BOARD OF DIRECTORS’ MEETING August 21, 2014 9:00 A.M.
AGENDA
9:00 a.m. 1. Call to Order and Establish a Quorum
9:05 a.m. 2. Recognitions
9:20 a.m. 3. Approve Minutes of July 17, 2014
9:25 a.m. 4. Matters from the Public Concerning Items Not on the Agenda
9:35 a.m. 5. Response to Public Comment
9:40 a.m. 6. Consent Agenda a. Monthly Financial Reports b. Monthly CIP Report c. Monthly CIP Authorizations d. RWSA Monthly Update e. ACSA Board Policy Future Issues Agenda 2014-15
9:50 a.m. 7. Authorization for Financial Management System; contract approval
10:00 a.m. 8. Water Quality – Taste & Odor Panel Presentation
10:20 a.m. 9. Annual Water Quality Report
10:40 a.m. 10. Resolution amending Rules and Regulations regarding Special Service Fee
10:50 a.m. 11. Authorization for North Pointe Oversizing and Off-Site Agreement
11:00 a.m. 12. Request for Re-Appropriation of FY 2014 Funds
11:10 a.m. 13. Items Not on the Agenda
11:25 a.m. 14. Executive Session
15. Adjourn
R E S O L U T I O N
WHEREAS Terri Knight began her career on August 1, 1989, and has served the Albemarle County Service Authority for over
2 5 Y E A R S; and
WHEREAS her efforts and service in customer service for the Albemarle County Service Authority has placed the ACSA in a position among utilities as an excellent example of exceeding customer expectations; and
WHEREAS the Albemarle County Service Authority and its customers have greatly benefited from her leadership and quality customer service; and
WHEREAS she is a personification of the Albemarle County Service Authority’s Guiding Principles, specifically her commitment to provide responsive customer service and to collaborate fully with our community partners;
WHEREAS the Board of Directors of this Authority believes that such recognition should be publicly made;
NOW, THEREFORE, BE IT RESOLVED that the Board of Directors of the Albemarle County Service Authority expresses its sincere gratitude to Terri Knight for her service to the customers of the Albemarle County Service Authority.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * I hereby certify the foregoing to be a true and exact copy of a resolution adopted by the Board of Directors of the Albemarle County Service Authority in a regularly scheduled meeting held August 21, 2014.
Gary B. O’Connell, Secretary-Treasurer ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
AGENDA TITLE: PVCC Leadership AGENDA DATE: August 21, 2014 Program Graduates ACTION: Recognition STAFF CONTACT(S)/PREPARER: Gary O’Connell, Executive Director ATTACHMENTS: YES
BACKGROUND: For the past nine months a number of ACSA employees have been participating in a Leadership Program provided by Piedmont Virginia Community College (PVCC). We had 21 participants attend more than half of the classes, and PVCC gave graduation certificates to 16 graduates who attended ¾ of the sessions. We are proud of their accomplishments.
PVCC Leadership Program at the ACSA
Graduates-Certificates of Completion:
Kenny Barrow – Finance Roland Bega – Maintenance Tim Brown – Engineering Tonya Foster – Finance Doug Herr – Maintenance Barb Klendworth – Finance Robbie Lawson – Maintenance Jeremy Lynn – Engineering Montie Madison – Maintenance William Roach – Maintenance Emily Shifflett – Finance Jason Thomas – Maintenance Liz Wallace – Finance Jonathan Wood – Maintenance Calvin Underwood – Maintenance Jill Zimmerman – Engineering
Participants:
Billy Defibaugh – Maintenance Eddie Glass – Maintenance Terri Knight – Finance Scott Krebelder – Engineering Angel Monterrozo - Engineering
ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
BOARD ACTION REQUESTED: Recognition
ATTACHMENTS: Sample PVCC Leadership Program Certificate
010101PVCCGraduatesMemo080614
R E S O L U T I O N
WHEREAS the Albemarle County Service Authority (ACSA) sponsored a Leadership Development Program through Piedmont Virginia Community College (PVCC); and
WHEREAS sixteen (16) ACSA employees completed the nine (9) month program, and received a Graduation Certificate from PVCC; and
WHEREAS Kenny Barrow, Roland Bega, Tim Brown, Tonya Foster, Doug Herr, Barb Klendworth, Robbie Lawson, Jeremy Lynn, Montie Madison, William Roach, Emily Shifflett, Jason Thomas, Liz Wallace, Jonathan Wood, Calvin Underwood and Jill Zimmerman are to be congratulated for their successful completion of the Leadership and Supervision Program;
NOW, THEREFORE, BE IT RESOLVED by the ACSA Board of Directors a sincere thanks and congratulations to each of the PVCC graduates; and to wish each great success in their future careers at the ACSA.
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * I hereby certify the foregoing to be a true and exact copy of a resolution adopted by the Board of Directors of the Albemarle County Service Authority in a regularly scheduled meeting held August 21, 2014.
Gary B. O’Connell, Secretary-Treasurer ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
AGENDA TITLE: Recognition – GFOA AGENDA DATE: August 21, 2014 Certificate of Achievement Award
STAFF CONTACT(S)/PREPARER: ACTION: Presentation Gary O’Connell, Executive Director ATTACHMENTS: Yes
BACKGROUND: The ACSA and the Department of Finance have been recognized by the Government Finance Officers Association (GFOA) for their prestigious award of a Certificate of Achievement for Excellence in Financial Reporting. This award is for the FY 2013 Comprehensive Annual Financial Report (CAFR) that was presented to the Board last November. The award recognition goes to the team in the Finance Department for stepping up and working hard to complete an award worthy annual financial report. I want to especially thank several members of the Finance Department for their extraordinary work in the report: Barb Klendworth, Accountant; Emily Shifflett, Accountant; Terri Knight, Customer Service Supervisor; with assistance from Cecilia Allen, Accounting Technician; and Tonya Foster; Accounting Technician.
The GFOA Certificate of Achievement is the highest recognition in governmental finance. The ACSA has had a track record of excellence, and that continues with the award and recognition. We are looking forward to the future, and with the addition of Quin Lunsford we have a very strong financial team.
010101AgendaItemExecSummGFOACertRecogMemo081214
Albemarle County Service Authority Board of Directors
1 The Board of Directors of the Albemarle County Service Authority (ACSA) met in 2 a regular session on July 17, 2014 at 9:00 a.m. at the Administration and 3 Operations Center at 168 Spotnap Road in Charlottesville, Virginia. 4 Members Present: Mr. Roberts, Chairman, Mr. Kittrell, Vice-Chairman, Mr. 5 Tolbert, Ms. Hueston, Ms. Sulzberger, and Ms. Swanson. 6 Members Absent: None 7 Staff Present: Messrs. Bowling, O’Connell, Gorham, Henley, Lunsford, M. Lynn, 8 Ms. Trent, and Ms. Knight. 9 Staff Absent: Mrs. Evans 10 Public Present: Mr. John Martin, Albemarle County Citizen; Mr. Jim Colbaugh, 11 Albemarle County Citizen. 12 13 1. Call to Order and Establish a Quorum 14 The Chairman called the meeting to order and a quorum was established. 15 16 2. Approve Minutes of June 19, 2014 (Recording Time: 09:05:25 a.m.) 17 The Chairman asked if there were any corrections or additions to the 18 minutes of May 15, 2014. 19 Ms. Sulzberger stated that she had three corrections to the minutes. She 20 stated that the first was on page 18, line 25. She noted that the word “an” was 21 missing from the sentence. She stated that the next correction was on page 7, 22 line 5. She stated that the Rivanna Water & Sewer Authority’s (RWSA) charge for 23 water should be $3.69 instead of $3.68. Mr. O’Connell stated that the cost was 24 actually $3.687. Ms. Sulzberger stated that the amount of $3.69 had been used 25 on page 5, and she wanted to make sure that there was consistency throughout 26 the minutes. She stated that her final correction was on page 4, line 9. She 27 stated that she felt the sentence should read, “…but would yield much higher 28 quality water,” instead of “…but would yield a much higher quality of water.” 29 Ms. Swanson stated that she had one correction on page 3, line 7. She 30 stated that her question was “how typical it was for government agencies to 31 exchange money for land,” not “land for land.”
July 17, 2014 Page 1 Albemarle County Service Authority Board of Directors
1 Mr. Tolbert moved to approve the minutes of June 19, 2014, as 2 amended, seconded by Mr. Kittrell. All members voted aye. 3 4 3. Matters from the Public Concerning Items Not on the Agenda (Recording 5 Time: 09:09:51 a.m.) 6 There were no matters from the public concerning items not on the 7 agenda. 8 9 4. Response to Public Comment (Recording Time: 09:10:11 a.m.) 10 There was no response to public comment. 11 12 5. Consent Agenda (Recording Time: 09:10:22 a.m.) 13 The Chairman asked if there were any questions or comments regarding 14 the Consent Agenda. 15 a. Monthly Financial Reports – Ms. Swanson stated that she had a 16 question regarding last month’s sale of the Federal Home Loan Bank 17 (FHLB) bond. She asked what the previous percentage was on the 18 FHLB that was sold. Mr. Lunsford replied that he believed the bond 19 was sold in May at $107 per share, and purchased in June at $97 per 20 share. He stated that the ACSA was advised that May was a good time 21 to sell and June was a good time to buy. He stated that there had been 22 a lot of trading activity in the last two months, but he did not envision the 23 ACSA trading those investments for some years. He added that 24 currently the ACSA was in a hold position. Ms. Swanson asked if the 25 FHLB bond was liquid. Mr. Lunsford replied that the bond had a two 26 year call protection. He stated that the ACSA could sell the bond as 27 deemed necessary, but that it was not likely to be a reasonable option 28 for the short term future. 29 Mr. O’Connell stated that the bond was intended to be long term. 30 He stated that the liquid money the ACSA had was in the Local 31 Government Investment Pool (LGIP) and if money was being moved for
July 17, 2014 Page 2 Albemarle County Service Authority Board of Directors
1 cash flow purposes, the LGIP would be the source of those funds. Ms. 2 Swanson asked if the FHLB bond was part of the 3R reserve fund. Mr. 3 O’Connell replied that it was outside of the 3R fund. Mr. Bowling stated 4 that there was a restriction on the types of investments the ASCA could 5 have. He stated that the amount of investments allowed was 6 nonproductive from an individual point of view, and in order to yield a 7 higher interest bearing rate, there had to be a longer term. 8 Mr. O’Connell stated, as a side note, that the ACSA staff was 9 continuing to refine the financial reports. He stated that they continued 10 to change as the Board provided feedback and that it was a work in 11 progress. 12 b. Monthly CIP Report – Ms. Swanson stated that she had a question 13 regarding the Western Ridge – Foxchase Water Connection Project. 14 She asked if the ACSA had another bid for the directional drilling portion 15 of the project and how that affected the overall cost. Mr. Gorham replied 16 that there was not another bid for the directional drilling. He stated that 17 the contractor won the bid for the project based on the difference 18 between his cost and the other contractors for the directional drilling. He 19 stated that the contractor had his own equipment which resulted in his 20 cost being the lowest, but the equipment was not capable of performing 21 the job. He stated that the contractor had to perform the work based on 22 the priced that was bid, and would have to hire a subcontractor to do 23 the directional drilling, and that the cost would be the contractor’s 24 responsibility. 25 Ms. Swanson stated that her next question referred to the Crozet 26 Phase 2 Water Main Replacement Project. She stated that there was a 27 discussion in June about the Board receiving a presentation on the 28 recommendation of award, and asked if there would be a discussion. 29 Mr. Gorham replied that the recommendation of award was included in 30 the CIP authorizations for this month. Ms. Swanson asked how the 31 reserve funds were managed for that particular project. Mr. O’Connell
July 17, 2014 Page 3 Albemarle County Service Authority Board of Directors
1 replied that the funds were included in the CIP budget. He stated that 2 most of the CIP projects were phased over a few years and the funding 3 might be split between several budgets. He stated that if an additional 4 appropriation outside of the budget was requested, then that would use 5 funds from the reserves. Mr. Gorham stated that the CIP budget was 6 the best guess as to what the costs would be for individual projects, and 7 that sometimes it was close and sometimes it was not. He stated that 8 the bids were coming in quite competitively and that sometimes they 9 were high and sometimes they were low, which created flexibility in the 10 CIP budget throughout the course of the year. He added that when a 11 project was complete, he composed a memo that would explain any 12 differences between what was budgeted for the project and what was 13 actually spent. 14 Mr. Roberts stated that he had a comment with regards to the sale 15 of the Camelot property. He stated that it was basically a piece of 16 property that the ACSA owned and no longer needed. Mr. O’Connell 17 stated that the background on the property was that the ACSA’s system 18 operated out of a wastewater treatment plant near Camelot that started 19 to fail. He stated that the RWSA owned the property and operated the 20 plant. Mr. Gorham added that the property developer put in the 21 treatment plant and upgraded it twice to deal with the growth in the 22 area. He stated that eventually, the plant could no longer be upgraded 23 and needed to be replaced. He stated that many years ago, before 24 Rivanna owned the land, it belonged to the ACSA. He stated that now 25 that the plant has been done away with, the ACSA asked Rivanna to 26 transfer the property back to the ACSA, which they did. Mr. O’Connell 27 stated that it was, in essence, an excess piece of property that the 28 ACSA no longer had any use for. He stated that the ACSA approached 29 realtors to see what market value it would have. He added that when 30 the ACSA reached the point of selling the land, Mr. Bowling would bring 31 that issue to the Board in executive session.
