Exhibit A - EPA Grant Application
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OMB Number: 4040-0004
Expiration Date: 11/30/2025
* 1. Type of Submission:
* 2. Type of Application:
* 3. Date Received:
4. Applicant Identifier:
5a. Federal Entity Identifier:
5b. Federal Award Identifier:
6. Date Received by State:
7. State Application Identifier:
* a. Legal Name:
* b. Employer/Taxpayer Identification Number (EIN/TIN):
* c. UEI:
* Street1:
Street2:
* City:
County/Parish:
* State:
Province:
* Country:
* Zip / Postal Code:
Department Name:
Division Name:
Prefix:
* First Name:
Middle Name:
* Last Name:
Suffix:
Title:
Organizational Affiliation:
* Telephone Number:
Fax Number:
* Email:
* If Revision, select appropriate letter(s):
* Other (Specify):
State Use Only:
8. APPLICANT INFORMATION:
d. Address:
e. Organizational Unit:
f. Name and contact information of person to be contacted on matters involving this application:
Application for Federal Assistance SF-424
Preapplication
Application
Changed/Corrected Application
New
Continuation
Revision
Completed by Grants.gov upon submission.
LCLUQVAP1WU4
LCLUQVAP1WU4
Cristabel Dykstra
86-6000238
LCLUQVAP1WU4
975 E. Armstrong Way
Chandler
Maricopa
AZ: Arizona
USA: UNITED STATES
85286-0000
Public Works & Utilities
Utilities Administration
Mrs.
Cristabel
Dykstra
Utilities Admin Support Manager
City of Chandler
4807823581
cristabel.dykstra@chandleraz.gov
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
* 9. Type of Applicant 1: Select Applicant Type:
Type of Applicant 2: Select Applicant Type:
Type of Applicant 3: Select Applicant Type:
* Other (specify):
* 10. Name of Federal Agency:
11. Catalog of Federal Domestic Assistance Number:
CFDA Title:
* 12. Funding Opportunity Number:
* Title:
13. Competition Identification Number:
Title:
14. Areas Affected by Project (Cities, Counties, States, etc.):
* 15. Descriptive Title of Applicant's Project:
Attach supporting documents as specified in agency instructions.
Application for Federal Assistance SF-424
C: City or Township Government
Environmental Protection Agency
66.202
Congressionally Mandated Projects
EPA-CEP-01
EPA Mandatory Grant Programs
Advanced Metering Infrastructure (AMI)
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CityLimits.pdf
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
* a. Federal
* b. Applicant
* c. State
* d. Local
* e. Other
* f. Program Income
* g. TOTAL
.
Prefix:
* First Name:
Middle Name:
* Last Name:
Suffix:
* Title:
* Telephone Number:
* Email:
Fax Number:
* Signature of Authorized Representative:
* Date Signed:
18. Estimated Funding ($):
21. *By signing this application, I certify (1) to the statements contained in the list of certifications** and (2) that the statements
herein are true, complete and accurate to the best of my knowledge. I also provide the required assurances** and agree to
comply with any resulting terms if I accept an award. I am aware that any false, fictitious, or fraudulent statements or claims may
subject me to criminal, civil, or administrative penalties. (U.S. Code, Title 18, Section 1001)
** The list of certifications and assurances, or an internet site where you may obtain this list, is contained in the announcement or agency
specific instructions.
Authorized Representative:
Application for Federal Assistance SF-424
* a. Applicant
Attach an additional list of Program/Project Congressional Districts if needed.
* b. Program/Project
* a. Start Date:
* b. End Date:
16. Congressional Districts Of:
17. Proposed Project:
AZ 4&5
AZ 4&5
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06/05/2023
06/05/2025
990,000.00
0.00
0.00
4,500,000.00
0.00
0.00
5,490,000.00
a. This application was made available to the State under the Executive Order 12372 Process for review on
b. Program is subject to E.O. 12372 but has not been selected by the State for review.
c. Program is not covered by E.O. 12372.
Yes
No
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** I AGREE
Mrs.
Dawn
Lang
Deputy City Manager/Chief Financial Officer
480-782-2000
dawn.lang@chanderaz.gov
Completed by Grants.gov upon submission.
* 20. Is the Applicant Delinquent On Any Federal Debt? (If "Yes," provide explanation in attachment.)
* 19. Is Application Subject to Review By State Under Executive Order 12372 Process?
Completed by Grants.gov upon submission.
If "Yes", provide explanation and attach
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
COOPER RD
McQUEEN RD
ARIZONA AV
VAL VISTA DR
LINDSAY RD
GILBERT RD
QUEEN CREEK RD
SANTAN FW
ELLIOT RD
PECOS RD
CHANDLER BL
WARNER RD
PRICE FW
PRICE RD
I-10 FW
56TH ST
MCCLINTOCK DR
RURAL RD
KYRENE RD
CITY OF CHANDLER
November 23, 2022
JURISDICTION BOUNDARY MAP
´
F:/planning/maps/long_range_plan/arcmap projects/jurisdiction-map.mxd
LEGEND
MILE STREETS
FREEWAYS
AIRSTRIPS
RAILROADS
DOBSON RD
HUNT HW
OCOTILLO RD
CHANDLER HEIGHTS RD
RIGGS RD
ALMA SCHOOL RD
The City of Chandler Development Services
Department makes no warranties, written or implied
regarding the information on this map.
RAY RD
GERMANN RD
City of Chandler Incorporated Area
65.68 Square Miles as of November 23, 2022
Source: City of Chandler Development Services Department.
MUNICIPAL PLANNING AREA
COUNTY (UNICORPORATED AREA)
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
SECTION A - BUDGET SUMMARY
$
BUDGET INFORMATION - Non-Construction Programs
OMB Number: 4040-0006
Expiration Date: 02/28/2025
Grant Program
Function or
Activity
(a)
Catalog of Federal
Domestic Assistance
Number
(b)
Estimated Unobligated Funds
New or Revised Budget
Federal
(c)
Non-Federal
(d)
Federal
(e)
Non-Federal
(f)
Total
(g)
5. Totals
4.
3.
2.
1.
$
$
$
$
$
$
$
$
EPA Mandatory Grant
Programs
66.202
990,000.00
4,500,000.00
5,490,000.00
990,000.00
4,500,000.00
5,490,000.00
$
Standard Form 424A (Rev. 7- 97)
Prescribed by OMB (Circular A -102) Page 1
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
SECTION B - BUDGET CATEGORIES
7. Program Income
d. Equipment
e. Supplies
f. Contractual
g. Construction
h. Other
j. Indirect Charges
k. TOTALS (sum of 6i and 6j)
i. Total Direct Charges (sum of 6a-6h)
(1)
Authorized for Local Reproduction
Prescribed by OMB (Circular A -102) Page 1A
Standard Form 424A (Rev. 7- 97)
GRANT PROGRAM, FUNCTION OR ACTIVITY
(2)
(3)
(4)
(5)
Total
6. Object Class Categories
a. Personnel
b. Fringe Benefits
c. Travel
EPA Mandatory Grant
Programs
990,000.00
990,000.00
990,000.00
990,000.00
990,000.00
990,000.00
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
SECTION D - FORECASTED CASH NEEDS
14. Non-Federal
SECTION C - NON-FEDERAL RESOURCES
(a) Grant Program
(b) Applicant
(d) Other Sources
(c) State
(e)TOTALS
$
$
$
$
$
$
$
$
$
$
8.
9.
10.
11.
12. TOTAL (sum of lines 8-11)
15. TOTAL (sum of lines 13 and 14)
13. Federal
Total for 1st Year
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
EPA Mandatory Grant Programs
4,500,000.00
4,500,000.00
4,500,000.00
4,500,000.00
990,000.00
4,500,000.00
5,490,000.00
247,500.00
1,125,000.00
1,372,500.00
247,500.00
1,125,000.00
1,372,500.00
247,500.00
1,125,000.00
1,372,500.00
247,500.00
1,125,000.00
1,372,500.00
$
$
$
$
$
$
$
$
$
FUTURE FUNDING PERIODS (YEARS)
SECTION F - OTHER BUDGET INFORMATION
SECTION E - BUDGET ESTIMATES OF FEDERAL FUNDS NEEDED FOR BALANCE OF THE PROJECT
Authorized for Local Reproduction
$
$
$
$
$
$
16.
17.
18.
19.
20. TOTAL (sum of lines 16 - 19)
21. Direct Charges:
22. Indirect Charges:
23. Remarks:
(a) Grant Program
(b)First
(c) Second
(d) Third
(e) Fourth
EPA Mandatory Grant Programs
990,000.00
990,000.00
Equipment
Funding will cover direct charges related to equipment and services for installation for equipment to be operational.
$
$
Standard Form 424A (Rev. 7- 97)
Prescribed by OMB (Circular A -102) Page 2
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
Preaward Compliance Review Report for
All Applicants and Recipients Requesting EPA Financial Assistance
Note: Read Instructions before completing form.
OMB Number: 2030-0020
Expiration Date: 06/30/2024
I. A. Applicant/Recipient (Name, Address, City, State, Zip Code)
Name:
City of Chandler
Address: 975 E Armstrong Way
City:
Chandler
State:
AZ: Arizona
Zip Code: 85286
B. Unique Entity Identifier (UEI):
C. Applicant/Recipient Point of Contact
LCLUQVAP1WU4
II. Is the applicant currently receiving EPA Assistance?
Yes
No
Cristabel Dykstra
Name:
4807823581
Phone:
cristabel.dykstra@chandleraz.gov
Email:
Utilities Admin Support Manager
Title:
III. List all pending civil rights lawsuits and administrative complaints filed under federal law against the applicant/recipient that allege
discrimination based on race, color, national origin, sex, age, or disability. (Do not include employment complaints not covered by 40
C.F.R. Parts 5 and 7.)
IV. List all civil rights lawsuits and administrative complaints decided against the applicant/recipient within the last year that alleged
discrimination based on race, color, national origin, sex, age, or disability and enclose a copy of all decisions. Please describe all
corrective actions taken. (Do not include employment complaints not covered by 40 C.F.R. Parts 5 and 7.)
V. List all civil rights compliance reviews of the applicant/recipient conducted under federal nondiscrimination laws by any federal agency
within the last two years and enclose a copy of the review and any decisions, orders, or agreements based on the review. Please
describe any corrective action taken. (40 C.F.R. § 7.80(c)(3))
VI. Is the applicant requesting EPA assistance for new construction? If no, proceed to VII; if yes, answer (a) and/or (b) below.
Yes
No
a. If the grant is for new construction, will all new facilities or alterations to existing facilities be designed and constructed to be readily
accessible to and usable by persons with disabilities? If yes, proceed to VII; if no, proceed to VI(b).
Yes
No
b. If the grant is for new construction and the new facilities or alterations to existing facilities will not be readily accessible to and usable
by persons with disabilities, explain how a regulatory exception (40 C.F.R. 7.70) applies.
N/A
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
VII. Does the applicant/recipient provide initial and continuing notice that it does not discriminate on the basis
of race, color, national origin, sex, age, or disability in its program or activities? (40 C.F.R 5.140 and 7.95)
Yes
No
a. Do the methods of notice accommodate those with impaired vision or hearing?
Yes
No
b. Is the notice posted in a prominent place in the applicant's/recipient’s website, in the offices or facilities
or, for education programs and activities, in appropriate periodicals and other written communications?
Yes
No
c. Does the notice identify a designated civil rights coordinator?
Yes
No
VIII. Does the applicant/recipient maintain demographic data on the race, color, national origin, sex, age, or
disability status of the population it serves? (40 C.F.R. 7.85(a))
Yes
No
IX. Does the applicant/recipient have a policy/procedure for providing meaningful access to services for
persons with limited English proficiency? (Title VI, 40 C.F.R. Part 7, Lau v Nichols 414 U.S. (1974))
Yes
No
X. If the applicant is an education program or activity, or has 15 or more employees, has it designated an employee to coordinate its
compliance with 40 C.F.R. Parts 5 and 7? Provide the name, title, position, mailing address, e-mail address, fax number, and telephone
number of the designated coordinator.
Title VI Coordinator: Niki Tapia, Diversity, Equity, & Inclusion Manager, 480-782-2214, niki.tapia@chandleraz.
gov, Mail Stop 605 PO BOX 4008 Chandler, AZ 85244-4008
XI. If the applicant is an education program or activity, or has 15 or more employees, has it adopted grievance procedures that assure the
prompt and fair resolution of complaints that allege a violation of 40 C.F.R. Parts 5 and 7? Provide a legal citation or applicant’s/
recipient’s website address for, or a copy of, the procedures.
https://www.chandleraz.gov/government/city-managers-office/diversity-equity-inclusion/title-vi
For the Applicant/Recipient
I certify that the statements I have made on this form and all attachments thereto are true, accurate and complete. I acknowledge that any
knowingly false or misleading statement may be punishable by fine or imprisonment or both under applicable law. I assure that I will fully comply
with all applicable civil rights statutes and EPA regulations.
A. Signature of Authorized Official
Completed by Grants.gov upon submission.
B. Title of Authorized Official
Deputy City Manager/Chief Financial Officer
C. Date
Completed by Grants.gov
upon submission.
For the U.S. Environmental Protection Agency
I have reviewed the information provided by the applicant/recipient and hereby certify that the applicant/recipient has submitted all preaward
compliance information required by 40 C.F.R. Parts 5 and 7; that based on the information submitted, this application satisfies the preaward
provisions of 40 C.F.R. Parts 5 and 7; and that the applicant has given assurance that it will fully comply with all applicable civil rights statures and
EPA regulations.
A. *Signature of Authorized EPA Official
B. Title of Authorized Official
C. Date
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
Instructions for EPA FORM 4700-4 (Rev. 04/2021)
General. Recipients of Federal financial assistance from the U.S. Environmental Protection Agency must comply with the following statutes and
regulations.
Title VI of the Civil Rights Acts of 1964 provides that no person in the United States shall, on the grounds of race, color, or national origin, be
excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving Federal financial
assistance. The Act goes on to explain that the statute shall not be construed to authorize action with respect to any employment practice of any
employer, employment agency, or labor organization (except where the primary objective of the Federal financial assistance is to provide
employment). Section 13 of the 1972 Amendments to the Federal Water Pollution Control Act provides that no person in the United States shall on
the ground of sex, be excluded from participation in, be denied the benefits of, or be subjected to discrimination under the Federal Water Pollution
Control Act, as amended. Employment discrimination on the basis of sex is prohibited in all such programs or activities. Section 504 of the
Rehabilitation Act of 1973 provides that no otherwise qualified individual with a disability in the United States shall solely by reason of disability be
excluded from participation in, be denied the benefits of, or be subjected to discrimination under any program or activity receiving Federal financial
assistance. Employment discrimination on the basis of disability is prohibited in all such programs or activities. The Age Discrimination Act of 1975
provides that no person on the basis of age shall be excluded from participation under any program or activity receiving Federal financial assistance.
Employment discrimination is not covered. Age discrimination in employment is prohibited by the Age Discrimination in Employment Act administered
by the Equal Employment Opportunity Commission. Title IX of the Education Amendments of 1972 provides that no person in the United States on
the basis of sex shall be excluded from participation in, be denied the benefits of, or be subjected to discrimination under any education program or
activity receiving Federal financial assistance. Employment discrimination on the basis of sex is prohibited in all such education programs or
activities. Note: an education program or activity is not limited to only those conducted by a formal institution. 40 C.F.R. Part 5 implements Title IX of
the Education Amendments of 1972. 40 C.F.R. Part 7 implements Title VI of the Civil Rights Act of 1964, Section 13 of the 1972 Amendments to the
Federal Water Pollution Control Act, and Section 504 of The Rehabilitation Act of 1973.
Items "Applicant" means any entity that files an application or unsolicited proposal or otherwise requests EPA assistance. 40 C.F.R. §§ 5.105, 7.25.
"Recipient" means any State or its political subdivision, any instrumentality of a State or its political subdivision, any public or private agency,
institution, organizations, or other entity, or any person to which Federal financial assistance is extended directly or through another recipient,
including any successor, assignee, or transferee of a recipient, but excluding the ultimate beneficiary of the assistance. 40 C.F.R. §§ 5.105, 7.25.
"Civil rights lawsuits and administrative complaints" means any lawsuit or administrative complaint alleging discrimination on the basis of race, color,
national origin, sex, age, or disability pending or decided against the applicant and/or entity which actually benefits from the grant, but excluding
employment complaints not covered by 40 C.F.R. Parts 5 and 7. For example, if a city is the named applicant but the grant will actually benefit the
Department of Sewage, civil rights lawsuits involving both the city and the Department of Sewage should be listed. "Civil rights compliance review"
means: any federal agency-initiated investigation of a particular aspect of the applicant's and/or recipient's programs or activities to determine
compliance with the federal non-discrimination laws. Submit this form with the original and required copies of applications, requests for extensions,
requests for increase of funds, etc. Updates of information are all that are required after the initial application submission. If any item is not relevant to
the project for which assistance is requested, write "NA" for "Not Applicable." In the event applicant is uncertain about how to answer any questions,
EPA program officials should be contacted for clarification.
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
OMB Number: 2030-0020
Expiration Date: 06/30/2024
EPA KEY CONTACTS FORM
Authorized Representative: Original awards and amendments will be sent to this individual for review and acceptance, unless
otherwise indicated.
Name:
Prefix: Mrs.
First Name: Dawn
Middle Name:
Last Name: Lang
Suffix:
Title:
Deputy City Manager/Chief Financial Officer
Complete Address:
Street1:
175 S. Arizona Avenue
Street2:
City:
Chandler
State:
AZ: Arizona
Zip / Postal Code: 85225
Country:
USA: UNITED STATES
Phone Number:
480-782-2000
Fax Number:
E-mail Address:
dawn.lang@chandleraz.gov
Payee: Individual authorized to accept payments.
Name:
Prefix: Mr.
First Name: Robert
Middle Name:
Last Name: Steele
Suffix:
Title:
Accounting Senior Manager
Complete Address:
Street1:
175 S. Arizona Avenue
Street2:
City:
Chandler
State:
AZ: Arizona
Zip / Postal Code: 85225
Country:
USA: UNITED STATES
Phone Number:
480-782-2324
Fax Number:
E-mail Address:
robert.steele@chandleraz.gov
Administrative Contact: Individual from Sponsored Programs Office to contact concerning administrative matters (i.e., indirect cost
rate computation, rebudgeting requests etc).
Name:
Prefix: Mrs.
