7448 - Contract Executed
Docusign City Council Transmittal Coversheet
File Name
Purchasing Contact
City Council Target Date
Piggy Back Option
Contract Expiration
Ordinance
DocuSign Envelope ID: F28E6DC9-13D6-4C81-BB41-ED189F3BD910
Not Applicable
7448RFP
AMI--AMR FEASIBILITY STUDY
Crystal Westbrook
December 17, 2020
N/A
20-2508
City of Denton, Texas Contract 7448
Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 1 of 18
PROFESSIONAL SERVICES AGREEMENT
FOR CONSULTING SERVICES
FILE 7448
STATE OF TEXAS §
COUNTY OF DENTON §
THIS AGREEMENT (the “Agreement”) is made and entered into on
________________________, by and between the City of Denton, Texas, a Texas municipal
corporation, with its principal office at 215 East McKinney Street, Denton, Denton County, Texas
76201, hereinafter called “OWNER” and Jacobs Engineering Group Inc. , with its corporate office
at 1999 Bryan Street, Dallas, TX 75201, hereinafter called “CONSULTANT,” acting herein, by
and through their duly authorized representatives.
WITNESSETH, that in consideration of the covenants and agreements herein contained,
the parties hereto do mutually agree as follows:
ARTICLE I
CONSULTANT AS INDEPENDENT CONTRACTOR
The OWNER has selected CONSULTANT on the basis of demonstrated competence and
qualifications to perform the services herein described for a fair and reasonable price pursuant to
Chapter 2254 of the Texas Government Code. The OWNER hereby contracts with the
CONSULTANT as an independent contractor and not as an employee, and as such, the OWNER
will not assert control over the day-to-day operations of the CONSULTANT. The CONSULTANT
is customarily engaged to provide services as described herein independently and on a
nonexclusive basis in the course of its business. This Agreement does not in any way constitute a
joint venture between OWNER and CONSULTANT. The CONSULTANT hereby agrees to
perform the services described herein based on the skills required for the scope of work in
connection with the Project as stated in the sections to follow, with diligence and in accordance
with the highest professional standards customarily obtained for such services in the State of
Texas. The professional services set out herein are in connection with the following described
project:
The Project shall include, without limitation, AMI-AMR Feasibility Study, as described in
Exhibit A, which is on file at the purchasing office and incorporated herein (the “Project”).
ARTICLE II
SCOPE OF BASIC SERVICES
The CONSULTANT shall perform the following services in a professional manner:
A. The CONSULTANT shall perform all those services as necessary and as described in the
OWNER’s RFP 7448-AMI-AMR Feasibility Study, which is on file at the purchasing
office and made a part hereof as Exhibit A as if written word for word herein.
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B. To perform all those services set forth in CONSULTANT’s proposal, which proposal is
attached hereto and made a part hereof as Exhibit B as if written word for word herein.
C. CONSULTANT shall perform all those services set forth in individual task orders, as
described in Exhibit B, which shall be attached to this Agreement and made a part hereof.
D. If there is any conflict between the terms of this Agreement and the exhibits attached to
this Agreement, the terms and conditions of this Agreement will control over the terms and
conditions of the attached exhibits or task orders.
ARTICLE III
ADDITIONAL SERVICES
Additional services to be performed by the CONSULTANT, if authorized by the OWNER,
which are not included in the above-described Basic Services, may be negotiated as needed, per
rates included in Exhibit B.
A. Preparing applications and supporting documents for government grants, loans, or planning
advances and providing data for detailed applications.
B. Preparing data and reports for assistance to OWNER in preparation for hearings before
regulatory agencies, courts, arbitration panels or mediator, giving testimony, personally or
by deposition, and preparations therefore before any regulatory agency, court, arbitration
panel or mediator.
C. Assisting OWNER in preparing for, or appearing at litigation, mediation, arbitration, dispute
review boards, or other legal and/or administrative proceedings in the defense or prosecution
of claims disputes with Contractor(s).
D. Assisting OWNER in the defense or prosecution of litigation in connection with or in
addition to those services contemplated by this AGREEMENT. Such services, if any, shall
be furnished by CONSULTANT on a fee basis negotiated by the respective parties outside
of and in addition to this AGREEMENT.
E. Visits to the site in excess of the number of trips included in Exhibit B.
F. Preparing statements for invoicing or other documentation for billing other than for the
standard invoice for services attached to this professional services agreement.
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City of Denton, Texas Contract 7448
Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 3 of 18
ARTICLE IV
TIME OF COMPLETION
CONSULTANT is authorized to commence work under this contract upon execution of this
AGREEMENT. CONSULTANT shall perform and complete its obligations herein in a prompt
and continuous manner, so as to not delay the completion of the Project in accordance with the
schedules as described in Exhibit B. The contract shall remain effective for a period which may
reasonably be required for the completion of the Project, acceptance by an authorized
representative of the OWNER, exhaustion of authorized funds, or termination as provided in this
Agreement, whichever occurs first.
ARTICLE V
COMPENSATION
A. COMPENSATION TERMS:
1. “Subcontract Expense” is defined as expenses incurred by the CONSULTANT in
employment of others in outside firms for services related to this agreement.
2. “Direct Non-Labor Expense” is defined as that expense for any assignment incurred
by the CONSULTANT for supplies, transportation and equipment, travel,
communications, subsistence, and lodging away from home, and similar incidental
expenses in connection with that assignment.
B. BILLING AND PAYMENT: For and in consideration of the professional services to be
performed by the CONSULTANT herein, the OWNER agrees to pay, based on the cost
estimate detail at an hourly rate shown in Exhibit B which is attached hereto and made a
part of this Agreement as if written word for word herein, a total fee, including
reimbursement for direct non-labor expenses not to exceed $79,720.
Partial payments to the CONSULTANT will be made on the basis of detailed monthly
statements rendered to and approved by the OWNER through its City Manager or his
designee; however, under no circumstances shall any monthly statement for services
exceed the value of the work performed at the time a statement is rendered.
Nothing contained in this Article shall require the OWNER to pay for any work which is
unsatisfactory, as reasonably determined by the City Manager or his designee, or which is
not submitted in compliance with the terms of this Agreement. The OWNER shall not be
required to make any payments to the CONSULTANT when the CONSULTANT is in
default under this Agreement.
It is specifically understood and agreed that the CONSULTANT shall not be authorized to
undertake any work pursuant to this Agreement which would require additional payments
by the OWNER for any charge, expense, or reimbursement above the maximum not to
exceed fee as stated, without first having obtained written authorization from the OWNER.
The CONSULTANT shall not proceed to perform the services listed in Article III
“Additional Services,” without obtaining prior written authorization from the OWNER.
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City of Denton, Texas Contract 7448
Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 4 of 18
C. ADDITIONAL SERVICES: For additional services authorized in writing by the OWNER
in Article III, the CONSULTANT shall be paid based on the Schedule of Charges at an
hourly rate shown in Exhibit B. Payments for additional services shall be due and payable
upon submission by the CONSULTANT and approval by the City staff, and shall be in
accordance with subsection B hereof. Statements shall not be submitted more frequently
than monthly.
D. PAYMENT: If the OWNER fails to make payments due the CONSULTANT for services
and expenses within thirty (30) days after receipt of the CONSULTANT’s undisputed
statement thereof, the amounts due the CONSULTANT will be paid interest in accordance
with the Texas Government Code 2251.025. Additionally, the CONSULTANT may, after
giving seven (7) days’ written notice to the OWNER, suspend services under this
Agreement until the CONSULTANT has been paid in full all amounts due for services,
expenses, and charges. Nothing herein shall require the OWNER to pay the late charge if
the OWNER reasonably determines that the work is unsatisfactory, in accordance with this
Article V, “Compensation,” there is a bona fide dispute concerning the amount due, or the
invoice was not mailed to the address or in the form as described in this Agreement. The
OWNER will notify CONSULTANT of any disputes within twenty-one (21) days of
receipt of the invoice.
E. Invoices shall be sent directly to the City of Denton Accounts Payable Department, 215 E
McKinney St, Denton, TX, 76201-4299. A pro-forma invoice shall be sent to the contract
administrator. It is the intention of the City of Denton to make payment on completed
orders within thirty days after receipt of invoice or items; whichever is later, unless unusual
circumstances arise. Invoices must be fully documented as to labor, materials, and
equipment provided, if applicable, and must reference the City of Denton Purchase
Order Number in order to be processed. No payments shall be made on invoices not
listing a Purchase Order Number.
ARTICLE VI
OBSERVATION AND REVIEW OF THE WORK
The CONSULTANT will exercise reasonable care and due diligence in discovering and
promptly reporting to the OWNER any defects or deficiencies in the work of the CONSULTANT
or any subcontractors or subconsultants.
ARTICLE VII
OWNERSHIP OF DOCUMENTS
All documents prepared or furnished by the CONSULTANT (and CONSULTANT’s
subcontractors or subconsultants) pursuant to this Agreement are instruments of service, and shall
become the property of the OWNER upon the termination of this Agreement. The
CONSULTANT is entitled to retain copies of all such documents. The documents prepared and
furnished by the CONSULTANT are intended only to be applicable to this Project, and OWNER’s
use of these documents in other projects shall be at OWNER’s sole risk and expense. In the event
the OWNER uses any of the information or materials developed pursuant to this Agreement in
another project or for other purposes than specified herein, CONSULTANT is released from any
and all liability relating to their use in that project.
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Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 5 of 18
ARTICLE VIII
INDEMNITY AGREEMENT
THE CONSULTANT SHALL INDEMNIFY AND SAVE AND HOLD HARMLESS
THE OWNER AND ITS OFFICERS, OFFICIALS, AGENTS, AND EMPLOYEES FROM
AND AGAINST ANY AND ALL THIRD PARTY LIABILITY, CLAIMS, DEMANDS,
DAMAGES, LOSSES, AND EXPENSES, INCLUDING, BUT NOT LIMITED TO COURT
COSTS AND REASONABLE ATTORNEY FEES ASSERTED AGAINST OR INCURRED
BY THE OWNER, AND INCLUDING, WITHOUT LIMITATION, DAMAGES FOR
BODILY AND PERSONAL INJURY, DEATH AND PROPERTY DAMAGE,
RESULTING FROM THE NEGLIGENT ACTS OR OMISSIONS OF THE
CONSULTANT OR ITS OFFICERS, SHAREHOLDERS, AGENTS, OR EMPLOYEES
INCIDENTAL TO, RELATED TO, AND IN THE EXECUTION, OPERATION, OR
PERFORMANCE OF THIS AGREEMENT.
Nothing in this Agreement shall be construed to create a liability to any person who is not
a party to this Agreement, and nothing herein shall waive any of the parties’ defenses, both at law
or equity, to any claim, cause of action, or litigation filed by anyone not a party to this Agreement,
including the defense of governmental immunity, which defenses are hereby expressly reserved.
ARTICLE IX
INSURANCE
During the performance of the services under this Agreement, CONSULTANT
shall maintain insurance in compliance with the requirements of Exhibit C which is
attached hereto and made a part of this Agreement as if written word for word herein.
ARTICLE X
ALTERNATIVE DISPUTE RESOLUTION
The parties may agree to settle any disputes under this Agreement by submitting the dispute
to mediation with each party bearing its own costs of mediation. No mediation arising out of or
relating to this Agreement, involving one party’s disagreement may include the other party to the
disagreement without the other’s approval. Mediation will not be a condition precedent to suit.
ARTICLE XI
TERMINATION OF AGREEMENT
A. Notwithstanding any other provision of this Agreement, either party may terminate by
giving thirty (30) days’ advance written notice to the other party.
B. This Agreement may be terminated in whole or in part in the event of either party
substantially failing to fulfill its obligations under this Agreement. No such termination
will be affected unless the other party is given (1) written notice (delivered by certified
mail, return receipt requested) of intent to terminate and setting forth the reasons specifying
the non-performance, and not less than fifteen (15) calendar days to cure the failure; and
(2) an opportunity for consultation with the terminating party prior to termination.