July 17, 2014 Page 4 Albemarle County Service Authority Board of Directors
1 Ms. Swanson asked if this land was the pump station on the east or 2 west side of Route 29. Mr. Gorham replied that the land was the old 3 wastewater treatment plant and had nothing to do with either of the two 4 pump stations. He stated that it was adjacent to the new pump station 5 and was a separate parcel. 6 c. Monthly CIP Authorizations – Mr. Kittrell stated that he wanted to 7 comment on the Granular Activated Carbon (GAC) bids for Crozet and 8 Scottsville. He stated that they were substantially more than what the 9 Board thought they would be. He asked if there would be an attempt to 10 go back and look at alternate designs so that the cost was more in line 11 with what was budgeted, and how the bids being $1.5 million over 12 budget related to the larger aspect of the project. Mr. O’Connell replied 13 that Crozet and Scottsville were small plants and the smallest GAC 14 vessel possible was purchased for those plants. He stated that the 15 vessel was brought in and built up with activated carbon, and that 16 everyone was surprised at the cost in relation to the estimates. He 17 stated that the cost for the smaller plants clearly raised questions on the 18 cost estimates for the urban systems, which were much larger. He 19 mentioned that the discussion at the Rivanna Water & Sewer Authority 20 (RWSA) Board meeting was to go back and look at the project as a 21 whole and consider other possibilities, such as combining the two rural 22 water treatment plants with the larger urban ones. He added that he 23 would not be surprised if there was ultimately an increase in the cost of 24 the project. 25 Ms. Sulzberger asked if there was a sense of the timeline for the 26 project, given that the RWSA was doing a reassessment. Mr. O’Connell 27 replied that the intent was for the project to go to bid in October or 28 November for the urban GAC plants, which would be the three aside 29 from Crozet and Scottsville. He stated that he was not sure what effect 30 the cost issue would have, but as soon as he found out he would let the 31 Board know.
July 17, 2014 Page 5 Albemarle County Service Authority Board of Directors
1 Mr. Tolbert asked if the cost increase for the project was incurred 2 by RWSA and whether it got passed on to the ACSA in whole or 3 through the water rates. Mr. O’Connell replied that the ACSA’s share of 4 the cost was passed on to the ACSA through the water rates. He stated 5 that the project would be financed with long term bonds, and the debt 6 service was the cost that was passed on to the ACSA and the City of 7 Charlottesville, as well as future operating costs. 8 Ms. Swanson asked what the timing of the filter installation would 9 be. She stated that if water quality was not addressed initially, then 10 there was a risk of exhausting the filters too soon and incurring an 11 additional expense. Mr. O’Connell stated that there were Algal blooms 12 in large quantities that affected the way the water had to be treated and 13 clogged the filters, and there was a question as to how to control them. 14 Mr. Kittrell stated that the GAC project was one that the Board 15 should keep an eye on. He stated that it was one thing to get a wide 16 range of bids, but in this case there were four or five bids that were 17 close to each other, which indicated that they were close to being 18 correct and the RWSA’s estimate was not. 19 d. RWSA Monthly Update – Mr. Kittrell stated that he had a question in 20 reference to the 4-Party Agreement. He noted that the City wanted to 21 pursue an amendment to the agreement and asked what prompted that 22 decision. Mr. O’Connell replied that the agreement is based on monthly 23 flows, and with wet weather, the bill could increase drastically. He 24 stated that the idea was to smooth out those fluctuations in cost by 25 looking at average flows and applying payments to the debt service as 26 opposed to using monthly flows. He stated that it was a win-win for 27 everyone, but the one issue that could come up was that, being a four 28 party agreement, other parties could start changing other sections of it 29 as well. Mr. Kittrell stated that he was looking to make sure that it was 30 fair for the ACSA, and that it would be good to see a draft to understand 31 the context and implications for the ACSA. Mr. Bowling stated that the
July 17, 2014 Page 6 Albemarle County Service Authority Board of Directors
1 present billing methodology outlined in the agreement meant that when 2 it rained very hard for an extended period of time, both the ACSA and 3 the City would receive a bill from RWSA, which was fairly large. He 4 noted, however, that the effect on the City was much greater than the 5 effect on the ACSA. 6 e. ACSA Board Policy Future Issues Agenda 2014 - 7 Mr. Kittrell moved to approve the Consent Agenda, seconded by Mr. 8 Tolbert. All members voted aye. 9 10 6. Strategic Plan Update (Recording Time: 09:43:36 a.m.) 11 Mr. Roberts stated that he wanted to make one comment about the history 12 of the strategic plan. He stated that when he joined the ACSA Board of Directors, 13 he asked about the strategic plan and was told that the ACSA did not have one. 14 He stated that when former Board member Dr. Lizbeth Palmer joined the Board, 15 she too asked about the strategic plan and was told that there was not one. He 16 stated that the ACSA had come a long way as far as the strategic plan was 17 concerned. He noted that the plan was a young document, built from the bottom 18 up, and that the ACSA had done a commendable job with it. 19 Mr. O’Connell stated that the original strategic plan was done in 2009 and 20 covered a three year period. He stated that the current plan was a five year plan, 21 and that there were some items that would not be accomplished until 2018. He 22 stated that the first piece of the strategic plan was the policy document that the 23 Board approved which outlined the ACSA’s vision, values, and major policy 24 areas. He stated that the second piece was the status of each one of the items 25 that came out of the strategic plan discussion. He mentioned that the Board 26 received monthly reports on many of the items, especially the CIP. He stated that 27 the strategic plan was as much of a management document as it was a policy 28 document in that it listed the projects each department head was responsible for. 29 He noted that it also included very specific dates as well. He stated that he 30 wanted to briefly highlight some of the items that had been completed and give
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1 the status of some others, keeping in mind that some were not intended to be 2 acted on for some time. 3 Mr. O’Connell stated that the following were some of the items completed 4 during the first year: 5 FOG Educational Outreach Program- He stated that this was an 6 ongoing program, and that FOG kits had been delivered to 1,800 7 households. 8 Leadership Development Training Program- He stated that there 9 were 16 graduates, and 22 participants overall, from this program 10 through Piedmont Virginia Community College (PVCC) and that 11 there would be a celebration on July 30th. 12 Employee Evaluation Process- He stated that this was completed in 13 June and the ACSA staff was in the midst of updating the 14 evaluations by utilizing the job descriptions. 15 Adoption of Budget and Rates 16 Environmental Management Systems (EMS) updates- He stated 17 that the ACSA had begun to include these in their purchasing and 18 construction contracts. 19 Emergency Planning- He stated that Mike Lynn would expand on 20 this subject in his presentation. 21 Audits- He stated that there were some procedure reviews that 22 came out of the annual financial audit. He stated that the staff was 23 working on formal responses to the audit firm Brown Edwards 24 which, once they were complete, would be shared with the Board. 25 He stated that there was also an Information Technology (IT) 26 procedures review and a Human Resources and payroll 27 procedures review. He noted that the staff was in the midst of 28 formulating management responses to these reviews as well, 29 which were due August 11th. 30 Updated Website- He stated that this continued to be updated. He 31 noted that the ACSA was attempting to move into the social media
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1 world and had a Facebook and Twitter account. He stated that the 2 Twitter account could be utilized for emergencies and the goal was 3 to build relationships with the various news media and 4 neighborhood groups, as it seemed to be the quickest way to relay 5 information. He mentioned that the ACSA was doing all of this 6 internally. 7 SCADA Phase 1- He stated that this phase of the project was 8 virtually completed. He stated that the Board received a report on 9 this project every month. 10 IT Security Training- He stated that IT security training had been 11 given to all employees. He stated that the ACSA was becoming an 12 agency where computer use was essential for all positions, and the 13 goal was to provide basic computer training for all employees. 14 Mr. O’Connell stated that there were close to 100 items on the strategic 15 plan and he just wanted to highlight some of the major projects. He stated that 16 the operations presentations that would be done over the next few months would 17 bring up some of the strategic items, giving the Board multiple opportunities to 18 look at some of the projects. 19 20 7. Enterprise Resource Planning (ERP) and Financial Management System 21 (Recording Time: 09:53:22 a.m.) 22 Mr. O’Connell stated that over a period of time, the Albemarle County 23 Service Authority (ACSA) had been looking to replace the financial system. He 24 stated that the ACSA received approval from the Board a year ago for a specific 25 vendor, however, the project was put on hold until the new Finance Director was 26 hired. He added that the new system was a fairly major investment for the ACSA 27 and that Mr. Bowling was still reviewing the contract documents. He noted that 28 the purpose of this presentation was to give the Board some background on the 29 system and a feel for what the ACSA was trying to achieve, and that no action 30 from the Board was needed at that time.