First Name: Cristabel
Middle Name:
Last Name: Dykstra
Suffix:
Title:
Utilities Admin Support Manager
Complete Address:
Street1:
975 E. Armstrong Way
Street2:
City:
Chandler
State:
AZ: Arizona
Zip / Postal Code: 85225
Country:
USA: UNITED STATES
Phone Number:
480-782-3581
Fax Number:
E-mail Address:
cristabel.dykstra@chandleraz.gov
EPA Form 5700-54 (Rev 4-02)
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
EPA KEY CONTACTS FORM
Project Manager: Individual responsible for the technical completion of the proposed work.
Name:
Prefix: Mrs.
First Name: Cristabel
Middle Name:
Last Name: Dykstra
Suffix:
Title:
Utilities Admin Support Manager
Complete Address:
Street1:
975 E Armstrong Way
Street2:
City:
Chandler
State:
AZ: Arizona
Zip / Postal Code:
85226
Country:
USA: UNITED STATES
Phone Number:
480-782-3581
Fax Number:
E-mail Address:
cristabel.dykstra@chandleraz.gov
EPA Form 5700-54 (Rev 4-02)
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
Project Narrative File(s)
* Mandatory Project Narrative File Filename:
To add more Project Narrative File attachments, please use the attachment buttons below.
AMI Project Narrative_Workplan.pdf
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PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
Community Grants Workplan
Name of Applicant: City of Chandler
Point of Contact: Cristabel Dykstra
Project Title: Advanced Metering Infrastructure (AMI)
Project Objective(s) and Needs:
The City of Chandler is working on an innovative project that will benefit utility customers. The City
will be transitioning from Automated Meter Reading (AMR) to Advanced Metering Infrastructure
(AMI). The City currently collects approximately 87,000 monthly water meter reads using drive-by
technology through a mobile data collection device. The reads are collected to produce and
distribute monthly bills to the City’s utility customers. The goal of this project is to get automatic,
hourly consumption data via an integrated system of smart meters, communication network, and
data management system – known as AMI. The City will be strategically installing a network of
devices known as collectors (small antennas). These collectors will be placed atop buildings and/or
traffic signal poles (at line of sight) to collect data on a continual basis. With AMI, all customers will
be able to view their daily water consumption data via a customer portal which will also help in
reducing their utility bill.
The City is requesting $990,000 as part of the FY22 Community Grants Program for Congressionally
Directed Spending (CDS) and Community Project Funding (CPF). The City of Chandler will be covering
additional costs of the project estimated at approximately $4.5 million.
Project Description:
As part of the AMI project initiative, an assessment was conducted in 2020 and completed in January
2021, to evaluate the benefits of transitioning from AMR to AMI. The assessment concluded that the
City would greatly benefit from AMI in various areas including but not limited to eliminating the need
to capture readings through a driving method (thus reducing fuel cost and vehicle maintenance),
leak detections, and providing customers the ability to view and manage their daily water
consumption. The assessment also provided a financial analysis for the project. The full assessment
report has been included as part of the grant application.
All collectors will be placed on already established structures such as water towers, city-owned
buildings, and traffic signal poles. Each collector will have at minimum a one-mile radius to capture
reads from meters within that range. Where applicable, older, and already existing meters, will be
replaced with new ones to be compatible with the network. All collectors will be placed on already
established structures and at no time will there be any type of construction or ground disturbance.
The collectors are small and designed for quick installation and can be electrical or solar. An
updated propagation study is currently in the works to determine the best possible locations for the
collectors.
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
Milestone Schedule / Scope of Work:
The project is estimated to be a two-year project, starting June 2023 through June 2025. A high-level
milestone schedule has been provided as well as an attachment of the detailed project
schedule/scope of work.
Figure 1: High Level Project Schedule
Environmental Results/Benefits:
The AMI project will have positive environmental impacts with the intent of reducing water loss
within our system and at customers’ end use. Due to the nature of our desert climate, Chandler has
always been a leader in water conservation. With shortage in the Colorado River system, Chandler is
looking to enhance water usage analysis to continue ensuring that every gallon of water is
accounted for and used efficiently. AMI is the next step in this process and will allow staff and
residents to be more vigilant with use and water savings. Customers will be able to log into a
customer portal to see their water usage daily. This precision will afford customers to detect leaks or
abnormal water usage. As outlined in a report prepared by AMWA (American Water Works
Association) in January 2022, studies have shown that customers who sign up for AMI water portals
decrease their average daily usage up to 12%. In addition, City staff will also be able to detect
abnormal usage and address it immediately. The data collected through AMI will not only help
reduce water loss but also improve water resource management.
Workplan Requirements for Identifying Contractors:
The City of Chandler will follow and abide by the competitive Procurement Standards outlined in 2
CFR 200.317 – 2 CFR 200.327 as it pertains to this project. No professional engineering services
and/or construction are needed as part of this project. Any professional services as well as any
purchases of equipment and installation of equipment will follow EPA’s procurement requirements.
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
Workplan Requirements for Identifying Subrecipients:
This grant award will not have any subrecipients as part of this project.
Attachments:
AMI Assessment
AMI Project Schedule
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
Advanced Metering Infrastructure
(AMI)
Assessment Report
January 2021
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
AMI ASSESSMENT REPORT
Proprietary and Confidential
iii
This document contains proprietary and confidential information. This report shall be exempt
from disclosure under the Freedom of Information and Protection of Privacy Act on the basis
that it includes information about vendors and their pricing.
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01
AMI ASSESSMENT REPORT
Proprietary and Confidential
iv
Table of Contents
Executive Summary .............................................................................................................. 1-1
1
1.1
Introduction ............................................................................................................................... 1-1
1.2
Alternatives Under Consideration ............................................................................................. 1-1
1.3
Assessment Conclusions ............................................................................................................ 1-1
1.4
Alternative One – Basic AMI ...................................................................................................... 1-3
1.5
Alternative Two – Full Featured AMI ......................................................................................... 1-3
1.6
Alternative Three – Continued AMR with Customer Consumption Information ...................... 1-4
Study Overview ..................................................................................................................... 2-1
2
2.1
Current Environment at City of Chandler .................................................................................. 2-1
2.2
History of AMI ............................................................................................................................ 2-2
2.3
AMI Overview ............................................................................................................................ 2-4
AMI Vision ............................................................................................................................. 3-1
3
3.1
Workshop Results ...................................................................................................................... 3-1
3.2
The Vision and Roadmap for AMI .............................................................................................. 3-5
Customer Service Process Analysis ....................................................................................... 4-1
4
4.1
Meter Reading ........................................................................................................................... 4-2
4.2
Billing and Bill Processing ........................................................................................................... 4-3
4.3
Field Customer Service Order Impacts....................................................................................... 4-4
4.4
Customer Service Operations & Revenue .................................................................................. 4-7
4.5
Impacts to Staffing ..................................................................................................................... 4-8
Distribution Operations Process Analysis ............................................................................. 5-1
5
5.1
Pressure Management ............................................................................................................... 5-2
5.2
System Modeling and Planning .................................................................................................. 5-2
5.3
System Leak Detection ............................................................................................................... 5-3
5.4
Recommendations for Distribution Operations ........................................................................ 5-3
Information Technology Impacts.......................................................................................... 6-1
6
6.1
AMI HES Considerations............................................................................................................. 6-1
6.2
CIS Considerations ..................................................................................................................... 6-1
6.3
Integration Considerations ........................................................................................................ 6-1
AMI Alternatives ................................................................................................................... 7-1
7
7.1
Network Replacement Only ....................................................................................................... 7-1
7.2
Alternative Scenarios ................................................................................................................. 7-2
Economic and Financial Analysis .......................................................................................... 8-1
8
8.1
AMI Financial Impacts ................................................................................................................ 8-1
8.2
Financial Model Design .............................................................................................................. 8-1
8.3
Program Implementation Cost................................................................................................... 8-2
8.4
AMI Operations and Maintenance Cost .................................................................................... 8-2
8.5
Direct Program Benefits ............................................................................................................. 8-3
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8.6
Indirect Program Benefits .......................................................................................................... 8-3
8.7
Overall Financial Model ............................................................................................................. 8-5
8.8
Conclusions ................................................................................................................................ 8-9
Deployment and Implementation Planning ......................................................................... 9-1
9
9.1
Introduction ............................................................................................................................... 9-1
9.2
Key Areas of Consideration ........................................................................................................ 9-1
9.3
Decisions on Implementation .................................................................................................... 9-2
9.4
Implementation Considerations ................................................................................................ 9-2
9.5
Risk Assessment ......................................................................................................................... 9-3
Acronyms ............................................................................................................................ 10-1
10
Appendix A. Summary Table ........................................................................................................ A-1
Appendix B. Advanced Metering Technology Review ................................................................. B-1
List of Figures
Figure 1-1 Alternative One Timeline ...................................................................................................... 1-3
Figure 1-2 Alternative Two Timeline ...................................................................................................... 1-4
Figure 1-3 Alternative Three Timeline ................................................................................................... 1-4
Figure 2-1 Meter with MIU for Pit Application ...................................................................................... 2-2
Figure 2-2 Water Fixed Capable Shipments (2005-2018) ...................................................................... 2-3
Figure 2-3 Total Water Shipments (1997-2018) .................................................................................... 2-3
Figure 2-4 Hierarchy of AMI Benefits ..................................................................................................... 2-5
Figure 2-5 Advanced Benefits Realization.............................................................................................. 2-6
Figure 3-1 Chandler Smart Meter Vision ............................................................................................... 3-6
Figure 4-1 Chandler's Monthly Billing Cycle ........................................................................................... 4-1
Figure 6-1 AMI System Integration ........................................................................................................ 6-2
Figure 9-1 People, Process and Technology Working Together ............................................................ 9-1
Figure 9-2 Core Value Processes ............................................................................................................ 9-2
Figure B-1 STAR AMI Network ............................................................................................................... B-2
Figure B-2 Mesh AMI Network ............................................................................................................... B-2
Figure B-3 Cellular/Wi-Fi Network ......................................................................................................... B-2
Figure B-4 Typical AMI Systems and Integrations .................................................................................. B-2
Figure B-5 Sample Data Provided by Web Portal .................................................................................. B-2
List of Tables
Table 1-1 Cost-Benefit for Each Alternative ........................................................................................... 1-2
Table 2-1 Steps to Tiered AMI Benefits ................................................................................................. 2-5
Table 4-1 Meter Reading Impact and Benefits Assessment .................................................................. 4-3
Table 4-2 Order Metric and Impact Assessment without Remote Valves ............................................. 4-6
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Table 4-3 Order Metric and Impact Assessment WITH Remote Valves................................................. 4-7
Table 8-1 Project Direct Benefit Savings over 10-Year Analysis Period ................................................. 8-3
Table 8-2 Indirect Benefit Savings over 10-Year Analysis Period ........................................................... 8-3
Table 8-3 10-Year Summary of Three Strategies ................................................................................... 8-5
Table 8-4 Alternative 1, Basic AMI Pro-Forma ....................................................................................... 8-6
Table 8-5 Alternative 2, Advanced AMI Pro-Forma ............................................................................... 8-7
Table 8-6 Alternative 3, Maintain AMR Pro-Forma .............................................................................. 8-8
Table 9-1 Technological and Business Risks Associated with AMI Deployment .................................... 9-4
Table A-1 Business Case Model Source Data ........................................................................................ A-1
Table A-2 Simplified Cost Overview ...................................................................................................... A-2
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Executive Summary
1
1.1 Introduction
The City of Chandler (City) has been interested in evaluating whether they should consider transitioning to
AMI from their current Advanced Meter Reading (AMR) system. To assist in this evaluation effort, the City
commissioned Excergy Corporation (Excergy) for services to obtain an analysis of the costs and the benefits
of AMI for several different alternatives of interest to the City. This report sets forth the findings of the AMI
Assessment (the Assessment) for the City.
1.2
Alternatives Under Consideration
To provide a thorough understanding of the benefits and challenges of AMI compared to other potential
options, the City selected three different alternatives to consider with one additional caveat affecting the first
two alternatives. The alternatives are summarized below:
AMI System Alternatives
● Alternative 1 – Basic AMI to replace current AMR System:
This alternative analyzes installation of a fixed network to move the system from using
AMR to using an AMI system.
One caveat in this alternative is an evaluation of the timing of the move from AMR to AMI
both prior to a CIS upgrade and after a CIS upgrade.
● Alternative 2 – Full functionality AMI, including Distribution Operations endpoints and
targeted remote disconnect valved meters:
This alternative provides an analysis of the City deploying a full-featured AMI system that
includes Distribution Operations endpoints for Pressure Management, Water Quality
Monitoring, etc. as well as a population of 4000 targeted remote disconnect meters in
specific locations of need (e.g., services that have frequent, one to two times a year, visits
for meter on/off activities).
This alternative also includes the evaluation of the timing of the move from AMR to AMI
both prior to a CIS upgrade and after a CIS upgrade.
● Alternative 3 – Maintain AMR, but consider an alternative (e.g., Flume) to provide usage
information to customers:
This alternative analyzes the other end of the spectrum by of not deploying AMI
functionality, but continuing to read meters using an AMR system and looking at other
technology alternatives such as Flume to provide usage data to customers similar to what
AMI provides. This alternative would not be connected to billing system data or any other
utility systems for data collection.
1.3
Assessment Conclusions
In the water utility industry, AMI has become a reality because of the advancements in communications
technology and battery life, coupled with the reduction in the cost of communications components. The City
is right to seek a forward-looking strategic plan that offers the potential to transform its operations, and the
way in which it interfaces with customers.
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The cost/benefit analysis for each alternative over the requested 10-year period, both from a capital
standpoint and an ongoing operations and maintenance perspective, as well as the direct and indirect
financial benefits are outlined in the Table 1-1 below.
Table 1-1 Cost-Benefit for Each Alternative
None of the three alternatives offer a positive Net Present Value and are close in total value. As such, all
three options are viable for the City to consider. The pros and cons of each are summarized below to assist in
the decision-making process.
CIS Version Considerations
1.3.1
The City is evaluating, due to resource constraints, whether they should proceed with a CIS upgrade ahead of
deploying AMI. The new CIS version has three main advantages as it pertains to AMI. The considerations for
CIS version between Alternatives One and Two are the same.
First, the new version also provides some added functionality relative to meter data management. With the
volume of meter data that will be available from the new AMI system, this feature is of value, but the new
Neptune 360 AMI Head-End system also provides some of this basic meter data management functionality,
so the City could likely get by without the upgrade for this feature only.
Second, the new version includes a customer portal to view interval consumption data. Since the new system
will not have a significant amount of consumption data to review until the system has been in operation for a
while and because the Neptune 360 system will allow City personnel to view consumption data, this would
not seem to be a significant reason to install the new system prior to AMI. Implementing the AMI system
before the CIS upgrade would allow City staff the added time to become familiar with the AMI system and
the output data before the customer portal is deployed to the customer as part of the CIS upgrade.
If the City decides to install AMI before the upgraded CIS version (V4), the new Neptune 360 AMI system will
need to integrate to the existing CIS and then when the updated CIS is installed, a new integration effort
would be necessary.
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Other Overall Considerations
1.3.2
A clear external stakeholder communications plan and organizational change management plan should be
included in the planning cycle and initiated prior to the procurement cycle. A summary of the evaluation for
each alternative including implementation approach, timeline, and pros/cons for consideration follows.
1.4
Alternative One – Basic AMI
Because the City has already invested in a Neptune AMR system that is convertible to AMI without the
change out of meters or meter interface units (MIUs), the installation of a basic AMI system involves only the
installation of a fixed base network to replace the current drive-by approach to the collection of reads and
the installation and integration of a new AMI Head-End operating system (Neptune 360).
Implementation Strategy Approach and Timeline
1.4.1
The implementation approach for this alternative would be to install the new Neptune 360 AMI Head-End
system in a test environment and integrate it to the test CIS system. The systems would then be tested by
first verifying functionality with a test collector and a few meters in the meter shop or at trusted friends and
family locations. After the initial verification, an Initial Deployment (IDA) would be established with several
collectors installed to read the meters in that area and functionality verification along with read performance
in comparison to expected values from Neptune would be evaluated. Once these tests are successful, the
system could be moved to production and deployment of the remainder of the collectors could proceed. The
timeline for this effort would be:
Alternative Pros and Cons
1.4.2
The pros of this alternative are that you achieve many of the benefits sought in implementing an AMI for the
least cost in the quickest time. Specifically,
► Once a Customer Portal has been deployed, customers will be able to proactively identify, and
hopefully address, their own leaks,
► The utility will be able to identify meter maintenance issues on an ongoing basis based on receipt of
read information,
► Customers may have access to consumption and billing data online via a customer portal (see Sec.
1.3.1 above concerning CIS version relative to this benefit)
► The utility will be able to easily retrieve interval usage data and customers and City Staff can see usage
patterns together
The cons of this alternative are the costs associated with the installation of a fixed network compared to
maintaining the current AMR system and the reduced financial benefits from not having a more robust AMI
system capable of providing more information to the utility and customers.
1.5
Alternative Two – Full Featured AMI
Today’s AMI systems offer additional features beyond meter reading and basis leak detection. These include
the opportunity to use remotely operated valves to disconnect and reconnect customers to receive water as
well as distribution monitoring capability to detect line pressure, temperature, and other parameters. This
Figure 1-1 Alternative One Timeline
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alternative evaluates the added costs and benefits of including 4,000 remote valves at appropriate customer
locations and a sampling of monitors throughout the distribution system for long-term evaluation.
Implementation Strategy Approach and Timeline
1.5.1
The implementation approach for this alternative would be to install the new Neptune 360 AMI Head-End
system in a test environment and integrate it to the test CIS system. The systems would then be tested by
first verifying functionality with a test collector and a few meters, remote valves, and system monitors in the
meter shop or at trusted friends and family locations. After the initial verification, an Initial Deployment (IDA)
would be established with several collectors installed to read the meters and monitors and operate the
remote valves in that area. The remote valves and monitors would need to be installed once the collectors in
that area are installed. Functionality verification along with read performance in comparison to expected
values from Neptune would be evaluated. Once these tests are successful, the system could be moved to
production and deployment of the remainder of the collectors could proceed with remote valve and monitor
installation proceeding once collectors are in place in those locations. The timeline for this effort would be:
Alternative Pros and Cons
1.5.2
The pros of this alternative Include all those stated above under Alternative One, but also include:
► Ability to remotely disconnect/reconnect meters for non-payment or in a move-in/move-out, avoiding
previously necessary truck rolls,
► The availability of distribution system information on line pressure, temperature and other
parameters that can improve overall function and useful life of the system components.
