HomeMy WebLinkAboutContract 61533City Secretary Contract No. 61533
FORTWORTH.
4*
VENDOR SERVICES AGREEMENT
(Information Technology)
This Vendor Services Agreement ("Agreement") is made and entered into by and between the City
of Fort Worth, a Texas home -rule municipal corporation (the "City" or "Client") and EMA, Inc. a Minnesota
corporation ("Vendor"). City and Vendor are each individually referred to herein as a "party" and
collectively referred to as the "parties." The term "Vendor" shall include Vendor, its officers, agents,
employees, representatives, contractors or subcontractors. The term "City" shall include its officers,
employees, agents, and representatives.
CONTRACT DOCUMENTS:
The Contract documents shall include the following:
1. This for Vendor Services Agreement;
2. Exhibit A —
Scope Of Work Plus Any Amendments To The Scope Of Work;
3. Exhibit B —
Payment Schedule;
4. Exhibit C —
Milestone Acceptance Form;
5. Exhibit D
— Network Access Agreement; and
6. Exhibit E —
Signature Verification Form
All Exhibits attached hereto are incorporated herein and made a part of this Agreement for all purposes. In
the event of any conflict between the documents, the terms and conditions of this Agreement shall control.
The term "Vendor" or "Contractor" shall include the Vendor or Contractor, and its officers, agents,
employees, representatives, servants, contractors or subcontractors.
The term "City" shall include its officers, employees, agents, and representatives.
1. Scone of Services. Vendor hereby agrees, with good faith and due diligence, to provide
the City with a needs assessment and assistance in the development of the RFP specifications for the Water
Customer Information System (CIS). Specifically, Vendor will perform all duties outlined and described in
the Scope Of Work, which is attached hereto as Exhibit "A" and incorporated herein for all purposes, and
further referred to herein as the "Services." Vendor shall perform the Services in accordance with standards
in the industry for the same or similar services. hi addition, Vendor shall perform the Services in accordance
with all applicable federal, state, and local laws, rules, and regulations. If there is any conflict between this
Agreement and Exhibit A, the terms and conditions of this Agreement shall control.
2. Term. This Agreement shall commence upon the date signed by the Assistant City Manager
below ("Effective Date") and shall expire five years from the date of commencement with no renewals, or
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OFFICIAL RECORD
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CITY SECRETARY
FT. WORTH, TX
City Secretary Contract No.
upon completion of the project ("Expiration Date"), unless terminated earlier in accordance with the
provisions of this Agreement or otherwise extended by the parties.
3. Compensation. The City shall pay Vendor an amount not to exceed three
hundred eighty-five thousand, one hundred seventy-eight dollars ($385,178.00), for Phase 1 only, in
accordance with the provisions of this Agreement and Exhibit `B," Payment Schedule, which
is attached hereto and incorporated herein for all purposes. If the Vendor and the City both
agree to proceed with Phases 2 and 3 of the project, the contract will be amended to add the
additional $800,000.00 as was approved by M&C 24-0235 up to $1,200,000.00. Vendor shall not
perform any additional services for the City not specified by this Agreement unless the City
requests and approves in writing the additional costs for such services. The City shall not be
liable for any additional expenses of Vendor not specified by this Agreement unless the City first
approves such expenses in writing. City agrees to pay all invoices of Vendor within thirty (30) days
of receipt of such invoice. Vendor may charge interest on late payments not to exceed one percent (1%).
4. Termination.
4.1. Convenience. Either the City or Vendor may terminate this Agreement at any time
and for any reason by providing the other party with 30 days written notice of termination.
4.2. Breach. If either party commits a material breach of this Agreement, the non -
breaching Party must give written notice to the breaching party that describes the breach in
reasonable detail. The breaching party must cure the breach ten (10) calendar days after receipt of
notice from the non -breaching party, or other time frame as agreed to by the parties. If the breaching
party fails to cure the breach within the stated period of time, the non -breaching party may, in its
sole discretion, and without prejudice to any other right under this Agreement, law, or equity,
immediately terminate this Agreement by giving written notice to the breaching party.
4.3. Fiscal Funding Out. In the event no funds or insufficient funds are appropriated by
the City in any fiscal period for any payments due hereunder, the City will notify Vendor of such
occurrence and this Agreement shall terminate on the last day of the fiscal period for which
appropriations were received without penalty or expense to the City of any kind whatsoever, except
as to the portions of the payments herein agreed upon for which funds have been appropriated.
4.4. Duties and Obligations of the Parties. In the event that this Agreement is
terminated prior to the Expiration Date, the City shall pay Vendor for services actually rendered up
to the effective date of termination and Vendor shall continue to provide the City with services
requested by the City and in accordance with this Agreement up to the effective date of termination.
Upon termination of this Agreement for any reason, Vendor shall provide the City with copies of
all completed or partially completed documents prepared under this Agreement. In the event Vendor
has received access to City information or data as a requirement to perform services hereunder,
Vendor shall return all City provided data to the City in a machine-readable format or other format
deemed acceptable to the City.
5. Disclosure of Conflicts and Confidential Information.
5.1. Disclosure of Conflicts. Vendor hereby warrants to the City that Vendor has made
full disclosure in writing of any existing or potential conflicts of interest related to Vendor's services
under this Agreement. In the event that any conflicts of interest arise after the Effective Date of this
Agreement, Vendor hereby agrees immediately to make full disclosure to the City in writing.
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5.2. Confidential Information. Vendor, for itself and its officers, agents and employees,
agrees that it will treat all information provided to it by City ("City Information") as confidential
and will not disclose any such information specifically noted as such to a third party without the
prior written approval of City.
5.3. Public Information Act. City is a government entity under the laws of the State of
Texas and all documents held or maintained by City are subject to disclosure under the Texas Public
Information Act. In the event there is a request for information marked Confidential or Proprietary,
City shall promptly notify Seller. It will be the responsibility of Seller to submit reasons objecting
to disclosure. A determination on whether such reasons are sufficient will not be decided by City,
but by the Office of the Attorney General of the State of Texas or by a court of competent
jurisdiction.
5.4. Unauthorized Access. Vendor shall store and maintain City Information in a secure
manner and shall not allow unauthorized users to access, modify, delete or otherwise corrupt City
Information in any way. Vendor shall notify the City immediately if the security or integrity of any
City information has been compromised or is believed to have been compromised, in which event,
Vendor shall, in good faith, use all commercially reasonable efforts to cooperate with the City in
identifying what information has been accessed by unauthorized means and shall fully cooperate
with the City to protect such information from further unauthorized disclosure.
Riaht to Audit.
6.1. Vendor agrees that the City shall, until the expiration of three (3) years after final
payment under this Agreement, have access to and the right to examine at reasonable times any
directly pertinent books, documents, papers and records of the Vendor involving transactions
relating to this Agreement at no additional cost to the City. Vendor agrees that the City shall have
access during normal working hours to all necessary Vendor facilities and shall be provided
adequate and appropriate work space in order to conduct audits in compliance with the provisions
of this section. The City shall give Vendor not less than 10 days written notice of any intended
audits.
6.2. Vendor further agrees to include in all its subcontractor agreements hereunder a
provision to the effect that the subcontractor agrees that the City shall, until expiration of three (3)
years after final payment of the subcontract, have access to and the right to examine at reasonable
times any directly pertinent books, documents, papers and records of such subcontractor involving
transactions related to the subcontract, and further that City shall have access during normal
working hours to all subcontractor facilities and shall be provided adequate and appropriate work
space in order to conduct audits in compliance with the provisions of this paragraph. City shall give
subcontractor not less than 10 days written notice of any intended audits.
7. Independent Contractor. It is expressly understood and agreed that Vendor shall operate as
an independent contractor as to all rights and privileges granted herein, and not as agent, representative or
employee of the City. Subject to and in accordance with the conditions and provisions of this Agreement,
Vendor shall have the exclusive right to control the details of its operations and activities and be solely
responsible for the acts and omissions of its officers, agents, servants, employees, contractors and
subcontractors. Vendor acknowledges that the doctrine of respondeat superior shall not apply as between
the City, its officers, agents, servants and employees, and Vendor, its officers, agents, employees, servants,
contractors and subcontractors. Vendor further agrees that nothing herein shall be construed as the creation
of a partnership or joint enterprise between City and Vendor. It is further understood that the City shall in
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no way be considered a Co -employer or a Joint employer of Vendor or any officers, agents, servants,
employees or subcontractors of Vendor. Neither Vendor, nor any officers, agents, servants, employees or
subcontractors of Vendor shall be entitled to any employment benefits from the City. Vendor shall be
responsible and liable for any and all payment and reporting of taxes on behalf of itself, and any of its
officers, agents, servants, employees or subcontractors.
8. INDEMNIFICATION.
8.1. INDEMNIFICATION — PROFESSIONAL SERVICES - VENDOR WILL
BE LIABLE AND RESPONSIBLE FOR ANY AND ALL PROPERTY LOSS, PROPERTY
DAMAGE AND/OR PERSONAL INJURY, INCLUDING DEATH, TO ANY AND ALL
PERSONS, OF ANY KIND OR CHARACTER, TO THE EXTENT CAUSED BY THE
NEGLIGENT ACT(S) OR OMISSION(S), MALFEASANCE OR INTENTIONAL
MISCONDUCT OF VENDOR, ITS OFFICERS, AGENTS, SERVANTS, EMPLOYEES,
CONTRACTORS, OR SUBCONTRACTORS FOR WHOM VENDOR IS LEGALLY
LIABLE.
8.2. INDEMNIFICATION - OTHER THAN PROFESSIONAL SERVICES -
VENDOR HEREBY COVENANTS AND AGREES TO INDEMNIFY, HOLD HARMLESS
AND DEFEND CITY, ITS OFFICERS, AGENTS, SERVANTS AND EMPLOYEES, FROM
AND AGAINST ANY AND ALL CLAIMS OR LAWSUITS OF ANY KIND OR
CHARACTER, FOR EITHER PROPERTY DAMAGE OR LOSS AND/OR PERSONAL
INJURY, INCLUDING DEATH, TO ANY AND ALL PERSONS, ARISING OUT OF OR IN
CONNECTION WITH THIS AGREEMENT, TO THE EXTENT CAUSED BY THE
NEGLIGENT ACTS OR OMISSIONS OR MALFEASANCE OF VENDOR, ITS
OFFICERS, AGENTS, SERVANTS, EMPLOYEES, CONTRACTORS, OR
SUBCONTRACTORS.
8.3. INTELLECTUAL PROPERTY INFRINGEMENT.
Vendor agrees to indemnify City for infringement of any patent, copyright trademark, trade secret,
or similar property right arising from City's use of the software and/or documentation in accordance
with this Agreement
9. Assisnment and Subcontracting.
9.1. Vendor shall not assign or subcontract any of its duties, obligations or rights under
this Agreement without the prior written consent of the City. If the City grants consent to an
assignment, the assignee shall execute a written agreement with the City and the Vendor under
which the assignee agrees to be bound by the duties and obligations of Vendor under this
Agreement. The Vendor and assignee shall be jointly liable for all obligations under this Agreement
prior to the assignment. If the City grants consent to a subcontract, the subcontractor shall execute
a written agreement with the Vendor referencing this Agreement under which the subcontractor
shall agree to be bound by the duties and obligations of the Vendor under this Agreement as such
duties and obligations may apply. The Vendor shall provide the City with a fully executed copy of
any such subcontract.
10. Insurance.
10.1. The Vendor shall carry the following insurance coverage with a company that is
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licensed to do business in Texas or otherwise approved by the City:
10.1.1. Commercial General Liability:
10.1.1.1. Combined limit of not less than $2,000,000 per
occurrence; $4,000,000 aggregate; or
10.1.1.2. Combined limit of not less than $1,000,000 per
occurrence; $2,000,000 aggregate and Umbrella Coverage in the amount of
$4,000,000. Umbrella policy shall contain a follow -form provision and shall
include coverage for personal and advertising injury.
10.1.1.3. Defense costs shall be outside the limits of liability.
10.1.2. Automobile Liability Insurance covering any vehicle used in providing
services under this Agreement, including owned, non -owned, or hired vehicles, with a
combined limit of not less than $1,000,000 per occurrence.
10.1.3. Professional Liability (Errors & Omissions) in the amount of $1,000,000
per claim and $1,000,000 aggregate limit.
10.1.4. Statutory Workers' Compensation and Employers' Liability Insurance
requirements per the amount required by statute.
10.1.5. Technology Liability (Errors & Omissions)
10.1.5.1. Combined limit of not less than $2,000,000 per
occurrence; $4million aggregate or
10.1.5.2. Combined limit of not less than $1,000,000 per
occurrence; $2,000,000 aggregate and Umbrella Coverage in the amount of
$4,000,000. Umbrella policy shall contain a follow -form provision and shall
include coverage for personal and advertising injury. The umbrella policy shall
cover amounts for any claims not covered by the primary Technology Liability
policy. Defense costs shall be outside the limits of liability.
10.1.5.3. Coverage shall include, but not be limited to, the
following:
10.1.5.3.1. Failure to prevent unauthorized access;
10.1.5.3.2. Unauthorized disclosure of information;
10.1.5.3.3. Implantation of malicious code or computer
virus;
10.1.5.3.4. Fraud, Dishonest or Intentional Acts with final
adjudication language;
10.1.5.3.5. Intellectual Property Infringement coverage,
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specifically including coverage for intellectual property infringement
claims and for indemnification and legal defense of any claims of
intellectual property infringement, including infringement of patent,
copyright, trade mark or trade secret, brought against the City for use of
Deliverables, Software or Services provided by Vendor under this
Agreement;
10.1.5.3.6. Technology coverage may be provided through
an endorsement to the Commercial General Liability (CGL) policy, a
separate policy specific to Technology E&O, or an umbrella policy that
picks up coverage after primary coverage is exhausted. Either is
acceptable if coverage meets all other requirements. Technology coverage
shall be written to indicate that legal costs and fees are considered outside
of the policy limits and shall not erode limits of liability. Any deductible
will be the sole responsibility of the Vendor and may not exceed $50,000
without the written approval of the City. Coverage shall be claims -made,
with a retroactive or prior acts date that is on or before the effective date
of this Agreement. Coverage shall be maintained for the duration of the
contractual agreement and for two (2) years following completion of
services provided. An annual certificate of insurance, or a full copy of the
policy if requested, shall be submitted to the City to evidence coverage;
and
10.1.5.3.7. Any other insurance as reasonably requested by
City.
10.2. General Insurance Requirements:
10.2.1. All applicable policies shall name the City as an additional insured
thereon, as its interests may appear. The term City shall include its employees, officers,
officials, agents, and volunteers in respect to the contracted services.
10.2.2. The workers' compensation policy shall include a Waiver of Subrogation
(Right of Recovery) in favor of the City of Fort Worth.
10.2.3. A minimum of Thirty (30) days' notice of cancellation or reduction in
limits of coverage by endorsement must be provided to City. Ten (10) days' notice will be
acceptable in the event of non-payment of premium. Notice must be sent to the Risk
Manager, City of Fort Worth, 200 Texas Street, Fort Worth, Texas 76102, with copies to
the Fort Worth City Attorney at the same address.
10.2.4. The insurers for all policies must be licensed and/or approved to do
business in the State of Texas. All insurers must have a minimum rating of A- VII in the
current A.M. Best Key Rating Guide, or have reasonably equivalent financial strength and
solvency to the satisfaction of Risk Management. If the rating is below that required,
written approval of Risk Management is required.
10.2.5. Any failure on the part of the City to request required insurance
documentation shall not constitute a waiver of the insurance requirement.
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10.2.6. Certificates of Insurance evidencing that the Vendor has obtained all
required insurance shall be delivered to and approved by the City's Risk Management
Division prior to execution of this Agreement.
II. Compliance with Laws, Ordinances, Rules and Regulations. Vendor agrees that in the
performance of its obligations hereunder, it will exercise the reasonable professional standard of care to
comply with all applicable federal, state and local laws, ordinances, rules and regulations and will exercise
the reasonable professional standard of care so that any work it produces in connection with this Agreement
will also comply with all applicable federal, state and local laws, ordinances, rules and regulations. If City
notifies Vendor of any violation of such laws, ordinances, rules or regulations, Vendor must immediately
desist from and correct the violation.
12. Non -Discrimination Covenant. Vendor, for itself, its personal representatives, assigns,
subcontractors and successors in interest, as part of the consideration herein, agrees that in the performance
of Vendor's duties and obligations hereunder, it shall not discriminate in the treatment or employment of
any individual or group of individuals on any basis prohibited by law. If any claim arises from an alleged
violation of this non-discrimination covenant by Vendor, its personal representatives, assigns,
subcontractors or successors in interest, Vendor agrees to assume such liability and to indemnify and defend
the City and hold the City harmless from such claim.
13. Notices. Notices required pursuant to the provisions of this Agreement shall be
conclusively determined to have been delivered when (1) hand -delivered to the other party, its agents,
employees, servants or representatives, (2) delivered by facsimile with electronic confirmation of the
transmission, or (3) received by the other party by United States Mail, registered, return receipt requested,
addressed as follows:
TO THE CITY:
City of Fort Worth
Fernando Costa
Attn: Assistant City Manager
200 Texas Street
Fort Worth TX 76102
With Copy to the City Attorney
at same address
TO VENDOR:
EMA, Inc.
Attn: Michael Moosavi
Vice President
2355 Highway 36 West, Suite 200
St. Paul, MN 55113
14. Solicitation of Emplovees. Neither the City nor Vendor shall, during the term of this
Agreement and additionally for a period of one year after its termination, solicit for employment or employ,
whether as employee or independent contractor, any person who is or has been employed by the other
during the term of this Agreement, without the prior written consent of the person's employer. This provision
shall not apply to an employee who responds to a general solicitation or advertisement of employment by
either party.
15. Governmental Powers. It is understood and agreed that by execution of this Agreement,
the City does not waive or surrender any of its governmental powers.
16. No Waiver. The failure of the City or Vendor to insist upon the performance of any term
or provision of this Agreement or to exercise any right granted herein shall not constitute a waiver of the
City's or Vendor's respective right to insist upon appropriate performance or to assert any such right on any
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fixture occasion.
17. Governine Law and Venue. This Agreement shall be construed in accordance with the laws
of the State of Texas. If any action, whether real or asserted, at law or in equity, is brought on the basis of
this Agreement, venue for such action shall lie in state courts located in Tarrant County, Texas or the United
States District Court for the Northern District of Texas, Fort Worth Division.
18. Severability_ . If any provision of this Agreement is held to be invalid, illegal or
unenforceable, the validity, legality and enforceability of the remaining provisions shall not in any way be
affected or impaired.
19. Force Maieure. City and Vendor will exercise their best efforts to meet their respective
duties and obligations as set forth in this Agreement, but will not be held liable for any delay or omission
in performance due to force majeure or other causes beyond their reasonable control, including, but not
limited to, compliance with any government law, ordinance, or regulation; acts of God; acts of the public
enemy; fires; strikes; lockouts; natural disasters; wars; riots; widespread infectious disease outbreaks
including, but not limited to, epidemics or pandemics; government action or inaction; orders of government;
material or labor restrictions by any governmental authority; transportation problems; restraints or
prohibitions by any court, board, department, commission, or agency of the United States or of any States;
civil disturbances; other national or regional emergencies; or any other similar cause not enumerated herein
but which is beyond the reasonable control of the Party whose performance is affected (collectively, "Force
Majeure Event"). The performance of any such obligation is suspended during the period of, and only to
the extent of, such prevention or hindrance, provided the affected Party provides notice of the Force Majeure
Event, and an explanation as to how it prevents or hinders the Parry's performance, as soon as reasonably
possible after the occurrence of the Force Majeure Event, with the reasonableness of such notice to be
determined by the City in its sole discretion. The notice required by this section must be addressed and
delivered in accordance with Section 13 of this Agreement.
20. Headings Not Controllins. Headings and titles used in this Agreement are for reference
purposes only and shall not be deemed a part of this Agreement.
21. Review of Counsel. The parties acknowledge that each party and its counsel have reviewed
this Agreement and that the normal rules of construction to the effect that any ambiguities are to be resolved
against the drafting party shall not be employed in the interpretation of this Agreement or exhibits hereto.
22. Amendments. No amendment of this Agreement shall be binding upon a party hereto
unless such amendment is set forth in a written instrument, and duly executed by an authorized
representative of each party.
23. Entirety of Agreement. This Agreement, including any exhibits attached hereto and any
documents incorporated herein by reference, contains the entire understanding and agreement between the
City and Vendor, their assigns and successors in interest, as to the matters contained herein. Any prior or
contemporaneous oral or written agreement is hereby declared null and void to the extent in conflict with
any provision of this Agreement.
24. Countemarts. This Agreement may be executed in one or more counterparts and each
counterpart shall, for all purposes, be deemed an original, but all such counterparts shall together constitute
one and the same instrument. An executed Agreement, modification, amendment, or separate signature page
shall constitute a duplicate if it is transmitted through electronic means, such as fax or e-mail, and reflects
the signing of the document by any party. Duplicates are valid and binding even if an original paper
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document bearing each parry's original signature is not delivered.
25. Standard of Performance. Vendor shall perform its services with the care and skill
ordinarily used by members of its profession practicing under similar circumstances at the same time and
locality. Vendor shall be responsible for the technical accuracy of its professional services and documents
resulting therefrom and City shall not be responsible for discovering deficiencies therein. Vendor shall
correct such deficiencies without additional compensation except to the extent such action is directly
attributable to deficiencies in City -furnished information.
26. Milestone Acceptance. Vendor shall verify the quality of each deliverable before
submitting it to the City for review and approval. The City will review all deliverables to determine their
acceptability and signify acceptance by execution of the Milestone Acceptance Form, which is attached
hereto as Exhibit "C." If the City rejects the submission, it will notify the Vendor in writing as soon as the
determination is made listing the specific reasons for rejection. The Vendor shall have ten (10) days to
correct any deficiencies and resubmit the corrected deliverable. Payment to the Vendor shall not be
authorized unless the City accepts the deliverable in writing in the form attached. The City's acceptance
will not be unreasonably withheld.
27. Time is of the Essence. Time is of the essence in the performance of this Agreement and
the services and deliverables to be provided by the Vendor and the City. Both parties agree to deliver the
deliverables identified in Exhibit A in accordance with the deadlines and schedule provided therein. Both
parties shall diligently and in a timely manner perform all obligations under this Agreement to ensure
adherence to the schedule. In the event the Vendor faces any challenges in meeting any milestone or
deliverable deadline set forth in Exhibits A and B, the City will notify the Vendor in writing to address the
issue. If the Vendor does not resolve the issue within 30 calendar days and communicate the resolution to
the City, the City may, at its sole discretion, temporarily withhold payment of the project management fee
until the deliverable is provided or an alternative schedule acceptable to both parties is agreed upon in
writing. Both parties shall promptly notify each other in writing of any actual or anticipated delays in
meeting the milestones or deadlines set forth in Exhibits A and B, including reasons for such delay and any
proposed alternative timeline for completion. The City's exercise of its right to temporarily withhold
payment of the project management fee pursuant to this provision shall not constitute a waiver of any other
rights or remedies available to the City under this Agreement or at law.
28. Network Access.
28.1. Citv Network Access. If Vendor, and/or any of its employees, officers, agents,
servants or subcontractors (for purposes of this section "Vendor Personnel"), requires access to the
City's computer network in order to provide the services herein, Vendor shall execute and comply
with the Network Access Agreement which is attached hereto as Exhibit "D" and incorporated
herein for all purposes.
28.2. Federal Law Enforcement Database Access. If Vendor, or any Vendor Personnel,
requires access to any federal law enforcement database or any federal criminal history record
information system, including but not limited to Fingerprint Identification Records System
("FIRS"), Interstate Identification Index System ("III System"), National Crime Information Center
("NCIC") of National Fingerprint File ("NFF"), or Texas Law Enforcement Telecommunications
Systems ("TLETS"), that is governed by and/or defined in Title 28, Code of Federal Regulations
Part 20 ("CFR Part 20"), for the purpose of providing services for the administration of criminal
justice as defined therein on behalf of the City or the Fort Worth Police Department, under this
Agreement, Vendor shall comply with the Criminal Justice Information Services Security Policy
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and CFR Part 20, as amended, and shall separately execute the Federal Bureau of Investigation
Criminal Justice Information Services Security Addendum. No changes, modifications, alterations,
or amendments shall be made to the Security Addendum. The document must be executed as is,
and as approved by the Texas Department of Public Safety and the United States Attorney General.
29. Immigration Nationality Act. Vendor shall verify the identity and employment eligibility
of its employees who perform work under this Agreement, including completing the Employment
Eligibility Verification Form (I-9). Upon request by City, Vendor shall provide City with copies of all 1-9
forms and supporting eligibility documentation for each employee who performs work under this
Agreement. Vendor shall adhere to all Federal and State laws as well as establish appropriate procedures
and controls so that no services will be performed by any Vendor employee who is not legally eligible to
perform such services. VENDOR SHALL INDEMNIFY CITY AND HOLD CITY HARMLESS
FROM ANY PENALTIES, LIABILITIES, OR LOSSES DUE TO VIOLATIONS OF THIS
PARAGRAPH BY VENDOR, VENDOR'S EMPLOYEES, SUBCONTRACTORS, AGENTS, OR
LICENSEES. City, upon written notice to Vendor, shall have the right to immediately terminate this
Agreement for violations of this provision by Vendor.
30. Informal Dispute Resolution. Except in the event of termination pursuant to Section 4.2, if
either City or Vendor has a claim, dispute, or other matter in question for breach of duty, obligations, services
rendered or any warranty that arises under this Agreement, the parties shall first attempt to resolve the matter
through this dispute resolution process. The disputing party shall notify the other parry in writing as soon as
practicable after discovering the claim, dispute, or breach. The notice shall state the nature of the dispute and
list the party's specific reasons for such dispute. Within ten (10) business days of receipt of the notice, both
parties shall commence the resolution process and make a good faith effort, either through email, mail, phone
conference, in person meetings, or other reasonable means to resolve any claim, dispute, breach or other matter
in question that may arise out of, or in connection with this Agreement. If the parties fail to resolve the dispute
within sixty (60) days of the date of receipt of the notice of the dispute, then the parties may submit the matter
to non -binding mediation in Tarrant County, Texas, upon written consent of authorized representatives of both
parties in accordance with the Industry Arbitration Rules of the American Arbitration Association or other
applicable rules governing mediation then in effect. The mediator shall be agreed to by the parties. Each party
shall be liable for its own expenses, including attorney's fees; however, the parties shall share equally in
the costs of the mediation. If the parties cannot resolve the dispute through mediation, then either party shall
have the right to exercise any and all remedies available under law regarding the dispute. Notwithstanding the
fact that the parties may be attempting to resolve a dispute in accordance with this informal dispute
resolution process, the parties agree to continue without delay all of their respective duties and obligations
under this Agreement not affected by the dispute. Either party may, before or during the exercise of the
informal dispute resolution process set forth herein, apply to a court having jurisdiction for a temporary
restraining order or preliminary injunction where such relief is necessary to protect its interests.
31. No Bovcott of Israel. If Vendor has fewer than 10 employees or the Agreement is for less
than $100,000, this section does not apply. Vendor acknowledges that in accordance with Chapter 2270 of
the Texas Government Code, City is prohibited from entering into a contract with a company for goods or
services unless the contract contains a written verification from the company that it: (1) does not boycott
Israel; and (2) will not boycott Israel during the term of the contract. The terms "boycott Israel" and
"company" shall have the meanings ascribed to those terms in Section 808.001 of the Texas Government
Code. By signing this Addendum, Vendor certifies that Vendor's signature provides written verification to
City that Vendor: (1) does not boycott Israel; and (2) will not boycott Israel during the term of the
Agreement.
32. Reporting Reauirements.
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32.1. For purposes of this section, the words below shall have the following meaning:
32.1.1. Child shall mean a person under the age of 18 years of age.
32.1.2. Child pornography means an image of a child engaging in sexual conduct
or sexual performance as defined by Section 43.25 of the Texas Penal Code.
32.1.3. Computer means an electronic, magnetic, optical, electrochemical, or
other high-speed data processing device that performs logical, arithmetic, or memory
functions by the manipulations of electronic or magnetic impulses and includes all input,
output, processing, storage, or communication facilities that are connected or related to the
device.
32.1.4. Computer technician means an individual who, in the course and scope of
employment or business, installs, repairs, or otherwise services a computer for a fee. This
shall include installation of software, hardware, and maintenance services.
32.2. Renortins Reauirement. If Vendor meets the definition of Computer Technician as
defined herein, and while providing services pursuant to this Agreement, views an image on a
computer that is or appears to be child pornography, Vendor shall immediately report the discovery
of the image to the City and to a local or state law enforcement agency or the Cyber Tip Line at the
National Center for Missing and Exploited Children. The report must include the name and address
of the owner or person claiming a right to possession of the computer, if known, and as permitted
by law. Failure by Vendor to make the report required herein may result in criminal and/or civil
penalties.
33. Signature Authoritv. The person signing this agreement hereby warrants that he/she has
the legal authority to execute this agreement on behalf of the respective party, and that such binding
authority has been granted by proper order, resolution, ordinance or other authorization of the entity. This
Agreement, and any amendment(s) hereto, may be executed by any authorized representative of Vendor
whose name, title and signature is affixed on the Verification of Signature Authority Form, which is
attached hereto as Exhibit " E" and incorporate herein by reference. Each party is fully entitled to rely on
these warranties and representations in entering into this Agreement or any amendment hereto.
34. Survival of Provisions. The parties' duties and obligations pursuant to Section 4.4 (Duties
and Obligations), 5 (Disclosure of Conflicts and Confidential Information), Section 6 (Right to Audit), and
Section 8 (Liability and Indemnification) shall survive termination of this Agreement.
35. Prohibition on Bovcottin2 Ener2v Companies. Vendor acknowledges that in ac-
cordance with Chapter 2274 of the Texas Government Code, as added by Acts 2021, 87th Leg.,
R.S., S.B. 13, § 2, the City is prohibited from entering into a contract for goods or services that
has a value of $100,000 or more that is to be paid wholly or partly from public funds of the City
with a company with 10 or more full-time employees unless the contract contains a written verifi-
cation from the company that it: (1) does not boycott energy companies; and (2) will not boycott
energy companies during the term of the contract. The terms "boycott energy company" and
"company" have the meaning ascribed to those terms by Chapter 2274 of the Texas Government
Code, as added by Acts 2021, 87th Leg., R.S., S.B. 13, § 2. To the extent that Chapter 2274 of the
Government Code is applicable to this Agreement, by signing this Agreement, Vendor certifies that
Vendor Services Agreement — Technology (Rev. 8/19)
Page 11 of 13
City Secretary Contract No.
Contractor's signature provides written verification to the City that Contractor: (1) does not boy-
cott energy companies; and (2) will not boycott energy companies during the term of this Agree-
ment.
36. Prohibition on Discrimination Against Firearm and Ammunition Industries. Vendor
acknowledges that except as otherwise provided by Chapter 2274 of the Texas Government Code,
as added by Acts 2021, 87th Leg., R.S., S.B. 19, § 1, the City is prohibited from entering into a
contract for goods or services that has a value of $100,000 or more that is to be paid wholly or
partly from public funds of the City with a company with 10 or more full-time employees unless
the contract contains a written verification from the company that it: (1) does not have a practice,
policy, guidance, or directive that discriminates against a firearm entity or firearm trade associa-
tion; and (2) will not discriminate during the term of the contract against a firearm entity or firearm
trade association. The terms "discriminate," "firearm entity" and "firearm trade association" have
the meaning ascribed to those terms by Chapter 2274 of the Texas Government Code, as added by
Acts 2021, 87th Leg., R.S., S.B. 19, § 1. To the extent that Chapter 2274 of the Government Code
is applicable to this Agreement, by signing this Agreement, Vendor certifies that Contractor's sig-
nature provides written verification to the City that Contractor: (1) does not have a practice, policy,
guidance, or directive that discriminates against a firearm entity or firearm trade association; and
(2) will not discriminate against a firearm entity or firearm trade association during the term of
this Agreement.
(signature page follows)
Vendor Services Agreement — Technology (Rev. 8/19)
Page 12 of 13
City Secretary Contract No.
ACCEPTED AND AGREED:
CITY:
City of Fort Worth
By:
Name: Fernando Costa
Title: Assistant City Manager
Date: Jun 7, 2024
Approval Recommended:
C%i'lSf"O0k7P!' t farrier
By:
Christopher Harder (Jun 6, 202413:35 CDT)
Name:
Christopher Harder
Title:
Director, Water Department
Attest:
"Ilea
o%y'0
PUo
By:
Name:
Jannette Goodall
Title:
City Secretary
VENDOR:
EMA, Inc.
By:
Name: Michael Moosavi
Title: Vice President
Date: Jun 5, 2024
Contract Compliance Manager:
By signing I acknowledge that I am the
person responsible for the monitoring and
administration of this contract, including
ensuring all performance and reporting
requirements.
By: Richard Lisenb a (Jun 5, 202408:32 CDT)
Name: Richard Lisenbee
Title: Sr. IT Manager, Water Department
Approved as to Form and Legality:
By:
Name: Taylor Paris
Title: Assistant City Attorney
CONTRACT AUTHORIZATION:
M&C: 24-0235
Date Approved: 3/26/24
Form 1295 Certification No.: 2024-1122117
OFFICIAL RECORD
CITY SECRETARY
FT. WORTH, TX
Vendor Services Agreement — Technology (Rev. 8/19)
Page 13 of 13
City Secretary Contract No.
EXHIBIT A
SCOPE OF WORK PLUS ANY AMENDMENTS
TO THE SCOPE OF WORK
Vendor Services Agreement — Technology — Exhibit A
SCOPE OF WORK
The Water Customer Information System (CIS) Consultant project is proposed in three phases.
Phase I is Requirements building, business process mapping review, and documentation leading to
the development of a Request for Proposal (RFP). Phase 11 is the selection of CIS solution and
system implementor (SI). Phase III is the CIS Implementation and go -live.
This Scope of Work addresses Phase 1: Requirements building, business process mapping, and
documentation leading to the development of an RFP.
Task 1: Project Management
This task includes project strategy and approach, managing the project budget, scope, schedule,
and EMA resources. It also includes providing ongoing project communication, invoices, progress
reports, and risk review during Phase 1.
EMA's project manager will ensure that project activities are clearly defined, objectives are
understood, risks are addressed, and deadlines are met. Project management during the first phase
of the project will lay the foundation for the subsequent phases of the software vendor solution
selection and implementation.
Project Management Responsibilities:
Project manager will lead the project team to
ensure the project schedule and quality goals
are met.
Manage EMA resources.
Assist FWWD Project Manager with project
communication.
Create and assist with maintaining project
logs: issues, risks, action item, and decision
logs.
In collaboration with FWWD project sponsor
and stakeholders, create the CIS Project
Charter.
Weekly and monthly status reporting to Project
Sponsor.
Internal project manager to act as central point
of contact and have internal project
coordination duties. Provide overall project
direction and leadership.
Ensure, commit, and coordinate FWWD
resources.
Manage internal and external project
communication.
Manage project issues, risks, action items,
and decisions. Assist with maintaining project
logs.
Work with EMA to create the CIS Project
Charter.
Weekly and monthly status reporting to
Project Sponsor.
Ensure project deliverables meet the project
goals and objectives
Deliverables:
• Project Management
• Project plan and Schedule
• Risk Management Plan
• Project Charter
• Communication Plan
• Steering Team Facilitation
• Monthly Progress Reports
Task 2: Mobilization and Kickoff
Ensure project deliverables meet the project
goals and objectives
This task entails the coordination of the EMA project team and the formulation of data requests for
FWWD. EMA will lead and facilitate a one -day on -site workshop to discuss stakeholder visioning
and objectives, finalization of the project plan in collaboration with FWWD, establishment of the CIS
project team, and execution of the project kickoff.
The mobilization workshop will address key aspects such as validating project goals, project
governance, defining measures of success, addressing assumptions and constraints, outlining roles
and responsibilities, and establishing the project schedule.
EMA will assist FWWD with setting up a centralized Teams site to manage all project related
documentation.
Mobilization Responsibilities:
Prepare and coordinate project mobilization
with FWWD. Assist with planning and
participation in the project kickoff meeting.
Assist FWWD with identifying key project team
roles, skillset, and responsibilities for
conducting the project tasks.
FWWD PM will assist with project mobilization,
planning and participation in the project kickoff
meeting.
FWWD personnel will participate in workshops,
interviews, meetings, and decisions. To support
this, the roles of Project Sponsor, Steering
Team, a cross -functional project team, and a
testing team will be defined.
1►
Work with FWWD PM to create the overall
project schedule and plan.
Deliverables:
Work with EMA PM to create the overall
project schedule and plan.
• Data request
• Stakeholder visioning meeting and documented vision
• Project kickoff meeting and agreed upon project schedule
Task 3: Conduct an assessment of FWWD's current CIS, business processes, interfaces,
integrations, multi -use shadow systems, and technology constraints
To gain an understanding of the current CIS functionality limitation, business process disconnects
and bottlenecks, and technology gaps, EMA will conduct workshops to assess the current
environment including:
• Naviline CIS
• As -Is Business Processes
• Interfacing systems and Interfaces
• Shadow systems
• Data Quality
• Technology constraints
Naviline CIS Assessment
EMA will perform the following:
• Evaluate how the Naviline CIS system manages customer data, including account creation,
updating customer information, and handling account relationships.