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C. If the Agreement is terminated prior to completion of the services to be provided hereunder,
CONSULTANT shall immediately cease all services and shall render a final bill for
services to the OWNER within thirty (30) days after the date of termination. The OWNER
shall pay CONSULTANT for all services properly rendered and satisfactorily performed
and for reimbursable expenses to termination incurred prior to the date of termination, in
accordance with Article V “Compensation.” Should the OWNER subsequently contract
with a new consultant for the continuation of services on the Project, CONSULTANT shall
cooperate in providing information. The CONSULTANT shall turn over all documents
prepared or furnished by CONSULTANT pursuant to this Agreement to the OWNER on
or before the date of termination, but may maintain copies of such documents for its use.
ARTICLE XII
RESPONSIBILITY FOR CLAIMS AND LIABILITIES
Approval by the OWNER shall not constitute, nor be deemed a release of the responsibility
and liability of the CONSULTANT, its employees, associates, agents, subcontractors, and
subconsultants for the accuracy and competency of their designs or other work; nor shall such
approval be deemed to be an assumption of such responsibility by the OWNER for any defect in
the design or other work prepared by the CONSULTANT, its employees, subcontractors, agents,
and consultants.
ARTICLE XIII
NOTICES
All notices, communications, and reports required or permitted under this Agreement shall
be personally delivered or mailed to the respective parties by depositing same in the United States
mail to the address shown below, certified mail, return receipt requested, unless otherwise
specified herein. Mailed notices shall be deemed communicated as of three (3) days’ mailing:
To CONSULTANT: To OWNER:
Jacobs Engineering Group Inc. City of Denton
Phil Yerby, P.E. Principal Purchasing Manager –File 7448
1999 Bryan Street 901B Texas Street
Dallas, TX 75201 Denton, Texas 76209
All notices shall be deemed effective upon receipt by the party to whom such notice is
given, or within three (3) days’ mailing.
ARTICLE XIV
ENTIRE AGREEMENT
This Agreement and related exhibits constitute the complete and final expression of this
Agreement of the parties, and is intended as a complete and exclusive statement of the terms of
their agreements, and supersedes all prior contemporaneous offers, promises, representations,
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Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 7 of 18
negotiations, discussions, communications, and agreements which may have been made in
connection with the subject matter hereof.
ARTICLE XV
SEVERABILITY
If any provision of this Agreement is found or deemed by a court of competent jurisdiction
to be invalid or unenforceable, it shall be considered severable from the remainder of this
Agreement and shall not cause the remainder to be invalid or unenforceable. In such event, the
parties shall reform this Agreement to replace such stricken provision with a valid and enforceable
provision which comes as close as possible to expressing the intention of the stricken provision.
ARTICLE XVI
COMPLIANCE WITH LAWS
The CONSULTANT shall comply with all federal, state, and local laws, rules, regulations,
and ordinances applicable to the work covered hereunder as those laws may now read or
hereinafter be amended.
ARTICLE XVII
DISCRIMINATION PROHIBITED
In performing the services required hereunder, the CONSULTANT shall not discriminate
against any person on the basis of race, color, religion, sex, sexual orientation, national origin or
ancestry, age, or physical handicap.
ARTICLE XVIII
PERSONNEL
A. The CONSULTANT represents that it has or will secure, at its own expense, all personnel
required to perform all the services required under this Agreement. Such personnel shall
not be employees or officers of, or have any contractual relations with the OWNER.
CONSULTANT shall inform the OWNER of any conflict of interest or potential conflict
of interest that may arise during the term of this Agreement.
B. All services required hereunder will be performed by the CONSULTANT or under its
supervision. All personnel engaged in work shall be qualified, and shall be authorized and
permitted under state and local laws to perform such services.
ARTICLE XIX
ASSIGNABILITY
The CONSULTANT acknowledges that this Agreement is based on the demonstrated
competence and specific qualifications of the CONSULTANT and is therefore personal as to the
CONSULTANT. Therefore, the CONSULTANT shall not assign any interest in this Agreement,
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and shall not transfer any interest in this Agreement (whether by assignment, novation, or
otherwise) without the prior written consent of the OWNER.
ARTICLE XX
MODIFICATION
No waiver or modification of this Agreement or of any covenant, condition, or limitation
herein contained shall be valid unless in writing and duly executed by the party to be charged
therewith, and no evidence of any waiver or modification shall be offered or received in evidence
in any proceeding arising between the parties hereto out of or affecting this Agreement, or the
rights or obligations of the parties hereunder, and unless such waiver or modification is in writing
and duly executed; and the parties further agree that the provisions of this section will not be
waived unless as set forth herein.
ARTICLE XXI
MISCELLANEOUS
A. The following exhibits are attached to and made a part of this Agreement:
Exhibit A – RFP 7448-AMI-AMR Feasibility Study for the City of Denton (on file at the
purchasing office)
Exhibit B – Consultant’s Scope of Services Offer, Compensation Rate Sheet and Project
Schedule
Exhibit C – Consultant’s Insurance Requirements
What is called for by one exhibit shall be as binding as if called for by all. In the event of
an inconsistency or conflict in this Agreement and any of the provisions of the exhibits, the
inconsistency or conflict shall be resolved by giving precedence first to this Agreement
then to the exhibits in the order in which they are listed above.
B. This Agreement shall be governed by, construed, and enforced in accordance with, and
subject to, the laws of the State of Texas or federal law, where applicable, without regard
to the conflict of law principles of any jurisdiction. In the event there shall be any dispute
arising out of the terms and conditions of, or in connection with, this Agreement, the party
seeking relief shall submit such dispute to the District Courts of Denton County or if federal
diversity or subject matter jurisdiction exists, to the United States District Court for the
Eastern District of Texas-Sherman Division.
C. For the purpose of this Agreement, the key persons who will perform most of the work
hereunder shall be Tommy McClung. However, nothing herein shall limit
CONSULTANT from using other equally qualified and competent members of its firm to
perform the services required herein.
D. CONSULTANT shall commence, carry on, and complete any and all projects with all
applicable dispatch, in a sound, economical, and efficient manner and in accordance with
the provisions hereof. In accomplishing the projects, CONSULTANT shall take such steps
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as are appropriate to ensure that the work involved is properly coordinated with related
work being carried on by the OWNER.
E. The OWNER shall assist the CONSULTANT by placing at the CONSULTANT’s disposal
all available information pertinent to the Project, including previous reports, any other data
relative to the Project, and arranging for the access thereto, and make all provisions for the
CONSULTANT to enter in or upon public and private property as required for the
CONSULTANT to perform services under this Agreement.
F. The captions of this Agreement are for informational purposes only, and shall not in any
way affect the substantive terms or conditions of this Agreement.
G. The parties agree to transact business electronically. Any statutory requirements that
certain terms be in writing will be satisfied using electronic documents and signing.
Electronic signing of this document will be deemed an original for all legal purposes.
ARTICLE XXII
INDEPENDENT CONTRACTOR
CONSULTANT shall provide services to OWNER as an independent contractor, not as an
employee of the OWNER. CONSULTANT shall not have or claim any right arising from
employee status.
ARTICLE XXIII
RIGHT TO AUDIT
The OWNER shall have the right to audit and make copies of the books, records and computations
pertaining to this agreement. The CONTRACTOR shall retain such books, records, documents
and other evidence pertaining to this agreement during the contract period and five years thereafter,
except if an audit is in progress or audit findings are yet unresolved, in which case records shall be
kept until all audit tasks are completed and resolved. These books, records, documents and other
evidence shall be available, within 10 business days of written request. Further, the
CONTRACTOR shall also require all Subcontractors, material suppliers, and other payees to
retain all books, records, documents and other evidence pertaining to this agreement, and to allow
the OWNER similar access to those documents. All books and records will be made available
within a 50 mile radius of the City of Denton. The cost of the audit will be borne by the OWNER
unless the audit reveals an overpayment of 1% or greater. If an overpayment of 1% or greater
occurs, the reasonable cost of the audit, including any travel costs, must be borne by the
CONTRACTOR which must be payable within five business days of receipt of an invoice.
Failure to comply with the provisions of this section shall be a material breach of this contract and
shall constitute, in the OWNER’S sole discretion, grounds for termination thereof. Each of the
terms "books", "records", "documents" and "other evidence", as used above, shall be construed to
include drafts and electronic files, even if such drafts or electronic files are subsequently used to
generate or prepare a final printed document.
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ARTICLE XXIV
Prohibition On Contracts With Companies Boycotting Israel
Supplier acknowledges that in accordance with Chapter 2270 of the Texas Government Code, City
is prohibited from entering into a contract with a company for goods or services unless the contract
contains a written verification from the company that it: (1) does not boycott Israel; and (2) will
not boycott Israel during the term of the contract. The terms “boycott Israel” and “company” shall
have the meanings ascribed to those terms in Section 808.001 of the Texas Government Code. By
signing this agreement, Supplier certifies that Supplier’s signature provides written verification
to the City that Supplier: (1) does not boycott Israel; and (2) will not boycott Israel during the
term of the agreement. Failure to meet or maintain the requirements under this provision will be
considered a material breach.
ARTICLE XXV
Prohibition On Contracts With Companies Doing Business with Iran, Sudan, or a
Foreign Terrorist Organization
Section 2252 of the Texas Government Code restricts CITY from contracting with companies that
do business with Iran, Sudan, or a foreign terrorist organization. By signing this agreement,
Supplier certifies that Supplier’s signature provides written verification to the City that Supplier,
pursuant to Chapter 2252, is not ineligible to enter into this agreement and will not become
ineligible to receive payments under this agreement by doing business with Iran, Sudan, or a
foreign terrorist organization. Failure to meet or maintain the requirements under this provision
will be considered a material breach.
ARTICLE XXVI
CERTIFICATE OF INTERESTED PARTIES ELECTRONIC FILING
In 2015, the Texas Legislature adopted House Bill 1295, which added section 2252.908 of the
Government Code. The law states that the City may not enter into this contract unless the
Contractor submits a disclosure of interested parties (Form 1295) to the City at the time the
Contractor submits the signed contract. The Texas Ethics Commission has adopted rules requiring
the business entity to file Form 1295 electronically with the Commission.
Contractor will be required to furnish a Certificate of Interest Parties before the contract is
awarded, in accordance with Government Code 2252.908.
The contractor shall:
1. Log onto the State Ethics Commission Website at :
https://www.ethics.state.tx.us/whatsnew/elf_info_form1295.htm
2. Register utilizing the tutorial provided by the State
3. Print a copy of the completed Form 1295
4. Enter the Certificate Number on page 2 of this contract.
5. Complete and sign the Form 1295
6. Email the form to purchasing@cityofdenton.com with the contract number in the subject line.
(EX: Contract 1234 – Form 1295)
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The OWNER must acknowledge the receipt of the filed Form 1295 not later than the 30th day
after Council award. Once a Form 1295 is acknowledged, it will be posted to the Texas Ethics
Commission’s website within seven business days.
IN WITNESS HEREOF, the City of Denton, Texas has caused this Agreement to be
executed by its duly authorized City Manager, and CONSULTANT has executed this Agreement
through its duly authorized undersigned officer on this date______________________.
CITY OF DENTON, TEXAS
“OWNER”
__________________________________
TODD HILEMAN, CITY MANAGER
ATTEST:
ROSA RIOS, CITY SECRETARY
BY: _______________________________
JACOBS ENGINEERING GROUP, INC.,
A DELWARE CORPORATION
“CONSULTANT”
__________________________________
BY: PHIL YERBY
ITS: VICE PRESIDENT/PRINCIPLE
__________________________________
TEXAS ETHICS COMMISSION
CERTIFICATE NUMBER
THIS AGREEMENT HAS BEEN
BOTH REVIEWED AND APPROVED
as to financial and operational
obligations and business terms.
