 5,993 1.8 'Response Evaluation Support Fixed Fee S 10,416 $ 10,416 1.9 _ :Contracting and Negotiations Support Fixed Fee S 18,942 $ 18,942 Subtotal Phase t S 84,789 Phase 2 - Program Planning and Implementation i 'Proof of concept Deployment Project Management' 2.1 ;(Alpha and Beta) $/Month - 13 MONTHS S 27,000 i $ 351,000 2.2 Full Deployment Project Management $/!Month - 14 htOtiTHS 12,000 $ 168,000 2.3 'Business Process Re -Engineering Fixed Fee $ 70,767 ($ 70,767 2.4 communications CampaignFlxed,Fee S 51,365 S 51,36_5 2.5 ;Reporting and Business Intelligence ' Fixed Fee , S 29,1071 S 29,107 Subtotal Phase 2', $ 670,239 Total Phase 1 and Phase 2' $ 755,027 Travel Expense Allowance Phase 1 and Phase 2 (Estimated 60 i i person -trips) Billed at Cost S 1,000 S 60,000 Grand Total S 815,027 Pagel 3of4 2019 1 2020 - 1 2021 1 2022 1 Grand Total i�f,'12 ® 2019 UtiliWorks Consulting 1.2 Estimated Proiect Timeline UtiliWorks proposed fee is based on an estimated project duration of three (3) years starting in April 2019. Each phase and sub -phase are depicted below. 1.3 Assumptions The following assumptions are made regarding the fee proposal provided: • The travel budget is estimated at 60 -person trips over the life of the project at $1,000/trip on average. Travel will be billed at actual cost. Actual trips required may vary. UtiliWorks will seek pre -approval from Santa Ana prior to booking travel. • Work will be performed by UtiliWorks resources either on-site or off-site in the completion of SOW deliverables. • Any required state, city, or local government taxes, fees, or business licenses costs will be invoiced to the Santa Ana at actual cost incurred. • The City will make available to UtiliWorks all relevant information so that a comprehensive analysis may be performed. This information shall be provided in a timely manner to not adversely influence the approved project plan and schedule. • The City will appoint a Project Lead that will serve as the primary point of contact throughout the engagement. The Project Lead will assist in organizing the participation of staff, management, and stakeholders as needed. • The City and its team members will assume a proactive role in actively participating in project objectives, milestones, and defined project responsibilities. Section 2 - Standard Labor Rates by Position Pagel 4 of 4 a"Title,~ ' ,���)Standard,'�Bil.(in Rate. Managing Director 1 $295.00 Principal $260.00 Senior Manager $220.00 Manager Senior Associate Associate Senior Analyst $220.00 $220.00 $190.00 $160.00 Analyst Junior Analyst Administrative_.__ $160.00 $115.00 $115.00 2I='�93 IT 0 2019 UtiliWorks Consutting 25G-74 REQUEST FOR PROPOSALS (RFP) FOR AMI PLANNING AND IMPLEMENTATION CONSULTANT RFP NO.: 18-064 CITY OF SANTA ANA PUBLIC WORKS AGENCY 20 Civic Center Plaza Santa Ana, CA 92701 Cesar Barrera, P.E. Project Manager (714) 647-3387 Office cbarrera@santa-ann.org Release: KEY RFP DATES (Subject to change at discretion of Citv): Issue Date: Letter of Intent: Deadline for Requests for Information: Proposal Due Date: Presentation/Interviews: Projected Award Date: Tuesday, September 11, 2018 Tuesday, September 18, 2018 Monday, October 15, 2018 Tuesday, October 30, 2018 - before 3:00pm. Week of November 26, 2018 Tuesday, January 15, 2019 EXHIBIT 2 City of Santa Ana RFP 18-064 25%-75 Public PE, PLS Director Agency NOTICE INVITING PROPOSALS NOTICE IS HEREBY GIVEN that proposals will be received from qualified firms for AMI Project Management. Responses to this Request for Proposals (RFP) will be accepted until Tuesday, October 30, 2018; 3:00 pm. Proposals received after this date/time will not be considered. Responses to this Request for Proposals (RFP) must be submitted electronically to the PlanetBids system. It is the responsibility of the proposer to ensure that any proposals submitted have been uploaded to PlanetBids prior to this proposal due date and time. Proposals shall NOT be mailed or sent via telegraphic, electronic or facsimile means. All notifications, updates and addenda will be posted online on PlanetBids at hi!Rs:/%vww.vlanetbids.com/portal/i)ortal.cfin?CompanylD=20137 and on the City's RFP Bid page at www.santa-ana.or ids-rfps. Proposers shall be responsible for monitoring PlanetBids and the City's RFP Bid page to obtain information regarding this solicitation. Failure to respond to required updates may result in a determination of a nonresponsive proposal. LETTER OF INTENT: As a courtesy to the City, all interested firms are encouraged to submit a Letter of Intent of their pending proposal to the noted Project Manager by the required date as shown on the cover page of this RFP.. Letters shall be sent via certified mail or email.'A, decision, by an interested firm, not to submit a Letter of Intent would not lead to the disqualification of the firm. City of Santa Ana RFP 18-064 256 76 TABLE OF CONTENTS I. GENERAL A. NATURE OF WORK 4 B. SUBMITTAL OF PROPOSAL 4 C. PROPOSAL EVALUATION AND RATING 5 D. PROJECT FUNDING 5 E. TERM OF CONTRACT AGREEMENT 5 H. PROPOSAL TERMS AND CONDITIONS 5 A. EXAMINATION 5 B. EXECUTION OF AGREEMENT 5 C. PROPOSAL VALIDITY 5 D. PRE -CONTRACTUAL EXPENSES 6 E. JOINT OFFERS SUBCONSULTANTS 6 III. INSTRUCTIONS TO PROPOSERS 6 A. CITY RESPONSIBILITIES 6 B. PROPOSER RESPONSIBILITIES 6 C. REQUEST FOR INFORMATION OR CLARIFICATION 6 D. ADDENDA 7 E. LICENSES & PERMITS 7 F. INSURANCE 7 G. PAYMENT INFORMATION PACKET 7 H. PRE -PROPOSAL MEETING 7 I. CITY RIGHT TO REJECT 7 J. PROTESTS 7 IV. SUBMITTAL REQUIREMENTS 8 A. GENERAL 8 B. PROPOSAL CONTENTS 8 V. PROPOSAL REVIEW (CONSULTANT SELECTION) 10 A. EVALUATION AND RATING 10 B. SELECTION 10 VI. AWARD OF AGREEMENT 10 A. REQUEST FOR COUNCIL ACTION 10 B. EXECUTION OF AGREEMENT 10 VH. IMPLEMENTATION 10 A. KICK-OFF MEETING 10 B. NOTICE TO PROCEED 10 VIII. PUBLIC RECORDS 10 APPENDIX ATTACHMENT 1: SCOPE OF WORK 12 ATTACHMENT 2: STANDARD AGREEMENT 21 ATTACHMENT 3: CERTIFICATIONS 30 ATTACHMENT 4: PROPOSAL FORMAT 35 ATTACHMENT 5: FEASIBILITY STUDY REPORT 38 City of Santa Ana RFP 18-064 25077 I. GENERAL The City of Santa Ana ("Santa Ana" or "City") is the county seat and second most populous city in Orange County, California, with over 340,000 residents. It is the 57th most -populous city in the United States. There are approximately 45,000 metered water accounts. Santa Ana is located in Southern California, adjacent to the Santa Ana River, about 10 miles away from the California coast. Founded in 1869, the City is part of the Greater Los Angeles Area, the second largest metropolitan area in the United States with almost 18 million residents in 2010. One of Santa Ana's strategic plan goals (Team Santa Ana) is to be innovative and efficient in the delivery of City services. One of the identified strategies in accomplishing this goal is to promote the use of technology to improve the delivery of services and information to staff and the community. Currently, water meters are read manually and bi-monthly by city staff to determine customer water consumption for billing. Santa Ana is pursuing a project to implement Automated Meter Infrastructure (AMI) to convert existing water meters to smart meters based on new available technologies, transition from bi-monthly to monthly billing, establish timely distribution leak detection capability, and provide water consumption data to customers while maintaining optimum customer satisfaction. A. NATURE OF WORK: Santa Ana is seeking a qualified AMI Consultant to provide professional services for detailed planning and assistance in the selection and implementation of an AMI system. The selected consultant will assist the City in developing detailed strategies, design, and plans for AMI as well as support the project management and implementation including the solicitation of AMI and Meter Data Management System (MDMS) vendors for the meter replacement and the implementation and initial operation of the network and software applications. The solicitation includes the preparation of a request for proposal (RFP). From the several distinct business models available to the City in the execution of the AMI program, the "Design, Build, Run, and Transfer Model" is currently being seriously considered by the City. Under this particular model, Santa Ana anticipates that the AMI vendor will design the AMI network, install all network infrastructure and the applications, and then tum the system over to the City once the system passes an acceptance test. Under this model, all applications and network elements will ultimately revert to the City. A detailed Scope of Work is included in ATTACHMENT 1: SCOPE OF WORK in the Appendix of this RFP. B. SUBMITTAL OF PROPOSAL: Responses to this Request for Proposals (RFP) must be submitted electronically to the PlanetBids system. It is the responsibility of the proposer to ensure that any proposals submitted have been uploaded to PlanetBids prior to this proposal due date and time. The Fee Proposal shall be submitted separately and electronically to the PlanetBids system prior to this proposal due date and time. City of Santa Ana RFP 18-064 2Ui478 C. PROPOSAL EVALUATION AND RATING: The criteria for evaluating the proposals submitted will take the following items into consideration: • Finn/Team Experience 30% • Technical Approach 40% • Schedule 20% • References 10% The City has established a proposal review committee to evaluate proposers based on the response to the RFP, which includes adherence to outlined directions and format, and the City evaluation criteria set forth above. A final score will be calculated for each submitted proposal and used to rank the proposers. D. PROJECT FUNDING: Project is funded by State and local funds. E. TERM OF CONTRACT AGREEMENT: This term is outlined in the Standard Consultant Agreement, as contained in ATTACHMENT 2: STANDARD AGREEMENT in the Appendix of this RFP. H. PROPOSAL TERMS AND CONDITIONS By submitting a Proposal, the Proposer acknowledges that it has thoroughly examined and accepts the Terms and Conditions of this RFP as described below: A. EXAMINATION Proposer represent that it has thoroughly examined and become familiar with the services and responsibilities required in this RFP and that it is capable of effectively and efficiently performing quality work to achieve the City's objectives. Any attachments referenced herein or any interpretations, clarifications or amendments subsequently posted in the relation to this RFP are fully incorporated. B. EXECUTION OF AGREEMENT The City and the selected Proposer will enter into an Agreement similar to that as shown in ATTACHMENT 2: STANDARD AGREEMENT in the Appendix of this RFP. If a Proposer is unwilling or unable to execute an Agreement within thirty (30) days after being notified of selection under this RFP, the City reserves the right to select the next most qualified Proposer or call for new Proposals, whichever the City deems most appropriate. C. PROPOSAL VALIDITY Services, pricing and warranties indicated in a respondent's Proposal must be valid for a period of 120 days after the submission of the Proposal. City of Santa Ana RFP 18-064 29133P&79 D. PRE -CONTRACTUAL EXPENSES The City of Santa Ana shall not, in any event, be liable for any pre -contractual expenses incurred by Proposers in the preparation of its proposal. E. JOINT OFFERS/SUBCONSULTANTS Where two or more Proposers desire to submit a single Proposal in response to this RFP, they should do so on a prime sub -consultant basis. The City intends to contract with only one single firm and not with multiple firms doing business as a joint venture. Should the use of sub -consultants be offered, the Proposer shall provide the same assurances of competence for the sub-consultant(s) plus the demonstrated ability to manage and supervise the subcontracted work. Sub -consultants shall not be allowed to further subcontract with others for work under the Agreement. The provisions of the Agreement shall apply to all sub -consultants in the same manner as they do for the Proposer. III. INSTRUCTIONS TO PROPOSERS A. CITY RESPONSIBILITIES The City will provide information in its possession relevant to preparation of required information in RFP. The City will provide only the staff assistance and documentation specifically referred to herein. B. PROPOSER RESPONSIBILITIES Point of Contact: The selected proposer will assume responsibility for all services in its proposal. The selected proposer shall identify a sole point of contact with the greatest knowledge in regard to the required service operations and contractual matters, including payment of any and all charges resulting from the Agreement. Evidence of Financial Capacity: Proposer may be requested to submit its most recent audited financial statement, evidencing proposer's financial capacity to fully perform the required services, including provision of equipment and personnel expenses over a ninety (90) day period. If said financial statement does not reflect full ninety (90) day operational capacity, proposer may include a letter of credit as evidence of supplemental capacity. C. REQUEST FOR INFORMATION OR CLARIFICATION All questions or requested clarifications shall be made in writing via e-mail to the Project Manager (contact information as noted on the cover page to this RFP) by or before the "Deadline for Requests for Information" date noted on the cover page of this RFP. No verbal requests or responses will be accepted. Significant interpretations or clarifications will be addressed via addenda to this RFP, as indicated below in SUB -SECTION IIID "ADDENDA". City of Santa Ana RFP 18-064 2680 D. ADDENDA Any changes in RFP from the date of release to date of submittal will result in an addendum or amendment. Notification of such addendum or amendment shall be posted on PlanetBids and City's website, www.santa-ana.ora/bids-rfvs. E. LICENSES & PERMITS The selected Proposer shall be required to obtain a City of Santa Ana Business license within ten (10) business days of selection and must provide a copy to the City Project Manager or designee prior to commencing any work in Santa Ana. Additionally, Proposer will be responsible for obtaining any licenses/permits required by the Scope of Work. F. INSURANCE The selected Proposer shall provide the required evidence of insurance coverage as set forth in the standard agreement within ten (10) business days after receipt of notice of award. G. PAYMENT INFORMATION PACKET The selected Proposer shall return a completed payment information packet within ten (10) business days after the successful Proposer has received notice that the agreement has been awarded. The packet is available on the City's website: www.santa-ana.org/bids-rfUs H. PRE -PROPOSAL MEETING The City will not hold a pre -proposal meeting for this project. Significant interpretations or clarifications will be addressed via addenda to this RFP, as described above in SUB -SECTION III.D "ADDENDA". I. CITY RIGHT TO REJECT The City reserves the right to reject any or all proposals submitted and no representation is made hereby that any agreement will be awarded pursuant to this RFP or otherwise. The City reserves the right to accept or reject the combined or separate components of this proposal in part or in its entirety or to waive any minor inconsistency, informality or technical defect in the proposal. The City reserves the right to reject, replace and approve any and all subcontractors. All subcontractor(s) shall be identified in the response to the RFP. Subcontractors shall be the responsibility of the successful Proposer and the City shall assume no liability of such subcontractors. J. PROTESTS Proposers with concerns or rebuttal of any staff determination of non -responsiveness or non - responsibility may submit, in writing within five (5) business days, to the Project Manager, any concerns regarding the RFP process or staff determination. Such writing shall be considered by City of Santa Ana RFP 18-064 2M181 the City Manager or his designated representative, and may be acted upon within five (5) business days. If no action is taken within such time, there shall be no change to the staff determination. The exercise by Proposer of its right to submit written concerns shall be a condition precedent to seeking judicial review of any award of a contract hereunder. IV. SUBMITTAL REQUIREMENTS A. GENERAL 1. INSTRUCTIONS Refer to SECTION I "GENERAL" above. 2. DEADLINE Proposals are due, to the City of Santa Ana (via PlanetBids submittal), at the date and time set forth above in the Notice Inviting Proposals. B. PROPOSAL CONTENTS A responsive proposal shall contain the following documentation: 1. STATEMENT OF QUALIFICATIONS The Statement of Qualifications shall be limited to a MAXIMUM of (10) DOUBLE -SIDED PAGES (excluding front and back covers, section dividers and attachments such as resumes, forms). Font size shall be minimum 11 -point Arial. Proposal exhibits shall be maximum 11" x 17". The Statement of Qualifications includes the following: a. Cover Letter Proposals shall include a letter signed by a principal or authorized representative who can make legally binding commitments for the entity. Include type of business entity. b. Agreement Statement Proposal shall include a statement outlining your concurrence or concerns with any and all provisions as contained in the standard agreement attached as ATTACHMENT 2: STANDARD AGREEMENT in the Appendix of this RFP. c. Firm and Team Experience Proposal shall include a profile of the firm's experience. Include resumes of project team/sub-contractors that outline their technical and design experience. At a minimum, this should include the project manager/principal agent, associates in charge when project manager/principal agent is unavailable, key personnel, firm size, and an organization chart identifying only those who will perform work for the proposed project and the percentage of each individual's time devoted to this project. The project manager/principal agent shall be the primary contact person to represent your firm. d. Technical Approach Proposal shall include the proposed technical approach which demonstrates the firm's understanding of the scope of work. This outline should include anticipated approach, City of Santa Ana RFP 18-064 2�g82 tasks necessary for successful completion, and suggestions or special concerns that the City should be made aware of. In addition, the Proposer should include any innovative or unique approach(es) that provide value to the City that go beyond financial measurements. If justified, the Proposer is also encouraged to propose alternatives to the "Design, Build, Run, and Transfer Model" that is currently being considered by the City. e. Relevant Project Experience Proposal shall include a list of relevant projects which your firm or personnel have completed within the last five (5) years, including significant work with public agencies. Project information should include project description, year completed, client name, along with a person to contact and their telephone number. f. Schedule Proposal shall include a detailed schedule based on the Scope of Services explained below in SUB -SECTION IV.B.2 "SCOPE OF SERVICES & SCHEDULE" with a written statement which provides information on current workload and how this project would be accommodated. g. References Proposal shall include references for three public entities for which Proposer has performed similar work within the past five (5) years. 2. SCOPE OF SERVICES & SCHEDULE Proposal shall include a Scope of Services which details the work phases to be completed, the tasks to be accomplished and the deliverables to be provided. Scope of Services shall be incorporated into the schedule as described above in SUB -SECTION IV.B.l.f "SCHEDULE" to complete the project based on the requested Scope of Work, detailed in ATTACHMENT 1: SCOPE OF WORK in the Appendix of this RFP. 3. FEE PROPOSAL Proposer's fee proposal shall be submitted concurrently with the technical proposal, but in a separately submission to the PlanetBids system. This shall include the proposed Total Fee, firm's Standard Hourly Fee Schedule and a Project Fee Schedule by task as outlined in the Scope of Work. 4. CERTIFICATIONS The following forms, included in ATTACHMENT 3: CERTIFICATIONS in the Appendix of this RFP, shall be signed and included as part of the proposal submittal package: • Non -Collusion Affidavit • Non -Lobbying Certification • Non -Discrimination Certification 5. PROPOSAL FORMAT Additional proposal format instructions are provided in ATTACHMENT 4: PROPOSAL FORMAT in the Appendix of this RFP. City of Santa Ana RFP 18-064 29�=83 V. PROPOSAL REVIEW (CONSULTANT SELECTION) A. EVALUATION AND RATING Refer to SECTION I "GENERAL" above. B. SELECTION The committee may interview the top ranking proposers. The City will recommend award of the agreement to the proposer who will provide the best quality and value to the City. City reserves the right to begin negotiations and enter into an agreement without interview or further discussions. VI. AWARD OF AGREEMENT A. REQUEST FOR COUNCIL ACTION Following evaluation and rating by the proposal review committee, the Executive Director will recommend award of an agreement to the proposer providing the best quality and value to the City. B. EXECUTION OF AGREEMENT A standard agreement is included as ATTACHMENT 2: STANDARD AGREEMENT in the Appendix of this RFP. "Proposer" will hereinafter be referred to as "Consultant' in standard agreement. The term of the agreement will begin after the agreement is fully executed, and all required bonds, insurance documents and contents of the payment information packet have been received and approved. VII. IMPLEMENTATION A. KICK-OFF MEETING A kick-off meeting will be held after award of contract. Consultant and its team will meet with City of Santa Ana staff to conduct introductions, discuss scope of services, and implementation process. B. NOTICE TO PROCEED Following the kick-off meeting, a formal Notice to Proceed (NTP) may be issued after the agreement is fully executed, and all insurance documents and contents of the Payment Information Packet have been received and approved. VIII. PUBLIC RECORDS All responses to the RFP shall become property of the City, and proposals will become public record after award of agreement. Proposer information identified as proprietary information shall be maintained confidential, to the extent allowed under the California Public Records Act. ----- End of GENERAL Section City of Santa Ana RFP 18-064 M284 This page is intentionally left blank. City of Santa Ana RFP 18-064 25'x'$5 Appendix ATTACHMENT 1: SCOPE OF WORK City of Santa Ana RFP 18-064 2'8i'--286 SCOPE OF WORK Introduction and Background: The City of Santa Ana (City) supplies potable water to some 45,000 customers which includes the City's 340,000 plus residents and 30,000 businesses and institutions. Currently, the customers are metered by traditional water meters. These meters are manually read every two months to collect the meter reading. This data is then processed to provide the water bill. The City serves about 44,500 water accounts with approximately 13 billion gallons each year. Table 1 provides a summary of the City's water service accounts by customer class. Table 2 provides the number of meters by meter size. Table 1. Water Accounts by Customer Class Customer Class Approximate Number of Accounts in 2015*' Single -Family Residential — ------------ 35,547 ---- --------------------- Multi-Family _Residential _ 3,565_—„___— Commercial, Institutional & Industrial (CII) 5,406 Landscape ____ 1,401_ _ TOTAL 44,530 *Data source: 2010 Urban Water Management Flan — Gny or Santa ana Tnhle') Meter Numbers by Size Meter Size Number of Meters 3/4" 5,462- -- - - — =-- 31,387-- - V, 4,139 -- --- --- -- 11/2" 1,401_ _ 2 1,675 - 320 4" 146 --- -- -- - - - - --- -- --------- 6"35 TOTAL 44,565 The City is committed to pursuing Automated Meter Infrastructure (AMI) to convert all water meters to smart meters based on new available technologies, establish a distribution leak detection system, and provide water consumption data to customers while maintaining optimum customer satisfaction. The ultimate objectives from the conversion to smart metering technology are to have an integrated system for water utilities to: Remotely and continuously monitor and diagnose problems, pre-emptively prioritize and manage maintenance issues us-ing data -driven insights. Provide customers with the information and tools they need to make informed choices about their behaviors and water usage patterns and enable water conservation by customers. Currently, the meter reads uploaded from the handheld devices are provided to the billing system. The City of Santa Ana RFP 18-064 26&%3F 187 customers are billed bi-monthly based on the eight meter read cycles. Meters are read again if there is a customer complaint after billing in order to identify the issue. The billing system currently used by the City is enQuesta. With the smart water metering technology, the City aims to acquire the foundation to assess and redesign its services delivery models, improve business processes, and transform itself into a leading water utility that provides enhanced usage information to the customers. The AMI system will require the procurement of new meters, communication modules to upgrade some of the meters, installation of a radio frequency (RF) network, an AMI software head end system (HES), a meter data management system (MDMS) to store meter reads and a customer portal to provide data to customers. The MDMS will provide data to the existing billing system. The City intends to host the AMI HES, MDMS and customer portal solution. The AMI RF network will be owned and managed by the City or a third party. Description of Work: The AMI Consultant will assist the City in developing the more detailed strategies, design, and plans for AMI as well as support the project management and implementation including field deployment of AMI assets and systems integration phases. The AMI Consultant will also assist the City in developing detailed requirements documentation to support the procurements. The AMI Consultant will be required to prepare a request for proposal (RFP) for the procurement of an AMI vendor and installer. The City has created and engaged an AMI stakeholder committee (Committee) composed of representatives from various functions throughout the City organization. The Committee will act as a conduit to provide information to the AMI Consultant through the City -assigned AMI Project Manager. The Committee members will communicate to their respective work groups. The AMI Consultant will work with the City -assigned AMI Project Manager on developing detailed strategy, design, and plans for AMI as well as on supporting the project management and implementation. Understanding and Approach The AMI Consultant will communicate with assigned City staff and Committee members and provide recommendations regarding all aspects of the AMI described below. The AMI Consultant will also ensure that the decisions are incorporated in the solicitation (RFP) for a qualified vendor to provide and install an AMI system for water utilities. The aspects listed below are areas of concern identified by Committee members and shall be addressed by the AMI Consultant in the form of an implementation plan prior to the solicitation for a qualified AMI vendor. The AMI Consultant should demonstrate qualifications in all of the listed aspects and propose an approach to tackle all aspects of an AMI system for water utilities. At the conclusion of the implementation plan, the AMI Consultant shall prepare an RFP and assist the City's project manager in addressing any vendor requests for information as well as assist in the evaluation of proposals. The AMI Consultant will not be allowed to submit a proposal as an AMI vendor for the AMI installation. Once an AMI vendor is selected and a contract award made, the AMI Consultant will act as the City's project manager during the installation and implementation period. City of Santa Ana RFP 18-064 14$ 8 A. Smart Metering Technology The AMI Consultant will present to the City the latest smart metering technologies and will make recommendations for the most feasible and most suitable AMI technology and equipment. At a minimum, the following functionalities will be considered; 1. Requesting/receiving and on -request data retrieval to allow City personnel to query the meter in real- time. 2. Alarms or alerts that provide additional information on customer use or meter problems to allow more proactive resolutions. 3. Remote firmware updates for the meter transmission units (MTU) that allows for focused or system- wide updates and reduces technology risks. 4. Time synchronization of the MTU and the AMI HES to allow for complete system data synchronism. B. Data Collection Network The AMI Consultant will recommend the infrastructure required for system operation. In particular, The AMI Consultant will recommend the following: 1. Official RF Propagation Study from a licensed RF engineer or engineering firm to display the required exact location and height of all data collection equipment and coverage patterns. 2. The City has limited storage and staging facilities so the AMI Consultant must have expertise in means to minimize the stocking requirements of system components. 3. On -board battery backup for data collection hardware (receivers, collectors, etc.) to ensure their operation in the event of primary power interruption. 4. Built-in provisions to prevent hourly data history loss in the event that a data collector fails and cannot be repaired for few days. The AMI Consultant will also recommend and include, in the solicitation, systems that require the least amount of collection infrastructure while still providing overlapping coverage for redundancy. C. Communication Method The AMI Consultant will recommend the highest level of protection from frequency interference levels. In particular, the AMI Consultant should demonstrate expertise and provide recommendations in the following aspects of AMI: 1. Endpoint transmitted power and its effect on the battery. 2. RF modulation used by the Endpoints (narrow band, spread spectrum, etc.) and the advantages of each type of modulation. D. System Head -End Control Computer and Software The AMI Consultant will advise the City on the following aspects related to system head -end control computer and software and will ensure that the agreed on solution is reflected in the solicitation for an AMI vendor and installer. In particular, the AMI Consultant will provide support in the following areas: 1. Failover and disaster recovery provisions. City of Santa Ana RFP 18-064 26EG1$9 2. Scalability of the Head -End software and Control computer. 3. Systems capable of exporting data to third party software applications and direct database interface. 4. Data security and reliability and in particular, in the Control Computer architecture, underlying database and provisions for ensuring that data is not lost once received by the Control Computer. 5. Data management software with user -defined queries to analyze consumption patterns and system alerts. 