In addition to the cons described above in Alternative One, there are operational concerns as to whether
there is clearance in meter pits to be able to install remote valves effectively. Relative to distribution
operations monitors, it is difficult to quantify the value of the information provided and it may be necessary
to install many more monitors at an added cost to fully realize the benefits of the monitoring effort
1.6
Alternative Three – Continued AMR with Customer Consumption Information
Because the City already has a fully functional AMR system today, the alternative evaluates simply
maintaining that system and promoting the opportunity for customers to track their consumption through
use of a third-party device, such as Flume. Customers would need to pay for these devices themselves at a
likely cost between $150 - $200, but the City could also consider rebates based on the identification of leaks
or some other basis. Such rebates were not considered as part of the cost summary below.
Implementation Approach and Timeline
1.6.1
The implementation approach for this alternative would not require any specific field action by the City. It
would involve a marketing campaign to encourage customers to consider the purchase of a flow monitoring
device with the possibility/opportunity for a rebate from the City. The timeline for this effort would be:
Figure 1-2 Alternative Two Timeline
Figure 1-3 Alternative Three Timeline
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Alternative Pros and Cons
1.6.2
The pros of this alternative are centered on the fact that the City would not be responsible for the capital cost
or maintenance of a new AMI system. Interested customers would still be able to see consumption and
possible leak conditions and take appropriate actions to resolve them, providing a customer service to them
and conserving water resources.
The cons of this alternative are that you lose out on most all of the pros described in Alternatives One and
Two above:
► Only those customers that pay the money for a flow monitoring device will be able to proactively
identify, and hopefully address, their own leaks,
► The utility will not be able to identify meter maintenance issues based on receipt of read information
on an ongoing basis but only based on the once per month read,
► Customers will not have access to consumption and billing data online, and
► The City will not have the ability to easily retrieve interval usage data and view that data with
customers to see usage patterns together.
There are no CIS version considerations for this Alternative. The City could proceed with a CIS version
upgrade if they choose to for reasons other than AMI.
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Study Overview
2
2.1 Current Environment at City of Chandler
One of the hallmarks of Chandler is the high concentration of hi-tech companies that call the City home.
Chandler is known as a “City of Innovation.” To maintain that reputation and continuously improve the
customer experience and growing expectations for the availability and access to near-real-time data, the City
continues to invest in technology where prudent.
To address the conservation reporting requirements and goals as well as maintaining the City’s innovation
reputation, Chandler embarked upon a plan with AMR/AMI provider Neptune to install an AMR system to
support meter reading in the early 2000s (2000 with Badger and 2006 with Neptune). In combination with
these efforts, the City has continued a conservative and robust meter replacement schedule that ensures
that meters are replaced after 15 years of service. The AMR system has continued to grow throughout the
years and was architected in such a way as to be easily converted to a fixed-based AMI system with the
addition of network collectors and backhaul from collectors. The combination of up-to-date installed meter
inventory and a readily convertible AMR to AMI system makes the costs of moving to AMI lower than most
other utilities encounter.
Other municipal water utilities as well as electric utilities in the area have moved to fixed-network AMI
systems. The City has been closely watching those AMI deployments and have learned many lessons to apply
to an AMR to AMI conversion.
In August of 2020, the City and Excergy began to assess the feasibility of implementation of an AMI system
for the customer meters. This Assessment presents an analysis of the costs and benefits of an AMI
technology and recommendations for the City’s consideration. The impacts considered, include
enhancements to Management Utility Services (MUS) and Public Works and Utilities (PWC) workloads
impacted by AMI. A positive outcome from the AMI business case analysis was not presumed, and the
Assessment was designed to present a clear and defensible analysis.
The Study approach was designed to:
● Leverage City staff members’ experience and existing knowledge of meter reading systems, as
well as its own meter reading, meter management, IT, distribution, financial, and customer
service practices and meter-to-cash processes
● To provide an independent (vendor-neutral) evaluation of AMI technologies based on the
City’s current and future needs for data, so that City managers have a firm basis for their
decisions
● Begin with a wide review of alternatives followed by an elimination process
● Help forge consensus and buy-in among City staff, as AMI affects several operating and
support areas and requires considerable resources
Existing data collection, staff interviews, and a series of workshops were completed to assist in the technical
and financial analysis presented in this report. Excergy conducted workshops with City staff to identify areas
of potential improvements from implementing a new metering system, as well as expectations and concerns
for a new metering system. Workshops conducted as part of the Assessment included:
► Workshop to discuss consolidated issues and expectations
► AMI Situational Analysis and Technology Workshop
► Customer Service Workshop
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► IT Considerations Workshop
► AMI Strategic Alternatives Workshop
► Economic Modeling / Business Case Workshop
► Business Process Impact Workshop
► AMI Implementation Planning Considerations Workshop
These discussions were utilized in the development of the recommendations and analysis provided in this
report.
2.2 History of AMI
Early Uses of AMR
2.2.1
The early stages of AMI were in fact only AMR – or Automatic Meter Reading systems. As early as 1985, the
utility industry began to install devices to make the process of meter reading quicker, more accurate, and less
costly. The first AMR system simply transferred the meter reading and identification number to a recording
device when the device was held near the meter. These “walk-by” or “touch-read” AMR systems provided
the same service traditional meter readers provided with a pencil and paper. The early AMR systems
required staff to walk a route to collect the consumption data from each metering device. With AMR
systems, the reading function became a little faster, and fewer reading errors occurred because the mistake-
prone process of manually inputting the read data was eliminated.
As vendors improved the AMR systems, the range of the meter
transmitters or Meter Interface Units (MIUs) increased, so the
meter could be read by a person walking or driving past multiple
meters at one time. Over time, the range of the MIU signal
increased from two feet to approximately three hundred feet.
Early systems delivered one reading per month to minimize the
battery usage on the device. Many of these systems are still in
place today and are routinely being replaced with advanced AMI
systems.
Evolving from AMR to AMI
2.2.2
AMR systems evolved from a monthly meter reading system into
AMI systems that provided the capability of collecting hourly or
15-minute intervals of consumption and sending this data daily
through radio transmissions to data collection devices installed in
the field. Using these fixed-network collection devices and
gathering this data daily over the radio network gave utilities a
strategic advantage by utilizing the system as a management
and operations tool.
1 According to Cognyst Consulting, industry data on the total number of units shipped of advanced metering
devices (AMR or AMI) in North America has been collected in the Scott Report since 2004. Specific quotes
from this report are captured below to highlight the industry trend of moving from AMR meters to AMI
meters due to improvements in the AMI technology roadmap:
“While the report on 2019 shipments is still being compiled, indications are that that it will be another record
year for advanced metering. 2018 cumulative shipments (AMR and AMI combined) to the water industry
1 Cognyst Consulting: www.thescottreport.com/scottreport/consulting.htm
Figure 2-1 Meter with MIU for Pit Application
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exceeded 93 million units and with over 4.8 million new units shipped in 2018. Cumulative water, gas and
electric device shipments reached 394 million last year. Notably, water “fixed capable” units have climbed
steadily in the water industry from 3.6M units in 2013 to 4.8M in 2018.”
In Comparison to 2004, there were 71.9 million cumulative water, gas, and electric MIU device shipments
back then, of which 15.3 million were water. Data for shipped water “fixed capable” units began in 2005, and
close to one million were shipped in that year. Refer to Figures 2-2 and 2-3 below for additional data points.
Figure 2-3 Total Water Shipments (1997-2018)
Both of these trends validate Excergy’s consulting experience over the last five years, as we see clients in the
water market largely converting to fixed network (AMI) units except in very rural environments. Both the
Figure 2-2 Water Fixed Capable Shipments (2005-2018)
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industry shipment data and our own consulting experience suggest that most new projects primarily target
complete conversion to AMI or some migration path in that direction using “fixed capable” equipment.
2.3 AMI Overview
An AMI system performs meter reading functions through positive-displacement and/or solid-state metering
devices (meters) and transmits the consumption information, as well as various status events, back to a to a
central database for billing and/or analysis. The consumption data generates a consumption history and a
billing statement for the utility’s revenue sustainability.
In addition to reading meters, AMI systems may also accommodate other devices. Sensors, such as acoustic
leak detectors, water quality and pressure monitors can passively gather information and send it along
periodically. AMI Vendors are now offering remote shut-off valves that can remotely turn-on or shut-off
water service remotely to improve customer service and provide operational efficiencies for service
operations on the smaller services.
AMI is:
AMI is NOT:
● A real-time operational communication system
● A collection of sensors for utility operations
● An informational system that provides data
and information to improve operations
● Just for meter reading
● Solely used for billing and customer
service
Depending on capabilities of the AMI system implemented, AMI can be expected to provide data over the
AMI network that can be used to support utility operations and processes. The typical advantages AMI can
provide are as follows:
► Time-synchronized hourly consumption data recorded at the meters and provided (at a minimum)
daily to the Utility’s back office systems
► “Real-time” communications to and from any endpoint for reads or data; the ability to request real-
time information from select points
► Ability to set and change thresholds of alarms, based on business needs
► Ability to review aggregated data from select points
► A communication network for collecting information and controlling devices
The benefits of AMI are multi-tiered (see Figure 2-4 and Table 2-1). As a utility initially deploys an AMI
system, the first benefits are realized in the efficiencies gained in the meter reading arena, depending on if
the utility is manually reading meters, or is converting from an AMR system. The additional benefits AMI can
provide are through analysis and access to the extensive and timely data of the customers’ time-
synchronized consumption. When utilities begin to change policies, the second and third tier benefits begin
to be realized.
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Table 2-1 Steps to Tiered AMI Benefits
1st Tier Benefits from
Automation
2nd Tier Benefits from
Process Reengineering
3rd Tier Benefits from
Implementation of Best Practices
● Reduction in meter
reading costs
● Improved read
accuracy – reduced
implausible reads
● Reduction or
elimination of
“estimated” bills
● Reduction in read to bill
time
● Reduced and quicker
resolution to “high bill”
complaints
● Customer preference
billing dates (TBD policy
decision)
● Reduction in costs for
move-in / move-out
reads and service
transfers
● Reduced losses to theft
● Proactive customer-side leak
notification, “alert” service
● Improved system design and
management
● Opportunity to provide higher
level of pressure management,
acoustic leak detection, water
quality management
● Remote connect/disconnect of
small service meters
Figure 2-4 Hierarchy of AMI Benefits
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As shown in Figure 2-5, other third-tier best practices include: system analysis, water loss analysis, and leak
detection.
System Analysis
2.3.1
Time-synchronized data from the AMI can be used to support system modeling. This data can be correlated
to production meters, pressure monitors, backflow devices, etc. to gain a clearer picture of water flow and
system performance to a level of confidence heretofore unattainable for most utilities.
Leak Detection
2.3.2
AMI can support system leak detection through two primary methods. The first is to compare an interval of
time-stamped meter consumption data from a specific area against the data from a City metered area/zone
(DMA/DMZ) meter. Differences in the consumption and in-flow can be identified as potential system leakage.
The second is to deploy acoustic leak detection (ALD) devices and/or institute a leak detection survey
program. Note that undetected leaks are typically related to high bill complaints, and that neither of these
methods are directly related to “customer-side” potential leak notification, which can be provided using AMI.
Water Losses and Loss Analysis
2.3.2.1
AMI has shown the ability to help water utilities improve accuracy in the reporting of unaccounted for water.
The AMI can time stamp usage for the meters across the system and provide a tighter window of usage,
resulting in a more accurate accounting of water into and out of the system.
Additional Benefits of AMI
2.3.3
AMI’s real potential is achieved when a utility expands beyond the reading of meters to utilizing the data and
expands the use of the communications network provided by the AMI infrastructure to place AMI
communication-enabled devices for operational purposes such as ALD, pressure management, water quality
monitoring, and other remote devices for monitoring and system management. The AMI communications
Figure 2-5 Advanced Benefits Realization
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network allows the utility to place such devices where they are needed and utilize the AMI communication
network without the expense of having to also install a separate communication network.
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AMI Vision
3
3.1 Workshop Results
As part of the Assessment, a vision for Advanced Metering Infrastructure (AMI) at the City was developed to
set a baseline of expectations to complete the evaluation. The development of a vision relied upon
workshops with City staff conducted to develop the vision for Smart Meters. Employees attending the
workshops represented staff from the following work units: Meter Services, IT (Organizational and
Departmental), Water Distribution, Water Quality and Management Services (Utility Billing).
Discussion centered on potential efficiencies to be gained and improved communication among Utility
personnel, City Department personnel, and their Chandler customer base. This vision for AMI was also
integrated with strategic priorities for the City’s organizational strategic planning effort as established by City
Council to achieve the community’s vision.
Desired Benefits
3.1.1
Based upon the discussion during the vision workshop, the following desired benefits in priority order related
to current challenges on the utility and customer side were documented related to an AMI Program:
Desired Benefits
● Customers to be able to proactively identify, and hopefully address, their own leaks
With an AMI system providing hourly consumption data, customers accessing the data will
be able to see constant usage patterns that may be indicative of a leak.
Customers won’t be surprised of leakage conditions that otherwise would only be noticed
upon receipt of their bill.
● Ability to identify meter maintenance issues
With hourly consumption data, metering personnel will be able to detect issues when such
data is not coming in from specific meters and will be able to troubleshoot and resolve the
issue in a timelier manner.
The meters will provide alerts of cut cable conditions that detect the loss of connection
between the meter register and the MIU allowing for immediate correction of such issues.
Metering personnel will not have to wait until the lack of available reads during drive-by
meter reading to know that there’s an issue with the meter.
● Customer access to consumption and billing data online
Customers will now be able, through a Customer Portal, to review consumption on an
hourly basis and make changes, as necessary, to reduce water consumption costs or
improve conservation.
Customer portals can provide alerts to customers when their usage or bill has exceeded a
preset value so that they are not surprised by receiving a higher-than-expected bill.
Access to this data may preclude calls to customer service to complain about high bills.
● Ability to easily retrieve interval usage data
In addition to the value of interval usage data provided above, this data provides analytical
opportunities for the utility to improve customer service and operation of the system.
Analytical opportunities include distribution system leakage determination, water loss
calculation throughout the system, and average consumption data on a more precise time
scale among others.
● Ability of customers and City staff to see usage patterns together
City Customer Service Representatives have limited capability today to assist customers
who call with definitive reasons for high bills. This often leads to the cost of truck rolls for
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meter checks that rarely identify problems.
With AMI interval data, Customer Service Representatives as well as customers can see
possible leakage conditions and high use times that the customer may have forgotten
about (e.g., when the pool was filled or when family and friends were at the residence for a
party).
Organizational/Operational Concerns
3.1.2
During the workshop and subsequent sessions, the following issues, bottlenecks, and challenges were noted
in priority order and will need to be addressed:
Organizational/Operational Concerns
● IT systems are not at currently available version levels, causing functionality concerns.
● The IT staff, both within the utility and the City, is overwhelmed with various other projects
and there is limited staff to support an AMI project.
● IT system reports that require IT support take a long time before they’re available for use.
● Disparate data results in lots of manual steps in order to provide a complete picture and make
decisions.
● Utility IT personnel have limited authority to implement technology changes.
Project Concerns
3.1.3
During the workshop and subsequent sessions, the following concerns/questions on the utility and customer
side relative to project implementation were noted in priority order and will be addressed:
Project Concerns
● What additional work will be required of City staff to operate and maintain this new AMI
system?
● Will the City IT staff, with limited resources, be able to provide the necessary support to
implement and maintain the new system?
● Obtain a clear understanding of the infrastructure necessary to support network deployment,
such as additional poles needed as well as the public support for placement of the collector
devices throughout the City.
● What City positions will need to be reclassified and/or upgraded to address system
implementation, operation and maintenance?
● Will the AMI system result in a reduction in staff, when overall the utility needs additional staff
to support all work being done?
Business Process Enabler & Constraint Key Considerations
3.1.4
Consideration of the items below that were discussed in the Business Process Impact workshop will greatly
improve the success of an AMI project as there are many items to consider when implementing such a
system.
Key Considerations
● Enablers:
● Employees
Plan for early project needs and related increased staff workloads
AMI Provisioning and Meter Changes – training the meter department on the proper MIU
activation, dependent on the AMI system technology selected
MIU Deployment – understanding the complexities of replacing meters or registers that
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are enabled for the AMI Meter Interface Unites (MIUs)
● Systems
Event Management – How will the City handle events from the meters, including cut-wire
alarms, backflow alarms, battery alarms, etc.? Will the data be filtered based upon work
orders?
Upgrade and Configuration Management – How will upgrades for the AMI software, AMI
network devices, and MIUs administered and integrated with other system?
Data Management – How will the increased, high volume of data be categorized and
prioritized? Will alarms be filtered, or a threshold set to establish a level of action?
Customer Engagement – How do we mitigate resistance to using new technology?
● Reporting
What reports are needed to maintain the AMI network?
Do the AMI and Meter Data Management System (MDMS) vendor(s) have a pre-
configured set of reports that can be used?
Field Conditions/Annual Inspection – need to have a process for performing regularly
scheduled inspections to identify field conditions, uncover meter boxes, etc.
Are reporting and business intelligence needs defined?
● Physical Plant
Consider Smart Meter Replace Program impact to warehousing & logistics processes
● Constraints
● Organizational Alignment
Revise roles and responsibilities as needed and confirm accountability and alignment for
streamlined or reengineered processes to ensure RACI alignment
Administering/Operating the Headend System (HES) and AMI Network – Are
organizational changes needed to administer the AMI HES and other related systems (i.e.,
MDMS, Customer Portal)?
● Policy Changes
Are any new policies needed? For example, how will the City administer the cut-off
process for delinquencies and move-ins/move-outs? The following policies will need to
be considered:
Transfer of Service – will a truck roll be required to obtain visual read and ensure service is
still on?
Leak adjustment – will AMI provide an opportunity to change or eliminate the leak
adjustment policy to encourage customers to sign up for the Portal and get leak and high
usage notifications before they result in abnormally high bills?
Onsite for activation – in the case of a remote turn-on, is it necessary for City personnel to
be present when activation of service is performed? Ensure legal review for position
liability issues
Timing of move-in/move-out – when will the billing of a transfer of service occur? Will the
customer be able to ask for service disconnect at a specified time, or will the billing read
on a move-out/move-in be the midnight register read?
Notifications – determine criteria and policy for opt-in text messaging or opt-out decisions
Need to consider pre-paid policy
● Knowledge Management
Will there be a centralized repository across functions to support new and efficient ways
of working?
What governance structure will oversee accountability, retention, and access policy?
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● External Processes
Will PWC streamlined processes also improve collaboration with shared services functions
and external suppliers?