_______________ ________________
SIGNATURE PRINTED NAME
__________________________________
TITLE
__________________________________
DEPARTMENT
APPROVED AS TO LEGAL FORM:
AARON LEAL, CITY ATTORNEY
BY: ____________________________
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Operations Leader
N/A
Sindhu Avalokita
Water/Wastewater Utilties
Interim Director Water/Wastewater
Terrance Naulty
12/17/2020
AMI/AMR Feasibility Study
City of Denton, Texas
August 31, 2020
RFP#7448-AMI-AMR FEASIBILITY STUDY
AMI/AMR Feasbility Study
EXHIBIT BDocuSign Envelope ID: F28E6DC9-13D6-4C81-BB41-ED189F3BD910
August 31, 2020
Crystal Westbrook
901-B Texas Street
Denton, TX 76209 USA
Subject: AMI/AMR Feasibility Study RFP# 7448
Dear Ms. Westbrook:
Jacobs is excited about the opportunity to assist the City of Denton to develop a city-wide metering
strategy that is cost effective and sustainable while delivering significant benefits through targeted
operational and customer service improvements.
Jacobs recognizes the importance of water metering within the utility enterprise, not only as the “cash
register” but also as an important tool to measure customer behavior and effectively deliver water
service. Our holistic approach that begins with the end in mind ensures that the City will develop a
successful long-term strategy.
Our team of smart metering experts has current knowledge of the latest AMI and AMR systems and
extensive hands on experience implementing these systems, particularly for utilities similar in size to
Denton. This will enable the City to fully understand the technology landscape as well as the corre-
sponding market pricing for each component of the system.
As an engineering consulting firm that also runs and operates water utilities, we have specific firsthand
knowledge of the value drivers of smart metering. This knowledge will be key in identifying and
quantifying the tangible and soft benefits for the City of Denton. It is the depth and breadth of Jacobs
capabilities that will enhance our Team’s ability to identify for Denton more ways to leverage AMI data.
Initiatives such as reducing apparent and real water loss, identifying customer leaks earlier, and
improved capital planning are some of the smart metering program initiatives identified in our
feasibility project methodology.
Finally, our local leadership, customer focus, and specific water domain expertise will ensure that this
project is delivered successfully and on-schedule, as we did for the City of Highland Village. Jacobs
will provide the City with a clear roadmap and defensible cost-benefit analysis to inform your smart
metering journey. Further, as your Project Manager, I will bring direct experience in evaluating the
technical and financial efficacy of integrated water and electric smart metering systems at
Commonwealth Edison and at San Antonio Water System with CPS Energy.
We are 100 percent committed to this project and available to start immediately. We look forward to
partnering with you and answering any questions you may have.
Very truly yours,
Jacobs Engineering Group Inc.
Tommy McClung Phil Yerby, PE
Project Manager Principal in Charge
832-331-2142 214-802-1206
DocuSign Envelope ID: F28E6DC9-13D6-4C81-BB41-ED189F3BD910
Table of Contents
1. Background & Experience .............................................................................................................................................. 1
1.1 Minimum Qualifications .................................................................................................................................................................. 1
1.2 Company Background...................................................................................................................................................................... 1
1.3 Qualifications of the Jacobs Team .............................................................................................................................................. 2
1.4 Jacobs’s Experience and Project References .......................................................................................................................... 2
1.5 References ............................................................................................................................................................................................ 3
2. Scope of Services ............................................................................................................................................................. 5
2.1 Task 1: Project Management ......................................................................................................................................................... 5
2.2 Task 2A: Assessment of Existing Metering System .............................................................................................................. 6
2.3 Task 2B: Compatibility Assessment of Existing Billing System ....................................................................................... 8
2.4 Task 3: Evaluation of Advanced Metering Infrastructure System Technologies ...................................................... 9
2.5 Task 4: Financial Analysis ............................................................................................................................................................ 11
2.6 Task 5: Business Case Recommendations............................................................................................................................. 14
2.7 Task 6: AMR/AMI Implementation Plan ................................................................................................................................ 15
3. Team Bios and Resumes ............................................................................................................................................. 16
4. Pricing ............................................................................................................................................................................. 24
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1. Background & Experience
1.1 Minimum Qualifications
The smart metering team at Jacobs is exclusively focused on water automatic meter reading (AMR)
and advanced metering infrastructure (AMI) projects and exceeds the minimum requirements as
stated in the RFP. We have been continually in the business of providing AMI/AMR consulting and
program management for more than 10 years, as demonstrated by our successful completion of the
Cleveland Water program that started in 2008. During that time, we were also involved and oversaw
17 large AMI projects, each with over 50,000 service meters. This requirement is demonstrated by our
three referenced accounts: Forsyth County, Columbia, and Aurora.
1.2 Company Background
Founded in 1947, Jacobs has $13 billion in revenue, a talent force of more than 55,000 and is the largest
engineering consulting firm in The Metroplex, with nearly 2,900 staff. Our Dallas-based global headquarters
and large Fort Worth Design Center provides a full spectrum of professional services including
consulting, technical, scientific and project delivery. With our proposed project manager located in
Houston, your AMI project will be led by local resources.
We employ a comprehensive client-centric approach to the
development of AMI/AMR programs based on leading industry
knowledge and insight. Through our experience representing
utilities, we maintain our industry-leading position and up-to-date
technical knowledge regarding communication networks, system
functionality, and device-specific capabilities. This knowledge is
invaluable as we work with the City to develop specific functional
objectives for AMI/AMR, and determine which technical solutions
are feasible. Functional objectives such as improved metering
accuracy and earlier identification of customer leaks are outputs
to our tailored approach to AMI/AMR programs. Our approach
emphasizes matching the right technology with your specific
needs to confirm that the selected AMI/AMR system serves the long-term goals and objectives of
providing residents with outstanding quality, service, and value.
We understand that the City is ultimately focused on delivering water service, not just a
technology project, so we take a holistic approach to deliver proven AMI solutions that
improve not just meter-to-cash, but overall utility operations.
Selecting Jacobs as your AMI/AMR Feasibility Consultant will assist Denton in identifying critical
program initiatives such as:
• Enhanced Water loss control programs such as where we implemented in Cleveland Water
• Defining how to leverage AMI data in creating District Metering Areas and developing an analytic
dashboard that supported early leak detection as we did in Gwinnett County
• Active pressure and transient mitigation to reduce bursts and background leakage as we did at
South East Water.
“Jacobs helped us manage
complexity, move forward
with confidence, and
enhance customer service.”
– Jason Shaw
Project Manager
Columbia, SC
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1.3 Qualifications of the Jacobs Team
Providing senior leadership for the project will be Jacobs’ Global Technology Leader and senior
director, Jaason Englesmith. With over 20 years of experience, Jaason is a globally recognized AMI
expert and will serve as the strategy lead and senior reviewer. Jaason currently serves on the Big Data
Advisory Board for San Francisco State University and is a member of the AWWA Customer Metering
Practices Committee, as well as the Meter Data Analytics and AMI Systems Technology subcommittees.
Our team will be managed by our local project manager, Tommy McClung who has more than 15 years
of experience in smart metering, technical integration, and data analytics. Joy Swenson, our global
transformation lead, and Steve Sauder, our global business intelligence lead, are also part of the core
team, which together has been instrumental in the success of dozens of AMI/AMR projects, helping
clients unlock the value of smart metering.
1.4 Jacobs’s Experience
Jacobs has delivered over 30 water-specific AMI projects, representing 6.3 million meters and
$1.6 billion in capital investment.
We firmly believe that an in-depth understanding of water utility operations is critical to these projects
and that gas or electric utility experience doesn’t provide the full understanding necessary to
effectively manage risks to a water utility undergoing an AMI implementation. Our clients benefit from
our insight of key differentiators specific to the water industry such as understanding the inaccuracies
in water metering and the impact on non-revenue water; residential water metering technologies (i.e.,
positive displacement, ultrasonic, and magnetic); cross-connection protection of potable water
systems; and devices that support remote valve operation and other advanced on-the-edge
technologies.
From utility managers who have managed AMI/AMR system upgrades, to hands-on staff who have
changed out meters, to specialists who manage customer service and billing activities, our folks have
“been there and done that.” Jacobs can provide these resources for lessons learned discussions and
ongoing dialogue with Denton city staff throughout the project, so you can be sure your expectations
are clearly defined, met, and even exceeded.
Our team’s domain expertise and relevant experience in the water sector sets us apart from our peers,
providing our clients with tools to manage risks such as vendor hyperbole and over promising around
issues like network coverage and excessive device failures. Our industry-leading position and
knowledge of existing and emerging technologies enable us to act as a trusted advisor.
1.5 Past Projects
A summary of our recent relevant experience is provided in Figure 1. We have only included recent
water-specific projects that would be relevant for the City to consider in reference to this particular
scope of services. The three projects with more than 50,000 service meters, which demonstrate that
we meet (and exceed) the minimum qualifications are also provided as our referenced accounts in
Section 1.6, and these past projects are in bold and also identified by an asterisks (*) in Figure 1.
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Client Customers Business Case Procurement Pilot Implementation Other
PUB (Singapore) 1,500,000 ◼ ◼ ◼ ◼
PRASA (PR) 1,200,000 ◼
South East Water (UK) 900,000 ◼ ◼
Cleveland, OH 425,000 ◼ ◼ ◼
Louisville, KY 325,000 ◼ ◼ ◼
Charlotte, NC 260,000 ◼
Gwinnett County, GA 250,000 ◼
Cincinnati, OH 240,000 ◼
Hunter Water (AU) 185,000 ◼
* Columbia, SC 150,000 ◼ ◼ ◼
The Villages, FL 110,000 ◼
Fort Wayne, IN 105,000 ◼ ◼
Montgomery, AL 90,000 ◼
Cocoa, FL 90,000 ◼
* Aurora, CO 85,000 ◼ ◼ ◼
* Forsyth County, GA 62,000 ◼ ◼ ◼
St Lucia 60,000 ◼
Toowoomba (AU) 60,000 ◼ ◼ ◼
Pembroke Pines, FL 43,000 ◼
Fayetteville, AR 43,000 ◼
Bellevue, WA 40,000 ◼
Okaloosa, FL 35,000 ◼
Santa Cruz, CA 28,000 ◼ ◼ ◼
Delaware, OH 12,000 ◼ ◼
Jordan Valley, UT 10,000 ◼ ◼
Highland Village, TX 5,000 ◼
Figure 1: Jacobs Relevant Water-Specific AMI/AMR Experience
(*) Indicates a Referenced Account
1.6 References
Past performance is the best indicator of future success. Therefore, client references offer a valuable
assessment of a firm’s capabilities, commitment, and reliability. Jacobs is uniquely qualified provide
the City with consulting services to manage the feasibility study.
Columbia Water
Water AMI Feasibility
Jason Shaw, Project Manager
803-528-7677
jashaw@columbiasc.net
1339 Main Street, Columbia, SC 29201
Jacobs has supported the City of Columbia throughout
their smart metering journey and is now providing full
program management oversight for the
implementation of 150,000 meters after the business
case and procurement phases.
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City of Aurora
Water AMI Feasibility
Sarah Young, Deputy Director
303-908-8945
syoung@auroragov.org
15151 E. Alameda Parkway
Aurora, CO 80012
Jacobs has been a trusted partner for the City of Aurora
for many years during their smart metering journey. We
performed a feasibility study and procurement for
85,000 meters and provided support for a proof of
concept during their “controlled launch” for full
implementation.
Forsyth County
Water AMI Feasibility
Tim Perkins, Director
770-886-2796
TMPerkins@ForsythCo.com
110 East Main Street
Cumming, GA 30040
Facing growing issues with outdated infrastructure, we
partnered with the County to develop a smart metering
roadmap including quantifying target benefits for their
62,000 customers. Following the business case, we are
now supporting their RFP development to acquire a full
AMI solution.