6. System diagnostic software including a. A mapping interface to graphically report Endpoint and collection system equipment location and performance. b. Capability of generating reports, tables and text files. E. Meter Data Management Software The AMI Consultant will advise the City on the following aspects related to meter data management software -and will ensure that the agreed on solution is reflected in the solicitation. The AMI Consultant should demonstrate expertise with enQuesta's mobile workforce application and in linking (interfacing) an ipad, tablet or tough book for field operations in order to create and fulfill work orders. 1. Basic Capabilities: A browser -based application that runs on a server. ii. Scalable AMI software and Control computer. 2. Import / Export capabilities: i. Interface to.the City's CIS/billing software. ii. Support of GPS type data to identify locations of account geographically. 3. Meter Data i. Ability to process hourly time -stamped meter reading taken from all water meters and verify the percentage of reads received for particular areas and/or selected meter routes. ii. Ability to search for records matching specified information. iii. Ability to provide data on an hourly (or more frequently) basis for various applications: Hourly (or more frequently) time -stamped meter reading taken from all water meters for monthly billing purposes. Hourly (or more frequently) usage/consumption readings for resolution of customer billing disputes and improved customer service. Alarm data received (leak, reverse flow, broken pipe, non -read, non -numeric read) for identification of customer site problems. iv. Capability to support demand read capability to the meter. V. Capability to store all meter data information obtained from the base stations for an agreed upon period of time. City of Santa Ana RFP 18-064 231690 4. Meter Data Analytics (MDA) i. Configurable validation routines with parameters defined at the meter, group or population level. ii. Highly configurable validation routines not requiring the writing of code or the creation of scripts. iii. High/low analysis, gap identification, site-specific validation, historic average extrapolation estimations and linear interpolation extrapolation estimations. iv. Vacant consumption and restricted use analyses 5. Meter Data Reporting (MDR) i. Standard reporting AMI Software ii. Geo-spatial/map view 6. Customer Web Portal i. Accessible to customers using PC web browsers (Internet Explorer or Firefox) or mobile web browsers from major manufacturers. F. Endpoint Installation The AMI Consultant will recommend the most suitable and most cost effective installation approach to managing the network, meter and endpoint Installations. All meters shall be replaced and placed back into service as soon as possible in order to minimize service interruptions. The AMI Consultant will recommend a complete workflow for end to end installation process. The AMI Consultant will also advise on endpoint and network (meters and transceivers) installation contract management. Contractual items include installation sequence, installation schedule, response to complaints, improper installations, material scrap/disposal, leaks after installation, installation control and audit procedures, installation/field testing control of hardware and software, and interface to AMI Control Computer. G. Hosting The AMI Consultant will recommend the most suitable and most cost effective hosting arrangement for the AMI system including various hosting -associated aspects: 1. Hosting the AMI software on City server hardware onsite or at a remote secure data center. 2. A web portal access to the AMI software. 3. Responsibility and requirements for system uptime and downtime. Management of services by the City under the scenario where the AMI system is administered by an outside consultant. City of Santa Ana RFP 18-064 2M%91 H. Staffing Considerations for Smart Metering Technologies AMI project implementation will impact multiple organizations throughout the City, including metering, field service, IT, billing, customer service, engineering, etc. The project will also be a high visibility effort that will be viewed internally and externally as a transformational initiative. The AMI Consultant will determine the required resources from multiple departments across the City organization for a successful AMI project. The solutions and more specifically, the MDMS system, provides many new reports and analytics capabilities to identify leaks, stopped or problem meters, tampering, etc. These capabilities are determined as extremely valuable by Santa Ana and are considered essential for gaining the full benefits of the AMI system. The AMI Consultant will advise on the required dedicated resources and, in particular, the following aspects to monitor the systems and achieve the desired benefits. 1. AMI Solution Implementation 2. Meter Maintenance and Repair 3. MDMS Operations and Billing System Support Team 4. Information Technology Organization 5. Call Center Resources 6. Organizational Structures I. Schedule The City has estimated that the AMI project would take approximately 3 to 5 years from initiation to completion of meter installation. Since 2006, approximately 6,826 new meters were installed by City. The remaining 37,739 meters are more than 10 years old with almost half of the meter population over 15 years old. J. Preparation of Solicitation Documents The selected AMI Consultant will be expected to prepare solicitation documents (RFP) that will be used by the City to request potential AMI suppliers to submit a proposal to the City (including quotation and schedule) to provide the required AMI system. Preparation of solicitation documents will cover the process of assembling and formalizing the information and documentation necessary for potential suppliers to prepare responsive and easily comparable offers. The information in the solicitation documents must be consistent with the requirements and strategy as determined by the City with input from the selected AMI Consultant. The selected AMI Consultant should ensure that the solicitation documents create a "level playing field", i.e. measurable evaluation criteria that will allow suppliers the same chances to receive the contract award and the obligations that they will be expected to enter into. All requirements should be clearly expressed in terms that are conducive to receiving a sufficient number of responsive offers so that the outcome will best meet the City's steeds. Procedures should be clearly expressed to avoid unnecessary City staffs time in explanations. City of Santa Ana RFP 18-064 2 L192 K. Installation/Implementation Period Project Management The selected AMI Consultant will be expected to act as the City's project manager during the installation and implementation period. The AMI Consultant will serve as a liaison between the AMI installation vendor and the City to ensure the dual goals of ensuring the AMI vendor performs the work adequately and in accordance with the contract and that City staff remain appraised of progress. The services during this period are at minimum expected to include the following: • Preparation and dissemination of periodic update reports on AMI vendor's progress • Providing clarifications and answers to AMI vendor's requests for information as needed • Providing direction and technical assistance in resolving installation issues in the field • Providing direction and technical assistance in resolving technology commissioning issues that may arise ----- End of SCOPE OF WORK Section. ----- City of Santa Ana RFP 18-064 26G-93 This page is intentionally left blank. City of Santa Ana RFP 18-064 2'x°94 Appendix ATTACHMENT 2: STANDARD AGREEMENT City of Santa Ana RFP 18-064 2M=195 CONSULTANT AGREEMENT CITY OF SANTA ANA THIS AGREEMENT is made and entered into this day of 2019 by and between , ("Consultant'), and the City of Santa Ana, a charter city and municipal corporation organized and existing under the Constitution and laws of the State of California ("City"). RECITALS A. The City desires to retain a consultant having special skill and knowledge in the field of: Briefly describe expertise sought and the scope of work the consultant (engineering) services will perform. B. Consultant represents that Consultant is able and willing to provide such services to the City. C. In undertaking the performance of this Agreement, Consultant represents that it is knowledgeable in its field and that any services performed by Consultant under this Agreement will be performed in compliance with such standards as may reasonably be expected from a professional consulting firm in the field. NOW THEREFORE, in consideration of the mutual and respective promises, and subject to the terms and conditions hereinafter set forth, the parties agree as follows: 1. SCOPE OF SERVICES Consultant shall perform during the term of this Agreement, the tasks and obligations including all labor, materials, tools, equipment, and incidental customary work required to fully and adequately complete the services described and set forth in Scope of Services - Exhibit A, attached hereto and incorporated by reference. 2. COMPENSATION a. City agrees to pay, and Consultant agrees to accept as total payment for its services for City, the rates and charges identified in Compensation - Exhibit B. The total amount to be expended under this Agreement shall not exceed $xxxxxx during the term of this Agreement, including any extension periods exercised under Section 3. b. Payment by City shall be made within 45 days (forty-five) days following receipt of proper invoice evidencing work performed, subject to City accounting procedures. Payment need not be made for work which fails to meet the standards of performance set forth in the Recitals which may reasonably be expected by City. 3. TERM This Agreement shall commence on [enter a Start Date or "the date first written above"] for a number City of Santa Ana RFP 18-064 2'96 (#) year term with the option for the City to grant up to a number (#)-year renewals, exercisable by a writing by the City Manager and the City Attorney, unless terminated earlier in accordance with Section 16, below. 4. PREVAILING WAGES Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" projects. If the services being performed are part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, and the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. 5. INDEPENDENT CONTRACTOR Consultant shall, during the entire term of this Agreement, be construed to be an independent contractor and not an employee of the City. This Agreement is not intended nor shall it be construed to create an employer-employee relationship, a joint venture relationship, or to allow the City to exercise discretion or control over the professional manner in which Consultant performs the services which are the subject matter of this Agreement; however, the services to be provided by Consultant shall be provided in a manner consistent with all applicable standards and regulations governing such services. Consultant shall pay all salaries and wages, employer's social security taxes, unemployment insurance and similar taxes relating to employees and shall be responsible for all applicable withholding taxes. 6. OWNERSHIP OF MATERIALS This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). Consultant shall require all subcontractors to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were provided to Consultant by the City. City shall not be limited in any way in its use of the Documents and Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at City's sole risk. 7. INSURANCE Prior to undertaking performance of work under this Agreement, Consultant shall maintain and shall require its subcontractors, if any, to obtain and maintain insurance as described below: a. Commercial General Liability Insurance. Consultant shall maintain commercial general liability insurance naming the City, its officers, employees, agents, volunteers and representatives as additional insured(s) and shall include, but not be limited to protection against claims arising from bodily and personal injury, including death resulting therefrom and damage to property, City of Santa Ana RFP 18-064 29&-97 resulting from any act or occurrence arising out of Consultant's operations in the performance of this Agreement, including, without limitation, acts involving vehicles. The amounts of insurance shall be not less than the following: single limit coverage applying to bodily and personal injury, including death resulting therefrom, and property damage, in the total amount of $1,000,000 per occurrence, with $2,000,000 in the aggregate. Such insurance shall (a) name the City, its officers, employees, agents, and representatives as additional insured(s); (b) be primary and not contributory with respect to insurance or self-insurance programs maintained by the City; and (c) contain standard separation of insureds provisions. b. Business automobile liability insurance, or equivalent form, with a combined single limit of not less than $1,000,000 per occurrence. Such insurance shall include coverage for owned, hired and non -owned automobiles. C. Worker's Compensation Insurance. In accordance with the provisions of Section 3700 of the Labor Code, Consultant, if Consultant has any employees, is required to be insured against liability for worker's compensation or to undertake self-insurance. Prior to commencing the performance of the work under this Agreement, Consultant agrees to obtain and maintain any employer's liability insurance with limits not less than $1,000,000 per accident. d. If Consultant is or employs a licensed professional such as an architect or engineer: Professional liability (errors and omissions) insurance, with a combined single limit of not less than $1,000,000 per claim with $2,000,000 in the aggregate. e. The following requirements apply to the insurance to be provided by Consultant pursuant to this section: i. Consultant shall maintain all insurance required above in full force and effect for the entire period covered by this Agreement. ii. Certificates of insurance shall be furnished to the City upon execution of this Agreement and shall be approved by the City. iii. Certificates and policies shall state that the policies shall not be canceled or reduced in coverage or changed in any other material aspect without thirty (30) days prior written notice to the City. iv. Consultant shall supply City with a fully executed additional insured endorsement. f. If Consultant fails or refuses to produce or maintain the insurance required by this section or fails or refuses to furnish the City with required proof that insurance has been procured and is in force and paid for, the City shall have the right, at the City's election, to forthwith terminate this Agreement. Such termination shall not affect Consultant's right to be paid for its time and materials expended prior to notification of termination. Consultant waives the right to receive compensation and agrees to indemnify the City for any work performed prior to approval of insurance by the City. City of Santa Ana RFP 16-064 2498 8. INDEMNIFICATION Consultant agrees to defend, and shall indemnify and hold harmless the City, its officers, agents, employees, contractors, special counsel, and representatives from liability: (1) for personal injury, damages, just compensation, restitution, judicial or equitable relief arising out of claims for personal injury, including death, and claims for property damage, which may arise from the negligent operations of the Consultant, its subcontractors, agents, employees, or other persons acting on its behalf which relates to the services described in section 1 of this Agreement; and (2) from any claim that personal injury, damages, just compensation, restitution, judicial or equitable relief is due by reason of the terms of or effects arising from this Agreement. This indemnity and hold harmless agreement applies to all claims for damages, just compensation, restitution, judicial or equitable relief suffered, or alleged to have been suffered, by reason of the events referred to in this Section or by reason of the terms of, or effects, arising from this Agreement. The Consultant further agrees to indemnify, hold harmless, and pay all costs for the defense of the City, including fees and costs for special counsel to be selected by the City, regarding any action by a third party challenging the validity of this Agreement, or asserting that personal injury, damages, just compensation, restitution, judicial or equitable relief due to personal or property rights arises by reason of the terms of, or effects arising from this Agreement. City may make all reasonable decisions with respect to its representation in any legal proceeding. Notwithstanding the foregoing, to the extent Consultant's services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant. 9. INTELLECTUAL PROPERTY INDEMNIFICATION Consultant shall defend and indemnify the City, its officers, agents, representatives, and employees against any and all liability, including costs, for infringement of any United States' letters patent, trademark, or copyright infringement, including costs, contained in the work product or documents provided by Consultant to the City pursuant to this Agreement. 10. RECORDS Consultant shall keep records and invoices in connection with the work to be performed under this Agreement. Consultant shall maintain complete and accurate records with respect to the costs incurred under this Agreement and any services, expenditures, and disbursements charged to the City for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant under this Agreement. All such records and invoices shall be clearly identifiable. Consultant shall allow a representative of the City to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement during regular business hours. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement for a period of three (3) years from the date of final payment to Consultant under this Agreement. 11. CONFIDENTIALITY If Consultant receives from the City information which due to the nature of such information is reasonably understood to be confidential and/or proprietary, Consultant agrees that it shall not use or disclose such information except in the performance of this Agreement, and further agrees to exercise the same degree of care it uses to protect its own information of like importance, but in no event less than reasonable care. "Confidential Information" shall include all nonpublic information. Confidential information includes not only written information, but also information transferred orally, visually, electronically, or by other means. Confidential information disclosed to either party by any subsidiary and/or agent of the other party is covered City of Santa Ana RFP 18-064 26G-19 by this Agreement. The foregoing obligations of non-use and nondisclosure shall not apply to any information that (a) has been disclosed in publicly available sources; (b) is, through no fault of the Consultant disclosed in a publicly available source; (c) is in rightful possession of the Consultant without an obligation of confidentiality; (d) is required to be disclosed by operation of law; or (e) is independently developed by the Consultant without reference to information disclosed by the City. 12. CONFLICT OF INTEREST CLAUSE Consultant covenants that it presently has no interests and shall not have interests, direct or indirect, which would conflict in any manner with performance of services specified under this Agreement. 13. DISCRIMINATION Consultant shall not discriminate because of race, color, creed, religion, sex, marital status, sexual orientation, age, national origin, ancestry, or disability, as defined and prohibited by applicable law, in the recruitment, selection, training, utilization, promotion, termination or other employment related activities. Consultant affirms that it is an equal opportunity employer and shall comply with all applicable federal, state and local laws and regulations. 14. EXCLUSIVITY AND AMENDMENT This Agreement represents the complete and exclusive statement between the City and Consultant, and supersedes any and all other agreements, oral or written, between the parties. In the event of a conflict between the terms of this Agreement and any attachments hereto, the terms of this Agreement shall prevail. This Agreement may not be modified except by written instrument signed by the City and by an authorized representative of Consultant. The parties agree that any terms or conditions of any purchase order or other instrument that are inconsistent with, or in addition to, the terms and conditions hereof, shall not bind or obligate Consultant or the City. Each party .to this Agreement acknowledges that no representations, inducements, promises or agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any party, which is not embodied herein. 15. ASSIGNMENT Inasmuch as this Agreement is intended to secure the specialized services of Consultant, Consultant may not assign, transfer, delegate, or subcontract any interest herein without the prior written consent of the City and any such assignment, transfer, delegation or subcontract without the City's prior written consent shall be considered null and void. Nothing in this Agreement shall be construed to limit the City's ability to have any of the services which are the subject to this Agreement performed by City personnel or by other consultants retained by City. 16. TERMINATION This Agreement may be terminated by the City upon thirty (30) days written notice of termination. In such event, Consultant shall be entitled to receive and the City shall pay Consultant compensation for all services performed by Consultant prior to receipt of such notice of termination, subject to the following conditions: a. As a condition of such payment, the Executive Director may require Consultant to deliver to the City all work product(s) completed as of such date, and in such case such work product shall be City of Santa Ana RFP 18-064 2662100 the property of the City unless prohibited by law, and Consultant consents to the City's use thereof for such purposes as the City deems appropriate. b. Payment need not be made for work which fails to meet the standard of performance specified in the Recitals of this Agreement. 17. WAIVER No waiver of breach, failure of any condition, or any right or remedy contained in or granted by the provisions of this Agreement shall be effective unless it is in writing and signed by the party waiving the breach, failure, right or remedy. No waiver of any breach, failure or right, or remedy shall be deemed a waiver of any other breach, failure, right or remedy, whether or not similar, nor shall any waiver constitute a continuing waiver unless the writing so specifies. 18. JURISDICTION -VENUE This Agreement has been executed and delivered in the State of California and the validity, interpretation, performance, and enforcement of any of the clauses of this Agreement shall be determined and governed by the laws of the State of California. Both parties further agree that Orange County, California, shall be the venue for any action or proceeding that may be brought or arise out of, in connection with or by reason of this Agreement. 19. PROFESSIONAL LICENSES Consultant shall, throughout the term of this Agreement, maintain all necessary licenses, permits, approvals, waivers, and exemptions necessary for the provision of the services hereunder and required by the laws and regulations of the United States, the State of California, the City of Santa Ana and all other governmental agencies. Consultant shall notify the City immediately and in writing of its inability to obtain or maintain such permits, licenses, approvals, waivers, and exemptions. Said inability shall be cause for termination of this Agreement. 20. MISCELLANEOUS PROVISIONS a. Each undersigned represents and warrants that its signature herein below has the power, authority and right to bind their respective parties to each of the terms of this Agreement, and shall indemnify City fully, including reasonable costs and attorney's fees, for any injuries or damages to City in the event that such authority or power is not, in fact, held by the signatory or is withdrawn. b. All Exhibits referenced herein and attached hereto shall be incorporated as if fully set forth in the body of this Agreement. 21. NOTICE Any notice, tender, demand, delivery, or other communication pursuant to this Agreement shall be in writing and shall be deemed to be properly given if delivered in person or mailed by first class or certified mail, postage prepaid, or sent by fax or other telegraphic communication in the manner provided in this Section, to the following persons: To City: City of Santa Ana RFP 18-064 25Wil)l Clerk of the City Council City of Santa Ana 20 Civic Center Plaza (M-30) P.O. Box 1988 Santa Ana, CA 92702-1988 Fax: 714- 647-6956 To Consultant: First & Last Name Title Consultant Firm Name Address City, State, Zip Fax: A party may change its address by giving notice in writing to the other party. Thereafter, any communication shall be addressed and transmitted to the new address. If sent by mail, communication shall be effective or deemed to have been given three (3) days after it has been deposited in the United States mail, duly registered or certified, with postage prepaid, and addressed as set forth above. If sent by fax, communication shall be effective or deemed to have been given twenty-four (24) hours after the time set forth on the transmission report issued by the transmitting facsimile machine, addressed as set forth above. For purposes of calculating these time frames, weekends, federal, state, County or City holidays shall be excluded. IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date and year first above written. ATTEST: CITY OF SANTA ANA Maria D. Huizar Clerk of the Council APPROVED AS TO FORM: SONIA R. CARVALHO City Attorney Bv: John Funk Assistant City Attorney Raul Godinez H City Manager CONSULTANT: (name) (title) Tax ID City of Santa Ana RFP 18-064 293 z1 U2 RECOMMENDED FOR APPROVAL: FUAD S. SWEISS Executive Director Public Works Agency City of Santa Ana RFP 18-064 25G.QIV3 APPENDIX ATTACHMENT 3: CERTIFICATIONS City of Santa Ana RFP 18-064 2563104 NON -COLLUSION AFFIDAVIT (Title 23 United States Code Section 112 and Public Contract Code Section 7106) In conformance with Title 23 United States Code Section 112 and Public Contract Code 7106 the BIDDER declares that the bid is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation; that the bid is genuine and not collusive or sham; that the BIDDER has not directly or indirectly induced or solicited any other BIDDER to put in a false or sham bid, and has not directly or indirectly colluded, conspired, connived, or agreed with any BIDDER or anyone else to put in a sham bid, or that anyone shall refrain from bidding; that the BIDDER has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the bid price of the BIDDER or any other BIDDER, or to fix any overhead, profit, or cost element of the bid price, or of that of any other BIDDER, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in the bid are true; and, further, that the BIDDER has not, directly or indirectly, submitted his or her bid price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, or paid, and will not pay, any fee to any corporation, partnership, company association, organization, bid depository, or to any member or agent thereof to effectuate a collusive or sham bid. Note: The above Non -collusion Affidavit is part of the Proposal. BIDDERS are cautioned that making a false certification may subject the certifier to criminal prosecution. State of California County of Subscribed and sworn to (or affirmed) before me on this day of , 20� by , proved to me on the basis of satisfactory evidence to be the person(s) who appeared before me Notary Public Signature Notary Public Seal City of Santa Ana RFP 18-064 25WV05 NON -LOBBYING CERTIFICATION The prospective participant certifies, by signing and submitting this bid or proposal, to the best of his or her knowledge and belief, that: (1) No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. (2) If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any Federal agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form -LLL, 'Disclosure of Lobbying Activities," in conformance with its instructions. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, Title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. The prospective participant also agrees by submitting his or her bid or proposal that he or she shall require that the language of this certification be included in all lower tier subcontracts, which exceed $100,000 and that all such subrecipients shall certify and disclose accordingly. Signed: Title: Firm: Date: City of Santa Ana RFP 18-064 26 3I 06 NON-DISCRIMINATION CERTIFICATION The undersigned consultant or corporate officer, during the performance of this contract, certifies as follows: The Consultant shall not discriminate against any employee or applicant for employment because of race, color, religion, sex, or national origin. The Consultant shall take affirmative action to ensure that applicants are employed, and that employees are treated during employment without, regard to their race, color, religion, sex, or national origin. Such action shall include, but not be limited to, the following: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The Consultant agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause. 2. The Consultant shall, in all solicitations or advertisements for employees placed by or on behalf of the Consultant, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, or national origin. 3. The Consultant shall send to each labor union or representative of workers with which he/she has a collective bargaining agreement or other contract or understanding, a notice to be provided advising the said labor union or workers' representatives of the Consultant's commitments under this section, and shall post copies of the notice in conspicuous places available to employees and applicants for employment. 4. The Consultant shall comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor. 5. The Consultant shall furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his/her books, records, and accounts by the administering agency and the Secretary of Labor for purposes of investigation, to ascertain compliance with such rules, regulations, and orders. 