Business Drivers for Smart Meter Replacement Program
3.1.5
As a part of the interactions with the City staff, the following key business drivers were validated for the AMI
program to impact customer engagement and efficiency, utility analytics and analysis, environment
partnership and operational efficiency strategic objectives:
Driver 1: Customer Engagement & Efficiency
● Seamless customer experience – working with City improved self-service capabilities with less
clicks to pay bill, access to usage data dashboards, and better visibility to programs
● Reduction in Meter Reading – quicker and more timely billing on service start/stop requests;
reduce truck rolls
● Reduction to Time-to-Bill – improve cash flow; identification of issues; bill closer to actual
usage
● Reduced Calls to Customer Care – proactive notice of High-Bill; the ability to identify
customer side leaks
● Reduced Hi/Lo Investigation Time – less effort on billing issues, fewer phone calls, bad reads,
investigations, duplicated trips, and trips for data logging
● Reduced Shut-Offs – quicker service restoration via ability to turn-on water remotely (remote
valve, if used)
Driver 2: Utility Analytics & Analysis
● Access to Quality Near-Time Data – opportunity to cleanse data
Time-stamped data to assess trends and develop demand projections to assist with
budget planning, rate setting, and resource management and planning involving seasonal
and zonal consumption patterns within the water distribution system
Time-stamped data for system planning and operational needs, system leakage,
preventative maintenance, etc.
Improved access to historical data
● Proactive Notice of High-Bill
Timelier and more granular data for Customer Service to assist customer
Access to customer usage details to address inquiries
Near-time data to justify the bill and explain events of usage anomalies, for customer and
representative
Daily access to reads for billing Off-Cycle needs; final billing
Driver 3: Environmental Partnership
● Water Efficiency – web-portal presentation of usage patterns can change customer behavior
leading to conservation as well as limit phone calls and field trips
● Water Quality Monitoring – placement of water quality monitors (if used) on the AMI
communications network
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Driver 4: Operational Efficiency
● Reduced Start/Stop Read Trips
Reduced driving from service orders and rechecks through remotely reading meters –
thereby reducing the potential for accidents (vehicle and personal injuries)
Reduced need to access meter box with dangerous conditions in the meter box due to
foreign objects being put into the meter box, as well as natural conditions such as bees,
bug bites, snakes, bad dogs, water in pit, etc.
Reduced customer confrontations through remote shut-off valve operations, i.e., remote
valve (if used)
Reduced duplication and coordination between meter services and after-hour resources
● Reduction in Repairs/Replacements (reduced field orders and truck rolls).
Replacement of older MIUs
Move to a condition-based meter replacement program
● System Modeling & Analysis
● Pressure Regulation & Management
● Data Analytics for Water Loss Analysis – reporting of water losses
● Distribution System Leak Detection
3.2 The Vision and Roadmap for AMI
During the workshop sessions, a Vision for AMI at the City was developed. Figure 3-1 below shows a graphical
representation of the vision for AMI at the City. This vision shows the AMI opportunities the City seeks to
improve customer services and realize operational efficiencies. The roadmap highlights a rough timeline for
the City to focus on its strategic priorities and transition to its desired state.
During the transitional phase of deployment, potential concerns should be analyzed and mitigated to
minimize risk that could hinder operational efficiencies and customer in the near term. However, as
deployment moves closer to completion, rolling benefits will be realized that will improve operation and
customer service efficiencies.
The following lists detail the various components identified in the Vision Roadmap for AMI at the City. This
vision is designed to create transparency, improve communication, maintain reliability and build confidence
with the City’s internal and external shareholders.
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Foundational Items
3.2.1
Figure 3-1 Chandler Smart Meter Vision
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The below sections identify the vision for the City as part of the preparation and planning for AMI or can be
realized as deployment is proceeding.
Vision for AMI – Culture of Innovation and Tech Advancement
● AMI is the next step in city’s progression
● In preparation for, and foundational to, deployment planning
● Equitable distribution of resources
● Planning for deployment
● Risk analysis and mitigation
Early Operation - Near Term Vision Impacts
3.2.2
These sections identify the vision for the City that can be realized as deployment is proceeding or upon
implementation of AMI.
Vision for AMI – Customer Notification of Abnormal Consumption
(High Customer Service Improvement, realization while deploying)
● Identify abnormal consumption, such as continuous consumption or high consumption, to
customers in near real time
AMI systems have analytical reporting capabilities
Alarms and alerts are sent from the meter or determined from criteria defined within the
software
Detection of abnormal consumption by analysis provides the ability to alert customers
before a high bill is received for irregular consumption
● Some AMI/MDM systems will present an alert when potential leaks are identified
These alerts are sent from the meter or determined from a parameter set in the software
The leak detection is not intended for instant identification of a leak but is intended on
identifying leaks prior to receipt of a high bill for excess usage
● Key requirement to achieve Vision
A robust AMI/MDM system with software that has the ability to analyze and report to City
staff based on defined parameters
The City will need to establish a process to pro-actively notify customers of irregular
consumption in advance of a high bill
Vision for AMI – Enhanced Customer Support
(Medium Customer Service Improvement, realization while deploying)
● Support Customer Service staff when dealing with customer inquiries through detailed and
time stamped usage information
Customer Service staff will be able to analyze and present days of high usage and
continuous usage patterns to address customer concerns
While the implementation of AMI will initially create the potential for more calls, an
ultimate reduction in call volume may be achieved, through the Web Portal providing
feedback to customers
While there is expected a reduction in the number of calls, there is also the potential that
some calls may increase in duration to provide sufficient time to review the extensive data
with the customer; however, there is also a potential that some calls may be shortened
because the issue can be quickly identified and resolved
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AMI would improve the ability for supporting Water Conservation efforts and assist with
education of customers on their water usage
AMI data will also assist Water Conservation efforts in identifying customers who need help
with irrigation scheduling
Customer Service and customer training and engagement
Consistency of service levels
Vision for AMI – AMI Meter Reading and Billing
(Medium Operational Efficiency Improvement, realization while deploying)
● Meter Reading through Fixed Network AMI – No longer Drive-By reading required
● More data to help with answering customers question for Contact Center
● Customer Service is improved through shorter time to bill for change of service, improved
ability for the customer to understand unusual high usage, and a potential reduction in leak
adjustments due to earlier notification
Reduction of safety issues
Reduction of duplicated effort on field and technical front
Vision for AMI – Basic AMI Network Health Monitoring
(High Operational Efficiency, realization while deploying)
● AMI systems software can detect the proper functioning of the AMI network – collectors,
repeaters, endpoint communications, etc.
The City should expect to have the AMI system provide feedback on the functioning of the
network and conditions that need attention such as lost meters and non-communicating
meters on an ongoing basis versus only monthly through an AMR system.
The City should expect the AMI system to provide tools and instructions on how to
troubleshoot, isolate, and mitigate issues on an ongoing basis versus monthly through an
AMR system.
Through integration to the work order system, processing of any Network alerts and alarms
can be automated to trigger an investigation work order to repair. The City should consider
establishing a set of actions for the system during development and deployment.
Vision for AMI – Automated Alert and Alarm Processing
(Medium Operational Efficiency Improvement, realization while deploying)
● Identify issues on the system or at the meter. These alerts and alarms identify health of the
endpoints, such as low battery or battery failures, cut wires and non-registering meters, and
meter tampering etc.
The City expects to have the AMI system provide feedback on the functioning of the
endpoints
Auto-generated reports and automatic notification will minimize City staff time to monitor
equipment health and process the alerts and alarms
Timely and accurate information to all stakeholders
Risk Management
● Key requirement to achieve Vision
A robust AMI/MDM system that has the ability to identify meter and endpoint health and
report to City staff, through automated notification and ideally, automated work order
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creation
1-3 years from Deployment - Short Term Vision Impacts
3.2.3
These sections identify the vision for the City in 1-3 years from the end of deployment where additional
software is added and utilizes functionality related to historical data from the AMI.
Vision for AMI – Enhanced Customer Self-Service: Customer Web Portal & Automated Notification
(High Customer Service Improvement)
● Enhance Customer Web Portal to show customer consumption data. Customers can access
their usage presented in monthly, daily and hourly consumption via a dashboard
Customer access to their usage presented in monthly, daily and hourly consumption (user
friendly to achieve behavior modification)
Leak notifications set to alert customers and City staff
AMI data to help explain unusual high usage to customers, so the customer will better
accept responsibility for usage
Improved customer service by providing feedback to the customer on usage patterns and
potential high bills
A reduction in the number of calls to the Call Center based on customer access to a 24/7
Web Portal supported with the meter data of usage
● Automated Notification
Customers can set their own notification parameters for abnormal consumption, such as
leaks. Customer notification preferences may be configured to send email, text, phoned
depending on software capability. AMI data can be used explain unusual high usage to
customers, so customer will better accept responsibility for usage
Improved customer service since staff will be able to provide feedback to the customer on
usage patterns and potential high bills
The number of calls to the Call Center based on customer access Web Portal supported with
the meter data of usage should be reduced
● Key requirement to achieve Vision
A Customer Web Portal that leverages consumption data from the AMI/MDM system and is
available 24/7
A Customer Web Portal that has automated notification features
Ability for Customer Service staff to view the same information as a customer sees it to
facilitate call resolution
Vision for AMI – Advance AMI Network Health Monitoring
(High Operational Efficiency Improvement)
● Automatically report and notify City staff when improper functioning of the AMI network –
collectors, repeaters, endpoint communications, etc. is detected.
Through integration to the work order system, processing of any AMI-network alerts and
alarms can be automated to trigger an investigation work order for staff. The City should
consider establishing a set of actions for the system during development and deployment
● Requirement to achieve Vision
A robust AMI/MDM system that has the ability to identify network health issues and
provide feedback to City staff through built-in reporting capabilities and automated
notification functionality
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Vision for AMI - Enhanced Distribution System Modeling
(Medium Operational Efficiency Improvement)
● Support modeling of the distribution system through analysis of consumption to determine
peak flows and use patterns.
AMI meter usage data can be used to validate and calibrate the water modeling in the
future
This data can be used to identify peak periods, low use periods and the overall flow of water
during various conditions
Data can be used to generate a “digital twin” of the distribution system to provide a digital
model precisely modeled after “real-world” operating conditions.
Water Flow and pressure
● Key requirement to achieve Vision
A robust AMI/MDM system that has the ability to provide time-synchronized consumption
for pressure zones, aggregation of customer consumption data from the meters to establish
nodes or into a “virtual meter” that represents the aggregated loads
Staff time to integrate data into the hydraulic model and perform analysis
Vision for AMI – Enhanced Non-Revenue Water Management
(Medium Operation\al Efficiency Improvement)
● Protect against water loses by supporting water balance analysis
AMI time synchronized data can be utilized to provide support for analysis of leaks on the
distribution system. This data is best used by providing customer usage in the City service
area, time-stamped and compared with production meters. System wide analysis of usage
against production can indicate any leakage on the overall system.
The City can review overall usage and determine if there is an opportunity to identify a
system wide leak factor and aide in water balance analysis and water audit reporting.
The City can use AMI data to evaluate an imbalance between water production and billed
consumption. Authorized/unbilled consumption is one cause for imbalance as there is usage
but no revenue.
Through advanced analytics such as DMAs, other revenue protection issues can be
identified such as unauthorized and unaccounted for usage.
● Key requirement to achieve Vision
Staff time to review and analyze data
Future Vision Items
3.2.4
The following items are benefits identified as potential in the future opportunities for the City
Vision for AMI – Promotion of Smart City Initiatives
(High Customer Service Improvement)
● AMI Communication Network can be utilized to support Smart City initiatives, such as smart
street lighting and parking availability.
● AMI Data can be utilized to expand operational efficiencies across City departments by
expanding benefits toward street repairs, resurfacing, etc.
● High utilization and optimization of fiber network
● Framework for customer benefits to access data / information – seamless customer experience
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(omni-channel apps)
Vision for AMI – Pressure Management
(Medium – High Operational Efficiency Improvements; potential future opportunity)
● AMI systems that have a communications umbrella such as the RF Star networks, can provide
opportunity for utilities to use the communications system to deploy devices for pressure
management and monitoring easily and without the need for land phone lines. These devices
can also be deployed using cellular technology, independent of an AMI system.
The City may explore the deployment of pressure monitoring devices in the future and does
not anticipate doing this as part of an AMI project.
Vision for AMI – Water Quality Monitoring
(Medium Operational Efficiency Improvements)
● AMI systems that have a communications umbrella such as the RF Star networks, can provide
opportunity for utilities to use the communications system to deploy devices for water quality
monitoring easily and without the need for land phone lines. These devices can also be
deployed using cellular technology, independent of an AMI system.
The City may explore the deployment of water quality monitoring devices in the future and
does not anticipate doing this as part of an AMI project
Vision for AMI – Distribution Leak Management through Analysis
(High Operational Efficiency Improvements, realization after deployment and operational data available)
● AMI time synchronized data can be utilized to provide support for analysis of leaks on the
distribution system
This data is best used by providing customer usage in the City service area, time-stamped
with production meters
System wide analysis of usage against production can indicate any leakage on the overall
system
The City can review overall usage and determine if there is an opportunity to identify a
system wide leak factor and aide in development water audit reporting
Vision for AMI – Sustainable & Resilient Community
(Medium – Operational Efficiency Improvements; potential future opportunity)
● Sustainable and resilient community TBD initiatives
● Foundational tools to improve and proactively maintain City infrastructure
● Long term drought planning
Vision for AMI – DMA Management
High (Operational Efficiency Improvement, Future Needs)
● Support DMAs by providing more accurate data on the customer usage within the DMA
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The AMI data can be aggregated under a “virtual meter” to simulate a DMA; this
information can be utilized to improve the hydraulic model
Consumption analysis via DMAs can be used to improved improve analysis of water losses
● Requirement to achieve Vision
A robust AMI/MDM system that has the ability to aggregate consumption to simulate a
DMA or export data to be used outside of the AMI/MDM system
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Customer Service Process Analysis
4
The City’s vision, brand and goals identify a number of customer focused objectives that can be satisfied
through improved customer satisfaction. An Advanced Metering Infrastructure (AMI) system further enables
the City to meet this objective and increase the value to the customer while supporting what the City of
Chandler desires as being an innovation leader.
AMI is a technology that impacts the customer service processes through system-wide, time-stamped
interval meter read data not previously available. The City’s customer service processes affected by the AMI
project were discussed with the City stakeholders in a series of workshops.
While the specific impacts that will be felt by the City post-deployment may vary based on certain strategic
decisions and design elements, the Study reviewed and analyzed the following processes shown in Figure 4-1
as they relate to the City’s typical meter reading and billing monthly cycle:
The analysis of customer service impacts assessed how an AMI system and the data can improve or impact
the processes for the City. These impacts are defined using the following assumptions:
Meter Reading
Billing Account
Review of Meter
Reads
Field Operations
(Work Orders
Generated)
Bill Edit Prep &
Calculation(s)
Bill Delivery &
Access (Customer
Portal)
Contact Center
& Call Volume
(Issue Resolution)
Revenue
Collection
Figure 4-1 Chandler's Monthly Billing Cycle
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Customer Service Process Analysis: Assumptions
● All customer meters will be AMI-enabled
● Each AMI meter records consumption in 15-minute or hourly intervals
● The AMI HES would daily collect each meter's register reading and interval data
Each of these processes are addressed in more detail in the following sections.
4.1 Meter Reading
The City currently uses a Neptune Drive-By Automated Meter Reading (AMR) for reading the meters. There
are six-meter reading trucks equipped with Neptune MRX-920- radio receiver software and computer
hardware that gather the reads monthly by driving by the meters equipped with Neptune MIUs.
With AMI, the need to drive by each account on a monthly basis is eliminated, as the reads will be delivered
daily to the AMI head-end software. Impacts include the normal monthly “on-cycle” readings which are
required for monthly billing of accounts for normal billing periods, and “off-cycle” reads which are required
for when a customer starts or stops service to capture the ending or beginning read for the account. Off-cycle
reads are included in the Service Order analysis in Section 4.3.
On-Cycle Meter Reading Process
4.1.1
The “on-cycle” meter reading process begins with a download of all accounts due for billing of the “cycle”
into the Neptune software for the mobile meter reading process. The six-meter reading vehicles drive the
assigned route to get within range of the meters that are equipped with the Neptune AMR module (MIU)
that is broadcasting the current register read. The mobile software receives the register read, which is
uploaded to the Infinity Customer Information System (CIS) to be used for the bill calculation.
Although there may be special circumstances where a manual read is required (e.g., when a meter is not
communicating), the AMI system will eliminate the need for the monthly drive-by meter reading visit to
capture the monthly read. Thus, AMI will:
► Reduce miles driven, which:
o Reduces CO2 emissions (Indirect Benefit)
o Reduces risk of accidents - There is a reduction in risk for accidents associated with meter
reading. Injuries, such as slips, falls, and sprains, repetitive strain injuries, as well as vehicle
accidents are a direct benefit from implementing AMI as there is reduction in accident risks,
workers compensation costs, etc. (Benefit not monetized)
► Reduce costs for fuel and maintenance on six vehicles by 30%, allowing for some residual costs to
account for special needs for reads as necessary.
o Fuel costs for meter reading costing at ~ $19,697 annually
o Maintenance costs for Meter Reading vehicles costing at ~ $6,048 annually
► Eliminate current costs for Meter Reading Software for the six meter reading vehicles. Note these
charges are included in costs for OpEx.
Belt Clip
$1,125.00
Trimble HH
$373.00
MRX920
$4,769.00
Mapping for MRX920
$3,600.00
Yearly; 3-yr promotion (Neptune 360 AMR)
$53,800.00
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Total Annual Savings
$63.667.00
Reduced Meter Reading Costs
4.1.2
This Study assumes the following:
► Reduced meter vehicle maintenance
► Reduced meter vehicle fuel
► Reduced Meter Reading Software licenses/fees
The Study also reviewed potential growth in the service territory and determined that Water Services would
not require any additional meter readers in the life cycle of the AMI system due to growth, and thus there
was no cost avoidance applied for an additional meter reader.
The impacts to the Meter Reading process and the associated values used in the financial model to
determine monetary benefits related to meter reading assumptions are summarized in Table 4-1.