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2. Scope of Services
Jacobs is excited about the opportunity to assist the City of Denton in performing a feasibility study to
support your smart metering project. Our knowledge will enable us to develop an accurate technology
assessment and evaluation that is based on actual performance rather than on potentially
unwarranted vendor claims.
2.1 Task 1: Project Management
Clear and concise client communication is the foundation of our management approach, which has
resulted in delivery efficiencies on other AMI/AMR projects. Key components include understanding
and incorporating your project-specific priorities and success factors resulting in the reliable outcome
you expect. In our experience, frequent and regular team meetings are a vital contributor to the
success of AMI/AMR programs. To that end, we propose to hold
regular team meetings as described below.
We will use Microsoft Project for initial schedule development and
monitoring. We will recommend key staff from the City to be
involved in the project team and establish a steering group of
senior managers to keep engaged on the status of the program
and provide key decision points where necessary.
Team Meetings – Beginning at Notice to Proceed, the project
manager will schedule progress meetings to be held with the City’s
Project Manager and other core City staff to review program
progress.
Executive Review Meetings – Meetings will be held with the City to
communicate the overall status of each task or activity to executive staff and key stakeholders in other
departments. The project manager will attend, along with any technical team members needed to
address specific schedule items.
Detailed task elements and schedules will be identified in consultation with City staff at the program’s
outset. Our project manager will review the schedule to confirm that work elements are proceeding as
planned. A schedule status report will be provided to the City as part of monthly reporting, reflecting
the status of budget and resources allocated, used, and remaining.
Jacobs anticipates completing this project within 6 months of notice to proceed. Figure 2 shows the
proposed project schedule by task and subtask. To mitigate any potential schedule delays, Jacobs will
maintain an early and often communication philosophy with the project team and steering group.
Assumptions:
• Executive review meetings will be scheduled to coincide with staff project meetings.
Deliverables:
• Project instructions, meeting/workshop agenda and minutes
• Monthly status reports with invoices
“The best money we ever
spent was hiring Jacobs.”
– Scott Kriston
Public Works Director
Highland Village, TX
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Figure 2: Proposed Projected Schedule
2.2 Task 2A: Assessment of Existing Metering System
Understanding the existing metering infrastructure as well as the City’s objectives for an AMI/AMR
upgrade is essential to defining the project and associated technology. Within ten working days from
commencement of the contract, our Jacobs subject matter experts will schedule a kickoff meeting to
introduce the team and provide a broad overview of the scope of work and objectives of the project. In
preparation for these discussions, we request an existing meter inventory as well as any prior studies,
water audits, meter test results, and organizational information that we can review. The Request for
Information (RFI) also includes a request for at least 12 months of field work order activities.
Task Subtask
09-20 10-20 11-20 12-20 01-21 02-21 03-21
Months
AMI/AMR Feasibility Study
Task 1: Project Management
Monthly meetings
Recommended City team
Assess City staff capacity
Task 2A: Assessment of Existing Metering System
Kickoff and Interviews
Identify functional objectives
Document findings
- Review Meeting
Task 2B: Compatibility Assessment of Existing Billing System
Assessment of NorthStar with AMI
Transition plan for billing system
- Review Meeting
Task 3: Evaluation of Advanced Metering Infrastructure System Technologies
AMR, AMI, and Hybrid
Risks and mitigations
DME collaboration
Document findings
- Review Meeting
Task 4: Financial Analysis
Develop Cost Estimates
Populate Model, including base case
Funding options
Rate impacts
Document findings
- Review Meeting
Task 5: Business Case Recommendations
Compile Draft Feasibility Report
Organizational impact
- Review Meeting
Task 6: AMR/AMI Implementation Plan
Phasing and deployment
Communications plan
- Review Meeting
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We will work with staff to determine which assets should be replaced and/or migrated to the new
system based on age, condition, and compatibility, with an interest in developing uniformity across the
meter inventory.
Replacement of existing meters, boxes, and lids is one of the largest cost elements of
AMI/AMR projects, so retrofitting or upgrading existing assets can result in significant cost
savings.
Figure 3 presents an example of meter age distribution. The age of meters and meter test data will be
used to estimate the benefits of improved registration (increased revenue) through the replacement of
“slowing” older meters with new more accurate meters. Jacobs will also identify field activities that
could be reduced or eliminated such as re-checks (high/low reads) and transfers (move-in/outs), etc.
Figure 3: Residential Meter Age Distribution
In our experience, to leverage the investment in AMI technology, and harness the value drivers, it is
very important to understand current and future utility operations, not only meter reading and billing.
A key differentiator in our approach is we perform both an operational assessment to determine
functional objectives as well as an organizational assessment to confirm the operational changes
required to analyze and leverage the interval data.
Our team will conduct a series of interviews with each utility department or functional area,
including Denton Municipal Electric, to discuss objectives and organizational impacts.
AMI technology can have an impact on the entire enterprise (IT, operations, engineering, field service,
maintenance, customer service, meter reading, finance, etc.) and we want to make sure everyone has a
voice in the definition of the program. To maximize the value provided by a new system deployment,
0
5,000
10,000
15,000
20,000
25,000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28Number of MetersYears Since Install
Residential Meter Age Distribution
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each employee needs to understand the benefits associated with interval data. We will work with City
staff to evaluate each benefit and rate them Low, Medium, or High based on level of interest and
applicability to City goals. The ratings will be used to drive the conversation related to functional
objectives. Some of the common topic areas that we will cover include leak detection, abnormal usage,
safety concerns, remote shut-off, theft and tamper detection, backflow detection, customer portal, and
water loss control.
AMI/AMR is not a “one size fits all” technology, so a carefully tailored assessment is critical, so the City
pursues the right technology resulting in added value to its specific operational culture and customers.
Engaging stakeholders early in the process encourages buy-in from across the utility and leads to
higher probabilities for successful delivery. This enables our team to begin with the end in mind.
Assumptions:
• Data provided in response to requests is assumed to be complete and timely (within 5 business
days).
• Our team will conduct a series of interviews following the kick-off to include meetings with each
utility department or functional area.
Deliverables:
• Request for Information (RFI)
• Meter change-over strategy
• Documented functional objectives for AMI
2.3 Task 2B: Compatibility Assessment of Existing Billing System
One of the critical enablers of AMI benefits is the integration of the AMI system (Head End and/or
MDMS) with the City’s other systems. The NorthStar customer information and billing system is one
particularly important integration which enables practical functionality such as final reads,
consumption analysis to research high bill complaints, and monitoring customers whose service has
been terminated to make sure it stays off. Our team has the technical expertise necessary to provide an
assessment of the compatibility of the City’s existing billing system. The team also has the technical
expertise to support the integration efforts between AMI software applications and NorthStar.
While NorthStar is compatible with all reputable AMI systems, our assessment will confirm the City
does not have any customizations that negatively affect the integration. A comprehensive integration
provides a great deal of value during the meter change‐out. When meters are replaced during the
implementation phase, a daily file is received from the AMI vendor including the new meter details. An
interface uses that file to automatically update the meter properties at the upgraded account. This
process can include a series of quality control checks to avoid duplicate serial numbers or mis‐keyed
information from hardware not in the system of record.
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Our team brings technical expertise in AMI/AMR software, customer service and billing
applications such as Banner, GIS systems such as ESRI’s Arc products, web technology, and a
variety of other software products resulting in the full-service capabilities you’re looking for to
effectively deliver this project.
Every interface must be managed, maintained, and upgraded (almost every time there is a version
change in one of the software applications). Unless data sets have unique “homes,” multiple databases
need to be synchronized. For example, data from an MIU change‐out work order needs to update the
AMI system database and perhaps the CIS. We have learned from our other AMI projects that it is
essential to be explicit about the costs and responsibilities for these interfaces, and to engage the
software vendor or application developer early to provide time to scope, develop, test, document and
train utility staff. If we find any customizations during our assessment that will require additional or
unique work, we will document the required information in our assessment report and transition plan.
Assumptions:
• Staff discussions necessary to perform this assessment will be conducted in coordination with
the series of interviews that take place in Task 2A.
Deliverables:
• Assessment of AMI compatibility with existing billing system
2.4 Task 3: Evaluation of Advanced Metering Infrastructure System Technologies
Our team will work with the City to discuss and compare current and alternative AMR and AMI meter
reading technologies to identify viable solutions, including hybrid deployments, that support the
identified goals of the City. Discussions will address the City’s vision for future communication
architecture (such as Smart Cities) and explore fixed and mobile network technologies (RF, Cellular,
LoRa, IPv6) as well as one-way, two-way, licensed, mesh, star, etc. that meet the functional
requirements that are identified.
We will also explore the possible coordination with Denton Municipal Electric (DME) to share
their AMI Network. Jacobs has performed this service for several other utilities to determine if
the synergies and potential savings exceed the risks and other costs.
We are helping Singapore PUB look at possible collaboration with Singapore Power’s network that uses
an Itron Gen 5 network. We also conducted a multi-utility network assessment for the City of Columbia,
Commonwealth Edison, and San Antonio Water System. We have also proposed to support similar
discussions between the City of Tampa water utility and the Tampa Electric Company (TECO).
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We will ensure that the identified technologies meet the City’s current needs with the ability to
accommodate its future vision. This will be accomplished by investigating alternatives that include
standards-based networks that could allow for third-party devices beyond meter reading to be ‘heard’
over the AMI network. We will not try to eliminate specific vendors but, rather, we will work to identify
platform technologies that best fit the requirements of the City. Figure 4 illustrates the evolution of
meter reading over the past 10-15 years.
Figure 4: Evolution of Meter Reading
An assessment of the staffing impacts will be performed, including the number of fulltime equivalent
positions (FTEs) required for meter reading, field service, etc. in the future state, assuming that
identified process improvements are successfully implemented.
Finally, our team will define potential business risks and mitigation strategies through meetings with
internal stakeholders. We will utilize a tool developed and enhanced by working with many utility
clients over the last several years to document risks, assign a risk score, and prioritize the risks. When
we have completed the risk assessment, our team will lead a discussion to agree on a comprehensive
risk mitigation strategy. From that point, the risks can be identified by their likelihood and severity,
which provides a sense of how many risks are above or below a set threshold.
Assumptions:
• Staff discussions necessary to perform this assessment will be conducted in coordination with
the series of interviews that take place in Task 2A.
Deliverables:
• Comparison and recommendation of meter reading technologies
• Staffing impacts
• Risk assessment and mitigations
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2.5 Task 4: Financial Analysis
Our team will make our existing probabilistic business case model available for the City to accelerate
this work and deliver added value without having to start from scratch. This model will be tailored for
the City and used to articulate target benefits and costs, and to explore the return on investment based
on a range of values rather than specific targets. This model enables us to provide a confidence range
for inputs and assumptions and an understanding of relative sensitivities to each of the business case
drivers. Not only does this provide greater insight into the realities of potential savings, it also enables
us to improve risk management during implementation to confirm that highly sensitive value drivers are
carefully managed to succeed.
The analysis and findings from previous tasks serve as inputs to the model, which inform both the
budgetary cost and the target benefits. We layer onto the dashboard various toggles and sliders to help
explore project alternatives such duration of implementation, age of meters to replace, the use of static
meters, and the implementation of remote disconnect devices as illustrated in Figure 5. This ‘scenario
gaming’ provides the City with further confidence in their smart metering journey and enables data-
driven decisions to inform the implementation strategy.
Figure 5: Sample AMI Business Case Dashboard
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The meter changeout program defines what assets need to be replaced or retained which, along with
the selected technology options, are used for the budgetary cost estimate(s). Our team includes the
initial capital cost for equipment such as meters, radios, collectors, installation, project management, IT
system integration, and contingency as well as the ongoing operations and maintenance costs for
services such as software, licenses, hosting, backhaul, and collector maintenance, among others.