• Assess the billing functionalities, including invoice generation, payment processing, and
handling of various billing scenarios.
• Assess how the CIS handles service requests, order processing, and service provisioning.
• Evaluate how CIS manages the AMI meter data, readings, and related processes.
• Evaluate Naviline CIS response time for common operations for acceptable performance.
• Assess NaviLine CIS capability to generate reports based on specific business needs.
V
As -Is Business Process Assessment
EMA will review the 150 business processes developed by the FWWD team to gain an
understanding of the process gaps, inefficiencies and interaction with systems and data.
EMA will conduct workshops with FWWD to review the 150 business processes that have been
documented by FWWD with a focus on:
• Identify gaps, bottlenecks, redundancies, and areas for improvement in the workflow.
• Identify areas where customer satisfaction can be improved.
• Assess the flow of activities among different work units for efficiency.
• Define key performance indicators (KPIs) relevant to the meter -to -cash operation.
• Identify opportunities for the adoption of new technologies to enhance efficiency.
Interfacinq Svstems and Interfaces
EMA will examine the integration capabilities and method of integration of FWWD's systems
including:
• Mulesoft Enterprise Service Bus (ESB);
• NaviLine CIS;
• Sensus AMI;
• Harris Compass Meter Data Management System (MDMS);
• Compass MDM;
• MRSP;
• ESRI GIS;
• Oracle CRM;
• Selectron IVR;
• Smart Energy Water (SEW) customer web portal;
• Paymentus payment processing;
• Dataprose bill presentation; and,
• PeopleSoft Financials
EMA will focus on reliability and performance of the interfaces and document recommendations to
reduce potential bottlenecks or points of failures. Based on our understanding of the marketplace
we may also recommend consolidating a specific interfacing system to improve efficiencies.
L!
EMA will assess the following key elements of the interfacing systems:
• Assess the ability of the NaviLine CIS to effectively integrate with AMI systems for real-time
meter data.
• Assess how well the NaviLine CIS interfaces with Compass MDM to manage and validate meter
data throughout the data lifecycle.
• Assess how the NaviLine CIS handles events or anomalies detected by Compass MDM and
whether it triggers appropriate actions.
• Evaluate the integration between NaviLine CIS and MRSP for seamless handling of service
orders, including work order creation, status updates, and completion notifications.
• Examine how exceptions, such as failed meter readings, are communicated and resolved
between the NaviLine CIS and MRSP.
• Assess how the CIS incorporates spatial data from ESRI GIS for accurate premise -based
customer information.
• Evaluate the integration for managing and updating asset (meter, valve, ERT, etc.) information
in the CIS based on GIS data.
• Understand in general the data flow between GIS, NaviLine CIS and other data sources.
• Assess the integration between CIS and PeopleSoft for financial data.
• Assess the performance and reliability of the Mulesoft Enterprise Service Bus (ESB) middleware
connecting NaviLine CIS and PeopleSoft, ensuring data consistency and timeliness.
Shadow Svstems
EMA will conduct workshops to inventory, understand, and assess FWWD's existing use of key
spreadsheets, Access databases, or other ancillary shadow systems that are used to perform daily
CIS activities. We will make recommendations to replace the functionality and data in the CIS
system.
EMA will take the following steps to assess the shadow systems:
• Identify and document key shadow systems within FWWD customer service, billing, and field
operations. This includes spreadsheets, databases, manual processes, or any workaround
solutions created to meet specific needs.
• Meet with the owner of the shadow systems to understand the requirements for the shadow
systems.
• Document the functionalities of the shadow systems.
• Include the shadow system requirements in the new CIS RFP.
Data Quality
Data quality is characterized by the extent to which information consistently aligns with the
requirements and expectations of users in achieving their business objectives.
Using EMA's proprietary process, EMA will conduct interview workshops with FWWD to identify
data issues and their impact on the CIS system. Issues revealed through this process may include:
• Absence of essential information.
• Identification of outdated and/or poor -quality data.
• Misalignment between application processes and business requirements, often requiring error -
prone workarounds.
Based on these workshops, EMA will generate a list of identified issues along with corresponding
recommendations.
Technoloqv Constraints
Technology assessment is an important step in understanding the readiness of FWWD to transition
to a new modern CIS and Cloud environment.
EMA will meet with key FWWD technology staff review and discuss FWWD's IT strategy and
ensure the new CIS and its components are aligned with the future IT strategy. We will Identify the
specifications, capacities, and constraints of the current infrastructure. This will include assessment
of the compatibility and limitation of the existing systems, software version, and databases to
ensure compatibility and alignment with the new CIS and IT strategy. The technology assessment
will also include:
• Evaluating the technology supporting various communication channels (phone, email, chat,
social media), including existing integrations.
• Evaluating the existing network infrastructure in light of changing technology requirements.
• Assessing the ability to provide a seamless and consistent experience across multiple channels.
• Evaluating the availability of real-time reporting and dashboards for monitoring key performance
indicators (KPIs) and team performance.
Current State Assessment Responsibilities:
Lead workshops to understand the current state Participate in the workshops to discuss current
CIS functionality limitations, business process state limitations and assist in identifying
inefficiencies & bottlenecks, and technology
gaps
Draft assessment report for review with FWWD
limitations, inefficiencies, bottlenecks and gaps
Review draft report and provide feedback
F
Deliverables:
Assessment report including:
• NaviLine CIS assessment and limitations
• Business process review and identified gaps
• Customer service KPIs
• Interfacing systems and interface limitations
• List of shadow systems to be replaced by CIS and other system of records
• Technology constraints and limitations
Task 4: Identify necessary resources and City personnel to be involved in the RFP
specifications building, process mapping, and workflow documentation process
EMA recommends the creation of a dedicated cross -functional team with expertise in the NaviLine
CIS and technology environment. The team should include technology professionals, data analysts,
customer service business process specialists, and representatives from the city and the water
departments impacted by the new system.
EMA will work with FWWD management to identify and recommend City and necessary staff
augmentation consultants required to resource the project and backfill resources to maintain quality
operations. The typical resources involved at this phase may include:
• Project Manager: This is a critical role for the project and requires an individual with overall
project management, coordination, facilitation, risk, and time management expertise. FWWD
plans to hire a project manager reporting to the IT Manager.
Technical Project Lead: Individual with comprehensive understanding of FWWD's technology
infrastructure to assist with technical requirements for the new CIS. This person will call in other
technical experts as required to support the various applications, systems and integrations
involved in the project.
Subject Matter Experts (SMEs): Resources with expertise in specific areas including metering,
customer service, billing and collections, service order management and technology. These
resources should be committed full-time to the project. These individuals should have the
authority to approve business process changes within their area of representation and the
discretion to know when changes might require broader discussion and approval.
• Business Analysts: Individuals skilled in translating and documenting business processes and
requirements.
• Data Analysts: Individuals who can analyze and visualize data related to the current processes.
• GIS Specialist: Individual with the ability to understand current GIS practices relating to land
ownership and how information flows into GIS and to and from Navil-ine CIS. Preferably this
person will be able to design and implement changes as well as pull in additional resources as
required.
• City Procurement Specialists: Individuals familiar with the city's procurement processes and
regulations.
• Project Stakeholders: Representatives from various city departments involved in or affected by
the project.
FWWD will ensure personnel will participate in workshops, interviews, meetings, and decisions to
ensure the success of the project. To support this, the roles of Project Sponsor, Steering Team, and
a cross -functional Project Team will be defined. The tables below outlines example roles, typical
responsibilities and duties, and estimated FWWD time commitment for the first two phases:
Table 1: Phases I and ll. Example Project Roles and
Staff Time Commitment
Project Sponsor Executive Team
Champion the project 10%
Member
Provide overall project direction and
executive leadership
• Help create and carryout the project
vision
• Help to define and achieve project goals
• Ensure necessary funding is available
Project Manager Project Manager
• Coordinate and manage overall project 40 - 50%
related activities, schedule and budget
• Develop and focus the implementation
team
• Prioritize team activities
• Interface with other projects
• Ensure risks are communicated
• Coordinate with staff, EMA, and vendors
• Work issues as they emerge
Steering Team ypically the
• Champion the project 1 - 5%
Project Sponsor,
• Provide overall project direction and
plus Executive
leadership
Leadership
• Review/comment and sign -off on
recommendations
• Ensure plan gets carried out and
regularly updated
• Stakeholder communications
• Revisit project risks on a monthly basis
E:?
Core Project Team
Subject Matter
Experts
Technical Project
Lead
Information
Technology SME's
Data Analysts
Procurement
Specialists
• Resolve issues escalated to them
Those who have
Communicate with Stakeholders
day-to-day
• Actively participate in project workshops
responsibility for
and activities
finance,
Stay focused on goals
accounting and
Reviewing and evaluating responses to
meter -to -cash
the RFP
functions
Managing demonstration schedule and
logistics, and evaluating the vendor
demonstrations
• Conducting reference checks and
evaluating them
• Managing site visit schedule and
logistics
• Conducting site visits and evaluating
them
Experts in
supporting
functions of the
meter -to -pay
functions
Oversee
technical
aspects of the
project
Technical admin
staff responsible
for CIS and
related
interfaces
40 - 50%
• Participate in selected interviews and 5 - 15% as
workshops needed
• Gather information and provide input as
requested
• Review and comment as requested
• Assist PMs with technical aspects of the
project
• Technical team oversight and leadership
• Assist with technical requirements
development
• Member(s) of Project Team
• Provide input on technology
requirements, standards, interfaces, and
infrastructure
Analysis of
• Work with other stakeholders to
legacy CIS data
understand specific data requirements
and data clean-
and constraints
up strategy
• Evaluate existing data to identify
inconsistencies, errors, and missing
information
• Develop strategies to address missing
data
Oversee the
• Management of Procurement process
Procurement
• Assist project team with RFP
process
development
• Assist with contract negotiations
• Maintain required documentation
20 - 30%
5 - 15% as
needed
10-20%
10-20%
E
Resource Identification Responsibilities:
Collaborate with FWWD management to
discuss, recommend, and identify the project
team roles and responsibilities necessary to
staff the project
Document the time commitment and schedule
commitments for the resources
Deliverable:
Collaborate with EMA to discuss, review
recommendations, and identify the project team
roles and responsibilities necessary to staff the
project
• City and optional staff augmentation resources, time commitment and engagement schedule
Task 5: Conduct a comprehensive needs assessment and analysis of FWWD's future CIS
system, including improvement to business processes, hardware upgrades, data resources
and reporting, infrastructure, interface, operations, standards, and procedures
This task will focus on leveraging the knowledge gained in Task 3: Current State Assessment, to
analyze and establish FWWD's future CIS environment to drive the development of requirements.
The assessment will include the following tasks and deliverables:
Task 5.1: Business Process and Requirements
Building on the assessment of FWWD's 150 business processes completed in the previous tasks,
this task involves leveraging these insights to assess the future business processes and
requirements for the new CIS, EMA will:
• Review the detailed documentation from the previous task, summarizing key findings and
identified areas for improvement.
• Conduct workshops with key stakeholders and IT specialists, to gain a comprehensive
understanding of their requirements for the future CIS.
• Prioritize and document the identified gaps, manual activities, and opportunities for
improvement based on their impact on efficiency, cost-effectiveness, and overall FWWD
business and technology objectives.
• Ensure that the proposed changes align with the business goals and objectives and IT Strategy.
• Validate the proposed future state business process improvements and requirements with
stakeholders to ensure that their input is considered and that the proposed changes align with
their expectations.
10
• Evaluate the technology requirements for the new CIS based on the recommended
improvements. Consider any necessary hardware upgrades, software integrations, and data
management enhancements.
EMA's team will facilitate in -person workshops to identify future state business process
improvement recommendations and gather requirements from stakeholders, including Billing,
Finance/Accounting, Information Technology, Operations, Metering and Field Services, Water
Resources, Planning/Engineering, Conservation, and Public Relations.
EMA will utilize our Meter -to -Cash (M2C) process library to assist with defining future state
business process improvements and documenting requirements based on FWWD's business
processes.
Needs Assessment — Business Process Responsibilities:
Conduct workshops to identify and assess
future state business processes
Document and prioritize business process
gaps, manual steps, and opportunities
Gather and document functional and technical
requirements
Review draft requirements with FWWD for
completeness and prioritization
Finalize functional and technical requirements
for inclusion in the RFP
Deliverables:
• Business process improvement validation
Subject Matter Experts to participate in
business process workshops
Subject Matter Experts to participate in
business process workshops
Be available to answer questions and provide
input as needed
Review and assist with requirements review
and prioritization
Be available to answer questions and provide
input as needed
• CIS business and technical requirements documentation with tracking and scoring method
Task 5.2: Interface and Integration Requirements
EMA will conduct workshops to gather requirements for integration of the CIS with other City and
FWWD systems, including all current CIS interfaces and desired future interfaces. The
requirements will list the type of interface, whether it is one-way or two-way, and the desired
functionality of that interface.
11
Needs Assessment — Interface Requirements Responsibilities:
Conduct workshops to assess current and Attend interface workshops
desired interfaces
Document draft of interface requirements and Review draft interface requirements and
provide to FWWD for review provide feedback
Finalize interface requirements for inclusion in Approve and sign off
the RFP
Deliverables:
• Integration workshops and interviews
• Interface requirements
Task 5.3: Technical Requirements and Emerging Technology Opportunities
EMA will conduct workshops to gather and document technical requirements needed to support the
CIS and related systems. The technical requirements will capture FWWD's security, infrastructure,
operating system, network, databases, middleware, and hardware requirements. EMA's technical
and functional project team will work closely together to ensure that the technical requirements
support the identified functional requirements.
EMA will focus on available options for cloud vs. on -premises solutions or designing a hybrid
solution, and the pros and cons of their service and manageability, respective infrastructure needs
and challenges, and capital and operating expenses (CAPEX/OPEX) investment alternatives.
EMA will conduct an emerging technologies opportunity analysis and we will review and analyze the
impacts and potential benefits of new and emerging technologies in the areas of
Cloud/SaaS/Hybrid, Mobility, Analytics, and managed services. We will draft a recommendations
report for review with the City and FWWD's stakeholders.
Needs Assessment — Technical Requirements & Emerging Technologies Responsibilities:
Conduct workshops to gather and document Attend technical requirements workshops
technical requirements
Conduct workshops to review options for
cloud vs. on -premises or hybrid solutions
Perform emerging technology opportunity
analysis and draft recommendations report for
review with FWWD stakeholders
Attend workshops
Review draft recommendations report and
provide feedback
12
Finalize recommendations report
Document technical requirements
Review draft requirements with FWWD for
completeness and prioritization
Finalize technical requirements for inclusion in
the RFP
Deliverables:
Technical workshops and interviews
• Technical requirements
Review and assist with requirements review
and prioritization
Approve and sign off.
• Emerging technologies analysis and recommendations report
Task 5.4: Data Conversion Requirements
EMA will conduct a workshop to determine high-level requirements for converting the Naviline CIS
data to the new system, including identification of the current sources of data, and the roles and
responsibilities for extracting, transforming, and loading the data into the new system.
Needs Assessment — Data Conversion Responsibilities:
Conduct workshop to gather and document
conversion requirements
Document conversion requirements
Review draft requirements with FWWD for
completeness and prioritization
Finalize conversion requirements for inclusion
in the RFP
Deliverable:
• Data conversion requirements
Attend conversion requirements workshop
Review and assist with requirements review
and prioritization
Approval and sign off
Task 6: Assess the business drivers for technologies, confirm business strategy and goals, and
identify desired processes
As the implementation of CIS is shaped by factors within the water industry that target enhanced
operational efficiencies and customer service, EMA will engage in discussions with FWWD
management to ensure alignment with the upcoming technological trends in the industry including:.
13
• Integration of AMI and CIS to improve billing, response to high bill complaints and customer
satisfaction.
• Adoption of data analytics and business intelligence tools to analyze customer usage patterns,
identify trends and better enterprise decision making.
• Mobile technology and self-service to improve customer experience.
• Integration with the GIS technology to improve accuracy and asset (meter) management.
• Cloud/SaaS platform to improve efficiency and scalability.
Business Drivers for Technology Responsibilities:
Meet with FWWD management on emerging
trends
Draft business drivers assessment report
Prepare final business drivers assessment
report
Deliverable:
• Business drivers' assessment report
Meet with EMA on emerging trends
Review draft report and provide feedback
Approval and sign off
Task 7: Define the approach to CIS and implementor selection as either separate or
integrated procurements and document the approach within a formal report
EMA in collaboration with FWWD will discuss the pros and cons of integrated or separate
procurement and define the approach for selecting the CIS solution and the system integrator (SI).
EMA will facilitate a workshop with project stakeholders and discuss the uniqueness of FWWD's
business and technology requirements, and strength and weakness of the system integrators. EMA
will document this approach in a formal report, presenting a detailed recommendation for the CIS
implementation and SI selection process. The report will include a strategy framework, pros and
cons and rationale behind our strategy for FWWD to make an informed decision.
Implementation Approach Responsibilities:
Conduct workshop with FWWD stakeholders Attend workshops
to discuss and review the approach and
procurement options for CIS software and
System implementor vendors
14
Draft CIS and SI procurement approach
recommendation report
Prepare final CIS and SI procurement
approach recommendation report
Deliverable:
Review draft report and provide feedback
Approval and sign off
• Formal CIS and SI procurement approach report
Task 8: Author a comprehensive RFP for CIS replacement based on CIS and SI procurement
approach
EMA will meet with FWWD's management and the City's Purchasing Services to discuss the City's
RFP practices and requirements to ensure understanding of FWWD's desired process for the CIS
selection and the City's procurement requirements.
EMA will lead the development of a single RFP or two separate RFPs, one for the software solution
and one for the System Integrator (SI) depending on FWWD's decision to issue a single RFP or a
separate RFP for the SI.
EMA will conduct workshops with FWWD's management to develop the vendor evaluation criteria
and weighted scoring.
EMA will prepare a draft RFP(s) for the project team's final review, and for final management and
legal approval. The RFP(s) will include specific goals and objectives for the CIS solution, the
RFP(s) timeline, vendor submission instructions, pricing components, evaluation methodology,
functional requirements, technical architecture, interface definitions, reports requirements, data
conversion, data sharing requirements, security requirements, end users and technical training,
testing/quality assurance, systems performance, data, and ongoing support, maintenance, and
upgrade requirements.
EMA will work with FWWD to finalize the RFP(s).
EMA will provide a list of vendors in the marketplace that we believe FWWD will want to consider
EMA and FWWD will work jointly with the City to issue the RFP(s).
15
RFP Responsibilities:
Facilitate meeting with FWWD management Attend workshop
and Procurement to understand procurement
requirements
Lead development of the RFP(s) Assist with RFP development
Conduct evaluation and scoring workshops Attend workshops to finalize scoring
methodology
Prepare draft RFP(s) for review
Conduct workshops to review draft RFP(s)
Assist FWWD to finalize the RFP(s)
Meet with FWWD to review and discuss
potential CIS vendors
Deliverables:
Attend workshops to review draft RFP(s)
Assist EMA to finalize the RFP(s)
Meet with EMA and review potential vendors
• Workshops and meetings to develop selection criteria and scoring method
• Draft RFP(s)
• Workshop to review draft RFP(s)
• Final RFP(s)
• List of potential vendors
Task 9: Identify and document opportunities for efficiencies, cost savings, and potential risks
within a formal report
Building upon the assessment of the current environment in Task 3, this task will focus on
developing a list of opportunities for process efficiency and cost savings. EMA will identify potential
risks and benefits for each recommendation.
EMA will discuss our recommendations for possible replacement of the shadow systems
functionalities with the new CIS with FWWD stakeholders. The recommended improvements are
designed to streamline the customer service and billing processes and improve customer
experience.
To ensure thorough understanding of each recommendation, EMA will conduct facilitated
workshops with FWWD stakeholders to clearly articulate each solution, its impact on the
Lilt
organization, cost savings, benefits and potential implementation risks.
EMA will prepare a formal report including analysis of the expected financial benefits, including
potential reductions in manual labor, enhanced operational efficiency and potential implementation
risks.
17
Opportunities Responsibilities:
Conduct workshops with FWWD to identify
opportunities for efficiencies, cost savings,
and potential risks
Analyze the financial benefits, operational
efficiencies, and implementation risks.
Conduct workshop to review analysis with
FWWD
Prepare and review draft opportunities for
improvement report with FWWD
Prepare final opportunities for improvement
report
Deliverables:
• Formal opportunities for improvement report
Attend workshops
Attend workshop and provide feedback
Review opportunities for improvement report
and provide feedback
Approval and sign off
Task 10: Propose solutions and estimate total cost of ownership, including implementation
and sustained support within a formal report
Upon FWWD's approval of the improvement recommendations presented in Task 9, EMA will
document the costs, timing, and staff commitment involved with the CIS implementation.
EMA will model proposed solutions, along with the estimated total cost of ownership, and sustained
support over a 5-1 0-year period.
EMA will conduct a workshop to present our recommendations to the stakeholders and receive
feedback. EMA will incorporate the feedback and deliver a final formal report.
Solutions and Total Cost of Ownership Responsibilities:
Document costs, timing and resource
commitments
Prepare model for determining total cost of
ownership
Conduct workshop to present model and
recommendations
Prepare and submit final report
Attend workshop and provide feedback
Approve and sign off
Deliverable:
• EMA CIS Cost Analyzer tool reports; high-level implementation timeline; CIS replacement
decision points
SCHEDULE
The projected duration will be approximately seven months, dependent upon workshop scheduling
and required resource availability. A detailed schedule will be developed with FWWD to include a
detailed work plan, dependencies, FWWD staff availability, and EMA team collaboration with
FWWD. The following is a high-level initial project schedule that is subject to further planning with
FWWD.
Task 1: Project Management
Task 2: Mobilization and Kickoff 0
Task 3: Conduct a comprehensive assessment
Task 4: Identify necessary resources and City personnel to be involved in the RFP
Task 5: Conduct a comprehensive needs assessment and analysis
Task 5.1: Business Process and Requirements I I
Task 5.2: Interface and Integration Requirements I I
Task 5.3: Technical Requirements & Emerging Technology Opportunities I 1
Task 5.4: Data Conversion Requirements ] ]
Task 6: Assess the business drivers for technologies
Task 7: ❑efne the approach to CIS and implementor selection
Task 8: Author a comprehensive RFP for CIS replacement.
Task 9: Identify and document opportunities for efficiencies, cost, and risks
Task 10: Propose solutions and estimate total cost of ownership
19
City Secretary Contract No.
EXHIBIT B
PAYMENT SCHEDULE
Cost Schedule Summary
And
Compensation and Payment Schedule
Vendor Services Agreement — Technology — Exhibit B
EMA- EXHIBIT B: COST SCHEDULE SUMMARY
This sheet will be used to evaluate costs and pricing. This sheet must be in a separate sealed
envelope inside the main package marked "PRICING." Please do not include pricing within the
proposal response documents.
Proposer may include any additional services and fees. However, pricing for this RFP will only
be evaluated for the cost of items listed below.
If additional personnel are required to complete Phase 1, please add lines below "Other
personnel, as needed", and include their position title, the estimated quantity of hours they will
be needed during Phase 1, their hourly rate, and the total cost of their services for Phase 1.
PHASE ONE (Estimated duration: 6 months)
SERVICES
QTY
UOM
UNIT
TOTAL
COST
COST
Michael Moosavi, Principal -in -Charge
26
HourlyRate
$351
$9,126
Bill Rivers, Project Manager/Finance
250
Hourly
$292
$73,000
Rate
Alisa Mann, Customer Service/Meter-to-
28
Hourly
$276
$7,728
Cash SME
Rate
Tammy Edinger, Billing/Meter-to-Cash
367
Hourly
$236
$86,612
SME
Rate
Melissa Telford, Business Process/Meter-
349
Hourly
$142
$49,558
to -Cash SME
Rate
Marla Hartson, Data Conversions
250
HourlyRate
$234
$58,500
Eddie Cheong, Integrations
243
Hourly
$172
$41,796
Rate
Sandip Basu, Technical Lead
72
Hourly
$277
$19,944
Rate
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 1
Direct Costs — Travel Each
Optional Staff Augmentation
Mark Germscheid, AMI/CSS/EBPP
HourlyRate
$217
Kayla Vogel, Testing
Hourly
Rate
$137
Leslie Willett Black, OCM
HourlyRate
$198
Jackson Hardin, General Meter -to -Cash
HourlyRate
$101
Elaine Haykin, General Meter -to -Cash
HourlyRate
$124
Debbie Buchanan, Training
HourlyRate
$143
Total Contract Cost for PHASE ONE:
$38,914
$385,178
Prompt Payment Discount Terms: 0 Percent N/A Days (i.e. 3% Net 15, etc.)
PRICING
PRICING: All percentages, hourly rates, and/or prices quoted shall be firm and fixed for
the specified contract period. Ninety (90) days before the renewal, the Contractor shall
submit any changes in pricing for consideration. The City, at its sole discretion, shall
accept or reject any or all increases in costs or levels of performance requested.
PROPOSAL ITEMS: Proposer shall factor all relevant considerations into their pricing,
and must include all expenses related to providing the services as outlined in Exhibit A,
Section 6.1. Considerations should include all incidentals including, but not limited to, all
necessary personnel, transportation, insurance, etc.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 2
Compensation and Payment Schedule
Fixed Price
This is a Fixed Price deliverable -based agreement for services and actual expenses. The total cost to FWWD for the
performance of the tasks contained in the Statement of Work (SOW) shall not exceed the amount shown, except in the case
that executed Change Orders have been approved and executed.
Milestone Payments
The following table of milestones are based on the key activities of the project and are tied to the acceptance of the
corresponding deliverables as found in the SOW.
Table 1: Water Customer Information System (CIS) Consultant Project Milestone Payment Schedule
Monthly 01
Project Management Month 1
Month #2
$11,526.67
Monthly 02
Project Management Month 2
Month #3
$11,526.67
Monthly 03
Project Management Month 3
Month #4
$11,526.67
Monthly 04
Project Management Month 4
Month #5
$11,526.67
Monthly 05
Project Management Month 5
Month #6
$11,526.67
Monthly 06
Project Management Month 6
Month #7
$11,526.67
MP01
Task 2: Mobilization and Kickoff
Month #1
$13,712.00
MP02
Task 3: Conduct a comprehensive assessment of FWWD's current CIS, business
Month #2
$106,956.00
processes, interfaces, integrations, shadow systems, and technology constraints
MP03
Task 4: Identify necessary resources and City personnel to be involved in the RFP
Month #1
$1,656.00
specifications building, process mapping, and workflow documentation process .
MP04
Task 5.1: Business Process and Requirements
Month #5
$47,840.00
MP05
Task 5.2: Interface and Integration Requirements
Month #5
$5,160.00
MP06
Task 5.3: Technical Requirements and Emerging Technology Opportunities
Month #5
$22,044.00
MP07
Task 5.4: Data Conversion Requirements
Month #5
$3,744.00
MP08
Task 6: Assess the business drivers for technologies, confirm business strategy
Month #4
$6,094.00
and goals, and identify desired processes.
Water Customer Information System (CIS) Consultant Payment Schedule Page 11
MP09 Task 7: Define the approach to CIS and implementor selection as either separate
Month #4 $2,216.00
or integrated procurements and document the approach within a formal report.
MP10 Task 8: Author a comprehensive RFP for CIS replacement.
Month #7 $43,846.00
MP11 Task 9: Identify and document opportunities for efficiencies, cost savings, and
Month #4 $18,572.00
potential risks within a formal report.
MP12 Task 10: Propose solutions and estimate total cost of ownership, including
Month #4 $5,264.00
implementation and sustained support within a formal report.
Total Milestones
$346,264.00
Expenses
$38,914.00
Contract Total
$385,178.00
Water Customer Information System (CIS) Consultant Payment Schedule Page 12
City Secretary Contract No.
EXHIBIT C
MILESTONE ACCEPTANCE FORM
Vendor Services Agreement — Technology — Exhibit C
City Secretary Contract No.
EXHIBIT C
MILESTONE ACCEPTANCE FORM
Services Delivered:
Milestone / Deliverable Ref. #:
Milestone / Deliverable Name:
Unit Testing Completion Date:
Milestone / Deliverable Target Completion Date:
Milestone / Deliverable Actual Completion Date:
Approval Date:
Comments (if needed):
Approved by Vendor:
Signature:
Printed Name:
Title:
Date:
For Contract Compliance Manager Use Only:
Contracted Payment Amount:
Adjustments, including
penalties:
Approved Payment Amount:
Approved by Contract Compliance Manager:
Signature:
Printed Name:
Title:
Date:
Vendor Services Agreement - Technology - Exhibit C
EXHIBIT D
NETWORK ACCESS AGREEMENT
City Secretary Contract No.
EXHIBIT D
NETWORK ACCESS AGREEMENT
1. The Network. The City owns and operates a computing environment and network
(collectively the "Network"). Vendor wishes to access the City's network in order to provide a needs
assessment and assistance in the development of the RFP specifications for the Water Customer Information
System (CIS). In order to provide the necessary support, Vendor needs access to the Water Department
network.
2. Grant of Limited Access. Vendor is hereby granted a limited right of access to the City's
Network for the sole purpose of providing a needs assessment and assistance in the development of the RFP
specifications for the Water Customer Information System (CIS). Such access is granted subject to the
terms and conditions set forth in this Agreement and applicable provisions of the City's Administrative
Regulation D-7 (Electronic Communications Resource Use Policy), of which such applicable provisions
are hereby incorporated by reference and made a part of this Agreement for all purposes herein and are
available upon request.
3. Network Credentials. The City will provide Vendor with Network Credentials consisting
of user IDs and passwords unique to each individual requiring Network access on behalf of the Contractor.
Access rights will automatically expire one (1) year from the date of this Agreement. If this access is being
granted for purposes of completing services for the City pursuant to a separate contract, then this Agreement
will expire at the completion of the contracted services, or upon termination of the contracted services,
whichever occurs first. This Agreement will be associated with the Services designated below.
3.1. Services are being provided in accordance with City Secretary Contract No.
Contract No.;
3.2. Services are being provided in accordance with City of Fort Worth Purchase Order
No. PO No.;
X 3.3. Services are being provided in accordance with the Agreement to which this
Access Agreement is attached.
3.4. No services are being provided pursuant to this Agreement.
4. Renewal. At the end of the first year and each year thereafter, this Agreement may be
renewed annually if the following conditions are met:
4.1. Contracted services have not been completed;
4.2. Contracted services have not been terminated; and
4.3. Within the thirty (30) days prior to the scheduled annual expiration of this
Agreement, the Vendor has provided the City with a current list of its officers, agents, servants,
employees or representatives requiring Network credentials.
Notwithstanding the scheduled contract expiration or the status of completion of services, Vendor shall
provide the City with a current list of officers, agents, servants, employees or representatives that require
Network credentials on an annual basis. Failure to adhere to this requirement may result in denial of access
to the Network and/or termination of this Agreement.
5. Network Restrictions. Contractor officers, agents, servants, employees or representatives
may not share the City -assigned user IDs and passwords. Vendor acknowledges, agrees and hereby gives
Vendor Services Agreement — Technology — Exhibit D
City Secretary Contract No.
its authorization to the City to monitor Contractor's use of the City's Network in order to ensure Contractor's
compliance with this Agreement. A breach by Contractor, its officers, agents, servants, employees or
representatives, of this Agreement and any other written instructions or guidelines that the City provides to
Vendor pursuant to this Agreement shall be grounds for the City immediately to deny Vendor access to the
Network and Contractor's Data, terminate the Agreement, and pursue any other remedies that the City may
have under this Agreement or at law or in equity.
5.1. Notice to Vendor Personnel — For purposes of this section, Vendor Personnel shall
include all officers, agents, servants, employees, or representatives of Contractor. Vendor shall be
responsible for specifically notifying all Vendor Personnel who will provide services to the City
under this agreement of the following City requirements and restrictions regarding access to the
City's Network:
5.1.1. Contractor shall be responsible for any City -owned equipment assigned to
Vendor Personnel, and will immediately report the loss or theft of such equipment to the
City;
5.1.2. Contractor, and/or Vendor Personnel, shall be prohibited from connecting
personally -owned computer equipment to the City's Network;
5.1.3. Contractor Personnel shall protect City -issued passwords and shall not
allow any third party to utilize their password and/or user ID to gain access to the City's
Network;
5.1.4. Contractor Personnel shall not engage in prohibited or inappropriate use
of Electronic Communications Resources as described in the City's Administrative
Regulation D7;
5.1.5. Any document created by Vendor Personnel in accordance with this
Agreement is considered the property of the City and is subject to applicable state
regulations regarding public information;
5.1.6. Contractor Personnel shall not copy or duplicate electronic information for
use on any non -City computer except as necessary to provide services pursuant to this
Agreement;
5.1.7. All network activity may be monitored for any reason deemed necessary
by the City; and
5.1.8. A Network user ID may be deactivated when the responsibilities of the
Vendor Personnel no longer require Network access
6. Termination. In addition to the other rights of termination set forth herein, the City may
terminate this Agreement at any time and for any reason with or without notice, and without penalty to the
City. Upon termination of this Agreement, Vendor agrees to remove entirely any client or communications
software provided by the City from all computing equipment used and owned by the Contractor, its officers,
agents, servants, employees and/or representatives to access the City's Network.
7. Information Securitv. Vendor agrees to make every reasonable effort in accordance with
accepted security practices to protect the Network credentials and access methods provided by the City
from unauthorized disclosure and use. Vendor agrees to notify the City immediately upon discovery of a
breach or threat of breach which could compromise the integrity of the City's Network, including but not
limited to, theft of Contractor -owned equipment that contains City -provided access software, termination
or resignation of officers, agents, servants, employees or representatives with access to City -provided
Network credentials, and unauthorized use or sharing of Network credentials.
(signature page follows)
Vendor Services Agreement — Technology — Exhibit D
City Secretary Contract No.
ACCEPTED AND AGREED:
CITY:
City of Fort Worth
By:
Name: Fernando Costa
Title: Assistant City Manager
Date: Jun 7, 2024
Approval Recommended:
Christooher Kgider
By: Christopher Harder (Jun 6, 202413:35 CDT)
Name: Christopher Harder
Title: Director, Water Department
Attest:
By:
Name: Jannette Goodall
Title: City Secretary
VENDOR:
EMA, Inc.
By:
Name: Michael Moosavi
Title: Vice President
Date: J u n 5, 2024
Vendor Services Agreement — Technology — Exhibit D
Contract Compliance Manager:
By signing I acknowledge that I am the
person responsible for the monitoring and
administration of this contract, including
ensuring all performance and reporting
requirements.
By: Richard Lisenb e (Jun 5, 202408:32 CDT)
Name: Richard Lisenbee
Title: Sr. IT Manager, Water Department
Approved as to Form and Legality:
By:
Name: Taylor Paris
Title: Assistant City Attorney
EXHIBIT E
VERIFICATION OF SIGNATURE AUTHORITY
EMA, Inc.
2355 MN-36 #301
St Paul, MN 55113
Water Customer Information System (CIS) Consultant RFP # 24-0002
Execution of this Signature Verification Form ("Form") hereby certifies that the following individuals
and/or positions have the authority to legally bind the Vendor and to execute any agreement, amendment or
change order on behalf of Vendor. Such binding authority has been granted by proper order, resolution,
ordinance or other authorization of Company. The City is fully entitled to rely on the warranty and
representation set forth in this Form in entering into any agreement or amendment with Vendor. Vendor will
submit an updated Form within ten (10) business days if there are any changes to the signatory authority.
The City is entitled to rely on any current executed Form until it receives a revised Form that has been
properly executed by the Vendor.
1. Name: Craig Yokopenic
Position: Executive Vice President
Ole',
Signila�re
2. Name: Michael Moosavi
Position: Vice President
Ale N&61Za4 �
Signature
Name:
Position:
Signature
Name: Sharon Peters
Signature of President / CEO
Other Title:
Date: 3/14/2024
Vendor Services Agreement — Technology — Exhibit E
5/7/24, 7:59 AM M&C Review
/CITY COUNCIL AGEND
Create New From This M&C
REFERENCE **M&C 24- 13P RFP 24-0002 WATER CIS
DATE: 3/26/2024 NO.: 0235 LOG NAME: CONSULTING SERVICES AW
WATER
CODE: P TYPE: CONSENT PUBLIC NO
HEARING:
SUBJECT: (ALL) Authorize Execution of Agreement with EMA, Inc. for the Purchase of
Consulting Services Related to the Implementation of a New Water Customer Information
System for the Water Department for a Contract Amount Up to $1,200,000.00 for a Five -
Year Initial Term, Authorize Annual Renewal Options, and Adopt Appropriation Ordinance
to Effect a Portion of Water's Contribution to the Fiscal Years 2024-2028 Capital
Improvement Program
RECOMMENDATION:
It is recommended that the City Council:
Official site of the City of Fort Worth, Texas
FORT WORTH
�v
Authorize execution of an agreement with EMA, Inc. for the purchase of consulting services related to the implementation of a
new Water Customer Information System for the Water Department for a contract up to $1,200,000.00 for an initial five-year
agreement term and authorize annual renewal options to be used only in the event that the project is not completed during the
initial term; and
Adopt the attached appropriation ordinance increasing estimated receipts and appropriations in the Water & Sewer Capital
Projects Fund in the amount of $700,000.00, from available funds, for the purpose of funding the Water Customer Information
System (CIS) Meter to Cash Program project (City Project No. 104667) to effect a portion of Water's contribution to the Fiscal
Years 2024-2028 Capital Improvement Program.