6. In the event of the Consultant's non-compliance with the nondiscrimination clauses of this contract or with any of the said rules, regulations, or orders, the contract may be canceled, terminated, or suspended in whole or in part and the Consultant may be declared ineligible for further Government contracts or federally assisted construction contracts in accordance with procedures authorized in Execution Order 11246 of September 24, 1965, and such other sanctions may be imposed and remedies invoked as provided in Executive Order 11246 of September 24, 1965, or by rule, regulations, or order of the Secretary of Labor, or as otherwise provided by law. 7. The Consultant shall include the portion of the sentence immediately preceding paragraph (1) and the provisions of paragraphs (1) through (7) in every subcontract or purchase order unless exempted by rules, regulations, or orders of the Secretary of Labor issued pursuant to Section 204 of Executive Order 11246 of September 24, 1965, so that such provisions will be binding upon each subcontract or purchase order as the administering agency may direct as means of enforcing such provisions, including sanctions for noncompliance; provided, however, that in the event the Consultant becomes involved in, or is threatened with, litigation with a subconsultant or vendor as a result of such direction by the administering agency, the Consultant may request that the United States enter into such litigation to protect the interests of the United States. 8. Pursuant to California Labor Code Section 1735, as added by Chapter 643 Stats. 1939, and as amended, no City of Santa Ana RFP 18-064 25G211 discrimination shall be made in the employment of persons upon public works because of race, religious creed, color, national origin, ancestry, physical handicaps, mental condition, marital status, or sex of such persons, except as provided in Section 1420, and any consultant of public works violating this Section is subject to all the penalties imposed for a violation of the Chapter. Signed: Title: Firm: Date: City of Santa Ana RFP 18-064 26GA 08 APPENDIX ATTACHMENT 4: PROPOSAL FORMAT City of Santa Ana RFP 18-064 2566"9 PROPOSAL FORMAT Please include the following items in the order listed below: Cover Letter Table of Contents 1. Executive Summary 2. Company Information 3. Technical Approach A. Smart Metering Technology B. Data Collection Network C. Communication Method D. System Head -End Control Computer and Software E. Meter Data Management Software F. Endpoint Installation G. Hosting H. Staffing Considerations for Smart Metering Technologies I. Schedule J. Preparation of Solicitation Documents K. Installation/Implementation Period Project Management 4. References 5. Cost Proposal 1. Executive Summary This section should be limited to a brief narrative highlighting the vendor's proposal. The summary should be free of technical language and should illustrate the benefits and possibilities offered by the vendor. It should be between one (1) and five (5) pages long. There should be no cost quotes in this section. 2. Company Information Vendor must provide the following information about the vendor's company that demonstrates its stability and ability to support the commitments set forth in the RFP. The vendor should outline the company's background, including: B. How long the company has been in business C. A brief description of the company size and organization D. Number of customers in California E. Total number of customers F. Company organizational chart 3. Technical Approach Vendor must describe firm's understanding and approach for addressing all aspects listed under A through K. Vendor must also demonstrate expertise in all of the listed technical aspects and its recommended approach in providing support to the City for detailed planning and assistance in the implementation of an AMI Water System. City of Santa Ana gRFP 15-064 2Std 3G10 Vendor must present on the proposed approach for developing the more detailed strategies, design, and plans for AMI as well as for supporting the project management and implementation including the solicitation of AMI and Meter Data Management System (MDMS) vendors for the implementation and operation of the network and software applications. 4. References Provide references for a minimum of five (5) completed government installations that use the proposed system in a comparable environment. Where possible, at least one such reference should be in the state of California. The information should include municipality name, address, contact name, telephone number, date of installation, and a list of applications. 5. Cost Proposal Please provide all costs for the proposed work under a separate submission. 6. Proposal Terms and Conditions A. Request for Proposal Format Proposals must be made in strict accordance with the Request for Proposal format provided herein and all Technical Approach items (A through K) must be addressed separately and in the listed order. B. Bulletins and Addenda Any bulletins or addenda to the Proposal specifications issued during the period between issuance of the RFP and receipt of proposals are to be considered covered in the Proposal and in awarding a contract they will become a part thereof Receipt of bulletins or addenda shall be acknowledged by vendors in their proposal cover letter. C. False or Misleading Statements If, in our opinion, a proposal contains false or misleading statements or references that do not support a function, attribute, capability, or condition as contended by the vendor, the entire proposal shall be rejected. D. Clarification of Proposal We reserve the right to obtain clarification of any point in a vendor's proposal or to obtain additional information necessary to properly evaluate a particular proposal. Failure of a vendor to respond to such a request for additional information or clarification may result in rejection of the vendor's proposal. E. Responsiveness Proposals should respond to all requirements of this RFP to the maximum extent possible. Vendors are asked to clearly identify any limitations or exceptions to the requirements inherent in the proposed system Alternative approaches will be given consideration, if the approach clearly offers us increased benefits. End of PROPOSAL FORMAT Section. City of Santa Ana RFP 18-064 25®"l 1 APPENDIX ATTACHMENT 5: FEASIBILITY STUDY REPORT City of Santa Ana RFP 18-064 26GA, 12 AMI FEASIBILITY REPORT A Roadmap to a Smart Water Utility B&V PROJECT NO. 188598 PREPARED FOR Client Name: City of Santa Ana 18 OCTOBER 2016 25G-113 BLACK&VEATCH o Building a world of difference: Client Name: City of Santa Ana I AMI FEASIBILITY REPORT BLACK & VEATCH I Table of Contents This page intentionally left blank. 25G-114 AMI Feasibility Report I Client Name: City of Santa Ana Date version Description Author 5-18-2016 V 1.0 Initial Draft Document Madhur Diwan 6-3-2016 V 1.1 Updated with Client Review Madhur Diwan Comments 6-22-2016 V 1.2 Updated with Client Review Madhur Diwan Comments 9-22-2016 V1.3 Updated with Meter Test Results and Madhur Diwan, Andrew Final Analysis Chastain Howley 10/18/2016 Final Updated with Client Review Madhur Diwan Comments 25G-115 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT Table of Contents 1 Executive Summary..........................................................................................1 2 Introduction........................................................................................................ 3 2.1 Project Overview................................................................................................... 3 2.2 Objectives.................................................................................................................4 3 System Infrastructure Information............................................................. 5 3.1 Customer Information......................................................................................... 5 3.2 Meter Infrastructure............................................................................................ 5 4 Current Metering Platform............................................................................. 9 4.1 Bi -monthly Billing................................................................................................. 9 4.2 Meter Reading......................................................................................................10 4.3 Current Meter Accuracy...................................................................................11 4.4 Discussion of Current Operation of Metering and Meter operations.............................................................................................................................16 5 Smart Metering Technology.........................................................................17 5.1 Manual Readings.................................................................................................18 5.2 AMR...........................................................................................................................18 5.3 Advanced Metering Infrastructure..............................................................18 5.4 Water Market perspective...............................................................................21 5.5 AMI business model approach.......................................................................24 5.6 AMI Strategic value to City ................. Error! Bookmark not defined. 6 Strategic Analysis of Systems for Future Development .....................25 6.1 Manual Reading to AMI.....................................................................................25 6.2 Operation of Billing System............................................................................25 6.3 SCADA......................................................................................................................26 6.4 Customer Web services....................................................................................26 6.5 Software Integration..........................................................................................27 6.6 Infrastructure Constraints...............................................................................28 6.7 Call Center..............................................................................................................28 7 Staffing Considerations for Smart Metering Technologies...............29 7.1 Current Staffing....................................................................................................29 7.2 Meter Maintenance and Repair.....................................................................29 7.3 AMI Solution Operation....................................................................................30 BLACK & VEATCH i Table of Contents 25G-116 iii iv AMI Feasibility Report I Client Name: City of Santa Ana 7.4 MDMS Operations and Billing System Support Team .......................... 30 7.5 Information Technology Organization.......................................................31 7.6 Call Center Resources........................................................................................32 7.7 Organizational Structure..................................................................................32 8 Data Integration and Analysis.....................................................................35 8.1 Meter Data Management System..................................................................35 8.2 Historical AMI Data............................................................................................37 8.3 Raw and Processed Data..................................................................................38 8.4 Data Analytics.......................................................................................................38 8.5 Data Storage and Security................................................................................38 9 Additional Benefit Areas...............................................................................39 9.1 Social and Environmental Benefits..............................................................39 9.2 Value Added Services........................................................................................40 10 Cost/Benefit Analysis.....................................................................................43 10.1 Financial Model....................................................................................................43 10.2 Service Life.............................................................................................................49 11 Project Roadmap..............................................................................................51 11.1 Program Delivery Approaches.......................................................................51 11.2 Procurement approach.....................................................................................53 11.3 Project Schedule ..................................................................................................55 11.4 Meter Deployment Plan....................................................................................57 11.5 Risk Assessment..................................................................................................58 11.6 Communications Plan........................................................................................59 12 Conclusion..........................................................................................................60 Appendix A. Base Cost Data Information Collected......................................62 AppendixB. Assumptions......................................................................................67 Appendix C. List of Vendors..................................................................................68 Appendix D. Functional Requirements for AMI.............................................69 Appendix E. Glossary of Abbreviations and Terms......................................72 25G-117 Client Name: City of Santa Ana 1 AMI FEASIBILITY REPORT LIST OF TABLES 7 Table 1 AMI Customer Service and Operational Efficiency Benefit Areas ........ 4 Table 2 Water Accounts by Customer Class (2015)* ................................................. 5 Table 3 Meter Numbers by Manufacturer...................................................................... 5 Table 4 Meter Numbers By Size......................................................................................... 6 Table 5 5/8 Inch Meter Test Results..............................................................................12 Figure 8 Water Survey Market AMI Status..................................................................23 Table 6 3/4 Inch Meter Test Results..............................................................................13 Figure 9 AMI Implementation Organization Structure...........................................33 Table 7 1 Inch Meter Test Results...................................................................................13 Figure 10 AMI Sustainment Organizational Structure............................................34 Table 811/2 Inch Meter Test Results...........................................................................14 Figure 11 AMI Solution with MDMS...............................................................................36 Table 9 2 Inch Meter Test Results...................................................................................14 Figure 12 MDMS Functionality Block Diagram..........................................................37 Table 10 Meter Replacement Based on Tests.............................................................15 Figure 13 Sample Residential Usage Graph without Customer Side Table 11 Estimated Cost of City AMI Program...........................................................45 Leakage...............................................................................................................41 Table 12 Benefits Categories.............................................................................................48 Figure 14 Sample Residential Usage Graph with Customer Side Leakage ..... Table13 Project Timeline...................................................................................................57 Figure 15 City AMI Program Benefit Estimates.........................................................49 LIST OF FIGURES Figure 1 Meter Numbers & Age by Install Year............................................................ 7 Figure 2 Meter Numbers and Age of Meters................................................................. 8 Figure3 Meter Density Map...............................................................................................11 Figure 4 Evolution of Water Meter Reading................................................................18 Figure 5 Conceptual AMI SolutionIllustration...........................................................19 Figure 6 AMI Primary Network Architectures...........................................................20 Figure 7 Water Utility Technologies Focus..................................................................22 Figure 8 Water Survey Market AMI Status..................................................................23 Figure 9 AMI Implementation Organization Structure...........................................33 Figure 10 AMI Sustainment Organizational Structure............................................34 Figure 11 AMI Solution with MDMS...............................................................................36 Figure 12 MDMS Functionality Block Diagram..........................................................37 Figure 13 Sample Residential Usage Graph without Customer Side Leakage...............................................................................................................41 Figure 14 Sample Residential Usage Graph with Customer Side Leakage ..... 41 Figure 15 City AMI Program Benefit Estimates.........................................................49 BLACK & VEATCH I Table of Contents 25G-118 v Client Name: City of Santa Ana I AMI FEASIBILITY REPORT 1 Executive Summary City of Santa Ana (City) supplies potable water to over 45,000 customers which includes all of the City's 324,000 plus residents, business and institutions. The customers are metered by traditional water meters, these meters are manually read every two months to collect the meter reading. This data is then processed to provide the water bill. The City is committed to pursuing Automated Meter Infrastructure (AMI) to convert all water meters to smart meters based on new available technologies, transition from bi-monthly to monthly billing to improve cash flow, establish a distribution leak detection system, and provide water consumption data to customers while maintaining optimum customer satisfaction. The City selected Black & Veatch LLC (Black & Veatch) to provide AMI Feasibility Report for evaluating the use of smart metering technologies. Black & Veatch reviewed the City's current metering technologies and requirements, evaluated the manual meter reading system and accessed the relevant market leading solutions to evaluate available options and scenarios. This report provides the observations and analysis by Black & Veatch into the benefits of the City of Santa Ana progressing with the implementation of AMI. AMI system consists of smart meters that communicate over a radio frequency (RF) network to the software application that remotely collects the meter reads, alarms and events. The meters provide hourly readings on a daily basis and this data is provided to the customers on a web portal, data is also used for billing, leakage detection, water audit and other purposes. The AMI system also provides a foundational network that can potentially be used by City for leak detection, pressure monitoring, and other value-added services (on the distribution system) that constitute the basis of a smart water utility. The recent drought in California and desire of the customers to be provided with timely and granular data that enables them in understanding water usage, water conservation and leakage detection has led to many utilities including the City of Santa Ana to consider AMI on a priority. Based on water industry surveys by Black & Veatch, approximately two-thirds of water utilities surveyed indicated that they have or are pursuing AMI. There are growing numbers of water utilities of similar size to the City that have embarked on AMI initiatives. As the market has matured and business benefits have been demonstrated, the unknown risks of moving forward have evolved into the known opportunity costs of not progressing. This report details several ways in which the City can leverage the AMI solution: increased customer service to customers, transition to monthly billing, pressure monitoring and leakage detection. A transition to monthly billing, based on actual meter reads, will improve cash flow as there is a one-time improvement when customers are moved to monthly billing. There will also be a reduction in billing errors as more frequent and accurate reads become available and estimates are reduced. The meter readers will not be required to manually read the meters and can be reassigned for other tasks. There will be savings as vehicles will not be required for meter reading, further resulting in less greenhouse gas emissions. The accuracy of new meters will result in recording actual usage and therefore lower losses. Identification of defective or stopped meters can be done from the meter read data. Meter read data will enable other engineering planning activities and more accurate water audit. BLACK & VEATCH I Executive Summary 25G-119 AMI Feasibility Report I Client Name: City of Santa Ana The AMI system will require procurement of new meters, communication modules to upgrade some of the meters, installation of RF network, AMI software (head end system - HES), meter data management system (MDMS) to store meter reads and the customer portal to provide data to customers. The MDMS will provide data to the existing billing system. We recommend the city to consider a hosted AMI HES, MDMS and customer portal solution as this will not put burden on City IT department to install and manage these systems. The overall cost to manage these systems can be comparable and even lower if City opts for a hosted solution. For the AMI RF network, City can own the network and allow the vendor to manage it thereby eliminating the need for resources with specific technology skills. City should validate these options and cost through request for proposal (RFP) from AMI vendors. A major goal of an AMI implementation is to offset some or all of the project costs with yearly cost savings as a result of implementing the project. The major benefits of an AMI implementation are derived through automation of business practices that are manual processes, meter accuracy, improved billing practices and customer service. A high level benefits analysis was done that shows total benefits over project life of $9,942,093. These estimates are based on the analysis of information provided by the City and Black & Veatch's experience and industry knowledge. The actual benefits will undoubtedly vary; additional benefit values will be experienced in some areas and less in others. Based on the recommendation for a hosted AMI solution, the total project cost (i.e., one-time costs experienced during the course of the 3 year implementation period) is approximately $13,274,449 million dollars. The estimated $3,384,405 million total recurring costs are those related to the ongoing support of the AMI system over the 18 year project operating life, including both City and vendor costs. This total estimated cost of ownership is $16,658,853 million. City has a budget for currently replacing 1,500 meters per year. If this budget is taken into consideration for the project duration of three years, then the cost of 4,500 meter replacement can be used towards the AMI project thereby reducing the project cost. City staff will have to continue to seek funding for the AMI initiative. Black & Veatch recommends that the City should select an AMI program advisor and industry consultants to assist in developing detailed requirements documentation to support the procurements. The City should also constitute and engage a core AMI working group that has representatives from throughout the City organization that can act as a conduit to provide information to the team as well as communicate to their respective work groups. The AMI working group and advisor should develop detailed strategy, design, and plans for AMI as well as support the project management and implementation. The business case for the City appears to be favorable since the City's major strategic goals: enhanced customer service portal, customer water consumption data availability, distribution leak detection system, smart water meters, monthly billing cycles and cash flow improvements can be implemented by the AMI System. Additionally, there is an opportunity cost if the project is not implemented as there will be ongoing investment in the current manual meter reading technology, 25G-120 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT meter replacements and related labor costs. In addition, AMI will lay the foundation for other benefits like street light controls (for Smart City if the City desires to move in this direction). 2 Introduction Black & Veatch was selected to assist the City with evaluating the business opportunity of AMI implementation. Black & Veatch leveraged its knowledge of the smart water metering technologies marketplace coupled with in-depth discussions with the City to prepare this document, which develops a roadmap for the City to pursue the implementation of a smart meter solution as a foundational platform to gain the operational, customer service, and financial benefits associated with the implementation of an AMI solution. 2.1 PROJECT OVERVIEW The project provides an AMI Feasibility Report for the City to decide on the use of smart metering technologies. The project results are designed to determine the optimum path forward to leverage the use of smart metering technologies to improve operational efficiencies and provide enhanced customer service. Through this engagement, the project team evaluated the business benefits associated with the implementation of an AMI platform and recommended the appropriate path forward in terms of cost, technical solution fit, implementation approach, organizational impact, meter selection, and system operation improvements. The approach employed was to review the City's current state of metering technologies and requirements, evaluate the manual meter read system currently deployed, access the relevant market leading solutions, evaluate available options and scenarios, and recommend the appropriate actions for the City to pursue. In addition, Black & Veatch developed high-level cost of ownership estimates for the use of smart metering technology expected to be utilized as well as the operational efficiencies gained. Black & Veatch evaluated, analyzed, and recommended the viability of using smart metering technologies to improve: leakage detection and pressure management, operations and maintenance (0&M) program, productivity and efficiency while enhancing customer service. Smart metering technology offers an integrated system for water utilities to: ❑ Remotely and continuously monitor and diagnose problems, pre-emptively prioritize and manage maintenance issues using data -driven insights. © Provide customers with the information and tools they need to make informed choices about their behaviors and water usage patterns. The core smart water metering enabling technologies provide the foundation for the City to assess and redesign its services delivery models, improve business processes, and transform itself into a leading water utility that provides enhanced usage information to the customers. BLACK & VEATCH I Introduction 25G-121 AMI Feasibility Report I Client Name: City of Santa Ana 2.2 OBJECTIVES As with the general water industry focus, the City has the following two primary goals in evaluating smart water metering solutions: El Provide higher levels of customer service and water usage information to enable water conservation by customers. El Improve the water system operations and efficiency. As a key enabling technology for water utilities, AMI solutions provide significant potential operational efficiencies. There are efficiencies around resource utilization where City can redeploy the current meter reading workforce to higher value roles as AMI displaces the need to manually read water meters. The meter data from the water meters can also be used to improve the understanding and insight into the water distribution system, allowing for the aggregation of the hourly meter data to compare with system production and main flow data. In addition, an AMI solution can be a foundation for the service line leak detection, pressure monitoring, and other smart water solutions, all of which improve overall system efficiency. In addition to the core benefit area related to the reduction of the manual meter reading activities, one of the most important cost factors is to reduce or eliminate truck rolls for as many categories as possible. This, added to improvements in meter accuracy, reduction of billing errors and the associated costs, will drive the business case and form the foundation for enhanced customer service capabilities. The AMI solution meets both goals in a synergistic fashion. Table 2-1 illustrates how an AMI solution supports both operational and customer service areas. Table 1AMI Customer Service and Operational Efficiency Benefit Areas OPERATIONAL Faster, more accurate identification and repair of Easy customer access to billing and usage information system disturbances, including customer side leaks via a portal, leading to fewer customer service calls and rapid increase in flow Lower meter reading costs, including the elimination of ad hoc field visits for off -cycle or special reads Better read accuracy Reduced asset usage intensity, capacity requirements, and system reliability that stem from on -demand data Improved credit and collections Fewer billing errors and faster, easier resolution of billing inquiries Enhanced ability to make billing cycle changes and take advantage of flexible bill dates Better flexibility in the form of rate choices, including pay as you go and prepayment options that can lead to I - increased knowledge of water consumption Usage and price transparency that permits customers to adjust water consumption patterns to meet budgeting, conservation, and comfort goals ` Enhanced exceptions reporting Faster identification of customer premise leaks and associated water conservation 25G-122 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT •• •CUSTOMER More accurate revenue management, particularly Better move-in/move-out convenience and service with regard to water theft and nonrevenue water usage ^Transition to monthly billing Provide actual bills to customers on a monthly basis, allowing for improved cash management and less surprises 3 System Infrastructure Information 3.1 CUSTOMER INFORMATION City of Santa Ana is located in Southern California with an approximate population of 325,000 covering about 27 square miles of territory. Santa Ana is very densely populated, ranking fourth in the nation among cities With population over 300,000. The City serves about 44,500 water accounts with approximately 13 billion gallons each year. Table 2 provides a summary of the City's water service accounts by customer class. Table 2 Water Accounts by Customer Class (2015)' •UT11:1.01 , I APPROXIMATE NUMBER OF • Single -Family Residential 35,547 Multi -Family Residential 3,565 Commercial, Institutional & Industrial 5,406 (CII) Landscape .