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1 Mr. Lunsford stated that he wanted to give the Board an overview of the 2 process that had been going on since he joined the ACSA staff. He stated that 3 the Statement of Work (SOW) provided by the vendor was an extensive 4 document that was being reviewed by himself and Mr. Henley, IT Manager. He 5 noted that the new system was a significant investment of both time and money, 6 and would require great effort from the Finance and IT staff. 7 Mr. Roberts stated that during his time as Chairman of the Alcoholic 8 Beverage Control (ABC) Board, he experienced the implementation of a new 9 financial system that served 350 stores. He stated that during that process, the 10 staff did not get input from all users and failed to identify all of the tasks needed 11 for the system to perform. He noted that failing to identify those tasks cost the 12 agency a lot of money later on. He added that during the bidding process, the 13 vendor offered a low bid and then asked for contract adjustments later, which 14 caused more money to be spent than anticipated. 15 Mr. Lunsford stated that he would cover most of those points in his 16 presentation. He began with a slide (Attached as Page____) which defined an 17 Enterprise Resource Planning (ERP) system. He stated that an ERP system 18 incorporated all of the functions of the ACSA into one information system. He 19 noted that the staff did not intend to implement all of the aspects of the system 20 initially. He mentioned that the critical functions would be added first, such as the 21 general ledger functions and features, payroll, and accounts payable which were 22 absolutely necessary for business. He added that other modules would be 23 implemented at a later time such as Human Resources. 24 Mr. Lunsford moved to the next slide (Attached as Page____) which 25 highlighted the history behind the ERP implementation. He noted that a 26 significant amount of work on the project was done prior to his joining the ACSA 27 staff. He stated that he met with the consultant that was chosen in April of last 28 year, and scheduled a meeting with them in June of this year. He stated that they 29 came onsite and gave a 7 hour demonstration in which they walked through the 30 different modules that would be implemented. Mr. O’Connell added that Mr. 31 Henley and other members of the staff had been actively involved in the process
July 17, 2014 Page 10 Albemarle County Service Authority Board of Directors
1 and that maintenance would probably be involved in the future as well, but the 2 core of the system was the financial aspect. 3 Mr. Lunsford stated that Microsoft Dynamics AX was the software that the 4 ACSA had chosen. He noted that there were multiple versions of the software, 5 but the AX version was specifically designed for municipalities. He stated that 6 one of the main reasons Tyler Technologies was selected as the consultant was 7 because they, in conjunction with Microsoft, wrote the code for this particular 8 version of the software. 9 Mr. Lunsford moved through the next few slides (Attached as Pages____) 10 which highlighted the Dynamics AX user view and offered several screen shots 11 of the user screen. He stated that the user screen was very familiar in that it was 12 similar to that of Microsoft Office. He stated that the user view was a dashboard 13 concept and could be tailored to the specific user to only show information that 14 he or she may need. He noted that the financial reporting would be improved in 15 that the system could be set up to provide information that was currently being 16 gathered manually. 17 Mr. Lunsford reiterated that Tyler Technologies was chosen because they 18 worked with Microsoft to develop this particular product. He added that Tyler 19 Technologies had comprehensive experience with these types of projects as 20 well. He noted that the next two slides (Attached as Pages____) highlighted the 21 implementation methodology and the different modules to be implemented. He 22 stated that accountability was a key point and that both the ACSA and Tyler 23 Technologies would be responsible for certain targets. He pointed out that the 24 general ledger, accounts payable, procurement, cash bank management, payroll, 25 capital asset management, and budgeting were all modules that would be 26 implemented initially. He noted that the Human Resource Management module 27 was included in the initial quote as well, but would not be implemented in the first 28 phase. 29 Mr. Lunsford stated that the next step in the process was to continue 30 working with IT and Mr. Bowling to finalize the contract. He stated that the 31 accounting staff was small enough that each user would be heavily involved in
July 17, 2014 Page 11 Albemarle County Service Authority Board of Directors
1 the process. He noted that there were some users whose years of experience in 2 ACSA business would be instrumental in the building of the new system. 3 Mr. Kittrell asked what a timeline with dates would look like for the 4 implementation of this new system and what the price range would be. Mr. 5 Henley replied that it depended on the conversion process. He stated that the 6 initial goal was a nine month period for implementation. He noted that the ACSA 7 would be running the new system concurrent with their old software, which was 8 archaic and becoming obsolete. He stated that the conversion of the information 9 would depend on the contractor and thus, it was difficult to pinpoint an exact 10 timeframe. He stated that Tyler Technologies would be using a Systems 11 Development Life Cycle (SDLC), which was a waterfall model of how one 12 application is migrated to another. He noted that the staff had been very 13 exhaustive in covering all bases and were ready to move forward. 14 Mr. Lunsford stated that he was hesitant to give the Board a solid number 15 in terms of how much the new system would cost. Mr. Bowling advised him not 16 to. Mr. O’Connell stated that the staff would prefer to negotiate further before 17 presenting a figure to the Board. He noted that the Board approved $125,000 last 18 year for the project, but that the staff would likely be coming back to the Board to 19 request approval for additional funding. He mentioned that one of the criteria 20 Microsoft used for pricing was how many users the ACSA would have and how 21 many licenses would be required. He added that the staff wanted to consider 22 every possible cost, and that they were not far enough into the process to give a 23 solid figure. 24 Ms. Sulzberger asked if the nine month schedule was just for the first 25 module which included the financial information. Mr. Henley replied yes and 26 stated that the Human Resources module would be applied later. He reiterated 27 the point that licensing was a big factor with regards to cost. He stated that the 28 server technology the ACSA was using when the new system was initially being 29 planned had been upgraded. He noted that the ACSA was currently running a 30 2010 version of the software and the new financial system would be based on 31 2012 licensing. Mr. O’Connell stated that there were ongoing costs as well. He
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1 stated that aside from the upfront cost to get the system running, there were 2 costs for things such as back end support. He stated that ideally, the staff would 3 have all of those things in place to present to the Board at the next meeting. 4 Mr. Tolbert asked if there was an estimate on the life cycle of the Microsoft 5 Dynamics AX software. Mr. Lunsford replied that he believed the software had 6 been matured to the point where it could be built upon. Ms. Swanson stated that 7 the County of Albemarle announced that their system was down as they were 8 migrating to a new financial system, and asked if it was the same system that the 9 ACSA was implementing. Mr. Lunsford replied that the system down time at the 10 County was related to their property tax assessment system, not their financial 11 system. He stated that the County did use a Microsoft product for their financial 12 system called Dynamics GP, which was not built specifically for municipalities as 13 the AX version was. He mentioned that the County was losing support and 14 having difficulty with some of their modules. He noted that no system was 15 perfect, but the staff felt that the AX version was the product best suited to the 16 needs of the ACSA. 17 Mr. Tolbert asked if the ACSA staff had spoken with other users of the 18 system to find out what their experiences have been with it. Mr. Lunsford replied 19 yes. He stated that he had spoken with the Finance Director for the State Road 20 and Tollway Authority (SRTA) in Atlanta, Georgia to get her perspective on the 21 implementation and the product. He noted that one area where the SRTA in 22 Georgia differed from the ACSA was that they had multiple implementation 23 consultants, which created some issues. He mentioned that the SRTA began 24 implementing version 2 of the software last summer and intended on a 6 month 25 process and was currently 9 or 10 months in, with an expected completion date 26 of July. He noted that version 3, which was the version the ACSA would be 27 implementing, had some updates and corrections that version 2 did not. He 28 stated that, over all, their Finance Director was pleased with the product. Mr. 29 Tolbert asked if the ACSA staff had spoken with anyone who had completed the 30 process and was actually running the new system currently. Mr. Lunsford replied
July 17, 2014 Page 13 Albemarle County Service Authority Board of Directors
1 no. He stated that there may be water authorities in Texas and Washington State 2 that were running the new system and that he could certainly contact them. 3 Mr. Tolbert stated that his other question was if there was a module for 4 online billing. Mr. Lunsford replied that it was an aspect of the system that the 5 staff would analyze once they got the core modules up and running. Mr. Henley 6 stated that Microsoft sold Dynamics CRM, which was Customer Relationship 7 Management software, that he was reviewing and hopefully the ACSA could 8 implement it as well. He noted that he had spoken with existing Dynamics AX 9 users and it was the most efficient ERP package. Mr. Tolbert stated that it would 10 be useful to him to have an idea of the percentage of customers that used online 11 billing. Mr. O’Connell replied that it was somewhere around 10%. Ms. Knight 12 stated that the online billing was not as popular as the auto pay option. She 13 stated that even 10% would be a high estimate. 14 Mr. O’Connell stated that the new financial system had the ability to add 15 new pieces in the future. He mentioned that the intention was that it would be a 16 long term solution and, as the needs and interests of the ACSA changed, the 17 system could expand and grow. Mr. Kittrell asked if, at this point, the system was 18 exclusively inward facing and not external in terms of customer service. Mr. 19 O’Connell replied that the external component would be the financial reporting to 20 the Board. He stated that it was more of an internal system at this point. He 21 noted that the current financial system was very vulnerable and had to be 22 replaced. Ms. Swanson asked what type of system the water authority in 23 Harrisonburg, VA used. Mr. Lunsford replied that he did not know what system 24 they used. He stated that he knew Tyler Technologies was working with 25 Rockingham County to install a new system more suited to their needs. 26 Mr. Bowling stated that he wanted to address Mr. Robert’s comments from 27 earlier. He stated that the Microsoft software contract was a massive document 28 which was basically a “take it or leave it” deal, and that there was little room for 29 bargaining. He stated that there was also a contract with Tyler Technologies, 30 which favored them rather than the ACSA. He noted that some of the costs in the 31 contract were fixed, while some were open-ended. He stated that Mr. Tolbert’s
July 17, 2014 Page 14 Albemarle County Service Authority Board of Directors
1 point about contacting other users of the system was important because legally, 2 there would be no document that would favor the ACSA. Mr. O’Connell added 3 that the ACSA had many Microsoft licenses and the choice to use their software 4 for the new financial system was a natural alliance. Mr. Tolbert stated that it was 5 not only important to talk to users of the Dynamics AX software, but to talk to 6 users of other systems as well to get an idea of how they compare. Mr. 7 O’Connell stated that Tyler Technologies implements various systems, but that 8 they specialize in financial management and have moved to the Dynamics 9 product because they see it as the future. Mr. Lunsford stated that the ACSA 10 would be one of the first in the region to implement the Dynamics AX product. He 11 stated that if the implementation were to fail, it would not only be the ACSA that 12 would fail but Tyler Technologies as well, and he did not envision that being an 13 issue. Mr. Bowling stated that the fact that Tyler Technologies worked so closely 14 with Microsoft was concerning, but at the same time comforting because 15 Microsoft would make sure that Tyler Technologies did what they were supposed 16 to do. 17 Mr. Henley stated that he would be addressing the customer interaction 18 aspect of the system next month in his presentation to the Board. He stated that 19 at the moment the ACSA had an isolated system that did not allow for any 20 interaction, but that the staff was looking at products that would allow for cloud 21 based services. He added that the Geographic Information System (GIS) would 22 allow for online access. This would allow a customer, for example, the ability to 23 look up the location of their meter online. 24 25 8. Department Operations Presentation - Maintenance (Recording Time: 26 10:36:23 a.m.) 27 Mr. Lynn stated that the maintenance department consisted of 32 28 employee positions, with 27 currently filled. He stated that there were four Utility 29 Worker positions that needed to be filled, as well as the Operations Supervisor 30 position that was approved by the Board last month.
July 17, 2014 Page 15 Albemarle County Service Authority Board of Directors
1 Mr. Lynn stated that the maintenance department was responsible for the 2 water mains and water service up to the water meter, as well as the sewer mains 3 and manholes. He stated that the maintenance staff had a lot of interaction with 4 customers, as they were the faces the customer saw outside of the office. He 5 added that the staff strived to provide the best customer service possible. He 6 stated that the ACSA maintained and repaired 346 miles of water lines and 252 7 miles of sewer lines, serving over 18,000 customers. He added that, along with 8 the meter reading department, the maintenance staff maintained 18,765 meters 9 and performed all large meter installations. He noted that the staff was also 10 constantly upgrading water services. 11 Mr. Lynn stated that the maintenance department had a five man 12 construction crew. He stated that they were currently finishing a water line 13 replacement project in Hollymead, and also performed a water line replacement 14 on Jackson Street in Crozet in which they removed a cast iron water line. He 15 stated that they performed a meter vault installation at Albemarle High School as 16 well. He mentioned that the meter was located inside the boiler room, creating 17 accessibility issues and that now the meter could be read without even entering 18 the school. He noted that they had also just completed the Red Hill generator 19 installation, and were in the process of replacing the Crozet generator. He stated 20 that the following were projects that the staff would be starting soon: 21 West Leigh Waterline Replacement- He stated that there were two 22 streets with transite pipe that would be replaced beginning in 23 August. 24 Autumn Hill Water Meter Relocation- He stated that there were 25 some old meter vaults that needed to be relocated and replaced. 26 Ridgewood Trailer Park Meter Upgrades- He stated that they would 27 be upgrading the meters and moving them to clean the main and 28 the pressure reducing valve (PRV). 29 Automatic Flushing Assemblies- He stated that maintenance was 30 working with the engineering staff to install automatic flushers to 31 improve water quality.
July 17, 2014 Page 16 Albemarle County Service Authority Board of Directors
1 University Commons Meter Upgrades- He stated that there was 2 some galvanized pipe in the complex that would be replaced. 3 Mr. Lynn stated that the ACSA had six above ground storage tanks and 4 two pressure tanks that provided backup water and helped with the gravity 5 portion of the system, and that the maintenance staff was in the process of 6 upgrading some of them. He stated that the maintenance staff was also 7 responsible for maintaining the water system valves. He stated that there were 8 7,651 water system valves, which were critical in emergency situations to stop 9 the flow of water, which allowed for repairs. He mentioned that the maintenance 10 department had a two man crew that performed valve inspections and exercising 11 on an annual basis. He stated that cleaning out the valve boxes was part of the 12 preventative maintenance, so it did not need to be done when it was time to turn 13 a valve off. He added that typically exercising the valve would stir up sediment in 14 the system, but they did use a de-chlorinator to flush the lines and clear the 15 water. 16 Mr. Lynn stated that there were 2,330 fire hydrants in the system that were 17 inspected every 16 months, but that the goal was to reduce that to every 12 18 months. He noted that, on average, there were about 8 to 9 incidents per year 19 where vehicles collided with hydrants. He stated that part of the strategic plan 20 was to replace all of the lead hydrants at a rate of 25 per year. Ms. Sulzberger 21 asked how many lead hydrants were currently in the system. Mr. Lynn replied 22 that there were about 250 and the goal was to have them all gone in 10 years. 23 He mentioned that if he had extra money at the end of his budget year, he would 24 use it to purchase more hydrants in order to expedite the process. 25 Mr. Lynn mentioned that the ACSA had an active leak detection program. 26 He stated that the American Water Works Association (AWWA) expected a 9% 27 water loss, but that it was difficult to assess the ACSA’s water loss because of 28 their interconnection with the City of Charlottesville and the RWSA. He 29 mentioned that several years ago, the Board approved funding for a system that 30 allows the maintenance staff to place data loggers into valve boxes to detect 31 leaks. He noted that the largest leak that had been detected thus far was about
July 17, 2014 Page 17 Albemarle County Service Authority Board of Directors
1 16 or 17 gallons per minute. Mr. Tolbert asked if that type of leak was noticeable 2 on the surface. Mr. Lynn replied that it was not detectable on the surface very 3 often. He stated that this particular leak was on the end of a cul-de-sac and never 4 surfaced. 5 Mr. Lynn stated that the maintenance staff had a sewer crew as well that 6 performed rodding and flushing for line maintenance. He noted that there were 7 some trouble spots that the staff routinely checked every three months or so to 8 eliminate any problems and prevent backups and overflows. He noted that there 9 were 13 sewer and 11 water pump stations that the maintenance staff operated 10 and maintained. He mentioned that there was a lot of new technology associated 11 with the pump stations that required special training and thus, it was easier to 12 have a three man crew that took care of them and did all of the troubleshooting 13 as opposed to trying to train everyone. He noted that the Woodbrook Pump 14 Station did not have a water line that serviced the building. He stated that rain 15 water was collected off of the roof and harvested for any station cleaning or 16 flushing. 17 Mr. Lynn stated that the maintenance staff was available 24 hours a day, 7 18 days a week to handle leak repairs. He noted that, due to the Capital 19 Improvement Program, there weren’t as many leaks as there used to be but 20 when they happened, they could be extensive. He stated that the maintenance 21 staff had several employees that were capable of carpentry work as well and had 22 been making repairs and performing jobs around the office as a money saving 23 option. 24 Mr. Lynn stated that the maintenance staff went through a wide range of 25 training. He stated that the ACSA encouraged computer training and on rainy 26 days, the maintenance staff utilized the computer lab to do so. He added that the 27 staff was also provided with First Aid, CPR, and Automated External Defibrillator 28 (AED) training. He noted that the Occupational Safety and Health Administration 29 (OSHA) required all maintenance staff to have confined space and trench safety 30 training. He stated that everyone in maintenance also had to have a flagging 31 certification, as well as training in work zone safety, which was a Virginia
July 17, 2014 Page 18 Albemarle County Service Authority Board of Directors
1 Department of Transportation (VDOT) requirement. He mentioned that there 2 was a fire prevention plan for the building and that the maintenance staff 3 received fire extinguisher training as well. He noted that National Incident 4 Management System (NIMS) training was required as part of the Emergency 5 Response Planning. He stated that in order for the ACSA to be reimbursed for 6 any incident, the staff had to have NIMS training. 7 Mr. Lynn stated that the Board approved funding for a vulnerability 8 assessment. He noted that the last assessment was done in 2003 with RWSA 9 and the City of Charlottesville. He stated that the ACSA was involved in the 10 regional emergency response system through the 911 center. He mentioned that 11 he served as a representative on a monthly basis for local emergency planning 12 and was currently working with the Emergency Operations Center (EOC) to 13 develop an emergency water distribution plan. Ms. Swanson asked if that plan 14 was in conjunction with anything that the Red Cross might have in place. Mr. 15 Lynn replied that the ACSA would be working with the Red Cross as well. He 16 stated that Albemarle County’s emergency response plan included Charlottesville 17 and UVA. He stated that the ACSA was an Emergency Support Function (ESF) 18 3 for Public Works and could be called on by the County in the case of an 19 emergency. He stated that during the Derecho of 2012, the ACSA sent personnel 20 to the North Garden and Crozet Fire Departments to unload pallets of water, 21 primarily for those on well systems. He noted that Albemarle County’s 22 emergency response plan did not cover ACSA operations and his goal was to 23 combine the two. 24 Mr. Tolbert asked if the ACSA billed for services they provided during 25 emergencies. Mr. Lynn replied that they billed for it when they could. He stated 26 that it was also taken care of through the insurance company when possible. He 27 stated that if there was a major event, the ACSA had to be involved as part of the 28 County’s ESF. He mentioned that in those cases, the ACSA would document 29 hours, vehicles and equipment used, etc. and receive reimbursement through 30 federal funding. Mr. Roberts asked if insurance covered hydrants that were 31 knocked over. Mr. Lynn replied yes and cited a recent incident where a 53ft.