DISCUSSION:
The Water Department approached the Purchasing Division for assistance with securing an agreement for the purchase of Water
Customer Information System consulting services to replace their current CIS. The consulting services will be used to perform a needs
assessment and assist in the development of the Request for Proposal (RFP) specifications for the CIS, and assist in selecting and
implementing the new CIS. The project will take place in phases: phase 1 consists of the needs assessment and RFP development;
phase 2 will consist of selecting a CIS replacement solution and system implementor; phase 3 will consist of implementation and
successful launch of the new CIS.
Purchasing issued an RFP that consisted of expectations and deliverables for each phase of the project, the qualifications and
experience preferred, and the communication and project management requirements. The RFP was advertised in the Fort Worth Star -
Telegram on November 1, 2023, November 8, 2023, November 15, 2023, November 22, 2023, November 29, 2023, and December 6,
2023. The City received twelve responses. However, upon an initial evaluation of responsiveness and responsibility, four
proposers, Avero LLC dba Avero Advisors, Bid Lab, LLC, Ernst & Young, LLP, and Software Professionals, Inc. did not meet the minimum
requirements for their proposal to be evaluated and were deemed non -responsive in accordance with the proposal documents.
An evaluation panel consisting of representatives from the Water and Financial Management Services Departments reviewed and scored
the proposals using Best Value criteria. During the technical evaluation, three proposers, Utility Planning Network, Validos, LLC, and
Whitlock Consulting Group, LLC dba WCG Consulting, did not score at least 50\% of the total available points for technical criteria
and were deemed non -responsive in accordance with the proposal documents.
After the initial technical evaluations, the two firms with the highest scores, Raftelis Financial Consultants, Inc. dba Raftelis and EMA,
Inc. were interviewed on January 17, 2024, and January 19, 2024, respectively. The City requested a Best and Final Offer (BAFO). EMA,
Inc. submitted a BAFO resulting in changes to the points allocated for the cost of service; Raftelis chose not to submit a BAFO, and
stayed firm on their initial offer. The individual scores were averaged for each of the criteria and the final scores are listed in the table
below.
Bidder
EMA, Inc.
Raftelis Financial
Consultants, Inc. dba
Raftelis
Berry, Dunn, McNeil &
Parker, LLC
a b c
33.30 16.00 11.40
35.10 14.80 9.90
1
23.40 10.40 8.40
E Source Companies, LLC 24.30 13.60 7.20
Evaluation Factors
20.00
14.45
Proposer was not selected for an
interview; therefore, cost was not
evaluated
Proposer was not selected for an
interview; therefore, cost was not
Total score
80.70
74.25
Proposer was not selected for an
interview; therefore, cost was not
evaluated
Proposer was not selected for an
interview; therefore, cost was not
apps.cfwnet.org/council_packet/mc_review.asp?ID=31942&counciIdate=3/26/2024 1 /3
5/7/24, 7:59 AM
M&C Review
evaluated
evaluated
West Monroe Partners,
Proposer was not selected for an
Proposer was not selected for an
LLC 25.20 10.80 7.20
interview; therefore, cost was not
interview; therefore, cost was not
evaluated
evaluated
Proposer did not score 50\% of the
Proposer did not score 50\% of the
Utility Planning Network 18.00 8.00 6.00
technical points; therefore, cost was
technical points; therefore, cost was
not evaluated
not evaluated
Proposer did not score 50\% of the
Proposer did not score 50\% of the
Validos, LLC 13.50 6.80 4.80
technical points; therefore, cost was
technical points; therefore, cost was
not evaluated
not evaluated
Whitlock Consulting Group,
Proposer did not score 50\% of the
Proposer did not score 50\% of the
LLC dba WCG Consulting 23.40 9.20 7.20
technical points; therefore, cost was
technical points; therefore, cost was
not evaluated
not evaluated
Best Value Criteria:
a. Consultant's project approach and methodology for all three phases to provide services such as project management and execution
of services
b. Consultant's qualifications, project experience, and references
c. Team's Key Personnel
d. Cost of service
After evaluation, the panel concluded that EMA, Inc. presented the best value. Therefore, the panel recommends that Council authorize
an agreement with EMA, Inc. No guarantee was made that a specific amount of services would be purchased. Staff certifies that the
recommended vendor's proposal met specifications.
The initial phase of the project is estimated to cost $400,000.00. If the contractor and the City both agree to proceed with Phase 2 and 3
of the project, the contract will be amended to add the additional $800,000.00 as approved by this M&C up to $1,200,000.00. If not, the
City will proceed with a new bid for a contractor for the remaining phases. Mayor & Council 23-0980, approved on November 14, 2023,
funded phase 1 of this project. This M&C will fund the remaining balance needed for the entire project including any renewal option that
may be exercised by the City.
It is the practice of the Water Department to appropriate its CIP plan throughout the Fiscal Year, instead of within the annual budget
ordinance, as projects commence, additional funding needs are identified, and to comply with bond covenants. The actions in the M&C
will appropriate funds in support of the Water's portion of the City of Fort Worth's Fiscal Years 2024-2028 Capital Improvement Program,
as follows:
6013P RFP 24-0002 WATER CIS CONSULTING SERVICES AW WATER - Work
Capital Fund Name Project Name FY2024 CIP Authority Budget Revised FY2024
Appropriations Adjustment Budget
W&S Capital Projects — 104667 - Water CIS Meter To $500,000.00 This M&C $700,000.00 $1,200,000.00
Fund 56002 Cash Prgm
Funding is currently available in the Unspecified -All Funds project within the Water & Sewer Capital Projects Fund for the purpose of
funding the Water CIS Meter To Cash Program project.
Appropriations for the Water CIS Meter To Cash Program project are as depicted below:
Fund Existing Appropriations Additional Appropriations Project Total*
W&S Capital Projects Fund 56002 $500,000.00 $700,000.00 $1,200,000.00
Project Total $500,000.00 $700,000.00 $1,200,000.00
'Numbers rounded for presentation purposes.
DVIN-BE: Awaiver of the goal for Business Equity subcontracting requirement is approved by the DVIN-BE, in accordance with the
Business Equity Ordinance, because the purchase of goods or services is from sources where subcontracting or supplier opportunities
are negligible.
AGREEMENT TERMS: Upon City Council approval, this agreement shall begin upon execution and expire five years from that date.
RENEWAL TERMS: This agreement may be renewed annually only in the event that the project is not completed during the initial term.
The expiration date of the agreement will not alter the maximum funding authorized for the agreement.This action does not require
specific City Council approval provided that the City Council has appropriated sufficient funds to satisfy the City's obligations during the
renewal term.
ADMINISTRATIVE CHANGE ORDER: An administrative change order or increase may be made by the City Manager up to the amount
allowed by relevant law and the Fort Worth City Code and does not require specific City Council approval as long as sufficient funds have
been appropriated.
FISCAL INFORMATION/CERTIFICATION:
The Director of Finance certifies that funds are available in the Unspecified -All Fund project within the W&S Capital Projects Fund and
upon approval of the above recommendations and adoption of the attached appropriation ordinance, funds will be available in the W&S
Capital Projects Fund for the Water CIS Meter To Cash Prgm project to support the above recommendations and execution of the
contract. Prior to any expenditure being incurred, the Water Department has the responsibility of verifying the availability of funds.
BQN\\
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5/7/24, 7:59 AM M&C Review
TO
Fund Department Account Project Program Activity Budget Reference # Amount
I I ID Year (Chartfield 2)
FROM
Fund Department Account Project Program Activity Budget Reference # Amount
ID ID I Year (Chartfield 2)
Submitted for City Manager's Office by_
Originating Department Head:
Additional Information Contact:
Reginald Zeno (8517)
Fernando Costa (6122)
Reginald Zeno (8517)
Christopher Harder (5020)
Jo Ann Gunn (8525)
Alyssa Wilkerson (8357)
ATTACHMENTS
13P RFP 24-0002 WATER CIS CONSULT SVS AW WATER FID Table (WCF02.02.24).xlsx (CFW Internal)
13P RFP 24-0002 WATER CIS CONSULTING SERVICES AW WATER funds availabilitvpdf (CFW Internal)
Business Eauity Waiver.pdf (CFW Internal)
Form 1295- EMA. Inc.Ddf (CFW Internal)
ORD.APP 13P RFP 24-0002 WATER CIS CONSULTING SERVICES AW WATER 56002 A024(r2).docx (Public)
pbs cpn 104667.pdf (CFW Internal)
SAMs Report- EMA. Inc..Ddf (CFW Internal)
apps.cfwnet.org/council_packet/mc_review.asp?ID=31942&councildate=3/26/2024 3/3
FO RT WO RT H
PURCHASING DIVISION
RFP Cover Sheet
REQUEST FOR PROPOSALS (RFP) No. 24-0002
For Water Customer Information System (CIS) Consultant
Issued: October 31, 2023
PROPOSAL SUBMISSION DEADLINE: December 7, 2023 by 1:30PM Local Time
NO LATE PROPOSALS WILL BE ACCEPTED
Proposal shall be delivered/mailed to: Legal Name, d/b/a and address of Proposer
The Senior Purchasing Manager submitting the Proposal:
City of Fort Worth
Purchasing Division, Lower Level, City Hall,
200 Texas Street, Fort Worth, Texas 76102
Note: Return this Cover Sheet with the Proposal
Pre -Proposal Conference will be held in -person
and via WebEx:
9:00 AM (local time) November 9, 2023
Development Conference Room,
City Hall, 200 Texas St., Fort Worth, TX 76102,
Lower Level at the North end of the building
across from the elevators.
Meeting Number (access code): 2550 650 2826
Meeting Password: Qcg2mAcPV72
Meeting Phone Number: 817-392-1111
Meeting link:
httr)s://fortworthtexas.webex.com/fortworthtexas/i.
php?MTI D=m3dbd 1508ea985fbfd5c77c28c032bd
c4
For additional information/clarifications regarding
this RFP, please see Section 5.0.
Assigned Buyer: Alyssa Wilkerson
FMSPurchasinciResponsesa..fortworthtexas.aov
Authorized Person:
Title:
Signature:
Contact Person Name:
Phone: () Fax: ( )
Email:
Bidder/Supplier ID with City of Fort Worth/
Federal ID Number (TIN):
Will contract be available for Cooperative Agreement use? (See Section 29.0) Yes No
• PDF or Adobe or electronic signature is acceptable on this RFP cover page. The Authorized
Person, by his/her signature, represents that he/she is submitting a binding proposal and is
authorized to bind. By signing and submitting, acknowledges that he/she has received and
read the entire document packet, including all documents incorporated by reference, and
agrees to be bound by the terms therein.
• Proposals must be received in the Purchasing Office by 1:30 P.M., "Proposal
Submission Deadline" AND TIME STAMPED PRIOR TO THE 1:30 DEADLINE IN
ORDER TO BE CONSIDERED. Late bids will be returned or destroyed.
• Proposals must be submitted in a sealed envelope WITH THE RFP NUMBER, RFP TITLE
AND PROPOSER'S LEGAL NAME WRITTEN ON THE OUTSIDE OF THE ENVELOPE. In
case of courier, it should be on the outside of the courier's shipping envelope.
• Bids will be opened and read aloud publicly at 2:OOPM in the Council Chambers.
Request for Proposal
The City of Fort Worth (City) invites qualified consulting firms to participate
in this Request for Proposal (RFP) for the procurement of a consultant that
will perform a needs assessment and assist in the development of the
RFP specifications for the Customer Information and Utility Billing System
(CIS), and assist in selecting and implementing the new CIS for the Water
Department.
1.0 SUBMISSION OF PROPOSALS
1.1 One (1) signed original, and one (1) USB flash drive containing
electronic versions of all Proposal documents must be
submitted in a sealed package. Failure to submit a signed
original and a USB flash drive containing all proposal
documents will deem the bid as non- responsive. PROPOSER's
name, address and bid number should be marked on the
outside of the package. Facsimile or electronic transmittals or
offers communicated by telephone will not be accepted or
considered. Proposal information that is not submitted in sealed
packages will not be considered.
1.2 Mail or Deliver Responses to the Followinq Address:
City of Fort Worth
Purchasing Division
RFP # 24-0002
200 Texas Street, Lower Level, City Hall
Fort Worth, Texas 76102
2.0 DELIVERY OF PROPOSALS
Proposals must be received in the CITY's Purchasing Division no
later than the submission deadline. The submitting PROPOSER is
responsible for the means of on -time delivery of the proposal to the
location listed in Section 1.2. Delays due to any instrumentality used
to transmit the Proposals, including delay occasioned by the
PROPOSER or the CITY's internal mailing system, will be the
responsibility of the PROPOSER. Proposals must be completed and
delivered in sufficient time to avoid disqualification for lateness due to
difficulties in delivery. The time and date stamp clock in CITY's
Purchasing Division is the official clock for determining whether
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Water Customer Information System Consultant
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submittals are submitted timely. Late Proposal documents will not be
accepted under any circumstances.
3.0 PROPRIETARY INFORMATION
3.1 If a PROPOSER does not desire proprietary information in the
Proposal to be disclosed, it is required to identify all proprietary
information in the Proposal. This identification must be done by
noting the words "Proprietary Information" individually on each
page on which such proprietary information is found. If the
PROPOSER fails to identify proprietary information, it agrees
that by submission of its Proposal that those sections shall be
deemed non- proprietary and made available upon public
request.
3.2 PROPOSERs are advised that the CITY, to the extent permitted
by law, will protect Proposals from release. PROPOSER shall
consider the implications of the Texas Public Information Act,
particularly after the Request for Proposals (RFP) process has
ceased and the Contract has been awarded. While there are
provisions in the Texas Public Information Act to protect
proprietary information where the PROPOSER can meet certain
evidentiary standards, please be advised that a determination
on whether those standards have been met will not be decided
by the CITY, but by the Office of the Attorney General of the
State of Texas. In the event a request for public information is
made, the CITY will notify the PROPOSER, who may then make
arguments to the Attorney General pursuant to 552.305, Texas
Government Code. The CITY will not make arguments to the
Attorney General on a PROPOSER's behalf.
4.0 COMPLETION OF PROPOSAL RESPONSES
4.1 Information presented in the Proposals will be used to evaluate
the qualifications of the PROPOSER(s) and to determine the
PROPOSER(s) which will be selected to provide services to the
CITY.
4.2 Responses shall be completed in accordance with the
requirements of this RFP. Statements made by a PROPOSER
shall be without ambiguity, and with adequate elaboration,
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where necessary, for clear understanding.
4.4 Proposals shall be limited to a maximum of seventy-five (75), 8-
1/2" X 11" pages (one side only) using a font size no smaller
than 11 point and margins of at least one inch in each direction.
The required/requested attachments are a part of this page limit.
4.5 Responses must include the all documents and information specified
in this RFP.
5.0 CLARIFICATIONS AND ISSUANCE OF ADDENDA
5.1 Any requests for explanation, clarification, or interpretation
desired by a PROPOSER regarding any part of this RFP must
be made prior to the published submission deadline, as
referenced in Section 8.3 of this RFP.
5.2 IN ORDER FOR QUESTIONS TO BE ANSWERED, ALL
QUESTIONS MUST BE SENT BY E-MAIL BEFORE THE
QUESTION DEADLINE AND MUST BE IDENTIFIED AS
FOLLOWS:
5.2.1 All explanation, clarification or questions must clearly
identify the buyer's name and the bid number on the
document or on the subject line, if sent by an email. For
example: "Attention: Buyer name and Bid No. XX-XXXX".
If the buyer's name and bid number is not included as
specified above, the question will NOT be answered.
5.2.2 Delivery of questions:
5.2.2.1 Via Email -
FMSPurchasinaRes ponses(a)fortworthtexas.pov
5.2.2.1.1 Please note, if an e-mail confirming
receipt of your e-mail is not received
within one (1) business day, please
contact the Purchasing Office at 817-
392-2462.
5.3 If the CITY, in its sole discretion, determines that a change or
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additional information is needed or a clarification is required, the
CITY shall issue a written addendum regarding such change,
additional information, or clarification. Sole authority for issuing
of addenda shall be vested in the CITY's Purchasing Division.
5.4 Interpretations, corrections or changes to the RFP are not binding
upon the CITY if they are made in any manner other than a
written addendum, and PROPOSERs shall not rely upon such
written interpretations, corrections or changes. Oral explanations
or instructions given before the award of the Contract are not
binding. Each PROPOSER must acknowledge receipt of all
addenda within its response.
6.0 UNAUTHORIZED COMMUNICATIONS
Any oral communications are considered unofficial and non -binding
with regard to this RFP. After release of this solicitation,
PROPOSERs are prohibited from contacting or communicating with
any CITY officer, employee, or representative regarding this RFP
other than (i) the point of contact designated on the cover page of this
RFP or (ii) the Minority Women and Business Enterprise (MWBE)
Office. No officer, employee, agent or representative of the
PROPOSERs shall, directly or indirectly through others, have any
contact or discussion, oral or written, with any members of the CITY
Council; members of the RFP evaluation, interview, or selection
panels; CITY staff or CITY's consultants, or seek to influence any
CITY Council member, CITY staff, or CITY's consultants regarding
any matters pertaining to this solicitation, except as expressly
provided herein. If a representative of any PROPOSER violates the
foregoing prohibition by contacting any of the above listed parties with
whom contact is not authorized, such contact may result in the
PROPOSER's being disqualified from the procurement process.
7.0 WITHDRAWAL OF PROPOSALS
An authorized representative of the PROPOSER may withdraw a
Proposal at any time prior to the RFP submission deadline, upon
presentation of acceptable identification as a representative of such
company.
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8.0 AWARD OF CONTRACT
8.1 It is understood that the CITY reserves the right to accept or
reject any and all Proposals and to re -solicit for Proposals, as it
shall deem to be in the best interests of the CITY. Receipt and
consideration of any Proposals shall under no circumstances
obligate the CITY to accept any Proposals. If an award of
contract is made, it shall be made to the responsible
PROPOSER whose Proposal is determined to be the best
evaluated offer taking into consideration the relative importance
of the evaluation factors set forth in the RFP.
8.2 The information provided in this Request for Proposals is only to
be used for the purpose of preparing a proposal or response to
the CITY's requested services. The contract term will begin
upon the execution of the City Secretary Contract ("Effective
Date") and shall expire upon the completion of the Scope of
Services included herein.
8.3 Tentative Schedule of Events
RFP Release Date
Pre -Proposal Conference
Deadline for Questions
Deadline for Answers
Proposals Due Date and
Time:
Evaluation of Proposals
Selected PROPOSER
InRtefviews if applicable
Selected PROPOSER Best
and Final Offer submittals, if
applicable (Refer to 8.3.2)
City Council Approval
Contract Effective
(anticipated):
Tuesday, October 31, 2023
Thursday, November 9, 2023 at
9:OOAM (Central Standard Time)
Thursday, November 16, 2023 at
5:OOPM (Central Standard Time)
Monday, November 20, 2023
Thursda December 7 2023
1:30 PM kentral Standard
Till
December 2023/ January 2024
January 2024
January 2024
February 2024
March 2024
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8.3.1 The PROPOSER must be available for an in -person interview
from January 8, 2024 to January 12, 2024, in the case the
firm's proposal proceeds through the evaluation process. Not
being available for interviews during the specified week,
will deem your proposal as non -responsive.
8.3.2 If the firm's proposal is chosen to proceed in the evaluation
process following interviews, the PROPOSER must submit
their Best and Final Offer by Friday, January 19, 2024.
9.0 PERIOD OF ACCEPTANCE
PROPOSER acknowledges that by submitting the Proposal,
PROPOSER makes an offer that, if accepted in whole or part by the
CITY, constitutes a valid and binding contract as to any and all items
accepted in writing by the CITY. The period of acceptance of
proposals is one hundred and eighty (180) calendar days from the
date of opening, unless the PROPOSER notes a different period.
10.0 TAX EXEMPTION
The CITY of Fort Worth is exempt from Federal Excise and State Sale
Tax; therefore, tax must not be included in any contract that may be
awarded from this RFP.
11.0 COST INCURRED IN RESPONDING
All costs directly or indirectly related to preparation of a response to
the RFP or any oral presentation required to supplement and/or
clarify a Proposal which may be required by the CITY shall be the
sole responsibility of and shall be borne by the participating
PROPOSER.
12.0 NEGOTIATIONS
The CITY reserves the right to negotiate all elements that comprise the
successful PROPOSER's response to ensure that the best possible
consideration be afforded to all concerned.
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13.0 CONTRACT INCORPORATION
The contract documents shall include this RFP, the PROPOSER's
Response to the RFP, the CITY's Vendor Services Agreement (Attachment
B), and such other terms and conditions as the parties may agree.
14.0 NON -ENDORSEMENT
If a Proposal is accepted, the successful PROPOSER, hereinafter
"Contractor," shall not issue any news releases or other statements
pertaining to the award or servicing of the agreement that state or
imply the CITY of Fort Worth's endorsement of the successful
PROPOSER's services.
15.0 PROPOSAL EVALUATION PROCESS
15.1 The CITY Purchasing Division will guide the evaluation of
PROPOSER responses received.
15.2 An Evaluation Committee consisting of representatives from
various CITY departments and CITY consultants may be
appointed to review and evaluate RFP responses in
accordance with this RFP. CITY reserves the right at its sole
discretion to include additional representatives from other CITY
departments and or other contractors.
15.3 CITY reserves the right at its sole discretion to determine the
process for proposal evaluation and may elect to accelerate
and/or decelerate the evaluation process by combining,
eliminating or expanding phases as it is deemed in the public
interest to do so.
15.4 The Evaluation Committee will review PROPOSER's references
and criteria and may select PROPOSER candidates for onsite
interviews.
15.5 RFP responses that deviate substantially from the requirements of the
RFP will be rejected.
15.6 The CITY reserves the right to reject any or all proposals.
15.7 Contract award will be by phase or overall total whichever the
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CITY determines to be in the CITY's best interest.
15.8 The CITY anticipates selecting PROPOSER(s) that will be
recommended to the CITY Council for award of a contract to
provide the requested services to the CITY.
16.0 PROPOSAL EVALUATION FACTORS
Selection will be based on the qualified PROPOSER(s) that is
determined to be the most advantageous to the CITY considering the
relative importance of valuation factors listed below. A bidder will be
disqualified if they do not meet at least 50% of the technical points
available.
16.1 Cost (Exhibit B) — up to 20 points available
16.1.1 Cost will be evaluated based on the items indicated on Exhibit
B, Cost Schedule Summary.
16.2 Consultant's project approach and methodology for all three phases
to provide services such as project management and execution of
services — up to 45 points available
16.2.1 This evaluation factor will be evaluated based on the
information provided in Sections 33.6 and 33.7.
16.3 Consultant's qualifications, project experience, and references — up
to 20 points available
16.3.1 This evaluation factor will be evaluated based on the
information provided in Section 33.3.
16.4 Team's Key Personnel — up to 15 points available
16.4.1 This evaluation factor will be evaluated based on the
information provided in Section 33.5.
17.0 SUBCONSULTANTS
PROPOSERs may include subconsultants for any part of services
offered. CITY reserves the right at its sole discretion to accept or
reject any proposal that includes subconsultants. Upon award of a
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contract, CITY reserves the right to pre -approve use of any and all
subconsultants.
18.0 BEST AND FINAL OFFER
The CITY at its sole discretion may elect to have PROPOSERs
submitting proposals deemed most advantageous to the CITY may be
requested to prepare a Best and Final Offer for consideration by the
Evaluation Committee. Contract negotiations will then be based on
submitted Best and Final Offers.
19.0 ASSIGNMENT
The PROPOSERs shall not assign its rights or duties under an award
without the prior written consent of the CITY. Such consent shall not
relieve the assignor of liability in the event of default by its assignee.
20.0 ERRORS OR OMISSIONS
The PROPOSER shall not be allowed to take advantage of any errors
or omissions in this RFP. Where errors or omissions appear in this
RFP, the PROPOSER shall promptly notify the CITY's Purchasing
Division in writing of such error or omission it discovers. Any
significant errors, omissions or inconsistencies in this RFP are to be
reported no later than ten (10) days before time for the RFP response
is to be submitted.
21.0 TERMINATION
21.1 If this award results in a contract, it shall remain in effect until
contract expires, delivery and acceptance of products and/or
performance of services ordered or terminated by the CITY or
Contractor with a thirty (30) day written notice prior to
cancellation. In the event of termination, the CITY reserves the
right to award a contract to next lowest and best PROPOSER
as it deems to be in the best interest of the CITY.
21.2 Further, the CITY may cancel this contract without expense to
the CITY in the event that funds have not been appropriated for
expenditures under this contract. The CITY will return any
delivered but unpaid goods in normal condition to the
PROPOSER or pay for the goods, at the CITY's sole direction.
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22.0 TERMINATION, REMEDIES, AND CANCELLATION
Right to Assurance. Whenever the CITY has reason to question the
PROPOSER's intent to perform, the CITY may demand that the
PROPOSER(s) give written assurance of PROPOSER's intent to
perform. In the event a demand is made, and no assurance is given
within ten (10) calendar days, the CITY may treat this failure as an
anticipatory repudiation of the contract.
23.0 CHANGE ORDERS
No oral statement of any person shall modify or otherwise change or
affect the terms, conditions or specifications stated in the resulting
contract. All change orders to the contract will be made in writing by
the CITY's Financial Management Services Department and signed
by both parties. Change orders must be approved by CITY Council if
dollar amount is over $50,000.00.
24.0 VENUE
The agreement(s) will be governed and construed according to the
laws of the State of Texas. The agreement(s) is (are) performable in
Tarrant County, Texas. Venue shall lie exclusively in Tarrant County,
Texas.
25.0 CONFLICT OF INTEREST
No public official shall have interest in this contract, in accordance
with Vernon's Texas Codes Annotated, Local Government Code Title
5, Subtitled C., Chapter 176. (see Attachment A).
26.0 INSURANCE
For the duration of a contract resulting from this RFP, PROPOSER
shall carry insurance in the types and amounts as specified in
Attachment B of this RFP. Insurance coverage(s) required herein are
intended to respond to occurrences which may arise from services
and/or goods related to this bid solicitation.
27.0 CONTRACT CONSTRAINTS AND CONDITIONS
27.1 All services shall be provided in accordance with applicable
requirements and ordinances of the CITY, laws of the State of
Texas, and applicable federal laws.
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27.2 The proposed Vendor Services Agreement has been provided
with this RFP as Attachment B. PROPOSERs must submit any
objections to the contract provisions along with responses.
27.3 A fully executed contract shall be comprised of the following
documents:
i. Vendor Services Agreement
ii. This Request for Proposals, including all Attachments
iii. The Successful PROPOSERs written Proposal
28.0 INVOLVEMENT OF MINORITY & WOMEN OWNED BUSINESS
ENTERPRISE (MWBEJ:
28.1 MWBE participation is not part of the selection criteria.
29.0 COOPERATIVE PURCHASING
29.1 Should other governmental entities decide to participate in this
Contract, PROPOSERs shall indicate in their proposals whether
they agree that all terms, conditions, specification, and pricing
would apply.
29.2 If the successful PROPOSER agrees to extend the resulting
Contract to other governmental entities, the following will apply:
Governmental entities within utilizing Contracts with the CITY of
Fort Worth will be eligible, but not obligated, to purchase
material/services under this Contract(s) awarded as a result of
this solicitation. All purchases by governmental entities other
than the CITY of Fort Worth will be billed directly to that
governmental entity and paid by that governmental entity. The
CITY of Fort Worth will not be responsible for another
governmental entity's debts. Each governmental entity will order
its own material/services as needed.
30.0 BILLING FOR SERVICES, PAYMENT
30.1 PROPOSER shall bill for services based on the Proposed Service
Fees and Charges Schedule for actual services performed, as
presented in Exhibit B.
30.2 All payment terms shall be no later than 30 days from the date the
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City receives a properly prepared invoice that contains no errors.
Please see Section 30.0 for invoicing requirements. Prompt/early
payment discount(s) may be considered by the City. Bidder shall
submit the proposed discount(s) on the "Cost Schedule Summary".
30.3 Successful bidders are encouraged to register for direct deposit
payments prior to providing goods and/or services using the forms
posted on the City's website at
httiDs://www.fortworthtexas.gov/departments/finance/purchasing/ach
30.4 Service PROPOSER shall invoice no more frequently than monthly
for services provided.
30.5 The City of Fort Worth has implemented an automated invoicing
system.
30.6 The Contractor shall send invoices electronically to our centralized
Accounts Payable department invoice email address:
supplierinvoices@fortworthtexas.gov. This email address is not
monitored so please do not send correspondence to this email
address. The sole purpose of the supplier invoices email address is
to receipt and process supplier invoices.
30.7 Please include the following on the subject line of your e-mail: vendor
name, invoice number, and PO number, separated by an underscore
(ex: Example, Inc._123456_FW013-0000001234)
30.8 To ensure the system can successfully process your invoice in an
expedient manner, please adhere to the following requirements:
• All invoices must be either a PDF or TIFF format.
• Image quality must be at least 300 DPI (dots per inch).
• Invoices must be sent as an attachment (i.e. no invoice in the body of
the email).
• One invoice per attachment (includes PDFs). Multiple attachments
per email is acceptable but each invoice must be a separate
attachment.
• Please do not send handwritten invoices or invoices that contain
handwritten notes.
• Dot matrix invoice format is not accepted.
• The invoice must contain the following information:
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• Supplier Name and Address;
• Remit to Supplier Name and Address, if different;
• Applicable City Department business unit# (i.e. FW013)
• Complete City of Fort Worth PO number (i.e. the PO number
must contain all preceding zeros);
• Invoice number;
• Invoice date;
• Unit and total cost; and
• Invoices should be submitted after delivery of the goods or services.
30.9 To prevent invoice processing delays, please do not send invoices
by mail and email and please do not send the same invoice more
than once by email to supplierinvoices@fortworthtexas.gov. To
check on the status of an invoice, please contact the City
Department ordering the goods/services or the Central Accounts
Payable Department by email at:
ZZ FIN AccountsPavable(a�fortworthtexas.gov.
30.10 If you are unable to send your invoice as outlined above at this time,
please send your invoice to our centralized Accounts Payable
department instead of directly to the individual City department. This
will allow the City staff to digitize the invoice for faster processing.
30.11 If electronic invoicing is not possible, you may send your paper
invoice to:
City of Fort Worth
Attn: FMS Central Accounts Payable
200 Texas Street
Fort Worth, Texas, 76102
The City's goal is to receive 100% of invoices electronically so that
all supplier payments are processed efficiently. To achieve this goal,
we need the Contractor's support.
If Contractor has any questions, please contact the Accounts
Payable team at (817) 392-2451 or by email to
ZZ FIN AccountsPavable(a)fortworthtexas.gov.
30.12 Contractor shall not include Federal, State of City sales tax in its
invoices. City shall furnish a tax exemption certificate upon Vendor's
request.
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31.0 CERTIFICATE OF INTERESTED PARTIES FORM 1295
The successful PROPOSER is required to complete online and sign
the Certificate of Interested Parties Form 1295 and the form must be
submitted to the Purchasing contact listed in the solicitation before
the purchase/contact will be presented to the CITY Council. The form
may be completed at
httiDs://www.ethics.state.tx.us/whatsnew/elf info form1295.htm.
32.0 CHANGE IN COMPANY NAME OR OWNERSHIP
The Vendor shall notify the CITY's Senior Purchasing Manager, in
writing, of a company name, ownership, or address change for the
purpose of maintaining updated CITY records. The president of the
company or authorized official must sign the letter. A letter indicating
changes in a company name or ownership must be accompanied with
supporting legal documentation such as an updated W-9, documents
filed with the state indicating such change, copy of the board of
director's resolution approving the action, or an executed merger or
acquisition agreement. Failure to do so may adversely impact future
invoice payments.
33.0 PROPOSAL REQUIREMENTS/FORMAT
Proposals should adequately address all evaluation factors listed in
Section 16.0 and include the following list of required items that that
will be used as part of the evaluation. Proposals should be prepared
as simply as possible and provide a straightforward, concise
description of the proposer's capabilities to satisfy the requirements
of the RFP. Utmost attention should be given to accuracy,
completeness, and clarity of content. All parts, pages, figures, or
tables should be numbered and clearly labeled. Response
information should be limited to pertinent information only.
PROPOSER shall utilize the format below to submit their proposal.
PROPOSER'S proposal submission must include the following
information, failure to provide all the information will deem the
bid non -responsive:
33.1 A completed and signed original Request for Proposals (RFP)
Cover Sheet. The primary contact should be identified, together
with both telephone number and email address.
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33.2 Executive Summary detailing the Proposer's interest and
understanding of the project.
33.3 Relevant Project Experience: Provide Proposer's and any
subconsultants' background, number of years in service,
licenses, qualifications and experience including experience
related to the requirements within this RFP, and past
performance with a minimum of three projects of similar size
and scope. Relevant project experience should include the
following:
33.3.1 Project Name
33.3.2 Scope of services provided
33.3.3 Name of individuals that worked on the referenced
project
33.3.4 Client references and contact information, including
phone number and email address
33.3.5 Costs of the services provided by phase
33.3.6 Project schedule variance, including planned finish vs.
actual finish
33.4 Organization Chart: Provide an organization chart depicting the
structure, lines of authority and communication for all the Proposer's
principals, personnel, and subconsultants to be involved in the
project.
33.5 Key Personnel: Provide experience of the project team members of
the Proposer and Subconsultants who will actually be performing
services described in this RFP. Provide the personnels' names, roles
and relevant work history. One -page resumes of key personnel may
be included as an appendix with proposal submittals.
33.6 Schedule: Provide a proposed schedule for Phase 1 of the project
estimated to require approximately six months. Demonstrate the
Proposer's ability to deliver projects within the scheduled timeframe.
33.7 Approach and Methodology: Provide Proposer's project approach for
completing and managing all three phases of the project described in
Exhibit A. This document must include the following:
33.7.1 Approach and Methodology for completing the services
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described herein. Identify any key risks and potential
mitigation strategies.
33.7.2 Outline project steps to be taken from initial consultation
through CIS implementation
33.8 Proposed Cost Schedule Summary for Phase 1 — Exhibit B. All
pricing shall be submitted in a separate sealed envelope labeled
"Pricing" with your proposal.
33.9 A completed and signed original Conflict of Interest Questionnaire,
Attachment A.
33.10 Any and all exceptions to the RFP must be listed on an item -by -item
basis and cross-referenced. If there are no exceptions, the Proposer
must expressly state that no exceptions are taken.
33.11 Any addendums sent out after the release of the RFP.
33.12 Any other document included in the Solicitation requiring completion
or execution by the PROPOSER.
33.13 Scanned copy of all documents listed in Section 33.0 in a USB flash
drive. Please note, only the items on the USB will be evaluated,
therefore, all documents must be uploaded to the USB.
RFP 24-0002
Water Customer Information System Consultant
Page 17 of 40
EXHIBIT A
SCOPE OF SERVICES
1.0 INTENT
1.1 The City of Fort Worth Water Department (FWWD) invites
qualified consulting firms to conduct a comprehensive needs
assessment for a Utility Customer Information and Utility Billing
System solution. The needs assessment will determine the
requirements and objectives to be included in a Request for
Proposal (RFP) for a utility CIS that will address FWWD's
needs. Additionally, the selected firm will assist FWWD in
navigating the complexities of selecting and implementing a
new CIS.
1.2 This RFP is intended to provide potential firms the necessary
information to build a proposal that meets the utility's needs.
Proposals should address the objectives, tasks and
deliverables detailed in this RFP and provide information on
the firm's practices, experience, and offerings that will meet or
exceed the utility's expectations. Throughout the proposal, the
Fort Worth Water Department (FWWD) may also be referred
to as "the utility".
1.3 The Fort Worth Water Department is requiring that firms, be
independent and not personally or financially affiliated with any
CIS vendor. FWWD also requires that firms provide objective
and vendor -neutral perspectives, as well as, exercise
discretion and confidentiality during the selection process.
2.0 BACKGROUND
The City of Fort Worth Water Department operates the City's Water
Utility and administers the Utility's billing functions and the collection
of fees for water, wastewater, stormwater, solid waste and related
services. FWWD needs to migrate to a modern CIS solution in order
to take advantage of new technologies and capabilities that leverage
our advanced metering infrastructure (AMI) data and system
integrations. The CIS is used to calculate and generate bills, and it
includes the database that is the primary repository for all utility
rates, fees, service orders and customer information. Additionally,
RFP 24-0002
Water Customer Information System Consultant
Page 18 of 40
FWWD would like to improve its time -to -market with new services for
our customers by consolidating the various tools listed in Section 3.1
FWWD Environment and Key Stakeholders, into a reduced number
of providers.
The FWWD has launched an internal program called MyH2O 2.0 to
improve the customer experience, advance business processes,
enhance transparency and reduce water loss. A new CIS is a critical
component of this program to support customer account data,
calculate customer consumption and manage consumption rates,
prepare and deliver bills, process and record payments, manage
credit and collections, and conduct revenue analysis.