-12 "DATA SOURCE: 2010 URBAN WATER MANAGEMENT PLAN - CITY OF SANTA ANA, 3.2 METER INFRASTRUCTURE City has a mixture of meters from different vendors like Badger, Master Meter, Neptune, Rockwell, Sensus and others. Currently Badger and Sensus are the preferred supplier for most of the meters. Table 3 provides the current breakdown of water meters by manufacturer. Table 3 Meter Numbers by Manufacturer �lyik19117e��111N �;� ■01•L�il:lq;iHi•h91••' BADGER 27,353 CARLON 1 - - - GAMON 1 HERSEY - -- -979 - -- --- ITRON 1 MASTER METER . 4,970 j BLACK & VEATCH I System Infrastructure Information 5 25G-123 6 AMI Feasibility Report I Client Name: City of Santa Ana NEPTUNE 1,957 PRECISION 5,246 ROCKWELL 3,100 I SENSUS '938- UNKNOWN 19 2" 1675 A large portion of the Cit/,s manual -read water meters are over 10 years old. City Staff replaces about 1,500 meters each year under the meter replacement program. Table 4 provides details of the meters by size. Majority of the meters are 3/4" and 5/8" size used mainly for residential use. Table 4 Meter Numbers By Size �rnaw:w7r�� �P1n�71:fi7gigP104� 3/4" 5462 5/8" - -- - - -- - --- 31387 ... - - --- 1 - -- 4139 11/2" 1401 - - - --- -- - . 2" 1675 3" 320 4" 146 6" 35 TOTAL 144,565 Some of the meters in service, and certainly those purchased more recently, should be able to be retrofitted with meter transmission units (MTUs) to work on any of the leading AMI vendor solutions. The determining factor as to which of the meters will need to be replaced is a combination of age or a performance-based business decision rather than a lack of interoperability. Assuming that the AMI project would take approximately 3 years from initiation to completion of meter installation, Black & Veatch normally recommends that a utility replace all meters that were installed more than 10 years ago. This is a minimum replacement criterion, and other reasons can drive a larger replacement. Since 2006, approximately 6,826 new meters were installed by City. The remaining 37,739 meters are more than 10 years old. Figure 1 shows details of the meters installed by year. The data shows that almost half of the meter population is over 15 years old. Black & Veatch routinely recommends the previously mentioned 10 year rule because the AMI MTUs are expected to have a functional life of 15 years - given battery expectations and the evolution of technology solutions, a useful life in excess of 15 years is not to be reasonably expected. Actual studies performed by utilities support this 15 year optimal life cycle. With most 5/8 inch positive displacement meters beginning to exhibit unacceptable accuracy reductions in the range of 25 years, using the 10 year rule for the water meter bodies results in a harmonization of the two life 25G-124 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT expectancies. The 1 inch and 2 inch meters have similar characteristics and, thus, are included in this approach. The larger diameter meters (3 inch and above) will have a shorter lifespan and typically are replaced or refurbished on a shorter schedule and require a specified maintenance program. 4000 3500 v 3000 g 2500 2000 n 1500 5 1000 z 500 Meter Numbers by Install Year ■ Number of Meters Install Year Figure 1 Meter Numbers & Age by Install Year Note: Data for approximately 6,500 meters did not have the install year and is missing in this graph. For all other analysis the install date has been assumed as year 2000. There are about 6,826 new meters less than 10 years old, since these meters are so new, and have not shown any performance issues, these don't need to be replaced and can be easily retrofitted with MTUs (City will have to verify if registers in these meters are compatible with AMI MTUs otherwise the registers will have to be replaced too). Black & Veatch recommends that these newer Badger meters be retrofitted with MTUs. The remaining 37,739 meters should be replaced with new AMI meters (meter and MTU). Figure 2 shows the number of meters by age, Y-axis is on a logarithmic scale for better illustration. The graph shows that a large part of the meters are over 10 years old. BLACK & VEATCH I System Infrastructure Information 25G-125 �Np gyp ��tp0 �r0p O N C t0 CO pOH pNp C �D OJ O N pC� IpD� pW� pO pN pR 1p0 Co '1 C Install Year Figure 1 Meter Numbers & Age by Install Year Note: Data for approximately 6,500 meters did not have the install year and is missing in this graph. For all other analysis the install date has been assumed as year 2000. There are about 6,826 new meters less than 10 years old, since these meters are so new, and have not shown any performance issues, these don't need to be replaced and can be easily retrofitted with MTUs (City will have to verify if registers in these meters are compatible with AMI MTUs otherwise the registers will have to be replaced too). Black & Veatch recommends that these newer Badger meters be retrofitted with MTUs. The remaining 37,739 meters should be replaced with new AMI meters (meter and MTU). Figure 2 shows the number of meters by age, Y-axis is on a logarithmic scale for better illustration. The graph shows that a large part of the meters are over 10 years old. BLACK & VEATCH I System Infrastructure Information 25G-125 ^y 10000 yN N a° 1000 N d u 100 S a 10 E z AMI Feasibility Report I Client Name: City of Santa Ana Meter Numbers and Age of Meters OMeter Numben 54 52 50 48 46 44 42 40 38 36 34 32 30 28 26 24 22 20 18 16 14 12 10 8 5 2 Age of Meters Figure 2 Meter Numbers and Age of Meters 3.2.1 Meter Reading Infrastructure The City has a manual meter reading process, in which meter readers use Radix handheld tablets to collect meter data. These devices are used to download the meter read routes and once the meters are read, the devices are used to upload the data for billing. City utilizes three full time meter readers currently for 8 meter read cycles. There is one vacancy for a meter reader as earlier there were three meter readers. Meters are read on a bi-monthly cycle with half of the meters being read in one month cycle. Meter readers average 600-700 reads in good areas and about 80-150 in areas where pits get filled with dirt. Most cycles are completed in two days. Billing system checks the . reads for errors and missing reads, a meter read report is reviewed for abnormal or missing reads and meter readers are assigned to re -read the meters identified in the report. 3.2.2 Billing System and Other Related Software 3.2.2.1 Billing Process The meter reads uploaded from the handheld devices are provided to the billing system. The customers are billed bi-monthly based on the eight meter read cycles. Meters are read again if there is a customer complaint after billing to identify the issue. Billing system used by the City is Enquesta. Generally, utilities use customer information systems (CIS) that store the customer and account information and are used as the billing system. This document refers to the billing system as CIS and for City, Enquesta is the equivalent of CIS. The main difference between MDMS and Enquesta is that MDMS does not do billing like Enquesta but can provide the billing determinants (billing reads) to Enquesta. The second difference is that MDMS can validate, estimate, edit the smart meter reads and store these hourly reads. MDM Systems can analyze the hourly data and provides monthly or time of use billing data as required by billing systems. Enquesta cannot store large volume of hourly meter reads or create billing determinants easily from this data. 25G-126 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT 3.2.2.2 Meter Data Management MDMS (Meter Data Management System) is required to cleanse (Validation, Estimation and Editing - VEE) raw meter data. MDMS will integrate with the AMI system to store meter reads, alarms and flags received from the meters. This will then apply a variety of business rules on the data before the processed information is delivered to the billing system. MDMS can also be used during the deployment process to facilitate migration to the new AMI system. AMI vendors offer hosted solutions that include AMI HES and MDMS. MDMS can also be procured directly from vendors that sell such products. City must ensure that the MDMS is able to meet the minimum requirements of the City to cleanse and store data for billing and analytics. 3.2.2.3 Work Order Generation To support the AMI project meter and MTU deployment activity, the work order management system (WOMS) used by the chosen deployment vendor will need to be integrated into City's systems during the deployment. City will need to investigate the work flows and impact of this integration to determine the optimum design during the detailed planning stage of the AMI project. 3.2.2.4 Geographical Information System (GIS) AMI vendors offer the collection of GIS coordinates of meters and network devices that can be stored in GIS and other systems like CIS (Customer Information System), MDMS etc. City will have to evaluate the processes with the AMI vendor to make full use of this opportunity to capture meter and field device coordinates in the existing GIS. AMI vendors may offer mapping capability to show meters and network devices status on maps. It is important to gather the GIS coordinates if this functionality is available as it can provide a visual representation of the network and is useful information about field assets. 3.2.2.5 Customer Data Presentation AMI data is recorded in terms of hourly intervals (and can be 15 minutes for large customers if required). The hourly meter reads for the day collected in the night and are displayed to the customers on web portal. This customer data presentation helps the customers understand their usage and can help in educating them regarding conservation. Data presentation can also provide details about leakage or excessive usage to the customers, and links to water conservation programs, online billing and other features can be provided as additional benefits. Vendors offer cloud based hosted solutions that can gather data from the AMI HES or MDMS and present data to the customers. Certain vendors even offer services like hosted MDMS and customer portal together at competitive rates. City must evaluate all of these available options if hosting of the customer portal by City is not cost effective. 4 Current Metering Platform 4.1 BI -MONTHLY BILLING Most of the City customer meters are read and billed bi-monthly. As with many water utilities, the wholesale migration of all customers to monthly meter reading and billing has been cost BLACK & VEATCH I Current Metering Platform 2513-127 10 AMI Feasibility Report I Client Name: City of Santa Ana prohibitive because of the significant cost of additional meter reading resources and changes to the billing systems. With the implementation of AMI, City will have all of the data required to support monthly billing for 100 percent of its customers. There are no incremental costs to obtaining the monthly reads by utilizing an AMI system. There are additional costs related to the processing and postage on the increased number of bills delivered each month, but these costs can be lessened through an aggressive program to migrate customers to electronic bill payment. Customers should be encouraged to sign up for paperless bills and online payment when they are sent communications to sign up for AMI usage data customer portal. Studies and industry experience has shown that customers prefer monthly billing to bi-monthly billing. This is true for all utilities, including water. For some customers with financial constraints, it is easier for them to pay the smaller monthly bills than the larger, less periodic bills. In addition, customers are able to pay the entire monthly bill, resulting in fewer partial payments. This would be true even for City with its relatively low water rates and residential bills. The delivery of more frequent bills also supports improved awareness of water usage and costs, and more rapidly identifies when usage has changed; this change could be alerted through a leak notification or may appear as a valid albeit large bill increase. In terms of the timing of the bi-monthly to monthly billing, Black & Veatch suggests this not be performed in tandem with the implementation of the AMI system. Installing new meters and making changes to the rates or billing structure have proven problematic with other utility AMI programs. Although the movement from bi-monthly to monthly billing results in smaller actual bills, the availability of the transition is tied to AMI meter deployment and transition to billing. There is normally a lag of several months between the new AMI enabled meter installation and when the meter is transitioned from manual to AMI read to allow for full routes to be cut over in an organized fashion. Entire routes would need to be transitioned,'and the impact on the billing system would need to be analyzed to determine how to minimize and avoid billing pitfalls. 4.2 METER READING The City's work force includes two part-time and three fulltime meter reading positions. The meter readers read the approximately 22,250 water meters each month. These resources and the supporting infrastructure for them constitute a major ongoing expenditure for the meter reading. In addition to the base wages for these individuals, there are overheads, benefits, supervision, training, vehicles, tools, radios, handheld devices, etc., that are all required for them to perform their work. The elimination of these manual meter reading costs is a key business benefit of metering automation. Automation also improves the accuracy of meter reads and timely availability of data for billing; in addition, hourly meter reads are used on the customer web portal to show water usage. Figure 3 show the meter density map for the City. It shows that certain areas have a high density of meters as compared to others. 25G-128 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT Figure 3 Meter Density Map 6Yb7Denslry 2i Cuda Total Melert City Boundary Lc.+ 9]]05 3x02 ® ®Xq Coda SavndariaaI 92MI 6355 Seaeu 92M 92]01 5666 _ ma*steeta 9220: 1211 _ ]6ary F...y 92101 ve. 4.3 CURRENT METER ACCURACY Non - revenue water results from leakage in pipes, valves, other water system accessories, fire hydrant testing or use of water to fight fires etc. indicate losses in the system around 4%. Meter accuracy usually declines with time and wear. Meters are designed to be accurate for a specified flow range, meters tend to record low for flow above and below the specified range. City had meters tested based on the recommendations of Black & Veatch. The results of the meter tests are summarized below (Section 4.3.1). 4.3.1 Meter Test Result Evaluation The sample of water meters that were tested appears to have a high degree of variation in performance. A large number of the meters tested are still within standard performance guidelines, although there are some that have obviously failed and need to be replaced. The Rockwell meters as a group (independent of size) appear to be in greatest need of replacement. This is not unexpected BLACK & VEATCH I Current Metering Platform 25G-129 11 RF] AMI Feasibility Report I Client Name: City of Santa Ana as these are likely the oldest meters in the system. However, there are more nuanced concerns within the specific size groups which are outlined below. 4.3.1.1 5/8" Meters There were a number of the intermediate flow rates and low flow rate tests which failed. However, within this set of meters there does appear to be one group that significantly underperforms the others. The Rockwell meters perform worse than the Precision or Badger meters. This is likely in part due to the fact that the Rockwell meters are older. This manufacturer name was changed (to Invensys and Sensus) approximately 20 years ago, so this is likely to be the minimum age of these meters. Master, Rockwell and Precision meters need replacement. Badger meters will have to be reviewed as it will be difficult to test each meter and find which ones need to be replaced. One in every three Badger meter is failing test and therefore we recommend to replace them all as it will be expensive to test all meters to identify the ones with poor performance. More Master meters should have been tested to verify their state. Table 5 5/8 Inch Meter Test Results Badger Master Precision Rockwell Total 4.3.1.2 3/4" Meters 62 20 32% 1 1 100% 36 11.36 135 17 47% 23,686 1,319 4,312 36 100% 2,055 74 55% The meters within this group are quite different with respect to degradation depending on the meter manufacturer. The Master Meter and [Neptune meters perform well in comparison to the Hersey meters. Hersey meters need to be replaced. More Master meters should have been tested to verify their state. 25G-130 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT Table 6 3/4 Inch Meter Test Results Master 2 0 0% Neptune 39 4 10% Hersey 35 15 43% Total 76 19 25% 1,790 1,291 468 4.3.1.3 1" Meters Most of the meters in this group size are recorded as Rockwell meters. The majority of the 1 -inch meters appear to have low -flow test accuracy lower than the recommended values for in-service meters. In fact only one Rockwell meter out of the total number tested met the low -flow accuracy values and intermediate values were lower than would normally be expected. Rockwell meters need to be replaced. None of the over 900 Master meters were tested and it must be noted that these meters have performed poorly in most other size test results. Table 71 Inch Meter Test Results f®®1 No. Meters .. Neptune 1 0 0% 501 Rockwell - -38 - x.37 --,97% 939- - --- - - Total 39 37 95% 4.3.1.4 11/2" Meters The 11/2 -inch meters appear to have stable low -flow characteristics and the vast majority of meters are about the lower range of 90% accuracy. However, the high range accuracy is the major consideration with a number of tests falling outside of the 101.5% top range for this meter size. Approximately 40% of the meters fail in the high accuracy range. Therefore it is recommended that all the 1.5 -inch meters are changed out. BLACK & VEATCH I Current Metering Platform 25G-131 13 14 Table 81 1/2 Inch Meter Test Results Master Sensus Total AMI Feasibility Report I Client Name: City of Santa Ana 41 23 56% 543 100% 313.--- 42 24 57% 4.3.1.5 2" meters In general the 2 -inch meters appear in reasonable condition, although there does appear to be a trend of low flow degradation. There were a number of meter tests which did not have the reading recorded, which makes analysis difficult, however it is suspected that these follow the same declining trend of low flow once the volume of 15,000 units is reached. If this assumption is correct, then all meters that have reached 15,000 units should be replaced. Master meters need to be replaced. Sensus meters will have to be reviewed as it will be difficult to test each meter and find which ones need to be replaced. Table 9 2 Inch Meter Test Results so®® Master 18 8 44% 387 Sensus 32 _..5 16% _. 408 Total 50 13 26% The meter testing analysis indicates that not all meters need to be changed out, some groups are performing relatively better than others. For example; 1. All the Rockwell meters of all sizes up to 2 -inch appear to be close to or past their useful lives and need to be replaced. (3100) 2. All of the 1 -inch Rockwell meters should be changed out (all in this testing sequence were Rockwell meters except one Neptune meter, so if there are additional manufacturers it may be worth testing some of these also). 3. All of the 1.5 -inch meters should be changed out 25G-132 Client Name: City of Santa Ana I AMI FFASIBIUTY REPORT 4. Master Meter and Neptune 3/4 -inch meters probably do not need to be changed out immediately, whereas the Hersey meters of the same size will likely need to be replaced. However, there are a large number of meters that have failed within the testing programs and so it is likely easiest to replace all the meters rather than conducting more detailed review as a replacement program is implemented. Since a number of the meters were over -recording slightly in their intermediate range, it is certainly possible that the City will find that there will not be significant increase in revenue from the meter change out at an individual customer level. Table 10 Meter Replacement Based on Tests 5/8" 31,372 3/4" 468 - - - -- - V 939 11/2" 856 2' 387 Table 10 shows the total number of meters to be replaced based on the meter test results. The test may not have included all types of meters based on vendor and size. Still the test results are indicative that a large number of meters need to be replaced (34,022 out of 44,565 which is 76% of total meters). In later part of the report (10.1.1 Project Cost), cost analysis is done based on the assumption that 6,826 meters which are 10 years or less will not be replaced (but will be upgraded to AMI meters) and rest of the meters will be replaced. This is explained in detail later in the report as to how this decision was arrived at and why it is critical. However, for the sake of analysis we may assume that only 34,022 meters will be replaced and remaining 10,543 meters will be upgraded (based on the meter test results). These 10,543 meters will include 6,826 meters which are less than 10 years old (and it is already decided not to replace them based on age criteria) and probably in a good condition compared to other meters. The remaining 3,717 meters which are not to be replaced are over 10 years old and their condition is not well known. It is not recommended to upgrade these meters. However, we make a brief comparison of the two cases where 6,826 meters are to be upgraded (as shown in detailed case in 10.1.1 Project Cost) and 10,543 (incremental saving for 3,717 meters) to be upgraded. This comparison is done for analysis only and the second case is not recommended as it may not turn out to be cost effective due to increased costs later on to replace meters within a short period. BLACK & VEATCH I Current Metering Platform 25G-133 15 16 AMI Feasibility Report I Client Name: City of Santa Ana Cost savings for 3,717 meters not replaced (includes meter and installation cost) is $599,000. However, these are old meters and may require registers to be upgraded, cost of registers and installation is $465,000. This leaves a saving of $134,000 compared to the detailed case where 37,739 meters are to be replaced against 34,022 meters as in this case. We must be careful in this comparison as we are considering meters that are over 10 years old that are not recommended for upgrade to AMI. This may result in more cost as these meters may fail in a short period leading to further cost of replacement and maintenance. Decision must be made on a number of factors including accuracy, age of meters and their condition to decide if they will be upgraded to AMI or replaced. 4.4 DISCUSSION OF CURRENT OPERATION OF METERING AND METER OPERATIONS 4.4.1 Backflow (Negative Readings) Generally, occasional backflow conditions if they occur are not captured by the traditional water meters or the periodic meter reading process. City may require customers to install backflow prevention devices where necessary, however device failure or non-compliance can result in inadvertent backflow. This is not a significant water service revenue issue or an issue related to wastewater services as this service charge is based on the water service meter and City currently uses fixed charges. However, this can be a potential health and safety problem as the backflow can result in contaminants entering the City water system and being transferred to other customers. The AMI system, with its finer resolution interval data collection, along with potential backflow alarms, can provide indication of potential locations and City can alert customers to this condition or take necessary action. 4.4.2 Current Replacement Practices City has a budget for annual meter replacement.that covers about 1500. meter changes each year. The meters are replaced depending on the size (as large size meters are usually repaired unless they are too old) if they are not performing to the desired accuracy level, or become defective. City also repairs meters that are 3" and above, if they are old (20 years plus), then the meters are changed. Smaller size meters are not repaired, in case of 2" meters, the registers may be replaced if necessary. However, since the majority of the existing meters will be replaced in the AMI program, the average age of City meters will be reduced and the need to replace and repair meters will likely be reduced for several years after implementation of the AMI program. This will mean that resources and dollars currently supporting this effort will be available for other purposes in the near-term. 4.4.3 Tampering and Theft City has not reported significant number of tampering and theft cases. However, AMI meters will provide tampering alarms that need to be investigated by field staff. Even if City has not seen significant theft and tampering, AMI will provide functionality that can deter potential tampering and prevent revenue loss by early detection of theft 25G-134 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT 5 Smart Metering Technology Advanced metering systems provide information from water meters and other devices to a remote central location over a radio frequency (RF) communications network With the costs of AMR and AMI systems decreasing over the last several years, these systems have become more feasible for the standard water utility to implement. Current AMR and AMI offerings operate in either a licensed or unlicensed frequency spectrum. The benefits of a licensed system are the spectrum band the system utilizes permits a higher power signal, which enables a greater distance between the transmitter and receiver units (i.e., fewer network components in the field compared to an unlicensed band system), and the system covers a specific frequency so there is less chance of interference by other electronic devices in the area. To minimize interference on an unlicensed network, the system typically uses specialized modulation and encryption techniques that allow the system to share the band with other users in a reliable and robust fashion. A smart metering system is classified by the technology and reading method used to communicate data from the meter to the data collector on the smart meter network. The meters communicate with the network via an MTU, which is provided by the network manufacturer. The MTUs from major AMI providers can be fitted to most meters produced today, so the choice of the meter is independent of the network manufacturer/operator selection for the City. The combination of the network infrastructure, the MTU, and the technology within the meter are what define the capabilities of the smart metering system. A smart metering system can be characterized by its bi-directional communication abilities. In addition to communicating meter reads at regular intervals, an AMI system is typically capable of the following functionalities: EI Requesting and receiving an on -request data retrieval to allow City personnel to query the meter in real-time. o Alarms or alerts that provide additional information on customer use or meter problems to allow more proactive resolution. ❑ Remote firmware updates for the MTU that allows for focused or system -wide updates and reduces technology risks. 12 Time synchronization of the MTU and the AMI HES to allow for complete system data synchronism. o As integrated disconnect solutions become more commonplace in the water utility, following the lead of the electric industry, utilities will be able to remotely turn service on and off to support change of party of nonpayment situations. This is not expected to be considered for all customers, but the capability can be evaluated for specific accounts or customer segments. The evolution of water meter reading has progressed from the early days of pencil and paper route books to handheld devices used in manual meter reading, through drive-by automation, to the smart fixed networks (AMI) of today. Figure 4 shows the evolution of water meter reading. Each step along this progression has improved read accuracy and efficiency and provided additional information to support operations and customer service. Although water AMI solutions are mature, BLACK & VEATCH I Smart Metering Technology 25G-135 17 KI AMI Feasibility Report I Client Name: City of Santa Ana they are still evolving and delivering ever increasing value, so implementing manual or drive-by AMR solutions today not only is a matter of today's cost differences versus benefit differences but also the opportunity costs of not having the smart water platform provided by AMI systems that can be leveraged into the future. Drive-By(AMR) One Read Per Billing Period Figure 4 Evolution of Water Meter Reading 5.1 MANUAL READINGS Fixed Network (AMI) Hourly Reads Received Daily Manual meter reading relies on utility personnel physically visiting the meters and recording the register reads. While meter readers initially used paper route books, this was long -ago replaced with handheld devices onto which the specific meter routes to be read are downloaded, which provides some error checking and exception management. However, even with the supporting technology, this remains a labor intensive and expensive component of utility operations. And as with all human operations, this is more prone to error than an automated process. 5.2 AMR An AMR system provides the functionality to automate meter reads without the need for a utility to install a smart metering network. AMR would support the transition to monthly billing. Each meter is either replaced with a new meter that is fitted with an MTU or the existing meters are retrofitted with a compatible MTU. MTUs are usually separate devices that are connected to the water meter, they are not an integrated part of the water meter itself (unless it is an integrated meter). An AMR system receives its meter readings through a handheld or vehicle mounted data collection device (DCD). For the DCD to function properly, it needs to be in relative proximity to the meter. At the end of each day, the DCD is connected to a centralized application, so that the meter reading information can be uploaded. If reads were not obtained from particular meters, a return visit to the site will be required to obtain the reads. 