Our team also quantifies target benefits based on reduced meter reading costs, improved registration
savings, reduction in field work orders, and organization impacts, among others. We identify potential
benefits the organization may receive from interval data, which will be available as a result of the new
technology, and how the City could leverage that information to improve customer service, billing, and
system operation based on findings from Task 2.
Additional efficiency improvements in business processes can be had but tend to be the second or third
most important business case element behind labor reductions and revenue improvement
opportunities. Understanding existing business processes and anticipated improvements or changes to
those processes is essential to successful deployment. Our team will work with process owners and
subject matter experts to understand how the various process improvements will affect the business
case, timing, and dependencies. The City will likely identify immediate, near term, and long-term process
improvements relative to the adaptability of advanced analytics as illustrated in Figure 6.
Figure 6: AMI Benefit Maturity Chart
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For example, process changes such as eliminating truck rolls for customer inquiries can be implemented
immediately following training of customer service representatives. Other changes such as actively
managing storage levels to minimize pumping volumes and potential nitrification will require advanced
analytics and likely a longer-term implementation horizon.
Below are examples of target benefits and key drivers that our team has identified with other utilities,
and we explore these and others with the City to determine all the associated benefits of AMI.
Direct (tangible) Benefits:
1. Demand management (capital deferral), leak reduction, and timely feedback for conservation
2. Reduced apparent losses (improved registration, greater low flow accuracy) and mass balance
3. Reduced meter reading and field service labor and vehicles
4. Avoided cost of base-case meter/radio replacement
Indirect (soft) Benefits:
1. Improved maintenance scheduling and route management for meters
2. Reduced estimated bills and customer adjustments
3. Improved water accountability
4. Improved morale, increased safety, and reduced emissions
5. Enforcement of restrictions through data management
A lifecycle cost analysis is performed, and a net present value (NPV) is calculated so we can compare
the cost-benefit for various system types over 20 years of ownership. We provide a cashflow for each
scenario, showing the annual requirements as well as the years to payback, internal rate of return, and
potential impact the rates so the City can effectively compare the cost-benefit results of each scenario.
Scenarios are included for the Base Case (status quo), full AMI, along with hybrid options, and other
alternatives.
Also included in this task will be a facilitated discussion about potential funding mechanisms
as well as available grants to help subsidize the cost of AMI.
Our team has an awareness of both local and international funding options and will work with the City
to identify likely candidates. A recent example was the award in August 2020 of a USD$20 million loan
with an interest rate of 0.57% for our client in Forsyth County, Georgia to fully fund their AMI program.
Assumptions:
• A Cost-Benefit Model workshop and follow-up discussions will be led by our strategy lead, to
confirm assumptions, inputs, and scenario definition.
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Deliverables:
• Business case outputs including budgetary cost and target benefits
• Annual cashflow report and payback metrics for selected scenarios
2.6 Task 5: Business Case Recommendations
The results of the above tasks are incorporated into a single document that summarizes the findings of
the first phase of the project. This document not only serves as a record of the work that was
accomplished, but also as a consensus builder among stakeholders and a launching point for the next
phase of the project.
The contents of the report will include chapters from each of the above tasks highlighting the key
recommendations in each, including:
• Optimal AMI system to be implemented
• Technology options with advantages and disadvantages
• Meter change-over strategy
• Summary financial analysis
• Schedule for installation
• Organizational impact
Our team will also provide a high-level communications plan addressing internal stakeholders and
setting the right foundation to support change management and develop an interest in new ways of
working.
We have found that such internal communications are critical to supporting a successful
external rollout. All staff need to be equipped with accurate information and a sense of
ownership based on fact rather than rumor.
The plan will be tailored to different types of staff and will include tools, such as an intranet site, fact
sheets, and a FAQ, that will help educate staff, as well as methods for reaching out to them. These
methods will include briefings at staff meetings, drop-in open houses, and field visits for staff to learn
hands-on about advanced meters.
Assumptions:
• One set of consolidated review comments will be provided by the City.
Deliverables:
• Communication plan
• Draft and final System Evaluation Report
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2.7 Task 6: AMR/AMI Implementation Plan
We provide a high-level, multifaceted implementation plan outlining the recommended roadmap for
completion of the AMI project based on the above assessment tasks. We believe thorough development
of such a plan and active engagement of key staff in its creation is critically important to program
success. Planning for meter and network deployment is a critical first step in undertaking a large water
meter upgrade project.
Without careful planning and consideration, meters reads can be estimated, increased calls can
pour into the utility’s customer service center, and the utility will quickly lose credibility with its
customers.
On big implementation projects like Cleveland and Columbia, careful planning occurred exactly for
these purposes to prevent the project from derailing before it could get off the ground.
The implementation plan will include a preliminary deployment timeline that will consider budget
constraints, meter deployment strategy (including a phased approach), opportunistic installations, and
other considerations. The timeline will be used to develop milestone requirements that will be included
in the tender specification for the AMI vendor.
Assumptions:
• One feasible scenario will be selected by the City to include in the implementation plan.
Deliverables:
• Draft and final AMI Implementation Plan.
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3. Team Bios and Resumes
Team Member Skills and Experience
KEY PERSONNEL
Tommy McClung
Project Manager
Education: M.A., Public Administration,
University of Houston;
B.S., Math, Education, The University of
Texas
Tommy McClung is our local project manager.
Tommy has more than 15 years of experience with
advanced metering, meter data management and
analytics applications and data integration. Tommy
was the AMI system owner for the City of Houston’s
AMI project, so he brings first-hand MDMS and
billing system expertise to our team.
Jaason Englesmith
Strategy Lead
Education: Pursuing a master’s degree
in Management Science and
Engineering, Stanford University;
BS, Mathematics, Economics,
Occidental College
Jaason is the global technology leader and head of
advisory services for smart metering at Jacobs. With
over 20 years of experience, he is a globally
recognized AMI expert and helps utilities unlock the
value of technology through digital and
organizational transformation.
Joy Swenson
Transformation Lead
Education: MS, International
Communications, Pepperdine
University;
BA, Mass Communications and
Political Science, Denver University
Joy is the global SME for transformation in the smart
metering practice at Jacobs. She has 30 years of
experience creating and implementing effective
business strategies to strengthen the operational
performance, employee commitment, and customer
focus for water utilities. She has also led major
process improvement projects during AMI
implementation for clients such as Louisville Water
Company, City of Columbia, and City of Fort Wayne.
Steve Sauder
Business Intelligence Lead
Education: MsC., Integrated Water
Resource Management, McGill
University;
M.A., Disaster and Emergency
Management, York University;
B.A. International Development and
Geographic Information Systems,
McGill University
Steve is the global SME for business intelligence in
the smart metering practice at Jacobs. He has seven
years of experience as a water professional. He
focuses on generating actionable insight with project
data.
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AMI/AMR Feasbility Study
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Education
M.A., Public Administration,
University of Houston
B.S., Math, Education,
The University of Texas
Memberships
American Water Works Association
(AWWA) Member
Texas Water Conservation Advisory
Council
Key Qualifications
Blogs/publications: What's Next for
Water AMI; Water Utility Workforce of
the Future; Advanced Metering
Infrastructure Underpins a Smart
Water Utility (July OpFlow Article);
Whitehouse Water Summit: Recaps
and Insights; Author of data analytic
research paper titled: State of
Advanced Metering Infrastructure
(AMS) and Data Analytics Adoption
Seminar Facilitations: American
Water Works Association, Illinois
Chapter workshop on Getting Beyond
AMI:
http://www.isawwa.org/event/02-
23-16; Texas Water Resources
Institute (TWRI) AMI Workshop in
Fort Worth; EUCI Smart Water
Summit
Selected conference panelist and
national speaker on smart water and
water utility transformation
Relevant Experience
Mr. McClung is our local project
manager. Mr. McClung has more
than 15 years of experience with
advanced metering, meter data
management and analytics
applications and data integration. Mr.
McClung was the AMI system owner
for the City of Houston’s AMI project,
so he brings first-hand MDMS and
billing system expertise to our team
Tommy McClung | Project Manager
Representative Projects
Director of Utility Billing and Collection
City of Houston, Houston, Texas
Mr. McClung directed a staff of approximately 350 people in the execution of
utility billing and collection services. As part of his purview, a metering program for
more than 465,000 accounts was operated. His efforts included correcting a failing
AMR system, migrating accounts from AMR to AMI, and developing customer
experience programs to leverage the AMI data. Metering and customer
enhancement programs utilized both operational and capital planning to make
sustainable the ongoing needs of the city’s metering and customer programs.
Funding of the programs involved a heavy dose of business case justification and
council interaction to ensure continued support. Time Spent on Project: 100%.
Project Manager
Austin Water, Austin, Texas
Mr. McClung and his team were commissioned to provide overall program
direction for the city’s smart metering program. The team was selected to conduct
a full business process review, determining the market landscape for AMI systems,
and designing the implementation program. The efforts lead to a cost benefit
analysis, gap analysis, project design document, and RFP for the Austin Water’s
AMI Program for 230,000 meters. Time Spent on Project: 75%
Project Manager
San Antonio Water Systems (SAWS), San Antonio, Texas
Mr. McClung and his team were commissioned by SAWS to conduct a feasibility
assessment of AMI for the utility. With nearly 500,000 meters covering more than
930 square miles, the assessment required a very deep dive into complexities
SAWS would face with scale. Through multiple disciplinary workshops, the cost
benefit was developed with recommendations across people, process, technology,
and performance measurement delivered. Time Spent on Project: 75%.
Program Manager
Del-Co Water, Delaware, Ohio
Mr. McClung and his team provided a high-level, directional business case that
looked at several key areas of an AMI program. With a Badger Beacon system in
place for their more rural areas, the utility had familiarity with AMI programs. The
utility had also made an investment in Itron modules in the more densely
populated areas of the service territory. Given their familiarity and ongoing
investment in a drive by system, the business case was used to project financial
implications of implementing fully either the Badger or Itron system. The effort did
also include a presentation to the utility Board on the results of the study. Time
Spent on Project: 30%.
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AMI/AMR Feasbility Study
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Subject Matter Specialist
City of Winston Salem, Winston Salem, North Carolina
Mr. McClung and his team conducted a multi-disciplinary feasibility assessment of AMI for the utility. The project included a
business process review across all city departments that would be impacted by the implementation of AMI. Workshops were
conducted as part of the BPR where each department worked with Mr. McClung’s team to define initiatives that would lead to
optimization of the AMI system. Results of the feasibility assessment were presented to both the utility and the utility
Commission. Time Spent on Project: 50%.
Project Manager
City of Jackson Water and Sewer Business Administration, Jackson, Mississippi
Mr. McClung and his team assessed the meter to cash operational model which involved a deep dive into the design, build,
and operation of a Mueller AMI system. The effort developed a roadmap for the city to overcome immediate obstacles while
putting into place sustainable operations. Critical to success was understanding the features, functions, and integrations of
one of the major vendors in the market. Time Spent on Project: 30%.
Project Manager
Village of Tinley Park, Tinley Park, Illinois
Mr. McClung and his team took a deep dive into metering performance and its impact on billing. The assessment involved
digging into functional and technical specifications of varying meter types and how performance across consumption profiles
might impact customer bills. The effort was part of a very public outcry and lead to defensible understanding of what was
right and what was wrong with the metering system of the utility. Time Spent on Project: 50%.
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AMI/AMR Feasbility Study
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Education
Pursuing a master’s degree in
Management Science and
Engineering, Stanford University
B.S., Mathematics, Economics,
Occidental College
Memberships
Big Data Advisory Board Member
San Francisco State University
AWWA Customer Metering Practices
Committee Member
AWWA Meter Data Analytics
Subcommittee Member
AWWA AMI Systems Technology
Subcommittee Member
Key Qualifications
In the last five years, Jaason has
provided support for over 30 smart
metering projects representing 6.3
million meters and $1.6 billion in
capital investment. He has worked
internationally in the countries and
territories of Korea, Japan, Hong
Kong, Singapore, Guam, Australia,
New Zealand, Diego Garcia, Egypt,
the United Kingdom, Brazil and St.