2.0 GOALS AND OBJECTIVES
FWWD recognizes that the process for selecting and implementing a utility
CIS has unique demands and complexities. FWWD is seeking a firm with a
range of experience working with water utilities in modern CIS solutions,
best practices in billing procedures, services and related principles
including bill presentment, bill payment and reporting. FWWD expects
active involvement by the selected firm and seeks to allow the selected firm
to act as an extension of FWWD staff by taking a leading role when their
expertise is most valuable.
2.1 The firm's experience and expertise will help FWWD meet its
goals and objectives, which include:
2.1.1 A comprehensive assessment of required functionality for the
replacement of FWWD's CIS.
2.1.2 Budget estimations for the replacement of current CIS
and, if required, associated systems.
2.1.3 The development of an RFP for the selection of a
replacement CIS.
2.1.4 Completion of an objective, impartial, and confidential
selection process.
2.1.5 Successful contract negotiations with selected vendor(s),
in conjunction with the City of Fort Worth Legal and Water
RFP 24-0002
Water Customer Information System Consultant
Page 19 of 40
Departments, resulting in an executed contract
agreement.
2.1.6 Access to timely, targeted, and accurate data enabling
enhanced business services and empowered customers.
2.1.7 Improved workflows and processes through the use of
technology and increased levels of service.
2.1.8 Cost effective selection, implementation, and sustainment
of the CIS solution and if required, associated systems
and functionality. FWWD is not seeking a customized
solution but desires a configurable commercial off -the -
shelf software.
3.0 FWWD ENVIRONMENT AND KEY STAKEHOLDERS
3.1 FWWD is a combined regional water and wastewater utility
that serves the City of Fort Worth and surrounding
communities. With over II AM customers, 284,000
accounts and 292,000 metered connections, FWWD
provides services to one of the fastest growing regions in
the country. FWWD currently uses Sensus AMI and Harris
Compass Meter Data Management System (MDMS) to
remotely obtain meter readings. Manual meter reads and
service order updates are captured in the field via MRSP's
Smart Phone Meter Reading tool using cell phones.
Additionally, FWWD utilizes Oracle Customer Relationship
Management (CRM) system, Selectron Interactive Voice
Response (IVR), Smart Energy Water (SEW) customer
web portal, Paymentus payment processing and
Dataprose bill presentation. System integrations are
accomplished through Mulesoft Enterprise Service Bus
(ESB). Mapping is provided by geographic information
systems (GIS) and Environmental Systems Research
Institute, Inc. (ESRI), business processes are documented
using IBM Blueworks and the City's financial and HR
software is Oracle's PeopleSoft.
RFP 24-0002
Water Customer Information System Consultant
Page 20 of 40
3.2 Key Stakeholders
Division or
Office
N/A
Customer Care
Customer Care
Customer Care
Management
Services
Management
Services
N/A
Environmental
Services,
Transportation &
Public Works,
Financial
Management
Services
Team/Section
Steering Team
Customer
Relations
Meter Services
Conservation
Public
Engagement
Finance
Org.
Development
Workforce
Initiatives
Water IT
CIS Core Team
Env Protection
Solid Waste
Stormwater
Accounting
Purchasing
Role or Responsibility
Executive Sponsor
Strategic Guidance
Customer Service
Billing & Delinquency
Customer Data
Training
Wholesale
Workorder
Management
AMI Installation, Repair
& Sustainment
Enforcement &
Stewardship
Communication
Budget
Workflow & Process
HR Support
Systems Management
Data Management
Security
System Integrations
SME
Dedicated CIS
Replacement Team
End Users
RFP 24-0002
Water Customer Information System Consultant
Page 21 of 40
4.0 CONTRACTOR'S REQUIREMENTS IN ORDER FOR PROPOSALS TO
BE EVALUATED
4.1 The proposing firm shall be currently providing CIS consulting
services, and have been doing so, no less than in the last five
(5) consecutive years.
4.2 The proposing firm and designated consultant shall have
experience conducting a comprehensive needs assessment,
and successfully selecting and implementing a new CIS for
water/wastewater entities.
5.0 PHASED APPROACH
This project will be performed through three (3) distinct phases of
execution. FWWD anticipates issuing an initial contract for Phase 1
services with the option for Phases 2 and 3 following the successful
completion of Phase 1. Phase 1 is anticipated to have a start date of March
2024, and take approximately six months to complete. The selected firm
will work with FWWD to assign a dedicated project manager and identify a
dedicated CIS core team to support the project. The selected firm may be
required to collaborate with other city departments and vendors during the
course of this project.
5.1 Phase 1: Requirements building, process mapping, and
documentation leading to the development of an RFP for a
CIS solution.
5.2 Phase 2: Selection of CIS solution and implementor
5.3 Phase 3: Implementation and go -live. This will include the
use of a system implementor.
6.0 SCOPE OF SERVICES
FWWD expects the selected firm to maintain the same personnel
assigned throughout the duration of this project. If it becomes
necessary to replace any personnel, the firm will replace that
person with an individual having equivalent experience,
education, and competence. The firm will notify FWWD, in
writing, within a week, and obtain approval for the replacement.
RFP 24-0002
Water Customer Information System Consultant
Page 22 of 40
FWWD understands there is a probability of uncontrollable and
unforeseen circumstances, therefore approval of these instances
will not be unreasonably withheld.
6.1 Phase 1: Requirements building, process mapping and
documentation leading to the development of an RFP for a
CIS solution. Phase 1 requires the selected firm to lead and
conduct a needs assessment and finalize process maps and
workflows in order to capture and document FWWD
requirements. The selected firm will:
6.1.1 Conduct a comprehensive assessment of FWWD's
current CIS, business processes, interfaces,
integrations, shadow systems, and technology
constraints.
6.1.2 Identify necessary resources and City personnel to be
involved in the RFP specifications building, process
mapping, and workflow documentation process.
6.1.3 Conduct a comprehensive needs assessment and
analysis of FWWD's future CIS system, including
improvement to business processes, hardware
upgrades, data resources and reporting, infrastructure,
interface, operations, standards, and procedures.
6.1.4 Assess the business drivers for technologies, confirm
business strategy and goals, and identify desired
processes.
6.1.5 Define the approach to CIS and implementor selection
as either separate or integrated procurements and
document the approach within a formal report.
6.1.6 Author a comprehensive RFP for CIS replacement. At
a minimum, the selected firm will include the following
in the RFP:
6.1.6.1 Functional requirements
6.1.6.2 Non-functional requirements
6.1.6.3 Data sharing requirements
6.1.6.4 Security requirements
6.1.6.5 System integration and interoperability
RFP 24-0002
Water Customer Information System Consultant
Page 23 of 40
requirements
6.1.6.6 Specific goals and objectives for CIS solution
6.1.7 Identify and document opportunities for efficiencies,
cost savings, and potential risks within a formal
report.
6.1.8 Propose solutions and estimate total cost of
ownership, including implementation and sustained
support within a formal report.
6.1.9 Take on the lead role in authoring the RFP to
include the scope of work.
6.1.10 Identify CIS software vendors that meet specific
needs for RFP distribution.
6.1.11 Recommend composition of selection team and
evaluation criteria.
6.1.12 Identify and document current business processes
6.1.13 Provide optional consultant staff support (Part of
Core Team) such as:
6.1.13.1 Project Manager
6.1.13.2 Business Lead
6.2 Phase 2: Selection of a solution and implementor. The
selection approach is dependent on the outcome of the
procurement approach defined under Section 6.1.5 above,
and may result in the development of two separate RFPs;
one for a solution/vendor and another for a dedicated
system implementor.
6.2.1 If a separate system implementor procurement is
required, the selected firm will follow the same RFP
approach utilized in CIS selection to identify and
select the system implementor.
6.2.2 During Phase 2, the selected firm is expected to act
as the representative of FWWD. This will include
working the City of Fort Worth's Purchasing Division
to respond to any questions or clarifications potential
CIS vendors may have.
6.2.3 In addition to acting as a representative of FWWD, the
RFP 24-0002
Water Customer Information System Consultant
Page 24 of 40
assigned consultant will:
6.2.3.1 Participate as an evaluation panelist in
the city's evaluation process.
6.2.3.2 Review proposals and provide a
summary report to FWWD.
6.2.3.3 Validate that proposed systems meet
FWWD requirements and identify any
potential gaps.
6.2.3.4
Inform FWWD of any potential policy or
standard operating procedure changes
associated with CIS vendors and
proposed solutions.
6.2.3.5
Attend site visits/demonstrations.
6.2.3.6
Provide cost analysis of proposals by
phase.
6.2.3.7
Document potential CIS/implementor fit
and identify potential solution limitations
and risks.
6.2.3.8
Provide assistance, advice, and review
during the City's contract negotiations
with the selected CIS vendor and
implementor.
6.2.3.9
Provide optional consultant staff support
(Part of Core Team) such as:
6.2.3.9.1 Project Manager
6.2.3.9.2 Business Lead
6.2.3.9.3 Training Lead/Trainer
6.2.3.9.4 Testing Lead
6.3 Phase 3: Implementation and go -live, consisting of
implementation and launching the selected CIS.
6.3.1 During this phase the selected firm will:
6.3.1.1 Assist FWWD in troubleshooting and
problem -solving issues.
RFP 24-0002
Water Customer Information System Consultant
Page 25 of 40
6.3.1.2
Recommend policy and/or process
changes as necessary.
6.3.1.3
Collaborate with FWWD on change
management practices and approaches.
6.3.1.4
Assist with contract compliance issues
and actions.
6.3.1.5
Prepare FWWD for transition and
cutover support with effective planning,
documentation, and consultation.
6.3.1.6
Advise FWWD on best practices and
evaluate/communicate impacts of
decisions.
6.3.1.7
Provide optional consultant staff support
(Part of Core Team) such as:
6.3.1.7.1 Project Manager
6.3.1.7.2 Business Lead
6.3.1.7.3 Training Lead
6.3.1.7.4 Testing Lead
7.0 COMMUNICATION AND UPDATE REQUIREMENTS
The consultant shall provide routine updates and communication
to key stakeholders throughout the life of the project. This will
include weekly status report meetings with meeting notes for the
executive sponsor, steering team and other key stakeholders.
These meetings will be held in -person or through video
conference and will include the following:
7.1 Problems and challenges, either anticipated or current
7.2 Timeline progress
7.3 Overview of upcoming activities
7.4 Milestone progress and/or completion
7.5 Identification of project risks and recommended mitigations
7.6 Updates on cost and/or schedule variances
RFP 24-0002
Water Customer Information System Consultant
Page 26 of 40
8.0 DESIRED KNOWLEDGE, SKILLS, AND ABILITIES
The selected firm shall have personnel assigned to the project
with the following knowledge, skills and abilities:
8.1 Knowledge of industry best practices, standards, and rules
and regulations.
8.2 Understanding of water/wastewater-specific utility billing
practices.
8.3 Understanding of billing software and solutions as well as
experience working with data management.
8.4 Range of experience with CIS software vendors.
8.5 Ability to facilitate discussion and engagements.
8.6 Ability to communicate effectively, both orally and in writing.
8.7 Strong project management skills.
8.8 Strong analytical and problem -solving skills.
9.0 DATA OWNERSHIP
9.1 All materials developed under this contract are the property
of the City. Under no circumstances shall the consultant
place a copyright on any material that the consultant
develops, provides and receives for payment under this
contract.
9.2 All materials shall be provided to the city representative at
the time of project completion and closeout in a format
defined by the City.
9.3 All data, records, and reports relating to the City and its
citizens, customers, and/or partners (collectively,
"Records"), whether in existence at the execution of the
contract or compiled in the course of performing the
services, shall be the exclusive property of the City.
9.4 The furnishing of Records to, or access to Records by, the
RFP 24-0002
Water Customer Information System Consultant
Page 27 of 40
consultant and/or its subconsultants shall not grant to the
consultant or its subconsultants any express or implied
interest in or license to the Records other than as is
necessary to perform and provide the services to the City.
9.5 Upon request by the City at any time and from time to time
and without regard to the default status of the parties under
the contract, the consultant and/or its subconsultants shall,
at no additional cost to the City, promptly deliver to the City
the records that exist at the time of the request in an
electronic format that is usable by the City.
9.6 Utility customer and consumption data is designated as
confidential and protected by Texas State Law.
9.7 In anticipation of conducting business with the consultant, it
may be necessary for the City to share trade secrets
and/or other confidential information and/or proprietary
information or matter with the consultant.
9.8 The parties agree that such information and the materials
referenced in the contract, the results, and developments
therefrom are confidential/proprietary information that
belongs to the City.
9.9 The consultant agrees not to disclose to any third party any
such trade secrets and/or confidential or proprietary
information for its own separate benefits.
9.10 The consultant will be responsible for its employees,
subconsultants, or agents complying with the provisions of
this contract.
RFP 24-0002
Water Customer Information System Consultant
Page 28 of 40
EXHIBIT B
COST SCHEDULE SUMMARY
This sheet will be used to evaluate costs and pricing. This sheet must be in a
separate sealed envelope inside the main package marked "PRICING." Please do
not include pricing within the proposal response documents.
Proposer may include any additional services and fees. However, pricing for this
RFP will only be evaluated for the cost of items listed below.
If additional personnel are required to complete Phase 1, please add lines below
"Other personnel, as needed", and include their position title, the estimated quantity
of hours they will be needed during Phase 1, their hourly rate, and the total cost of
their services for Phase 1.
PHASE ONE (Estimated duration: 6 months)
SERVICES QTY UOM UNIT TOTAL
COST COST
Consultant
Hourly
Rate
Project Manager, as needed
Hourly
Rate
Business Lead, as needed
Hourly
Rate
Other personnel, as needed
Hourly
Rate
Direct Costs Each
Total Contract Cost for PHASE ONE:
Prompt Payment Discount Terms: Percent Days (i.e. 3% Net 15,
etc.)
RFP 24-0002
Water Customer Information System Consultant
Page 29 of 40
PRICING
PRICING: All percentages, hourly rates, and/or prices quoted shall be
firm and fixed for the specified contract period. Ninety (90) days before
the renewal, the Contractor shall submit any changes in pricing for
consideration. The City, at its sole discretion, shall accept or reject any or
all increases in costs or levels of performance requested.
PROPOSAL ITEMS: Proposer shall factor all relevant considerations into
their pricing, and must include all expenses related to providing the
services as outlined in Exhibit A, Section 6.1. Considerations should
include all incidentals including, but not limited to, all necessary
personnel, transportation, insurance, etc.
RFP 24-0002
Water Customer Information System Consultant
Page 30 of 40
ATTACHMENT A
CONFLICT OF INTEREST DISCLOSURE REQUIREMENT
Pursuant to Chapter 176 of the Local Government Code, any person or
agent of a person who contracts or seeks to contract for the sale or
purchase of property, goods, or services with a local governmental entity
(i.e. The CITY of Fort Worth) must disclose in the Questionnaire Form
CIQ ("Questionnaire") the person's affiliation or business relationship
that might cause a conflict of interest with the local governmental entity.
Bylaw, the Questionnaire must be filed with the Fort Worth CITY
Secretary no later than seven days after the date the person begins
contract discussions or negotiations with the CITY, or submits an
application or response to a request for proposals or bids,
correspondence, or another writing related to a potential agreement with
the CITY. Updated Questionnaires must be filed in conformance with
Chapter 176.
A copy of the Questionnaire Form CIQ is enclosed with the submitta
documents. The form is also available at
http://www.ethics.state.tx.us/forms/CIQ.Pdf.
If you have any questions about compliance, please consult your own
legal counsel. Compliance is the individual responsibility of each person
or agent of a person who is subject to the filing requirement. An offense
under Chapter 176 is a Class C misdemeanor.
NOTE: If you are not aware of a Conflict of Interest in any business
relationship that you might have with the CITY, state Vendor name
in the # 1, use N/A in each of the areas on the form. However, a
signature is required in the #7 box in all cases.
RFP 24-0002
Water Customer Information System Consultant
Page 31 of 40
CONFLICT OF INTEREST QUESTIONNAIRE FORD CIO
For vendor doing buslriess vtflth local governmental entity
This quostionnaim rallaets d►anges made to dw law by H.111 a 84th Lag., Ragular Session OFFIGEUSE ONLY
This gwslionnasre is i tiled in acoordairk" with Chfaptor 176, Laical C.Dvamnenl Cade, by a vondoe who
Etas a business Wationslrp as Mined by Section 176.001(1-a) with a IDGei g fefnmankal amity aria the
vendor meets reWiramerrls urldar Section 1746.0Wa).
Py lava M quasaanrimra musi be tied with fie records arirrlaslrakx of the local govemmanial entry not lacer
than dig 7th business dap after the dale the vondorr bDocaes aware of facts thal requF9 the suitemerht to be
Ned. yes SamorN 1 A DuCa f j Local C,ar,+f}rnmenl COW.
A vendor c omrnilz an offense ii the vendor knohrb* violates Seckic 176.006, Local Gavernrimi Cole. An
aflorki unlit Ctrs so:rmn ss a lrrsdemra,#nix.
J Name ofvendorwho has a business relafionship with local gorornmentalerttity
J
HCMoct4 lh is box 11Yau are tiling an update. to a prevlrouafy Illad gl,,oattnnnuro. (The lawreghwrgs thatyau tllaan upriaw
c+}mploted questionnai-re with the appropriate filing authmity not later than the 7th business dap after the dale on which
you bmaimo aware chat the originally ill&d questionnaira was rncompleia Of rfraccurata.}
J Horne of local gowamnwni off cor about whom the Informntlon is being dlscic wd,
',]'tic3 C,'; u11cel
00scribe each employment or other business relationship with the laical government olficer, or a lamily member of Iho
orficer, as described b3f Section 176.{iO3ia�(2�(,lil. Also dosenbe any family relationship with the local government otfiei�-r.
Complot@ subparts A and 9 loreach emptoyrnem ar business relationship described. Artach sddi#tonal pages to this Farm
Cla as necessary.
A. Is the local government olficpr or a famiy memtxx of the officer receiving or likely to rye taxaW Fcome.
other than in estnant income, from lira vandor7
71 Yas F7 No
B. it ilia vartdm receiving of lively to ractwo taxabia incoma, other than irwastthant income, from of at tha direction
of the laical glo vemment ofFiceiir it a family ffmmber of the of6 i AND the taxable income is nit received from the
local , ., , Al ontigr7
YM = No
DYascrdse aach , i I it or hualnass ralationshkip Itiai the vendor nimnad In SectYan 1 wa irniina wilth s corrporstkm or
other business entity with rDspect to which it* local govarrwanit affrcor s vvas as arc officer or dtroclor, or holds an
awrwrship interest al Dire percent ar more.
J
7-1Chockthis box if the varidor hats groan the local government oilear or a tamofi marnber of the officer ona or more grits
as described in Section 176.M(a)(2)(B), excluding gifts described !Ti Se iori 176- 1Gila-1j.
71
it g@ aAre d vendor oalng txrslness wrvh me govarnuwiat enay LI;W
Farm p mend by Texas I=ftu Caurrrsow www.athres.state.rx.us RE%sed 1111-A21
RFP 24-0002
Water Customer Information System Consultant
Page 32 of 40
CONFLICT OF INTEREST QUESTIONNAIRE
For vendor doing business with focal governmental entity
A completo copy of Chapler 176 of the Leal Government Code maybe found at http:;,vrww.Statutes. legis.slate.tx-us
Vacs'LG htrn LG 176 him For easy reference. below are some of the sections cited on this form.
Local Government Code § 176.0011(1-a.-Busine55 relationship" means a Connection between two or more parties
based cn ,,,. i.i.,,k ,6.�al activity of one of the parties. The term does not include a connection based on:
(A) a transaction that is subject to rate or tee regulation by a federal, state. or local governmental entity or an
agency of a federal, stale, or local governmental amity;
1131 a transaction conducted at a price and stlbjectto terms available to the public: or
IC) apurchase or lease of goods of services Irofn a person that is chartered by a state or federal agency and
Ihat is subject to regular examination by, and reporting to, Mt 8i!p y.
Local Govetmmeni Code § 1T6.DOXaMMand fBL
(a) A local government officer aflalr ltld a Conflicts disclosure Statement witti respect to avendor it:
(2) "vendov
(A) has an employment or other business relationship with the Racal government officer or a
family member of the officer that results in the officer of family member receiving taxable
income. ether than investment income. that exceeds $2.500 during the 12-toroth period
preceding the date that the Officer becomes aware that
fil a contract between the local governmental entity and vendor has been executed'.
the local groverninental entity is considering entering into a contract with the
{W has given to the local government officer ar a family rnem ber of the officer one or more gifts
that have an aggregate value of more than S 100 in the 12-month penod preceding the date the
officer b2cornes aware that:
(i) a contract between the local governmental entity and vendor has been executed; or
(M.1 the local governmental entity is considering entering into a contract withthevendor.
Local mimelnt Code A 176.006 M and fe-1 )
(a) A veridor shall file a completed conflict cif interest questionnaire if the vendor has a business relationship
with a local governmental entity and-
(1) has an employment or other busineSS relationship with a local .. 1 officer of that local
governmental entity, or family member of the officer -described by Section 176-003(a)12)(A);
(2) has given a local government officer of that local governmental entity, or a family member of the
officer- one or more giftswilh then Meigata value specified by Section 176.00%a)(2)19), excluding any
grit descNbedbyS tivn 176.003(a-1);ar
(3) has a lamiy relatlotrship with a facet government officer of that local governmental entity -
(a• 1) The completed conflict of interest questionnaire must befiledwdh the apprmpnafe records administrator
not later than the seventh business day after the later of:
(1) une date that the vendor:
(A) begins discussions or negotiations to enter into a contract with the local garemirnental
entity; or
(S) suibmits to this local 9ok � <C.I entity an applicaiiion. response to a request tot proposals
or bids, correspondence, or another writing related to a potential contract with Me local
gcrvemmenla.l entity; or
(21 the date the verKlor becomes aware:
(A) of an employment of other business relationship with a local government oilrcet, or a
fami ly member of the officer, described by Subsection (a);
(S ) that the vendor has g iven one or more gifts described by S ubs:ection (a); or
(C) of a Windy relationship with a local government officer.
Form pwiNKMbyr Tiaaa6 Ethics Conocoion WMM elriics Stale IN us Re-Amd 1V1=1
RFP 24-0002
Water Customer Information System Consultant
Page 33 of 40
ATTACHMENT B
DRAFT VENDOR SERVICES AGREEMENT
Draft Vendor Services Agreement is attached as a separate document.
RFP 24-0002
Water Customer Information System Consultant
Page 34 of 40
ATTACHMENT C
DOCUMENTATION CHECKLIST
*Proposer shall complete the below to aid in responsiveness*
Refer to Section 33.0 for more information on the below required
documents.
Required Documents
A completed and signed Request for Proposals (RFP)
Cover Sheet
Executive Summary detailing the Proposer's interest
and understanding of the project
Relevant Project Experience: Provide Proposer's and
any sub -consultants' background, number of years in
service, licenses, qualifications and experience
including experience related to the requirements
within this RFP, and past performance with a
minimum of three projects of similar size and scope
Organization Chart: Provide an organization chart
depicting the structure, lines of authority and
communication for all the Proposer's principals,
personnel, and subconsultants to be involved in the
project.
Document
Attached?
Yes/No
*Answering
No to the
below will
result in the
bid being
deemed non-
resaonsive*
Page
Number(s)
of
Proposal
*Proposer will
need to
number each
page of their
proposal. *
RFP 24-0002
Water Customer Information System Consultant
Page 35 of 40
Key Personnel: Provide experience of the project
team members of the Proposer and Subconsultants
who will actually be performing services described in
this RFP. Provide the personnels' names, roles and
relevant work history. One -page resumes of key
personnel may be included as an appendix with
proposal submittals.
Schedule: Provide a proposed schedule for Phase 1
of the project and demonstrate the Proposer's ability
to deliver projects within the schedule timeframe.
Approach and methodology for completing the
services outlined in all three phases of the project,
including identification of any key risks and potential
mitigation strategies.
Exhibit B - Cost Schedule Summary
Attachment A - A completed and signed original
Conflict of Interest Questionnaire
Any and all exceptions to the RFP must be listed on
an item -by -item basis and cross-referenced. If there
are no exceptions, the Proposer must expressly state
that no exceptions are taken.
Any addendums sent out after the release of the RFP
Any other document included in the Solicitation
requiring completion or execution by the Proposer.
Scanned Copy of all required documents on a USB
Drive.
Separate
Sealed
Envelope
labeled
"Pricing
RFP 24-0002
Water Customer Information System Consultant
Page 36 of 40
ATTACHMENT D
CIS PROCESSES AND ASSOCIATED FUNCTIONAL CATEGORIES
Alarms ICurrent State _Daily Reporting Alarms
(Current State —Reverse Flow Alarm
ICurrent State _AMI Endpoint Installation
Current State _AMI Endpoint Removal
Installation Complaints
Current State Meter Procurement
Meter Services Meter Change Out
New Meter Set 2" and Under VI
New Meter Set 3" and above
Redevelopment
Water Rehab GIS
Future State Annual Backflow Assembly Testing
Future State Backflow Events Processing
Future State Backflow Inspection
Backflow Section Future State CSI
High Priority Enforcement Sub -Process
(Online Testing for Commercial/Industrial
Current State Backflow Assembly Testing
Future State Billing_V2 Current State
Calendars (Billing, Delq, Schedule Calc)
(Rates
Winter Quarter Average (WQA)
Billing Billing Exceptions Subprocess
Future State Schedule a payment
Refund
Pick Your Own Due Date
Future State Waste Water Credit
Prebill/ Budget (Average) Billing
Credit & Collections Pending
Current State Service Account Set -Up [Service Account Set -Up (Contact Center) In Person, Phone,
Mail/Email/Portal j
(Termination of Service (Move -Out)
ICurrent State Account Transfer
ICurrent State Customer Initiated Inquiry (High Bill Complaint)
Future State Re -connect
(Customer Service Reconnect
Meter Change Out - Customer Initiated
(Customer Inquiry/Complaint
Extensions/ Payment Arrangements
High Usage/ Adjustments
(Account Investigation (Residential, Commercial & Irrigation)—
( Billing Inquiry- Billing History
Billing Inquiry- Duplicate Bill
Emergency Sewer -
Emergency Water -
Payment Plans-
ICustomer Master File -
I Bankruptcy
(Credit Refund
I Deposit Waiver
I Write Off Reversal
I Wholesale
(Credit Collections - All
Balance Transfer
Inactive - Delinquency
Contact Center (Emergency FOPS SUPPORT
RFP 24-0002
Water Customer Information System Consultant
Page 37 of 40
IVR payment/technical support
Return to Associate
Inquiry- General
Solid Waste
Special Event
IStorm Water/ Storm Water Billing Adjustment
I Water Conservation
I Water Quality
I IBA- Commercial , Irrigation & Residential
Lid Replacement
(Temp On/Off
I Future State In -House Design (New Meter)
IService Report Review
I Razing Permit Review
(Special Fees
I Invoicing
IPublic Information Request
I Recording fees in Accela Waived by NEZ
Infield Lot Review
Kill tap_RG_ started
Refunds and Adjustments
IStorm Water Impervious Surface
(Automatic Flusher
(Commercial Review Checklist
Residential Review Checklist
Grading Permit Review
Water Account Set -Up (Water Applications)
Applications/Development I Miscellaneous Project Process - Current State_2022
Future State Non -pay Disconnect Delinquency
Fire Hydrant Meter Contractor Agreement
Future State Waste Water Credit
Waste Water Credit - Water Applications
Delinquency Policy Commercial complex 4 units or more
Inactive Consumption Breakdown 2
Pledges
Posting Inactive Charges for Water Used with No Active Account
ISetting up PEM (Payment Plan)
IH2Online PowerPoint
I Billing & Consumption Requests
Customer (Anonymous Queue
Weekend Restores
Support/Delinquency IH2online Report
I Daily Pledge Count Report
IService Not Restore
IReturn Mail
IOutgoing letters
(Queue management
IMunicipal Utility Lien
I Billing Queue (Same Day-PEM-Non-Cash Queue)
IManual Locks
Monthly Delinquency Report
Non -Cash
Close Work Order for Meter off for Nonpayment
Fire Hydrant Meter Agreement Billing
Field Ops Supported I Fire Hydrant Meter Communication Monitoring
IFire Hydrant Meter Testing
RFP 24-0002
Water Customer Information System Consultant
Page 38 of 40
Future State Wholesale Wastewater Metering
Future State Wholesale Water Metering
I Wholesale Wastewater Billing Schedule
I Wholesale Water Billing Schedule
Cheat Sheet Wholesale Adjustments (Wholesale Adjustments)
Cheat Seat Wholesale Services
Late Fee Procedures for Wholesale Water Wastewater and Reclaim Invocie
I Impact Fee Process
(Cheat Sheet Refunds
I Wholesale Customer Refund Credits
Immpact Fee Audit
Wholesale
(Cheat Sheet Totalizer Updating (Wholesale Totalizer Updating)
(Cheat sheet WW INV Creation (Wholesale Wastewater Creation)
(Cheat Sheet MTR Reads.Max Day.Hour Updating
I Water Consumption Spreadsheet Updating
ICheat Sheet WA INV Creation
ICheat Sheet Reclaimed WA INV Creation (Wholesale Reclaimed Water Invoice Creation)
ICheat Sheet Monthly CSH Request (Wholesale Monthly Consumption Request
ICheat Sheet Raw Water Payment Report
ICheat Sheet Monthly WA.WW Figures (Wholeslae Monthly Figures)
(Current State Reclaim (formerly Future State Reclaim)
Cheat Sheet Ventana Process
Future State Chemical Testing (Customer Complaint)
Chemical Testing
I Future State Chemical Testing (Lead Test)
Future State Chemical Testing (Treated Water Testing)
Future State Smart Flush
ISmart Flush(CARE)
ISmart Flush(Voucher)
ISmartRepair
Conservation Programs
I Future State Leak Detection (Continuous Consumption)
Future State Leak Detection (Mainbreaks and Leaks)
Future State Leak Detection (Proactive Survey Activity)
Future State Major Main Break Detection (SCADA Alert)
Ordinance Enforcement
Future State Ordinance Enforcement - Customer and System Reports
Future State Ordinance Enforcement - Escalation
Pressure Monitoring
Future State Pressure Monitoring (Customer Identified)
Future State Pressure Monitoring (SCADA Alert)
Theft Detection
Theft Detection
Izero Consumption
RFP 24-0002
Water Customer Information System Consultant
Page 39 of 40
ATTACHMENT E
WATER INFORMATION TECHNOLOGY (IT) ORGANIZATIONAL CHART
Jason Lyssy
IT Solutions Manager
Infrastructure
/ — — — — — — — — — — — — — — —
Fabela
Corey Wangler
Senior lTTechnical
Senior lTTechnical
Support Analyst -
Support Analyst—
Cybersecurity
Network Engineer
Andrew Vieck
VACANT
SeniorlTTechnical
IT Technical
Support Analyst — Voice
Support Analyst II_
and Surveilence
Network/Security
Jeff Rademaker
Senior lTTechnical
Support Analyst — User
and Server Admin
Steve Garcia
IT Technical
Support Analyst II -
Infrastructure
Tom Hattler
IT Technical
Support Analyst II -
Infrastructure
Infrastructure
Charmaine Baylor
Senior IT
Business Planner —
Contracts
Homer Garza
IT Solutions Manager
Data Systems
Rick Lisenbee
Senior
Water IT Manager
Dee Youngblood PROPOSED
Administrative CIS Project Manager
Assistant
Anu Narayanan
Agnes Bonsu
SeniorlT
Business Process
Programmer, An
Manager-Utility Data
Intergrations/Customs
I
Architecture
Merhawi Temnewo
Akum Mutagha
Programmer — REACT/
Database
Liferay(contractor)
Administrator — Data
Warehouses
Greg Asamoah
Database
Donna Nguyen
Administrator —ETL&
IT Programmer/
SSIS (contractor)
Analyst II -CRM
Ryan Underwood
Tim Shidal
�
Database
Senior IT
Administrator5
Business Planner -
(contractortor))
Requirements
�
1
— — — — — Data Systems — — — — —
Robb Bailey
IT Solutions Manager
Applications
— — — — — — — — — — — —
/
-
Claudia Christeson
David Lopez
Systems Administrator-
Systems Administrator—
CIS Utility Billing
Automated Metering
Sandi Nadatani-Mendez
Kpante Fikou
Technical Support
Technical Support
_
Analyst II - CIS Utility
Analyst I I —Automated
Billing
Metering
Ron Fagan
Leo Rosales
Technical Support
Technical Support
_
Analyst II - CIS Utility
Analyst I I —Automated
Billing
Metering
Florence Stewart
Technical Support
Analyst II - CIS Utility
Christi Eades
Billing (contractor)
Systems Administrator-
Maximo EAM
Ethan Ho
Technical Support
Analyst II - Maximo EAM
Laura Walker
Senior IT Programmer/
Analyst -CRM
VACANT
Technical Support
Analyst II - Maximo EAM
\ Applications
/
Jeff Ryan
IT Solutions Manager
GIS Spatial Data
� 1 \
Antony Odongo
Senior IT
Programmer/Analyst—
GIS Administrator
Michael Wallace
Senior Business
Process Analyst —
eBuilder / Field Tools
Allen Patterson
IT Programmer/
Analyst I I — GIS Mapping
Coordinator
Kelsey Corbin
IT Programmer/
Analyst II — GIS Solutions
Support
Jesse Johnson
Senior Engineering
Technician —GIS Records
and Public Info
Jonathan Torres
Senior Engineering
Technician —GIS
Mapping
Matthew Franke
Senior Engineering
Technician —GIS
Mapping
1 GIS y
RFP 24-0002 Last Updated: 1012512023
Water Customer Information System Consultant
Page 40 of 40
FORTWORTH.
ADDENDUM TO REQUEST FOR PROPOSALS NO. 24-0002
WATER CUSTOMER INFORMATION SYSTEM (CIS) CONSULTANT
PURCHASING DIVISION
ADDENDUM NO. 1 DATE ISSUED: November 20, 2023
REQUEST FOR PROPOSALS (RFP): 24-0002
BID OPENING DATE: December 7, 2023 (UNCHANGED)
RFP No. 24-0002, issued October 31, 2023, is hereby amended as follows:
Section 4.4 has been changed to read from "Proposals shall be limited to a maximum of seventy-
five (75), 8-1/2" X 11" pages (one side only) using a font size no smaller than 11 point and
margins of at least one inch in each direction. The required/requested attachments are not part of
this page limit." to "Proposals shall be limited to a maximum of seventy-five (75), 8-1/2" X 11"
pages (one side only) using a font size no smaller than 11 point and margins of at least one inch
in each direction. The required/requested attachments are a part of this page limit." in RFP
24-0002 Final Bid Document V2.
2. Questions and Answers document is hereby incorporated, in full text, on pages 2-5 of this
addendum.
All other terms and conditions remain unchanged.
O
Alyssa Wilkerson
BUYER II
....................................................
By the signature affixed below, Addendum No. 1 is hereby incorporated into and made part of the above
referenced Request for Proposals.
COMPANY NAME:
SIGNATURE:
NOTE: Company name and signature must be the same as on the original bid documents. Failure to
return this form with your sealed proposal may constitute grounds for rejection of your offer.
Questions and Answers
Q1. What system are construction service orders issued through?
Al. Construction service orders are issued using Maximo Software, but that is outside the scope of
the work of the customer information system and its related software.
Q2. Is the RFP the consultant will assist in building solely for the purchase of a new customer
information system, or will the consultant be responsible for assisting in the procurement of a
combination of systems?
A2. Modern CIS solutions provide modules to automate all aspects of the Meter -to -Cash business
cycle. The RFP will be solely for a new customer information system (CIS), but if the proposed
CIS system has additional capabilities that allow the City of Fort Worth to consolidate some of the
existing systems and processes, that may be added value for the project. FWWD will entertain
recommendations in that regard in the procurement of the CIS.
Q3. In Section 6.1.13 and 6.2.3.9 on Page 24 and 25 of RFP 24-0002 Final Bid Document V1,
respectively, optional support staff is mentioned for Phase 1 and Phase 2 of the project. Are
these recommended positions to be included in the proposal and its pricing?
A3. These roles are intended to be staff augmentation contributions that could be provided by the
Consultant. Pricing for these roles should be included in the proposal for Phase 1. The utility
would like to have the option for additional support staff throughout this project (all phases) to
assist staff with balancing their primary role in the utility with the work needed to have a
successful CIS implementation. These positions should be clearly identified under the SERVICES
Header as a staff augmentation option in Exhibit B, the Cost Schedule Summary.
Q4. At the Pre -Proposal Conference 151 meter -to -cash processes were mentioned. Could you
provide a list of these processes and the 16 functional areas that they relate to?
A4. The list of processes that have been reviewed and documented is included on pages 6-8 of this
addendum and as Attachment D to RFP 24-0002 Final Bid Document V2. Further consolidation of
the list has been accomplished and we now have 15 functional categories and 150 processes.
Q5. Could you provide an organization chart for the Water IT department?
A5. The current Water IT organizational chart is included as page 9 of this addendum and as
Attachment E to RFP 24-0002 Final Bid Document V2. The current chart includes a proposed CIS
project manager; however, that full time equivalent (FTE) has not been approved.
Q6. Is the City of Fort Worth open to a timeframe of less than 6 months for Phase 1?