July 17, 2014 Page 19 Albemarle County Service Authority Board of Directors
1 tractor trailer went up a dirt road and tried to turn around, knocking a hydrant out 2 in the process. He stated that it cost the ACSA approximately $250 to fix the 3 hydrant. He stated that in this case, a judgment call had to be made because it 4 would have cost more than $250 in time and energy to collect the money from 5 the insurance company. 6 Mr. Roberts stated that four vacancies in the maintenance department 7 was a lot. Mr. Lynn replied that some of the vacancies were due to attrition, and 8 two of the staff quit and went elsewhere. He stated that an ad was ran in the 9 paper and 17 applications were received, which was a small number compared 10 to the amount he used to receive. He noted that interviews were taking place 11 that week and out of the six already interviewed, there were two potential 12 candidates thus far. He mentioned that it was an entry level job, but because of 13 the job requirements, if a candidate had a bad driving record or history of alcohol 14 or drug use, they would not qualify for the position. 15 16 9. Authorization to File for Certificate of Condemnation for Easements 17 relating to the Key West Water Main Replacement Project (Recording Time: 18 11:00:17 a.m.) 19 Mr. Gorham stated that the summary memo for this agenda item 20 mentioned two easements, but that it was now only one because the ACSA 21 received the signed easement from one of the parties that morning. He stated 22 that the general resolution was passed at the last Board meeting which 23 authorized the Executive Director and staff to take the necessary steps to file for 24 a certificate of take if the necessary easements could not be acquired. He stated 25 that whenever that point was reached with a property, the staff would then come 26 back to the Board and ask for authorization to do so. 27 Mr. Gorham stated that the property in question was owned by Norman 28 and Kim Dube. He stated that there were several attempts to contact them, but 29 due to their work schedule, it was difficult to reach them during the day. He 30 stated that the staff did finally reach Mr. Dube, who had been ignoring the 31 ACSA’s correspondence because he did not want the construction to interfere
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1 with their schedule. Mr. Gorham stated that the ACSA staff explained the 2 necessity of the project to Mr. Dube. He stated that there was the increased 3 potential for accidents and disturbances that came with doing the project at night. 4 He added that there might be the potential for half work days, but the staff 5 needed to put the project out to bid and move forward. He stated that at this 6 time, the staff was asking the Board for authorization to file certificate on the 7 property. 8 Mr. Tolbert moved to approve the Resolution as presented to the 9 Board, seconded by Ms. Sulzberger. All members voted aye.
10 11 10. Resolution amending Rules and Regulations regarding Special Service 12 Fee (Recording Time: 11:04:22 a.m.) 13 Mr. Lunsford stated that this resolution was a recommendation to help 14 clarify some of the language in section 13-05 of the ACSA Rules and Regulations 15 regarding special service fees. He noted that the new language added on page 16 204 (Attached as Page_____) stated that a customer would be charged for any 17 request where the issue was on the customer side of the meter. He stated that 18 while the charge was reasonable, not being in the Rules and Regulations has 19 made it difficult to enforce. 20 Ms. Sulzberger stated that she had no issue with the general concept, but 21 did not feel that the language was particularly clear. She suggested removing 22 the phrase “is required” from the second line of the paragraph. Mr. Gorham 23 stated that when a meter was turned back on, if it continued to run, the ACSA 24 would turn it back off because there was no way to determine if the customer left 25 something on inside the home. He added that it was correct to say “turn on” 26 rather than “turn off.” Ms. Sulzberger stated that her issue was with the phrase 27 “is required” because it did not make sense. 28 Mr. Tolbert stated that it still did not make sense to him. Ms. Knight 29 replied that there were two different issues at play. She stated that if a customer 30 requested for a meter to be turned off because of a leak for example, it meant a 31 trip for the ACSA and thus, the special service fee would come into play. She
July 17, 2014 Page 21 Albemarle County Service Authority Board of Directors
1 stated that the second issue had to do with liability. She stated if a customer 2 requested the meter to be turned on and the ACSA did so, if the meter continued 3 to run for more than five minutes and no one was home, the meter could not be 4 left on because there could be running water inside that could cause damage. 5 She stated that in this case, a second trip would be necessary to turn the meter 6 back on. 7 Mr. O’Connell asked the Board if it would make more sense if the 8 statement were two sentences. Mr. Tolbert stated that the second part of the 9 sentence did not make sense. He stated that the meter continuing to run after it 10 was turned on sounded like the meter was doing what it was supposed to do. He 11 stated that he understood the concern about the customer not being home, but 12 that the language did not make that clear. Ms. Swanson asked if the staff had to 13 go to a customer’s home, wouldn’t there be a scheduled time. Ms. Knight replied 14 that the first trip the staff made when a customer requested to begin service 15 required 24 hour notification. She noted that the trip could be made anywhere 16 between 7am and 5pm. She stated that the ACSA could not give a customer a 17 specific time because it depended upon when the meter reading staff would be in 18 that particular area. She stated that when the customer requested a return trip, 19 the staff did attempt to coordinate a time with the customer to prevent multiple 20 trips. 21 Mr. O’Connell asked if the Board wanted to suspend action on the 22 resolution to give the staff time to work on clarifying the language. He stated that 23 this was a case where the ACSA had a particular practice in place, but wanted to 24 put it in writing. Mr. Tolbert stated that it seemed to him that if the staff turned a 25 meter on and it stayed on, that was what the meter was supposed to do. He 26 added that it needed to be clarified why the meter would be turned off again after 27 being turned on. Ms. Knight stated that the staff attempted to add to the current 28 language already in the Rules and Regulations, but that she understood why it 29 was unclear. Mr. O’Connell stated that the staff would look at completely 30 rewriting the entire paragraph.
July 17, 2014 Page 22 Albemarle County Service Authority Board of Directors
1 The Board decided to suspend action on this matter, pending 2 clarification of the language in the Resolution.
3 4 11. Resolution amending By-Laws to provide for a Remote Board Participation 5 Policy (Recording Time: 11:11:51 a.m.) 6 Mr. O’Connell stated that the General Assembly provided an option for 7 Board members to officially participate in meetings remotely by means of audio 8 or video, if there was a physical quorum established. Mr. Roberts asked if the 9 member participating remotely had a vote. Mr. O’Connell replied yes and stated 10 that they had full participation as if they were physically present. 11 Mr. Tolbert asked if this change to the by-laws constituted a written policy 12 requirement. Mr. O’Connell replied yes. Mr. Tolbert stated that one of the 13 requirements for the new law was that the remote participation be limited to two 14 meetings per year. He asked if that had to be part of the by-laws as well. Mr. 15 O’Connell replied that this was one of the sections of the law that changed 16 frequently. He stated that it could be added if the Board preferred, but the 17 attempt was to reference the general act. He added that if it were used, which 18 would probably be very infrequently, the current act and stipulations would be 19 followed. Mr. Bowling stated that this language was the simplest that he could 20 find. He stated that he did not know why there was a two meeting limit per year, 21 but the key thing was that there had to be a quorum physically present at the 22 location of the meeting. Mr. Tolbert stated that perhaps there was someone 23 serving on a Board who was handicapped and participated in most meetings 24 remotely and the goal was to try to avoid that. 25 Mr. Kittrell stated that the ability to participate remotely was important 26 because a Board member may want their vote to matter in an important decision 27 being made in their absence. He stated that their vote could sway a decision one 28 way or another. Ms. Sulzberger referred to the recommended new section of the 29 by-laws that requires a member wishing to participate remotely to advise the 30 clerk of the Board “a reasonable time before the start of the meeting.” She asked 31 if the Board wanted to establish any parameters as to what a reasonable time
July 17, 2014 Page 23 Albemarle County Service Authority Board of Directors
1 would be. Mr. O’Connell replied that the remote participation was probably as 2 simple as hooking up a speaker phone. Mr. Tolbert added that it seemed a 3 “reasonable time” would be whatever time would be needed to set up the 4 necessary equipment. 5 Mr. Kittrell moved to approve the Resolution as presented to the 6 Board, seconded by Mr. Tolbert. The Chairman asked for a roll-call vote: 7 Ms. Swanson, aye; Ms. Hueston, aye; Mr. Roberts, aye; Mr. Tolbert, aye; 8 Ms. Sulzberger, aye; Mr. Kittrell, aye. 9
10 12. Resolution amending the Personnel Management Plan (Health Care 11 Coverage) (Recording Time: 11:21:00 a.m.) 12 Mr. O’Connell stated the ACSA purchased their healthcare coverage from 13 the County of Albemarle and that there were changes occurring in the plan that 14 required employee participation. He stated that one issue that had been raised 15 was the policy, or lack thereof, surrounding benefits for two employees who are 16 married to each other. He stated that the staff looked at the County’s policy and 17 attempted to take that and apply it to the ACSA’s employees. He stated that the 18 ACSA was requiring a decision from employees by July 31, which was why it was 19 on the agenda. 20 Ms. Hueston moved to approve the Resolution as presented to the 21 Board, seconded by Ms. Sulzberger. The Chairman asked for a roll-call 22 vote: Ms. Swanson, aye; Ms. Hueston, aye; Mr. Roberts, aye; Mr. Tolbert, 23 aye; Ms. Sulzberger, aye; Mr. Kittrell, aye.