5.3 ADVANCED METERING INFRASTRUCTURE A full AMI system incorporates the installation of a secure data transmission network with MTUs installed on every meter in the field. During standard operations for an AMI system meter readings 25G-136 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT are transmitted to the AMI HES through the network at preprogrammed times, usually 4 to 6 times per day. This is accomplished by the MTU attached to the meter that transmits the meter readings and associated data to the network data collection units (DCUs). The DCUs transmit all data to the AMI HES on a preset schedule. Figure 5 provides a diagram of an AMI system showing the water meters and MTUs connected across the network to the head -end data collection system. MDMS is also shown, as the vast quantity of data collected by AMI systems (along with the value of managing and maintaining this data) make MDMS a common addition to most AMI solutions. ADVANCED METERING INFRASTRUCTURE (AMI) nafn Smart Smart Meters—! Mesh 1 i Backhaul AMI MDMS �� Enterprise Integration (waterAMi Meterl� �� Network{ (WAN) HES _ to Utility Systems Advanced Metering Infrastructure ,------------� i- - - - — - - Figure 5 Conceptual AMI Solution Illustration There are several common network structures in use today. The selection of a network type is dependent upon several factors in the service area of the water utility. The proximity of the meters to each other, the uniformity of the service territory, the physical location of meter assets (indoors, pits, etc.,), availability of utility assets, and the topography of the service area help to determine the quantity of DCUs required for a reliable network. It is imperative that the network selected has sufficient robustness, throughput, and redundancies to meet the service level performance required. Fixed network AMI is a term used to reflect that the network is permanently installed to capture meter readings. This method can consist of a series of antennas, towers, collectors, repeaters, or other permanently installed infrastructure. The infrastructure provides a way to collect transmission of meter readings from AMI -enabled meters or other smart devices and sending data to a central computer without field personnel required to collect it. The exact composition of the fixed network will depend on the vendor and technology chosen. BLACK & VEATCH I Smart Metering Technology 25G-137 19 20 AMI Feasibility Report I Client Name: City of Santa Ana There are two primary architectures for fixed network water AMI solutions: star network (point to multipoint) and mesh network. In addition, some vendors have started offering AMI solutions utilizing public cellular network. Figure 6 shows an example of the star network, mesh network and cellular networks. RN I Mesh Network -, 11 intto Multi- � Cellular Network r Point Network AMISystem ( AMI System AM1fl System FIs` , Communication Network �� Communication Network —.,_ -_,) <;-�V public Cellular Network- - 1 1 \ 1 1 \ Cyk'l 1 1 1 V I ■ Data Collection Unit O Smart Meter Repeater QTower (Data Collection) Figure 6 AMI Primary Network Architectures 5.3.1 Star Network A star network is a point-to-point architecture and is a common type of fixed network AMI system used for electric, gas, and water AMIs in North America, where MTU transmits its data to a centralized hub known as a collector or DCU. A MTU's signal may be forwarded by radio frequency or aggregated onto an IP network to send data to the main collection point. In its simplest form, a star network consists of a number of collectors and AMI HES, which acts as a conduit to transmit data. Once the data are received by a collector, the collector transmits the data back to the AMI HES. The advantage of having a star network in place is that it sets up and expands easily and demonstrates good performance. Non -centralized failure has little impact to the entire network, end-point failure is easy to detect, and the data is easily sent directly to data collectors without being repeated through another device. One disadvantage of having a star network is that if a collector fails, all of the end-points that are assigned to that collector may not be transmitted back to the AMI HES. As a result, it is common practice to provide extra collection hardware to create network redundancy in the event of a component failure. 5.3.2 Mesh Network Another common type of fixed network system is the mesh network In a mesh network, smart end points act as repeaters, passing the data to other nearby devices until arriving at a main collector. A 25G-138 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT mesh network may reduce the need for infrastructure, but is more data intensive on the MTUs. It allows for continuous connections and reconfiguration around broken or blocked paths by "hopping" from meter end point to meter end point until the destination is reached. A mesh network is a fully connected network topology by design. Mesh networks differ from other networks in that the component parts can all connect to each other via multiple hops. One major advantage of a mesh network is that it is self -healing. The network can still operate if an end point breaks down or a connection fails. As a result of the self -healing, a very reliable network is formed. One disadvantage with mesh networks is that the battery operated systems may need more power for the increased frequency of transmitting, thereby reducing battery life expectancy of the MTUs. In actual practice today, most mesh systems rely on electrically powered devices to perform the majority of the mesh management and data repetition (i.e., mesh systems that support water AMI require the use of electrically powered devices such as electric meters, repeaters, etc., to perform the mesh node operations and allow the individual water meters to transmit data through the additional network infrastructure). This may potentially change with improvements in battery technology. 5.3.3 Cellular Network A cellular solution does not require a network with DCUs or Towers, the public carrier (Telecom Company) is utilized to collect data from the meters and transmit to the AMI HES. The advantage in this solution is that there is no need to install a mesh or point to point network and the system can be up and running in a very short time. Another advantage is that there is no need to manage and maintain the network. Due care must be taken to verify that the cellular coverage is adequate in the service area covering AMI meters. Evaluation of the service level terms offered by the public carriers must be done to verify that it can meet all requirements for data collection. It must also be verified that the AMI vendor and public carrier service provider can support two way communications with the MTU within acceptable limits of time delay. Price negotiations maybe required to ensure that the price increase is justifiable (after a defined period) and discounts are given in case the data rates go down. Telecom companies must guarantee support for the AMI technology for the useful life of 20 years, otherwise there is a risk of early obsolescence of the AMI system. 5.4 WATER MARKET PERSPECTIVE The implementation of the AMI network will provide a foundation to support other transformational initiatives that City wishes to pursue. Figure 7 summarizes one set of results from the 2014 Water Utility Industry Survey performed by Black & Veatch in which utility professionals were asked to identify in which technologies their utility was planning to focus. Given the wide benefits and enablement of AMI solutions, they are uniquely positioned to provide value across all of the areas shown. BLACK & VEATCH I Smart Metering Technology 25G-139 21 rxa AMI Feasibility Report I Client Name: City of Santa Ana 2, — Technologies 43, — Technologies to manage toincrease assets more 30, — efficiency effectively Technologies 0 to meet regulatory 10' _ Technologies Technologies requirement to control to improve Technologies costs services to 10' -- to assure customers safety p, — L_= 1.9°% 13.3% 6.4% 29.0%° 30.9% 18.5y Source: ala& 8 VMa Figure 7 Water Utility Technologies Focus AMI systems support increased organizational safety by reducing the exposure from manual meter reading, which has some of the highest incidences of injuries of any utility classification. AMI data support many cost reduction, operational efficiency, and customer service improvements. The more refined and timely information obtained can be used to effectively manage water system assets. As regulations become more restrictive around customer usage, leak detection, water quality, and water loss management, the AMI network and data from meters and sensors provide utilities with the information necessary to respond. In addition, the Black & Veatch 2014 Water Utility Industry Survey asked utilities to comment on the status of their meter reading systems and their strategies moving forward. The results show that almost two-thirds of utilities either have AMI already installed or are considering AMI, as City is also currently considering AMI. Approximately 30 percent of respondents currently have AMR but are considering AMI because of the additional benefits and also perhaps because of the age of some of the industry's AMR installations. Many utilities are looking to migrate from AMR to AMI as the life of the AMR systems is reached. Only 16 percent of the respondents indicated that they have manual meter reading or AMR and are not considering AMI. Figure 8 shows a table from the 2014 Strategic Directions: U.S. Water Industry report where respondents were asked what type of metering system their utility currently has in place and/or is considering. 25G-140 Client Name: City of Santa Ana 1 AMI FEASIBILITY REPORT ( consideringAM11orAMl Utility has manual metering, considering AMR but not AMI r..._,__ _ m I U[ibt— — yhas manual etering;considering- 7.3% 2.9% 8.7% 13.01A x.aY'o I y.ra 9.8% 13.9'.6 10.1% 15A% 2.7% 14.77% Utility has AMR not considering AMI 11.1% 15.9% 11.9% 5.3% I Utility has AMR and is considering AMI . 30.7% 36.2% •. -2Z3% 32.0% _ ^J Utility has AM[ fully deployed 19.2% 15.9% 21.7% 17.3% I My utility does not meter customer �� r 2.1% I 1.4% 0.7% 53% , Source: Black & Veatch 2014 Strategic Directions: U.S. Water Utility Industry Figure 8 Water Survey Market AMI Status There is a similar trend that exists in the electric industry where smart meters have become the default meter for most of the industry. As smart water solutions become the expectation and base for water utilities, this trend will accelerate. The responses of water industry professionals and current and projected meter shipments are evidence of the water industry's evolution from the less capable meter readingprocesses' and systems to advanced AMI solutions. Water AMI, and its predecessor network AMR, has been in use for almost 20 years. Over this time, it has matured and evolved as features and requirements have become established and grown. The initial wave of water AMI was driven by those utilities with high metering and service costs or other unique challenges. As the market evolved and new entrants produced more innovative and niche solutions, there was broader acceptance. But the technological concerns and business case uncertainties kept many utilities from implementing AMI. There remains a significant portion of the industry that has not moved forward, but the current market environment is one of mature technologies, stable vendors, well -understood business benefits and implementation lessons learned, and a more strategic view of AMI. In addition to the core financial benefits, the opportunity for driving a substantial improvement in customer satisfaction is a major strategic benefit. This confluence of market evolution and maturity, coupled with increased importance of the customer in project prioritization, has resulted in the recent renewal or increase in interest amongst water utilities for implementing AMI. This movement is common across the industry, from small to large utilities, and is independent of geographic location. BLACK & VEATCH 1 Smart Metering Technology 25G-141 23 za AMI Feasibility Report I Client Name: City of Santa Ana 5.5 AMI BUSINESS MODEL APPROACH There are several distinct business models available to the City in the execution of the AMI program. These refer to the role that the AMI and MDMS vendors play in the implementation and operation of the network and software applications. While this is discussed in more depth elsewhere in this report, the primary options include the following: ❑ Utility Own and Operate - City would be responsible for the installation of the system and then would own and operate the network and applications. All responsibilities would be held by the City and the applications would reside within the City's data center. ❑ Design, Build, Run, Transfer - This most usually involves the AMI system where the AMI vendor will design the AMI network, install all network infrastructure and the applications, and then turn the system over to City once the system passes an acceptance test. This places more risk during implementation onto the AMI vendor. The applications and network all ultimately revert to the City just as in the previous model. • Network as a Service (NAAS) - The AMI vendor installs, owns, and manages the network equipment. While the City would operate the AMI system, the vendor would have resources to respond to problems and ensure that the network meets defined service level agreements. ❑ Managed Services - There are variations in this category, but options would include everything from traditional Software as a Service (SaaS) approach to where the vendor will essentially operate and manage the City network from the vendor's operations center. This option is offered by most of the major AMI vendors. It is sometimes entitled hosting or cloud options, but with managed services, the vendor takes on a specific role in operating the network, not just hosting the servers. The AMI vendor is responsible for meeting overall data delivery service level agreements. This leverages the expertise that the vendors have for their AMI systems and minimizes the additional resources required by the City. Black & Veatch recommends the City to investigate the managed services model option for the AMI HES, network, MDMS and customer portal. The vendor would be responsible for the network installation and 0&M. The AMI vendor would also manage the overall AMI HES, network and MDMS systems. Customer portal will be managed by the vendor. The City can retain the option to bring the systems back in-house at a later date if the situation changes. A major benefit of this approach is that the vendor can ramp up essentially immediately to operate the system while the City would take time to establish the organization, hire, and train resources. It is critical that the AMI operations team be in existence before the first AMI meter is installed. At this point, when the first meter is deployed, there is an operational AMI system, the system must be monitored and managed in order to ensure performance and, ultimately, to ensure correct and timely bills are generated. 25G-142 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT 6 Strategic Analysis of Systems for Future Development 6.1 AMI IMPLEMENTATION OPTIONS As the City pursues a meter automation strategy, there are several options that can be evaluated in the AMI program. The City can conduct a pilot to evaluate the selected AMI technology or go in for full implementation with a phased plan to evaluate the system in the first year. There is even an option to share the network built by, SoCal Gas (Southern California Gas). SoCal Gas has already built AMI network covering the City of Santa Ana. SoCal Gas under the Water Energy Nexus program of California Public Utilities Commission (CPUC) is offering water utilities to share the AMI network and collect water meter data. Currently this program is being run as a pilot and final pricing for full implementation of AMI is still to be worked out by SoCal Gas. The value of eliminating the multiple meter technologies and meter reading processes in favor of a single metering solution should not be underestimated. The improved management of metering assets and the singularity of business and operational processes and uniformity of solution features across the customer base is strategically and economically beneficial. This reduction in complexity will only become more valuable with time as the AMI solution capabilities and options increase and City takes advantage of these capabilities. To realize full benefits of an AMI implementation, the project should be completed in a short time period. This eliminates multiple meter reading systems such as: manual, AMR etc, with a single AMI system. The resources required to maintain different systems are not required and existing staff can be trained to take over the other jobs related to AMI systems/meters. Another benefit is the elimination of field devices (handhelds and laptops) making it simple to manage day to day business. A major consideration for AMI implementation for the City is providing granular and timely data to the customers. Black & Veatch recommends AMI implementation in a period of 2-3 years to realize full benefits of the technology and have one simple homogeneous solution. 6.2 OPERATION OF BILLING SYSTEM One of the most complex aspects and highest risks with respect to an AMI program is the integration with the billing and financial systems. However, in this case, the integration will be simple as the City will continue with bi-monthly billing for most of the customers and this requires just one meter reading. Even if the City decided to switch to monthly billing, this will not require a major change other than a billing determinant request each month from the MDMS. The billing system (Enquesta) currently receives the monthly read from the existing meter reading system, in the future when AMI is implemented, the same monthly read will be provided by the AMI/MDMS. This will involve an integration of Enquesta with the AMI/MDMS to obtain data as today and will not require major change in the billing system. In distant future, there is a possibility of using Time of Use [TOU) data for billing or for energy conservation programs (to provide incentives to customers), although this would require modifications to the billing system. Black & Veatch perceives low risk in implementing AMI based billing for City due to simple requirements. The high-level impacts on the billing system associated with the AMI project are as follows: BLACK & VEATCH I Strategic Analysis of Systems for Future Development 25 25G-143 26 AMI Feasibility Report I Client Name: City of Santa Ana 0 New meter asset information and the need to allow for a meter number and an associated AMI MTU, the two have to be distinct and able to be separated to allow MTUs to be retrofitted on existing in-service meters and to be replaced when faulty without replacing the meter. 0 During the AMI deployment process, there will inevitably be data errors that are discovered and while identifying and resolving them will be valuable, it will consume some resources. These errors include discrepancies of meter IDs and reading, swapped meters in multi -family dwellings, found meters not in the system, meters in the system that are no longer in service, incorrect addresses, etc. 0 The availability of the meter data from the MOMS is very useful to call center representatives in responding to customer inquiries, and normally, the capability to obtain the meter data while remaining within the billing system application or popping out to a specific screen is desired. 0 There will be a significant number of meter exchanges done in a short period of time that may stress the current system and require modifications to batch processing times or management of billing system during implementation period. 0 The migration from bi-monthly to monthly billing (if implemented by City in future) for all customers will have a significant impact on billing system operations. 0 There is no need for additional hardware, software or resources for Enquesta/billing operations to support the AMI project. However, there will be system integration of AMI and MDMS with Enquesta billing system during the project implementation stage (this work will be completed as part of the AMI project and details are provided later). 6.3 SCADA AMI vendors are focusing on water pressure monitoring capability through the AMI system to assist utilities in improving services and operations. Some water meter vendors are looking to capture pressure at the customer meters, and these data will eventually be available through the AMI systems. Of considerable interest is the ability to connect pressure devices on the distribution system onto the AMI network so that they can retrieve the data over the AMI network. The data can then be passed over to the SCADA system and/or captured in a data storage solution. The AMI - enabled pressure monitoring would likely have a lower cost than traditional SCADA-connected solutions, which could allow City to install a larger number of remote pressure monitoring devices if required. 6.4 CUSTOMER WEB SERVICES The AMI system will provide hourly usage data, leak notification and alarms on all customer meters. This can be leveraged to support a set of customer self-service and engagement initiatives. Many utilities leverage their web portal to serve graphs and usage information from the MOMS. These solutions can be modules of the MOMS, AMI vendor analytics solutions or free -standing solutions. They most often are branded to match the utility's web presence so that they appear integrated. These solutions can result in a large increase in the data being presented across the web portal and often require additional investments in portal hardware and systems. 25G-144 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT Access to water usage data and leak notification services are value-added reasons for more customers to visit the City website. Customers should be encouraged to sign up for electronic payment when on the customer portal. This will ultimately reduce the cost of bill printing and mailing. Another benefit of customer portal is that customers will make fewer calls as they will have access to online data. 6.5 SOFTWARE INTEGRATION AMI and MDMS systems are key enterprise applications, and whether AMI is provided as a hosted and managed service solution (discussed in detail in later sections) or installed in the utility data center, there are key integration activities that are required to successfully implement the AMI program and make AMI a core utility solution. At the start of the project, to support the deployment phase, it is necessary to obtain a data abstract from the billing system that identifies the location and type of each meter. This information is used to plan the initial deployment process and approach. As meters are installed or replaced, it is essential that the final reads are recorded and installed meter information be provided back to billing system, MDMS and AMI HES as rapidly as possible. Best practice is to have the field installer handheld data uploads aggregated into an installation work management system and then uploaded to billing system nightly. The installation work management system must, therefore, be integrated into billing system to allow two-way updates that will continue through mass meter retrofit and deployment and into long-term operation. The MDMS is a long-term data management tool and information system as well as a deployment tool. Black & Veatch experience and industry best practices highlight the value of installing the MDMS in advance of an AMI meter deployment. All of the meter collection systems should be integrated into the MDMS, making it the single point of integration into billing system. This reduces the complexity of billing system integration and does not require billing system to integrate to multiple meter reading systems. The MDMS maintains this knowledge and sends information to and obtains reads from whichever solution is responsible for the meter. As meters are moved from manual reading to AMI -enabled, the MDMS seamlessly manages the transition. Therefore, the MDMS for the City will be integrated with the AMI HES as well as the current manual meter reading system. These are common integrations for MDMS solutions, so most will have demonstrated commercially available adapters for the major meter read systems. The MDMS may also need to interface with the City's work order management systems or work scheduling solutions unless this is coordinated through the billing system. As the primary AMI data management solution and data repository, the MDMS will need to integrate with other systems that require the AMI data. Some of these integrations can be simple data extracts or batch processes and others will require a more structured interface. In case, the City opts for a solution that does not require MDMS, AMI vendors offer AMI HES and data storage for the meter data. This option must be carefully evaluated to verify that the solution will meet all requirements to ensure data integrity through VEE process. There is a risk if the data storage is used and it cannot support VEE capability. This can result in data gaps or data with abnormal values that need to be validated and cleaned. BLACK & VEATCH I Strategic Analysis of Systems for Future Development 27 25G-145 2s AMI Feasibility Report I Client Name: City of Santa Ana 6.6 INFRASTRUCTURE CONSTRAINTS The City will require locations for the installation of AMI network devices. The different architectures and specific vendor solutions require different quantities of network elements. The City can assume that it will take about 15-20 (the number can be higher based on the detailed propagation studies and actual values) pole top devices as data collectors for a point to multipoint network, depending on the unique technology and vendor chosen. This number will vary depending on the technology/vendor chosen and can be more or less than the assumption stated earlier. A detailed network design will have to be completed to determine a more precise number and eventually, the optimum location of the devices. In both cases, street light poles (City is in the process of acquiring the streetlights) and other City owned assets can be utilized. The AMI HES, MDMS and customer portal require hardware to be installed in either the City IT Department data center or vendor hosted facility. Both are viable options. Based on the specific considerations of City, it is Black & Veatch's recommendation that a hosted service option from the AMI and other vendors be explored. This would mean that the AMI HES, MDMS and customer portal would be hosted by the vendor(s). This will allow the City to utilize vendor services and not to burden the City IT resources to implement and manage AMI HES and MDMS. The final decision on this hosted service option will be based on the cost and offerings available from the chosen vendor(s). 6.7 CALL CENTER An AMI project normally results in an initial increase in call center activity. This initial increase is caused by customer questions generated by the program, increased bill inquiries due to a large number of meter replacements where some older meters were under -registering, the need to gain access to some commercial locations, etc. Some utilities have established small, focused teams in the call center that handle all AMI deployment or billing related questions. This is especially valuable during the period of intense field work As this work diminishes and the AMI meters are installed and the solution becomes stable, utility experience and studies have shown that call center activity will decrease as the number of estimated read, billing inquiries and high bill complaints diminish. This reduction can potentially be expedited and increased through the implementation of customer presentment tools that provide customers with information on their usage, leak notification, and other information. The City has a small pool of staff to handle the customer calls. Currently calls are redirected by the City general service to meter or finance sections depending on the nature of the call. Calls related to water leaks, quality and conservation are handled by meter department. All calls related to billing etc. are handled by finance department. There is no dedicated call center at the City for water related calls and there is an opportunity to streamline the call handling process/flow. To minimize the increased call activity in the initial phase of the AMI project, the City should take advantage of the customer portal to provide details to the customers and links to bill payment and other online services that can reduce burden on the call center. Since this is a critical task when implementing AMI, Black & Veatch recommends implementation of customer portal along with the AMI project. 25G-146 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT 7 Staffing Considerations for Smart Metering Technologies The industry has realized that AMI project implementations are unlike any other project that the utility pursues. These projects impact every meter and, hence, every customer in the utility. They will impact organizations throughout the City, including metering, field service, IT, billing, customer service, engineering, etc. The project will also be a high visibility effort that will be viewed internally and externally as a transformational initiative. The importance of a successful implementation is critical to gaining the benefits as identified as well as preventing the potential significant risks of failure. Resources from multiple departments across the organization will be required for any AMI project to be successful. AMI solutions and more specifically, the MDMS system, provides many new reports and analytics capabilities to identify leaks, stopped or problem meters, tampering, etc. These capabilities have proven extremely valuable at other water utilities and are essential to gain the full benefits of the system. However, it requires dedicated resources to monitor the systems and achieve these benefits. 7.1 CURRENT STAFFING The implementation of an AMI system requires a transition from the current manual state of meter reading and associated business processes to the eventual automated state. This is expected to take a few years. During this period, there will be a gradual reduction in meter reader classifications as meters are replaced or upgraded and meter reading routes are automated. There is a delay in transitioning the meter reading resources (to other duties) following the meter installations by several months. This delay is due to the fact that meters are still read manually. But upon completion, the City will no longer need a focused meter reading workforce. Manual meter reads will still be required because of coverage, data processing, or equipment failure issues. However, it is anticipated that these will be minimal and will be handled by field crews performing water meter field work such as: installation, replacement, repair, relocation, etc. Most utilities do not automatically reduce their workforce as the meter reading duties are reduced but often redeploy them to other open positions that have been identified as similar in classifications or skill set. The identification of these potential roles and the method to allow displaced meter readers to move to these roles should be investigated before the initiation of the project to effectively communicate to the meter reader workforce and larger organization. In addition, there will be the need for resources to support the operation and maintenance of the AMI system that some of these displaced meter readers may be qualified to perform. 