A6. Yes. Consultants should propose the timeframe that is best suited for a CIS project of Fort Worth's
size and complexity. This timeframe may be shorter or longer than six months.
Q7. Could you describe the anticipated involvement that Water IT and other City Departments will
have in phase 1?
A7. The intent is to assign a dedicated subject matter expert from Water IT and one from Customer
Relations as the core members of the project team. An internal project manager role has been
proposed as well, but that FTE has yet to be identified or approved. Other internal experts will be
engaged as needed during the phases of discovery, analysis, project planning, process reviews,
system design, and requirements definition. The make-up of the project participants and
contributors from internal staff will fluctuate as the project progresses. Based upon consultant
recommendations, internal staff experts may be dedicated to the project for brief or extended
RFP 24-0002 Water Customer Information System (CIS) Consultant
Addendum No. 1, Page 2 of 9
periods, as required, with their current duties to be covered by other staff or staffing overages.
The selected Consultant will recommend the optimal make-up of the project team.
The internal project participants will assist the Consultant with engaging the appropriate
stakeholders from the Water Department, as well as, from other City Departments as needed to
review processes, define requirements, and clarify the scope. An Executive Steering Committee
has also been formed to provide oversight on the entire CIS replacement effort and will retain
decision -making authority to provide the necessary resources and participation.
Q8. How is the transfer planned for the Consultant that wins Phase 1? E.g. Will the Consultant that
wins Phase 1 have to compete for Phases 2 and 3 as well?
A8. The Fort Worth Water Department is not envisioning a separate procurement process will be
required for Phases 2 and 3. There will be an option to renew the contract for the subsequent
phases of the project if the consulting firm awarded the contract meets the department's
goals/expectations for Phase 1.
Q9. It is noted that the software used for FWWD documentation is "IBM Blueworks". Is it planned for
future business processes to be developed and documented using this software?
A9. Yes. Blueworks will continue to retain documentation of all business processes for the Utility.
Internal staff will be assigned the responsibility to provide existing business process
documentation and will update the Blueworks repository with the results of the Consultant's
analysis and recommendations once they are approved by Customer Relations, Water IT, and
the Executive Steering Committee.
Q10. Could you please clarify how Bonfire Interactive will be used in relation to this RFP?
A10. Phase 2 of the project, the procurement of a new CIS, will be facilitated using Bonfire Interactive.
The Consultant will work with the City of Fort Worth Purchasing Division and the Water
Department to draft the RFP, and evaluate the proposals using Bonfire.
Q11. Would FWWD please clarify the intent of items 6.1.13, 6.2.3.9, and 6.3.1.7 within the Scope of
Services? Are these meant to be related to staff augmentation for roles that would otherwise be
filled by Department staff?
Al 1. Correct. These roles are intended to be staff augmentation contributions that could be provided
by the Consultant. The utility would like to have the option for additional support staff throughout
this project (all phases) to assist staff with balancing their primary role in the utility with the work
needed to have a successful CIS implementation. As mentioned in A3, these positions should be
clearly identified as a staff augmentation option in the Cost Summary.
Q12. It is noted that a Cost Schedule Summary is provided for Phase 1 only. Would the City confirm
this is the only phase firms need to submit pricing for?
Al 2. Pricing submittals should only cover the projected costs for Phase 1. Phase 1 discovery and
analysis will significantly contribute to the scope of work and pricing for subsequent Phases.
Q13. Would the City confirm the estimated duration of Phase 1 is expected to be 6 months, as depicted
on the Cost Schedule Summary for that phase?
Al 3. The 6-month timeframe for Phase 1 is an estimate. The consultant should recommend an
appropriate timeframe for Phase 1 based upon their expertise and experience with previous CIS
projects of similar size and complexity.
Q14. Does the City have estimated durations for Phases 2 and 3?
RFP 24-0002 Water Customer Information System (CIS) Consultant
Addendum No. 1, Page 3 of 9
A14. The scope for Phases 2 and 3 will be refined from the discovery, analysis, and planning
conducted in Phase 1. The Consultant will recommend estimated durations for subsequent
phases.
Q15. Would the cover, cover letter, table of contents, blank pages to facilitate double -sided printing,
required forms, exceptions to the contract (if any), or resumes included in an Appendix count
toward the page limit?
A15. The page count is limited to 75 pages and includes the cover, cover letter, table of contents,
required forms, exceptions to the contract (if any), and resumes. No double -siding printing is
allowed for bid proposals.
Q16. Are we able to use font sizes smaller than 11 pt for headers, footers, charts, graphics, and other
elements apart from the main body text of the proposal as long as the text is legible?
A16. Yes, font sizes smaller than 11 pt is allowed on headers, footers, charts, graphics, and other
elements apart from the main body of text as long as is legible. The main body of text is required
to be 11 pt font.
Q17. What is the current CIS system that is being replaced with the new solution?
A17. The current CIS system the City of Fort Worth has is Naviline from CentralSquare Technologies,
formerly Superion, formerly Sungard.
Q18. Do the process maps that are mentioned in Phase 1 entail editing existing process maps or
creating new process maps for all CIS processes?
A18. The Consultant's work could consist of both editing existing process maps and creating new
ones. While the City of Fort Worth Water Department has attempted to review all existing
processes, it is possible that the Consultant would facilitate a review of a process that has not
been documented.
Q19. Is the expectation to submit cost and schedule breakdowns for just Phase 1, or should costs and
schedule estimates be provided for Phases 2 and 3 as well?
A19. Pricing submittals should only cover the projected costs for Phase 1. Phase 1 discovery and
analysis will significantly contribute to the scope of work and pricing for subsequent phases.
Q20. What are the current systems for field workforce and asset management? Is the city considering
the possibility of replacing these systems?
A20. Meter Services uses a handheld tool called SPMR that allows them to collect manual meter
reads, as needed, and track a few service order details, but the solution is not a comprehensive
one. There are still manual and paper -based processes for managing customer -facing field work,
so those solutions will be in the scope of the CIS replacement.
Field work conducted by our Field Operations Division for the water distribution system and
wastewater collection system work is managed by Maximo along with our asset management
strategy. Maximo also manages field work conducted by our Plant Operations Division to track
maintenance and lifecycle planning for vertical assets at the treatment plants. Maximo will remain
in place and is not part of the scope of the CIS replacement project.
Q21. Has the FWWD team conducted any research (online searches, conferences, demonstrations,
etc.) on potential CIS options? If so, what solutions were included in this research and are there
any preferred solutions at this time?
RFP 24-0002 Water Customer Information System (CIS) Consultant
Addendum No. 1, Page 4 of 9
A21. One of the primary objectives for hiring consulting services for this project is to conduct an
unbiased assessment of the current CIS solutions that would be appropriate for Fort Worth
Water. The procurement process for selecting a CIS solution will require well-defined
requirements that drive the best decision for the Utility. The selected Consultant must
demonstrate independence from associations with any specific CIS solution providers in order to
maintain an unbiased evaluation. The FWWD has conducted some preliminary research to see
what is offered from modern CIS platforms through our participation in the Customer Service
Week conference, as well as, conducting other research and talking to our peer utilities. We have
seen demonstrations and reviewed literature from the following solutions (in no particular order):
Oracle, Itineris, SAP, Harris Cayenta, Open International, Vertex One, Tyler Technologies, and
others. This is not a comprehensive list. Any CIS solution provider may compete for our business.
The selected Consultant should maintain an unbiased approach and have expertise in evaluating
multiple platforms to identify the best overall solution to meet our requirements.
RFP 24-0002 Water Customer Information System (CIS) Consultant
Addendum No. 1, Page 5 of 9
Alarms Current State _Daily Reporting Alarms
Current State —Reverse Flow Alarm
Current State _AMI Endpoint Installation
Current State _AMI Endpoint Removal
Installation Complaints
Current State Meter Procurement
Meter Services Meter Change Out
New Meter Set 2" and Under VI
New Meter Set 3" and above
Redevelopment
Water Rehab GIS
Future State Annual Backflow Assembly Testing
Future State Backflow Events Processing
Future State Backflow Inspection
Backflow Section Future State CSI
High Priority Enforcement Sub -Process
(Online Testing for Commercial/Industrial
(Current State Backflow Assembly Testing
Future State Billing_V2 Current State
Calendars (Billing, Delq, Schedule Calc)
Rates
Winter Quarter Average (WQA)
Billing Billing Exceptions Subprocess
Future State Schedule a payment
Refund
Pick Your Own Due Date
Future State Waste Water Credit
Prebill/ Budget (Average) Billing
Credit & Collections Pending
Current State Service Account Set -Up [Service Account Set -Up (Contact Center) In Person, Phone,
Mail/Email/Portal j
(Termination of Service (Move -Out)
Current State Account Transfer
Current State Customer Initiated Inquiry (High Bill Complaint)
Future State Re -connect
Customer Service Reconnect
Meter Change Out - Customer Initiated
Customer Inquiry/Complaint
Extensions/ Payment Arrangements
High Usage/ Adjustments
Account Investigation (Residential, Commercial & Irrigation)—
Billing Inquiry- Billing History
Billing Inquiry- Duplicate Bill
Emergency Sewer -
Emergency Water -
Payment Plans-
ICustomer Master File -
I Bankruptcy
Credit Refund
Deposit Waiver
J Write Off Reversal
J Wholesale
Credit Collections - All
Balance Transfer
Inactive - Delinquency
Contact Center Emergency FOPS SUPPORT
RFP 24-0002 Water Customer Information System (CIS) Consultant
Addendum No. 1, Page 6 of 9
IVR payment/technical support
Return to Associate
Inquiry- General
Solid Waste
Special Event
IStorm Water/ Storm Water Billing Adjustment
I Water Conservation
I Water Quality
I IBA- Commercial , Irrigation & Residential
Lid Replacement
(Temp On/Off
I Future State In -House Design (New Meter)
IService Report Review
I Razing Permit Review
(Special Fees
I Invoicing
IPublic Information Request
I Recording fees in Accela Waived by NEZ
RFP �MOOID12t\WewCustomer Information System (CIS) Consultant
Kill tap_RG_ staendum No. 1, Page 5 of 9
Refunds and Adjustments
IStorm Water Impervious Surface
(Automatic Flusher
(Commercial Review Checklist
Residential Review Checklist
Grading Permit Review
Water Account Set -Up (Water Applications)
Applications/Development I Miscellaneous Project Process - Current State_2022
Future State Non -pay Disconnect Delinquency
Fire Hydrant Meter Contractor Agreement
Future State Waste Water Credit
Waste Water Credit - Water Applications
Delinquency Policy Commercial complex 4 units or more
Inactive Consumption Breakdown 2
Pledges
Posting Inactive Charges for Water Used with No Active Account
ISetting up PEM (Payment Plan)
IH2Online PowerPoint
I Billing & Consumption Requests
Customer (Anonymous Queue
Weekend Restores
Support/Delinquency IH2online Report
I Daily Pledge Count Report
IService Not Restore
IReturn Mail
IOutgoing letters
(Queue management
IMunicipal Utility Lien
I Billing Queue (Same Day-PEM-Non-Cash Queue)
IManual Locks
Monthly Delinquency Report
Non -Cash
Close Work Order for Meter off for Nonpayment
Fire Hydrant Meter Agreement Billing
Field Ops Supported I Fire Hydrant Meter Communication Monitoring
IFire Hydrant Meter Testing
RFP 24-0002 Water Customer Information System (CIS) Consultant
Addendum No. 1, Page 7 of 9
Future State Wholesale Wastewater Metering
Future State Wholesale Water Metering
I Wholesale Wastewater Billing Schedule
I Wholesale Water Billing Schedule
Cheat Sheet Wholesale Adjustments (Wholesale Adjustments)
Cheat Seat Wholesale Services
Late Fee Procedures for Wholesale Water Wastewater and Reclaim Invocie
I Impact Fee Process
(Cheat Sheet Refunds
I Wholesale Customer Refund Credits
Immpact Fee Audit
Wholesale
(Cheat Sheet Totalizer Updating (Wholesale Totalizer Updating)
(Cheat sheet WW INV Creation (Wholesale Wastewater Creation)
(Cheat Sheet MTR Reads.Max Day.Hour Updating
I Water Consumption Spreadsheet Updating
ICheat Sheet WA INV Creation
ICheat Sheet Reclaimed WA INV Creation (Wholesale Reclaimed Water Invoice Creation)
ICheat Sheet Monthly CSH Request (Wholesale Monthly Consumption Request
ICheat Sheet Raw Water Payment Report
ICheat Sheet Monthly WA.WW Figures (Wholeslae Monthly Figures)
(Current State Reclaim (formerly Future State Reclaim)
Cheat Sheet Ventana Process
Future State Chemical Testing (Customer Complaint)
Chemical Testing
I Future State Chemical Testing (Lead Test)
Future State Chemical Testing (Treated Water Testing)
Future State Smart Flush
ISmart Flush(CARE)
ISmart Flush(Voucher)
ISmartRepair
Conservation Programs
I Future State Leak Detection (Continuous Consumption)
Future State Leak Detection (Mainbreaks and Leaks)
Future State Leak Detection (Proactive Survey Activity)
Future State Major Main Break Detection (SCADA Alert)
Ordinance Enforcement
Future State Ordinance Enforcement - Customer and System Reports
Future State Ordinance Enforcement - Escalation
Pressure Monitoring
Future State Pressure Monitoring (Customer Identified)
Future State Pressure Monitoring (SCADA Alert)
Theft Detection
Theft Detection
Izero Consumption
RFP 24-0002 Water Customer Information System (CIS) Consultant
Addendum No. 1, Page 8 of 9
Fort Worth Water Department Management Services Division — Water Information Technology Section
Jason Lyssy
IT Solutions Manager
Infrastructure
— — — — — —
- —
— — — — — -
Amanda Fabela
Corey Wangler
Senior lTTechnical
Senior lTTechnical
Support Analyst-
I
Support Analyst-
Cybersecurity
Network Engineer
Andrew Vieck
VACANT
SeniorlTTechnical
I
IT Technical
Support Analyst - Voice
Support Analyst II -
and Surveilence
Network/Security
I
I
Jeff Rademaker
Senior lTTechnical
I
Support Analyst - User
and Server Admin
Steve Garcia
IT Technical
Support Analyst II -
Infrastructure
I
Tom Hattler
I
IT Technical
Support Analyst II -
Infrastructure
I
— — — — Infrastructure
Charmaine Baylor
Senior IT
Business Planner -
Contracts
Homer Garza
IT Solutions Manager
Data Systems
Rick Lisenbee
Senior
Water IT Manager
Dee Youngblood PROPOSED
Administrative CIS Project Manager
Assistant
Anu Narayanan
Agnes Bonsu
SeniorlT
Business Process
Programmer, An
Manager-Utility Data
Intergrations/Customs
Architecture
I
I
I
Merhawi Temnewo
Akum Mutagha
I
Programmer -REACT/
Database
Liferay(co ntractor)
Administrator - Data
I
Warehouses
I
I
Greg Asamoah
I
Database
Donna Nguyen
Administrator -ETL&
IT Programmer/
SSIS (contractor)
Analyst II - CRM
I
Ryan Underwood
Tim Shidal
I
I
Database
Senior IT
Administrator- DB2 CIS
Business Planner-
I
(contractor)
Requirements
I
1
— — — — — Data Systems — — — — —
Robb Bailey
IT Solutions Manager
Applications
— — — — — —
— — — — — — -
/—
`
Claudia Christeson
David Lopez
Systems Administrator-
Systems Administrator -
CIS Utility Billing
Automated Metering
Sandi Nadatani-Mendez
Kpante Fikou
Technical Support
Technical Support
_
Analyst II - CIS Utility
Analyst I I -Automated
Billing
Metering
Ron Fagan
Leo Rosales
Technical Support
Technical Support
_
Analyst II - CIS Utility
Analyst I I -Automated
Billing
Metering
Florence Stewart
Technical Support
Analyst II - CIS Utility
Christi Eades
Billing (contractor)
Systems-
I
I
MaximAdministrator
Maximo EAM I
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Technical Support
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Laura Walker
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Jeff Ryan
IT Solutions Manager
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Antony Odongo
Senior IT
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Michael Wallace
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Allen Patterson
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RFP 24-0002 Water Customer Information System (CIS) Consultant Last Updated: 1012512023
Addendum No. 1, Page 9 of 9
FORTWORTH.
RFP Cover Sheet
PURCHASING DIVISION
REQUEST FOR PROPOSALS (RFP) No. 24-0002
For Water Customer Information System (CIS) Consultant
Issued: October 31, 2023
PROPOSAL SUBMISSION DEADLINE: December 7, 2023 by 1:30PM Local Time
NO LATE PROPOSALS WILL BE ACCEPTED
Proposal shall be delivered/mailed to: Legal Name, d/b/a and address of Proposer
The Senior Purchasing Manager submitting the Proposal:
City of Fort Worth EMA, Inc.
Purchasing Division, Lower Level, City Hall, 2355 Highway 36 West, Suite 200
200 Texas Street, Fort Worth, Texas 76102 St. Paul, MN 55113
Note: Return this Cover Sheet with the Proposal.
Pre -Proposal Conference will be held in -person
and via WebEx:
9:00 AM (local time) November 9, 2023
Development Conference Room,
City Hall, 200 Texas St., Fort Worth, TX 76102,
Lower Level at the North end of the building
across from the elevators.
Meeting Number (access code): 2550 650 2826
Meeting Password: Qcg2mAcPV72
Meeting Phone Number: 817-392-1111
Meeting link:
htti)s://fortworthtexas.webex.com/fortworthtexas/i.
r)hr)?MTI D=m3dbd 1508ea985fbfd5c77c28cO32bd
c4
For additional information/clarifications regarding
this RFP, please see Section 5.0.
Assigned Buyer: Alyssa Wilkerson
FMSPurchasina Responses(o)fortworthtexas.aov
Authorized Person: Michael Moosavi
Title: Vice President
Signature: !� `
Contact Person Name: Alisa Mann
Phone: ( ) 702-378-7084 Fax: ( ) 651-639-5730
Email: amann@ema-inc.com
Bidder/Supplier ID with City of Fort Worth/
Federal ID Number (TIN): 0000007136/41-1467091
Will contract be available for Cooperative Agreement use? (See Section 29.0) Yes X No
• PDF or Adobe or electronic signature is acceptable on this RFP cover page. The Authorized
Person, by his/her signature, represents that he/she is submitting a binding proposal and is
authorized to bind. By signing and submitting, acknowledges that he/she has received and
read the entire document packet, including all documents incorporated by reference, and
agrees to be bound by the terms therein.
• Proposals must be received in the Purchasing Office by 1:30 P.M., "Proposal
Submission Deadline" AND TIME STAMPED PRIOR TO THE 1:30 DEADLINE IN
ORDER TO BE CONSIDERED. Late bids will be returned or destroyed.
• Proposals must be submitted in a sealed envelope WITH THE RFP NUMBER, RFP TITLE
AND PROPOSER'S LEGAL NAME WRITTEN ON THE OUTSIDE OF THE ENVELOPE. In
case of courier, it should be on the outside of the courier's shipping envelope.
• Bids will be opened and read aloud publicly at 2:OOPM in the Council Chambers.
CITY OF FORT WORTH
FW00" E M A
kNEM18
Water Customer Information System Consultant
Proposal
RFP No. 24-0002
December 7, 2023
1:30 PM CT
Contact: Alisa Mann
amann@ema-inc.com
(702) 378-7084
EMA, Inc.
2355 Highway 36 West, Suite 200
St. Paul, MN 55113
W E MA
hma.
December 7, 2023
Alyssa Wilkerson
City of Fort Worth
200 Texas Street, Lower Level, City Hall
Fort Worth, Texas 76102
Dear Alyssa:
EMA, Inc.
2355 Highway 36 West, Suite 200
St. Paul, MN 55113-3819
phone: 651.639.5600
www.ema-ine.com
We are writing to express our interest in partnering with the City of Fort Worth Water
Department (FWWD) as your strategic partner in evaluating, selecting, and assisting in the
implementation of a modern Customer Information and Billing System (CIS). Our company,
EMA, has a four -decade history of successfully assisting water utility clients, including
similar utilities such as New York City Department of Environmental Protection, Boston
Water and Sewer Commission, the City of Tucson, the City of Baltimore, Central Arkansas
Water, and others.
We are dedicated to enhancing the customer experience and streamlining business
processes for water utilities. Our comprehensive industry experience and understanding of
water utility software solution providers positions us as a knowledgeable and dependable
partner to guide you through the selection and implementation of the most advantageous
CIS solution.
We have selected a highly experienced, multidisciplinary team for this important project. By
partnering with EMA, FWWD will leverage our team's expertise and knowledge gained by
assisting other utilities during selection and successful implementation of CIS solutions. Our
track record of successfully implementing modern CIS solutions has resulted in tangible
improvements in customer satisfaction, improved customer experience, and operational
efficiency for our clients.
Thank you in advance for reviewing our proposal and looking forward to the opportunity to
discuss how our proposal can bring transformative benefits to FWWD.
Sincerely,
Michael Moosavi
Vice President
EMA, Inc.
0
TABLE OF CONTENTS
DOCUMENTATION CHECKLIST................................................................................................1
EXECUTIVE SUMMARY..............................................................................................................3
Our Understanding of the Current Challenges Facing FWWD.....................................................4
PROJECT EXPERIENCE.............................................................................................................7
EMA Brings Extensive Water Utility Experience...........................................................................7
EMA Brings CIS Research Experience.........................................................................................8
EMA Facilitates the Water Customer Care Forum........................................................................9
EMA Plans, Configures, Integrates, Deploys, and Implements Core Utility Information Systems 9
EMA Has Exceptional Water Sector CIS Project Experience.....................................................10
References..................................................................................................................................11
City of Tucson Water Department CIS Selection and Implementation................................11
Boston Water and Sewer Commission CIS Requirements, Selection, and Implementation 12
New York City Department of Environmental Protection Bureau of Customer Services CIS
Replacement........................................................................................................................13
ORGANIZATION CHART...........................................................................................................14
KEYPERSONNEL.....................................................................................................................15
Michael Moosavi, PMP, Principal -in -Charge ..................
Bill Rivers, PMP, CSM, Project Manager/Finance .........
Alisa Mann, Ph.D., Customer Service/Meter-to-Cash SP
Tammy Edinger, PMP, Billing/Meter-to-Cash SME .......
Melissa Telford, Business Process/Meter-to-Cash SME
Marla Hartson, PMP, CSM, Data Conversions ..............
Eddie Cheong, Integrations ...........................................
Sandia Basu, MA, PMP, MBA, Technical Lead .............
15
.........................................................16
........................................................17
.........................................................17
.........................................................18
.........................................................18
.........................................................19
.........................................................19
SCHEDULE................................................................................................................................21
APPROACH AND METHODOLOGY.........................................................................................22
Methodology...............................................................................................................................22
Approach..................................................................................................................................... 22
Risk Mitigation Strategies...........................................................................................................23
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002
ProjectSteps...............................................................................................................................26
Phase 1: Requirements building, process mapping and documentation leading to the
development of an RFP for a CIS solution (RFP 6.1).......................................................... 26
Phase 2: Selection of Software Solution and Implementor (RFP 6.2, 6.2.1, 6.2.2) ............. 39
Phase 3: Implementation and go -live, consisting of implementation and launching the
selectedCIS.........................................................................................................................44
CONFLICT OF INTEREST QUESTIONNAIRE..........................................................................52
CONTRACT EXCEPTIONS........................................................................................................53
APPENDIX A: RESUMES..........................................................................................................56
ADDENDUMNO. 1.....................................................................................................................65
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 ii
0
DOCUMENTATION CHECKLIST
*Proposer shall complete the below to aid in responsiveness*
Refer to Section 33.0 for more information on the below required documents.
Document
Attached?
Page
Yes/No
Number(s) of
Proposal
*Answering No
Required Documents
to the below will
*Proposerwill
result in the bid
need to number
being deemed
each page of
non-
their proposal.
responsive*
A completed and signed Request for Proposals (RFP)
Yes Cover
Cover Sheet
Executive Summary detailing the Proposer's interest
Yes 3
and understanding of the project
Relevant Project Experience: Provide Proposer's and
any sub -consultants' background, number of years in
service, licenses, qualifications and experience
Yes 7
including experience related to the requirements within
this RFP, and past performance with a minimum of
three projects of similar size and scope
Organization Chart: Provide an organization chart
depicting the structure, lines of authority and
communication for all the Proposer's principals, Yes 14
personnel, and subconsultants to be involved in the
project.
Key Personnel: Provide experience of the project team
members of the Proposer and Subconsultants who will
15
actually be performing services described in this RFP. Yes
Resumes,
Provide the personnels' names, roles and relevant
Appendix A,
work history. One -page resumes of key personnel may
page 56
be included as an appendix with proposal submittals.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002
Schedule: Provide a proposed schedule for Phase 1
of the project and demonstrate the Proposer's ability Yes 21
to deliver projects within the schedule timeframe.
Approach and methodology for completing the services
outlined in all three phases of the project, including Yes 22
identification of any key risks and potential mitigation
strategies.
Separate
Sealed
Exhibit B - Cost Schedule Summary Yes Envelope
labeled
"Pricing"
Attachment A - A completed and signed original
Yes 52
Conflict of Interest Questionnaire
Any and all exceptions to the RFP must be listed on an
item -by -item basis and cross-referenced. If there are Yes 53
no exceptions, the Proposer must expressly state that
no exceptions are taken.
Any addendums sent out after the release of the RFP Yes 65
Any other document included in the Solicitation N/A N/A
requiring completion or execution by the Proposer.
Scanned Copy of all required documents on a USB
Drive. Yes
><
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 2
0
EXECUTIVE SUMMARY
In a continuous effort to enhance business process efficiencies and elevate customer
experience, the City of Fort Worth Water Department (FWWD) is soliciting the assistance of a
qualified consulting firm to perform a needs assessment and assist in the development of the
Request for Proposal (RFP) specifications for a Customer Information and Utility Billing System
(CIS) and to assist in selecting and implementing the new CIS for FWWD. FWWD understands
the complexity and demands of selecting and implementing a utility CIS system.
FWWD plans to engage a consulting firm with a range of experience working with water
utilities in modern CIS solutions, best practices in billing procedures, services and
related principles including bill presentment, bill payment and reporting.
FWWD expects the consulting firm to be actively engaged and to use its expertise and
experience to meet FWWD's goals and objectives including:
• A comprehensive assessment of required functionality for the replacement of FWWD's CIS.
• Budget estimations for the replacement of the current CIS and, if required, associated
systems.
• The development of an RFP for the selection of a replacement CIS.
• Completion of an objective, impartial, and confidential selection process.
• Successful contract negotiations with selected vendor(s), in conjunction with the City of Fort
Worth Legal and Water Departments, resulting in an executed contract agreement.
Access to timely, targeted, and accurate data enabling enhanced business services and
empowered customers.
• Streamlining business process by removing non -value activities and process gaps.
• Improved workflows and processes through the use of technology and increased levels of
service.
• Cost effective selection, implementation, and sustainment of the CIS solution and if
required, associated systems and functionality. FWWD is not seeking a customized solution
but desires configurable commercial off -the -shelf software.
EMA is pleased to express our interest in partnering with FWWD to select and implement the
most advantageous modern CIS to ensure FWWD's goals and objectives in improving
efficiencies and enhancing customer experience are met. Our experience with similar projects
and deep understanding of the water utility vendor landscape position us as an ideal partner for
this critical and complex project.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002
We commend FWWD for its proactive commitment to enhancing customer service, streamlining
business processes, and improving overall customer experience. The successful
implementation of Sensus Advanced Metering Infrastructure (AMI) and Meter Sense Meter Data
Management (MDM) is an example of leveraging innovative technologies for operational
efficiency and a desire to elevate customer experience.
Your desire to replace the outdated NaviLine CIS system that was implemented in 1994 with a
modern CIS reflects a commitment to the level of effort needed and desire to address the
challenges involved in this project. This will allow FWWD to adapt to the evolving needs of
FWWD and the ever -changing expectations of your customers. The desire to effect valuable
outcomes is the exact type of project EMA is committed to in the utility industry.
Our Understanding of the Current Challenges Facing FWWD
We understand the challenges that FWWD currently faces. The outdated NaviLine CIS has
been a bottleneck, impeding progress towards meeting your customers' demands and
expectations. The configuration and real time integration limitations of NaviLine CIS, particularly
in terms of expanding the AMI data, present a significant barrier in maximizing the benefits of
the AMI system to improve process efficiencies and deliver optimal service to your customers.
Furthermore, we acknowledge the complexities encountered during the implementation of the
SEW customer portal, underscoring the need for a careful evaluation of the CIS vendor and the
new system.
Legacy NaviLine CIS
The current legacy CIS used by FWWD presents several challenges and limitations. The CIS
system that was offered by CentralSquare and implemented in 1994, is limited in functionality,
configuration, and real-time integration capabilities. The limitations of the current NaviLine CIS
system hinder FWWD's ability to address future and evolving business requirements in meeting
the utility customers' demands and expectations.
One significant drawback of NaviLine CIS is that the system is not built on a modern technology
platform. As a result, it fails to provide the advanced capabilities and flexibility that are standard
in most modern CIS systems to improve efficiency and customer experience. These modern
capabilities offered by CIS vendors include better user interfaces, configuration flexibility, ready -
built integration, intuitive user functionality, streamlined transaction processing, and cloud
technology to enable more efficient meter -to -cash operations.
The absence of essential functionalities and real-time integration capabilities in the NaviLine
CIS has led to significant manual activities within the customer service business processes.
Tasks such as billing exception processing, delinquency/collections management, payment
arrangement, field service and service order management require more time, resources, and
additional tools to complete due to the current system's limitations.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002
Upgrading to a modern, integrated enterprise software solution will not only streamline
operations but also position FWWD to take advantage of emerging technologies and industry
best practices including SaaS/cloud technology, chatbots, artificial intelligence and machine
learning, data analytics tools and dashboards, ease of configuration, and complex billing rate
engine, ultimately contributing to enhancement of the overall efficiency and effectiveness of the
utility services and customer experience.
EMA developed an RFP in 2022 for Tucson Water to replace their current NaviLine CIS.
We worked closely with them to evaluate four Tier One C/Ss.
We ultimately selected one of the Tier One systems and led contract negotiations with
the selected vendor. We are currently overseeing the implementation.
We know what challenges to expect and can lead FWWD to successfully manage them.
Challenges FWWD can expect include:
• FWWD staff have been using the current system a long time and will struggle to adapt to a
modern system. This will lead to multiple iterations to understand new business processes,
the value of the new processes and how to leverage a new system. We understand this and
will ensure the selected vendor approach includes addressing these requirements. EMA will
work closely with the FWWD team to navigate the issues.
• The selected vendor will assume FWWD will require a simple straightforward
implementation. This will allow them to simplify their implementation approach. We will work
with them until they understand these requirements and address them in their schedule and
budget.
• The NaviLine CIS database is complex, difficult to understand and difficult to access. This
coupled with any data quality issues and custom developments that have accumulated over
the years will need to be accounted for and addressed in vendor contract negotiations and
the project planning. Data clean-up is a difficult iterative process under the best of
circumstances, and it is even more difficult in a legacy system such as NaviLine CIS. Our
experience and approach will address this significant issue and ensure it does not break the
schedule or break the budget.
Portal Implementation Challenges
FWWD's partnership with Smart Energy Water (SEW) was aimed to significantly improve the
utility's customer experience through the implementation of modern customer service portal
tools. Unfortunately, SEW's misunderstanding of the requirements, configuration issues, and
lack of skilled resources has contributed to delays and a considerable investment of FWWD
staff's time in addressing configuration issues and retesting the new modifications.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002
Limited Use of AMI Data
FWWD has successfully implemented the Sensus AMI and the Harris Compass Meter Data
Management System (MDMS), enabling the utility to remotely collect meter readings. With
approximately 90% of the 292,000 meters being read remotely, FWWD has significantly
improved operational efficiency and meter reading accuracy. However, despite the successful
implementation of the AMI system, the utility faces challenges in maximizing the potential
benefits of the AMI data due to limitations of the Navil-ine legacy CIS System. The existing
system lacks the advanced functionality needed to fully utilize the data generated by the AMI
system such as use of real-time data to improve billing accuracy, collections, responding to
customer high bill complaints, and customer communication and experience.
EMA is dedicated to ensuring the success of FWWD in achieving its goals of improving
operational efficiencies and enhancing customer experience. We recognize the complexities
associated with selecting and implementing a modern CIS, and we are well-equipped with the
experience and knowledge necessary to mitigate these complexities. We are committed to
leveraging our expertise to guide FWWD through a successful CIS selection and
implementation process to realize your stated goals and objectives. Our proven track record in
assisting our clients in selecting and implementing CIS solutions positions us as a reliable
partner in achieving FWWD's goals and objectives towards meter -to -cash operational efficiency
and enhanced customer experience enhancement.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002
0
PROJECT EXPERIENCE
EMA Brings Extensive Water Utility Experience
Established in 1975, EMA, Inc. boasts over 48 years of delivering management and technology
consulting services to utilities and municipalities. With a team of industry -leading professionals,
EMA specializes in the implementation and integration of enterprise software applications. Our
extensive experience includes implementing core water utility management applications, such
as CIS, electronic bill payment and presentation, CSS, work management systems, CMMS,
GIS, AMI, MDMS, FMS/ERP, SCADA, and call center applications, and integrating these
systems to enhance operational efficiency.
EMA has a proven track record of helping clients achieve significant results, including
increased productivity, cost reduction, risk mitigation, improved customer service, and a
higher return on investment.
We excel in analyzing, recommending, planning, procuring, and managing system and process
implementations for utilities. EMA brings an independent perspective, offering a fresh look at the
factors crucial for decision -making in the selection and implementation of a new CIS. Our team
is committed to providing highly technical and analytical support to aid FWWD in its Customer
Service transformation.
EMA offers a pragmatic perspective enriched by extensive real -world experience, with a specific
emphasis on the water utility sector. Our focus extends beyond successful implementations to
include remediation assistance for challenging projects. This unique approach ensures that we
contribute valuable experience and offer informed guidance, actively participating in the
development of solutions tailored to your specific circumstances. Having collaborated with
virtually all major CIS vendors, EMA maintains vendor independence, enabling us to deliver
objective consulting services to our clients. Our commitment to impartiality means we have no
exclusive relationships that bind us to representing a single software product.
We understand and are experts in the following:
Utility Billing Systems Implementation
EMA has successfully implemented leading CIS solutions, with several ongoing projects. Our
extensive experience allows us to navigate the strengths and challenges of key vendors and
their products.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002
Legacy System Upgrades
EMA has assisted numerous utilities in transitioning from legacy utility billing environments to
upgraded CIS solutions provided by vendors. Recognizing the broad impact of such projects,
we address the concerns of frontline staff dealing with customers and IT staff responsible for
day-to-day support, system administration, and integration duties.
Network of Knowledge and Contacts
Our vast network of knowledge and contacts ensures that, regardless of the chosen approach
or vendor, we likely have experience with the selected system(s) or close relationships with
utilities that do. This provides a readily accessible network of water utility resources and
experiences.
Best Practices and Business Process Optimization
As industry leaders, EMA identifies and implements best practices, collaborating with utilities to
adopt strategies that enhance customer service, operations, maintenance, finance, human
resources, and information technology. Our goal is to ensure that selected or upgraded products
support streamlined business processes and data analytics, empowering staff to sustain and
utilize the configured solution effectively.
Data Conversion Requirements
Recognizing the importance of data conversion and cleanup in CIS projects, EMA collaborates
with clients to define historical data carryover, establishing clear data requirements and
strategies for both current and future needs. This encompasses billing data, cross connections,
service orders, and customer information.
Call Center and Field Operations
EMA specializes in analyzing and redesigning call center and field operations for utilities. We work
closely with organizations to understand customer call reasons, service requests, resource
requirements, and efficiently connect operational aspects. Our approach includes developing
reporting against key performance indicators identified during the analysis and design phase.
EMA Brings CIS Research Experience
THE
EMA served as the principal investigator for Water Research Water
Foundation Project #4583, focusing on Planning and Implementing Research
CIS and AMR/AMI projects. This initiative aimed to identify typical FOUNDATION
activities and best practices within the water industry concerning the
selection, implementation, use, and upgrading of key customer service technologies, viewed
from a Meter -to -Cash (M2C) perspective. The project involved updating decade -old research on
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002
selecting and implementing water utility CIS, conducting new research on maintaining and
upgrading a CIS, exploring the implementation or upgrade of AMR/AMI systems and their
organizational benefits, and delving into M2C cycle focus areas desired by participating utilities.
Conducted in two phases, the project included extensive research
l „- 0.: t ... efforts such as a survey of over 600 water utilities on CIS and
AMR/AMI issues. Survey findings were analyzed to pinpoint leading
PlannJng and mplementingCIS and
Projects
practices, and utility case studies were developed for both CIS and
metering projects. The final report synthesizes project findings and
offers best practice recommendations, providing valuable guidance to
utilities at any stage of the technology life cycle. The report is
fYjRtlY�fIYYYNXYR'YMPIetlYlilr•'Ytl.YIY accessible here: https://www.waterrf.orq/research/projects/plannincl-
�i and-implementinq-cis-and-amrami-proiects.