Lucia.
Relevant Experience
Jaason is the Global Technology
Leader and head of advisory services
for Smart Metering at Jacobs. With
over 20 years of experience, he is a
globally recognized AMI expert and
helps utilities unlock the value of
technology through digital and
organizational transformation.
Jaason Englesmith | Strategy Lead
Representative Projects
Project Director
AMI Business Case
The Villages, FL
Mr. Englesmith is currently supporting The Villages and their investigation of
feasibility related to upgrading their approximately 100,000 touch read meters to
AMI. This project is unique in that it is an aggregation of 6 separate utilities that
each have a portion of the overall shared-services operational model, which would
include an AMI network. The team performed an analysis of the districts
operational and financial data, cross-functional department interviews, and
development of a business case model customized to the district’s expected
benefits and scenarios, and documented findings in a final report to the District.
Project Manager
AMI Business Case
Cocoa, FL
Mr. Englesmith and his team were selected to develop a business case evaluation
for the City of Cocoa and their AMI program for 90,000 connections in Central
Florida. Using the proven business case model and framework for the analysis, Mr.
Englesmith lead the development of an asset management plan for the existing
meters, a budgetary cost estimate for a new AMI system, and quantification of
savings related to field activities that would no longer be needed with AMI.
Combining these costs and benefits together with minimum, maximum, and
expected values produced a strong and defensible justification for a system-wide
AMI program. The City has subsequently requested a proposal for RFP
development.
Senior Advisor
AMI Procurement
Okaloosa County, Fort Walton Beach, FL
Mr. Englesmith was the Senior Advisor for the County, while they began the
process of migrating from manual meter reading to AMI. He helped the County
understand the marginal cost of both AMR and AMI options. The County decided
to implement an AMI network across the service area and Mr. Englesmith
developed procurement documents to acquire installation services to install
approximately 35,000 new meters and transmitters as part of their project.
Program Director
AMI Business Case, Procurement, and Implementation
Louisville Water Company, Louisville, KY
Mr. Englesmith is the program director for LWC’s AMI program. He performed a
business case evaluation for LWC including 240,000 endpoints in Jefferson
County. He worked with senior management to perform a functional assessment
and needs assessment to understand the potential benefits related to process
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AMI/AMR Feasbility Study
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improvements associated with interval data. Mr. Englesmith and his team are now leading the RFP development,
procurement, and vendor evaluation phase of the program. Once a vendor is selected, they will oversee and manage the
implementation.
Program Director
AMI Business Case, Procurement, and Implementation
Columbia, SC
Mr. Englesmith is the program director for the City of Columbia and their AMI program to upgrade 145,000 customers.
Jacobs is providing the City with a full suite of meter automation services beginning with feasibility, leading through
procurement, and resulting in full program management services during implementation. The initial scope included an
assessment of the existing metering system, financial analysis related to the cost and benefits associated with AMR and AMI,
business case recommendations based on specific functional requirements of the City staff, and finally a draft AMR/AMI
implementation plan that will carry the City forward into the second phase. The team completed selection of an AMI vendor
and is managing and overseeing implementation.
Program Director
AMI Procurement and Implementation
Fort Wayne, IN
Mr. Englesmith and his team were selected to support the City of Fort Wayne with their procurement and implementation of
AMI for 105,000 accounts. Mr. Englesmith provided strategic guidance on the development of a performance-based RFP and
evaluation criteria that resulted in better than expected industry participation. Using the proven evaluation methodology, the
technical and cost proposals were short listed to three vendors that were invited for interviews and then requested best and
final pricing. The preferred vendor was selected at a price that was significantly less than the budgetary cost the City had
established. Mr. Englesmith and his team are currently providing program management and oversight of the meter
installations to ensure successful outcomes for the City and its residents.
Project Director
AMI Business Case, Procurement, and Pilot
Aurora, CO
Mr. Englesmith is the program director for the City of Aurora and their AMI project to upgrade over 80,000 accounts. He
initiated the study by assessing the City’s previous Badger Orion AMR system. The project scope included a technology
assessment and recommendation for a new meter reading system, developing a financial assessment including cost/savings,
and creating a project implementation plan. Mr. Englesmith and his team lead the procurement efforts for the City and have
recently selected an AMI vendor. The team is overseeing a pilot implementation that began in 2019. Time Spent on Project:
10%.
Project Director
AMI Business Case, Procurement, and Pilot
Forsyth County, Cumming, GA
Mr. Englesmith and his team were selected to develop a business case evaluation for Forsyth County and their AMI program
for 60,000 connections North of Atlanta. Mr. Englesmith and his team performed a functional and organizational assessment
of the water department and related functions to establish the system requirements and staffing impacts of moving to AMI.
He also developed a budgetary cost estimate for the new AMI system as well as a cost-benefit analysis of using static meters
(avoiding reduced revenue from under registration over 20 years) over mechanical meters. Mr. Englesmith and his team are
now leading the procurement effort to select an AMI solution for the next 20 years.
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AMI/AMR Feasbility Study
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Education
M.S., International Communications,
Pepperdine University
B.A., Mass Communications and Political
Science, Denver University
Council
Key Qualifications
Completed a comprehensive and
global review of communication and
engagement practices for ensuring
the immediate and sustained benefit
of smarter metering technology
Developed a framework for
preventing public resistance to
technologies, including issues with
EMF and data privacy
Adept at designing and employing both
qualitative and quantitative methods for
measuring public opinion
Relevant Experience
Ms. Swenson has 30 years of
international experience designing
and implementing interventions to
increase employee and operational
performance, community reputation,
public policy support, cross-
functional collaboration, innovation,
and commitment to set objectives.
She has managed major strategic
planning efforts, community
outreach programs, and process
improvement projects for public
agencies, government entities, and
utility service providers. Ms.
Swenson's work frequently involves
developing major stakeholder
management campaigns, using
quantitative and qualitative methods
to measure public opinion, applying
strategies that serve to align project
objectives with current opinion, and
devising interventions to positively
engage stakeholders in proceedings
and project results
Joy Swenson | Project Manager
Representative Projects
Process Improvement Task Lead
Fort Wayne, Fort Wayne Indiana
Leads an employee team in identifying, mapping, and developing the initiatives
necessary to improve meter-to-cash processes that will be affected by the
integration of new metering technology. She is currently supporting the
organization in mapping present processes and identifying tasks, policies, and
organizational relationships that need to be adjusted in order to support desired
benefits from AMI implementation. Next steps will be to re-map the processes in
lieu of the new technology and develop a roll-out strategy that will ensure the city
will capture, measure, and sustain desired benefits. Time Spent on Project: 10%.
Communications Task Lead
Louiville Water Company, Louisville, Kentucky
Helped to devise a public opinion research strategy for ensuring that program
messaging was aligned to current opinion and sensitivities to AMI. LWC used this
input in its implementation of a customer focus group as well as the subsequent
development of communication materials for their program. Time Spent on
Project: 10%.
Customer Requirements and Engagement Lead AMI Funcational Analysis
Public Utilities Board, Singapore
Analyzes methods for engaging Singaporean customers in using technologies
associated with smart meters to better management their water consumption. As a
result of a global analysis of best practices as well as local customer preferences
and behaviors, developed recommendations for the program’s customer-facing
AMI portal/app and a locally referenced communication program geared to
bringing positive attention and heightening conservation impacts of the program
rollout. Time Spent on Project: 15%.
Stakeholder Engagement Program Lead
Great Hall Completion Program, Denver International Airport, Denver, CO
Responsible for the program initiation activities for the multimillion-dollar, five-
year design and construction program responsible for the Denver Airport terminal
upgrade. Duties include designing the integrated organizational team, consisting
of DEN employees, prime contractors, and subcontractors and setting up the
operational protocols that will guide the team through program completion. As a
part of these duties, she is developing an engagement and communication
strategy for aligning the interests of the program with internal and external
stakeholders, including elected officials, airport tenants, federal agencies, DEN
executives, and the passengers. Time Spent on Project: 20%.
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Stakeholder Engagement Consultant
City of Columbia Water Department, Columbia, South Carolina
The City of Columbia Water Department has initiated the installation of an AMI, as well as immediate process improvement
efforts directed at correcting existing customer service and billing issues. Although the City’s process improvement and AMI
strategy are well-intentioned and forward-thinking, they are being undertaken at a time when its customer service
performance is being questioned in the public sphere. Ms. Swenson is assisting the City of Columbia by developing and
guiding a multiyear communication campaign to address current issues and gain stakeholder confidence required to
implement AMI with minimal resistance and full customer benefit. Time Spent on Project: 10%.
Public Engagement Strategist
Department of Watershed Management, Atlanta, GA
Designed and advised the implementation of a public engagement plan to ensure the support of various constituencies in the
formation of a stormwater utility to combat rainfall flooding, environmental and infrastructure damage, and water quality
issues. Responsibilities included identifying key groups, and devising key messages and information disseminating strategies,
by stakeholder group, intended to strengthen advocacy and inoculate resistance. Provided guidance to the development of a
fee/pricing structure based upon willingness of various publics and minimization of resistance from powerful constituencies.
Time Spent on Project: 15%.
Community Facilitator
City of Live Oak, Live Oak, Florida
Designed and conducted the community engagement work for the City of Live Oak, working directly with city council
members to identify and coalesce community interest in a series of downtown urban renewable projects, ultimately winning
the support of the Community Redevelopment Council (CRC). Responsibilities included stimulating positive media attention
and running a series of four Community Design Charettes, which then were channeled into a presentation of
recommendations to the CRC. As a result of project efforts, the City designated $750K for downtown redevelopment, in line
with Community design preferences. Due to the success of the effort, the City requested the team to return the following year
and run a series of follow-up sessions for additional redevelopment projects. Time Spent on Project: 20%.
Community Engagement Lead
City of Merced Irrigation District, California
Provided the Merced Irrigation District with stakeholder opinion research that she channeled into an outreach strategy to
ensure that their water planning efforts remain aligned with community sensitivities and concerns. The resulting stakeholder
engagement strategy drew positive awareness and ultimate acceptance for their WRMP across vastly different community,
political, and customer perspectives and in times polarized by drought‐based rate increases, increased water demands from
community growth, and increased pressure from environmentalist concerns. Time Spent on Project: 10%
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AMI/AMR Feasbility Study
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Education
M.S., Integrated Water Resource
Management, McGill University,
2012
M.A., Disaster and Emergency
Management, York University, 2011
B.A., International Development and
GIS, McGill University, 2008
Key Qualifications
Currently serves as Jacobs’ AMI
Business Intelligence Lead
Focus on emerging technology and
data to provide entry points into the
smart resilient economy
Excellent project management skills
managing complex cross-
continental, multi-disciplinary and
diverse stakeholder projects.
Extensive procurement and vendor
experience with custom
manufacturers and multi-national
corporations. Having the ability to
oversee large budgets while
ensuring, appropriate cost, high
quality, and on-time delivery.
Tactful engagement of stakeholders
across the public and private sectors.
Facilitation of research and
development cycles synthesizing
data, methods, and personnel.
Steve Sauder | Analysis & Reporting
Relevant Experience
Steve has more than 7 years’ experience as a water professional. He has built a
career looking beyond the surface, providing focus and clarity into complex
challenges in water resource management, wastewater, disaster and emergency
preparedness, and solid waste management. Steve has also worked in government
as a disaster and emergency management professional providing resilient policies
for people, property and the environment.
Prior to joining Jacobs in April 2019, he served as a project manager at the
University of Toronto. He oversaw the development of an innovative domestic
wastewater treatment plant as part of a $50 million investment by the Bill and
Melinda Gates Foundation to reinvent the toilet. The project spanned three
continents, more than 40 staff and had a cumulative budget of over $10 million.