7.2 METER MAINTENANCE AND REPAIR The City will require resources to perform meter installation and maintenance activities. The implementation of the AMI solution and the replacement of a large number of currently installed water meters should remove older and problematic meters from the population. This will reduce the meter replacement and repair needs for few years after AMI deployment. However, as the installed meter population ages, the City will ramp back up to continue the replacement and monitoring of meter assets. BLACK & VEATCH I Staffing Considerations for Smart Metering Technologies 29 25G-147 W, AMI Feasibility Report I Client Name: City of Santa Ana The AMI system can be used to perform improved meter asset monitoring at hourly intervals and data can be analyzed by business processes established in the MDMS. This will assist in identifying meters with potential problems, including stuck meters, zero read, dramatic reductions in usage, etc. The data from all meters can also be aggregated to potentially identify trends across subsets of the meter population, providing early warning of meter quality issues. 7.3 AMI SOLUTION OPERATION In addition to the core water meter work process activities, the implementation of an AMI solution introduces a variety of additional roles and business processes. These are identified as follows and include a proposed organizational structure: o AMI Meter Monitoring - The AMI system collects a vast amount of data in an almost continuous manner. While each meter sends information on a regular basis, the on -request reads: alarms/alerts, and other normal traffic resulting in a continuous stream of data from the meters. This data passes through the network and into the HES. The AMI system will have some automated reports and processes and the City can develop custom reports based on requirements. These must be viewed and acted upon by dedicated staff to ensure the system is functioning properly. A well trained team will identify problems and deliver high quality and complete information to the billing system. Ia AMI Meter Maintenance - In the event monitoring/reports identify a specific meter or group of meters that are not meeting performance levels, staff will try to resolve the issue by remote interrogation of the meter. Depending on the success of this task, a field visit maybe required. The field visit can then resolve the problem (i.e., a customer placed a metal object on top of the meter pit) or the MTU or entire meter/MTU may be replaced. 11 AMI Network Monitoring - Analogous to the AMI system monitoring is the AMI network monitoring. The distinction is that the network monitoring is looking at the performance of the underlying RF network between the meters and collectors, as well as the performance of the backhaul systems. This uses standard telecommunications network management tools and software and/or tools provided by the AMI vendors. This role looks not at the correctness of data or completeness of data but rather the success of data transmission and the network components. ❑ AMI Network Maintenance - Routine maintenance of network devices is required, such as battery check-ups, replacement and visual inspections. More data collection units may have to be added to the network to support new meters that are added in future. While the systems are capable of performing monitoring, upgrading the firmware, or troubleshooting remotely by the network monitoring team, there will be a need for occasional field visits by a communications technician to troubleshoot the system. 7.4 MDMS OPERATIONS AND BILLING SYSTEM SUPPORT TEAM The AMI operations team previously described is responsible for the AMI collection system. However, once the AMI data and operational information is collected by the HES, it will be sent to the MDMS in both real-time and periodic batch processes. The raw meter data enters the MDMS were it is aggregated, preprocessed, and subjected to a multitude of internal business rules and 25G-148 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT eventually managed for use by the City billing system, call center representatives, or other internal users or systems. The meter interval data that users' access will be from the MDMS and not the AMI HES - this minimizes the impact on the AMI system and ensures that everyone is looking at the same MDMS validated data. This also allows all of the system integrations to be with the MDMS, establishing the MDMS as a data hub. © MDMS Operations - There is a need to monitor the performance of the file transfers and execution of the various validation, estimation and editing (VEE) business rules that translate the raw meter data into usable data and eventually into billing determinants. In addition, the system produces reports on the performance of many internal MDMS processes. Updates will ensure that the billing system, MDMS, and AMI system are all in alignment. o MDMS Data Analysis - There is a tremendous amount of valuable data within the MDMS, but it is impractical to provide all interested users with access to the MDMS. In many cases, the users will have a business question that they want answered but will not necessarily know how to access and use the data to accomplish this. In other cases, the data required may be apparent, but assistance will be needed to analyze it. 7.5 INFORMATION TECHNOLOGY ORGANIZATION AMI HES and MDMS are enterprise applications. These applications require IT staff to manage them. These systems will require upgrades from time to time. The City IT Department will be responsible for the overall integration of the AMI, MDMS and customer portal with the billing system as required. An IT organization is typically responsible for the administration of the application and application operating environment and underlying hardware. Key tasks for this group include the following: o Operating System Upgrades and Patches. CI Network and Security Monitoring. © Storage Administration - Transfer, Backup, Disaster Recovery. ® User/Security Management. © Application Upgrades and Patches. 0 Promoting of Software from Lower (Test/QA) to Production Level Environments. © Cloning Environments or Data Migration. CI Database Tuning/Backups/Recovery/Archival/Administration. ❑ Server Management and Backup and Recovery Services. El Hardware Maintenance and Monitoring. © Disaster Recover as Part of City Business Continuity Planning. In the case of the City, these functions could potentially be spread between the Meter Operations and IT Department. However, if the City employs a hosted services approach for the AMI solution as is potentially envisioned, some of these services on the AMI, MDMS and customer portal system will be performed by the vendor and validated by the City. BLACK & VEATCH I Staffing Considerations for Smart Metering Technologies 25G-149 31 32 AMI Feasibilitv Report I Client Name: City of Santa Ana 7.6 CALL CENTER RESOURCES The call center will be significantly impacted by the AMI system. As mentioned previously, during the deployment period, the call center will likely experience an initial increase in call activity due to the following: G Customers calling to inquire about the AMI program and its impact to them. Customers with billing questions because their bills increased - often due to a poorly performing meter being replaced with a new accurate meter. Q Customers needing to schedule an AMI installation visit due to access constraints. Many utilities set up a specific toll free number to route all AMI -specific calls to a small specially trained team but there will still be an initial increase in calls As the meter installations continue and the initial wave of calls decrease, the overall call volume for the call center will be reduced. Calls related to high bill complaints or billing errors will be reduced because the AMI solution will ensure that estimated bills are practically eliminated and, thus, all customers will receive a bill based on actual measured usage every time. This should allow City to evaluate the call volume after the AMI system has stabilized and assess the call center resource requirements. 7.7 ORGANIZATIONAL STRUCTURE Given the discussion on duties and roles in this section, Black & Veatch recommends the following approach to the organization and oversight for the City AMI program. Two organizational structures are provided on Figures 9 and 10. Figure 9 shows the AMI implementation stage, and Figure 9 shows the AMI sustainment operation stage. 25G-150 Client Name: City of Santa Ana 1 AMI FEASIBILITY REPORT CUSTOMER PORTAL {I AAAOSVEODOR I4 A'JIVENDORPAOjECE VE MANAGER I PRO1ECTMANAGER I LW:AGER MANAGER CUSTOMER PORTAL � 0,,, LEAD � tAWAEEAO LEAD I�NEn U KLEAD SOLS Vendor Hosted & Managed solutions Figure 9 AMI Implementation Organization Structure The project organizational structure shown on Figure 9 is appropriate for the City, but the actual structure will depend on contractual relationships with vendors and will include resource involvement beyond just those shown in this high-level organization structure. Not all of these positions will be full-time, and some may be full-time only for a portion of the project period. For instance, the MDMS deployment will occur in an early project phase, and while updates and testing will continue in later phases, it will be at a reduced level of effort. Figure 10 provides a recommended organizational structure once the implementation stage is completed and the project has entered the operations stage. BLACK & VEATCH I Staffing Considerations for Smart Metering Technologies 25G-151 33 34 AMI Feasibility Report I Client Name: City of Santa Ana [m RESOURCE _.. Vfl10OR RE50URCE5- VEMANAGER �MDMS MR I iMIVE ROFCiE KORPaorraPROTECT MAUAGIft CT CUSTOMiR PORTAL rMDMS OPERATOR METEROPENAUCR5 j OPERATOR LEAD NETWORK LEAD Vendor Hosted & Managed Solutions City IT Department Figure 10 AMI Sustainment Organizational Structure The key roles in Figure 10 are as follows: City AMI Manager - This position has ongoing responsibility for the proper operation of the AMI system, provision of data to the billing system, delivery of the customer data and information to the web portal. This role is responsible for coordinating with the vendors and service providers. AMI Operations Manager - This role is focused on the proper operation of the AMI system and MDMS solution. A major component of this role is to manage the AMI, MDMS and Customer Portal vendor, assuming that City proceeds with a hosted and managed service approach. The vendors must be held to the negotiated performance requirements and service level agreements. Meter Technicians/Field Staff - The staff would be required to perform regular service on water meters (i.e. repair/replace meters in the field, disconnect service at the meter) as well as install/replace AMI transmitters (MTU) on the meters. The skill sets are the same as current City staff that perform this work, some more training would be required to learn the AMI related skills. MDMS and Customer Portal Analyst - the MDMS and customer portal analyst is responsible for the day to day proper operation of the MDMS and customer portal processes, file synchronization and data delivery. The skills required are more traditional IT systems knowledge than meter operations. It is advantageous to have someone familiar with the overall meter to cash process in this role. Business Analyst - the value of the AMI data can only be unlocked if the organization can access and take advantage of the information. This role is shown separately on the organization chart, but, it is 25G-152 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT likely that it would be combined with the MDMS and customer portal analyst in the early stages of the program. IT Support- The IT lead would be supported by System Administrator, Database and Business Analysts to provide support to AMI, MDMS, Customer portal and billing system. These roles are based on industry experience and best practices. Each utility is unique and no one approach or resourcing model works in all cases, but the structure outlines staffing requirements for an AMI deployment. 8 Data Integration and Analysis The implementation of an AMI solution generates a tremendous amount of data. The achievement of the business benefits for which the AMI solution is envisioned will be attained only if the data is managed, analyzed, and put to productive use. AMI solutions collect interval data on all water meters, normally hourly data on residential and small commercial and 1S or 60 minute intervals on larger commercial and industrial meters. In addition to the interval usage data, the system also collects data quality indicators, MTU status and performance information, and other useful data necessary for the proper operation of the AMI solution. 8.1 METER DATA MANAGEMENT SYSTEM The MDMS plays the central role as the meter data repository and source for all external and internal data requirements. All raw AMI data collected by the AMI system is fed to the MDMS, where it is processed for billing and made available to customers via the web portal. Figure 11 shows the role of MDMS in the AMI program. BLACK & VEATCH I Data Integration and Analysis 25G-153 35 36 AMI Feasibility Report I Client Name: City of Santa Ana n�e� k Smart Meter Network Smart Meters Mesh r Baha ckul I� AMI MDMS (WaterAMI Meter) �� Network i li tl_ (WAN) I'`es 'I--- I <- Advanced Metering Infrastructure '-------------> Figure 11 AMI Solution with MDMS The block diagram (Figure 12) shows the core features of MDMS solutions. This is not a comprehensive list of all capabilities but the represents the core features. MDMS is the active management system for the AMI data and is the system that internal users would access. Data is stored in this location until it is archived (the number of years data is to be stored in MDMS will be decided based on the City's business requirements). Users can access the MDMS data for analytics and reporting. The main difference between the MDMS and AMI HES systems is that the latter does not support long term data storage and analytical capabilities. 25G-154 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT Figure 12 MOMS Functionality Block Diagram 8.2 HISTORICAL AMI DATA The MDMS will maintain significant historical usage information on all water meters. This information can be analyzed for a single meter or across a number of water meters, or both. The information can identify conditions such as: 13 Water meters may have accelerated decrease in accuracy. The trend for accuracy decrease is often identifiable. Looking at long-term data trends can identify meters that are suspect, allowing the City to investigate and potentially remove them before they would be scheduled for replacement, resulting in a reduction in nonrevenue water and improvement in overall system meter accuracy. 13 Water loss due to theft or tamper may be indicated by a sudden change in water usage. There are many justifiable reasons for a change in water use, but data analysis can identify potential conditions for the City to investigate. © Customer leak detection uses algorithms that look for periods of non-use. If there is no period of non-use of water for residential customers, a potential leak is normally indicated on the customer side of the meter. 13 Meter usage aggregation allows meters to be combined into virtual groups to support district meter analysis or particular zone analysis. ❑ Water use across different customer classes can be compared to identify societal trends, support customer programs or City goals, or identify long-term usage changes. Historical data also have value for the end-use customers. While many customers are not interested in monitoring their water or other utility usage on a daily basis or analyze their usage in any detail, BLACK & VEATCH I Data Integration and Analysis 25G-155 37 38 AMI Feasibilitv Report I Client Name: City of Santa Ana the availability of the historical data and analytic tools turn the data into useful information and a powerful customer engagement tool. Providing comparison information to educate customers on how their usage compares with their peers helps them identify potential equipment problems or leaks. Delivering the notifications and information in easy-to-use formats has proven valuable and impactful in the industry. 8.3 RAW AND PROCESSED DATA The AMI system will collect the raw data from the water meter MTUs. There is some data validation and error handling done in the AMI systems, but most data management is performed by the MDMS. The raw data from the AMI system is sent to the MDMS, where it is processed. The raw data is always maintained in their original form and never manipulated. If the MDMS must make modifications to the data as part of its validation, estimation, and editing routines, it creates a new copy of the data and stores both the processed data and raw data. This allows the City to go back to the original data if necessary. 8.4 DATA ANALYTICS In addition to the data analytics capabilities of the MDMS, there are other third -party applications that are designed to take AMI data and perform higher order analytics to assist the City in forecasting water use, optimizing operations of water production facilities, improving electricity management for pumping stations, and similar capabilities. Some of the MDMS vendors offer advanced water analytics capabilities that are separate from their core MDMS solutions but are designed to allow for easier integration and use. 8.5 DATA STORAGE AND SECURITY This is a critical aspect of any information technology project. For AMI systems, security is addressed in several ways. Meter consumption information is securely stored in the meter MTU, requiring a person to have the appropriate tools and authorization to access the meter MTU. The information is then sent across the AMI network in an encrypted fashion; it is not persisted on the network under normal operating conditions for an extended length of time, but is transferred to the AMI HES. The HES, whether on the utility site or hosted, is managed in a secure fashion - both physical and cyber security. Access to the AMI HES, as well as the MDMS will be password -protected and role -based. People can access only the portions of the systems to which they are authorized. The AMI industry has gone to great lengths over the past decade to make the AMI end-to-end systems secure. Additionally, the City's IT Department security practices, architectures, and protocols should be followed. Meter reads and system information is normally maintained in the AMI HES for only 2 to 3 months. The MDMS will normally contain one or more years' worth of interval data, with the exact amount determined by the City data management team. Once the data have aged beyond the time of retention for the MDMS, they are archived to a long-term data repository. This need not be a dedicated data warehouse but can be combined with other City data for long-term storage. 25G-156 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT 9 Additional Benefit Areas There are a number of additional benefit areas that are sometimes not directly considered in AMI projects but can still have significant value to the utility and its customers. These include social and environmental benefits and value added services that may require some additional infrastructure to bring out the full benefit of the system. 9.1 SOCIAL AND ENVIRONMENTAL BENEFITS In addition to the core operational and customer service benefits of AMI, there are other social and environmental benefits. © Greenhouse gas reductions © Enhanced customer service Reduction in workers compensation (claims) 13 Customer engagement tools ® Better demand analysis (data analytics) 11 More accurate rate design (water rate structure) ED MTU/Battery Disposal Only two of the above items have a defined "savings" component: the greenhouse gas reductions and reduced workers compensation. The manual meter reading process can be physically arduous, and there are some risks to the job (animal bites, etc.) that would be reduced using an automated system. Worker's compensation is reduced from the meter reading activities since meter readers are not required for manual reads. As fewer trucks and call outs are required because an AMI system does not require a manually intensive reading process, the amount of greenhouse gases released to the atmosphere will be reduced. If records are kept on these claims for the meter readers, a cost savings could be calculated. However, these resources will be reassigned to other duties based on their skills and will be provided training to transition into new roles. The other items are generally more "soft" costs and qualitative benefits. Public relations can be improved from improved customer service (more accurate and timely meter reads), and if customers have more real-time understanding of their own use, they have more control over the situation, which usually equates to more satisfied customers. Some of the long-term system projections will also be more accurate, such as demand planning for new developments or upgrades to supply networks, because the data will be more detailed and can show zonal demands at the daily level rather than the overall production for the whole system as the driver for these calculations. This will also make rate designs more accurate by allowing daily cycles and usage to be utilized in those calculations as well. Reduced risk of accidents is often understated as a societal benefit of AMI systems. Meter readers tend to have the highest incidences of accidents and safety incidents of any job classification because of the nature of their jobs. Mobile meter reading systems are developed to reduce risk, but any distraction, such as the use of and viewing of a handheld device or laptop will impair the ability BLACK & VEATCH I Additional Benefit Areas 25G-157 39 AMI Feasibility Report I Client Name: City of Santa Ana to drive a vehicle and raise the level of risk to the driver and any pedestrians on the meter reading route. The use of lithium batteries will reduce the costs for disposal and lessen the impact of the project on the environment, as opposed to older lead acid batteries. 9.2 VALUE ADDED SERVICES The value added services include not only leakage detection on the customer side of the meter, but also the ability to more accurately measure and audit the water supply on the supply side of the meter. 9.2.1 Customer Side Services Additional value can be provided by utilizing an MDMS that can actively assess the data from the AMI system and provide meaningful data to the customers. One example of this is the leak reports provided by many of the newest meters and their associated MTUs. Other examples would be identification and reporting of high usage, zero or low consumption (defective meters), backflow etc. 9.2.1.1 Customer Side Leakage Detection The City currently provides relief to water customers for leaks as discussed earlier. This is a once in a 3- year period relief by changing the water rate tier. With bi-monthly meter readings leaks can exist for months before even detected. Then, customers receive a larger than normal water bill and call to complain. The AMI system has the potential to addresses these issues by notifying customers via email/text messaging when higher than normal water use is detected rather than after a large water bill is received. This allows the customer to take action and the City to have less exposure to uncompensated unbilled water revenue. To highlight how the AMI system detects potential customer side leak conditions, Figures 13 and 14 show two graphs of a daily use pattern - the first with no leaks and the second with a potential leak. 160 140 120 G R SOU 80 60 40 20 40 Residential Customer - No Leaks 1 2 3 4 5 6 7 8 9 30 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Hours 25G-158 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT Figure 13 Sample Residential Usage Graph without Customer Side Leakage 160 140 120 ° 300 u 80 60 40 20 0 Residential Customer - With Leak ■Leakage ®Usage 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Hours Figure 14 Sample Residential Usage Graph with Customer Side Leakage The potential leak is detected with an algorithm that is always analyzing the interval usage of all customers every day and looking for instances where residential customers have no periods of zero use. This may have an effect on the overall consumption and the amount billed in time, as these meters cause more customers to fix leaks faster. 9.2.2 Supply Side Services Properly configured water distribution networks can provide AMI systems with significant extra benefits with respect to supply-side auditing and leakage reduction. These are not out-of-the-box tools, but they can provide significant enhancements to the network efficiency and understanding. Most AMI projects being developed consider leakage detection, but only on the customer side. The water meters and their associated MTU will record whether there is continuous use by the customer over a 24 hour period. If there is, then a leak signal will be sent by the unit to recommend further review. With respect to the City, it is recommended that supply-side leakage control system be implemented. There are three main areas where the AMI system provides value: 1. To more accurately audit the system for water demand. 2. To detect supply-side leakage. a. To target water leakage reduction through measurement on zonal areas. b. To conduct water leakage detection with leakage loggers. 3. To improve understanding water meter accuracies. Each of these items needs extra infrastructure to effectively implement the program. For example, all the items will require a specialization for the MDMS to handle, scrub, and analyze the relevant data. There are currently no off-the-shelf software packages that provide the full spectrum of this analysis, but they are being developed, and it is expected that fully -functioning packages (validated BLACK & VEATCH I Additional Benefit Areas 25G-159 41 42 AMI Feasibility Report I Client Name: City of Santa Ana and tested) will be available in 1 to 2 years. These will add value to the system because a substantial number of meters would have been installed and the available data amassed; therefore, the timing of the complete availability of these analytic solutions should support the MDMS project plan. The leakage detection through leak noise logging is operational but requires refinement with respect to interaction with all of the AMI systems. The protocols have reportedly been developed and tested, but no actual implementation has occurred with the different leak detection solutions across all of the AMI networks. Today, the choice of leak detection system available is largely dictated by the choice of AMI vendor. AMI industry best practices have shown that the initial years of the project should focus on IT systems integration, MDMS implementation, meter and MTU deployment, and system operations. The introduction of advanced features like leak detection, analytics, and services should lag to allow for a sufficient quantity of meters to be installed and the system to stabilize. Attempting to accomplish too much too early in the Droiect can result in Door results. 9.2.3 Auditing System Demand System demand is often difficult to analyze in detail due to the nature of quarterly and monthly billing, non -revenue water, and overall production demands. Demand can be much more accurately assessed with the interval data from an AMI system. Reducing non -revenue water is a key goal for most water utilities. In order to maximize the effectiveness of an AMI system to reduce non -revenue water, it should be paired with a distribution leak detection system. The water meter data is compared to the system production data and further evaluated for potential system leaks. AMI systems help provide the necessary time -sensitive data for increased validation of non - revenue water measurements. The City should consider including District Metered Areas' (DMA) meters as part of the AMI network to provide the ability to balance DMA flows with customer consumption. This will aid in auditing of water losses, since in its current form, only an overall system balance on an aggregated period is possible. With AMI and adequate DMA implementation, increased understanding of the system demands will be available. Also, leakage flows in various areas will flag operations to investigate the potential of leakage in any given DMA. In addition, this 'A District Metered Area is a discrete zone of generally between 1,000 and 3,000 customer connections that is separately metered to provide a daily flow profile. This flow profile is then used to determine the amount of leakage in this specific zone. Leakage detection resources can then be targeted to the DMA with the highest leakage each night. 25G-160 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT process not only reveals specific area leakage, it also reveals the length of time, and the volume of the leak. It can be a challenge to establish the DMA because of the current interconnectivity of the City system and the difficulty and challenge of installing meters at the inflows into the DMA to allow the in/out water measurements. The City could begin with areas that are easier to create (discrete) water zones or in areas of highest perceived water loss. 9.2.4 Supply Side Leakage Detection Leak detection capability is a clear key benefit of AMI. Utilizing acoustic sensing devices, AMI systems can detect a distribution system leak on the day it is audible to the sensors, and before it becomes a major issue. In addition, by simply utilizing the hourly usage data, many systems can provide near real-time alerts to the utility, especially when combined with DMAs. There are multiple vendors and technology options for leak detection systems marketed by major AMI system vendors. However, it is important to note that acoustic leakage detection connected to AMI systems is still being developed and is not yet widespread. 9.2.5 Customer Meter Accuracy Over time, water meters will degrade and eventually fail. AMI systems coupled with an MDMS can help to determine the failures quickly and assist testing programs (to determine whether meters are degrading) if utilized properly. For example, a customer with consistent daily water use that abruptly stops should be flagged for field review to make sure that the meter is not broken. In normal situations, it may be up to 2-3 months before a broken meter is found by the manual meter reading process, and 2-3 months of usage may not be billed. To fully realize the potential to assess meter accuracy, an MDMS will be required and calculations set up to match the unique usage profile conditions for the City customers. 10 Cost/Benefit Analysis A financial analysis was performed to identify the major cost categories and benefit areas based on the information, assumptions, and criteria identified in discussions with the City and contained in this report. 10.1 FINANCIAL MODEL An Excel -based financial analysis tool was utilized to support the development of a total cost of ownership financial analysis. This financial model is intended to accomplish the following: 1. Identify the costs associated with the AMI network implementation, MDMS implementation, and systems integration and project these costs over the multi-year period to implement the network and install the meters. 