Figure 1: CIS and Leveraging insights from our extensive CIS project experience and
AMR/AMI Report research results like these, EMA is well-equipped to furnish FWWD
with comprehensive information, addressing potential challenges and
outlining the optimal approach for the successful execution of similar projects.
EMA Facilitates the Water Customer Care Forum
EMA plays a pivotal role as a founding member and organizer of the WCCE
Water Customer Care Forum (WCCF). This non-profit organization
comprises 29 water utilities, each overseeing account management for
between 130,000 and 900,000 accounts. The primary objective of the
WCCF is to establish a platform for customer care executives from water utilities across North
America to exchange information, share resources, and offer diverse perspectives. Drawing
upon the valuable insights gained from this collaborative experience, we bring a wealth of
knowledge to your project.
EMA Plans, Configures, Integrates, Deploys, and Implements Core Utility
Information Systems
EMA's wealth of implementation and integration expertise encompasses a comprehensive
range of core water utility applications. This includes a fusion of CIS, AMR/AMI, Mobile
Workforce Management, Meter Data Management, CMMS, WAMS, GIS, SCADA, Financial
Management Systems, Call Center, 311, and various other systems. We recognize the
intricacies that can complicate CIS planning and implementation projects. From grasping
technical language nuances to addressing complex challenges such as ensuring uninterrupted
billing, fostering customer transparency, and mitigating risks, we understand the spectrum of
operational efficiency requirements. Our adeptness in interfacing and integrating these
fundamental utility systems ensures a sustainable solution that maximizes the utility of metering
data and aligns with your customer service objectives.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002
EMA Has Exceptional Water Sector CIS Project Experience
Table 1: Sample of EMA's Completed or Active CIS -Related Projects
Akron, OH
•
•
•
80,000
Alameda County Water District, CA
•
• •
•
•
•
80,000
Albuquerque, NM
•
•
•
203,000
Allentown, PA
•
•
33,000
Ann Arbor, MI
•
•
•
70,000
Baltimore, MD
•
•
425,000
Bismarck, ND
•
•
•
•
19,000
Boston Water & Sewer Commission, MA
•
•
•
•
88,000
Central Arkansas Water, AR
•
•
•
•
•
•
120,000
Chester Water Authority, PA
•
•
•
•
•
•
50,000
Coachella Valley Water District, CA
•
•
108,000
Columbus Water Works, GA
•
•
•
•
•
75,000
Corpus Christi, TX
•
•
280,000*
Detroit Water and Sewerage, MI
•
•
•
285,000
El Paso Water Utilities, TX
•
• •
•
195,000
Fort Wayne City Utilities, IN
•
•
•
•
100,000
Grand Rapids, MI
•
•
•
•
•
77,000
Greater Cincinnati Water Works, OH
•
•
•
425,000
Greeley, City of (CO)
• •
•
28,000
Hampton Roads Sanitation District, VA
•
465,000
Hartford MDC, CT
•
•
•
•
•
90,000
Honolulu Board of Water Supply, HI
•
•
•
•
•
•
167,000
Long Beach, CA
•
Navajo Tribal Utility Authority, AZ
•
•
•
•
•
60,000
New York City Department of Environmental Protection, NY
•
•
•
•
836,000
Orange County Utilities, FL
•
•
•
115,000
Pasco County Utilities, FL
•
•
80,000
Pinellas County Utilities Dept., FL
•
•
•
130,000
Saint Cloud, FL
•
•
19,000
Saint Paul Regional Water Services, MN
•
•
•
•
•
96,000
San Diego Water Department, CA
•
•
•
280,000
San Francisco Public Utilities Commission, CA
• •
•
155,000
Sanitation District #1 of Northern Kentucky
•
Toho Water Authority, FL
•
•
•
•
100,000
Toronto Water, ON
•
•
470,000
Tucson Water, AZ
•
• •
•
•
•
•
245,000
Waterloo Water Works, IA
•
•
•
26,000
Water Research Foundation, CO
•
•
•
•
•
Range
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 10
References
The following three projects were completed in the past three years and demonstrate EMA's
experience with water utilities similar to FWWD.
City of Tucson Water Department CIS Selection and Implementation (as a part of
the Digital Utility Transformation Program)
Scope of Services Provided
EMA collaborates with Tucson Water (TW) to offer PROJECT INFORMATION
Program Management Services for the Digital Utility
Company Name:
Transformation program, a multi -year initiative City of Tucson, Tucson Water
aimed at enhancing performance, functionality, and
sustainability by reviewing all systems and business Contact Name:
processes within the utility. The program Silvia Amparano, Deputy Water Director
encompasses the replacement of the CIS. In Phone: (520) 837-2102
preparation for selection and implementation, EMA Email: silvia.amparano@tucsonaz.gov
conducted workshops to update CIS business Planned Completion Date: 2025
processes in alignment with M2C leading practices.
EMA has taken charge of developing the CIS RFP, Actual Completion Date: Currently in the
Implementation phase
managing the selection process, assisting in
contract negotiations, and providing ongoing implementation support. This support includes
project management assistance, continual analysis of business processes to align with the
Digital Utility Transformation project's desired outcomes, configuration and testing support, data
clean-up and conversion, interface development, report optimization, end user training, internal
and external communications, as well as go -live support.
Project Team
Principal -in -Charge: Craig Yokopenic
Project Manager: Kristi Ward
Project Team: Bill Rivers, Tammy Edinger, Marla Hartson, Eddie Cheong, Bob Reilly, and
Sandip Basu
Cost of Services
Labor: $3,669,350 — CIS portion of the Digital Utility Transformation program
Total: $3,750,000
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 11
Boston Water and Sewer Commission CIS Requirements, Selection, and
Implementation
Scope of Services Provided
The Boston Water and Sewer Commission (BWSC)
hired EMA to support them in replacing their current
homegrown billing and customer relationship
management system, BESS. EMA provided project
oversight in all phases of the project with the goals
of utilizing commercial -off -the -shelf functionality with
minimal to no modifications and gaining business
process improvement. The project contained three
phases: requirements gathering, vendor selection and
contract negotiation, and implementation. BWSC also
implemented add -on products such as a new customer
web portal and a mobile workforce management solution.
Project Team
Principal -in -Charge: Bill Rivers
Project Manager: Martha Rodriquez
Company Name:
Boston Water and Sewer Commission
Contact Name:
Steve Serino, IT Project Manager
Phone: (617) 989-7673
Email: serinos@BWSC.org
Planned Completion Date: July 2019
Actual Completion Date: September 1, 2019
Project Team: Bill Rivers, Kayla Vogel, Mikey Middlestedt, Mark Germscheid, Marla Hartson,
and Craig Patterson
Cost of Services
Labor: $1,894,083
Total: $2,188,645
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 12
New York City Department of Environmental Protection Bureau of Customer
Services CIS Replacement
Scope of Services Provided
NYC DEP Bureau of Customer Services (BCS) I
retained EMA to assist them with the replacement of
their 20-year-old legacy billing system. The project
was executed in three phases. Phase 1,
Requirements Gathering, was completed in August
2017. During this phase, an in-depth document
analysis and review of BCS's business processes
was conducted. With the information gathered, a
Request for Proposal was written. Phase 2, Vendor
Selection and Contract Negotiation was completed
in the first quarter of 2019. Phase 3,
Implementation, kicked off in the second quarter of 201
system in September 2021.
Project Team
Principal -in -Charge: Terry Draper
Project Manager: Loren Walberg
Company Name:
New York City Dept. of Environmental Protection
Contact Name:
Albert Kramer, Project Director
Phone: 718-595-4151
Email: akramer@dep.nyc.gov
Planned Completion Date: May 2021
Actual Completion Date: September 2021
9. NYC DEP went live with its new billing
Project Team: Marla Hartson, Judy Kulp, Troy Brown, Meghana Sawant, Mickey Middlestedt,
Bill Rivers, Leslie W. Black, Lea Anderson, Tammy Edinger, Sandip Basu, and Kayla Vogel
Cost of Services
Labor: $6,282,711
Total: $6,648,108
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 13
0
ORGANIZATION CHART
The following organization chart shows the structure of EMA's project team.
Alisa Mann
Bill Rivers
Tammy Edinger
ita Conversions Integrations
..
Michael Moosavi
Melissa Telford
Sandip Basu
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 14
• KEY PERSONNEL
Michael Moosavi, PMP, Principal -in -Charge
Michael is an EMA Vice President who helps clients develop and implement targeted business
strategies. He has more than 25 years of experience in management consulting, customer
service improvement strategies, and large-scale technology implementations. Michael has
focused his efforts on Customer Service, SaaS, Cloud, Business Processes, and other
enterprise management strategies.
Relevant Work History
• Leadership Strategy and Customer Service Organizational Assessment, New York City
Department of Environmental Protection, NY, Management Consultant.
• CIS Selection and Implementation, Central Arkansas Water, AR, Executive Sponsor.
• Customer Service Bureau Marketing Plan, Greater Cincinnati Water Works, OH, Project
Advisor.
• Customer Service and Mobile Workforce Management process improvement, City of Fort
Worth, TX, Management Consultant.
• AMI Business Case Development, City of Fort Worth, TX.
• Information Technology Strategy Development and CIS Selection and Implementation, City
of Murfreesboro, TN, Management Consultant.
• Business Application Technology Master Plan, City of Calgary, AB, Project Advisor.
• Business Strategy Development and Implementation, City of Chicago Department of Water
Management, IL, Project Director and Principal in Charge.
• Business Strategy Development, selection, Oracle CC&B Implementation Management,
Greenville Utilities Commission, Greenville, NC, Project Director and Principal in Charge.
• Engineering and Technology Program Implementation and CIS Implementation
Management, Henrico County Department of Public Utilities, Henrico, VA, IT Strategy.
• Information Technology Development and CIS Selection and Implementation, City of
Georgetown, TX, IT Advisory.
• Oracle CC&B Project Implementation Turnaround Project, Cleveland Water, OH, Project
Advisor.
• CIS Integration, Connexus Energy, Minneapolis, MN, Program Manager.
• CIS implementation and change management, Charlotte Mecklenburg Utilities, NC,
Management Consultant.
• Mobile Workforce Management Implementation, Charlotte Mecklenburg Utilities, NC,
Management Consultant.
• Texas Water Development Board, Austin, TX, Deputy Executive Administrator (COO) and
CIO.
• Texas General Land Office, Austin, TX, Deputy CIO and GIS Director.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 15
Bill Rivers, PMP, CSM, Project Manager/Finance
With over 28 years of expertise in implementing CIS and ERP systems, Bill possesses a wealth
of experience in overseeing CIS, AMI, and ERP projects. He holds certifications as a Certified
Project Manager (PMP) and a Certified Scrum Master (CSM). Beyond his role in managing
sizable projects, Bill has assumed diverse project responsibilities, including Quality Assurance
manager, Testing manager, functional lead, and business analyst. Prior to his consulting career,
Bill served as a Controller for several prominent corporations. His extensive background equips
him to deliver effective solutions for our clients.
Relevant Work History
• Information Technology Business Operations Plan, Tucson Water, AZ, Meter -to -Cash
Business Process Re -engineering.
• CIS Implementation, Boston Water and Sewer Commission, Boston, MA, Project Sponsor.
• CIS Requirements, RFP, Selection and Implementation, Central Arkansas Water, Project
Manager / Meter -to -Cash Subject Matter Expert.
• Customer Service Organizational and Business Process Assessment, City of Greeley Water
Utilities, Greeley CO, Customer Service Meter -to -Cash Subject Matter Expert.
• CIS Implementation — CIS Infinity (AUS), Columbus Water Works, Columbus, GA, Project
Manager / Meter -to -Cash Subject Matter Expert.
• CIS Requirements, Selection, and Implementation, New York City Dept. of Environmental
Protection, New York, NY, Subject Matter Expert.
• CIS Upgrade — Cayenta Utilities Version 7.8, City of Grand Rapids Water Department, MI,
Project Manager.
• CIS Implementation — Itineris CIS, City of Baltimore Department of Public Works, MD,
Testing Manager.
• AMI Meter Data Analytics, Water Research Foundation, Author, Editor.
• CIP Capital Program Management Process Improvement, El Paso Water Utilities, TX,
Project Manager / Subject Matter Expert.
• CIS / ERP Requirements, Request for Proposal, and Vendor Selection, Macon Water
Authority, GA, Project Manager / Subject Matter Expert.
• CIS Implementation — CIS Infinity (AUS), Fort Wayne City Utilities, IN, Subject Matter
Expert.
• CIS/ERP System Assessment, Erie County Water Authority, Subject Matter Expert.
• AMI Implementation — Sensus Metering Systems / SmartWorks MDMS / Cayenta Utilities,
Bryan Texas Utilities, TX, Project Manager.
• SunGard HTE/Navaline Upgrade to ONESolution, City of Bryan, TX, Project Manager.
• Peace Utilities Billing Implementation, Direct Energy, Project Manager.
• Cayenta Customer Information System, Bryan Texas Utilities, TX, Project Manager.
• PeopleSoft Implementation, 407ETR (Canadian Tolling Highway), Project Manager.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 16
Alisa Mann, Ph.D., Customer Service/Meter-to-Cash SME
Alisa is an executive leader with 30 years of experience as the voice of the customer. She is a
highly skilled and dedicated professional leading customer -centric initiatives, supporting
managers, supervisors, support professionals, technicians, and front-line staff, to provide an
exceptional customer experience. She spent 21 years at a water utility overseeing the
organization's entire relationship with its customers and driving efforts to assess and elevate
experiences at each touch point across the customer journey. While there, she implemented
technology to support the power shift of customers requiring easier access to information and
data. Alisa is committed to providing world -class customer service while balancing the needs of
the customer and the business. She also has strong technical skills with business software tools
and applications and experience managing remote teams.
Relevant Work History
• EBPP RFP Assistance, San Francisco Public Utilities Commission, CA.
• CIS Support, New York City Department of Environmental Protection, NY.
• Digital Management, Tucson Water, AZ.
• PeopleSoft, Oracle CC&B, and Oracle C2M System Implementations, Las Vegas Valley
Water District, Executive Sponsor.
• Director, Customer Care & Field Services, Las Vegas Valley Water District.
• Customer Services Manager, Las Vegas Valley Water District.
Tammy Edinger, PMP, Billing/Meter-to-Cash SME
Tammy has more than 20 years of information technology experience with expertise in leading
teams through system implementation initiatives, change management improvements, and
ongoing daily support. Tammy is a Project Management Professional (PMP).
Relevant Work History
• CIS Implementation Support, NYC Department of Environmental Protection, NY, Business
Process Lead. Post Go -Live stabilization Project Manager.
• Information Technology Business Operations Plan, Tucson Water, AZ, Business Process
Lead.
• CIS Implementation, Central Arkansas Water, AR. Meter -to -Cash Subject Matter Expert.
• CIS Implementation Specialist, Cape Fear Public Utility Authority, NC, Professional Services
Manager.
• CIS Implementation Specialist, Dakota Electric Cooperative, Inc., MN, Professional Services
Manager.
• Cayenta CIS Implementation Project Manager, Clay Electric Cooperative, Inc., FL.
• AMR Data Services Supervisor, Lee County Electric Cooperative, Inc., Fort Myers, FL.
• Project Manager, Lee County Electric Cooperative, Inc., Fort Myers, FL.
• Business Analyst, Lee County Electric Cooperative, Inc., Fort Myers, FL.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 17
Melissa Telford, Business Process/Meter-to-Cash SME
Melissa is a detail -oriented consultant with more than 10 years of utility industry experience.
She is well -versed in utility business processes, AUS CIS Infinity, Cashiering systems, and
Utility Customer Service. Melissa is client and process -focused, with strong troubleshooting,
technical, and problem -solving skills.
Relevant Work History
Technical Analyst, Customer Success, Advanced Utilities — Multiple projects across the US
and Canada.
• System Administrator I, City of Independence, Independence, MO.
• Customer Service Supervisor, City of Independence Utilities, Independence, MO.
Marla Hartson, PMP, CSM, Data Conversions
Marla has more than 30 years of experience in providing project management and information
technology planning, analysis, and implementation services. Her technology expertise includes
customer information systems (CIS), laboratory information management systems (LIMS), asset
and work management systems, internal and external interaction systems, and plant operations
support. Marla's industry contributions include serving as chair of a research committee,
delivering conference presentations, authoring articles for publication in industry periodicals,
and contributing to an industry Information Technology Manual of Practice.
Relevant Work History
• CIS Selection and Replacement — CIS Interfaces and Data Cleansing, New York City
Department of Environmental Protection, NY, Technical Lead.
• CIS Implementation — CIS Infinity (AUS), Columbus Water Works, Columbus, GA, Project
Manager / Interfaces Lead.
• CIS Selection and Implementation — CIS Interfaces and Data Cleansing, Backflow and
Testing, Central Arkansas Water, AR, Technical Lead.
• Information Technology Business Operations Plan, Tucson Water, AZ, Functional Lead.
• CIS Phases 1-III, Requirements, Selection, and Implementation, Boston Water and Sewer
Commission, MA, Technical Subject Matter Expert.
• CIS Interfaces, Baltimore Department of Public Works, MD, Data Cleansing and Data
Migration Lead.
• CIS Requirements, Waterloo Water Works, IA, Analyst.
• CIS Interfaces Coordination, Grand Rapids Water System, MI, Analyst.
• Electronic Payment Processing Contract Negotiation Preparation, Greater Cincinnati Water
Works, OH, Technical Documentation Lead.
• Regional 3-1-1 Service Center Feasibility Analysis, Orange County, CA, Analyst.
• Utility Billing and Account Management System Selection and Implementation, Pasco
County, FL, Implementation Services Project Manager.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 18
• Information Technology Master Plan Update, Columbus Water Works GA, Project Manager.
• Information Technology Master Plan, Alameda County Water District, CA, Senior Analyst.
• Strategic Information Technology Master Plan — Plan 2014, El Paso Water Utilities, TX,
Senior Analyst.
• Information Technology Master Plan, Toho Water Authority, FL, Project Manager.
• Management Information Systems Master Plan, Mount Pleasant Waterworks, SC, Technical
Lead.
• Strategic Technology Master Plan, Miami -Dade Water and Sewer Department, FL, Analyst.
• Business Technology Master Plan, Dallas Water Utilities, TX, Consultant.
• User Interface and Database System Redesign, MCES Environmental Information
Management System (EIMS) Phase I, System Architect.
Eddie Cheong, Integrations
An experienced application consultant and manager, Eddie has specialized in utilities and
software implementations and integrations with 10 years of utility industry experience. He has
performed 20+ combined Customer Information Systems and Meter Data Management
implementations with an average of 15 integrations per project. An effective communicator, he
is capable of translating functional requirements into technical solutions, using industry best
practices to fit each client's needs.
Relevant Work History
• AUS CIS Upgrade, Toho Water Authority, FL.
• GIS Organization and Practices Assessment, City of Greeley, CO.
• CIS Readiness Assessment, City of Greeley, CO.
• CMMS Project, Parker Water and Sanitation District, CO.
• IT Master Plan, Parker Water and Sanitation District, CO.
• Digital Management, Tucson Water, AZ.
• AMI Integration Project, Univerus, Peterborough, ON, Professional Services Lead.
• AMI Integration Project, Util-Assist, Newmarket, ON, Utility Consultant.
• CIS Project, Advanced Utility Systems, Toronto, ON, Team Lead — Professional Services.
• CIS Project, Advanced Utility Systems, Toronto, ON, Application Consultant/Tech Lead.
• CIS Project, Rogers Wireless, Toronto, ON, Quality Assurance Analyst.
Sandip Basu, MA, PMP, MBA, Technical Lead
Sandip is an accomplished and results -driven Information Technology leader with broad -based
expertise overseeing technical infrastructure and IT projects, leading in digital transformation.
His expert leadership has benefited internal operations and external client companies in the
manufacturing, financial services, municipal, and utility industries. Sandip is an effective
communicator who builds and leads high performing project teams. He navigates the complex
and changing landscapes of business and technology to achieve high positive return on
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 19
investment in challenging, highly visible, and time -sensitive environments. Sandip has particular
interest in leveraging technical innovation and advanced solutions to achieve the best results for
the business and its customers, while keeping the focus on people aspects of a change
environment.
Relevant Work History
• Wastewater Treatment Division's Enterprise Asset Management Systems Assessment,
Selection, and Upgrade, King County, Seattle, WA, Project Manager.
• San Francisco Public Utilities Commission Customer Service and Supporting Technology
Strategic Plan Development, Project Manager.
• IT Business Operations Plan, Tucson Water, Tucson, AZ, CIS and Technology SME.
• CIS Requirements, Selection and Implementation, Central Arkansas Water, AR, Technology
Integration and Conversion Lead.
• CIS Requirements, Selection, and Implementation, New York City Department of
Environmental Protection, Principal Consultant and Technology and QA Track Lead for the
CIS Program.
• IT Master Plan, Columbus Water Works, Columbus, GA, IS/IT SME.
• AMI Assessment, RFP, Selection, and Implementation Project, Alameda County Water
District, Fremont, CA, Integration SME.
• IS Governance, Central Arkansas Water, Little Rock, AR, Principal Consultant.
• CIS, CSS, EBPP Implementation Program, Greater Cincinnati Water Works, Cincinnati,
Ohio, Consulting Program Manager.
• CIS, Mobile WFM, CSS Deployment, DC Water, Washington, D.C., Consulting Technology
Project Manager.
• Oracle Consultant, Interactive Business Systems, Cincinnati, OH.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 20
0
SCHEDULE
The projected duration will be approximately seven months, dependent upon workshop
scheduling and required resource availability. A detailed schedule will be developed with
FWWD to include a detailed work plan, dependencies, FWWD staff availability, and EMA team
collaboration with FWWD. The following is a high-level initial project schedule that is subject to
further planning with FWWD.
Table 2: Phase 1 Project Schedule
Requirements,Phase 1: Documentation,Development of RFP Month 1 Month
2 Month 3 Month 4 Month 5 Month 6
Task 1: Project Management I
I
6.1-Task 2: Mobilization and Kickoff Ca
6.1.1: Conduct a comprehensive assessment
6.1.2: Identify necessary resources and City personnel to be involved in the RFP
6.1.3: Conduct a comprehensive needs assessment and analysis
6.1.3-Task 1: Business Process and Requirements
6.1.3-Task 2: Interface and Integration Requirements
6.1.3-Task 3: Technical Requirements & Emerging Technology Opportunities i
6.1.3-Task 4: Data Conversion Requirements I
6.1.4: Assess the business drivers for technologies
6.1.5: Define the approach to CIS and implementor selection
11
6.1.6: Author a comprehensive RFP for CIS replacement.
I I�
6.1.7: Identify and document opportunities for efficiencies, cost, and risks
1
6.1.8: Propose solutions and estimate total cost of ownership
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 21
• APPROACH AND METHODOLOGY
Methodology
EMA's proven methodology, based on industry leadership and collaborative innovation,
will guide FWWD's CIS selection and implementation process.
Selecting and implementing a new CIS is a significant enterprise undertaking. It involves
acknowledging vulnerabilities, letting go of the familiar and comfortable, and balancing business
risks against business values. The selected CIS must meet all FWWD's defined business goals
and objectives and gain organization acceptance.
EMA has extensive experience with CIS projects and our approach capitalizes on our deep
understanding of the meter -to -cash cycle. Our comprehensive water industry business
knowledge, coupled with our technical expertise, enables us to provide practical and proven
solutions and guidance. We continuously monitor the CIS vendor solution strategy to make sure
we recommend the best and most cost-effective solutions to our clients.
EMA's customer service selection and implementation
methodology has evolved over 42 years of working with public
and private water utilities. Our methodology is designed to
promote effective application of organizational change,
practices, and technology to support the evolving business and
customer needs of an organization.
Our methodology strategically integrates key elements for
success. By addressing the people, processes, technology,
information, and customers, we ensure a holistic and
collaborative CIS selection and implementation approach.
Approach
Figure 2: EMA's OPT Methodology
EMA's approach facilitates a customer -centric model, enhancing overall customer
experience.
EMA facilitates the alignment of FWWD's customer -centric objectives and requirements with a
modern CIS solution that enables seamless interaction between various stakeholders. Our
approach places a strong emphasis on:
• Thoroughly understanding, documenting, and communicating FWWD's goals and objectives
for process efficiencies and customer service improvement.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 22
• Understanding and optimizing the 150 "as is" business processes that have been developed
by FWWD by eliminating manual activities, duplication of effort and miscommunication.
• Clear documentation and communication of the business and technical requirements to
prevent rework, delays, misunderstandings, and frustrations that currently exist with SEW
portal implementation.
• Addressing the enterprise view of the FWWD organization, processes, data, and
stakeholder interaction to potentially consolidate the various systems currently being used to
support the meter -to -cash processes.
• Data analytics, reporting, and dashboard capabilities to facilitate meter -to -cash data
transparency and informed decision making.
• Collaboration and teamwork to encourage employee involvement and buy -in.
Our approach is designed to create an integration of all critical components, establishing a solid
foundation for the efficient and effective operation of a robust Customer Information System.
Risk Mitigation Strategies
CIS implementation projects are inherently risky due to the complexity and integration with other
key systems. FWWD will be faced with many challenges during the implementation of the
system. Proactive risk management is a key to ensuring project success.
EMA will use our proven risk mitigation methodology to proactively identify and mitigate risks,
ensuring the success of the CIS project. The risk assessment phase will identify and evaluate
each risk ranging from technical, operational, or potential user resistance. In collaboration with
the FWWD project team, a custom risk mitigation strategy and proactive measures are
developed to address each risk. During the project, we will work with the FWWD project team to
review the risk log and update the probability and impact of each risk. Below are common risks
occurring during CIS projects.
Executive Support
Lack of executive support for the selection and implementation of the new CIS presents a
substantial risk to the success of the project. Without an executive sponsor or steering
committee, the project will face many challenges including lack of strategic alignment,
inadequate cross functional project resources, limited budget, project delays, and insufficient
buy -in threatening the success of the project.
EMA's methodology includes a project charter that serves as a guiding document. It outlines the
roles and responsibilities of the executive sponsor and actionable steps including providing
strategic direction and guidance, championing the project at the highest level of the
organization, removing barriers, and making sure decisions are made in a timely manner for a
successful implementation of the CIS system.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 23
Data Clean Up
The risk of inaccurate and inconsistent
customer or account data poses a significant
risk during the transition to a new CIS. Bad
data can result in errors and confusion during
testing and training, delaying the project
implementation schedule. Bad data, if not
cleaned and not detected during the
implementation, may result in inaccurate bills
Data
• Investigate and address CIS data quality
issues
• Begin data cleanup
• Review open service orders and bring to
resolution
to customers leading to customer
dissatisfaction and decreased trust. To mitigate these risks, EMA recommends FWWD develop
and execute a data cleanup plan. This involves thoroughly reviewing and updating customer
information before and during the migration to the new system.
Dedicated Project Team
Organization and Staff Readiness
• Evaluate staffs skills and roles
• Impact on daily operations during project
Lack of a dedicated project implementation
team may result in significant risks such as
lack of accountability, project delays and
additional cost. To mitigate this risk, FWWD
Backfilling plan should consider a cross -functional team of
• technology, data management, business
• Project team location subject matter experts and a project manager.
• Educate staff in customer self-service By investing in a dedicated and
options and CIS/mobility emerging knowledgeable team FWWD can enhance
trends collaboration, streamline decision -making
processes, and ultimately increase the
likelihood of a successful and timely CIS project implementation.
Data Migration
One major risk is the potential for data
migration issues. Transition to a new CIS
requires accurately and seamlessly
transferring large amounts of customer data.
This can be complex, leading to errors, data
loss, or inconsistencies. A mitigation strategy
is to develop a comprehensive data validation
Data Migration
• Develop data migration strategy
• Develop and test data validation
scenarios
• Develop and test data migration
test scenario. Data migration procedures procedures
should be tested before implementation. Each
phase of testing before implementation should include data validation.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 24
Scope Change
Another potential risk is the desire by
Prevent Scope Creep management or stakeholders to expand the
• Develop project charter scope of the project by introducing new
• Include project governance criteria requirements late in the project
• Obtain consensus on project charter
implementation resulting in rework, delays,
and additional cost to the project. A mitigation
strategy is to include in the project charter
how additional scope and requirements are addressed. The project charter will be reviewed and
agreed on by management and stakeholders before project initiation.
Change Management
Another significant risk is resistance to
change among employees. Developing "to Change Management
be" business processes and introducing a • Develop a change management program
modern CIS often requires employees to • Develop and implement communication
adapt to new processes, policies, and user strategies
interfaces. This resistance can impede the
successful implementation of the system. To Include key employees early in the
address this risk, comprehensive change decision making
management programs, including training
sessions and communication strategies, should be implemented. Involving employees early in
the decision -making process and highlighting the benefits of the new system can help build a
positive attitude towards change, promoting a smoother transition.
Cybersecurity Risk
Cybersecurity threats pose a considerable
Cybersecurity Risk
risk to the integrity and confidentiality of
• Implement robust cybersecurity
customer information in a modern CIS.
measures, including encryption, firewalls,
FWWD must implement robust cybersecurity
and regular security audits, to protect
measures, including encryption, firewalls, and
sensitive customer data
regular security audits, to protect sensitive
• Create a culture of cybersecurity
data. Creating a culture of cybersecurity
awareness
awareness among employees through
training and education is also crucial in
preventing and mitigating potential breaches.
Careful consideration of PCI and PH data storage
and validation helps mitigate security risks.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 25
Cost Overruns and Budgetary Constraints
Cost overruns and budgetary constraints are
common risks in CIS implementation projects.
Together the EMA and FWWD project
managers will regularly monitor, evaluate, and
control the project expenses. Frequent and
transparent communication about any
potential budget adjustments can help
mitigate financial risks and ensure the
successful implementation of a modern CIS in
water utilities.
Project Steps
Cost Management
• Ensure comprehensive requirements
and buy -in early in the project
• Project Managers to regularly monitor,
evaluate, and control project budget
• Communicate any potential budget
overrun risks
Phase 1: Requirements building, process mapping and documentation leading to
the development of an RFP for a CIS solution (RFP 6.1).
The goal of Phase 1 is to develop a solid understanding of the current environment, finalize the
business processes, develop business requirements and assist with the RFP development.
During this phase EMA will conduct a comprehensive assessment of the existing environment,
including NaviLine CIS, the hundred fifty business processes developed by FWWD, interfaces,
integrations, and other ancillary systems.
EMA will act in a dedicated partnership with FWWD to improve business processes, reduce
manual activities, eliminate duplication, and reduce rework. Our processes and methodologies
are mature, and deliverables go through an internal review for quality, accuracy, and
professional standards before client submission. We ensure our work and deliverables are of
the highest quality and meet clients' expectations. Our project manager regularly monitors and
controls project execution to proactively address issues. We provide weekly and monthly status
reports with identified risks and action items that allow for consistent validation of work in
progress.
6.1-Task 1: Project Management (RFP 6.1).
Project management plays a vital role during the selection and implementation of a new CIS
system. It ensures a collaborative approach, high levels of communication, management of
dependencies, development and execution of the project schedule, management of resources,
and mitigation of project risks. During this critical phase, EMA's project manager will ensure that
requirements are clearly defined, objectives are understood, risks are mitigated, and deadlines
are met. Project management during the first phase of the project will lay the foundation for the
subsequent phases of the software vendor solution selection and implementation.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 26
Deliverables:
• Comprehensive project plan and schedule
• Risk management plan
• Communication plan
• Detailed project charter document
6.1-Task 2: Mobilization and Kickoff (RFP 6.1).
This task entails the coordination of the EMA project team and the formulation of data requests
for FWWD. The requested data serves as the groundwork for understanding FWWD's existing
CIS -related business processes and business rules. EMA will lead and facilitate a one -day on -
site workshop to discuss stakeholder visioning and objectives, finalization of the project plan in
collaboration with FWWD, establishment of the CIS project team, and execution of the project
kickoff. The mobilization workshop will address crucial aspects such as validating project goals,
project governance, defining measures of success, addressing assumptions and constraints,
outlining roles and responsibilities, and establishing the project schedule.
Deliverables:
• Data request
• Stakeholder visioning meeting and documented vision
• Project kickoff meeting and agreed upon project schedule
6.1.1: Conduct a comprehensive assessment of FWWD's current CIS, business
processes, interfaces, integrations, shadow systems, and technology constraints
(RFP 6.1.1 & 6.1.12).
EMA will conduct a comprehensive assessment of the current environment. This assessment is
critical in understanding the CIS functionality limitations, business process inefficiencies and
bottlenecks, and technology gaps. The comprehensive approach to the assessment will equip
us with the knowledge necessary to recommend improvements tailored to the specific needs of
FWWD.
• NaviLine CIS Assessment — Our project team recently completed an assessment of
NaviLine system for the City of Tucson and is intimately familiar with its limitations. EMA will
apply the knowledge and experience learned from Tucson and prior projects to FWWD's
project. We will examine the following:
o Evaluate how the NaviLine CIS system manages customer data, including
account creation, updating customer information, and handling account
relationships.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 27
o Assess the billing functionalities, including invoice generation, payment
processing, and handling of various billing scenarios.
o Assess how the CIS handles service requests, order processing, and service
provisioning.
o Evaluate how CIS manages the AMI meter data, readings, and related
processes.
o Evaluate NaviLine CIS response time for common operations for acceptable
performance.
o Assess NaviLine CIS capability to generate reports based on specific business
needs.
• As -Is Business Process Assessment — Prior to the kickoff meeting we will review the 150
business processes developed by the FWWD team to get a good understanding of the
process gaps, inefficiencies and interaction with systems and data flows before we are
onsite at FWWD. The business process review will accelerate the workshops and facilitate a
more meaningful and effective assessment. We will review the 150 business processes that
have been documented by FWWD with the focus on:
o Review, update and consolidate existing business process maps.
o Identify gaps, bottlenecks, redundancies, and areas for improvement in the
workflow.
o Identify areas where customer satisfaction can be improved.
o Assess the flow of activities among different work units for efficiency and flow of
information.
o Define key performance indicators (KPIs) relevant to the meter -to -cash
operation.
o Evaluate the effectiveness of existing technology solutions.
o Assess the integration of technologies with business processes.
o Identify opportunities for the adoption of new technologies to enhance efficiency.
• Interfacinq Svstems and Interfaces — FWWD uses Mulesoft Enterprise Service Bus (ESB) to
interface the NaviLine CIS system with other key interfacing systems. EMA will evaluate the
integration capabilities and method of integration of each system including the NaviLine CIS,
Sensus AMI, Harris Compass Meter Data Management System (MDMS), Compass MDM,
MRSP, ESRI GIS, Oracle CRM, Selectron IVR, Smart Energy Water (SEW) customer web
portal, Paymentus payment processing, Dataprose bill presentation and PeopleSoft financial
system. We will focus on reliability and performance of the interfaces and document
recommendations to reduce potential bottlenecks or points of failures. Based on our
understanding of the marketplace we may also recommend consolidating a specific
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 28
interfacing system to improve efficiency and data sharing. We will assess the following key
elements of the interfacing systems:
o Assess the ability of the NaviLine CIS to effectively integrate with AMI systems
for real-time meter data, including data retrieval, validation, and processing.
o Assess the accuracy of the data transferred between NaviLine CIS and Sensus
AMI system, especially for billing and customer usage analytics.
o Assess how well the NaviLine CIS interfaces with Compass MDM to manage and
validate meter data throughout the data lifecycle.
o Assess how the NaviLine CIS handles events or anomalies detected by
Compass MDM and whether it triggers appropriate actions.
o Evaluate the integration between NaviLine CIS and MRSP for seamless handling
of service orders, including work order creation, status updates, and completion
notifications.
o Examine how exceptions, such as failed meter readings, are communicated and
resolved between the NaviLine CIS and MRSP.
o Assess how the CIS incorporates spatial data from ESRI GIS for accurate
premise -based customer information.
o Evaluate the integration for managing and updating asset (meter, valve, ERT,
etc.) information in the CIS based on GIS data.
o Check if the NaviLine CIS utilizes GIS data for map visualization of customer
locations and service areas.
o Understand in general the data flow between GIS, NaviLine CIS and other data
sources.
o Assess the integration between CIS and PeopleSoft for employee data, payroll
information, and HR-related processes.
o Assess how financial transactions, such as invoicing and payment processing,
are managed between CIS and PeopleSoft.
o Assess the performance and reliability of the Mulesoft Enterprise Service Bus
(ESB) middleware connecting NaviLine CIS and PeopleSoft, ensuring data
consistency and timeliness.
• Shadow Svstems — The use of spreadsheets, Access databases, or other ancillary systems
for daily activities or individual use can present disadvantages, particularly when it comes to
data sharing and transparency. One primary drawback is the lack of centralized control and
visibility. Shadow systems are often managed independently by different departments or
individuals, leading to data silos where information is compartmentalized and not readily
accessible across the organization. This fragmentation limits collaboration, decision -making,
and understanding of the enterprise view of the data. EMA will work with FWWD to identify
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 29
and assess the shadow systems and make recommendations to replace the functionality
and data in the CIS system. Following are the steps we will take to assess the shadow
systems:
o Identify and document existing shadow systems within FWWD customer service,
billing, and field operations. This includes spreadsheets, databases, manual
processes, or any workaround solutions created to meet specific needs.
o Meet with the owner of the shadow systems to understand the requirements for
the shadow systems.
o Identify the limitation or gap of the NaviLine CIS to perform the requirements of
the shadow systems.
o Document the functionalities of the shadow systems.
o Include the shadow system requirements in the new CIS RFP.