24 25 13. Items Not on the Agenda (Recording Time: 11:23:36 a.m.) 26 Mr. O’Connell stated that as part of the strategic plan, the staff was going 27 through the personnel management plan section by section and making 28 changes. He stated that the Board may see more amendments to the plan over 29 the next year. He added that the ACSA was making a conscious effort to go over
July 17, 2014 Page 24 Albemarle County Service Authority Board of Directors
1 all policies and get employee feedback to see what changes could or needed to 2 be made. 3 Mr. Roberts moved to the Ragged Mountain Dam project and asked if 4 there was a time for the opening ceremony on September 18th. Mr. O’Connell 5 replied that he did not have a time yet, but he believed it would take place in the 6 afternoon. Mr. Tolbert asked if Mr. O’Connell had any feel as to what the Board 7 participation in the ceremony would be. Mr. O’Connell replied that he knew the 8 Board would be invited but he had no idea as to what the agenda for the 9 ceremony would be. He stated that he knew the governor was invited but 10 declined the invitation. He mentioned that the dam was complete other than the 11 detail work around it. He noted that given the wet weather, he suspected it would 12 take about 12 months for the dam to fill. He stated that it could take longer, but 13 he felt that it would fill quickly. He mentioned that it was a big and complicated 14 project and, other than the rain slowing it down, the construction went very well. 15 Mr. O’Connell stated that the other item he wanted to mention was the 16 information on water quality. He stated that next month’s agenda would include 17 a couple of issues about water quality and different initiatives that the ACSA was 18 taking in regards to those issues. He stated that the articles included in this 19 month’s packet were intended to give the Board some background information 20 about water quality issues that utilities like the ACSA dealt with on a daily basis. 21 Mr. Kittrell asked if the RWSA was planning to put together a proposal in 22 regards to the odor issue surrounding the wastewater treatment plant. Mr. 23 O’Connell replied that the RWSA had a consultant that was performing sniff tests 24 and the understanding was that they would report back to the RWSA Board in 25 September or October with recommendations. He noted that part of the 26 consultant’s charge was to come up with cost effective solutions. Mr. Kittrell 27 stated that he looked forward to seeing what the RWSA proposed. 28 Mr. Tolbert inquired about the citizen that was present at last month’s 29 meeting, Mr. Thomas Lane, who did not want to sign an easement for the Crozet 30 Water Main Replacement project. He asked if the ACSA and Mr. Lane were able 31 to come to an agreement. Mr. Gorham replied that he was not sure and would
July 17, 2014 Page 25 Albemarle County Service Authority Board of Directors
1 have to look into it. Mr. O’Connell stated that his understanding was that Mr. 2 Lane signed the easement after the meeting. Mr. Bowling stated that the 3 agreement was half finished. He stated that he had spoken with Jeremy Lynn, 4 Senior Engineer at the ACSA, and they believed that they had resolved Mr. 5 Lane’s issues that stemmed from past experiences with another entity. He stated 6 that he believed the ACSA was on the way to resolving the issue. Mr. O’Connell 7 added that he felt Mr. Lane wanted the Board’s attention to ensure that if there 8 was an issue, it would be handled expediently rather than linger on, which was 9 what seemed to have been his experience with a previous project. 10 11 14. Executive Session (Recording Time: Due to Executive Session, no 12 recording was conducted during this time period.) 13 Ms. Trent read a Resolution to enter into Executive Session pursuant to 14 Virginia Code §2.2-3711 A (1) to discuss a personnel matter concerning the 15 Executive Director’s year-end review (Attached as Page _____).
16 Mr. Kittrell moved to approve the Resolution as presented to the 17 Board; seconded by Ms. Sulzberger. The Chairman asked for a roll-call 18 vote: Ms. Swanson, aye; Ms. Hueston, aye; Mr. Roberts, aye; Mr. Tolbert, 19 aye; Ms. Sulzberger, aye; Mr. Kittrell, aye. 20 The Board of Directors came back into regular session. Ms. Trent read 21 into record a Resolution stating that only matters so previously stated and 22 exempted from open discussion in regular session were discussed in Executive 23 Session (Attached as Page _____). 24 Mr. Kittrell moved to approve the Resolution as presented to the 25 Board, seconded by Mr. Tolbert. The Chairman asked for a roll-call vote: 26 Ms. Swanson, aye; Ms. Hueston, aye; Mr. Roberts, aye; Mr. Tolbert, aye; 27 Ms. Sulzberger, aye; Mr. Kittrell, aye.
28 15. Adjourn (Recording Time: 12:38:08 a.m.) 29 There being no further business, Mr. Kittrell moved that the meeting be 30 adjourned, seconded by Mr. Tolbert. All members voted aye.
July 17, 2014 Page 26 Albemarle County Service Authority Board of Directors
1 2 3 Gary B. O’Connell, Secretary-Treasurer
July 17, 2014 Page 27 ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
AGENDA TITLE: Monthly Financial AGENDA DATE: August 21, 2014 Reports ACTION: Informational STAFF CONTACT/PREPARER: Quin Lunsford, Finance Director ATTACHMENTS: Yes
BACKGROUND: Water and sewer financial reports and check registers for the month of July are attached for your review.
DISCUSSION:
RWSA’s invoice of $1,162,450 for the month of July was paid on August 12th, 2014. Water usage for the month of July was up 2.59% as compared to June. Prepaid water and sewer connection fees totaled $565,177 at the month end. System connection fees, at the end of June 2014, have exceeded the annual budgeted amount by 38%. YTD connection fees lag behind 2013 YTD connection fees by 20% but due to activity in the prior year, this was expected. A significant project was completed in 2013 and connection fees related to this project were recognized. Please see the “Three Year Connection Fee” analysis report for further discussion. The ACSA’s auditors were onsite the week of August 11, 2014. The Comprehensive Annual Financial Report writing process has started. A draft will be provided to the auditors for review by month end. ACSA staff has continued accumulating information and preparing for the ERP implementation. Significant documentation related to the ERP may be found in the Board packet.
BUDGET IMPACT: Informational only.
RECOMMENDATIONS: None
BOARD ACTION REQUESTED: None; informational item only.
ATTACHMENTS:
1. Balance Sheet 2. Income Statement ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
3. Retrospective Income Statement Analysis 4. Connection Fee/ERC Analysis 5. Monthly Water Consumption 6. Consumption Analysis 7. Water and Sewer Report; Customer Class Report 8. Major Customer Analysis 9. Single-Family Residential Water Usage; Water Comparison Reports 10. Check Registers Page: 1 Date: 08/14/14 at 7:35 AM Albemarle County Service Authority Five Column Balance Sheet with Year to Date Activity July 2014
YTD YTD Debits YTD Credits Net Change YTD Opening Closing Balance Balance
ASSETS ------Unrestricted Assets ------Cash 3,345,042.69 7,002,444.45 7,076,725.86 (74,281.41) 3,270,761.28 Unrestricted Investments 6,696,303.15 0.00 0.00 0.00 6,696,303.15 Interest Purchased Receivable 15,097.22 0.00 0.00 0.00 15,097.22 Accounts Receivable 1,501,294.01 2,334,578.82 2,290,628.39 43,950.43 1,545,244.44 Unbilled 1,155,378.15 0.00 0.00 0.00 1,155,378.15 Contracts Receivable Current 0.00 0.00 0.00 0.00 0.00 Inventory 284,306.38 30,142.83 26,608.83 3,534.00 287,840.38 PrePaid Expenses 72,088.76 2,211.39 17,978.20 (15,766.81) 56,321.95
Total Unrestricted Assets $13,069,510.36 $9,369,377.49 $9,411,941.28 ($42,563.79) $13,026,946.57 ------Restricted Assets ------Restricted Cash 1,423,351.02 521,189.84 435,193.25 85,996.59 1,509,347.61 Restricted Investments 13,319,147.67 0.00 0.00 0.00 13,319,147.67 Interest Receivable - Restricted 3,110.36 0.00 0.00 0.00 3,110.36
Total Restricted Assets $14,745,609.05 $521,189.84 $435,193.25 $85,996.59 $14,831,605.64 ------Other Assets ------Contracts Receivable Less Current 0.00 0.00 0.00 0.00 0.00
Total Other Assets $0.00 $0.00 $0.00 $0.00 $0.00 ------Capital Assets ------Land, Structures, Equipment, Improvements 157,349,781.72 238,536.00 0.04 238,535.96 157,588,317.68 Accumulated Depreciation (39,066,799.35) 0.04 251,731.38 (251,731.34) (39,318,530.69) Construction In Progress 5,774,814.11 384,019.08 362,876.07 21,143.01 5,795,957.12
Total Capital Assets $124,057,796.48 $622,555.12 $614,607.49 $7,947.63 $124,065,744.11
Total ASSETS $151,872,915.89 $10,513,122.45 $10,461,742.02 $51,380.43 $151,924,296.32
LIABILITIES ------Current Liabilities ------Accounts Payable 1,554,404.82 2,276,846.22 722,441.40 (1,554,404.82) 0.00 Retention Payable (CIP) 229,191.29 613,683.35 613,683.35 0.00 229,191.29 Revenue Bonds Payable, Current 424,000.00 0.00 0.00 0.00 424,000.00 Interest Payable 199,954.47 0.00 0.00 0.00 199,954.47 Payroll Accruals (Leave, Cafe Plan) 70,822.10 32,221.49 22,865.43 (9,356.06) 61,466.04 Customer Deposits Payable 330,522.04 16,735.00 33,080.00 16,345.00 346,867.04
Total Current Liabilities $2,808,894.72 $2,939,486.06 $1,392,070.18 ($1,547,415.88) $1,261,478.84 ------Long Term Liabilities ------Revenue Bonds Payable, less current 8,788,000.00 0.00 0.00 0.00 8,788,000.00 VERIP Benefits Payable, Long-term 709,883.17 0.00 0.00 0.00 709,883.17 Deferred W & S Connection Fees 937,250.32 471,970.72 99,897.00 (372,073.72) 565,176.60
Total Long Term Liabilities $10,435,133.49 $471,970.72 $99,897.00 ($372,073.72) $10,063,059.77
Total LIABILITIES $13,244,028.21 $3,411,456.78 $1,491,967.18 ($1,919,489.60) $11,324,538.61 Page: 2 Date: 08/14/14 at 7:35 AM Albemarle County Service Authority Five Column Balance Sheet with Year to Date Activity July 2014
YTD YTD Debits YTD Credits Net Change YTD Opening Closing Balance Balance
EQUITY ------Equity ------Contributions From Developers 39,696,978.98 0.00 0.00 0.00 39,696,978.98 Contributions from Governments 1,095,691.18 0.00 0.00 0.00 1,095,691.18 Contributions from Customers 11,874,679.00 0.00 0.00 0.00 11,874,679.00
Total Equity $52,667,349.16 $0.00 $0.00 $0.00 $52,667,349.16 ------Retained Earnings ------Retained Earnings - Reserved 6,150,535.97 0.00 0.00 0.00 6,150,535.97 Undesignated Retained Earnings 79,811,002.55 0.00 0.00 0.00 79,811,002.55
Total Retained Earnings $85,961,538.52 $0.00 $0.00 $0.00 $85,961,538.52
Year-to-date Net Income $0.00 $0.00 $0.00 $1,970,870.03 $1,970,870.03
Total EQUITY $138,628,887.68 $0.00 $0.00 $1,970,870.03 $140,599,757.71
Total Liabilities and Equity $151,872,915.89 $3,411,456.78 $1,491,967.18 $51,380.43 $151,924,296.32 Page: 1 Date: 08/14/14 at 7:36 AM Albemarle County Service Authority Income Statement for Period and Year to Date July 2014
PTD Postings YTD Postings
SALES ------Operating Revenues ------Water & Sewer Revenue W/S Rev 2,016,001.90 2,016,001.90 Water & Sewer Connection Fees W/S Cnct 7,834.00 7,834.00
Total Operating Revenues $2,023,835.90 $2,023,835.90
Total SALES $2,023,835.90 $2,023,835.90
Gross Margin $2,023,835.90 $2,023,835.90
EXPENSES ------Operating Expenses ------Miscellaneous operating expenses Cust Int 76.71 76.71 Rivanna Operating expenses Expense (20,300.00) (20,300.00) Departmental Operating Expenses Admin. 99,128.38 99,128.38 Departmental Operating Expenses Finance 131,901.10 131,901.10 Departmental Operating Expenses Engr. 102,389.08 102,389.08 Departmental Operating Expenses Maint. 190,171.38 190,171.38
Total Operating Expenses $503,366.65 $503,366.65
Total EXPENSES $503,366.65 $503,366.65
Net Income from Operations $1,520,469.25 $1,520,469.25
OTHER INCOME ------Non Operating Revenue ------Non-Operating Revenue Rent/BMT 7,654.76 7,654.76 Non-Operating Revenue Interest 9.28 9.28 Non-Operating Revenue Misc Rev 39,168.71 39,168.71 Non-Operating Revenue Cust/Dev 689,782.00 689,782.00
Total Non Operating Revenue $736,614.75 $736,614.75
------Non Operating Expenses ------Unemployment Compensation VEC/Depr (34,482.59) (34,482.59) Depreciation (Non-cash Outlays) VEC/Depr (251,731.38) (251,731.38)
Total Non Operating Expenses ($286,213.97) ($286,213.97)
Total OTHER INCOME $450,400.78 $450,400.78
Net Income after taxes $1,970,870.03 $1,970,870.03 Albemarle County Service Authority Statement of Changes in Net Position for Month to Month comparison to Prior Year June 2014 June 2014 June 2013 $ change % change Operating revenue Water & Sewer Revenue 1,780,813 1,661,746 119,067 7.17% Water & Sewer Conn. Fees 10,512 11,508 (996) ‐8.65%
Total Sales 1,791,325 1,673,254 118,071 7.06% A
Operating expenses: Rivanna expenses (2,354,953) (2,428,661) 73,708 ‐3.03% A Operating expenses: Administration (145,542) (94,653) (50,889) 53.76% B Finance (131,373) (120,799) (10,574) 8.75% @ Engineering (140,905) (139,522) (1,383) 0.99% @ Maintenance (270,985) (268,862) (2,123) 0.79% @ Miscellaneous (134) (89) (45) 51% @
Total operating expenses (3,043,892) (3,052,586) 8,694 ‐0.28%
Non‐operating revenue Customer/developer contrib. 1,246,275 113,325 1,132,950 999.74% C System dev./Capacity charges 601,785 357,995 243,790 68.10% D Other non‐operating revenue 222,250 (195,131) 417,381 ‐213.90% E
Total non‐operating revenue 2,070,310 276,189 1,794,121 649.60%
Non‐operating expenses Interest expense (120,937) 249,715 (370,652) ‐148.43% F Other 180,001 67,067 112,934 168.39% G Depreciation (429,858) (222,534) (207,324) 93.17% H
Total non‐operating expense (370,794) 94,248 (465,042) ‐493.42%
Change in net position 446,949 (1,008,895) 1,455,844 ‐144.30% Albemarle County Service Authority Change Analysis for Month to Month comparison to Prior Year June 2014
A ‐‐ Sales/RWSA expenses for June 2014 in comparison to June 2013 appear reasonable considering consumption data and the manner in which monthly service billings are prepared. As agreed upon by the ACSA, RWSA, and the City, the monthly service billing is in part calculated from actual reported consumption from the quarter directly preceding the current billing. Revenue and expenses appear reasonable.