Table 4-1 Meter Reading Impact and Benefits Assessment
Benefit Area
Existing Metrics
AMI Impact
Estimated %
reduction
Estimated Annual
Savings with AMI
Meter Reading
Vehicle Costs
Meter Reading Vehicles
Maintenance
$6,048/year
Reduction in vehicle
needs
30%
$1,814
Meter Reading
Vehicle Fuel Costs
$19,697
Reduction in vehicle
fuel
30%
$5,909
HH Read Devices
annual
Maintenance
$1,100
AMI to capture reads
100%
$1,100
Annual Meter
Reading Software
License and
Maintenance
$66,523
No Longer needed –
use AMI SW
(included in cost of
model)
100%
$66,523
Total Annual Meter Reading Benefits
$90,974
4.2 Billing and Bill Processing
IMPLAUSIBLE READS/BILLS
AMI provides benefits related to the customer billing process through daily access to registration of customer
consumption resulting in more timely billing, and the processes surrounding validation of reads. When Billing
staff must review bills that appear to be out of normal, the staff will have easy access to hourly read data to
validate and confirm if the reading and/or bill is accurate. While there will likely be a reduction of efforts for
validation of implausible reads, the study did not monetize this benefit.
BAD DEBT / COST OF COLLECTIONS
Bad debt and delinquent accounts typically are a result of customers running up high bills and/or being
unable to pay. AMI can reduce the incidence of “surprise” high bills through providing usage information to
the customer through-out the billing period to help customers manage and monitor their usage to reduce an
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unexpectedly high bill amount. Currently, the City has a bad debt of approximately $290,000per year. While
there will likely be a reduction of bad-debt and the costs of collections these savings/reductions were
determined too uncertain to validate, thus the study did not monetize this benefit.
Additional Considerations for Billing
4.2.1
The following items are some additional options the City can consider when implementing an AMI system to
improve processes or service to the customer:
Bill Processing: Additional considerations
● Billing Date Coordination – the presence of an AMI system could enable the City to offer
choice of billing date to customers; however, to avoid system bottlenecks, it may be desirable
to stagger billing dates among customers
This consideration is best applied with a policy that the customer be on paperless billing
and online payment only to reduce impacts to the bill mailing process
There is still a concern that call volume at the call center may be impacted if too many
customers choose the first or last day of the month as their bill date; therefore, steps to
mitigate this should be considered prior to implementation of choice of bill date to all
customers per TBD Policy
4.3 Field Customer Service Order Impacts
Implementation of AMI heavily impacts field service orders that Customer Service addresses. With AMI
interval read data delivered multiple times a day, AMI will reduce the overall number of field service orders
by reducing dependence on a field visit for reads, investigations, and other billing and consumption related
field service orders. Additionally, the addition of Remote Valves on a portion of the meter population would
provide additional benefit at an added cost.
Service Orders
4.3.1
The type and general quantities of field service orders handled by Customer Service at the City were
discussed at the workshops. The associated impacts were evaluated for benefits that can be achieved for the
City. The following sections provide a summary of all the Field Service Orders at the City that would be
impacted by implementing AMI and the impact assumed as part of the financial analysis.
Many field service orders would see tangible impacts, which include the following along with the number of
each in 2019:
► Move-In Reads – 3,359
► Move-Out Reads – 3,569
► Transfer of Service Reads – 9,800
► Field Investigation (Water Audit, 2x Consumption, Landscape Consultation) – 761
► Leak Check – 83
► Lock-Offs (Delinquent) – 2,217
► Reconnect – 1,839
► High Consumption / Leak Check – 2,293
► Low Consumption – 977
► Other (Final Bills; Rereads; Read-only) – 1, not considered in the analysis.
► Meter Change Outs – 4,745 / These are not included in the study.
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Each order currently results is a “truck-roll” to address. It was calculated each truck roll cost an average of
$17.50. This amount is applied to the number of truck rolls reduced by using the data provided through the
AMI system.
Move-In Reads; Move-Out Reads
4.3.2
AMI provides the ability to start/stop service for customers without a need to dispatch a customer service
field representative. Due to this capability with AMI, there is a significant reduction in Field Service orders for
“off-cycle” reads for move-in and move-out requests. The AMI system provides reads daily, and these reads
can be used to generate the start or stop read for a move-in or move-out request thus providing significant
benefit. This is a key benefit for any utility implementing AMI. Additionally, AMI enables the City to more
quickly respond to these requests as the read data is available without needing to send a field service
representative to capture a read. Reduction of these orders for Move-In (3,359) and Move-Out (3,569) is a
direct benefit from AMI. The Study identified an 85% reduction of these trips. The remaining 15% represent
times where a read may be missing or special requests for physical reads are required, as well as a
conservative approach to the benefit.
Benefit for Remote Valves on Move-In/Move-Out Orders
4.3.2.1
The installation of meters with remote operating valves that can be opened and closed remotely is a high
benefit option for a water utility. This reduces two visits for any situation that requires operation of the
service valve. For areas of high turnover and turn-off for payments, the remote valve can prove a substantial
benefit. The study determined that there are approximately 4,000 services that require multiple visits per
year and so Alternative 2 in Section 7 was defined to evaluate the benefit of installing remote valve operable
devices on these services.
With the addition of remote valves, the Study identified an 92% reduction of these trips, when applied to the
4000 services with remote capability.
Transfer of Service Reads
4.3.3
Transfer of service orders are a combination of Move-Out and Move-In orders (MIMO) when service is
transferred without any change in status for the service (i.e., active and inactive). Any order for transfer of
service can be completed using the daily read data from the AMI system without a visit to the meter.
Reduction of these 9,800 orders is a direct benefit from AMI. The Study identified a 95% reduction of these
trips.
Inspection / Investigation
4.3.4
These orders are generated when a read or customer inquiry results in a request to visit the meter for a
physical / broken meter, box, etc. It was determined that these orders will likely not be impacted by AMI,
and thus no reduction was taken for these.
Leak Check
4.3.5
These orders are typically related to leaking meters at the connections, etc. These orders are due to physical
issues and not identified as impacted by AMI.
Lock Off’s (Cuts, Locks, Pulls) / Reconnect Orders
4.3.6
AMI can reduce the number of delinquent accounts by allowing customers to better manage usage via data
provided through a Customer Usage Portal. The study did not take any specific reduction for this AMI benefit.
Benefit for Remote Valves on Lock Off/Reconnect orders
4.3.6.1
Remote Valves have a substantial impact to field visits (truck-rolls) for turn-on/turn-off type operations and
therefore Table 4-3 below shows the reduction in visits and associated savings provided by installing
approximately 4,000 Remote Valves on the repeatedly visited services.
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High Consumption
4.3.7
These orders are typically generated by a customer call for the City to investigate an issue, primarily high bills.
AMI can reduce these orders through the readily available access to hourly consumption data and daily
acquisition of register reads. This data will allow for a higher percentage of investigative orders to be triaged
from the office, saving a field visit.
An AMI system provides the opportunity to identify customer-side leaks and abnormal consumption that
create a situation for a customer to avoid paying and could reduce high bill complaints with proactive
notifications. AMI can also identify potential leaks and has been shown to greatly reduce a utilities leak
forgiveness loss. Leak adjustments could be reduced as a result of implementing AMI.
Additionally, when 2 times consumption is identified, an order is generated to visit the AMR meter and
capture the interval data from the meter. This “data-log” trip can be avoided with AMI because the interval
data will be provided on a daily basis, eliminating the need for a trip to capture the interval data.
It was determined that approximately 45% of these orders can be avoided during the initial customer call
through access to better data as enabled by AMI.
Low Consumption
4.3.8
These orders are typically generated either through the Hi/Lo check during the billing process when monthly
consumption is usually low due to slowing/malfunctioning meters. These may increase due to the readily
availability to see the non-registering meter, thus a negative benefit was identified, as these orders may
increase. The study identified a 10% increase in these orders.
Order Reduction Summary Tables
4.3.9
Tables 4-2 and 4-3 summarize the impacts AMI will have on the Field Service orders at the City. Based upon
the analysis there is a potential reduction of 16,133 orders attributable to AMI.
Table 4-2 Order Metric and Impact Assessment without Remote Valves
Order Type
Existing # of orders
annually
AMI %
Reduction /
Impact
Estimated Annual #
of Orders reduction
Estimated Annual
Savings with AMI at
$17.50 per order
Move-In
3,359
85%
2,855
$49,965
Move-Out
3,569
85%
3,034
$53,089
Transfer Service
9,800
95%
9,310
$162,925
Inspection
761
0%
761
$0
Leak Check
83
0%
83
$0
Lock-Offs
2,217
0%
2,217
$0
Reconnect
1,839
0%
1,839
$0
High Consumption
2,293
45%
1,032
$18.057
Low Consumption
977
-10%
1,075
($1,710)
Other
n/a
n/a
n/a
n/a
Total Annual Order Reduction Benefits
$119,402
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Order Type
Existing # of orders
annually
AMI %
Reduction /
Impact
Estimated Annual #
of Orders reduction
Estimated Annual
Savings with AMI at
$17.50 per order
Remote Valves have an impact to field visits for turn-on/turn-off type operations and therefore Table 4-3 on
the following page shows the reduction in visits and associated savings provided for installing Remote Values.
Table 4-3 Order Metric and Impact Assessment WITH Remote Valves
Order Type
Existing # of orders
annually
AMI %
Reduction /
Impact
Estimated Annual #
of Orders reduction
Estimated Annual
Savings with AMI at
$17.50 per order
Move-In
3,359
92%
3.90
$54,080
Move-Out
3,569
92%
3,283
$57,461
Transfer Service
9,800
95%
9,310
$162,925
Inspection
761
0%
761
$0
Leak Check
83
0%
83
$0
Lock-Offs
2,217
92%
2040
$35,694
Reconnect
1,839
92%
1,692
$29,608
High Consumption
2,293
45%
1,032
$18.057
Low Consumption
977
-10%
1,075
($1,710)
Other
n/a
n/a
n/a
n/a
Total Annual Order Reduction Benefits
$193,190
4.4 Customer Service Operations & Revenue
With implementation of AMI, the Customer Service Call Center personnel will have new tools and data to
engage the customer and answer questions concerning the status of the bill, high consumption as well as
identifying billing and usage to a specific day. In particular, staff will be able to address concerns for high bills
with information of hourly usage that can indicate usage patterns the customer can use to manage their
consumption and ultimately their bill. This increases customer satisfaction and provides the City an
opportunity to improve customer self-service in timeliness and accuracy. Additionally, enhancing the
customer Web Portal to present customers’ hourly usage can be very effective in communicating with
customers and readily providing the data obtained with AMI. As more customers sign up and utilize the Web
Portal self-services, calls to the City will be reduced. The Portal can also be reconfigured for receiving
payments in a user-friendly format.
The process for investigating complaints of high bills by customers is a multistep process, which includes City
staff gathering information about the requested investigations, scheduling and dispatching field operators to
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perform the investigations, gathering data (e.g., data logging), reporting back, and analyzing how to resolve
the issue. With an AMI system, it is expected that this process will be managed in a more automated and
streamlined manner, creating operational efficiencies as well as greater clarity for customers.
AMI will bring more efficient business processes to bad debt and collections efforts by field personnel to
increase billed revenue. With the implementation of remote shut offs, fewer trips would have to be made for
non-payment cut-offs of water and for cutting on water when bills are paid. More staff time can be allocated
for investigating illegal water usage and meter tampering issues.
In some instances, high bills result in bad debt. An AMI system provides the opportunity to identify customer-
side leaks and abnormal consumption that create a situation for a customer to avoid paying and could reduce
high bill complaints with proactive notifications. AMI can also identify potential leaks and has been shown to
greatly reduce a utilities leak forgiveness loss. Leak adjustments could be reduced as a result of implementing
AMI.
AMI is anticipated to increase call time to assist customers in understanding the data. The increased call time
was not considered in the financial model as it was determined to be balanced by the reductions in calls over
time.
Customer Portal
4.4.1
Customer portals with self-service features and functionality are increasingly a focus for many utilities to
improve customer engagement and efficiency. The focus on customer experience (CX) is explicitly stated
most often in the utilities’ goals, followed by vision/mission and value statements. The following factors are
frequently cited from utilities that developed a formal CX business case:
► Reduced contact center volume
► Decreased cost to serve customers
► Increased participation in customer service programs
► Increased first-contact resolution rates
► Increased customer adoption of self-service channels
► Lower operating costs
► Improved customer satisfaction score
Ensuring a seamless customer experience typically is considered for residential customers; however, many
utilities have expanded CX efforts to include commercial and industrial customers. The City will need to
successfully cascade the importance of CX throughout their organizations to managers and employees. To
increase self-service adoption rates for ePortals, customer awareness communication campaigns are often
deployed. Clearly, many of the benefits and efficiencies documented in this assessment can be realized by
fully utilizing AMI usage data.
AMI provides an opportunity to change or eliminate the leak adjustment policy to encourage customers to
sign up for the Portal and get leak and high usage notifications before they result in abnormally high bills.
4.5 Impacts to Staffing
Implementation of AMI technology and reengineering business processes would impact and/or repurpose
staff within several operational areas after full deployment. These impacts will be related to decisions made
concerning the operation of the AMI system, installation of remote shut offs and strategy concerning
network deployment and maintenance. Shifting workloads will also provide more time for value-add
activities such as doing more maintenance or infrastructure repairs.
There is the potential for the reassignment of some specific duties of Field Technicians/Meter Readers. Some
other examples of position reassignments would include retraining of personnel to operate and maintain the
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AMI system, mobile meter readers and staff handling meter re-reads, investigations, and customer move-
in/move-out work orders being transitioned into technical positions involving AMI maintenance and
troubleshooting, along with periodic inspection of meter services for illegal water usage, tampering, and
obstruction. Additionally, some field and administrative staff can also be shifted to bad debt collection
activities to increase billed revenue.
Due to the variables related to AMI purchase, deployment, architecture, and business process engineering,
specifics of these changes are out of scope for this Assessment and should be reviewed and documented
during the planning and deployment phase of an AMI system. This is discussed further in Section 9 of the
report.
4.6
CIS Impacts
The City is currently using AUS Infinity v3 as the Customer information System (CIS). It has been
recommended by AUS, that the City migrate to v4 to take advantage of increased functionality around meter
data management and customer web portal capability. The City intends to move to v4 but is considering
initiating that upgrade after the move to AMI. This may be necessitated by other Information Technology (IT)
priorities and the availability of support personnel to implement the upgrade.
Because, in Chandler’s situation, the move to AMI does not include meter or MIU installation/changeout, this
might be an acceptable approach especially since the Neptune 360 head end will likely provide sufficient
meter data management and customer consumption information for access by customer service
representatives until v4 is available to provide that information to customers as well.
One additional impact of moving forward with AMI using v3 of the AUS CIS is that this will require two
separate integrations between the AMI Head-End system and the CIS. During the AMI project, the integration
would be done to v3, but during the CIS upgrade, it would be necessary to integrate v4 to the AMI system.
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Distribution Operations Process Analysis
5
Similar to Customer Service improvements, Automated Metering Infrastructure (AMI) has the capability to
impact Distribution Operations. AMI will provide system-wide, time-stamped interval meter read data that
can support distribution operations decisions. This type of data was not previously available through
Automated Meter Reading (AMR). AMI will also provide an opportunity for the utility to standardize on
communication through the AMI network umbrella, providing a secure platform for many distribution
monitoring system communications.
The City’s distribution operations affected by the implementation of an AMI project were discussed with the
City stakeholders in a workshop. The analysis of the impacts assessed how an AMI system and the data can
improve or impact the distribution operations for the City. The subsequent analysis assessed how an AMI
system and the AMI data can optimize system operations. To ascertain AMI impacts, it was necessary to
establish an understanding of the potential AMI environment, which established the following guidelines.
Distribution Operations: Guidelines
● The AMI communication umbrella can be used for future distribution operations, including:
Pressure management and monitoring
Distribution system water quality monitoring
Raw water supply water quality monitoring
Supply side resiliency
Leak detection
● Customer usage data can be time synced
● Each AMI meter records consumption in hourly intervals
● AMI would collect each meter's register reading and hourly interval data daily
● Data supplied from a meter data management system or other analytic software can supply
usage data to the distribution system modeling software
Workshops conducted with City operations staff focused on areas of water distribution operations and
discussed potential impacts from implementing AMI. Specifically, the following distribution operations were
identified, and impacts discussed:
Distribution Operations: Key Impacts
● Pressure Management
Pressure and backflow analysis through AMI meters that are enabled with real-time alerts and
time-series measurement data
Flexibility in the deployment and use of more extensive pressure monitoring through the AMI
communications network
Optimization of daily water pumping and hydraulic grade lines to modulate pressure more
appropriately through the system
● System Modeling and Planning
Use of time-synchronized consumption data to calibrate and refine distribution model and
system planning
Understand diurnal usage patterns for large use customers that impact supply and demand in
the system
Water quality management capabilities provide flexibility in the deployment and use of water
quality monitoring and system management through the AMI communications network
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● System Leak Detection, e.g., water losses and loss analysis
Support for reporting of water loss identification and reduction to avoid potential regulatory
requirement violations and associated monetary fines in the future
Water balancing and zone leakage analysis through time-synchronized consumption data,
which enables daily comparisons between flows recorded through City meters with the sum
of the measurements from the revenue meters within each City meter’s area
For any time period, a significant difference between the two quantities reveals leakage in the
area (District Monitoring Zone)
Early detection of leakage in the distribution system with proactive monitoring leading to
planned repair work versus reactive emergency repairs
5.1 Pressure Management
AMI can provide the benefit of allowing the City to place pressure-monitoring devices throughout the service
territory. Leveraging the AMI communication network for monitoring allows the City to reduce the cost of
separate communications and benefit from data collection and storage in a single analytic software package.
Benefits of having additional pressure monitors in a distribution system include a reduction in pumping when
additional pressure is not needed or the identification of areas where reducing pressure would prolong the
life of system assets. Input from other utility clients of Excergy has estimated the cost of adding new pressure
monitoring devices with traditional communication (telemetry) is between $30,000 and $40,000 with
communications being a large portion of the cost. These same devices can utilize the AMI communication
network at minimal additional cost and will enable the City to optimize operations with AMI-based pressure
monitors. The AMI system will have the flexibility to allow the City to deploy a small quantity of monitors
each year; increasing monitoring incrementally over time to optimize overall system performance and better
understand pressure variations around the City.
The City can see cost reduction benefits from moving from a “timed” pressure management plan to a “smart
pumping” pressure management plan, adjusting pressure and pumping as the system status changes. The
following benefits are of interest for the City related to pressure management:
► Installation of additional pressure reducing valves for high pressure zones that can preserve the life of
infrastructure (no direct monetary benefit identified for this study)
► Optimization of pump run times – reduced maintenance (no direct monetary benefit identified for this
study)
► While a reduction in electric charges can be attributed to Smart Pumping (reduction can be
conservatively estimated at 12%2), the study did not take any monetized benefit.