• Data Quality — Data quality is characterized by the extent to which information consistently
aligns with the requirements and expectations of users in achieving their business
objectives. EMA has devised a proprietary process for evaluating data quality, drawing from
customer relationship management techniques and streamlined to deliver rapid and
substantial benefits. Our methodical Data Quality Assessment identifies the origins of data
issues and quantifies their impact. Prioritization of opportunities for change is based on their
potential to yield enduring enhancements. Issues revealed through this process may
include:
o Absence of essential information.
o Identification of outdated and/or poor -quality data.
o Misalignment between application processes and business requirements, often
requiring error -prone workarounds.
o Gaps in processes leading to direct financial consequences.
The data quality assessment initiates with two structured workshops. The first involves a
group of up to twenty application users, while the second consists of up to ten power users
and technical support staff. Each group undergoes a survey to comprehend their roles in
working with the application. Subsequently, the team engages in a structured brainstorming
activity aimed at uncovering known and ongoing issues integral to daily organizational
processes. Based on these workshops, EMA will generate a comprehensive list of identified
issues along with corresponding recommendations.
• Technoloav Constraints — Technology assessment is an important step in understanding the
readiness of FWWD to transition to a new modern CIS and Cloud environment. EMA will
review and discuss FWWD's IT strategy and ensure the new CIS and its components are
aligned with the future IT strategy. We will Identify the specifications, capacities, and
constraints of the current infrastructure. This includes assessment of the compatibility and
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 30
limitation of the existing systems, network performance, software version, and databases to
ensure compatibility and alignment with the new CIS and IT strategy. The technology
assessment will also include:
o Evaluating the technology supporting various communication channels (phone,
email, chat, social media), including existing integrations.
o Evaluating the existing network infrastructure in light of changing technology
requirements.
o Assessing the ability to provide a seamless and consistent experience across
multiple channels.
o Assessing the effectiveness of analytics in improving customer service processes
and identifying areas for improvement.
o Evaluating the availability of real-time reporting and dashboards for monitoring
key performance indicators (KPIs) and team performance.
Deliverables:
Assessment report including:
o NaviLine CIS assessment and limitations
o Business process review and identified gaps
o Customer service KPIs
o Interfacing systems and interface limitations
o List of shadow systems to be replaced by CIS and other system of records
o Technology constraints
6.1.2: Identify necessary resources and City personnel to be involved in the RFP
specifications building, process mapping, and workflow documentation process
(RFP 6.1.2).
EMA recommends the creation of a dedicated cross -functional team with expertise in the
NaviLine CIS and technology environment. The project team should include technology
professionals, data analysts, customer service business process specialists, and
representatives from the city and the water departments impacted by the new system. EMA will
work with FWWD management to identify and recommend City and necessary staff
augmentation consultants required to resource the project and backfill resources to maintain
quality operations. The typical resources involved at this phase may include:
• Project Manager: This is a critical role for the project and requires an individual with overall
project management, coordination, facilitation, risk, and time management expertise. FWWD
plans to hire a project manager reporting to the IT Manager.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 31
• Technical Project Lead: Individual with comprehensive understanding of FWWD's
technology infrastructure to assist with technical requirements for the new CIS. This person
will call in other technical experts as required to support the various applications, systems
and integrations involved in the project.
• Subject Matter Experts (SMEs): Resources with expertise in specific areas including
metering, customer service, billing and collections, service order management and
technology. These resources should be committed full-time to the project. These individuals
should have the authority to approve business process changes within their area of
representation and the discretion to know when changes might require broader discussion
and approval.
• Business Analysts: Individuals skilled in translating and documenting business processes
and requirements.
• Data Analysts: Individuals who can analyze and visualize data related to the current
processes.
• GIS Specialist: Individual with the ability to understand current GIS practices relating to land
ownership and how information flows into GIS and to and from NaviLine CIS. Preferably this
person will be able to design and implement changes as well as pull in additional resources
as required.
• City Procurement Specialists: Individuals familiar with the city's procurement processes and
regulations.
• Project Stakeholders: Representatives from various city departments involved in or affected
by the project.
Deliverable:
• City and optional staff augmentation resources, time commitment and engagement schedule
6.1.3: Conduct a comprehensive needs assessment and analysis of FWWD's future
CIS system, including improvement to business processes, hardware upgrades, data
resources and reporting, infrastructure, interface, operations, standards, and
procedures (RFP 6.1.3).
In the previous task (6.1.1), EMA completed a thorough examination of the current state of the
NaviLine CIS, including business processes, hardware, data resources, reporting mechanisms,
infrastructure and interfaces. This task will focus on leveraging the knowledge gained towards
conducting a comprehensive needs assessment and analysis of FWWD's future CIS
environment. The assessment will include the following tasks and deliverables:
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 32
6.1.3-Task 1: Business Process and Requirements (RFP 6.1).
One of the most important and highly valued tasks for transitioning to a new CIS is to thoroughly
identify and document the business process improvements and requirements. Building on the
assessment of FWWD's 150 business processes completed in the previous tasks, this task
involves leveraging these insights to assess the future business processes and requirements for
the new CIS. The specific tasks include:
• Review the detailed documentation from the previous task, summarizing key findings and
identified areas for improvement.
• Engage with key stakeholders and IT specialists, to gain a comprehensive understanding of
their requirements for the future CIS.
• Prioritize and document the identified gaps, manual activities, and opportunities for
improvement based on their impact on efficiency, cost-effectiveness, and overall FWWD
business and technology objectives.
• Ensure that the proposed changes align with the business goals and objectives and IT
Strategy.
• Validate the proposed future state business process improvements and requirements with
stakeholders to ensure that their input is considered and that the proposed changes align
with their expectations.
• Evaluate the technology requirements for the new CIS based on the recommended
improvements. Consider any necessary hardware upgrades, software integrations, and data
management enhancements.
EMA's team will be on -site and facilitate in -person workshops for interviewing and discussing
business process improvement recommendations and gather requirements for all stakeholders
including Billing, Finance/Accounting, Information Technology, Operations, Metering and Field
Services, Water Resources, Planning/Engineering, Conservation, and Public Relations.
EMA will bring our established Meter -to -Cash (M2C) process library covering all services and
business functions (e.g., customer service, account set up, rate structure, billing methodology,
invoices/bills/letters/notices, payments and collections, finance, and field/meter service
management).
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 33
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Our M2C library is built on leading practice process groups that will assist in improving FWWD's
stakeholders' future state business processes with a high degree of confidence and quality.
While we will leverage our existing library of requirements, we will also work with the FWWD
team to define those functional requirements that list critical business processes focused on
FWWD's unique needs, rather than using a generic list of CIS requirements that are common
functionality of any CIS.
All requirements will be traceable and trackable with a scoring method that includes priority
points for selection, configuration, and customization decisions. It is important to note that EMA
team members have a very high level of familiarity with a broad span of leading CIS vendors
and their associated solutions that are prominent in the current market space. This gives our
team the ability to advise the FWWD team on the feasibility of the requirements as they are put
forward.
Deliverables:
• Business process improvement validation
• CIS business and technical requirements documentation with tracking and scoring method
• Key business process mapping and documentation.
6.1.3-Task 2: Interface and Integration Requirements (RFP 6.1.3).
EMA will gather requirements for integration of the CIS with other City and FWWD systems.
This includes identifying all current CIS interfaces and desired future interfaces. The
requirements list the type of interface, whether it is one-way or two-way, and the desired
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 34
functionality of that interface. The goal is to ensure robust requirements for each interface are
developed to enable higher accuracy of interfaces with the new system.
Deliverables:
• Integration workshops and interviews
• Interface requirements
6.1.3-Task 3: Technical Requirements and Emerging Technology Opportunities (RFP
6.1.3).
EMA will gather and document technical requirements needed to support the CIS for all the
necessary functions identified in FWWD's technology environment. The technical requirements
will capture FWWD's security, infrastructure, operating system, network, databases,
middleware, and hardware requirements. EMA's technical and functional project team will work
closely together to ensure that the technical requirements support the identified functional
requirements.
A focused discussion will be planned during this task for awareness and understanding of
available options for cloud vs. on -premises solutions or designing a hybrid solution, their service
and manageability pros and cons, respective infrastructure needs and challenges, and capital
and operating expenses (CAPEX/OPEX) investment alternatives.
EMA will conduct an emerging technologies opportunity analysis. Leveraging industry
association information and our industry experience, we will review and analyze the impacts and
potential benefits of new and emerging technologies in the areas of Cloud/SaaS/Hybrid,
Mobility, Analytics, Smart/Intelligent Water, and others. We will draft a recommendations report
for review with the City and FWWD's stakeholders.
Deliverables:
• Technical workshops and interviews
• Technical requirements
• Emerging technologies analysis and recommendations report
6.1.3-Task 4: Data Conversion Requirements (RFP 6.1.3).
EMA will work with FWWD to determine high-level requirements for converting the Naviline CIS
data to the new system. This includes the identification of the current sources of data, and the
roles and responsibilities for extracting, transforming, and loading the data into the new system.
This will benefit the new CIS system data conversion analysis and strategy leading to a
comprehensive data conversion design and data transformation approach.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 35
Deliverable:
• Data conversion requirements
6.1.4: Assess the business drivers for technologies, confirm business strategy and
goals, and identify desired processes (RFP 6.1.4).
During the kickoff meeting, we initiated round table discussions covering the vision and
objectives, with management and stakeholders. We also assessed the existing environments
and identified gaps and limitations within the current processes and technologies. In Task 6.1.3,
we conducted a comprehensive needs assessment and analysis of FWWD's future CIS system.
During this task, we will work with the FWWD project team and stakeholders to confirm
FWWD's specific business drivers and identify desired business process. Since CIS
implementation is influenced by the water industry drivers aimed to improve operational
efficiencies and customer service, we will facilitate discussions around these drivers with
FWWD management to ensure alignment with future industry technology direction including:
• Integration of AMI and CIS to improve billing, response to high bill complaints and customer
satisfaction.
• Adoption of data analytics and business intelligence tools to analyze customer usage
patterns, identify trends and better enterprise decision making.
• Mobile technology and self-service to improve customer experience.
• Integration with the GIS technology to improve accuracy and asset (meter) management.
• Cloud/SaaS platform to improve efficiency and scalability.
Deliverable:
• Business drivers' assessment report
6.1.5: Define the approach to CIS and implementor selection as either separate or
integrated procurements and document the approach within a formal report (RFP
6.1.5).
EMA in collaboration with FWWD will discuss the pros and cons of integrated or separate
procurement and define the approach for selecting the CIS solution and the system integrator
(SI). Our consultants assigned to this important project have extensive knowledge of the CIS
system vendors solutions and the system implementors in the water industry. We will facilitate a
workshop with project stakeholders and discuss the uniqueness of FWWD's business and
technology requirements, and strength and weakness of the system integrators. EMA will
document this approach in a formal report, presenting a detailed recommendation for the CIS
implementation and SI selection process. The report will include a strategy framework, pros and
cons and rationale behind our strategy for FWWD to make an informed decision.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 36
Deliverable:
• Formal CIS and SI procurement approach report
6.1.6: Author a comprehensive RFP for CIS replacement (RFP 6.1.6, 6.1.6.1, 6.1.6.2,
6.1.6.3, 6.1.6.4, 6.1.6.5, 6.1.6.6, 6.1.9, 6. 1.10 & 6. 1.11).
A well -planned, organized, and fully transparent RFP and its requirements assessment, scoring
and comprehensive evaluation is important for a strategic decision -making process. EMA's
method allows FWWD a clearly visible and collaborative selection process that will expose
critical facts and strengths and weaknesses of each responder. Thus, allowing the team
members to understand business, technical, implementation methodology and personnel
resources of all responders. All dimensions of selection criteria including functionality, risks,
opportunities, scoring, and pricing will be factored into the final determination and judgement by
FWWD.
EMA will meet with FWWD's management and the City's Purchasing Services to ensure
understanding of FWWD's desired process for the CIS selection. During this meeting, we will
discuss the City's RFP practices and requirements. EMA will lead the development of the RFP
including the scope of work (RFP section 6.1.9) and in collaboration with FWWD's management
will develop the desired vendor evaluation criteria and weighted scoring based on priority or
importance of each requirement. In this process, EMA will ensure coverage of all stakeholders'
needs and project expectations. Additionally, EMA will gain an understanding of other
requirements of the City's procurement process and author the draft RFP in compliance with the
City's procurement requirements.
After the RFP design/procurement planning meeting, EMA will prepare a draft RFP for the
project team's final review, and for final management and legal approval. The RFP will include
specific goals and objectives for the CIS solution, the RFP timeline, vendor submission
instructions, pricing components, evaluation methodology, functional requirements, technical
architecture, interface definitions, reports requirements, data conversion, data sharing
requirements, security requirements, end users and technical training, testing/quality assurance,
systems performance, data, and ongoing support/maintenance/upgrade requirements.
EMA will work with FWWD to finalize the RFP. EMA is familiar with the potential CIS vendors
that will be able to meet the defined stakeholder business requirements. We will provide a list of
vendors in the marketplace that we believe FWWD will want to consider (6.1.10). EMA and
FWWD will work jointly with the City to issue the RFP.
Deliverables:
• Workshops and meetings to develop selection criteria and scoring method
• Draft RFP
• Workshop to review draft RFP
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 37
Final RFP
• List of potential vendors
6.1.7: Identify and document opportunities for efficiencies, cost savings, and
potential risks within a formal report (RFP 6.1.7).
In the assessment of the current environment task (6.1.1), we identified potential process gaps,
duplication of efforts, manual activities, lack of data sharing and reporting. This task will focus
on developing a list of opportunities for process efficiency and cost savings. We will identify
potential risks and benefits for each recommendation.
In addition, we will discuss our recommendations for possible replacement of the shadow
systems functionalities with the new CIS with the stakeholders. The recommended
improvements are designed to streamline the customer service and billing processes and
improve customer experience.
To ensure thorough understanding of each recommendation, we will conduct facilitated
workshops with the stakeholders to clearly articulate each solution, its impact on the
organization, cost savings, benefits and potential implementation risks. A detailed analysis of
the expected financial benefits, including potential reductions in manual labor, enhanced
operational efficiency and potential implementation risks will be included in the formal report.
Deliverables:
• Formal opportunities for improvement report
6.1.8: Propose solutions and estimate total cost of ownership, including
implementation and sustained support within a formal report (RFP 6.1.8).
Upon approval of the improvement recommendations presented in Task 6.1.7 by FWWD, EMA
will use our proprietary tool called the "CIS Cost Analyzer", which helps our customers more
accurately understand the costs, timing, and staff commitment involved with these projects.
The proposed solutions, along with the estimated total cost of ownership, and sustained support
over a 5-1 0-year period will present a strategic roadmap and position FWWD for future growth.
We will present our recommendations to the stakeholders in facilitated workshops and receive
feedback. EMA will incorporate the feedback and deliver a final formal report to FWWD.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 38
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and percentage that could be replaced by functionality in a new CIS.
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downtime, and network size.
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I10. Summary
Figure 4: Example Screenshot of CIS Cost Analyzer
Deliverable:
• EMA CIS Cost Analyzer tool reports; high-level implementation timeline; CIS replacement
decision points
Phase 2: Selection of Software Solution and Implementor (RFP 6.2, 6.2.1, 6.2.2)
An integral aspect of effective strategic decision -making is the establishment of a thorough
methodology for scoring and evaluating proposals. Acting as an advocate representing FWWD,
EMA's approach provides FWWD with a transparent and collaborative selection process,
unveiling crucial facts and both strengths and weaknesses of each responder. This enables
team members to gain insight into the business, technical aspects, implementation
methodology, and personnel resources of all responders. FWWD's final determination and
judgment will consider all dimensions of selection criteria, encompassing functionality, risks,
opportunities, and pricing.
During the RFP development process (Phase 1-Task 6.1.5), EMA and FWWD discussed the
risks and benefits of developing a combined or two separate RFPs for the procurement of the
CIS software and the SI. If separate RFPs are developed during the procurement approach,
EMA will use the same selection methodology and approach used to select the CIS Software to
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 39
assist FWWD in selecting the SI. EMA will perform the following activities to ensure FWWD
selects the most suitable CIS software and capable and reliable SI.
Task 2-1: Project Management (RFP 6.2.2)
Throughout the selection phase, EMA will continue overseeing the day-to-day activities of the
project team to guarantee the execution, monitoring, and control of all project components align
with the established goals and objectives. The EMA project manager is actively engaged with
the client team, addressing any issues and considerations to consistently surpass client
satisfaction. This responsibility encompasses the management of the budget, scope, EMA
resources, and project schedule. Additionally, it involves continuous communication with FWWD
project manager and stakeholders, handling invoicing, generating progress reports, and
identifying, assessing, and formulating response options for potential risks.
Deliverables:
• Overall project management
• Weekly and monthly progress reports
• Project logs
• Steering committee meetings
Task 2-2: Proposal Management and Preparation for Evaluation (RFP 6.2.2)
After the RFP has been issued, a Pre -Proposal conference call will be scheduled with interested
vendors. EMA will support and facilitate workshops and assist FWWD with review and response
to submitted questions.
EMA will work closely with FWWD to prepare for evaluating RFP responses, reference checks,
and demonstrations. EMA will conduct a two-hour workshop with FWWD's CIS selection team
that will focus on:
• Mission and goals orientation.
• Introduction to the evaluation tools and processes.
• Practical demonstration of developing and finalizing product demonstration scripts.
After the workshop, EMA will update our proprietary Proposal Evaluation Tool to:
• Adapt and reflect FWWD's selection criteria.
• Incorporate the final format of the RFP and demonstration evaluation forms.
• Gain alignment with FWWD's selected scoring methodology.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 40
The desired outcomes of this task are to empower the CIS selection team with the necessary
knowledge and tools to effectively evaluate and select the shore -list of qualified CIS solution
providers.
Deliverables:
• Teleconference facilitation
• Response to vendor questions
• Evaluation workshop
• Proposal evaluation tool with scoring methodology
• Demonstration evaluation forms
Task 2-3: Demonstration Script Development and Vendor Invitations
Right after the Selection Criteria Workshop, EMA will support FWWD in creating demonstration
scripts. We'll provide guidance to FWWD on scheduling demonstrations and crafting instructions
for vendors. EMA will craft a Demonstration Invitation Memo encompassing demonstration
guidelines, logistical details, schedules, and product demonstration scripts. The purpose of
these scripts is to enable vendors to showcase that their product possesses the required
functionality using FWWD's CIS sample data and adhering to business rules.
Deliverables:
• Demonstration scripts
• Demonstration invitation memo
• Identified list of the City's data and processes (for vendor product demonstration)
Task 2-4: Evaluate RFP Responses for Short List - up to three (RFP 6.2.3.1, 6.2.3.2,
6.2.3.3, 6.2.3.4, 6.2.3.6 and 6.2.3.7)
Under the guidance of EMA, the selection team will thoroughly assess Vendor proposals. Our
involvement extends to scoring responses, ranking them, and determining the top three
recommendations for FWWD's management. Additionally, EMA will actively participate as an
evaluation panelist, facilitating the proposal evaluation process.
Simultaneously, we will review and analyze all proposals, providing a comprehensive summary
report to FWWD. This report will include an evaluation of whether the proposed systems align
with FWWD requirements, identification of potential gaps, and a cost analysis of the submitted
proposals by phase.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 41
Furthermore, EMA will play a pivotal role in communicating any potential policy or standard
operating procedure changes related to CIS vendors and proposed solutions to FWWD. This
ensures that FWWD is informed of any evolving landscape that may impact decision -making.
To foster collaboration and innovation, EMA will organize a dedicated selection team workshop.
This workshop will serve as a platform to discuss, validate, and document conclusions for the
top three vendors, contributing to a well-informed decision -making process.
Deliverable:
• Vendor proposal analysis report — including vendor fit/gap; limitations and risks; SOP/policy
impacts; and cost analysis
Task 2-5: Conduct Short -Listed Vendor On -Site Demonstrations - up to three (RFP
6.2.3.1)
EMA will oversee the facilitation of vendor demonstrations, utilizing scripted presentations to
illustrate how the proposed solutions manage crucial utility business rules and processes. The
event will span up to two and a half days of thoroughly orchestrated demonstrations, followed by
an additional half day during which the selection team will engage in vendor -guided hands-on
exploration of the software. Post -demonstrations, EMA will conduct a workshop to further
enlighten the selection team on key aspects of the offerings from the top three vendors.
Deliverables:
• Scripted vendor demonstrations (up to three)
• Post -demonstration workshop
• Comparative analysis of top vendors' offerings
Task 2-6: Vendor Site Visits and Reference Calls (RFP 6.2.3.5)
There is substantial benefit and value in utilities conducting on -site visits to other utilities that
employ the proposed software. EMA will aid the selection team in coordinating these utility site
visits. These visits will encompass a trip to the site, interviews, and on -site demonstrations. It is
crucial that both the visiting and visited utilities comprehend the objectives of the site visit, and
adequate planning and background information will be provided in advance. We will guide
FWWD in scheduling and developing comprehensive plans for these visits.
We will furnish reference checking forms to evaluate the effectiveness of how other utilities have
implemented the solutions from the shortlisted vendor to meet their requirements. This process
aims to identify potential issues, risks, or other considerations to be addressed during contract
negotiations. Our approach involves FWWD staff personally reaching out to their counterparts at
the reference sites, fostering more productive and informative conversations. While we oversee
the process, the actual reference checking will be conducted by FWWD staff themselves.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 42
Deliverables:
• Reference utilities site visit plan
• Reference check scripts
Task 2-7: Facilitate Determination of Preferred Vendor (RFP 6.2.3.1)
EMA will lead a workshop in collaboration with the selection team to arrive at a recommendation
for the preferred vendor. The outcomes of this workshop will be meticulously documented,
encompassing the selection process, a comprehensive short-listed vendor comparison, a
summary of scores, and potential negotiation points. EMA will then furnish a detailed report to
FWWD detailing the scoring process, criteria, and rationale for selection.
Deliverables:
• Vendor selection workshop
• Detailed selection report
• Assist in determining final selection
Task 2-8: Negotiate Contract (RFP 6.2.3.8)
Upon FWWD's issuance of a notice of intent to award, EMA will organize a negotiation design
workshop. The aim is to discuss the negotiation process and delineate the roles of FWWD's
negotiation team members. EMA will actively contribute to the preparation and participation in
vendor contract negotiations. This involves incorporating key deliverables into the contract,
adhering to milestone -based and staged payment terms in alignment with FWWD's
procurement policy. The intention is to establish leverage that minimizes project delivery risks.
Throughout the contract negotiation process, EMA will provide technical and management
support, offer tactical guidance on contract language, provide insights into terms and conditions,
and consistently manage risks. The overarching goal is to maximize the value-added benefits
realized by FWWD through a strategic and well-informed negotiation process.
Deliverables:
• Presentation to FWWD management
• Contract review and analysis
• Assistance and guidance in contract negotiation
Task 2-9: Prepare to Implement
EMA will conduct working sessions with FWWD in preparation for implementation. These
sessions will involve activities such as formulating a staff backfill plan, providing an educational
overview of the project, and conducting overall readiness planning for FWWD's project team.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 43
Deliverables:
• Implementation readiness assessment
Phase 3: Implementation and go -live, consisting of implementation and launching
the selected CIS.
Task 3-1: Project Management (RFP 6.3.1.1 & 6.3.1.4)
During the Implementation phase, EMA will continue to monitor the day-to-day activities of the
project team to ensure that the implementation process meets user, business, and technical
requirements. Acting as a trusted advisor, EMA will advocate for FWWD's interests throughout
the implementation.
To facilitate effective project management, EMA will employ established tools such as decision
logs, issue logs, action items, a risk register, steering committee updates, and general project
correspondence. We will create and consistently update a comprehensive master project plan
that encompasses all tasks to be undertaken by the System Implementor, EMA, and FWWD.
This plan will be subject to review and updates during project status meetings.
EMA will maintain regular communication with FWWD, conducting project progress reviews and
addressing any outstanding issues, risks, or potential problems that may arise during the
implementation process.
EMA's project manager will undertake the following responsibilities:
• Quality Assurance/Quality Control (QA/QC)
o Review all project deliverables and statuses to ensure compliance with the
contract and appropriate diligence has been exercised.
o Provide guidance in the event of contract disputes and participate in the review
and facilitation of negotiations for CIS contract amendments and/or change
orders during the implementation phase.
• Coordination of Implementation Team and Vendor Activities
o Take the lead in coordinating activities between the utility's implementation team
and vendors.
• Communication and Coordination Protocols
o Develop and oversee protocols for communication and coordination throughout
the project.
• Provide Project Leadership
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 44
o Provide leadership of the project team to maintain project quality, schedule and
budget. Management of project risk by driving resolution of issues, action items
and decisions.
o Conduct meetings with FWWD leadership to address and resolve project issues
as well as thoughtful analysis and recommendations leading to informed
decisions.
• Assuring FWWD Staff Participation
o Ensure the active participation of FWWD staff in the project. EMA's approach
emphasizes that achieving high-performance operations (process optimization)
involves engaging both management and staff throughout the project. This
involvement enables employees to learn industry -leading practices and
emphasizes the importance of maximizing productivity. Managers, on the other
hand, gain insights into business management practices of high -performing
organizations and new approaches to developing and maximizing the productivity
of a skilled and motivated workforce.
• Vendor Meetings
o Meet with vendors to ensure their understanding of FWWD's direction. Discuss
and plan objectives, requirements, responsibilities, performance, and review
business process analyses, reporting requirements, deliverable review
procedures, and project schedules.
• Vendor Submittals and Progress Reports
o Review and obtain approval for vendor submittals and monthly progress reports.
These progress reports should detail significant accomplishments, issues, or
problems that could impact schedule or costs, along with plans for the upcoming
month. The level of detail should ensure that pursued directions align with
established and projected goals.
• Approval of Vendor's Final Work Product and Invoices
o Collaborate with FWWD's project team and project manager to approve the
vendor's final work product (configured system) and authorize invoice payments.
Deliverables:
• Develop and maintain a detailed Project Plan identifying the activities, resources, and timing
of tasks necessary to complete the project
• Establish a Communication Plan
• Establish a Project Collaboration Environment to act as a repository for project information
• Conduct status meetings to monitor project progress
• Weekly status reporting
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 45
• Management of project logs: Risk, Issues, Decisions, Action Items
• Monthly Steering Committee meetings
• Vendor invoice approvals
Task 3-2: Pre -Implementation Mobilization
EMA will support FWWD, the chosen CIS vendor, and the system implementor in planning
activities in preparation for implementation. These planning activities will encompass:
• Staffing Needs and Requirements
o Addressing the necessary staffing needs and requirements for the successful
execution of the project.
• Overall Project Plan
o Developing the comprehensive project plan, incorporating activities from the
vendor, FWWD, and EMA, outlining roles and responsibilities, key processes,
and data preparation.
• Project Charter
o Formulating the Project Charter to provide a clear understanding of the project's
scope, objectives, and stakeholders.
• Roles and Responsibilities
o Defining and clarifying roles and responsibilities for all involved parties.
• Key Processes
o Identifying and outlining key processes critical to the project's success.
• Data Preparation
o Planning and preparing for the management and utilization of project -related
data.
• Application Environment and Infrastructure Readiness
o Assessing and ensuring the readiness of the application environment and
infrastructure for the implementation phase.
• Testing Process and Preparation
o Establishing the testing process and preparing for the necessary testing
activities.
• Preparation for and Participation in Project Kick-off Meeting
o Preparing for and actively participating in the Project Kick-off meeting, ensuring
all relevant aspects are covered.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 46
Deliverables:
• Staffing needs and requirements documentation
• Project charter
• Risk plan
• Project budget
• Testing process and required preparation documentation
• Preparation for, and participation in the Project Kick-off meeting
• Kick-off meeting documentation
• Kick-off workshop materials
Task 3-3: CIS Discovery
EMA will actively engage in the CIS vendor's discovery and configuration workshops to
guarantee the comprehensive identification and capture of both business and technical
requirements. Our role involves facilitating FWWD's comprehension of key concepts and
ensuring that the project team fully grasps the consequences of configuration decisions on
existing business processes. EMA will diligently document recommendations, issues, concerns,
and potential business process improvements arising from these workshops. Our objective is to
contribute to configuring the new system in a manner that aligns with leading practice business
processes while appropriately integrating with past practices.
Deliverable:
• Detailed report summarizing recommendations, issues, concerns, and identified business
process improvements
Task 3-4: Support Interface Design
In alignment with the specified requirements, EMA will aid FWWD in overseeing interface
development, conducting integrated testing, and reviewing relevant documentation. Our support
will extend to assisting FWWD in the evaluation of interface specifications provided by the CIS
vendor. Additionally, EMA will collaborate with FWWD to coordinate activities with other
interface vendors, including the review of their specifications. The responsibility for reviewing
and finalizing vendor quotes and statements of work lies with FWWD, with EMA playing a
supporting role in escalating any vendor -related delays or performance issues as needed.
Deliverables:
• Review of interface specifications
• Assistance in interface testing
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 47
• Support in managing interfaces with third -party vendors
• Documentation of Quality Assurance (QA) for interface design and testing
Task 3-5: Data Cleansing and Data Conversion Assistance
EMA will collaborate with FWWD to formulate an estimated work effort and methodology for the
cleanup of data in its source system(s) and other databases. Active participation in the CIS
vendor's data migration workshops will be a key aspect, involving the documentation of action
items, identification of cleanup requirements, and facilitation of issue clarification among the
vendor, technical support, and business users. Furthermore, EMA will engage with FWWD and
the vendor to address any issues arising in the data migration process. This includes diligent
follow-up on action items, regular reporting on cleanup status, and facilitation of meetings aimed
at resolving identified issues.
EMA's role extends to coordinating communication channels among the vendor, FWWD's IT
team/data experts, and business users. Additionally, we will provide support in coordinating
activities for each data extract and refresh until the project reaches the go -live stage.
Task 3-6: CIS Testing Assistance
The implementation of a new CIS is a multifaceted undertaking, necessitating thorough testing
of both upstream and downstream business processes. Ensuring compliance with both
functional and technical requirements involves rigorous testing of the CIS system configuration.
EMA will play a vital role throughout the implementation phase by offering test management
assistance to FWWD's staff, engaging in hands-on testing, and establishing the reporting
structure for testing status. While the System Implementor is expected to provide generic test
scripts, EMA will conduct workshops to pinpoint additional scenarios and develop testing scripts
tailored to FWWD's specific needs. The FWWD test team will document the user steps required
to execute tests, building on prior training.
To enhance the efficiency and effectiveness of testing, EMA recommends the use of off -the -
shelf test management software. Some CIS vendors may employ trouble ticketing software with
integrated test management functionality, providing a comprehensive solution for tracking the
quality and quantity of testing.
Deliverables:
• Testing plan
• Test management
• Test team protocols
• Testing status updates and reporting
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 48
Task 3-7: Business Process Redesign and Documentation (RFP 6.3.1.6 & 6.3.1.2)
This task involves a comprehensive review, assessment, and update of the business processes
and workflow diagrams reviewed in Phase 1. Recommendations concerning Organization (0),
Practices (P), and Technology (T) will be revisited, and any new opportunities identified during
the implementation phase will be analyzed and evaluated. The impacts of business process
changes will be communicated and vetted with FWWD. The essence of business process re -
engineering lies in instigating organizational momentum for the change process, with a focus on
identifying and modifying outdated legacy processes.
EMA will conduct workshops with FWWD's project team and work group leadership, fostering a
collaborative environment for the review and discussion of strategic perspectives. Consideration
will be given to stakeholders and their business needs, reinforcing alignment by reaching
agreement on business, technical, and other drivers and establishing criteria for measuring
success and achieving desired outcomes.
Subsequent workshops will be conducted to scrutinize and adjust the workflow diagrams as
necessary to reflect the "future -state". EMA will capture and supplement reviewers' perspectives
on how the optimized business processes may impact various elements such as job roles,
policies, rules/regulations, stakeholders, and customers. To the extent possible, EMA will
quantify the "future -state" recommendations, providing insights into the costs and benefits of
adoption, along with potential value, challenges, and policy impacts. This information will
empower FWWD to make informed decisions regarding whether, how, and when to proceed
with business process updates.
Deliverables:
• Analysis report of strategic business, technical and other drivers
Report on business process recommendations, impacts, cost/benefits, values, and
challenges
Task 3-8: Organization Change Management (RFP 6.3.1.3)
Change management is interwoven throughout the project to address the human aspect of
change, fostering awareness and a desire to engage, while also building knowledge,
proficiency, and long-term sustainability. EMA will support FWWD in developing and executing
their change management plan throughout the implementation.
EMA's involvement includes assisting FWWD in creating an internal communication matrix,
drawing input from FWWD's executives and management. This matrix will serve as a crucial tool
for FWWD to implement their plan, incorporating various components that seamlessly connect
to provide impacted groups with the awareness and understanding needed to actively engage,
support the project, and embrace the proposed changes.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 49
Furthermore, EMA will aid FWWD in formulating an external communication matrix, which
includes input from FWWD's executives, management, and public relations. This external
communication plan is tailored for stakeholders external to FWWD, focusing on vital needs such
as informing customers about changes they will experience during the go -live phase. FWWD
will implement this plan throughout the project, delineating the intended messaging, timing,
frequency, and medium of communications.
Deliverables:
Assist FWWD with:
• Implementation of change management plan
• Change input analysis
• Readiness assessment
• Stakeholder engagement
• Internal and external communication matrix
Task 3-9: Project Training Assistance
EMA will assess the skills of staff slated to use the new CIS system and propose training
recommendations aimed at establishing foundational skills and proficiency. Additionally, EMA
will scrutinize the vendor's comprehensive training plan and offer recommendations for
approval. Selected vendor training sessions will be audited by EMA, with documentation
encompassing recommendations, issues, or concerns, aligning these assessments with the end
users' business needs.
To ensure alignment with project requirements and contractual obligations, EMA will actively
participate in the vendor's initial training alongside FWWD's project team. This involvement aims
to verify the comprehension of key concepts, maintain continuity with requirements and the
contract, and ensure the project team possesses a practical understanding of the application.
Any identified issues or concerns will be promptly flagged and documented.
Deliverables:
• Staff training recommendations
• Report outlining the findings from the audit
Task 3-10: Mock Go -Lives and Go -Live Cutover (RFP 6.3.1.5)
EMA will actively participate in planning and executing cutover activities. We will assess the
vendor's cutover plan, offering recommendations on the process's comprehensiveness,
schedule, Go/No-Go criteria, and success benchmarks. Up to three mock go -lives will be closely
monitored and reviewed by EMA, with documentation of any associated issues or concerns. As
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 50
part of a cutover coordination team, comprising representatives from the vendor, FWWD, and
EMA, active participation will ensure a tested and coordinated approach to both the mock go -
lives and the actual cutover.
Deliverables:
• Review of cutover plans
• Assistance in managing mock go -lives
• Documentation of issues identified during mock go -lives.
Task 3-11: Post Go -Live Stabilization Assistance
EMA will actively assist FWWD during the post go -live stabilization phase following the
implementation of the CIS. This support involves collaborating with FWWD to establish a
communication and work process designed to identify and track issues post go -live, with a
commitment to reaching resolutions. EMA's role extends to offering recommendations for
communication to customer -facing personnel, ensuring appropriate and effective responses.
As part of the stabilization process, EMA will manage the vendor's punch list, providing
recommendations for acceptance and noting necessary improvements. Additionally, selected
documentation will undergo thorough review by EMA for accuracy and completeness. In cases
where it is deemed appropriate, EMA will prepare and submit a recommendation affirming that
the vendor has fulfilled its Statement of Work (SOW), signaling that the City may issue the final
payment for the new system.
Deliverables:
• Post go -live communication and work plan
• Post implementation status reports
• Co -management of CIS vendor punch list
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 51
CONFLICT OF INTEREST QUESTIONNAIRE
CONFLICT OF INTEREST QUESTIONNAIRE
For vendor doing business with iocai governmental entity
FORM CIO
This gwgftrlrrelm reflects ctmnges moue to the Ilm 6y ILA 23, NO Leg_, Regular Se8a16R OFRCE USE ONLY
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J Desoribeeach employment of other business relm[ianehip with the local govemrrient officer, or s farnily member o11he
officer, as described by Section 176.CO3faXZ(A}- Alsodescribe anyfamily relabonshipwithlhelacW glavemirieiit officer
Complete subparts Aand Bforeach employnnern or buairres8Felsliunship described- Anschaddrtionalpogestathie Form
CIO as neaeasary.
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A. Is the heal government offiow ar a iar* member of the officer reoeiuing or likely to renews taxable inmrne.
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B. Ir.*e- verriorreceiving or Ii" to receive texatleinmme, other t-an investment income, from w et theduectian
ai the local government officer or a family merrter of the aficerAND the lexatle inoDme is nut received from the
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Describe each employrrentorbusiness relationship that the vendor named in Section i rnsintsinewilhacorporaden or
other business er-il" with respecl towhich the local . _ officer nerves as an officer or director, orholdla m
ownership interest of one percent or more.