Representative Projects
Business Case Analyst
The Villages, Florida
The Villages, consisting of about 100k touch read meters across multiple utilities,
employed Jacobs to consider the impact to the community if AMI were
implemented. Steve worked to review the three districts and six utilities
operational and financial data, to development of a business case model
customized to the district’s expected benefits and scenarios. Highlighting Time
Spent on Project: 25%.
Business Case Analyst
City of Fayetteville, Fayetteville, Arkansas
The City of Fayetteville contracted with Jacobs to develop a strategy to implement
AMI for the City’s 45k accounts. Steve worked to develop a business case model to
establish a baseline for financial expectations of the cost and benefit impacts of
making the decision to implement AMI. Steve developed additional unique toggles
within the model at the City’s request to ensure the results are defensible and
realistic. Time Spent on Project: 10%.
Reporting and Analysis
City of Columbia, Columbia, South Carolina
The City of Columbia kicked off their 3-year AMI Implementation project in March
of 2019. The City is installing approximately 150,000 meters with AMI endpoints
throughout their service area. Steve has provided support in developing a tool to
track various project metrics as installations and field surveys commence over
time. These metrics are used to track timelines and predict challenges. Time Spent
on Project: 10%.
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AMI/AMR Feasbility Study
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4. Pricing
Jacobs proposes a fixed lumpsum fee inclusive of all services described in our approach and scope of
services. The project will be billed monthly on a percent complete basis.
The total proposed fee is $ 79,720.00.
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City of Denton, Texas Contract 7448
Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 12 of 18
Exhibit C
Bidder's attention is directed to the insurance requirements below. It is highly recommended
that bidders confer with their respective insurance carriers or brokers to determine in advance
of Bid submission the availability of insurance certificates and endorsements as prescribed and
provided herein. If an apparent low bidder fails to comply strictly with the insurance
requirements, that bidder may be disqualified from award of the contract. Upon bid award, all
insurance requirements shall become contractual obligations, which the successful bidder shall
have a duty to maintain throughout the course of this contract.
STANDARD PROVISIONS:
Without limiting any of the other obligations or liabilities of the Contractor, the Contractor shall
provide and maintain until the contracted work has been completed and accepted by the City of
Denton, Owner, the minimum insurance coverage as indicated hereinafter.
As soon as practicable after notification of bid award, Contractor shall file with the Purchasing
Department satisfactory certificates of insurance, containing the bid number and title of the
project. Contractor may, upon written request to the Purchasing Department, ask for clarification
of any insurance requirements at any time; however, Contractors are strongly advised to make
such requests prior to bid opening, since the insurance requirements may not be modified or
waived after bid opening unless a written exception has been submitted with the bid. Contractor
shall not commence any work or deliver any material until he or she receives notification that
the contract has been accepted, approved, and signed by the City of Denton.
All insurance policies proposed or obtained in satisfaction of these requirements shall comply with
the following general specifications, and shall be maintained in compliance with these general
specifications throughout the duration of the Contract, or longer, if so noted:
Each policy shall be issued by a company authorized to do business in the State of Texas
with an A.M. Best Company rating of at least A- VII or better.
Any deductibles or self-insured retentions shall be declared in the bid proposal. If
requested by the City, the insurer shall reduce or eliminate such deductibles or
self-insured retentions with respect to the City, its officials, agents, employees and
volunteers; or, the contractor shall procure a bond guaranteeing payment of losses and
related investigations, claim administration and defense expenses.
Liability policies, with the exception of Professional Liability Insurance policies shall
be endorsed to provide the following:
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City of Denton, Texas Contract 7448
Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 13 of 18
Name as additional insured the City of Denton, its Officials and Employees.
That such insurance is primary to any other insurance available to the additional
insured with respect to claims covered under the policy and that this insurance
applies separately to each insured against whom claim is made or suit is brought.
The inclusion of more than one insured shall not operate to increase the insurer's
limit of liability.
Provide a Waiver of Subrogation in favor of the City of Denton, its officials and
employees, for all policies for which the City of Denton is an additional insured.
Cancellation: City requires 30 day written notice should any of the policies
described on the certificate be cancelled before the expiration date.
Should any of the required insurance be provided under a claims-made form,
Contractor shall maintain such coverage continuously throughout the term of
this contract and, without lapse, for a period of three years beyond the contract
expiration, such that occurrences arising during the contract term which give rise
to claims made after expiration of the contract shall be covered.
Should any of the required insurance be provided under a form of coverage that
includes a general annual aggregate limit providing for claims investigation or
legal defense costs to be included in the general annual aggregate limit, the
Contractor shall either double the occurrence limits or obtain Owners and
Contractors Protective Liability Insurance.
Should any required insurance lapse during the contract term, requests for
payments originating after such lapse shall not be processed until the City
receives satisfactory evidence of reinstated coverage as required by this contract,
effective as of the lapse date. If insurance is not reinstated, City may, at its sole
option, terminate this agreement effective on the date of the lapse.
SPECIFIC ADDITIONAL INSURANCE REQUIREMENTS:
All insurance policies proposed or obtained in satisfaction of this Contract shall additionally
comply with the following marked specifications, and shall be maintained in compliance with these
additional specifications throughout the duration of the Contract, or longer, if so noted:
[X ] A. General Liability Insurance:
General Liability insurance with combined single limits of not less than $1,000,000.00
shall be provided and maintained by the Contractor. The policy shall be written on an
occurrence basis either in a single policy or in a combination of underlying and
umbrella or excess policies.
If the Commercial General Liability form (ISO Form CG 0001 current edition) is used:
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City of Denton, Texas Contract 7448
Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 14 of 18
Coverage A shall include premises, operations, products, and completed
operations, independent contractors, contractual liability covering this
contract and broad form property damage coverage.
Coverage B shall include personal injury.
Coverage C, medical payments, is not required.
If the Comprehensive General Liability form (ISO Form GL 0002 Current Edition and
ISO Form GL 0404) is used, it shall include at least:
Bodily injury and Property Damage Liability for premises, operations,
products and completed operations, independent contractors and property
damage resulting from explosion, collapse or underground (XCU)
exposures.
Broad form contractual liability (preferably by endorsement) covering this
contract, personal injury liability and broad form property damage liability.
[X] Automobile Liability Insurance:
Contractor shall provide Commercial Automobile Liability insurance with Combined
Single Limits (CSL) of not less than $500,000.00 either in a single policy or in a
combination of basic and umbrella or excess policies. The policy will include bodily injury
and property damage liability arising out of the operation, maintenance and use of all
automobiles and mobile equipment used in conjunction with this contract.
Satisfaction of the above requirement shall be in the form of a policy endorsement for:
any auto, or
all owned, hired and non-owned autos.
[X] Workers’ Compensation Insurance
Contractor shall purchase and maintain Worker's Compensation insurance which, in
addition to meeting the minimum statutory requirements for issuance of such insurance,
has Employer's Liability limits of at least $100,000 for each accident, $100,000 per each
employee, and a $500,000 policy limit for occupational disease. The City need not be
named as an "Additional Insured" but the insurer shall agree to waive all rights of
subrogation against the City, its officials and employees for any work performed for the
City by the Named Insured. For building or construction projects, the Contractor shall
comply with the provisions of Attachment 1 in accordance with §406.096 of the Texas
Labor Code and rule 28TAC 110.110 of the Texas Worker's Compensation Commission
(TWCC).
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City of Denton, Texas Contract 7448
Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 15 of 18
[ ] Owner's and Contractor's Protective Liability Insurance
The Contractor shall obtain, pay for and maintain at all times during the prosecution of the
work under this contract, an Owner's and Contractor's Protective Liability insurance policy
naming the City as insured for property damage and bodily injury which may arise in the
prosecution of the work or Contractor's operations under this contract. Coverage shall be
on an "occurrence" basis, and the policy shall be issued by the same insurance company
that carries the Contractor's liability insurance. Policy limits will be at least combined
bodily injury and property damage per occurrence with a aggregate.
[X] Professional Liability Insurance
Professional liability insurance with limits not less than $1,000,000 per claim with respect
to negligent acts, errors or omissions in connection with professional services is required
under this Agreement. All Standard Provisions specified in this Exhibit C shall apply with
the exception of the requirement to name City of Denton as additional insured and the
provision of a waiver of subrogation.
[ ] Builders' Risk Insurance
Builders' Risk Insurance, on an All-Risk form for 100% of the completed value shall be
provided. Such policy shall include as "Named Insured" the City of Denton and all
subcontractors as their interests may appear.
[ ] Commercial Crime
Provides coverage for the theft or disappearance of cash or checks, robbery inside/outside
the premises, burglary of the premises, and employee fidelity. The employee fidelity
portion of this coverage should be written on a “blanket” basis to cover all employees,
including new hires. This type insurance should be required if the contractor has access to
City funds. Limits of not less than each occurrence are required.
[ ] Additional Insurance
Other insurance may be required on an individual basis for extra hazardous contracts and
specific service agreements. If such additional insurance is required for a specific contract,
that requirement will be described in the "Specific Conditions" of the contract
specifications.
DocuSign Envelope ID: F28E6DC9-13D6-4C81-BB41-ED189F3BD910
City of Denton, Texas Contract 7448
Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 16 of 18
ATTACHMENT 1
[ ] Workers’ Compensation Coverage for Building or Construction Projects for
Governmental Entities
A. Definitions:
Certificate of coverage ("certificate")-A copy of a certificate of insurance, a certificate
of authority to self-insure issued by the commission, or a coverage agreement (TWCC-
81, TWCC-82, TWCC-83, or TWCC-84), showing statutory workers' compensation
insurance coverage for the person's or entity's employees providing services on a
project, for the duration of the project.
Duration of the project - includes the time from the beginning of the work on the
project until the contractor's/person's work on the project has been completed and
accepted by the governmental entity.
Persons providing services on the project ("subcontractor" in §406.096) - includes all
persons or entities performing all or part of the services the contractor has undertaken
to perform on the project, regardless of whether that person contracted directly with
the contractor and regardless of whether that person has employees. This includes,
without limitation, independent contractors, subcontractors, leasing companies, motor
carriers, owner-operators, employees of any such entity, or employees of any entity
which furnishes persons to provide services on the project. "Services" include, without
limitation, providing, hauling, or delivering equipment or materials, or providing
labor, transportation, or other service related to a project. "Services" does not include
activities unrelated to the project, such as food/beverage vendors, office supply
deliveries, and delivery of portable toilets.
B. The contractor shall provide coverage, based on proper reporting of classification codes
and payroll amounts and filing of any overage agreements, which meets the statutory
requirements of Texas Labor Code, Section 401.011(44) for all employees of the
Contractor providing services on the project, for the duration of the project.
C. The Contractor must provide a certificate of coverage to the governmental entity prior
to being awarded the contract.
D. If the coverage period shown on the contractor's current certificate of coverage ends
during the duration of the project, the contractor must, prior to the end of the coverage
period, file a new certificate of coverage with the governmental entity showing that
coverage has been extended.
E. The contractor shall obtain from each person providing services on a project, and
provide to the governmental entity:
1) a certificate of coverage, prior to that person beginning work on the project, so the
governmental entity will have on file certificates of coverage showing coverage for
all persons providing services on the project; and
DocuSign Envelope ID: F28E6DC9-13D6-4C81-BB41-ED189F3BD910
City of Denton, Texas Contract 7448
Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 17 of 18
2) no later than seven days after receipt by the contractor, a new certificate of coverage
showing extension of coverage, if the coverage period shown on the current
certificate of coverage ends during the duration of the project.
F. The contractor shall retain all required certificates of coverage for the duration of the
project and for one year thereafter.
G. The contractor shall notify the governmental entity in writing by certified mail or
personal delivery, within 10 days after the contractor knew or should have known, of
any change that materially affects the provision of coverage of any person providing
services on the project.