5.2 System Modeling and Planning
The use of time-synchronized consumption (hourly or 15-minute) interval data provided by AMI can be used
to support and improve distribution system modeling. This data can be correlated to improve the accuracy of
the model through a better understanding of diurnal demand patterns of customers. The distribution model
can better depict dynamic water consumption and the distribution system response to those patterns. An
improved distribution model helps the City gain a clearer picture of the water flow through the distribution
system and understand system performance with a higher level of confidence. Having a more accurate
baseline model helps the City to better identify future capital improvements and the results of these
improvements on the system. This enhances the City’s ability to make data-driven decisions for future project
prioritization and planning.
2 Industry has seen 30%
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Water quality monitoring within the distribution system helps to further support and improve distribution
system modeling, along with provide real-time data for the Water Supply work unit to make decisions on
operations and maintenance. AMI will provide flexibility in the deployment and use of water quality
monitoring through the AMI communications network. This would allow for placement of water quality
monitors throughout the service territory which could be re-located if needed without the need for
telemetry connections.
5.3 System Leak Detection
Water Losses and Loss Analysis
5.3.1
AMI improves the accuracy and reporting for unaccounted water. A more accurate accounting of water into
and out of the system can be obtained through the use of time stamped meter data. Additionally,
Distribution Management Areas (DMA) are highly beneficial to analyzing water loss in specific areas. Because
AMI provides the detailed time stamped consumption data, the combination of zone metering can provide
insight into water loss in the DMAs.
The City currently has DMAs in the system but is interested in furthering the ability to analyze water losses
within these DMAs using AMI data as an improvement to the distribution management strategy moving
forward. AMI will provide critical support to the City in this effort.
Water audits performed by the City have identified unaccounted water to be in ~5% to 6%, which is very
good. Unaccounted water losses are hard to identify without daily consumption data and DMAs. AMI can
improve the accuracy of water loss calculations through comparisons of production data and time-
synchronized consumption data from the meters. Using time-synchronized data, the City could be able to see
additional benefit to identification of water losses through potential leaks in the system with AMI data,
however the study did not monetize this due to the current low percentage of losses.
5.4 Recommendations for Distribution Operations
The implementation of AMI supplies the City with time-stamped interval data and a network communication
system umbrella that provides benefits to the distribution operations as discussed above. Distribution system
optimization based on AMI data will most likely take time and changes in business and operational
procedures. Although the City would need time and manpower to fully comprehend the data output and
plan for optimization, the City can recognize some cost benefits early in the implementation. In summary,
cost benefits considered in the AMI financial model included the following:
► Reduction in electricity costs through pumping optimization
► Reduction in the loss of revenue from water leaked out of the system
► Reduction in staff overtime spent on unplanned and emergency water main breaks
It is also a benefit to the City to utilize the AMI communications network umbrella for deploying water quality
monitoring devices on City water supplies and within the distribution system. Furthermore, water quality
monitoring within the distribution system can help to reduce customer complaints and improve planning for
infrastructure replacement projects. Water quality and flow monitoring within the system may also assist in
initiating a flushing program to improve water quality. The City could pinpoint areas that could benefit from
flushing due to lack of flow or identified water quality issues and focus on those areas. These benefits were
not directly quantified in the financial model.
With the implementation of AMI, collecting and using data to make informed decisions about the distribution
system to the maximum extent possible will be important to leveraging AMI’s full benefits.
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Information Technology Impacts
6
This section provides a review of the Information Technology (IT) components that are typical of an
Advanced Metering Infrastructure (AMI) implementation. Workshops with City staff on the current IT
systems in place and potential IT configurations with AMI were conducted as part of this Study to assess and
determine necessary modifications for effective integration to achieve the benefits of AMI.
AMI systems require more integration with other IT systems than Automated Meter Reading (AMR)
technology. AMI systems require software to automate the capture the readings from the network and
process read determinants to the Customer Information System (CIS), either directly or through a Meter Data
Management System (MDMS).
City of Chandler IT supports projects for the City in development, integration and systems. The City IT
department can use virtual server configurations. AMI systems that support virtual servers would fit this
strategy best; however separate servers can be supported, if needed. Most Chandler systems are maintained
on premise, but on a case-by-case basis when cost and security considerations are addressed, they will allow
cloud services.
6.1 AMI HES Considerations
The City AMI HES is Neptune Nsight v5.6. Once the City completes its conversion, outside of the AMI project,
to all Neptune meters with MIUs, the plan is to migrate to Neptune 360. Neptune 360 will fully support
complete AMI functionality, including data storage and presentment.
6.2 CIS Considerations
The City CIS is Harris Infinity from AUS. The current version 3 addresses all of the basic CIS functionality and
includes meter asset management, service order capability as well as a basic customer portal through Infinity
Link. The City is planning on moving to Infinity v4 and originally planned to make this transition prior to AMI
as v4 provides added functionality around AMI for meter exchanges, a Meter Data Management system and
improved customer portal functionality including the opportunity for customers to view AMI interval data.
Because of resource constraints within IT, the City is reconsidering whether it might be best to move to AMI
prior to the conversion to v4. Because, in Chandler’s situation, the move to AMI does not include meter or
MIU installation/changeout, this might be an acceptable approach especially since the Neptune 360 head
end will likely provide sufficient meter data management and customer consumption information for access
by customer service representatives until v4 is available. This would allow time for the City to become
comfortable with the data received prior to rolling it out to customers.
One additional consideration relates to integration. If the City was to choose to move forward with AMI
ahead of the v4 upgrade, it would require integration between the AMI Head-End system and v3. This
integration would need to be redone as part of the CIS upgrade to v4.
6.3 Integration Considerations
AMI requires extensive integration between the software of the AMI (AMI Headend and MDMS), and
integration with the CIS. Additionally, the Customer Portal is often integrated to the CIS, or is provided
refreshed data from the CIS as often as needed to provide the customer data for the prescribed AMI benefits.
The AMI Headend captures the raw read data from the meters and AMI network. The MDMS receives the
raw data from the AMI and performs data quality validation and editing and estimating to the read data to
provide the CIS with billing determinants for the account for the billing cycle.
There will also be an integration between the MDMS or Analysis software to provide data to the water
modeling software, InfoWorks.
Figure 6-1 shows the proposed AMI system integration diagram.
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Figure 6-1 AMI System Integration
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AMI Alternatives
7
Based on the City’s experience with Automated Meter Reading (AMR), as well as business process and
Information Technology (IT) considerations, a set of Automated Meter Infrastructure (AMI) alternatives were
developed. Additionally, several other implementation factors were considered in developing the
alternatives, which include the following:
Strategy Considerations:
● Hosted or owned software solution – e.g., Software as a Service [SaaS] and/or Network as a
Service [NaaS]
● Project Management – City will seek a vendor turnkey solution for network installation
● Use of remote-valves is considered in one scenario – installation of valves on high-visit services
to provide the most effective return on the additional costs
● Staying with the use of Neptune meters alleviating the need for any meter replacement during
this project
● Benefits of AMI over AMR with some other form of customer consumption notification – does
AMI provide enough benefit for the added costs?
7.1 Network Replacement Only
The City’s Neptune AMR system and meters require only the installation of a fixed based network in order to
achieve the benefits of AMI. As such, no meter or MIU replacement was included in the scope nor cost of the
project. Any necessary meter and/or MIU replacements necessary to assure the entire meter population is
convertible to Neptune AMI has been included as part of an already approved Capital Improvement Project
that will be completed ahead of the AMI project.
Network Analysis
7.1.1
Neptune previously performed a propagation analysis for the Chandler area that included a higher elevation
set of towers that would lower the overall number of collectors necessary. However, the City is interested in
using current assets including light poles and traffic signals at a lower elevation for placement of network
collection devices.
Neptune was requested as part of this analysis to perform a new propagation analysis using the following
guidelines:
► Collectors: Best location available
o Assume 20’ height maximum
o Assume any location is available (street lights)
o City is not providing any “best” assets – all “found” locations
► Read success rate
o 24 hours – 95% min
o 72 hours – 98.5% min for billable read
► Meters: (account list with locations and/or addresses)
o Assume all accounts are to be read by collectors
o Assume all accounts are v4 R900i (100mW AMR/1W AMI transmission)
o Assume all accounts are through the lid mount with composite meter lids
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This propagation analysis identified the need for 141 collectors to be installed at identified locations
throughout the service territory. Costs per collector ($15,000 per collector), including installation ($15,000
per installation) were also provided and used in the cost analysis for the Assessment.
7.2 Alternative Scenarios
Based on the City’s current state and strategic thinking on how much of the AMI technology can or should be
deployed at the City, a set of AMI alternatives were developed. An obvious alternative is to consider moving
from the current AMR technology to AMI. However, there were subsequent considerations as to how many
of the advanced features of AMI, such as remote valves and distribution operations monitoring capability
should be included for consideration. To address the “ends of the scale”, the City requested that an
assessment be performed with both basic AMI functionality as well as the more advanced AMI functionality.
To further develop the advanced AMI scenario option, consideration was given to the high incidence of trips
for move-in/out requests and other customer needs that require a truck roll for operation of the shut-off
valve for the service. As part of the vision strategy documented in Section 3, it was determined that an
analysis of savings and return-on-investment (ROI) for installation of meters or 3rd party devices that can
remotely control the service water flow should be considered. A population of 4,000 meters was set to
determine the efficacy of these devices for reduced effort and overall savings, including green-house gases
(GHG), fuel, labor, and overall customer service.
One of the main drivers for the project is to provide customers with consumption data. Although possibly not
ideal, there are solutions (e.g., Flume) that could work with the existing AMR system to provide this
information to customers for their use. As such, this alternative was considered as an option.
While there is a general level of parity for the various AMI systems in regard to basic functions, there is a level
of differentiation of functionality and costs that the City desired to be analyzed. Thus, based on the City’s
organizational and strategic needs, as well as the process analysis and the associated benefits considerations
from other tasks in the AMI feasibility study, three alternatives were developed for further analysis and
consideration through financial modeling, which are as follows:
AMI System Alternatives
● Alternative 1 – Basic AMI to replace current AMR System:
● This alternative analyzes installation of a fixed network to move the system from using AMR to
using an AMI system.
● One caveat in this alternative is an evaluation of the timing of the move from AMR to AMI both
prior to a CIS upgrade and after a CIS upgrade.
● Alternative 2 – Full functionality AMI, including Distribution Operations endpoints and targeted
remote disconnect valved meters:
● This alternative provides an analysis of the City deploying a full-featured AMI system that
includes Distribution Operations endpoints for Pressure Management, Water Quality
Monitoring, etc. as well as a population of 4000 targeted remote disconnect meters in specific
locations of need (e.g., services that have frequent, one to two times a year, visits for meter
on/off activities).
● This alternative also includes the evaluation of the timing of the move from AMR to AMI both
prior to a CIS upgrade and after a CIS upgrade.
● Alternative 3 – Maintain AMR, but consider an alternative (e.g., Flume) to provide usage
information to customers:
● This alternative analyzes the other end of the spectrum by of not deploying AMI functionality,
but continuing to read meters using an AMR system and looking at other technology
alternatives such as Flume to provide usage data to customers similar to what AMI provides.
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Alternative 1 – Basic AMI to Replace Current AMR System
7.2.1
Alternative 1 would implement an AMI solution. The model will reflect SaaS with the City maintaining the
communications network. The approach would include a network of devices deployed in the field after initial
system design and development. The following are key considerations for this alternative:
► Network Installation using Neptune/Core & Main
► The network deployment will be performed on a route-by-route basis including the installation vendor
resources and project controls
► Vendor provides SaaS – whereby AMI Headend System (HES) is hosted at the vendor off-site location
and the read data is provided to the City for billing and customer service queries
► Based upon costs of system equipment and deployment provided by Neptune
► No Remote Devices are assumed for remote shut-off
The timeline for this effort would be as follows:
► Planning/Preparation: 1 – 2 months
► System installation and integration: 4 – 6 months
► Initial functional testing: 1 – 2 months
► IDA testing: 2 months
► Installation of the remainder of collectors: 4 – 6 months
► Total Time from Start to Finish: 12 – 18 months
Alternative 2 – Full Functionality AMI with Distribution Operations Endpoints & Targeted
7.2.2
Remote Disconnect Valved Meters
Alternative 2 would implement a fully capable AMI solution. The model will reflect SaaS with the City
maintaining the communications network. The approach would include a network of devices deployed in the
field including initial system design and development.
This alternative incorporates the installation of Remote Values on estimated 4,000 services. These services
are the ones that have had shut-offs of more than two times per year – total of four trips. This is a good data
point on which to achieve beneficial savings to offset additional costs of the remote valve service.
Additionally, this alternative incorporates the installation of a sample of Distribution Operations endpoints to
support system monitoring.
The following are key considerations for this alternative:
► Network Installation using Neptune/Core & Main
► The network deployment will be performed on a route-by-route basis including the installation vendor
resources and project controls
► Vendor provides SaaS – whereby AMI Headend system (HES) is hosted at the vendor off-site location
and the read data is provided to the City for billing and customer service queries
► Based upon costs of system equipment and deployment provided by Neptune
► Installation of Remote Devices for remote shut-off on ~4,000 services
o It is assumed these meters may be solid-state meters
o Installation of Distribution Operations endpoints for monitoring at a small sample of locations.
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The timeline for this effort would be as follows:
► Planning/Preparation: 2 – 3 months
► System installation and integration: 4 – 6 months
► Initial functional testing: 2 months
► IDA testing: 2 – 3 months
► Installation of the remainder of collectors: 4 – 6 months
► Installation of the remainder of remote valves and monitors: 5 – 7 months (directly following collector
installation in a particular area)
► Total Time from Start to Finish: 15 – 21 months
Alternative 3 – Maintain AMR, but Consider an Alternative (e.g., Flume) to Provide Usage
7.2.3
Information to the Customer and the Utility
Because the City already has a fully functional AMR system today, the alternative evaluates simply
maintaining that system and promoting the opportunity for customers to track their consumption through
use of a third-party device, such as Flume. Customers would need to pay for these devices themselves at a
likely cost between $150 - $200, but the City is considering possible rebates based on the identification of
leaks or some other basis. Such rebates were not considered as part of the cost summary.
The following are key considerations for this alternative:
► No Communication Network to install – will use AMR MIU’s
► If desired, the City can convert the Neptune MIUs from drive-by to Fixed RF in future
► The City will need to maintain current drive-by meter reading software
The timeline for this effort would be as follows:
► Planning/Preparation: 1 – 2 months
► Implementation of Marketing Campaign: 3 – 6 months
► Total Time from Start to Finish: 4 – 8 months
All alternatives assume an applicable technology implementation that includes infrastructure improvements,
IT enhancements, business process changes, and a package of customer and community benefits.
The economic analysis presented in Section 8 includes capital costs, Operations and Maintenance (O&M)
costs, and benefits analysis for each alternative.
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Economic and Financial Analysis
8
This section provides an overview of the approach used for the Financial Analysis as well as a summary of the
results. Inputs for the model were gathered from multiple sources, including the original data request and
conversations with the City staff. The analysis in this section provides snapshots of the current model.
8.1 AMI Financial Impacts
Developing the financial model for the AMI feasibility study at the City requires reviewing strategic areas on
which to develop benefits and costs. These are:
► Network Propagation Analysis to develop parameters for Network Installation
► Alternatives for Benefit Analysis (Indirect economic benefits)
► Look at improved cash flow with faster billing
► Reduction of truck rolls
► Leak adjustments versus lost revenue
► Installing 4,000 Remote Valve meters
8.2 Financial Model Design
The financial model used a conservative approach and is presented in a 10-year analysis. Appendix B includes
the detailed capital cost estimates for the different AMI systems and configurations as well other inputs to
the model.
The model has two main benefit categories, which are classified as direct, and indirect benefits which
represent realistic expectations based upon City metrics and industry norms. Direct benefits are associated
with a directly measured economic benefit such as those related to labor cost or fuel cost.
Indirect benefits include all other non-economic benefits that are not initially measurable, but nonetheless
have some real value over the course of the project. These include items such as improved customer
satisfaction through web-enabled services.
The financial modeling monetizes all benefits but separates the various categories. The savings created by
AMI for the City are evaluated in terms of how the system can change the current baseline of work and
provide operational efficiencies to reduce costs. Operational savings in meter reading and field service that
were identified through the workshops are incorporated.
The model includes the following:
Model Design: Program Implementation Costs (One Time Capital Costs)
● Network devices to be installed for AMI
● Meter pit and lids adjustments to allow AMI RF signal to penetrate the box, for remaining few
boxes that have metal lids
● Professional services for project
● IT systems and integrations
Model Design: Operational Costs (On-Going Costs)
● Software as a Service (SaaS)
● AMI support personnel
● On-going maintenance and support of devices
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Model Design: Direct Benefits captured in the model
● Reduction on Meter Reading costs: software; vehicle fuel and lease
● Reduction is Service Orders and associated truck-rolls
● Reduction in billing audit processes
Model Design: Monetized Indirect Benefits captured in the model
● Customer satisfaction at a rate of $.05 per meter per month - ~$4,000/year
● Carbon credits - Greenhouse Gas reduction by reduction of truck rolls - ~$1,308/year
Model Design: Non-Monetized Indirect Benefits
● Potential reduction in insurance by reduction in miles driven and field accidents
● Reduction in billing audit processes
● Shortened read-to-billing timeframe by 3 days
● Reduced calls to Call center
● Reduction in Bad debt and leak forgiveness
● Reduction in electrical charges through Smart Pumping
● Reduction in unaccounted for water Distribution Leaks through system analysis
● Reduction in Overtime for emergency breaks through proactive analysis
Model Outputs: The model calculates
● Multi-year parameters
● Cost and savings impact (through percentages reductions translated to dollars)
● Cash flow
● Depreciation/residual values
● Net present value (NPV)/Internal Rate of Return (IRR)
8.3 Program Implementation Cost
The total capital cost for each alternative includes network devices, software, installation services,
professional services, and ancillary equipment required for end-to-end implementation. These cost estimates
based on input from Neptune and experience with similar utilities and vendor organizations in this market
space.
8.4 AMI Operations and Maintenance Cost
In addition to the project implementation/capital costs described above, there will also be ongoing O&M
costs for operating the system over the 10-year analysis that must be considered.
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8.5 Direct Program Benefits
Table 8-1 summarizes the benefits assumed with an AMI project as discussed in Sections 5 and 6 for each of
the alternatives. This table is extracted from the model and provides a 10-year view. See Appendix A for
additional details.