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❑ Check this box it fire varier has given the loA gavemment officer ar a IarrriFy member -of the officer one or more gib
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Form Prow6ed dF Texas Ebilee CuninMkm wwx.elhlcs_EIEl.-PA-ue ReAUd V1.2021
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 52
CONTRACT EXCEPTIONS
Where EMA is requesting contract language to be removed, it is represented by a strikethrough.
Where EMA is requesting revised or additional language, it is underlined.
5.2 Confidential Information. Vendor, for itself and its officers, agents and employees, agrees
that it will treat all information provided to it by City ("City Information") as confidential and will not
disclose any such information specifically noted as such to a third party without the prior written
approval of City.
8.1 114611 ITT INDEMNIFICATION — PROFESSIONAL SERVICES - VENDOR WILL BE
LIABLE AND RESPONSIBLE FOR ANY AND ALL PROPERTY LOSS, PROPERTY DAMAGE
AND/OR PERSONAL INJURY, INCLUDING DEATH, TO ANY AND ALL PERSONS, OF ANY
KIND OR CHARACTER, WHETHER REAL OR ASSERTED, TO THE EXTENT CAUSED BY
THE NEGLIGENT ACT(S) OR OMISSION(S), MALFEASANCE OR INTENTIONAL
MISCONDUCT OF VENDOR, ITS OFFICERS, AGENTS, SERVANTS, EMPLOYEES,
CONTRACTORS, OR SUBCONTRACTORS FOR WHOM VENDOR IS LEGALLY LIABLE.
8.2 GENERAL INDEMNIFICATION — OTHER THAN PROFESSIONAL SERVICES -
VENDOR HEREBY COVENANTS AND AGREES TO INDEMNIFY, HOLD HARMLESS AND
DEFEND CITY, ITS OFFICERS, AGENTS, SERVANTS AND EMPLOYEES, FROM AND
AGAINST ANYAND ALL CLAIMS OR LAWSUITS OF ANY KIND OR CHARACTER, 1^Z4►►7
REAL QR n cc RT-n FOR EITHER PROPERTY DAMAGE OR LOSS ONG ► ►DiNG ALLEGED
DAMAGE OR ► OSS TO ► ENDOR'S BUSINESS AND ANY RESU T►NG ► OST PROFITS4
AND/OR PERSONAL INJURY, INCLUDING DEATH, TO ANY AND ALL PERSONS, ARISING
OUT OF OR IN CONNECTION WITH THIS AGREEMENT, TO THE EXTENT CAUSED BY THE
NEGLIGENT ACTS OR OMISSIONS OR MALFEASANCE OF VENDOR, ITS OFFICERS,
AGENTS, SERVANTS, EMPLOYEES, CONTRACTORS, OR SUBCONTRACTORS.
8.3 INTELLECTUAL PROPERTY INDEMNIFICATION — Vendor grees to day settle, or
patent,
Gelpyright 4rord de sorret or similar nrripe#y ri rm Ct y's use of the software
o mark, trade g t anaingfi
and/er deGumentatmen on aGGerdanGe with this Agreement, it being
��m �
d that thio cgreemen
to defend, settle —or pay will not cpply if City medifies or mio�V ss the software and/or
dOGIUMeRtation. Se long as Vendor bears the GGSt and expense of payment fGF GlairRs er aGtOE)RE;
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 53
iRSt
agar pursuant t
claim er antien aR d all
anolcim; hewer
negotiations or lay oNit co nenessary to nretent (amity's interest and (amity agrees to noonerate with
Vender in doing so In the event Gity, for whatever reason, assumes the responsibility for payment
this Agreement, Gity will have the sele right te GenduGt the defense ef any SuGh Glaim er aGtien
hewever, Vender will fully partiGipate and GGGperate with Gity in defense of SuGh Glaim or aGtmen-.
Gity agrees te give Vender timely written n0tiGe of any SUGh Glairn er aGtien, with Gepies ef all
-�o &,oa u epayment Of GGStS Or mil not ei'mminate #
Vender's
Agreement If the seftware and/er rdorr rmentatien er an" part th9reef is held to infringe andthe
materially adversely restrinterd Vender rn„II, at ito own expense anrd as Gity's sole remedy, either:
the software and/er ,-derr rmentatien to mare it non infringiRg, provided the sueh merdifiratien does
RGt materially adversely affeGt r
},
software and/er rdo tatien with Eom Able, and fi inntienall"
rep c �,��r,�Qcen�eg p
eq ��„oal�„ent-Ron infringing
amend all ;mountc paid ♦e VeRder by City, subsequent tO which torminc�ien Git„ may seek
any and all remedies available to Git„ under lark. Vendor agrees to indemnifv Citv for infringement
of anv patent, copvriaht trademark, trade secret, or similar property right arising from Citv's use
of the software and/or documentation in accordance with this Agreement.
10.2 (c) A minimum of Thirty (30) days' notice of cancellation or reduction in limits of coverage
by endorsement must be provided to City. Ten (10) days' notice will be acceptable in the event of
non-payment of premium. Notice must be sent to the Risk Manager, City of Fort Worth, 200 Texas
Street, Fort Worth, Texas 76102, with copies to the Fort Worth City Attorney at the same address.
11. Compliance with Laws, Ordinances, Rules and Regulations. Vendor agrees that in
the performance of its obligations hereunder, it will exercise the reasonable professional standard
of care to comply with all applicable federal, state and local laws, ordinances, rules and
regulations and will exercise the reasonable professional standard of care so that any work it
produces in connection with this Agreement will also comply with all applicable federal, state and
local laws, ordinances, rules and regulations. If City notifies Vendor of any violation of such laws,
ordinances, rules or regulations, Vendor must immediately desist from and correct the violation.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 54
19. Force Majeure. City and Vendor will exercise their best efforts to meet their respective
duties and obligations as set forth in this Agreement, but will not be held liable for any delay or
omission in performance due to force majeure or other causes beyond their reasonable control,
including, but not limited to, compliance with any government law, ordinance, or regulation; acts
of God; acts of the public enemy; fires; strikes; lockouts; natural disasters; wars; riots; widespread
infectious disease outbreaks includinq, but not limited to, epidemics or pandemics; government
action or inaction; orders of government; material or labor restrictions by any governmental
authority; transportation problems; restraints or prohibitions by any court, board, department,
commission, or agency of the United States or of any States; civil disturbances; other national or
regional emergencies; or any other similar cause not enumerated herein but which is beyond the
reasonable control of the Party whose performance is affected (collectively, "Force Majeure
Event"). The performance of any such obligation is suspended during the period of, and only to
the extent of, such prevention or hindrance, provided the affected Party provides notice of the
Force Majeure Event, and an explanation as to how it prevents or hinders the Party's
performance, as soon as reasonably possible after the occurrence of the Force Majeure Event,
with the reasonableness of such notice to be determined by the City in its sole discretion. The
notice required by this section must be addressed and delivered in accordance with Section 13
of this Agreement.
2/1 Warranty of Sew+Ees.Ve�iarranto that ito oar„ines will he of a high quality and
this warran"ithin thirt7 ('Z (1\ idovs from the rdo+a thct the services ore gomnleterd. In s,,gh eyep
,
Vender'sat
in a manner that conforms With the warm Rty or (b) refs ,nrd the fees paid by Gity to Venddor
for the nenGenferming seniires
EMA proposes to replace this subsection with the following:
24. Standard of Performance. Vendor shall perform its services with the care and skill
ordinarilv used by members of its profession practicing under similar circumstances at the same
time and locality. Vendor shall be responsible for the technical accuracy of its professional
services and documents resultinq therefrom and Citv shall not be responsible for discovering
deficiencies therein. Vendor shall correct such deficiencies without additional compensation
except to the extent such action is directly attributable to deficiencies in Citv-furnished information.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 55
0
Attached are resumes for the following EMA key personnel:
• Michael Moosavi, PMP, Principal -in -Charge
• Bill Rivers, PMP, CSM, Project Manager/Finance
• Alisa Mann, Ph.D., Customer Service/Meter-to-Cash SME
• Tammy Edinger, PMP, Billing/Meter-to-Cash SME
• Melissa Telford, Business Process/Meter-to-Cash SME
• Marla Hartson, PMP, CSM, Data Conversions
• Eddie Cheong, Integrations
• Sandip Basu, MA, PMP, MBA, Technical Lead
APPENDIX A: RESUMES
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 56
MICHAEL MOOSAVI, PMP hood"
Michael is an EMA Vice President who helps clients develop and implement EDUCATION
targeted business strategies. He has more than 25 years of experience in business Master of Business
development, management consulting, and large-scale technology Administration, E-Business,
implementations. Michael has focused his efforts on Customer Service, SaaS, University of Phoenix
Cloud, Business Processes, and other enterprise management strategies. Bachelor of Arts, Computer
Detailed Project Experience Science, St. Edwards
University, Austin, TX
Customer Service Organizational Development and Leading Practices, City of New
FIELDS OF SPECIAL
York, NY, Management Consulting. Facilitated executive workshops and
COMPETENCE
guided the customer service leadership towards a customer -centric paradigm
Program and Project
to improve customer experience and operational efficiencies. He led the
Management
stormwater billing implementation organization readiness initiative and
GIS and Asset Management
participated in delinquency and collection process enhancement to increase
account receivable and improve customer service. Michael will continue his
Saas (Software as a Service)
engagement as a lead customer service organization improvement initiative
IT Strategy Development
with the NY DEP.
Business Process
Customer Information System Implementation. Central Arkansas Water, AR,
Improvements
Executive Sponsor. Held the overall responsibility for ensuring the successful
Organizational Change
implementation of the Customer Service Information System (CIS). In this role,
Management
Michael provided guidance and direction to the project team, actively engaging
Technology Project
in project sponsor meetings to contribute valuable insights. He played a key
Management
role in resolving client issues, offering strategic recommendations for both
Meter -to -Cash Strategies
client and vendor project activities.
Customer Service and Billing
Customer Service and Mobile Workforce Management Process Improvement, City
CERTIFICATES, LICENSES,
of Fort Worth, TX, Management Consultant. Led the customer Service Mobile
MEMBERSHIPS, AND
Workforce Management assessment and improvement project. Developed
AWARDS
recommendations to improve customer service interaction and communication
Project Management Institute
with the filed staff.
(PMI) Certified Project
Information Technology Development and CIS Selection and Implementation, City
(PMP) ement Professional
of Georgetown, TX, IT Advisory. Led the sales, technology program
management development and execution. Led the executive team through the
Prosci Organization Change
Management (OCM) Certified
selection of an Advanced Metering Infrastructure, Enterprise Resource
Planning system and Work and Maintenance Management System.
City of charlotte, Certificate of
Excellence in Innovation, 2008
Customer Information Management (CIS) Integration, Connexus Energy,
Minneapolis, MN, Program Manager. Managed CIS integration project,
City of Charlotte, Certificate of
Appreciation for dedication and
including requirements analysis, system analysis, code development, and
leadership in implementing the
testing. Conducted various workshops to capture business, system, and
CIS and Mobile Workforce
reporting requirements. Analyzed reporting requirements and provided
Management, 2007
recommendations to replace existing Oracle -based proprietary reporting
Texas Water Department,
system.
Certificate of Recognition from
the Board of Directors for
Mobile Workforce Management Implementation, Charlotte Mecklenburg Utilities,
leadership and change
NC, Management Consultant. Managed CIS integration project with a
management, 1997
Mobile Workforce Management System, provided overall direction,
Texas General Land Office,
facilitated vendor interaction and communication, modeled the "To Be"
Certificate of Recognition for
business processes, facilitated change management activities, developed a
Leadership in protecting the
testing methodology, and directed technical project activities.
environment through utilization
of technology (GIS), 1995
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002
57
WEMA
BILL RIVERS, PMP, CSM
hood.
Bill has more than 20 years of experience implementing CIS and ERP systems.
EDUCATION
He has extensive experience implementing CIS, AMI, and ERP projects. Bill is a
Certified Project Manager (PMP) and Certified Scrum Master (CSM). In addition
Finance, BBA, Sam Houston
State University
to managing large projects, he has performed various project roles including
Quality Assurance manager, Test Manager, functional lead, and business analyst.
FIELDS OF SPECIAL
Prior to his systems implementations career, Bill was a Controller for several large
COMPETENCE
corporations. His broad experience base enables him to find effective solutions for
Project Management
our clients.
Customer Information
Detailed Project Experience
Systems (CIS)
Advanced Metering
Information Technology Business Operations Plan, Tucson Water, AZ, Meter -to-
Infrastructure (AMI)
Cash Subject Matter Expert. Conducted workshops to review Call Center, IVR
Enterprise Resource Planning
and CIS business processes to understand Tucson Water's pain points and
(ERP)
make recommendations based on best practices. Documented current meter -to-
cash processes and developed to -be workflows and processes.
Testing Management
Project QA
CIS Implementation, Boston Water and Sewer Commission, Boston, MA, Project
Sponsor. EMA assisted Boston Water and Sewer Commission (BWSC) and the
Contract Management
software vendor (Itineris) in the on -premises implementation of the UMAX 365
Business Analysis and
customer billing system. This implementation included several products and
Process Re -Engineering
interfaces. Bill provided executive support to ensure BWSC's project sponsors'
Financial Analysis
expectations were met and the project stayed on track. During the Requirements,
RFP, RFI, and SOW
RFP and Selection phase, Bill was responsible for developing requirements for
Development
General Ledger, Cash, Accounts Receivable, and Revenue reconciliation and Supply Chain Management
analysis.
Quality Assurance and
CIS Requirements, RFP, Selection and Implementation, Central Arkansas Water, Reliability
Project Manager/ Meter -to -Cash Subject Matter Expert. Project Manager TECHNOLOGY
responsible for gathering requirements, developing the RFP, and assisting with EXPERIENCE
the selection of a new CIS vendor. Led requirements workshops for CIS business Itineris CIS
processes and billing rates. Facilitated the scoring of respondent vendors and led
the short-listed vendor on -site demonstrations. Currently the Project Manager for
the implementation phase.
CIS Implementation — CIS Infinity (A US), Columbus Water Works, Columbus, GA,
Project Manager/Meter-to-Cash Subject Matter Expert. Testing, Data Quality
and General Ledger interface management for the CIS replacement project. Led
the CIS/Maximo interface design and development. The project is currently in the
User Acceptance Testing phase.
CIS Requirements, Selection, and Implementation, New York City — Dept. of
Environmental Protection, New York, NY, Subject Matter Expert. During the
Requirements, RFP and Selection phase, Bill was responsible for developing
requirements for Payments and General Ledger, Accounts Receivable and
Revenue reconciliation. Bill is currently the Test Manager for the implementation
phase.
CIS Upgrade — Cayenta Utilities Version 7.8, City of Grand Rapids Water
Department, MI, Project Manager. Responsible for managing the CIS upgrade
from version 7.5 to 7.8. Instituted a Risk Management plan. Project was delivered
ahead of schedule and under budget.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002
Cayenta Utilities CIS
CIS Infinity (AUS)
SmartWorks MDMS
Sensus AMI Metering
PeopleSoft ERP
Microsoft Office, Project,
Visio, Teams
SharePoint
CERTIFICATES, LICENSES,
AND MEMBERSHIPS
Project Management
Professional (PMP)
Certified ScrumMaster (CSM)
Member — American Water
Works Association (AWWA)
58
ALISA MANN, PH.D.
Alisa is an executive leader with 30 years of experience as the voice of the
customer. She is a highly skilled and dedicated professional leading customer -
centric initiatives, supporting managers, supervisors, support professionals,
technicians, and front-line staff, to provide an exceptional customer experience.
She spent 21 years at a water utility overseeing the organization's entire
relationship with its customers and driving efforts to assess and elevate
experiences at each touch point across the customer journey. While there, she
implemented technology to support the power shift of customers requiring easier
access to information and data. Alisa is committed to providing world -class
customer service while balancing the needs of the customer and the business. She
also has strong technical skills with business software tools and applications and
experience managing remote teams.
Detailed Project Experience
Director, Customer Care & Field Services, Las Vegas Valley Water District.
Created a highly functional customer service organization. Developed a meter -
to -cash organization supporting meter services, customer services, billing,
credit/collections, quality and support teams, and technical and business
analysis team. Led the building and development of a customer -centric strategy
and technology roadmap to deliver an integrated, Omnichannel experience for
all customers. Created and provided executive leadership support for multiple
five-year technology roadmaps involving the implementation of major software
applications. Developed and implemented a comprehensive digital
transformation plan that included investments in technology platforms,
infrastructure, and capabilities to support growth initiatives. Oversaw the
implementation of three customer information systems (Peoplesoft, Oracle
Customer Care & Billing, Oracle Customer 2 Meter), account management
portal and mobile application, contact center telephony systems, data
management systems, and quality management systems. Extensive experience
and in-depth relationships with Oracle Energy & Water and industry consulting
services and firms. Spearheaded efforts to improve operational efficiency with a
focus on optimizing internal productivity and enhancing customer experience.
Customer Services Manager, Las Vegas Valley Water District. Responsible for the
creation of a customer service organization including staffing and new
technology and infrastructure. Implemented a new customer information system,
call center telephony, quality monitoring system, and various other support
systems. Developed documentation, reports, and logs to identify and manage
metrics. Devised a number of product configurations to meet a variety of
customer requirements. Responsible for technical integration, systems
engineering program management, customer support, and program
management. Grew customer service organization from customer service call
center to a customer -centric Omni channel contact center organization.
Increased customer satisfaction by addressing and resolving issues with
Information Technology and Public Information teams. Gained customer
acceptance by demonstrating cost savings and operational improvements.
W"EMA
hood®
EDUCATION
Ph.D. in Organizational
Leadership, University of
Phoenix
MBA in Business
Management, Regis
University
BA in Business
Administration, Stockton
University
FIELDS OF SPECIAL
COMPETENCE
Data collection and analysis
Rate development and
analysis
Conservation programs
Vendor management
Inbound and outbound calling
Executive management and
senior leadership
Fleet and field technician
scheduling and dispatching
24/7 workforce scheduling
Staff training and
development
TECHNOLOGY
EXPERIENCE
Advanced Metering
Infrastructure
Automated Meter Reading
Mobile Workforce
Management
Meter Data Management
Omni channel service centers
Automatic call distribution
ACID system
Oracle Customer Care &
Billing
Oracle Customer 2 Meter
System
Genesys Cloud Contact
Center Technology
Avaya Call Center
Technology
CERTIFICATES, LICENSES,
AND MEMBERSHIPS
Board Member, Water
Customer Care Forum
Board Member, Financial
Guidance Center
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 59
WEMA
TAMMY EDINGER, PMP
`ld®
Tammy has more than 20 years of experience in the utility industry as both a utility
EDUCATION
employee and as a consultant. Her information technology experience includes
expertise in leading teams through system implementation initiatives, change
Bachelor of Science,
Business Administration &
management improvements, and ongoing daily support. Tammy is a Project
Computer Information, Florida
Management Professional (PMP).
Gulf Coast University
Detailed Project Experience
FIELDS OF SPECIAL
CIS Implementation Support, NYC Department of Environmental Protection, NY,
COMPETENCE
Business Process Lead. Responsible for leading business process design
Customer Information
workshops and providing guidance with "best practice" recommendations for
Systems (CIS)
system configuration.
Customer Service
Information Technology Business Operations Plan, Tucson Water, AZ, Business
Utility Billing
Process Lead. Responsible for the analysis of current call center business
Business Process
processes and recommendations for process efficiencies and improvements.
Reengineering
CIS Implementation Specialist, Cape Fear Public Utility Authority, NC,
Strategic Planning
Professional Services Manager. Lead consultant responsible for the
Project Management
implementation of UMAX CIS — finance domain, managed customer
water and wastewater
expectations, proactively identified risks, and provided solutions.
Utilities
CIS Implementation Specialist, Dakota Electric Cooperative, Inc., MN,
Electric Utilities
Professional Services Manager. Lead consultant on finance domain, assisted
Meter to Cash Business
with the development and implementation of UMAX software, translated
Processes
business and functional requirements into application solutions.
Efficiency Improvement
Cayenta CIS Implementation Project Manager, Clay Electric Cooperative, Inc.,
TECHNOLOGY SKILLS
FL. Successfully led the selection, implementation of Cayenta CIS System
testing, training). Led the project team in redesign of business
(configuration, g, g)• p 1 9
Cayenta CIS
practices, managed project risk, project budget and kept stakeholders
Oracle CC&B
apprised of project status. After implementation, responsible for the daily
Itineris UMAX
management and support of the Cayenta CIS system, including but not
Microsoft Dynamics
limited to management of vendor support, internal support, system upgrades
and new process implementations.
Aclara TWACS
Oracle ERP
AMR Data Services Supervisor, Lee County Electric Cooperative, Inc., Fort
Myers, FL. Responsible for improving AMR system reading performance and
SOL
accuracy to a daily average of 98% of 200,000 meters.
SOL Server
Project Manager, Lee County Electric Cooperative, Inc., Fort Myers, FL. Provided
Cognos
project management of system implementations — Oracle CC&B, Oracle ERP,
Crystal Reports
Ultipro HR/Payroll, performed reliability analysis, reporting, and management
of personnel.
CERTIFICATIONS
PMI Project Management
Business Analyst, Lee County Electric Cooperative, Inc., Fort Myers, FL.
Professional (PMP) Certified
Responsible for system support, system implementations, data analysis,
Microsoft Dynamics Finance
report writing.
and Operations Certified
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 60
WEMA
MELISSA TELFORD
`ld®
Melissa is a detail -oriented Technical Analyst with more than 10 years of utility
FIELDS OF SPECIAL
industry experience. She is well -versed in utility business processes, AUS CIS
CO ETENCE
Infinity Utility Billing suite, and Inovah Central Cashiering System. Melissa is client
Software Life Cycle
and process -focused, with strong troubleshooting, technical, and problem -solving
Management
skills.
System Testing
Experience
Business Process
Technical Analyst, Customer Succes, Advanced Utilities, Toronto, Canada.
Improvement
Troubleshoot and resolve Team Support tickets submitted by clients regarding
TECHNOLOGY
technical issues with the CIS Infinity system. Work with clients to create new
EXPERIENCE
processes, including creating new walk-throughs and configuration of CIS
AUS CIS Infinity Utility Billing
Infinity, as well as detailed technical setup of import/export interfaces. Work with
Suite
Vendors of AMI solutions either through API or csv exports to determine the
optimal business solution for the client. Conduct workshops with clients on
Inovah Central Cashiering
System
training and business process improvement after major platform upgrades of
CIS Infinity or as standalone business process improvement sessions.
Microsoft SQL
Research, validate, and correct data issues via SQL or PowerShell scripts.
Microsoft PowerShell
Work with internal and external system administrators to pinpoint and resolve
Microsoft Office Suite
network issues.
System Administrator I, City of Independence, Independence, MO. Worked closely
with Customer Service Management and Director to perform the training of,
support, and implementation of new processes and policies. Determined and
resolved hardware, software, and network issues, as well as oversee upgrades
to utility billing system and cashiering software. Researched and created
recommendations to multiple City departments for the procurement of hardware
and software systems. Configured and deployed supported hardware and
software for multiple departments. Monitored application servers and provided
rapid response to faults and malfunctions Planned, implemented, and integrated
updated system -oriented projects. Worked closely with team members to
develop project requirements, review RFPs, deliver solutions, communicate,
and troubleshoot with vendors to meet deadlines for projects. Set up user
accounts, permissions, passwords, and defined network policies and
procedures. Prepared reports for multiple Directors of City departments and the
City Manager's office by using SQL to extract data from the utility billing system.
Customer Service Supervisor, City of Independence Utilities, Independence, MO.
Acted as core team member/SME working closely with Project Managers for the
City and vendor on implementation of the new CIS Infinity utility billing software.
Reviewed existing SOPs and updated or created new business processes with
CIS vendor to maximize team efficiency. Supervised and trained new
employees and existing staff on company policies and performed yearly
performance evaluations. Kept current of company products and services to
promptly resolve complaints and concerns. Assisted staff with resolving complex
customer issues and implementing targeted solutions. Reviewed data
conversions with Conversion Specialist, researched and troubleshooted issues
with lead tech on the project. Created training schedules and training sessions
for account representatives and other City department end -users for new billing
system.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 61
WEMA
MARLA K. HARTSON, PMP, CSM
hold.
Marla has more than 30 years of experience in providing project management
EDUCATION
and information technology planning, analysis, and implementation services.
Associate of Arts Degree, Valencia
Her technology expertise includes customer information systems (CIS),
Community College, FL
laboratory information management systems (LIMS), asset and work
Coursework toward Bachelor of Science
management systems, internal and external interaction systems, and plant
Degree, Business/Management,
operations support. Marla's industry contributions include serving as chair of a
University of Phoenix, Maitland, FL
research committee, delivering conference presentations, authoring articles for
Coursework toward Bachelor of Science
publication in industry periodicals, and contributing to an industry Information
Degree, Computer Engineering,
Technology Manual of Practice.
University of Central Florida
Customer Information Systems Project Experience
North Central Bible College
CIS Selection and Replacement - CIS Interfaces and Data Cleansing, New York
FIELDS OF SPECIAL COMPETENCE
City Department of Environmental Protection, NY, Technical Lead. Developed
Project Management
interface and conversion specifications; developed technical requirements;
IT Planning, Analysis, & Implementation
provided leading practices guidance on technical environments and staffing;
Customer Information Systems
and made recommendations regarding cloud versus on premises deployment.
Automated Meter Reading and
Coordinated planning and manual entry of data required at go -live, leveraging
Infrastructure Systems
a core team of 7 and up to 30 volunteers per day over one week, including
Collaboration and Content Management
validate and clean-up of manually entered data.
Social Media and Customer Interaction
CIS Implementation - CIS Infinity (A US), Columbus Water Works, Columbus,
Asset and Work Management Systems
GA, Project Manager/ Interfaces Lead. Testing, Data Loading, CIS/Maximo
interface testing and Team coordination for the CIS replacement project.
LIMS
Supported User Acceptance Testing phase to Go -Live in early 2021.
SCADA
CIS Selection and Implementation - CIS Interfaces and Data Cleansing,
Security
Backflow and Testing, Central Arkansas Water, AR, Technical Lead. Helped
Backflow
CAW evaluate upgrading their current system versus selection and
Data Quality
implementation of a new system. Led development of technical and interface
Database Design and Reporting
requirements and participated in functional requirements and development of
Interface Design, Development and
SOPs. Developed the demonstration script and tools to facilitate vendor
Testing
evaluations. Helped organize and coordinated a data cleansing initiative prior
CERTIFICATES, LICENSES, AND
to vendor selection which significantly helped improve data quality for
MEMBERSHIPS
conversion. Supported conversion of backflow data from a separate data
American Water Works Association
source and provided assistance to the CAW test track lead.
(AWWA) Information Management and
Information Technology Business Operations Plan, Tucson Water, AZ,
Technology Research CommitteeMember 2004-2011; Chair 2007-11
Functional Lead. Helped TW evaluate business practices and identify
opportunities for improvement supporting development of business
AWWA Information Management and
Technology Conference Committee
requirements for the CIS replacement RFP. Assisted with development of the
2010, Committee Member
functional and technical requirements for the RFP. Assisting with the CIS
Certified Project Management
implementation.
Professional - PMI (2005)
CIS Phases I -Ill, Requirements, Selection, and Implementation, Boston Water PMI Agile Certified Practitioner - PMI-
and Sewer Commission, MA, Technical Subject Matter Expert. Provided ACP (2018)
technical guidance on migration, which allowed BWSC to implement a fully- Microsoft Certified Systems Engineer,
tested data extract of their legacy billing system prior to initiation of the CIS NT 3.5 (expired 12/2000)
implementation phase. Supported data migration and interface analysis for Competent Toastmaster, Toastmasters
BWSC as Technical Lead of the CIS implementation project. International
PMI Wicked Problem Solver (2021)
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 62
EMA
EDDIE CHEONG `r®
An experienced application consultant and manager, Eddie has specialized in EDUCATION
utilities and software implementations and integrations with 10 years of utility
industry experience. He has performed 20+ combined Customer Information Computer Programming with
Analysis, Seneca College,
Systems (CIS) and Meter Data Management (MDM) implementations with an Toronto, ON, Canada
average of 15 integrations per project. An effective communicator, he is capable of
translating functional requirements into technical solutions, using industry best FIELDS OF SPECIAL
practices to fit each client's needs. COMPETENCE
Previous Project Experience
Utility business processes,
industry standards, and best
Univerus, Peterborough, ON, Professional Services Lead. Worked directly with
practices
clients to implement the Univerus/SmartGridCIS MDM and CIS products.
Software development
Performed requirements gathering, configuration, and training workshops to
lifecycle (SDLC)
empower the client to build long-term knowledge, technical solutions, and
Fluent in Chinese
workflow. Liaised between clients and development teams to support
customization and feature enhancement within the Univerus MDM and
TECHNOLOGY
SmartGridCIS GridLink applications. Developed technical and business
EXPERIENCE
requirements to help steer the development of the SmartGridCIS GridLink
Microsoft Office Suite
application to ensure proper support for regulated utilities. Provided insight,
Jira and Confluence
guidance, and support to internal development, training, and data conversion
teams on regulated utility practices, policies, and procedures.
TeamSupport
Util-Assist, Newmarket, ON, Utility Consultant. Evaluated multiple vendor bids
Spiratest
and RFP responses as part of an AMI procurement effort. Created workflows,
SQL
process documentation, and presentations for an AMI implementation project.
Powershell C++
Led a client CIS procurement effort by facilitating discovery workshops,
Java
establishing project timelines, and developing business case justification.
HTML and XHTML
Assisted in an overhaul of internal RFP templates by working with
stakeholders to analyze and update existing requirements and identify new
Wireless devices,
requirements to reflect current industry, technology, and business standards.
applications, content, andservices on handheld
Acted as the Technical SME to convert a utility's billing system to a modern
operating systems such as
CIS by defining data mapping, performing business process reviews, and
Android and Apple iOS
reviewing integration requirements.
CERTIFICATES, LICENSES,
Advanced Utility Systems, Toronto, ON, Team Lead — Professional Services.
AND MEMBERSHIPS
Performed all application consultant functions, including requirements
CompTIA, A+ Hardware and
gathering; CIS configuration and testing; data conversion facilitation; third-
Software Certification
party integration requirements gathering, documentation and configuration,
and informal training and testing assistance. Led a team of 5 Application
Consultants and oversee an additional 10 Technical Consultants as a second
level supervisor. Created performance metrics, implemented process
changes, and provided formal and informal training to internal resources.
Evaluated the performance of team members during mid -year and year-end
reviews. Completed managerial tasks such as approving purchase requests
and expense reports.
Advanced Utility Systems, Toronto, ON, Application Consultant/Tech Lead.
Rogers Wireless, Toronto, ON, Quality Assurance Analyst.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 63
Sandip is an accomplished and results -driven Information Technology leader
with broad -based expertise overseeing corporate technical infrastructure and
high -profile IT projects, leading in digital transformation. His expert leadership
has benefited internal operations and external client companies in the
manufacturing, financial services, municipal, and utility industries. Sandip is an
effective communicator who builds and leads high performing project teams. He
navigates the complex and changing landscapes of business and technology to
achieve high positive return on investment in challenging, highly visible, and
time -sensitive environments. Sandip has particular interest in leveraging
technical innovation and advanced solutions to achieve the best results for the
business and its customers, while keeping the focus on people aspects of a
change environment.
Detailed Project Experience
EMA
�m
EDUCATION
Master of Business
Administration, Xavier University,
Ohio
Master of Arts, Economics,
University of Kalyani, India
Bachelor of Arts, Economics,
University of Kalyani, India
Advanced Systems Management
Diploma, National Institute of
Technology (NIIT), India
FIELDS OF SPECIAL
COM ETENCE
IT Business Operations Plan, Tucson Water, Tucson, AZ, CIS and Technology IT Strategic Leadership
SME. Engaged with client to determine overall customer service and Technology Strategy
revenue management processes, current issues, and constraints. This
analysis helped determine short-, medium-, and long-term opportunities to
gain efficiency, improve automation, reduce paper processes, increase
transparency, maintain data consistency, and improve customer service
effectiveness. Analyzed call center data and recommended procedural
improvements. Provided CIS and CRM technology landscape review and
strategic product comparison. Provided hosting solution alternatives,
architecture review, and cost benefit analysis of operational and capital
investment alternatives. Helped identify business process improvements
and best practice opportunities. Provided strategic technical design
approach for payment process consolidation. Provided industry standards
and benchmarks for service level agreement (SLA) to inform contract
development with payment and bill print (EBPP) services vendor. Analyzed
and recommended scope, criteria, and SLA parameters for the master
services contract and implementation scope of work.
CIS Requirements, Selection, and Implementation, New York City Department
of Environmental Protection, Principal Consultant and Technology and QA
Track Lead for the CIS Program. Coordinated and facilitated technical
approach, framework, technical testing, and performance of systems
components. Reviewed, provided input, and guided best practices towards
technical design and testing coverage documentation. Participated in analysis,
design, and quality assurance review of internal and external integration items
as part of the CIS-CSS-Field Services-EBPP program implementation.
Provided input for integration design documents. Reviewed and developed
cloud and on -premises infrastructure design documents. Assessed, planned,
evaluated, designed, and performed testing team governance and execution
of CIS implementation tracks for testing and QA activities — including
development of testing team protocol, full -life cycle test track work plan, ETL
Project and Program Management
QA and Testing Management
Change Management
Customer Service
CIS, Mobile Work Force
Management, Web/Apps
EBPP and Payment Processing
Systems and Application
Integration
PCI Compliance
Business Process Improvement
Operations Management
Network Infrastructure
Database Management
RFP Process, Vendor, and
Contract Management
CERTIFICATES, LICENSES,
AND MEMBERSHIPS
PMI Project Management
Professional (PMP) Certified
PRINCE2 Foundation Certified
(AXELOS)
Introduction to Kanban, Certified
(LeanKanban University)
Member ISACA/COBIT5
QA/testing plan and execution, UAT and SIT work plan, build business AWWA
requirements library for discovering process improvement opportunities.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 64
0
ADDENDUM NO. 1
FORT WORTH„
ADDENCUM 70 REQUE57 FOR PROPOSALS NO-2d-0-042
INATER CUSTOMER INFORMATION SYSTEM {CIS} CONSULTANT
PURCHASING DIVISION
ADDENDUM NO-1 DATE ISSUED: November 20, 2023
REQUEST FOR PROPOSALS IRFP)= 244)W2
HID OPEIIING DATE: Decermber7, 2023 JUNCHANGEd}
RFP No- 24-001U- Issued October 311. 2023, is hereby amended as follows-
1- Section 4.4 has been changed to read from'Pmposals shall be limited to a maximum of seventy-
five (7!5} &-I r ' X 11' pages (one side only) using a font size no smaller Oran 11 point and
margins of at least one inch in each diction- The requretUregaested attachmerds are not part of
this page limit' to 'Proposals shall be limited to a maximum of 5eventy4ive {75�, 3-112' X 11'
pages [one side only] using a ford size no smeller than 11 pointand margins of al least one inch
in each direction. The required+reWa5ted attachments are a part of this page limit.' in RFP
24-0002 Final Hid Doameni V2.
2- Qw-Aons and Answers documeni is hereby incorporated, in full tit, on pages 2-Z of this
addendurn
All other terms and eondilions remain unchanged.
., ate• t������,e-
Alyssa Wilkerson
BUYER 11
■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■
By the signature affixed below, Addendum No. i is hereby incorporated into and made part of the above
referenced Request for Proposals -
COMPANY NAME: EMr, Inc -
SIGNATURE:
NOTE Company name and signature must be the same as on the original bid documen9s- Failure to
mtum this form with your sealed proposal may oorrstirhrte grounds for rejection of your offer.
EMA, INC. CITY OF FORT WORTH RFP NO. 24-0002 65
CURT WO RT 1i n
Routing and Transmittal Slip
DOCUMENT TITLE: EMA
M&C: CPN:
TO:
Michael Moosavi, Vice President, EMA
Rick Lisenbee, Sr. IT Manager
Shane Zondor, Assistant Director
Jan Hale, Deputy Director
Chris Harder, Director
Taylor Paris
Fernando Costa, ACM
Ron Gonzales, Assistant City Secretary
Jannette Goodall, City Secretary
Allison Tidwell, Administrative Assistant
Charmaine Baylor, Sr. IT Business Planner
Water
Department
CSO:
Signer
Signer
Approver
Approver
Signer
Signer
Signer
Approver
Signer
Form Filler
Acceptor
DOC #:
APPROVER INITIALS
s�
J
KC
EXPLANATION
Please sign/approve this contract between the City and EMA, Inc. (Vendor) which will allow the Vendor
to provide the City with a needs assessment and assistance in the development of the RFP specifications
for the Water Customer Information System (CIS).
Phase 1 will have a not to exceed amount of $385,178.00 and has no renewals. If the Vendor and the
City both agree to proceed with Phases 2 and 3 of the project, the contract will be amended to add the
additional $800,000.00 as was approved by M&C 24-0235, for an amount up to $1,200,000.00. If not,
the City will proceed with a new bid for a contractor for the remaining phases.
Phase 1 is approximately seven months long, based on the milestones listed by the Vendor. If the City
moves forward with Phases 2 and 3, the agreement will expire five years from the date of
commencement, with no renewals, or upon completion of the project.
If you have questions or concerns, please email me.
Charmaine Baylor
Senior IT Business Planner
Water IT
817.392.6629