H. The contractor shall post on each project site a notice, in the text, form and manner
prescribed by the Texas Workers' Compensation Commission, informing all persons
providing services on the project that they are required to be covered, and stating how
a person may verify coverage and report lack of coverage.
I. The contractor shall contractually require each person with whom it contracts to
provide services on a project, to:
1) provide coverage, based on proper reporting of classification codes and payroll
amounts and filing of any coverage agreements, which meets the statutory
requirements of Texas Labor Code, Section 401.011(44) for all of its employees
providing services on the project, for the duration of the project;
2) provide to the contractor, prior to that person beginning work on the project, a
certificate of coverage showing that coverage is being provided for all employees
of the person providing services on the project, for the duration of the project;
3) provide the contractor, prior to the end of the coverage period, a new certificate of
coverage showing extension of coverage, if the coverage period shown on the
current certificate of coverage ends during the duration of the project;
4) obtain from each other person with whom it contracts, and provide to the contractor:
a) certificate of coverage, prior to the other person beginning work on the
project; and
b) a new certificate of coverage showing extension of coverage, prior to the end
of the coverage period, if the coverage period shown on the current certificate
of coverage ends during the duration of the project;
5) retain all required certificates of coverage on file for the duration of the project and
for one year thereafter;
6) notify the governmental entity in writing by certified mail or personal delivery,
within 10 days after the person knew or should have known, of any change that
DocuSign Envelope ID: F28E6DC9-13D6-4C81-BB41-ED189F3BD910
City of Denton, Texas Contract 7448
Standard Agreement for Engineering Related Design Services Revised Date: 9/11/18 Page 18 of 18
materially affects the provision of coverage of any person providing services on the
project; and
7) Contractually require each person with whom it contracts, to perform as required
by paragraphs (1) - (7), with the certificates of coverage to be provided to the person
for whom they are providing services.
J. By signing this contract or providing or causing to be provided a certificate of coverage,
the contractor is representing to the governmental entity that all employees of the
contractor who will provide services on the project will be covered by workers'
compensation coverage for the duration of the project, that the coverage will be based
on proper reporting of classification codes and payroll amounts, and that all coverage
agreements will be filed with the appropriate insurance carrier or, in the case of a self-
insured, with the commission's Division of Self-Insurance Regulation. Providing false
or misleading information may subject the contractor to administrative penalties,
criminal penalties, civil penalties, or other civil actions.
K. The contractor’s failure to comply with any of these provisions is a breach of contract
by the contractor which entitles the governmental entity to declare the contract void if
the contractor does not remedy the breach within ten days after receipt of notice of
breach from the governmental entity.
DocuSign Envelope ID: F28E6DC9-13D6-4C81-BB41-ED189F3BD910
Exhibit
CONFLICT OF INTEREST QUESTIONNAIRE - FORM CIQ
For vendor or other person doing business with local governmental entity
This questionnaire reflects changes made to the law by H.B. 23, 84th Leg., Regular Session.
This questionnaire is being filed in accordance with Chapter 176, Local Government Code, by a vendor who has a business relationship as
defined by Section 176.001(1-a) with a local governmental entity and the vendor meets requirements under Section 176.006(a).
By law this questionnaire must be filed with the records administrator of the local government entity not later than the 7th business day after
the date the vendor becomes aware of facts that require the statement to be filed. See Section 176.006(a-1), Local Government Code.
A vendor commits an offense if the vendor knowingly violates Section 176.006, Local Government Code. An offense under this section is a
misdemeanor.
1 Name of vendor who has a business relationship with local governmental entity.
2
Check this box if you are filing an update to a previously filed questionnaire.
(The law requires that you file an updated completed questionnaire with the appropriate filing authority not later than the 7th business
day after the date on which you became aware that the originally filed questionnaire was incomplete or inaccurate.)
3 Name of local government officer about whom the information in this section is being disclosed.
Name of Officer
This section, (item 3 including subparts A, B, C & D), must be completed for each officer with whom the vendor has an employment or other business relationship
as defined by Section 176.001(1-a), Local Government Code. Attach additional pages to this Form CIQ as necessary.
A. Is the local government officer named in this section receiving or likely to receive taxable income, other than investment income, from the vendor?
Yes No
B. Is the vendor receiving or likely to receive taxable income, other than investment income, from or at the direction of the local government officer
named in this section AND the taxable income is not received from the local governmental entity?
Yes No
C. Is the filer of this questionnaire employed by a corporation or other business entity with respect to which the local government officer serves as an
officer or director, or holds an ownership of one percent or more?
Yes No
D. Describe each employment or business and family relationship with the local government officer named in this section.
4
I have no Conflict of Interest to disclose.
5
Signature of vendor doing business with the governmental entity Date
DocuSign Envelope ID: F28E6DC9-13D6-4C81-BB41-ED189F3BD910
JACOBS ENGINEERING GROUP INC.
CIQ
X
12/8/2020
X
N/A
X
N/A
Certificate Of Completion
Envelope Id: F28E6DC913D64C81BB41ED189F3BD910 Status: Completed
Subject: Please DocuSign: City Council Contract 7448--AMI-AMR Feasibility Study
Source Envelope:
Document Pages: 47 Signatures: 6 Envelope Originator:
Certificate Pages: 6 Initials: 1 Crystal Westbrook
AutoNav: Enabled
EnvelopeId Stamping: Enabled
Time Zone: (UTC-06:00) Central Time (US & Canada)
901B Texas Street
Denton, TX 76209
crystal.westbrook@cityofdenton.com
IP Address: 198.49.140.104
Record Tracking
Status: Original
12/2/2020 8:55:42 PM
Holder: Crystal Westbrook
crystal.westbrook@cityofdenton.com
Location: DocuSign
Signer Events Signature Timestamp
Crystal Westbrook
crystal.westbrook@cityofdenton.com
Senior Buyer
City of Denton
Security Level: Email, Account Authentication
(None)
Completed
Using IP Address: 198.49.140.104
Sent: 12/2/2020 8:57:42 PM
Viewed: 12/2/2020 8:58:18 PM
Signed: 12/2/2020 8:59:00 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Lori Hewell
lori.hewell@cityofdenton.com
Purchasing Manager
City of Denton
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 198.49.140.104
Sent: 12/2/2020 8:59:03 PM
Viewed: 12/3/2020 8:09:11 AM
Signed: 12/3/2020 8:09:43 AM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Marcella Lunn
marcella.lunn@cityofdenton.com
Deputy City Attorney
City of Denton
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 68.185.202.16
Sent: 12/3/2020 8:09:46 AM
Viewed: 12/3/2020 12:23:52 PM
Signed: 12/3/2020 12:38:20 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Sindhu Avalokita
sindhu.avalokita@jacobs.com
Operations Leader
Security Level: Email, Account Authentication
(None)Signature Adoption: Pre-selected Style
Using IP Address: 47.187.175.50
Sent: 12/3/2020 12:38:22 PM
Resent: 12/8/2020 4:02:08 PM
Viewed: 12/4/2020 6:45:25 PM
Signed: 12/8/2020 4:27:53 PM
Electronic Record and Signature Disclosure:
Accepted: 12/4/2020 6:45:25 PM
ID: ab3586df-1edf-4840-a3e4-308e4a78ec12
Signer Events Signature Timestamp
Terrance Naulty
terrance.naulty@cityofdenton.com
Interim Director Water/Wastewater
City of Denton
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 198.49.140.104
Sent: 12/8/2020 4:27:56 PM
Viewed: 12/8/2020 4:49:20 PM
Signed: 12/8/2020 4:49:45 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Cheyenne Defee
cheyenne.defee@cityofdenton.com
Contract Administrator
City of Denton
Security Level: Email, Account Authentication
(None)
Completed
Using IP Address: 198.49.140.104
Sent: 12/8/2020 4:49:48 PM
Viewed: 12/18/2020 8:22:30 AM
Signed: 12/18/2020 8:22:51 AM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Todd Hileman
Todd.Hileman@cityofdenton.com
City Manager
City of Denton
Security Level: Email, Account Authentication
(None)
Signature Adoption: Pre-selected Style
Using IP Address: 198.49.140.10
Sent: 12/18/2020 8:22:54 AM
Viewed: 12/18/2020 9:58:08 AM
Signed: 12/18/2020 9:58:16 AM
Electronic Record and Signature Disclosure:
Accepted: 7/25/2017 11:02:14 AM
ID: 57619fbf-2aec-4b1f-805d-6bd7d9966f21
Rosa Rios
rosa.rios@cityofdenton.com
City Secretary
Security Level: Email, Account Authentication
(None)Signature Adoption: Pre-selected Style
Using IP Address: 198.49.140.104
Sent: 12/18/2020 9:58:18 AM
Viewed: 12/21/2020 11:23:51 AM
Signed: 12/21/2020 11:24:14 AM
Electronic Record and Signature Disclosure:
Accepted: 12/21/2020 11:23:51 AM
ID: 5d94664c-d516-492c-b8e9-387b0d80cff0
In Person Signer Events Signature Timestamp
Editor Delivery Events Status Timestamp
Agent Delivery Events Status Timestamp
Intermediary Delivery Events Status Timestamp
Certified Delivery Events Status Timestamp
Carbon Copy Events Status Timestamp
Cheyenne Defee
cheyenne.defee@cityofdenton.com
Contract Administrator
City of Denton
Security Level: Email, Account Authentication
(None)
Sent: 12/2/2020 8:59:03 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Carbon Copy Events Status Timestamp
Sherri Thurman
sherri.thurman@cityofdenton.com
City of Denton
Security Level: Email, Account Authentication
(None)
Sent: 12/8/2020 4:49:47 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Gretna Jones
gretna.jones@cityofdenton.com
Legal Secretary
City of Denton
Security Level: Email, Account Authentication
(None)
Sent: 12/8/2020 4:49:47 PM
Viewed: 12/8/2020 4:50:21 PM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Zolaina Parker
Zolaina.Parker@cityofdenton.com
City of Denton
Security Level: Email, Account Authentication
(None)
Sent: 12/21/2020 11:24:16 AM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Kent Conkle
kent.conkle@cityofdenton.com
Security Level: Email, Account Authentication
(None)
Sent: 12/21/2020 11:24:17 AM
Electronic Record and Signature Disclosure:
Not Offered via DocuSign
Witness Events Signature Timestamp
Notary Events Signature Timestamp
Envelope Summary Events Status Timestamps
Envelope Sent Hashed/Encrypted 12/2/2020 8:57:42 PM
Certified Delivered Security Checked 12/21/2020 11:23:51 AM
Signing Complete Security Checked 12/21/2020 11:24:14 AM
Completed Security Checked 12/21/2020 11:24:17 AM
Payment Events Status Timestamps
Electronic Record and Signature Disclosure
ELECTRONIC RECORD AND SIGNATURE DISCLOSURE
From time to time, City of Denton (we, us or Company) may be required by law to provide to
you certain written notices or disclosures. Described below are the terms and conditions for
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If you elect to receive required notices and disclosures only in paper format, it will slow the
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All notices and disclosures will be sent to you electronically
Unless you tell us otherwise in accordance with the procedures described herein, we will provide
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authorizations, acknowledgements, and other documents that are required to be provided or
made available to you during the course of our relationship with you. To reduce the chance of
you inadvertently not receiving any notice or disclosure, we prefer to provide all of the required
notices and disclosures to you by the same method and to the same address that you have given
us. Thus, you can receive all the disclosures and notices electronically or in paper format through
the paper mail delivery system. If you do not agree with this process, please let us know as
described below. Please also see the paragraph immediately above that describes the
consequences of your electing not to receive delivery of the notices and disclosures
electronically from us.
Electronic Record and Signature Disclosure created on: 7/21/2017 3:59:03 PM
Parties agreed to: Sindhu Avalokita, Todd Hileman, Rosa Rios
How to contact City of Denton:
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