2. Identify the meter -related costs, including meter replacements, MTU installation, pit lid replacements, and related field work. 3. Identify the City and vendor project implementation costs and project these costs over the multi-year period to implement the project. 4. Identify the year -over -year, long-term costs to manage and support an AMI system. BLACK & VEATCH I Cost/Benefit Analysis 25G-161 43 44 AMI Feasibility Report I Client Name: City of Santa Ana S. Identify the project yearly costs savings by transitioning from a traditionally read meter and billing solution to an AMI solution. 10.1.1 Project Costs The cost component of an AMI implementation can be divided into two main categories: one-time costs and long-term or recurring costs. There are several major costs that combine to form the bulk of the one-time costs: 1. Metering Costs - Metering costs for the project account for replacing 37,739 meters, installing an AMI MTU on every meter in the field (44,565), and the likely replacement of meter box covers with a composite cover to allow the transmission of the AMI signal. The metering costs for the project are spread over the deployment period, which is assumed to be 3 years for the City. 2. AMI Network Costs - Network costs for the project are made up of two major components: network component procurement and network installation. The network cost is spread over the first year of the project as the network will be deployed over the complete area of service. Network data collector units will be owned by the City and maintained by the AMI vendor. 3. AMI, MDMS and Customer Portal Costs - Software and implementation costs to deploy, configure, and integrate the MDMS includes vendor, City, and integrator costs. AMI HES and MDMS will be hosted and managed by the AMI Vendor. Customer portal will be hosted and managed by the vendor. 4. Business Process and Change Management Costs - The introduction of the AMI system into the utility will result in business process redesign and organizational change. Displaced meter readers, job classification changes, and organizational changes must be managed and addressed. S. Project Management Costs - These capture the cost of the City resources as well as third - party resources working on the City's behalf for the project. 6. System Integration Costs - There are costs associated with the integration and testing of the end-to-end solution that are not captured in the above categories, typically a mixture of vendor, City IT, and party system integrator costs. Just like the one-time costs, long-term AMI implementation costs fall into several key categories. The major categories are as follows: 1. AMI Operations Team - The costs associated with operating and managing the AMI system and MDMS are captured based on the assumptions stated earlier. 2. Network Maintenance - There is a cost to manage and operate the network whether City does this itself or uses a managed service from the AMI vendor. This also includes backhaul communications costs and may include license fees depending on the technology chosen. It is assumed in this estimate that the network will be maintained by the AMI vendor. 25G-162 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT 3. System Operations and Maintenance (0&M) - The various systems installed as part of the AMI program are enterprise IT systems and must be managed and supported as such. Ongoing costs include IT support for routine administration and management as well as periodic upgrades. 4. Vendor Managed Services - The costs associated with the annual fees for the vendor to manage and operate the AMI and MDMS system. S. Water Meter Costs - The cost of AMI meters is higher than conventional manually read meters due to the additional cost of the AMI MTUs. Black & Veatch has performed a high-level construction of the estimated costs of a system wide AMI implementation for City and has developed the results shown in Table 5: Table 11 Estimated Cost of City AMI Program (Over 3 Year Period) (NPV far 18 Years) Project Management ; Project Management Office $378,000 Business Process and Change Management $35,000 ' _ Meter -Related New Water Meters $4,191,142 New AMI Modules (MTU) $3,426,457 Deployment Meter/MTU Labor $2,607,639 Box Modifications (lids, puck, antennae) _ $500,000 Network (Hardware and Installation) = — Network Implementation/Managed $220,000 $119,808 Service Systems CIS (Billing System) and Other System $25,000 t $18,761 Integration BLACK & VEATCH I Cost/Benefit Analysis 25G-163 45 46 AMI Feasibility Report ( Client Name: City of Santa Ana I AMI and MOMS (Vendor Managed System) AMI and MOMS Vendor Project Management AMI and MDMS Implementation/Managed Service ver 3 Year Period) �, (NPV for 18 Years) $250,000 $220,000 i ! - $704,754 Customer Portal (Vendor Managed I I i System) Customer Portal _ $214,443 $628,147 Implementation/Managed Service CITY AMI O&M AMI Operations _ -- --_ --- - ,^- -,_ _ -- -- 'y $1,605,261_ Project -Related Costs $12,067,681 Total Ongoing Operational Costs (NPV) $3,076,732 Contingency (10%) $1,206,768 $307,673 Subtotals $13,274,449 $3,384,405 The cost presented in Table 5 is an estimate only. Additional efforts would be required to obtain more refined numbers, including the issuance of Request for Proposals (RFPs) from vendors, to solidify product and service costs. Black & Veatch used its knowledge of the marketplace and information from the vendor community to develop these costs and believes that the costs are representative of what the City of this size should expect to pay. The total project costs (i.e., one-time costs experienced during the course of the 3 year implementation period) are approximately $13,274,449 million dollars. This does not include procurement or sourcing activities, cost of project financing, or corporate costs. The estimated $3,384,405 million recurring costs are those related to the ongoing support and 0&M of the AMI system over the 18 year life expectancy. This brings the estimated total cost of ownership in the range of $16,658,853 million. The City has an annual budget that includes a meter replacement program (1,500 meters per year). If this budget is taken into consideration for the project duration of three years, then the cost of 4,500 meter replacement can be used towards the AMI project thereby reducing the project cost. 25G-164 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT Approximately 37,739 meters will be replaced (at an approximate cost of $11 million plus installation costs) in this project and remaining meters will be fitted with MTUs, These meters will be replaced at the end of their life cycle whether AMI is implemented or not, hence meter replacement cost should be viewed as unavoidable while looking at the total cost of ownership. Also, the cost of AMI system 0&M and field services would still be there even if AMI is not implemented (it might be even more in the absence of AMI). The above points should be taken in consideration while evaluating overall cost of the AMI project. 10.1.2 Project Benefits Similar to other projects, a major goal of an AMI implementation is to offset some or all of the project costs with yearly costs savings as a result of implementing the project. The main benefits of an AMI implementation are derived through automation of manual meter reading process, improvement in meter accuracy and billing. Black & Veatch has broken down the business benefits into four key areas of the business: 1. Meter Reading -The cost savings derived in the meter reading department come from the following three main areas: a. Reduced labor costs due to the reduction of meter reading personnel and assigning them to new roles in the organization. b. Reduced capital costs due to a reduction of fleet vehicles for meter reading personnel. c. Reduced capital costs and 0&M to maintain the hardware and software used to manually read the meters. d. Elimination of the need to add additional meter reading resources to support full monthly meter reading and billing for all water customers. 2. Meter Operations -There will be both short-term and long-term costs savings for the meter operations department as follows: a. The City should expect a small revenue stream from recycling of the meters through the AMI meter roll-out, which will partially offset costs. b. The major cost savings for the meter operations department will come from reduced truck rolls. There will be reduction in field visits as daily reads will be available from the system and on demand reads can be acquired remotely in case of billing complaints or for other uses like move -in or move -out reads. 3. Billing Efficiency -The costs savings for the billing department are derived from the fact that an AMI solution will provide more accurate and timely reads available to the billing system on a constant basis. The costs savings are made up of the following: a. Reduced overhead costs by having to work fewer billing exceptions. b. Reduction in the number of rebills due to having more accurate readings and the reduction/elimination of bills based on estimated reads. c. Reductions in customer service representative (CSR) call handling and processing. BLACK & VEATCH I Cost/Benefit Analysis 25G-165 47 48 AMI Feasibility Report I Client Name: City of Santa Ana d. Benefit due to monthly billing and transition of customers to paperless billing (online payment). 4. Credit and Collections -There are three areas of potential costs savings for the credit and collections department as follows: a. The rapid identification of meter issues should result in a reduction of non -billable revenue due to unregistered usage. b. The AMI system should easily identify and detect water usage on vacant accounts resulting in a reduction in unbilled usage. c. The AMI system should also allow for faster identification of accounts where theft is occurring, which should again result in a reduction of unbilled usage. d. Increased revenue because of improvements in meter accuracy due to initial meter replacement, and then monitoring of meter use via the AMI data. S. In addition, there will be reduction in greenhouse gases as vehicles will not be required for meter reading activities. This benefit is calculated in terms of carbon dioxide equivalent (CO2E). Table 6 summarizes the primary benefit categories and results, Figure 15 provides a graphical representation of the benefits. Table 12 Benefits Categories BENEFITCATEGORY AMOUNT (NPV 18 YEARS) Meter Reading $2,403,592 Meter Operations _ $2,110,676 Billing Efficiency $2,537,305 Credit and Collection $2,890,520 ToTAL 0 25G-166 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT CO2 Reduction 400.06 metric tons CO2E in 18years Figure 15 City AMI Program Benefit Estimates © Meter Reading O Meter Operations u Billing Efficiency o Credit and Collection These estimates are based on an analysis of the information provided by City and Black & Veatch's experience and industry knowledge. The actual benefits will undoubtedly vary; additional benefit values will be experienced in some areas and less in others. The analysis performed to date is a high-level review and takes a reasonable approach, but more quantification can be done as the project progresses and the solution becomes more refined. The meter reading benefit includes the cost of the components that make up the meter reading organization today. Since a meter reading workforce is no longer required, all costs for current meter reading are captured as potential benefits. Costs related to the new organization and business processes to support meter reading activities are captured. The meter reading benefit also takes into account the cost of manual meter reading on a monthly basis. 10.1.3 Project Economics On the basis of the assumptions used, the initial high-level business opportunity assessment indicates that the project benefits cover a significant portion of the anticipated project costs. Actual benefits and costs will vary. Specifically, the initial project costs related to meters, MTUs, network and hosting fees offers the best opportunity for cost reductions as the City negotiates with the vendors. Given this initial estimated financial analysis, the business opportunity for the City for AMI appears both significant and valuable. 10.2 SERVICE LIFE While a service life of 15 to 20 years has been the expected norm and is widely quoted by most major AMI system vendors, the rapid evolution of metering and communications technologies is making this prospect more challenging. While a service life of 15 to 20 years is realistic for the metering infrastructure (e.g., DCUs and backhaul) and is certainly achievable for water meters, it is perhaps not realistic for the meter interface units to last 20 years. While most manufacturers offer 20 year module warranties, largely tied to battery life, 20 year service life may not be achieved from Li -ion powered field devices. Furthermore, most vendors begin their pro -rata warranty period at BLACK & VEATCH I Cost/Benefit Analysis 25G-167 49 50 AMI Feasibility Report I Client Name: City of Santa Ana 10 years, a clear indication of the risk of replacement they place on years 10 to 20. This should be an area of focus during vendor selection and negotiations. Warranty terms must be negotiated by the City to hedge against this risk 25G-168 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT 11 Project Roadmap Black & Veatch examined the potential impact of AMI on City and the constraints and benefits of such an implementation. On the basis of the contents of this report, specifically the benefit that City could obtain from AMI and the high-level business opportunity evaluation, Black & Veatch recommends that City pursue AMI project to cover all customers. This section identifies the next steps and the approach to procuring, implementing, and managing the AMI system at the City. Specific actions include the following: 0 Develop and engage a core AMI working group that has representatives from throughout the City organization that can act as a conduit to provide information to the team as well as communicate to their respective work groups. © Select an AMI program advisor and industry consultant to assist City in developing the more detailed strategies, design, and plans for AMI as well as support the project management and implementation. 0 Review this Smart Metering Technologies Feasibility Study and use it as a basis for the more detailed project design and definition. 0 Define the preferred program delivery approach to be used to solicit and implement the AMI program. 0 Develop detailed requirements documentation to support the procurement solicitations of the additional meters, AMI system, MDMS, meter deployment, and other services. 0 Develop a stakeholder and customer communications plan. 0 Develop a workforce management plan that incorporates the ideas presented in this report as well as the constraints and requirements within City. © Develop an initial high-level project schedule so that departments and work groups can identify potential impacts (positive and negative) on the other project plans and constraints that may be imposed on the AMI project. © Identify initial risks and how these risks will be mitigated or addressed within the context of the project. Some specific action items are discussed in more detail in the following sections, while others have already been presented. 11.1 PROGRAM DELIVERY APPROACHES One of the most important decisions that City will face is how best to organize, staff, and operate the program to meet its goals and objectives. Budget, schedule, resources and resource skills needs, experience, and time commitment can all be constraints once the detailed planning of the project commences and the planning team determines that more of what was committed (budget, time, resources, etc.) is needed to fulfill the commitments of the program. Decisions about the type organizational structure and the level of expertise will be required. These decisions will be based on technology and anticipated goals/benefits that prompt the need to consider a variety of options for meeting the program commitments. BLACK & VEATCH I Project Roadmap 25G-169 51 52 AMI Feasibility Report I Client Name: City of Santa Ana Several program implementation approaches are common in the AMI industry and are described here. It is assumed that the City will partner with product suppliers to deliver the configured products. The integrations between the AMI subsystems (AMI, MOMS, Customer Portal, CIS, asset management, inventory management, procurement, etc.,) is assumed to be designed and implemented by the utility or a utility partner. Five approaches are outlined as follows: a. Utility Implemented - Use of internal utility resources. b. Utility Led - Use of internal utility resources but utility leverage industry advisors. c. Project Implementer - Shift majority of work to outside contractor(s). d. Design, Build, Operate, and Transfer - General contracting approach (i.e., single partner responsible for all work). e. Managed Service - Vendor hosts the AMI HES and MDMS and manages it. Network is owned by City but installed and managed by the AMI vendor. 11.1.1 Utility Implemented The utility implementation approach consists of the exclusive use of the organization's internal resources for most design, implementation, and deployment of the integrated AMI and AMI subsystems. There are several reasons why this approach is usually not the most common approach. The enormous amount of skilled and experienced resources required to support any AMI program is good enough reason for most utilities to enlist the help of experienced partners. Performing the project on its own also minimizes the opportunity that the utility has to use best practices and learn from the industry's experience. 11.1.2 Utility Led The utility led approach consists of the utility leading much of the implementation work but engaging industry expertise to perform the actual design, configuration, integration, testing, and deployment. This alternative approach would require the utility to solicit the assistance of industry experts and vendors to assist with areas of work such as project planning and project management office startup and operations but would allow the utility to take advantage of industry knowledge. 11.1.3 Project Implementer The project implementer approach consists of the utility leading the planning and design work with assistance from industry experts as needed but includes the aid of industry experts to support the majority of implementation work (product configuration, systems integration, testing, and deployment). The utility normally selects an implementation partner that takes a significant role on the project implementation and has responsibility for most work streams. 25G-170 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT 11.1.4 Design, Build, Operate, and Transfer The design, build, operate and transfer (DBOT) approach consists of the outsourcing of the majority of planning, design, and implementation work to a general contractor (e.g., project or systems integrator perhaps). The utility or its agent would participate in ensuring the requirements of the AMI system meet the organizations business needs, but the operations and management oversight of the project, including the project management office, implementation team, and work and deployment tasks, would all be the responsibility of the general contractor. 11.1.5 Managed Service Managed Service approach consists of traditional Software as a Service (SaaS) approach where the vendor will host and manage the network, AMI HES and MDMS. Utility will manage the project and work with the vendors/partners. System integration at the utility end (billing system, work management system etc.) would be done by the utility or system integrator. The vendor would manage the integrations for AMI and MDMS. Meter deployment can be done by the utility and/or AMI vendor (or contractor). Utility will have access to systems and data hosted by the vendor to enable business operations, reporting and analytics. Managed service offers the benefit of less initial capital investment in hardware and software, quick start up, no need for skilled resources to manage AMI HES, MDMS and network, and the utility can focus on the core business rather than managing network and new systems. Black & Veatch's experience is that few utilities are currently pursuing the utility implemented or utility led approach. The resources required to manage a major AMI project as well as having staff on hand that are experienced and well versed in AMI project issues is rare. The use of a project implementer to act on the utility's behalf in the implementation of the AMI project is common. The DBOT approach is common for utilities that want to essentially outsource the project to a general project contractor or an AMI company or their partner. The City should consider the effort required to manage AMI HES, MDMS and network to assess if a managed service option would be better compared to DBOT (or having the systems implemented at the City by internal resources or contractors). The overall cost in having a managed service compared to having the systems hosted by the City should also be evaluated. Black & Veatch recommends for the City to consider the hosted option for AMI, MDMS Network management and Customer Portal as the vendors can provide cost effective services and experienced resources that can ramp up the project quickly. The City will have to train or hire resources with the right skills to manage AMI system and the cost of these resources and maintenance of the IT Systems by the City might be more as compared to the vendor service offerings. Black & Veatch recommends the City to leverage the experience and knowledge of an industry consultant/implementation partner. This will allow the City to leverage subject matter experts in the design and implementation of the AMI project. 11.2 PROCUREMENT APPROACH One of the most important lessons learned in the industry from previous AMI initiatives is that it is crucial to select the right partners. There are several partners the City will need to choose as it BLACK & VEATCH I Project Roadmap 25G-171 53 54 AMI Feasibility Report I Client Name: City of Santa Ana progresses on its AMI initiative - each poses a particular opportunity and challenge. A critical first step is to identify the proposed procurement approach. AMI projects contain significant technology and business partner elements that can impact the efficacy of the solution. The City will have to evaluate the proposals carefully as a long term and active support is required from the partners for sustainment of AMI. The City will want to partner with best -in -class solution providers. In the case of AMI providers, this involves the following elements: o Industry advisor and consultant. o Water meters. • AMI solution. • MDMS. ® Project implementation. C7 System integration. 17 Deployment services. ❑ Support Services. a Operation & Maintenance Some partners can perform multiple roles. As an example, there are vendors that have both AMI solutions and MDMS platforms, or companies that can provide industry advisor and project implementation services. The system integration role can be delivered by the project implementation lead or as a separate work stream. The deployment services should be left to those companies that have experience performing this work. The City will need to choose its partners based on key attributes that include the following: ❑ Experience - AMI projects are a unique type of project for utilities because they contain significant IT components, field work, and organizational components and are highly visible. The City should be wary of proponents that have limited AMI experience, and general water experience is not sufficient. o Proven Capabilities - Not all AMI projects have been equally successful, so the City must select partners that have demonstrated the capability to perform the scope of services for this type of projects. ® Scale - The City is not a large water utility and using partner's with small to medium utility experience is important. This is especially true for the AMI solution and MDMS as the solution offered by vendors must be cost effective. It is important that vendors must be able to provide adequate resources and support to the City. © Stability and Financial Strength - An AMI project will take a few years to complete and require significant amount of resources and investment. The City must ensure its partners have the ability to perform the services for the duration of the project. 25G-172 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT The City should maintain sufficient control over the key decisions for the project. If the City opts for a managed AMI and MDMS service, then a service level agreement should be clearly defined to meet the all the City's requirements. 11.3 PROJECT SCHEDULE The overall project timeline is variable depending on the rate of change the City wants to support, the availability of capital, competing projects, and the priority of the program. For the sake of the evaluation, Black & Veatch assumed a 3 year duration of the project as defined below, with some of the identified tasks being performed concurrently. 1. RFP process and contract award: 4 months This provides a reasonable amount of time for vendor negotiations and contract finalization, steps in the process which are often underestimated and prone to being drawn out. However, this is highly dependent on the City's procurement process and could ultimately take much longer. This can also be impacted by the selection of the project implementation structure, the need to better define roles and responsibilities, manage risk amongst the parties, and select financing options. 2. Business process (BP) redesign and organizational change management (CM): 4 months In view of the significant changes to the organization, it is recommended that the BP and CM activities begin early in the project. While not every aspect of the project can be defined at this early stage, plans for handling the reassignment of meter reading workforce, job classification, skills definition, and organizational responsibilities can be addressed. 3. Implementation of MDMS, AMI system services and software interfaces for billing processes: 4 months In order to ensure a successful meter deployment phase, it is recommended to deploy the MDMS in advance of meter deployment (unless AMI HES and data store would be used in place of MDMS). It is also necessary to install the initial portion of the AMI network to support meter deployment and the initiation of the AMI system -managed services and utility operations. 4. Network deployment: 12 months The complete AMI network deployment and stabilization will take one year. S. Full scale deployment: 36 months This is a reasonable period for meter replacements, MTU installations; and service work required by the AMI project but can be accelerated or slowed based on how rapidly City wishes to fully transition to AMI. The variable factors are the number of meter installers used, the quantity of meters that need to be replaced, and the impact on City annual capital expenditures. BLACK & VEATCH I Project Roadmap 25G-173 55 56 AMI Feasibility Report I Client Name: City of Santa Ana 6. Refinement of operations and monthly billing testing (optional): 6 months This period allows for stabilization of the system and the refinement of business processes and changes. Many utilities shut the project down at the completion of meter deployment, this causes the operations team to address lingering or unresolved items. This period allows for the completion and transition to monthly billing (if City wishes to implement it) and quality assurance (QA) testing of business processes. 7. The project will require project management office (PMO) to oversee the project implementation. One of the important task for the PMO will be internal and external communications. For AMI projects, external communications is very important and should be started when the decision to implement AMI is taken. Customers and other external stakeholders must be reached through various means such as: neighborhood meetings, customer notifications, community outreach and engagement. Open house and town hall meetings should be explored to answer questions and concerns from the community. Customers should be provided information to educate them and alleviate fears about the use of new technology for remote meter reading. Information should be provided through notifications and the City website that is easily accessible. 25G-174 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT Table 13 Project Timeline RFP Process and Contract Award 4 BP Redesign and Organizational Change 4 Management Implementation of MDMS, AMI System Services 4 and Software Interfaces for Billing Processes Network Deployment 12 .. ___ _ -- _____ _- _ i. ___ _ __ ___, .,._____, Full Scale Deployment 36 ■ ■ ' ■ Refinement of Operations and Testing of Monthly 12 Billing (Optional) ■ The overall project period is 3 years from inception, the City will initiate the RFP process for the project and will use the details contained herein to initiate the process. In the first year, business process, organizational management activities, MDMS and AMI systems integration and network implementation will take place. Once the network has been installed, meter deployment will begin in the first year and will continue until full meter deployment is accomplished by the end of third year. A lot of these activities can run in parallel with other tasks. In year 3, stabilization of the AMI system will be completed. A slower pace process is possible, but little would be gained other than incurring more costs and delaying benefits. 11.4 METER DEPLOYMENT PLAN Careful attention must be provided while developing the optimum meter deployment plan. Each utility has unique constraints and service area logistics, there are several common elements that every deployment plan must contain: ❑ The meter deployment must be done geographically to allow for efficiencies in the meter deployment process (i.e., the installer will work at adjacent customers on the same street or vicinity). 17 Meter deployment is normally done to allow for meter reading routes to be migrated from manual to AMI billing. This requires that meters on the route be changed over to the AMI system in order to eliminate significant inefficient manual readings. Having too many routes in the process at one time can delay meter reading and cost reduction benefits. El The AMI -enabled water meter deployment must follow the AMI network (collector/tower) installation. Normally, there is a lag of several weeks/months to allow the network devices to be installed, configured, stabilized, and if necessary, issues investigated and resolved. 