Table 8-1 Project Direct Benefit Savings over 10-Year Analysis Period
8.6 Indirect Program Benefits
Indirect benefits include all other non-economic benefits that are not initially measurable, but nonetheless
have real value over the course of the project. These include items related to triple bottom line benefits and
costs, e.g., environmental, social, and economic impacts. The financial model monetizes indirect benefits but
separates them to provide a transparent view of the approach to the benefits analysis used in the
recommendation. Table 8-2 summarizes the savings for indirect benefits for each impacted area.
Table 8-2 Indirect Benefit Savings over 10-Year Analysis Period
The City can anticipate certain benefits that do not present readily measurable direct economic benefits with
the implementation of AMI. These indirect benefits provide intangible benefits that improve operational
efficiency, internal employee satisfaction, customer satisfaction through web-enabled services and/or
societal benefits to the community. For example, environmental savings result from the reduction in vehicle
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usage; there is a corresponding reduction in greenhouse gas emissions with fewer miles driven. Better leak
management reduces the demand for electricity usage for water treatment, resulting in lower power
consumption, further reducing the City’s carbon footprint.
Industry norms were used to evaluate the potential impact from the indirect benefits the City could realize
from an AMI implementation. The benefits included in the model are listed below:
► Environmental Impacts
o Carbon offset value reduction can be calculated for the forecasted reduction in the City’s
operations (i.e., carbon footprint due to elimination of utility vehicles due to impacts to meter
reading, meter operations, etc.). This could result in a reduction in carbon credit purchases in the
future.
o 2020 Carbon Credit = $20 / Metric Ton of CO2
o Carbon impacts
o Without Remote: 4,549 miles eliminated removing 40 metric tons of CO2 = $809 annual CO2
credit
o With Remote: 7,360 miles eliminated removing 65 metric tons of CO2 = $1,308 annual CO2
credit
o Indirect benefits include:
Greenhouse gas reduction through LEED Program, fewer vehicles and less truck mileage
Near-time water use data to promote conservation efforts
Enhanced non-revenue water calculations and audit capability
Proactive demand management, drought management and water conservation
Supports responsible battery disposal and related risk mitigation
► Social Impacts
o The ability to deliver more frequent and granular usage information to customers, while
enabling them to use self-service functions to resolve potential issues has been documented by
the Department of Energy to add real value to consumers and communities
o Perceived value of the City’s ability to develop a culture of creating transparency, improving
communication, maintaining reliability will build confidence with internal and external
shareholders
o Customer satisfaction = # of meters deployed x monthly benefit per meter
o The projected value to the City’s customers was established to be $.05 per meter per month
o Indirect benefits include:
Communities benefit from planned reductions to air pollution
Overall enhanced customer service including proactive service to reduce high bills, and first
call resolution potential
Increased customer goodwill via access to better information to inform consumption of
resources
Safety – morale (soft); hard benefits (Society) – reduced field services injuries
Proactive maintenance (car sinking on Wendover Ave)
Potential rate design clarity concerning cost of service base on improved data
► Economic Impacts
o Indirect benefits include:
Employee morale can drive operational efficiency
Less employee visibility in the field can drive operational efficiency
Full field audit of connections, accounts and meters (data clean-up)
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8.7 Overall Financial Model
By bringing together all elements of the feasibility financial model (direct, and indirect benefits, operating
expenses, and capital expenses), the resulting financial information shown in Table 8-3 summarizes the
results of the analysis for the four alternatives.
The Excergy team believes that the CapEx, OpEx and benefits assumptions are conservative and leave room
for cost improvement and benefit enhancement. While there is some subjectivity involved with the
monetization of indirect benefits, there is also little doubt that the project would enable improvement and
modernization of the utility operations.
Table A-2 in Appendix A documents detail concerning CapEx and OpEx costs for each alternative. Tables 8-4,
8-5, 8-6 documented below provide Pro Proforma Financial detail from the Study’s financial model for each
of the alternatives:
Table 8-3 10-Year Summary of Three Strategies
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Table 8-4 Alternative 1, Basic AMI Pro-Forma
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Table 8-5 Alternative 2, Advanced AMI Pro-Forma
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Table 8-6 Alternative 3, Maintain AMR Pro-Forma
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8.8 Conclusions
None of the three alternatives offer a positive Net Present Value and are fairly close in total value. As such, all
three options are viable for the City. The pros and cons of each are summarized below:
Alternative One Pros and Cons
8.8.1
The pros of this alternative are that you achieve many of the benefits sought in implementing an AMI cost for
the least cost in the quickest time. Specifically,
► Customers will be able to proactively identify, and hopefully address their own leaks,
► The utility will be able to identify meter maintenance issues based on receipt of read information,
► Customers may have access to consumption and billing data online (see Sec. 1.3.4 below concerning
CIS version relative to this benefit)
► Ability to easily retrieve interval usage data and for customers and City Staff to see usage patterns
together
► The cons of this alternative are the costs associated with the installation of a fixed network compared
to maintaining the current AMR system and the reduced financial benefits from not having a more
robust AMI system capable of providing more information to the utility and customers.
Alternative Two Pros and Cons
8.8.2
The pros of this alternative Include all those stated above under Alternative One, but also include the
following:
► Ability to remotely disconnect/reconnect meters for non-payment or in a move-in/move-out, avoiding
previously necessary truck rolls,
► The availability of distribution system information on line pressure, temperature and other
parameters that can improve overall function and useful life of the system components.
► In addition to the cons described above in Alternative One, there are operational concerns as to
whether there is clearance in meter pits to be able to install remote valves effectively. Relative to
distribution operations monitors, it is difficult to quantify the value of the information provided and it
may be necessary to install many more monitors at an added cost to fully realize the benefits of the
monitoring effort.
Alternative Three Pros and Cons
8.8.3
The pros of this alternative are centered on the fact that the City would not be responsible for the capital cost
or maintenance of a new AMI system. Interested customers would still be able to see consumption and
possible leak conditions and take appropriate actions to resolve them, providing a customer service to them
and conserving water resources.
The cons of this alternative are that you lose out on most all of the pros described in Alternatives One and
Two above:
► Only those customers that pay the money for a flow monitoring device will be able to proactively
identify, and hopefully address, their own leaks,
► The utility will not be able to identify meter maintenance issues based on receipt of read information
on an ongoing basis but only based on the once per month read,
► Customers will not have access to consumption and billing data online, and
► The City will not have the ability to easily retrieve interval usage data and view that data with
customers to see usage patterns together.
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Deployment and Implementation Planning
9
9.1 Introduction
The deployment and implementation planning presented in this section provides an analysis and
recommendations to assist the City in planning for Advance Metering Infrastructure (AMI) deployment.
9.2 Key Areas of Consideration
AMI implementation involves several coordinated dimensions across technology, people, fluctuating
workstreams and activities that need to be holistically managed to ensure successful transformation occurs
on time and within budget. Astute implementation planning can mean the difference between a successful,
well-accepted project and a poorly performing system. The integrity of the information created during AMI
deployment is critical to employee and customer acceptance.
Major elements of successful AMI implementation planning entail:
► A project schedule and management plan to govern contract management, field inspection,
troubleshooting, data audit, and acceptance testing.
► A network deployment plan.
► An installation control system to ensure that data is captured correctly, and invoices are correct.
► An organizational change management plan with activities to prepare, manage and reinforce change
impacts for all utility employees involved in installation, managing contractors, operating and
maintaining the system, dealing with customers during installation, and using the system data.
► A meter reading transition plan to ensure all meters are read smoothly as routes are converted to
AMI.
► A stakeholder engagement communications plan for internal employees and external customers,
elected and appointed officials, and the general public.
► An IT integration plan covering key interfaces and initial applications.
► A quality management plan including quality assurance processes and quality control activities to
guide the verification and acceptance of software, contractual obligations, services, and deliverables
as individual components and as an overall solution.
► Operational transition action plans working with, human resources, and training plans to manage the
transition of employees to ensure use and adoption of technology and new ways of working during
and after the project. This operational transition also includes the specific analysis of the number of
staff necessary to operate and maintain the AMI system and provide the necessary support to
customers.
People
Process
Technology
Earl
Midd
Lat
Sponsorship
Communicatio
Trainin
To-be
As-is
Change Impact
Gap Analysis
PM / Master
Design, Build, Test,
Requirement
Figure 9-1 People, Process and Technology Working Together
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Based on the adoption of a recommended alternative with a sound business case, the City should prepare an
implementation plan. This should include a project schedule in the form of a Gantt chart that shows the key
tasks and milestones for project procurement and deployment. This will help identify the points at which
monetary and staffing commitments are required. The implementation plan is typically completed once a
vendor is selected and the particulars of the system are known.
9.3 Decisions on Implementation
Several important decisions should be made prior to any AMI project implementation. These include:
► Use of a Consultant guide the City in an effective implementation process
► Defined Procurement Strategy: It is important that the core team endorses a clear and practical
strategy, especially considering that this will be placed with an existing vendor apart from a
competitive bid due to the advantages of using the incumbent system.
9.4 Implementation Considerations
AMI systems often interface with several IT systems within a utility, depending on what systems a utility has
implemented or is considering. Typically, an AMI will interface with Customer Information System (CIS), Work
Management System (WMS), Asset Management, and potentially SCADA for distribution benefits. An initial
analysis of the current system impacts, and a high-level view of the future AMI solution are provided in
Section 7.
Excergy recommends that the City develop an IT strategic roadmap that includes all IT systems and identifies
all the interfaces across the City’s enterprise architecture framework in place. The City needs to incorporate
AMI into any strategic IT planning designs. For the procurement phase, it will be important to also identify
the integration strategy and other relevant IT policies and standards to any prospective vendor and require
assurances that the AMI is compatible with the City’s environment.
Another important part of IT implementation planning is data management. AMI could inundate the City
with data, and a data management plan must be developed to ensure proper data security and quality is
maintained. This data management plan should identify the system of record and identify the process to
capture (create), maintain (update, delete), and secure (backup and security processes) the data.
Meter operations is another area where AMI will have a large impact. The City must define and document
the future process of installing the meters to ensure high-quality customer service and that they are
commissioned properly in the AMI Headend system (HES) and the CIS. Each time the meter or Meter
Interface Unit (MIU) is changed, a process to ensure proper data alignment must be in place to maintain data
quality. The City will need to set up a user-friendly change-out process and limit manual entry to cut down on
human error for future meter exchanges.
It is important that the City identifies and reviews all processes impacted by AMI. While this study addressed
key customer service processes, meter services and high-level distribution system operational meter-to-cash
processes, there are many more overlapping value chain core processes identified across PWC, PWU, and
MUS functions that must be reviewed and modified, replaced, or eliminated to streamline and garner the
benefits AMI promises.
Excergy recommends that the City define processes in concert with the data management design to ensure
processes, people, and data are populated at the right time, by the right people, and in the right system.
Figure 9-2 Core Value Processes
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9.5 Risk Assessment
An AMI project for the City represents a significant capital investment. A new metering system must deliver
mission-critical information reliably. It must operate for over 20 years, during which circumstances (e.g.,
personnel, politics, economics, technology) can change. An AMI project would likely be high profile and
impact a large number of stakeholders, including utility employees and customers. It would rely extensively
on new technology and interfaces between information systems. The project would require the coordination
of a number of key players: the AMI technology vendor; utility engineering, customer service, and IT staff;
and possibly additional technology vendors or service providers (e.g., MDMS, CIS, customer portal).
AMI project risks fall into two broad but interrelated categories:
► Technology risks include obsolescence of the AMI equipment, premature battery failure, flaws in AMI
project control software, excessive failure rates of system components, incursions into assigned radio
frequencies, incompatibility with future meter registers or communication standards, inadequate
performance of the system, insufficient safeguards to secure customer (and company) information,
and loss or corruption of critical data.
► Business risks include instability of vendors, lack of employee buy-in, business case assumptions that
change or fail to materialize, lack of ongoing system support and maintenance by the utility’s staff or
the vendors, increased tampering and theft of service, failure to adequately integrate the AMI system
with other utility information systems, failure to change business processes to completely take
advantage of the technology, failure to reduce staffing and other costs where the system enables it,
lack of acceptance by customers, and increased issues caused by reduced visual inspection of
customers’ premises by City staff. Additionally, poor customer acceptance can be caused by failure to
adequately address customer concerns such as health, safety, and privacy concerns, or higher bills due
to meter change-outs.
Risk is the product of probability and impact. A high probability failure with a very low impact would carry
little risk. A very low probability failure with a high impact may also carry little risk, but caution is advised in
reaching such a conclusion since probability is often much more difficult to estimate than impact.
As part of the project planning phase, the specific risks of an AMI implementation that are applicable to the
City should be further refined, their likelihood and potential impact assessed, and the potential to prevent or
mitigate them evaluated.
Where significant risks exist, potential mitigation measures and contingency plans should be identified as
appropriate, and those measures that are reasonably cost-effective in comparison to the mitigated risk
should be implemented. The utility may develop preventive measures (e.g., go/no go decision points),
mitigation (e.g., changes in the plan if aspects of it do not have the desired results), or decide to simply
accept certain outcomes and their attendant cost or delay. Mitigation may be in the form of assignment to
another party (e.g., the AMI vendor); but assignment of risk is not always effective, particularly if the assignee
is unable to control the conditions that could lead to potential failure or if the risk is too great in comparison
to the project benefits for the assignee.
An effective Risk Management Plan should identify risk mitigation measures. Risk mitigation measures
include: soliciting expertise; building a thorough business case incorporating reasonable estimates of
potential savings and costs (this study); involving all stakeholder groups; following a thorough and unbiased
selection process; developing robust contracts and performance measures; providing appropriate safeguards
to secure customer and company information through the data transmission process; establishing and
maintaining schedules for visual inspections of meters and MIUs; implementing detailed project control
procedures; and adopting comprehensive project management and communications plans.
Table 9-1 documents the identified risks and suggested mitigation strategies for the City to use in developing
a successful project plan and implementation.
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Table 9-1 Technological and Business Risks Associated with AMI Deployment
Risk
Level of Risk Level of Impact Mitigation Strategy
Technological Risks
Technical obsolescence
M
L
Require ongoing support in
contract
Lack of standards,
interoperability
H
H
Require guarantees of
interoperability in RFP and
contract.
Bugs or interface
problems in application
and third-party software
M
H
Design within integration strategy
(i.e., use Enterprise Service Bus –
ESB – or other integration strategy
that provides the speed and
functionality required for the
requirements). Project gate:
acceptance testing
Premature battery
failures
L
H
Contract and warranty
Excessive failure rates;
system failures, product
recalls
L
H
Contract and warranty, including
“make whole” provisions
RF incursion
L
L
Sufficiently strong network for
unlicensed; Federal protection for
licensed
“Future-ware;” untested
products.
M
M
Due diligence; validation of
verifiable functionality;
warranties—particularly Remote
Disconnect
Business Risks
Long-term viability of
vendors
L
M
Due diligence; strong software
agreements
Lack of internal stakeholder
buy-in
H
H
Generate success
Organizational Change Management
(OCM) and Communications planning
Lack of customer
buy-in
H
H
Customer communications;
Have questions in annual survey
Business case assumptions
don’t hold —too aggressive
on benefits
L
H
Have a conservative, yet accurate
business case
Delays in project deployment
(often due to integration and
CIS issues)
M
M/H
Due diligence in integration design,
good project management, dedicated IT
resources
Lack of ongoing system
support and maintenance
L
M
Good process design; identify who is
responsible for the system and data
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9-5
Risk
Level of Risk Level of Impact Mitigation Strategy
Institutional capacity to
manage the project
M
H
Identify resources needed; staff
accordingly. ensure overlapping
projects do not create conflicts;
outsource project management
Failure to change processes,
policies and practices
M
M/H
Effective communications plan and
change management plan; Identify
policy impacts and allow time to
develop, promote and win approval of
the changes
Impact of project impinges
on the City capital plan and
financial health
M
M
Build strong business case; delay or
spread the project to fit within CIP
prioritization
Labor relations problems
with displacements and
reclassifications or changes
in job content
M
M
Address through HR; provide
information and develop a strong
change management plan.
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10-1
Acronyms
10
ALD -
Acoustic leak detector
AMI -
Advanced Metering Infrastructure
AMR -
Automated Meter Reading
AWWA -
American Water Works Association
BPL -
Broadband over power line
CARL -
Current Annual Real Losses
CBIS -
Customer Information and Billing System
CDPD -
Cellular digital packet data
CIS -
Customer information system
CMMS -
Computer Material Management System
CRO -
Customer request orders
CSR -
Customer service representative
CWP -
Customer Web Portal
DCU -
Data collector units
DMA -
Distribution Metering Area
DSS -
Digital Spread Spectrum
EAM -
Enterprise Asset Management
ERP -
Enterprise resource planning
ERT -
Encoder Receiver Transmitters
Esri -
Environmental Systems Research Institute
FRO -
Field Read Order
FST -
Field Service Technician
FTE -
Full time employee
GHG -
Green-house Gases
GIS -
Geographic information system
GPRS -
General packet radio service
HES -
Headend system
HMI -
Human-Machine Interface
ILI -
Infrastructure Leakage Index
IP -
Internet protocol
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10-2
IRR -
Internal Rate of Return
IT -
Information technology
IWA -
International Water Association
LAN -
Local area network
LED -
Light emitting diode
MDMS/MDM - Meter Data Management System
MDUS -
Meter Data Unification and Synchronization
MHZ -
Megahertz
MIU -
Meter interface unit (See RTU)
MPLS -
Multiprotocol label switching
MWO -
Maintenance/Repair Work Order
Naas -
Network as a Service
NPV -
Net Present Value
NRW -
Non-revenue water
O&M -
Operations and Maintenance
ODW -
Operational Data Warehouse
OLE -
Object Link Embedded
OPC -
OSIsoft Process Control
OT -
Operations Technology
PD -
Positive Displacement
RF -
Radio frequency
RFP -
Request for proposal
ROI -
Return on investment
RTU -
Remote Terminal Unit (See MIU)
RV -
Remote Valve
SaaS -
Software as a Service
SCADA -
Supervisory Control and Data Acquisition
TBD -
To be determined
UARL -
Unavoidable Annual Real Losses
UHF -
Ultra-high frequency
VDO -
Vacancy Disconnect Order
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10-3
VPN -
Virtual private network
WAN -
Wide area network
WMS -
Work Management
.
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A-1
Appendix A. Summary Tables
Table A-1 provides values used in the model and source information for the values.