B ‐‐ The change in administrative expenses appear reasonable when considering the salary/wage changes for employees (effective 7/1/13). After consideration for the change in salaries/wages, the change in expenses for June 2014 compared to June 2013 is due in large part to an entry made in June of 2013 to allocate workers compensation expenses to other departments.
C ‐‐ Customer and developer contributions can vary significantly from month to month. Capital contributions were received and recognized by the Authority from Martha Jefferson for $1,244,000.
D ‐‐ Connection fees have been analyzed in detail on a following schedule. Please refer to that schedule for further information.
E ‐‐ The change in June 2014 compared to May 2013 is in large part do to fair market value adjustments made at year end for the ACSA's investments.
F ‐‐ The change in June 2014 compared to June 2013 is due a prior year end entry made to capitalize all interest related to the North Fork pump station project. Only a portion of interest expense was capitalized in fiscal year 2014.
G ‐‐ The change in June 2014 compared to June 2013 is related to the proper capitalization of vehicles previously expensed.
@ ‐‐ Change appears reasonable and is consistent with expectations. Albemarle County Service Authority Statement of Changes in Net Position for Month to Prior Month Comparison June 2014
June 2014 May 2014 $ change % change Operating revenue Water & Sewer Revenue 1,780,813 1,678,104 102,709 6.12% Water & Sewer Connection Fees 10,512 6,143 4,369 71.12%
Total Sales 1,791,325 1,684,247 107,078 6.36% A
Operating expenses: Rivanna expenses (2,354,953) (1,178,425) (1,176,528) 99.84% A Operating expenses: Administration (145,542) (105,931) (39,611) 37.39% B Finance (131,373) (129,937) (1,436) 1.11% @ Engineering (140,905) (109,458) (31,447) 28.73% C Maintenance (270,985) (193,555) (77,430) 40.00% C Miscellaneous (134) (94) (40) 43% @
Total operating expenses (3,043,892) (1,717,400) (1,326,492) 77.24%
Non‐operating revenue Customer/developer contrib. 1,246,275 1,301,050 (54,775) ‐4.21% @ System dev./Capacity charges 601,785 274,892 326,893 118.92% D Other non‐operating revenue 222,250 41,895 180,355 430.49% E
Total non‐operating revenue 2,070,310 1,617,837 452,473 27.97%
Non‐operating expenses Interest expense (120,937) ‐ (120,937) ‐ F Other 180,001 (180,001) 360,002 ‐200.00% G Depreciation (429,858) (220,679) (209,179) 94.79% H
Total non‐operating expense (370,794) (400,680) 29,886 ‐7.46%
Change in net position 446,949 1,184,004 (737,055) ‐62.25% Albemarle County Service Authority Change Analysis for Month to Prior Month Comparison June 2014
A ‐‐ Sales/RWSA expenses for June 2014 in comparison to May 2014 increased reasonably in relation to the increase in consumption. Please note that June's RWSA expenses include an accrual for water/wastewater treatment expenses. Accruals are made at year end in accordance with GAAP.
B ‐‐ The change in administrative expenses appear reasonable considering planned and budgeted expenses relating to agreed upon procedures performed by consultants. The change from June to May appears reasonable and is not inconsistent with expectations.
C ‐‐ The change in engineering and maintenance expenses in June 2014 in comparison to May 2014 appear reasonable considering that year end accruals related to leave balances and other accrued expenses were recorded in accordance with GAAP.
D ‐‐ Connection fees have been analyzed in detail on the a following schedule. Please refer to that schedule for further information.
E ‐‐ The change in June 2014 in comparison to May 2014 is related to year end adjustments made to record investments at fair market value and to record current activity related to the Build America Bond subsidy.
F ‐‐ The change in June 2014 compared to May 2014 is due to year end entries to record interest expense.
G ‐‐ The change in June 2014 compared to May 2014 is related to the proper capitalization of vehicles previously expensed.
H ‐‐ The change in June 2014 compared to May 2014 is due to the transfer of projects in a non‐depreciable asset class (CIP) to depreciable asset classes in conjunction with the year end audit. @ ‐‐ Change appears reasonable and is consistent with expectations. Albemarle County Service Authority Statement of Changes in Net Position for YTD Comparison to Prior Year June 2014
Fiscal YTD 2014 Fiscal YTD 2013 $ change % change Operating revenue Water & Sewer Revenue 20,254,140 20,312,820 (58,680) ‐0.29% Water & Sewer Conn. Fees 92,788 102,275 (9,487) ‐9.28%
Total Sales 20,346,928 20,415,095 (68,167) ‐0.33% A
Operating expenses: Rivanna expenses (13,908,536) (14,087,824) 179,288 ‐1.27% A Operating expenses: Administration (1,483,335) (1,328,146) (155,189) 11.68% @ Finance (1,444,619) (1,342,772) (101,847) 7.58% @ Engineering (1,361,909) (1,320,619) (41,290) 3.13% @ Maintenance (2,234,788) (2,158,658) (76,130) 3.53% @ Miscellaneous (849) (642) (207) 32% @
Total operating expenses (20,434,036) (20,238,661) (195,375) 0.97%
Non‐operating revenue Customer/developer contrib. 5,825,143 1,523,433 4,301,710 282.37% B System dev./Capacity charges 4,914,483 6,157,491 (1,243,008) ‐20.19% C Other non‐operating revenue 822,525 747,903 74,622 9.98% @
Total non‐operating revenue 11,562,151 8,428,827 3,133,324 37.17%
Non‐operating expenses Interest expense (360,711) ‐ (360,711) ‐ D Other (31) (764,936) 764,905 ‐100.00% E Depreciation (2,819,633) (2,556,233) (263,400) 10.30% F
Total non‐operating expense (3,180,375) (3,321,169) 140,794 ‐4.24%
Change in net position 8,294,668 5,284,092 3,010,576 56.97% Albemarle County Service Authority Change Analysis for YTD Comparison to Prior YTD June 2014
A ‐‐ Sales/RWSA expenses for 2014 in comparison to 2013 decreased proportionally in relation to the decrease in water consumption (approx. 0.85%).
B ‐‐ The change in capital contributions in the current YTD balance compared to the prior YTD balance is due in large part to a few significant projects in which capital contributions were made to the Authority, the largest being Stonefield Shops. Considering this single project composes approximately $2.1M of the balance, the change appears both reasonable and consistent with expectations.
C ‐‐ Connection fees have been analyzed in detail on the a following schedule. Please refer to that schedule for further information.
D ‐‐ The change in the current year compared to the prior year is due to all interest being capitalized in conjunction with a capital project in the prior year while only a portion of this interest was eligible for capitalization in 2014.
E ‐‐ The change in other non‐operating expenses appears reasonable considering that a contribution was made in 2013 to the City of Charlottesville in exchange for land that was then transferred to the RWSA ($765,000 and can be noted in the prior year CAFR, specifically Footnote 9).
F ‐‐ As noted previously, the increase in depreciation expense is due to the transfer of completed CIP projects to depreciable asset classifications.
@ ‐‐ Change appears reasonable and is consistent with expectations. Albemarle County Service Authority Operating Actual YTD and Budget YTD Comparison June 2014
Fiscal YTD 2014 Budget YTD $ above/(below) % above(below) Operating revenue Water & Sewer Revenue 20,254,140 ‐ Water & Sewer Conn. Fees 92,788 ‐
Total Sales 20,346,928 21,280,851 (933,923) ‐4.39% A
Operating expenses: Rivanna expenses (13,908,536) (13,206,985) 701,551 5.31% A Operating expenses: Administration (1,483,335) (1,497,308) (13,973) ‐0.93% B Finance (1,444,619) (1,598,488) (153,869) ‐9.63% B Engineering (1,361,909) (1,429,530) (67,621) ‐4.73% B Maintenance (2,234,788) (2,912,053) (677,265) ‐23.26% B Miscellaneous (849) (319,033) (318,184) ‐99.73% B
Total operating expenses (20,434,036) (20,963,397) (529,361) ‐2.53%
Note: The "Budget YTD" column has been calculated from the approved FY 2014 budget. This analysis is intended to be used as a general comparison between actual revenues/expenses for the fiscal YTD and budgeted revenues/expenses for the fiscal YTD. Monthly, management compares actual revenues/expenses to budgeted amounts.
A‐‐ Fiscal YTD operating revenues and Fiscal YTD purchase of bulk water/sewer treatment appear reasonable considering current year factors and the budget. The variance from the budget supports the findings noted in conjunction with the rate study performed earlier this spring.
B ‐‐ Fiscal YTD operating expenses are lower than the budgeted amounts by department. Management will continue to monitor however actual trends compared to budget YTD balances appear reasonable. Albemarle County Service Authority Consumption Analysis June 2014
Monthly Precipitation (In.) FY 2014 Consumption FY 2013 Consumption FY 2014 FY 2013 July 134,349,925 156,375,100 ‐14.08% 3.71 4.20 August 139,663,350 154,461,000 ‐9.58% 6.12 4.90 September 139,042,750 141,677,100 ‐1.86% 0.65 2.30 October 137,221,725 131,046,983 4.71% 3.52 4.40 November 125,870,075 122,169,367 3.03% 2.87 0.48 December 119,060,050 118,733,692 0.27% 4.73 2.36 January 118,544,825 115,687,600 2.47% 2.25 5.05 February 122,114,700 117,177,775 4.21% 2.84 1.39 March 117,037,875 108,921,000 7.45% 2.49 3.13 April 116,710,700 117,962,975 ‐1.06% 5.83 3.02 May 127,482,525 128,403,825 ‐0.72% 4.86 4.35 June 137,581,425 135,164,850 1.79% 2.85 7.06 1,534,679,925 1,547,781,267 42.72 42.64
YTD June 1,534,679,925 1,547,781,267 ‐0.85% 42.72 42.64
Note: Consumption through June 2014 is 0.85% less than the same period in fiscal year 2013. Monthly precipitation figures have been included for comparison purposes. Trends in rainfall can sometimes correlate with trends in consumption however, depending on the intensity, days between rain events, or other factors, this may not always be the case.