17 The locations to start deployment can be based on areas that can maximize the business benefits. This could be areas with the oldest meters that could be less accurate or areas with the most significant write-offs or other drivers. An assessment of the benefits overlaid on the customer BLACK & VEATCH I Project Roadmap 25G-175 57 58 AMI Feasibility Report I Client Name: City of Santa Ana population can identify the potential preferred deployment from a business case optimization perspective. The City can start retrofitting the newer meters (less than 10 years old) with the MTUs initially and then follow up with routes having older meters. Or the City can start replacing meters on the routes having older meters first and then follow up retrofitting the newer meters. The City will have to make the decision based on operational efficiencies gained by changing out routes with old meters first. 11.5 RISK ASSESSMENT Black & Veatch defines project risk management as the processes to identify, analyze, and develop mitigation response strategies to project risks. Risks are typically identified in the following areas: © Execution Risk - Assess whether the project is properly planned, scope is well-defined and managed, and decision making is timely and accurate. 11 Executive Risk - Verify that key executives are involved, understand, and are committed to support the project objectives. 0 Technical Risk - Verify that technology architecture is sound and stable. Verify the integrity of data in the new system. Verify that appropriate security and controls are in place. © Functional Risk - Assess whether user requirements are well defined and aligned to business processes. Verify a strong user commitment/involvement to manage expectations and gain acceptance to the delivered system. 0 Resource Risk - Assess whether there is proper definition of resource requirements (skills and time) for the project. Assess whether the project team is effectively positioned to perform. ❑ Organizational Risk - Verify that communication strategies are in place to manage expectations and gain buy -in with internal and external stakeholders. Specific to the risks inherent in transformational initiatives that leverage the enabling technologies of MOMS and AMI solutions, Black & Veatch offers the following additional risk factors as examples of those that have been experienced by the industry and Black & Veatch clients and would need to be addressed by City: © Customer Adversity - Utilities have experienced some adverse publicity and customer lack of support for AMI initiatives because of experiences in the marketplace. Usually, these revolve around privacy issues, RF concerns, or cost. Black & Veatch advises its clients to produce a communication plan for all stakeholder groups - internal and external - that identifies likely issues, positions, and appropriate mitigation plans. The City should educate the customers through customer notifications (bill inserts, advertisements in newspapers/TV etc.), neighborhood meetings and community engagement. ❑ Technology Risk- The implementation of new technologies always carries some risk. There are viable and mature products in the marketplace that can meet the City�s requirements for the AMI solution, MOMS, and other components. There is, therefore, no reason to not select a proven and stable solution. In the course of the City's AMI project, there may be options to utilize new technologies or equipment to complement this solution set, and the risks and advantages of these will be analyzed, recommendations made and reviewed, and appropriate testing and validation identified. 25G-176 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT C1 The AMI system includes the replacement or modification of substantially every City customer meter. This portion of the program is a large field installation and logistics project. The use of a proven partner to assist with the meter replacement and MTU installation tasks reduces this risk and, through proper management of meter and equipment inventory, customer notification, coordination with billing dates, etc., the risks can be managed and the deployment turned into a well -coordinated program. ❑ The entire program that is envisioned by the City and described in this Black & Veatch report, both requires significant Cit/,s resources, involvement, and alters some business processes and job classifications within the organization. The business process redesign and organizational structure change needs special and careful attention. As with all large and complex projects, it is imperative that if the City is to proceed with the AMI system implementation the executive level of the City must be supportive of this initiative since large capital investment and resources are required for a successful implementation. 11.6 COMMUNICATIONS PLAN A comprehensive customer and stakeholder communications plan is essential. Very hard lessons have been learned in the electric utility industry, where a number of projects have been derailed, significantly delayed, or left utilities with poor public reputations as a result of poor communications strategies. Buy -in from stakeholders, both internal and external, is vital to the success of AMI projects, and City's eventual communications plan must consider all potential stakeholders. One critical item for which realistic expectations should be set is that no matter how proactive the City is, there will be individual customers/constituents who may react negatively to AMI, with little to no logical or valid technical basis for their positions. The concerns of these constituents must nevertheless be taken seriously and dealt with professionally. A facet missing from many utility communications plans is exactly how these types of concerns will be handled and who will handle them. Focusing on value that the customers will receive from the AMI project has proven a good approach to communicate the benefits from improved water metering and the ensuing service enhancements. 11.6.1 Privacy Privacy and security are likely to be important to a segment of residents at the outset of project implementation. This concern needs to be addressed and data made immediately available to the public prior to project initiation in order to improve the customer service experience. There is an opportunity for the City to balance any concerns about data security with the real improvement in customer privacy from the elimination of the periodic manual meter reading requirement for access to the customer's property. BLACK & VEATCH I Project Roadmap 25G-177 59 DW AMI Feasibility Report I Client Name: City of Santa Ana 12 Conclusion The North American water market is continuing to migrate from manual meter reading and lower capability AMR systems to AMI solutions. Black & Veatch supports this migration because of the tremendously transformative opportunity that AMI provides to utilities. As detailed throughout this report, AMI solutions provide a much richer quantity of data (including interval data on all meters), on a more frequent basis, and at a higher level of performance. This enabling technology will allow the City to leverage the meter data to improve operational efficiencies, support enhanced infrastructure management, enhance customer service, and serve as a platform for future programs and initiatives. The maturity of the water AMI market has continued to favorably evolve, and the City will be able to gain from the improvements in technology, capabilities (like leak detection), and cost savings that these improvements can provide. It is critical to understand the business drivers and benefits of AMI, as each utility has unique requirements and conditions. There does not appear to be significant additional downward trending for costs; the focus now is transitioning to the delivery of additional solution capabilities, especially around smart water analytics and customer engagement, so waiting would not likely deliver a lower cost solution to the City and its customers. The analytics and customer engagement solutions are built upon the core AMI solutions; although the City will initially focus on the AMI solution implementation and meter deployment, the market for the value- added solutions will continue to develop, allowing the City to take advantage of these enhancements also. The business case for the City appears to be favorable. Additional analysis must be done and a reasonable approach must be taken when evaluating costs and benefits since some of the aspects cannot be financially quantified such as customer engagement and customer service satisfaction. Additionally, there is an opportunity cost if the project is not implemented as there will be ongoing investment in the current manual meter reading technology, meter replacements and related labor costs. This ongoing investment in current technology can be used for the AMI project implementation. Enhanced customer service and providing hourly reads for all customers is a major strategic goal of the City that can be fulfilled by AMI project. This report details the challenges and business drivers that have been identified as the City continues to replace a number of its meters on annual basis. This is the opportune time to make the transition to AMI, rather than repeating the meter replacement or retrofit (with MTUs) at a later date. AMI initiatives involve the transformation of many aspects of the water utility and, given the proven value that they deliver, there has been an increase in AMI implementations across North America. Key aspects of the AMI initiatives include the following: ❑ Using the AMI system and underlying enabling technology to migrate from a periodic meter reading solution to a more constant information gathering process from the meters, arguably City's best connection with its customers. El Including the meter data management capabilities and other available analytics tools to leverage the base meter data for system planning, non -revenue water, customer leak detection, distribution leak detection, and other efficiency opportunities. 25G-178 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT El Enabling increased support for billing system and customer service representative tools to deliver improved and new customer service experiences. Provisioning data to customers via multiple communication paths to inform and educate on customer water use and management options. ❑ Delivering real quantifiable benefits to the City and its customers that build over time as the information from the AMI system is more integrated into the utility and its uses expanded. AMI is a strategic investment. While a well-managed and focused AMI initiative can deliver all of the items identified above, it also provides the foundation for a more technologically advanced water utility to deliver greater customer service and satisfaction. BLACK & VEATCH I Conclusion 25G-179 61 62 AMI Feasibility Report ( Client Name: City of Santa Ana Appendix A. Base Cost Data Information Collected (stuck/stopped meters) Reduced Consumption on Vacant 1; Number ottield visits per year due to meter problems that identify stuck or stopped meters Total consumption of water on vacant accounts which are not I Any third -party meter reading costs and description of f' services Direct Labor billed, on annual basis (no new responsible party) Faster Detection of and Collection on Theft Estimate of percentage of water production or specific - l L_...._ _.. amount of water theft L------______----- — -- — - - Ratio of meter tamper versus diversion of the total theft Indirect labor costs as percentage of above direct labor ( I Amount of theft actually billed and percentage collected lVeIicle costs for meter readers and supervisors - per mile or J Improved Collections (reduced write-offs) _ Amount of annual write-offs due to non -pay and non - Anticipated vehicle capital replacement costs - number of collectable ;Reduced Interest Costs Due to Aggressive — i I^Days past due before turn-off allowed today under current +` Turn -Offs for Nonpayment — — }! policy ' Average size of delinquent bill at turn-off I Reduced Customer Communications Cost for ; Number and type of communication efforts performed prior Collections to turn-off Cost for each communication effort Pre -Pay --Reduction in Costs to Manage Total residential annual water revenue /Working Capital Improvement Monthly Billing Cash Flow Improvement - Transition from Bimonthly Billing Monthly Billing Transition Reduction in f Collection Issues C � I Any third -party meter reading costs and description of f' services Direct Labor Direct meter reader labor JrMeterreaderservisionlabor costs up `Supervision/Management ------- - -- -- --- L------______----- — -- — - - Benefits/Pensions/Payroll Taxes Indirect labor costs as percentage of above direct labor Vehicle Costs (O&M and Operating Leases) lVeIicle costs for meter readers and supervisors - per mile or annual cost allocation Anticipated vehicle capital replacement costs - number of vehicles, age distribution, replacement age, and replacement cost 25G-180 Client Name: City of Santa Ana ) AMI FEASIBILITY REPORT Meter Reading Support Services Costs Meter support clerk or similar Uniform and Other Service Costs annual costs of supplied uniforms or credits towards purchase Recruitment/Staffing Costs Due to Ongoing Annual turnover of meter readers Turnover Estimated cost to hire and train one new meter reader Meter Reading Costs by Non -meter Reader Charge back or cost allocation by other resources that Classifications perform meter reading activities Meter Reading Software (e.g., MV -RS) Annual Annual cost for software maintenance Maintenance Costs Meter Reading Software Upgrade Costs Average internal between upgrades in years Average vendor and internal IT costs for one upgrade Meter Reading Software Hardware Upgrade IT hardware upgrades to support meter reading software - Costs amount and interval required Avoided Communication Costs -- Cell Phones Total cell phone costs or number of phones and average cost for meter readers and supervision Annual Software License - Route Planning Annual software costs of route planning software, if used Avoided Purchase of Existing Meter Annual purchase of AMR technologies that would be replaced Automation End Points by AMI endpoints Reduced Injuries and Claims (self-insured) Annual costs of injury claims for meter reading activities Annual cost of claims by customers due to meter reading activities Self-insured? Avoided Communication Costs -- POTS, Two Number of remotely read meters with POTS or cellular Way Radio or Cellular connection Cost of each POTS or cellular line Handheld Costs --Yearly Maintenance and Annual maintenance or warranty charge for handheld devices Repair Annual repair costs for handheld devices Salvage of Handheld Equipment Number of existing handheld devices in use Handheld Costs --Avoided Purchases Number of handheld devices replaced per year Cost of each handheld device Handheld Costs --Avoided Operating System Cost if anticipated in next three years Upgrade Avoided Purchase of Load Research Meters or Number of recording or specialty meters used for load Recorders research or similar purposes BLACK & VEATCH I Appendix A. Base Cost Data Information Collected 63 25G-181 64 AMI Feasibility Report l Client Name: City of Santa Ana i UbL ui eeui nrcicI OperationsMeter Reduction in Physical Turn -Off and Lock due 1 Number of annual meter turn-off and lock trips^ Ito Nonpayment Cost of each trip Reduction in Field Trips{move in/out) I Number of trips to obtain change of party read not I performed by meter readers Cost of each trip ! Reduction in Field Trips (high bill complaints) ' I Number of trips due to high bill complaints not performed by I meter readers Cost of each trip Avoided Costs of Meter Relocation due to _ I Number and total cost of meter relocations — + Access Restrictions Reduction in Load Research Meter Trips Number of trips to install, check, read, or remove special load research meters Avoided Trip Costs due to Reduction in Meter Number of annual meter failures where meter replaced Failures Cost of each meter replacement J Deferral of Meter Testing/Sampling (meter J Costs associated with sample testing of meters removed i shop costs) Deferral of Required Meter Exchanges for Annual meter replacement costs due to programmatic Sampling (field costs) replacement Number of meters replaced annually Salvage Value of Replaced Meters and : Salvage value of water meters based on meter size Reading Equipment Salvage Value of Replaced Pit Lids Salvage value of meter lids replaced with composite -Meter — .i Inventory Consolidation Logistics Savings Warehouse and materials savings related to reduction in • meter types Reduction in Ongoing Meter Repair Activities +{-Annual costs to repair meters . and Costs I I I Billing, Revenues, and Call Center Number of meters currently repaired annually Improved Billing Exception Resolution Number of billing exceptions worked annually FReduced Billing Exceptions Cost of each billing exception Reduced Manual Effort to Create Estimates Cost to create an estimated bill 25G-182 Client Name: City of Santa Ana ( AMI FEASIBILITY REPORT Reduced Re -bills Improved Cash Flow from Receiving Reads Earlier in Billing Window Number of rebills issued annually Cost of each rebill Annual revenue from water operations Average accounts receivables Increased Revenue Due to Locating Previously Estimated number of meters in service area not currently Unbilled Meters Reduction in Call Center Calls (high bills, leaks, etc.) Improved Meter Accuracy Rapid Identification of Excessive Usage Detection Reduced Water Revenue Loss Due to Stuck and Broken Meters Consolidated Billing Options System Planning and Engineering Improvements due to High Resolution Meter Data Advanced.Applications Acoustic Leak Detection Reduced Labor Costs for Relocating Leak Detection Devices on Ongoing Basis Reduced Water Loss Due to Earlier Detection of Leaks Pressure Monitoring being billed Call center handling information: number of calls for each category tracked Estimate of current average meter inaccuracy, either in aggregate or by meter category Number of meter problems related to excess usage complaints Number of broken or stuck meters Costs experienced by engineering group to develop base data for studies that would be eliminated by provision of system wide daily or hourly data Number of portable leak detection devices in use Number of times portable leak detection devices are moved Cost of each move Number of water leaks detected prior to catastrophic failure Number of catastrophic leaks Average water loss for different categories of leaks Reduced Time to Locate and Resolve System Number of pressure -related problems undetected Problems Cost to respond and resolve pressure -related problems BLACK & VEATCH I Appendix A. Base Cost Data Information Collected 25G-183 65 66 AMI Feasibility Report I Client Name: City of Santa Ana Reduced Labor and Equipment Required to Number of Water quality monitoring sites i Monitor Wells and Similar Locations Monitoring intervals for sites Cost for each monitoring visit —e -- — -- — -- ,r Custoer -m- — Benefits Reduced Water Production Costs Carbonjileduction Carbon Offset Value Total number of miles driven by meter readers. Total miles translated to metric ton reduction in CO2 emissions 25G-184 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT Appendix B. Assumptions The development of the smart water opportunity assessment, high level financial analysis, and recommendations for City is based on Black & Veatch's knowledge of the North American water utility industry, AMI marketplace, and utility experiences with smart water. It also incorporates Black & Veatch observations gained through many conversations and working sessions with City staff and the interpretation of the discussions. Various assumptions have been developed that form a foundation for the comments and recommendations contained in this report, the most significant of which are as follows: ❑ Water conservation is a significant business driver for City and its customers. ❑ While the AMI solution provides a foundation for future smart water initiatives, such as the collection of pressure and Bow monitoring, these benefits are strategic but not quantified at this time. 17 City meter assets have a range of age distribution. At the time that City selects its AMI vendor and produces a deployment plan, it will need to decide on meter purchases, but for the purposes of this analysis, it is assumed that most water meters under 10 years old will be retrofitted with MTUs instead of replacing the meter to minimize project costs, reduce asset write-offs, and align the underlying meter asset life to the newly installed AMI MTU life. © City should evaluate AMI solutions that support an integrated leak detection capability to gain efficiencies around managing non -revenue water. 17 Given City s current staffing and organization in the meter operations and information technology areas, and in the interests of allowing City to focus on core competencies, it is assumed that the preferred operational model for an AMI solution will be a managed service approach leveraging the capabilities and competencies of an AMI vendor or partner. BLACK & VEATCH I Appendix B. Assumptions 25G-185 67 68 AMI Feasibility Report ) Client Name: City of Santa Ana Appendix C. List of Vendors The following list of vendors is provided as a sample, this list is not exhaustive and other vendors may offer their products or services to meet the AMI requirements. Some of the vendors may provide multiple products, for e.g. AMI vendor may offer MDMS or MDMS and Customer Portal or the Customer Portal vendor may also offer MDMS. 25G-186 Aclara Aclara (Fathom) rAquaHawk Badger — Dropcountr Clear MDM ry' Dropcountr . Elster Electsolve uCentra H20score Itro-n Elster LNexant iEnergy I Master Meter Harris Utilities Metersense Omniearth Mueller Itron — Smart Utility Systems (SUS) J Neptune Neptune N_Sight IQ Waterfluence Sensus — ,--_-Oracle jd WaterSmart i Master Meter Harmony Water MDM I Sensus Logic MDM Siemens EnergylP Smart Utility Systems (5US) i 25G-186 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT Appendix D. Functional Requirements for AMI General AMI functional requirements are provided here as a guideline. Meter specifications and technical details to be provided by the City of Santa Ana meter department. General Requirements The AMI System must: 1. Ensure data security and privacy in transmission from meter to AMI HES 2. Must be scalable to support a minimum of 46,000 water meters (with possibility of future growth) 3. Vendor must provide details of other functionality supported by the AMI system like distribution system leak detection support, support for other devices on the AMI network (Sensors for SCADA), pressure monitoring etc. 4. AMI System should specify the frequency used for radio communications, clearly specify if this is licensed frequency or unlicensed frequency AMI Meter Transmission Unit (MTU) The AMI MTU's must: 1. Read and store hourly interval data. MTU must be programmable to change data transmission frequency 2. Record and transmit alarms over the network (e.g., meter tamper/theft detection, backflow, leakage, etc.) 3. Must have a minimum battery life of 20 year (if less please specify details and battery life) 4. Be compatible with Badger meters (compatibility with other meters must be provided) AN System — Data collectors and Repeaters 1. The data collector must be able to connect to cellular, Ethernet, fiber networks for data backhaul to AMI HES 2. Data collector must have a backup battery to provide power in case of electricity failure 3. If AMI solution requires use of repeaters to extend range, please specify details of the repeaters 4. Data collectors and Repeaters would be programmed, installed and tested by the AMI vendor (or contractor as per agreement with City) S. AMI vendor would ensure that network is available 240 and a high percentage of meter reads are collected (metrics to be defined in agreement) 4.3.2 AMI Headend System 1. AMI HES must be able to collect all meter read data daily (for the previous day) by 4 am and transfer the data to MDMS by 6 am for processing (or other time specified by City) 2. AMI headend system must be capable of managing the AMI network, monitor status of all network devices and report network issues like Data collector, Repeater, MTU or Meter failure 3. AMI headend system must be capable of managing over the air firmware update to MTU, Data Collector, repeaters etc. BLACK & VEATCH I Appendix D. Functional Requirements for AMI 69 25G-187 70 AMI Feasibility Report I Client Name: City of Santa Ana 4. AMI headend system must be capable of managing and monitoring all network devices for routine maintenance/replacement or identifying issues (e.g. monitoring status of backup battery in Data collector or assigning replacement of battery after the normal life is over) 5. AMI headend system must be capable of integration with other utility system like CIS, GIS, SCADA, MDMS, customer portal etc. through standard integration interfaces 6. AMI headend system will manage scheduled reads for all meters on a daily basis and also provide the capability to read any meter on demand with very low latency (real time) 7. AMI headend system must be able to collect alarms or events transmitted by the MTU and generate reports 8. AMI headend system must be capable of providing data in standard meter read file formats (as specified by City in addition to flat file, XML etc.) 9. Time synchronization between AMI headend and field devices (MTU, DCU, repeaters etc.) must be maintained to avoid errors in meter read timestamps 10. It is preferable to have mapping capability in the AMI HES to display meter/MTU, data collectors, repeaters and network status details on the map MDMS In case AMI HES can store meter read data and provide hosting services to City, then MDMS is not required (in this case AMI vendor should specify if the system can do VEE on data or not). However, if the AMI vendor can provide AMI HES and MDMS hosted service for a nominal charge, then it would be an advantage to City. In this case, City can bring data from all pilots in this MDMS and conduct evaluation. City needs a place to store the data that would be collected by PG&E pilot. This can be a small database or MDMS. 1. MDMS will process the meter reads received from the AMI Headend system and conduct VEE as per the rules. Cleansed data would be stored in the MDMS for pilot evaluation 2. In case, data is manually edited or estimated data is replaced by actual reads (received at a later date), all versions of data must be maintained by MDMS 3. Billing data provided by MDMS to CIS should be clearly identified from the various data versions available 4. MDMS will handle the meter history related to the customer account S. MDMS must provide leakage, tamper/theft detection, meter alarms (like backflow etc.) obtained from the AMI HES in reports 6. MDMS will have the capability to identify High/low usage or abnormal usage (usage in a vacant property etc.) and generate reports 7. MDMS will identify meters not reporting reads 8. MDMS will identify meters registering zero usage 9. MDMS will be capable of meeting billing requirements from the CIS/billing system 10. MDMS will identify meters/accounts which do not have the bill ready data available in the billing window and generate a report of such meters/accounts 11. MDMS will provide manual (graphical if possible) tools for data editing in addition to the automated estimation algorithms 12. Auditing capability must be provided to keep track of users editing the data 25G-188 Client Name: City of Santa Ana 1 AMI FEASIBILITY REPORT 13. MOMS must be capable of handling standard meter read files from various AMI vendors. 14. MDMS must have capability to display usage data in graphical and tabular formats 15. MOMS must have the capability to export data in standard file formats 16. MDMS should have the capability to aggregate data based on TOU (Time of Use) bins or customer rate class or any other future requirement for billing, rate design etc. 17. MDMS must provide data aggregation based on district metering or other criteria to calculate loss and for engineering planning and analysis 18. MDMS must provide capability for custom reports and queries 19. MDMS must be capable to support deduct and compound meters Customer Portal / Analytics The customer portal must: 1. Provide validated data from MDMS in hourly intervals 2. Display data in graphical and tabular formats 3. Allow customers to compare water use data from different periods 4. Support alerts (leakage, backflow etc.) and usage limits, sent as email, phone or text message 5. Allow customers the ability to download water usage and other data in standard data formats (PDF, MS Excel, flat files, CSV or other) 6. Be available on multiple devices (e.g., PCs, Laptops, Tablets, Smart Phones) 7. Maintain privacy and security of customer data. Customer verification and authentication must follow industry standards Optional preferences include: 1. Provide customers the choice to compare water usage against similar customers or similar predefined groups 2. Allow customers with multiple accounts to view usage at individual and aggregated level 3. Offer a single sign -on to the customers (same username and password as the customer account for the utility is preferable) 4. Allow customers to estimate water bill amounts BLACK & VEATCH I Appendix D. Functional Requirements for AMI 25G-189 71 n AMI Feasibility Report I Client Name: City of Santa Ana Appendix E. Glossary of Abbreviations and Terms AMI - Advanced Metering Infrastructure, It consists of the smart meters, communications network and the associated system, and data management software that together create a two-way network between meters and utility business systems, enabling collection and distribution of information. AMR - Automated Meter Reading. Using handheld or mobile technology to automate the meter read collection process. BP - Business Process CCF - Hundred Cubic Feet CIS - Customer Information System (Billing System) CITY - City of Santa Ana CM - Change Management CMMS - Computerized Meter Management System Collector - Network element responsible for communicating directly with water meter MIUs CO2E - Carbon Dioxide Equivalence (Measure for GHG emissions) CPUC - California Public Utility Commission CSR - Customer Service Representative DBOT - Design, Build, Operate, and Transfer DCD - Handheld or vehicle -mounted data collection device for AMR DCU - Data Collection Unit DMA - District Metered Area EAM - Enterprise Asset Management GHG - Green House Gas GIS - Geographic Information System HES - Head End System IT - Information Technology MDMS - Meter Data Management System Mesh - Type of AMI network where devices form into coordinated networks MTU - Meter Transmission Unit (also known as MIU - Meter Interface Unit) 25G-190 Client Name: City of Santa Ana I AMI FEASIBILITY REPORT MV -RS - Multi Vendor Read System NAAS - Network as a Service O&M -Operations and Maintenance RF - Radio Frequency RFP - Request for Proposal SaaS - Software as a Service SCADA - Supervisory Control and Data Acquisition SoCal Gas - Southern California Gas STAR - Type of AMI point -to -multipoint network VEE - Validation, Estimation and Editing WOMS - Work Order Management System TCO - Total Cost of Ownership WAN - Wide Area Network BLACK & VEATCH I Appendix E. Glossary of Abbreviations and Terms 25G-191 73 25G-192