Table A-1 Business Case Model Source Data
Model Input
Value
Source
Note
Inflation Rate (Annual)
3%
Excergy
Current value
Discount Rate (Annual)
for NPV
3%
Excergy
Normal value
Vehicle Maintenance &
Fuel (annual)
Annual Vehicle
Maintenance
$6,048.35
Annual Fuel Spend
$18,739.49
Data Request
Neptune Annual
Maintenance
Cost/License. Tools etc.,
$66,523
Data Request
Customer Satisfaction
5-6 cents per Meter
per Month
Workshop/Data
Review
Using 5c for Alt 1
6c for Alt 2
Carbon Impacts
CO2/gallon of
Gasoline=0.008887
US EPA
Calculated gallons saved
Table A-2 provides a summary of costs for each of the alternatives.
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A-2
Table A-2 Simplified Cost Overview
Simplified Cost Overview—Alternative 1: CapEx
Description
Quantity
Cost/Item
Total Cost
Network Devices
141
$15,000 $2,115,000
Device Installation
141
$15,000 $2,115,000
Extended Warranty (Network)
141
$4,100
$578,100
Towers
4
$10,000
$40,000
Outside PM/Integration Support
1 $425,000
$425,000
Software SetUp Fee
1
$6,500
$6,500
Software Training
1
$3,000
$3,000
TOTAL
$5,282,600
Alternative 1: Op Ex
Description
Quantity
Cost/Item
Cost/Year
Total Cost
Comments
Network Device Battery Rplcmnt
141
$500
$70,500
$70,500 One time in years 8 & 9
SaaS Fee
86000
$2.35
$202,100 $2,021,000 Annual
Operator/Technician FTE
1.5
$80,000
$120,000 $1,200,000 Annual
Inflation (3%) over 10 yr. period
NA $705,655
NA
$705,655
TOTAL (Over 10 year period)
$3,997,155
Simplified Cost Overview—Alternative 2: CapEx
Description
Quantity
Cost/Item
Total Cost
Network Devices
141
$15,000 $2,115,000
Device Installation
141
$15,000 $2,115,000
Extended Warranty (Network)
141
$4,100
$578,100
Towers
4
$10,000
$40,000
Outside PM/Integration Support
1 $425,000
$425,000
Software SetUp Fee
1
$6,500
$6,500
Software Training
1
$3,000
$3,000
SET Valves (incl installation)
4000
$185
$740,000
Advanced Sensors (incl install)
10
$15,000
$150,000
TOTAL
$6,172,600
Alternative 2: Op Ex
Description
Quantity
Cost/Item
Cost/Year
Total Cost
Comments
Network Device Battery Rplcmnt
141
$500
$70,500
$70,500 One time in years 8 & 9
SaaS Fee
86000
$2.35
$202,100 $2,021,000 Annual
Operator/Technician FTE
1.5
$80,000
$120,000 $1,200,000 Annual
Inflation (3%) over 10 yr. period
NA $705,655
NA
$705,655
TOTAL (Over 10 year period)
$3,997,155
Simplified Cost Overview—Alternative 3: CapEx
Description
Quantity
Cost/Item
Total Cost
Software Setup Fee
1
6,500
$6,500
Software Training
1
3,000
$3,000
TOTAL
$9,500
Alternative 3: OpEx
Description
Quantity
Cost/Item
Cost/Year
Total Cost
SaaS Fee
86000
$0.78
$67,080
$670,800
Inflation (3%) over 10 yr. period
NA
$35,058
NA
$37,688
.
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B-1
Appendix B. Advanced Metering Technology Review
This memorandum provides an overview of Advance Metering Infrastructure (AMI) technology to enable a
common understanding of the potential technology options and considerations for AMI implementation at
the City of Chandler.
Much of this information was presented during the kick-off workshops held at City offices the week of
September 21st, 2020.
Comparison of benefits between AMR and AMI
While utilities benefited from the convenience of walking or driving by to get meter readings, those
readings were only captured once a month or bi-monthly, and more often than not interval readings were
not available. With AMI providing readings on a daily basis, there can be a wealth of benefits realized over
AMR. The following tables show a comparison of benefits between AMR and AMI.
Benefit Area / Benefit
AMR
AMI
Customer Service / Meter Services Benefits
Reduction in Re-Reads
✔
✔
Reduced Calls to Customer Care
✔
✔
Reduced Hi/Lo Investigation Time
✔**
✔
Reduced Shut-Offs
✔
Usage Details to address inquires
✔*
✔
Reduction in Meter Reading
✔**
✔
Operations Benefit Comparison
Reduced Start/Stop Read Trips
✔
Hydro-Guard Operations
✔
System Leak Detection
✔
System Analysis
✔
Pressure Regulations
✔
Water Quality Monitoring
✔
Reporting of water losses
✔
✔
Customer Facing Benefit Comparison
Web Presentment of usage
✔*
✔
Usage Details to address inquires
✔*
✔
Proactive Notice of High-Bill
✔
Customer Choice of Bill Date
✔
Customer side Leak Detection
✔*
✔
Reporting of water losses
✔
✔
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Benefit Comparison of Remote Valves
The following table shows the expected benefits as applied to AMI without a Remote Valve option, and
AMI with a Remote Valve option.
Benefit Area / Benefit
AMI without Remote
Valve
AMI with Remote
Valve
Customer Service / Meter Services Benefits
Reduction in Meter Reading
✔
✔
Reduction in Re-Read Orders
✔
✔
Reduced Hi/Lo Investigation Orders and time of Effort
✔
✔
Reduced Trips for Off-Cycle Read orders
✔
✔
Reduced Shut-Off orders, due to reduced high-bills / Leak
notification
✔
✔
Quicker response to Customer turn-off/turn-on requests
✔
Reduced Truck Rolls for Finals
✔
Customer Facing Benefit
Reduced Calls to Customer Care
✔
✔
Customer side Leak Detection
✔
✔
Web Presentment of usage
✔
✔
Usage Details to address inquires
✔
✔
Proactive Notice of High-Bill
✔
✔
Customer Choice of Bill Date
✔
✔
Operations Benefit Comparison
Improved accuracy in reporting for unaccounted for
water
✔
✔
Hydro-Guard Operations
✔
✔
System Leak Detection
✔
✔
System Analysis
✔
✔
Pressure Regulations
✔
✔
Water Quality Monitoring
✔
✔
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B-3
AMI TECHNOLOGIES
Fixed Network Technology Types
Fixed network AMI systems are defined as including permanently installed network infrastructure to
capture meter interval and register readings. This technology consists of a series of antennas, towers,
collectors, repeaters, or other permanently installed network infrastructure to collect transmissions of
meter readings from AMI capable meters and send the data to a central computer called the AMI head-
end system (HES). A fixed network offers the ability to collect meter reads with minimal effort, labor, or
vehicle expense.
It is important to note that while the fixed network AMI technology types described below can be stand-
alone systems, some vendors offer the ability to use multiple technology types to deploy a solution that
will cover an entire service area.
Star Network
A Star network system is designed for the meter endpoint transmitter, or Meter interface unit (MIU), to
transmit its data directly to a collector. An endpoint transmitter’s signal may be forwarded by radio
frequency or converted to a wired network signal, such as telephone or IP network, to send data to the
main collection point, termed a collector. The collector consists of one central hub that acts as a conduit to
transmit data to the HES server. The Star Network configuration is shown in Figure STAR AMI Network.
The advantages of having a Star Network in place are that it sets up and expands easily and demonstrates
good performance. Furthermore, a single endpoint communication failure (i.e. non-centralized failure) has
little impact on the entire network because other endpoints are not dependent on the failed endpoint for
communication. Additionally, endpoint failure is easy to detect, and the data is easily sent directly to data
collectors without being repeated through another device.
A disadvantage of a Star Network is that if a collector fails, there is a potential that the data from the
endpoints assigned to that collector may not be transmitted back to the centralized computer; however,
the data is retained in the collector or endpoints until it can be manually downloaded or transmitted after
collector repair.
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Figure B-1 STAR AMI Network
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Star AMI Network: Traits
● Higher power
● Licensed frequencies
● Longer communications distance
● Uses Tower-based (large coverage area) or neighborhood-based units (smaller coverage
areas), depending on the vendor
Mesh Network
In a Mesh network system, the meter endpoint transmitter acts as a repeater to pass the data to other
nearby meter endpoint transmitters until data arrives at a main collector in a process termed “hops”.
Mesh networks allow for connection paths by “hopping” from meter endpoint to meter endpoint until the
destination is reached. A Mesh Network is a fully connected network topology by design and differs from
other networks in that the component parts can all connect to each other via multiple hops, as shown in
Figure B-2.
An advantage of having a Mesh Network is that it is self-healing in that the network can still operate if an
endpoint breaks down or a connection fails. As a result, a very reliable network is formed.
A disadvantage with mesh networks is that battery operated, water supporting AMI systems may need
more power for the increased frequency of transmitting and performing the transfer of data through the
mesh network. Mesh Networks are most effective when deployed with an electric AMI System, using the
electric meters as hopping devices due to their available power source. For water systems using mesh
Figure B-2 Mesh AMI Network
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B-6
technology without the benefit of electric meters as meshing devices, additional collectors and/or
repeaters would be required resulting in increased costs and additional maintenance needs.
Mesh Networks: Traits
● Lower power radio
● Uses unlicensed frequency
● Typically, 900 MHz
● Requires more collector and router type devices
● Needs to be able to mesh, with electric meters being the most effective device
Wi-Fi / Cellular Enabled Systems
Systems that communicate using a cellular network or to the Internet via a transmission beacon rather
than radio are considered Wi-Fi/cellular enabled (Figure Cellular / Wi-Fi AMI Networks). The method of
transferring the data for these systems is much like a Star Network, but the means of data transfer
happens through a cell or Wi-Fi connection, rather than through an elaborate transmission system of
collectors and receivers. The ability to install an AMI system becomes relatively simple when a city Wi-Fi
system exists, as the transmission infrastructure is already in place and simply adding meter endpoints is
the only step required. On the cellular side, many providers will offer older cellular network technology
(e.g., GSM, 3G, etc.) to utilities, thereby providing a revenue stream for this older technology.
One of the advantages of utilizing Wi-Fi or cellular systems includes the ability to use existing
communication infrastructure. In cities that have initiated Wi-Fi communications for city services such as
police, emergency medical technicians (EMT), and fire departments, the ability to use their Wi-Fi signals for
meter reading is more easily achieved. A disadvantage, as discovered with the City pilot, these types of
AMI networks can have spotty coverage in some portions of the service area. Another disadvantage is the
ongoing monthly cost for service; however, these additional costs are often offset by the lack of network
maintenance costs that mesh or star RF networks require.
For Wi-Fi or cellular, there is a need to ensure that all of the service area is covered. Tests must be done at
each endpoint to check the proximity to the routing device so that a signal beacon can be identified. If no
signal beacon exists, additional routers or towers need to be added to the system to extend the coverage
area.
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Wi-Fi / Cellular Networks: Traits
● Leverages existing cellular / Wi-Fi network
● Each MIU has a cellular / IP modem
● Same structure for public network
AMI Software Systems
Implementation of AMI involves the deployment of a communications network, endpoints, and software
to manage the network and the data from the endpoints. AMI projects require the integration of systems
to provide analysis of the data for billing and management of the messages sent by the endpoints (e.g.,
alerts and alarms). The following diagram shows a typical integrated AMI system.
Figure B-3 Cellular/Wi-Fi Network
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AMI Head-end System
The AMI head-end system (HES) is typically provided by the AMI vendor and is used to communicate with,
operate, and manage AMI communications network devices and MIU endpoints. This includes the
configuration of the MIUs, firmware, and over-the-air updates.
AMI and AMI HES provide:
● Data collection from AMI network
● AMI Network Management
Endpoint firmware and configuration, network connectivity
● Data event management (such as tamper alarm, cut wire, etc.)
● Missing read capture
● Providing data to downstream systems, such as customer information systems (Meter Data
Management System [MDMS], system modeling, geospatial information system [GIS],
Customer Information System [CIS]3, customer portal)
● Supporting additional functions, such as revenue protection analysis, distribution planning
support, and prepayment
● Command management (such as turn-on/turn-off)
The typical data that is required for the AMI HES is:
● Meter Data
Meter number
Dial information
Location data (GPS, sometimes address)
Associated module (Meter Marriage File)
● Module Data
Associated meter (Meter Marriage File)
Current firmware version for each module
● Network Devices
Device firmware/software
Configuration
3 Dependent on the AMI / MDMS and Customer Configuration
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Meter Data Management System
The Meter Data Management System (MDMS) is the software that manages the extensive data provided
by the HES. With meters providing up to 964 interval readings per day, the MDMS will manage the
intervals, provide validation, estimation, and editing operations to ensure data is available for billing when
the CIS requires.
4 Typical water systems are hourly intervals at 24 per day. Meters with 15 minutes intervals provide 96 data points in a 24-
hour period.
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B-10
Meter Data Management Systems provide:
● Data management from AMI HES
● Validation, estimation and editing of reads
● Bill determinant calculation
● Exception management
● Event management (such as tamper alarm, cut wire, etc.)
● Profiling scalar meter reads
● Aggregating meter reads
● Providing data to downstream systems, such as customer information systems (CIS,
customer portal)
● Supporting additional functions, such as revenue protection analysis, distribution planning
support, and prepayment
● Command management (such as turn-on/turn-off)
The typical data the MDMS contains is:
● General Service Point Info
Status (active/inactive)
Service requests
● Alarms/Events
● Billing Parameters
Rate and channels
● Meter/Device Info
Location
Meter and module IDs
Figure B-4 Typical AMI Systems and Integrations
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Customer Portal
Customer portals provide customers and customer service personnel access to customer interval and
usage data which is often provided in a graphical format. The representation of detailed usage data from
AMI can be provided to the customer portal from the CIS or MDMS, or often from both. The following
pictures present samples of data provided to the customer over a web portal. Note the second picture
indicates continuous consumption, indicating possible leak.
Figure B-5 Sample Data Provided by
Web Portal
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ID
%
Complete
Task
Mode
Task Name
Duration
Start
Finish
1
1%
City of Chandler AMI Project
524 days
Mon 6/5/23 Thu 6/5/25
2
100%
Notice to Proceed
1 day
Mon 6/5/23
Mon 6/5/23
3
7%
Task 1 - Project Management and AMI Advisory
Services
33 days
Wed 6/7/23 Fri 7/21/23
4
60%
Project Initiation - Planning
13 days
Wed 6/7/23
Fri 6/23/23
5
100%
Planning Meeting
1 day
Wed 6/7/23
Wed 6/7/23
6
0%
Project Communications Plan
1 day
Wed 6/14/23
Wed 6/14/23
7
75%
Develop Project Schedule
5 days
Thu 6/15/23
Wed 6/21/23
8
50%
Develop Action Items/Issue Tracker & Risk Register
3 days
Thu 6/8/23
Mon 6/12/23
9
80%
Establish Project Sharepoint Site
2 days
Thu 6/8/23
Fri 6/9/23
10
0%
Arcadis Team Kickoff
1 day
Fri 6/23/23
Fri 6/23/23
11
0%
Orientation Tasks
16 days
Thu 6/8/23
Thu 6/29/23
12
0%
Provide Information Request
2 days
Thu 6/8/23
Fri 6/9/23
13
0%
Complete Information Request
10 days
Mon 6/12/23
Fri 6/23/23
14
0%
Review Information
4 days
Mon 6/26/23
Thu 6/29/23
15
0%
Meter Inventory Dashboard
18 days
Mon 6/26/23 Wed 7/19/23
18
0%
Stakeholder Interviews
16 days
Fri 6/30/23
Fri 7/21/23
22
0%
Project Kickoff
23 days
Thu 6/8/23
Mon 7/10/23
27
0%
Prepare for Needs Assessment Workshops
18 days
Thu 6/15/23
Mon 7/10/23
29
0%
Task 2 - Needs Assessment
45 days
Tue 7/11/23 Mon 9/11/23
30
0%
Conduct Needs Assessment sessions
14 days
Tue 7/11/23
Fri 7/28/23
35
0%
Implementation Plan
12 days
Mon 7/31/23 Tue 8/15/23
38
0%
Summary Presentation - Needs Assessment
21 days
Mon 8/14/23 Mon 9/11/23
42
0%
Task 3 - Financial Analysis
68 days
Tue 9/12/23 Thu 12/14/23
43
0%
Develop Cost Model
20 days
Tue 9/12/23
Mon 10/9/23
44
0%
Develop Benefits Model
28 days
Tue 9/12/23
Thu 10/19/23
45
0%
Develop BCA Analysis using Alternatives
24 days
Fri 10/13/23
Wed 11/15/23
46
0%
Financial Analysis Summary Report
21 days
Thu 11/16/23 Thu 12/14/23
51
0%
Task 4 - AMI Implementation Support
375 days
Fri 12/15/23 Thu 5/22/25
52
0%
Project Initiation - Implementation
22 days
Fri 12/15/23
Mon 1/15/24
58
0%
Business Process Work
126 days
Tue 1/16/24
Tue 7/9/24
Page 1
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ID
%
Complete
Task
Mode
Task Name
Duration
Start
Finish
68
0%
Initial Deployment and Testing
69 days
Tue 1/30/24
Fri 5/3/24
77
0%
Full Meter Deployment
355 days
Fri 12/22/23
Thu 5/1/25
93
0%
Final System Acceptance
15 days
Fri 5/2/25
Thu 5/22/25
94
0%
Task 6 & 7 - Customer Portal Advisory Services 23 days
Mon 7/10/23 Wed 8/9/23
98
0%
Task 8 - Project Close
10 days
Fri 5/23/25
Thu 6/5/25
Page 2
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Budget Narrative
Name of Applicant: City of Chandler
Point of Contact: Cristabel Dykstra
Project Title: Advanced Metering Infrastructure (AMI)
The City of Chandler is requesting $990,000 as part of the FY22 Community Grants Program for Congressionally
Directed Spending (CDS) and Community Project Funding (CPF). The City of Chandler will be covering additional
costs of $4.5 million, for total overall cost of approximately $5.5 million for the AMI project.
As part of the AMI project initiative, an assessment was conducted in 2020, and completed in January 2021, to
evaluate the benefits of transitioning from AMR to AMI. The assessment also included a summary of costs
associated with the project. The full assessment report has been included as part of this grant application. A
budget detail-breakdown has been provided based on the cost analysis provided through the assessment. Funding
from the grant will cover direct charges related to equipment and services for installation for equipment to be
operational, as outlined in the grant guidelines.
PREVIEW Date: Jun 30, 2023
Workspace ID: WS01113096 Funding Opportunity Number: EPA-CEP-01