Note: Precipitation data obtained from: http://www.wunderground.com/history/airport/KCHO/ Albemarle County Service Authority Connection Fee Analysis June 2014 June 2014 June 2013 Monthly Monthly $ % Area Connection Fees Connection Fees Change Change
Crozet $ 124,060 $ 81,572 $ 42,488 52%
Urban 477,725 276,423 201,302 73%
Scottsville ‐ ‐ ‐ ‐ Total Connection fees $ 601,785 $ 357,995 $ 243,790 68%
Through June YTD 2014 YTD 2013 $ % Area Connection Fees Connection Fees Change Change
Crozet $ 1,259,587 $ 1,338,622 $ (79,035) ‐6%
Urban 3,654,896 4,813,466 (1,158,570) ‐24%
Scottsville ‐ 5,402 (5,402) ‐100% Total YTD Connection fees $ 4,914,483 $ 6,157,490 $ ‐(1,243,007) 20%
June 2014 June 2013 % Area ERC's ERC's Change Change
Crozet 10 7 3 46%
Urban 37 23 16 69%
Scottsville ‐ ‐ ‐ ‐ Total ERC's 47 29 19 64%
Through June YTD 2014 YTD 2013 % Area ERC's ERC's Change Change
Crozet 96 103 (7) ‐7%
Urban 274 373 (100) ‐27%
Scottsville ‐ 1 (1) ‐100% Total ERC's ‐ YTD 370 478 (108) ‐22%
Note: This analysis shows, both in dollars and ERC's, connections by month and YTD for the period under review. As noted above, connection fees have decreased in comparison to the prior year (YTD approximately 22%). See the "Three Year Connection Fee Comparison" for further discussion related to this change. Albemarle County Service Authority Three Year Connection Fee Comparison June 2014
June 2014 June 2013 June 2012 Area ERC's ERC's ERC's
Crozet 10 7 13
Urban 37 23 96
Scottsville ‐ ‐ ‐ Total ERC's 47 29 109
Through June YTD 2014 YTD 2013 YTD 2012 Area ERC's ERC's ERC's
Crozet 96 103 168
Urban 274 373 287
Scottsville ‐ 1 ‐ Total ERC's ‐ YTD 370 478 454
Note: The information above presents ERC's by month and YTD for the current and past two fiscal years. As noted in the YTD portion of the analysis, YTD Urban ERC's (373) in FY13 were significantly greater than those in FY14/FY12 YTD. The Stonefield project composes a significant portion of the FY13 figure. Projects similar to Stonefield occur on occasion and can significantly impact the recognition of connection charges. Significant analysis is performed by staff during the annual budgeting process to identify these large "one‐time" projects and the budget is prepared accordingly. System connection fees, through June 2014, have exceeded the budgeted amount by $1,340,000 or 38%. Albemarle County Service Authority Major Customer Analysis June 2014 and May 2014
June 2014 May 2014 Increase(Decrease) Increase(Decrease) Water* Sewer* Water* Sewer* Water Consumption Sewer Usage Joint Security Complex 2,132,000 2,132,000 1,349,000 1,349,000 58.04% 58.04% Marriott "The Colonnades" 1,308,100 1,045,800 942,700 850,200 38.76% 23.01% Westminster Canterbury 1,525,000 1,414,000 1,175,000 1,159,000 29.79% 22.00% Martha Jefferson Hospital 1,851,600 1,767,000 1,511,700 1,456,800 22.48% 21.29% University of Virginia 1,686,300 1,523,200 1,437,100 1,307,600 17.34% 16.49% County of Albemarle 2,072,700 1,497,500 1,787,000 1,481,000 15.99% 1.11% Southwood Mobile Homes 1,889,000 1,083,921 1,688,000 1,021,623 11.91% 6.10% Four Seasons Apts. 1,528,400 1,528,400 1,415,600 1,415,600 7.97% 7.97% Turtle Creek Apts. 1,264,000 1,264,000 1,208,000 1,208,000 4.64% 4.64% Old Salem Apts. 1,449,400 1,449,400 1,528,100 1,528,100 ‐5.15% ‐5.15% Abbington Crossing 1,556,400 1,556,400 1,765,600 1,765,600 ‐11.85% ‐11.85% Trophy Chs/Landmark 1,382,925 1,382,925 1,996,825 1,996,825 ‐30.74% ‐30.74%
Note: Only major customers of the ACSA have been analyzed above. For purposes of this analysis, major customers are those who, on average, consume over one million gallons per month. The comparisons noted above are for informational purposes only and can vary throughout the year. Variations can occur for a variety of reasons including but not limited to: conscious conservation efforts, expansion, weather, vacancies, etc.
* ‐‐ Consumption/usage in gallons. Albemarle County Service Authority Major Customer Analysis June 2014 and June 2013
June 2014 June 2013 Increase(Decrease) Increase(Decrease) Water* Sewer* Water* Sewer* Water Consumption Sewer Usage Joint Security Complex 2,132,000 2,132,000 1,419,000 1,419,000 50.25% 50.25% Marriott "The Colonnades" 1,308,100 1,045,800 1,025,500 865,300 27.56% 20.86% Westminster Canterbury 1,525,000 1,414,000 1,230,000 1,230,000 23.98% 14.96% Four Seasons Apts. 1,528,400 1,528,400 1,365,800 1,180,000 11.91% 29.53% Southwood Mobile Homes 1,889,000 1,083,921 1,722,000 1,036,220 9.70% 4.60% Old Salem Apts. 1,449,400 1,449,400 1,382,600 1,382,600 4.83% 4.83% Abbington Crossing 1,556,400 1,556,400 1,562,500 1,562,500 ‐0.39% ‐0.39% Trophy Chs/Landmark 1,382,925 1,382,925 1,434,650 1,434,650 ‐3.61% ‐3.61% County of Albemarle 2,072,700 1,497,500 2,222,200 1,812,700 ‐6.73% ‐17.39% Martha Jefferson Hospital 1,851,600 1,767,000 2,030,400 1,847,400 ‐8.81% ‐4.35% University of Virginia 1,686,300 1,523,200 1,872,600 1,333,800 ‐9.95% 14.20% Turtle Creek Apts. 1,264,000 1,264,000 1,481,300 1,481,300 ‐14.67% ‐14.67%
Note: Only major customers of the ACSA have been analyzed above. For purposes of this analysis, major customers are those who, on average, consume over one million gallons per month. The comparisons noted above are for informational purposes only and can vary throughout the year. Variations can occur for a variety of reasons including but not limited to: conscious conservation efforts, expansion, weather, vacancies, etc. * ‐‐ Consumption/usage in gallons. Albemarle County Service Authority Major Customer Analysis Year‐to‐date Comparison: Current Year/Prior Year ‐‐ June
YTD June 2014 YTD June 2013 Increase(Decrease) Increase(Decrease) Water* Sewer* Water* Sewer* Water Consumption Sewer Usage Old Salem Apts. 18,134,800 18,134,800 16,070,100 16,070,100 12.85% 12.85% Four Seasons Apts. 17,286,800 17,286,800 15,726,300 15,540,500 9.92% 11.24% University of Virginia 18,457,900 16,547,700 17,368,320 15,674,640 6.27% 5.57% Southwood Mobile Homes 23,284,000 12,485,736 22,116,000 12,901,668 5.28% ‐3.22% Abbington Crossing 19,680,900 19,680,900 20,113,700 20,113,700 ‐2.15% ‐2.15% Westminster Canterbury 13,910,000 13,757,000 14,350,000 13,949,000 ‐3.07% ‐1.38% Marriott "The Colonnades" 12,308,603 10,874,203 12,898,500 11,320,700 ‐4.57% ‐3.94% County of Albemarle 21,664,200 16,769,400 22,837,560 17,375,400 ‐5.14% ‐3.49% Trophy Chs/Landmark 18,474,875 18,474,875 19,567,850 19,567,850 ‐5.59% ‐5.59% Turtle Creek Apts. 15,066,600 15,066,600 16,199,100 16,199,100 ‐6.99% ‐6.99% Martha Jefferson Hospital 22,555,400 21,344,400 24,503,500 21,291,900 ‐7.95% 0.25% Joint Security Complex 16,042,000 16,042,000 17,712,000 17,712,000 ‐9.43% ‐9.43%
Note: Only major customers of the ACSA have been analyzed above. For purposes of this analysis, major customers are those who, on average, consume over one million gallons per month. The comparisons noted above are for informational purposes only and can vary throughout the year. Variations can occur for a variety of reasons including but not limited to: conscious conservation efforts, expansion, weather, vacancies, etc. * ‐‐ Consumption/usage in gallons.
170,000,000
160,000,000
Irrigation = 6.91% of Total 150,000,000
140,000,000
130,000,000
120,000,000
110,000,000
100,000,000 Monthly Water Consumption 90,000,000
80,000,000 (in Gallons) 70,000,000
Fiscal Year 2015 60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
0 July Aug. Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May June Institutional - Irrigation & Auxiliary 887,300 0 0 0 0 0 0 0 0 0 0 0
Types of Irrigation Institutional - Irrigation through Exclusion 1,055,700 0 0 0 0 0 0 0 0 0 0 0 Meters: Comm. (Other) - Irrigation & Auxiliary 2,905,900 0 0 0 0 0 0 0 0 0 0 0 Irrigation: Water meter Comm. (Other) - Irrigation through Exclusion 518,100 0 0 0 0 0 0 0 0 0 0 0 dedicated to the service of an irrigation system Offices - Irrigation & Auxiliary 194,200 0 0 0 0 0 0 0 0 0 0 0 only. Offices - Irrigation through Exclusion 581,400 0 0 0 0 0 0 0 0 0 0 0 Auxiliary: Water meter dedicated to the service MFR - Irrigation & Auxiliary 146,300 0 0 0 0 0 0 0 0 0 0 0 of an irrigation system when the property's non- MFR - Irrigation through Exclusion 9,20000000000000 irrigation needs are SFR - Irrigation & Auxiliary 1,264,300 0 0 0 0 0 0 0 0 0 0 0 supplied by a primary meter. SFR - Irrigation through Exclusion 2,189,900 0 0 0 0 0 0 0 0 0 0 0
Exclusion: Institutional - Domestic Consumption 14,079,900 0 0 0 0 0 0 0 0 0 0 0 Grandfathered, pre- auxiliary, customer owned Industrial 1,729,300 0 0 0 0 0 0 0 0 0 0 0 water meter used to Comm. (Other) - Domestic Consumption exclude sewer charges 21,349,000 0 0 0 0 0 0 0 0 0 0 0 for water supplied to the Offices - Domestic Consumption 4,299,000 0 0 0 0 0 0 0 0 0 0 0 irrigation system. MFR - Domestic Consumption 29,760,200 0 0 0 0 0 0 0 0 0 0 0 SFR - Domestic Consumption 60,177,528 0 0 0 0 0 0 0 0 0 0 0 Albemarle County Service Authority Single-Family Residential Water Usage (Including irrigation through exclusion, irrigation, and auxiliary meters)
FY 2013
July August September October November December January February March April May June
Level 1 (0 - 3,000 gallons) 38,636,500 38,095,400 38,101,500 37,512,233 37,563,767 37,927,067 37,845,300 37,503,400 36,577,900 37,652,400 38,411,400 38,671,600 Level 2 (3,001 - 6,000 gallons) 17,098,550 15,465,100 14,924,400 13,670,825 13,101,350 13,489,725 14,260,300 13,305,700 11,208,900 13,181,200 14,529,500 15,333,300 Level 3 (6,001 - 9,000 gallons) 6,155,500 4,879,250 4,007,100 3,500,700 2,931,700 2,799,000 3,025,700 2,606,100 1,827,800 2,596,700 3,258,700 4,027,100 Level 4 (over 9,000 gallons) 10,175,900 9,410,100 4,873,800 3,624,000 2,551,200 1,785,800 1,629,100 1,279,700 711,200 1,541,400 2,121,100 3,825,500
Total 72,066,450 67,849,850 61,906,800 58,307,758 56,148,017 56,001,592 56,760,400 54,694,900 50,325,800 54,971,700 58,320,700 61,857,500
FY 2014
July August September October November December January February March April May June
Level 1 (0 - 3,000 gallons) 38,087,500 38,201,200 38,661,900 38,241,800 38,338,700 38,302,167 38,520,900 38,393,250 37,411,800 37,539,600 38,806,300 38,649,300 Level 2 (3,001 - 6,000 gallons) 14,226,100 14,161,400 15,089,100 14,180,100 13,653,600 13,590,700 14,540,000 13,825,000 12,889,700 11,957,200 14,534,100 15,810,500 Level 3 (6,001 - 9,000 gallons) 3,615,800 3,735,100 3,961,300 3,851,800 3,007,300 2,727,733 3,074,100 2,743,000 2,640,100 2,251,200 3,312,700 4,536,700 Level 4 (over 9,000 gallons) 3,770,200 4,597,600 4,052,900 5,129,900 2,817,100 1,995,800 2,080,400 2,264,200 1,968,100 1,521,100 2,158,400 5,013,700
Total 59,699,600 60,695,300 61,765,200 61,403,600 57,816,700 56,616,400 58,215,400 57,225,450 54,909,700 53,269,100 58,811,500 64,010,200 FY 2015
July August September October November December January February March April May June
Level 1 (0 - 3,000 gallons) 38,529,728 Level 2 (3,001 - 6,000 gallons) 14,601,600 Level 3 (6,001 - 9,000 gallons) 4,267,700 Level 4 (over 9,000 gallons) 6,232,700
Total 63,631,728 00000000000
System-Wide Irrigation Water Usage (All usage measured through exclusion, irrigation, and auxiliary meters)
FY 2015 July August September October November December January February March April May June Level 1 (0 - 3,000 gallons) 230,750 Level 2 (3,001 - 6,000 gallons) 717,867 Level 3 (6,001 - 9,000 gallons) 836,300 Level 4 (over 9,000 gallons) 7,967,383
Total 9,752,300 00000000000
Z:\Accounting Working Papers\Operational Type Documents\Water Usage & Reports\Consumption Analysis\FY 2015 Usage\Single-Family Residential Water Use FY 2013, 2014, and 2015 Urban Water Comparison RWSA Flows & ACSA Customer Usage
196 186 176 166 156 146 136 126 116 106 Flows & Usage (in Millions of Gallons) Flows & Usage (in 96 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 ACSA Usage 124 141 139 128 118 109 106 103 103 97 105 114 121 120 125 125 123 112 107 105 109 105 104 114 123 RWSA Flows 159 150 144 142 131 127 132 123 133 138 141 140 147 146 150 148 133 120 133 122 131 131 139 142 153 Variance 13% 8% 12% 20% 20% 20% 28% 20% 37% 31% 24% 16% 22% 17% 20% 20% 19% 13% 27% 12% 25% 26% 22% 15% 21%
FY 2013, 2014, and 2015 Urban Water Comparison RWSA Billed Water Charges & ACSA Billed Water Revenues $1,200 $1,100 $1,000 $900 $800 $700 $600 $500 $400 $300 $200
Charges and Revenues (in Thousands Charges and Revenues of Dollars) $100 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 ACSA Revenue $1,057 $1,042 $922 $826 $750 $731 $674 $686 $635 $714 $786 $851 $843 $872 $953 $863 $766 $719 $698 $727 $695 $812 $768 $856 $1,023 RWSA Charges $552 $520 $497 $493 $455 $441 $456 $425 $461 $477 $489 $484 $489 $485 $499 $492 $443 $400 $443 $408 $435 $436 $464 $472 $564 Difference $504 $522 $425 $333 $295 $290 $218 $261 $174 $237 $297 $367 $354 $387 $454 $371 $323 $319 $255 $319 $260 $377 $304 $384 $459 Fiscal YTD Difference $0.50 $1.03 $1.45 $1.78 $2.08 $2.37 $2.59 $2.85 $3.02 $3.26 $3.56 $3.92 $0.35 $0.74 $1.20 $1.57 $1.89 $2.21 $2.46 $2.78 $3.04 $3.42 $3.72 $4.11 $0.46
Note: Fiscal YTD Difference (ONLY) in Millions of Dollars FY 2013, 2014, and 2015 Crozet Water Comparison RWSA Flows & ACSA Customer Usage
21 20 19 18 17 16 15 14 13 12 11 10
Flows & Usage (in Millions of Gallons) Usage (in Millions Flows & 9 8 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 ACSA Usage 14 14 12 12 12 12 12 13 11 12 13 13 13 14 13 13 13 11 12 12 11 12 13 13 13 RWSA Flows 16 15 14 15 15 15 16 15 15 15 16 15 16 19 20 19 17 20 17 14 16 16 17 16 18 Variance 11% 11% 14% 27% 28% 31% 34% 12% 40% 31% 26% 16% 21% 37% 53% 46% 37% 76% 40% 19% 37% 30% 34% 24% 37%
FY 2013, 2014, and 2015 Crozet Water Comparison RWSA Billed Water Charges & ACSA Billed Water Revenues
$120 $110 $100 $90 $80 $70 $60 $50 $40 $30 $20 $10 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Charges and Revenues (in Thousands of Dollars) Charges and Revenues ACSA Revenue $109 $101 $86 $80 $80 $78 $76 $98 $71 $76 $87 $91 $91 $95 $94 $87 $84 $75 $80 $77 $75 $78 $83 $89 $102 RWSA Charges $83 $83 $83 $83 $83 $83 $83 $83 $83 $83 $83 $83 $85 $85 $85 $85 $85 $85 $85 $85 $85 $85 $85 $85 $92 Difference $26 $18 $3 ($3) ($3) ($5) ($7) $15 ($12) ($7) $4 $8 $6 $11 $10 $3 ($1) ($10) ($4) ($8) ($10) ($7) ($2) $4 $10 Fiscal YTD Difference $0.03 $0.04 $0.05 $0.04 $0.04 $0.04 $0.03 $0.04 $0.03 $0.03 $0.03 $0.04 $0.01 $0.02 $0.03 $0.03 $0.03 $0.02 $0.01 $0.01 $0.00 -$0.01 -$0.01 -$0.01 $0.01
Note: Fiscal YTD Difference (ONLY) in Millions of Dollars FY 2013, 2014, and 2015 Scottsville Water Comparison RWSA Flows & ACSA Customer Usage
3.6
3.1
2.6
2.1
1.6
1.1
0.6 Flows & Usage (in Millions of Gallons) Usage (in Millions Flows &
0.1 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 ACSA Usage 1.3 1.2 1.0 1.0 1.0 1.0 1.1 1.2 1.2 1.0 1.1 1.1 1.0 1.1 1.1 1.0 0.9 1.0 1.1 1.0 0.9 1.0 1.0 1.0 1.2 RWSA Flows 1.6 1.4 1.3 1.5 1.6 1.6 1.7 1.5 2.1 1.6 1.6 1.5 1.6 1.8 1.6 1.6 1.5 1.4 1.6 1.6 1.8 2.0 1.9 1.7 1.6 Variance 21% 17% 34% 46% 71% 68% 56% 25% 78% 72% 43% 44% 59% 65% 56% 61% 68% 48% 46% 64% 108% 101% 94% 75% 38%
FY 2013, 2014, and 2015 Scottsville Water Comparison RWSA Billed Water Charges & ACSA Billed Water Revenues $45
$40
$35
$30
$25
$20
$15
$10
$5 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Charges and Revenues (in Thousands of Dollars) (in Thousands and Revenues Charges ACSA Revenue $10 $9 $6 $8 $7 $7 $7 $9 $9 $7 $8 $7 $8 $9 $9 $7 $6 $7 $8 $8 $7 $8 $7 $8 $9 RWSA Charges $36 $36 $36 $36 $36 $36 $36 $36 $36 $36 $36 $36 $41 $41 $41 $41 $41 $41 $41 $41 $41 $41 $41 $41 $41 Difference -$26 -$28 -$30 -$29 -$29 -$29 -$29 -$27 -$28 -$29 -$29 -$30 -$34 -$32 -$32 -$34 -$35 -$34 -$33 -$33 -$34 -$33 -$34 -$33 -$32 Fiscal YTD Difference -$0.03 -$0.05 -$0.08 -$0.11 -$0.14 -$0.17 -$0.20 -$0.23 -$0.26 -$0.28 -$0.31 -$0.34 -$0.03 -$0.07 -$0.10 -$0.13 -$0.17 -$0.20 -$0.23 -$0.27 -$0.30 -$0.33 -$0.37 -$0.40 -$0.03
Note: Fiscal YTD Difference (ONLY) in Millions of Dollars FY 2013, 2014, and 2015 Urban (including Glenmore) & Crozet Sewer Comparison ACSA Customer Usage & RWSA Flows
200 190 180 170 160 150 140 130 120 110
Usage & Flows (in Millions of Gallons) Usage & Flows 100 90 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 ACSA Usage 125 122 118 112 108 108 104 109 100 108 114 117 114 117 119 115 112 107 108 110 107 107 115 118 117 RWSA Flows 135 144 145 135 143 124 148 125 161 133 136 161 151 143 144 143 133 158 157 164 159 165 172 132 122 Variance 8% 17% 24% 20% 32% 15% 42% 14% 61% 23% 19% 37% 32% 22% 21% 25% 19% 47% 45% 49% 49% 54% 50% 12% 4%
FY 2013, 2014, and 2015 Urban (including Glenmore) & Crozet Sewer Comparison ACSA Billed Sewer Usage & RWSA Billed Sewer Charges $1,000 $900 $800 $700 $600 $500 $400 $300 $200 $100 $0 Aug- Sep- Nov- Dec- Feb- Mar- May- Jun- Aug- Sep- Nov- Dec- Feb- Mar- May- Jun-
Charges & Revenues (in Thousands of Dollars) Revenues Charges & Jul-12 Oct-12 Jan-13 Apr-13 Jul-13 Oct-13 Jan-14 Apr-14 Jul-14 12 12 12 12 13 13 13 13 13 13 13 13 14 14 14 14 ACSA Revenue $902 $871 $845 $796 $763 $788 $722 $763 $708 $766 $812 $830 $819 $843 $883 $820 $793 $771 $766 $787 $760 $630 $815 $843 $875 RWSA Charges $520 $553 $558 $519 $550 $478 $567 $483 $617 $511 $525 $616 $539 $512 $518 $512 $478 $562 $561 $587 $570 $587 $612 $475 $437 Difference $382 $318 $287 $277 $213 $310 $156 $280 $91 $255 $287 $214 $280 $331 $365 $308 $315 $209 $205 $200 $190 $43 $202 $368 $438 Fiscal YTD Difference $0.38 $0.70 $0.99 $1.26 $1.48 $1.79 $1.94 $2.22 $2.31 $2.57 $2.86 $3.07 $0.28 $0.61 $0.98 $1.28 $1.60 $1.81 $2.01 $2.21 $2.40 $2.44 $2.65 $3.01 $3.45
Note: Fiscal YTD Difference (ONLY) in Millions of Dollars FY 2013, 2014, and 2015 Scottsville Sewer Comparison ACSA Customer Usage & RWSA Flows
5.00
4.50
4.00
3.50
3.00
2.50
2.00
1.50
Usage & Flows (in Millions of Gallons) Usage & Flows 1.00
0.50 Jul-12 Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 ACSA Usage 1.12 1.03 0.86 0.92 0.84 0.86 0.96 1.09 0.78 0.83 0.96 0.91 0.89 0.93 0.88 0.81 0.74 0.79 0.86 0.82 0.74 0.83 0.78 0.81 1.02 RWSA Flows 1.21 1.05 0.99 1.21 0.96 1.08 2.01 1.54 2.35 1.76 1.64 2.63 2.65 1.82 0.99 1.35 1.04 2.18 2.70 2.70 1.96 2.27 2.71 1.69 1.36 Variance 8% 2% 14% 31% 14% 26% 109% 40% 200% 112% 71% 188% 198% 95% 12% 67% 40% 175% 213% 229% 167% 174% 247% 109% 33%
FY 2013, 2014, and 2015 Scottsville Sewer Comparison ACSA Billed Sewer Usage & RWSA Billed Sewer Charges
$35
$30
$25
$20
$15
$10
$5
$0
Charges & Revenues (in Thousands of Dollars) Revenues Charges & Aug- Sep- Nov- Dec- Jan- Feb- Mar- Apr- May- Jun- Aug- Sep- Nov- Dec- Jan- Feb- Mar- Apr- May- Jun- Jul-12 Oct-12 Jul-13 Oct-13 Jul-14 12 12 12 12 13 13 13 13 13 13 13 13 13 13 14 14 14 14 14 14 ACSA Revenue $8 $7 $5 $7 $6 $6 $6 $8 $6 $6 $7 $4 $7 $8 $7 $6 $6 $6 $6 $6 $5 $6 $6 $7 $7 RWSA Charges $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $28 $29 Difference -$19 -$20 -$22 -$21 -$21 -$21 -$21 -$20 -$22 -$22 -$20 -$23 -$22 -$20 -$21 -$22 -$23 -$22 -$22 -$22 -$23 -$22 -$23 -$22 -$21 Fiscal YTD Difference -$0.02 -$0.04 -$0.06 -$0.08 -$0.10 -$0.13 -$0.15 -$0.17 -$0.19 -$0.21 -$0.23 -$0.25 -$0.02 -$0.04 -$0.06 -$0.09 -$0.11 -$0.13 -$0.15 -$0.17 -$0.20 -$0.22 -$0.24 -$0.26 -$0.29
Note: Fiscal YTD Difference (ONLY) in Millions of Dollars Albemarle County Service Authority July 15 & 31, 2014 Checks > $5,000.00
Payment / Vendor Information Check Ck Date Invoice Session Reference Amount
AQUAT / Bruce Baxter 47079 7/31/2014 175 004503 PO#9364 10,267.00 Balance of Landscaping contract at Administration building. ($16,267.00 total).
ATLAN2 / Atlantic Emergency Solutions, Inc 47080 7/31/2014 EOSO9535P 004503 PO#9332 7,239.60 Hoses & adapters for Flushing program & for emergencies
BROWNE / Brown, Edwards & Company, LLP 47086 7/31/2014 1131270 004503 PO#9378 5,000.00 Interim billing for financial statement audit
COLONI / Colonial Ford Truck Sales, Inc. 47094 7/31/2014 44287 004503 PO#9281 34,482.59 2015 Ford F450
HDSUPP / HD Supply Waterworks, Ltd. 47029 7/15/2014 C185519 004485 PO#9267 16,100.00 Ten (10) 3 Inch hydrant meters
HDSUPP / HD Supply Waterworks, Ltd. 47103 7/31/2014 C636463 004503 PO#9371 16,630.00 (100) 5/8" meters and housing assemblies, (5) 1 1/2" Omni T2 meters, (5) 1" Iperl meters
INNOVY / Innovyze, Inc. 47105 7/31/2014 05280AM 004503 PO#9375 9,968.00 InfoWorks CS & WS seat
JAMES / James River Solutions 47106 7/31/2014 S136164-IN 004503 1,468.90 JAMES / James River Solutions 47106 7/31/2014 S136165-IN 004503 606.40 JAMES / James River Solutions 47106 7/31/2014 S138809-IN 004503 1,273.73 JAMES / James River Solutions 47106 7/31/2014 S138810-IN 004503 481.00 JAMES / James River Solutions 47106 7/31/2014 S139347-IN 004503 1,346.86 JAMES / James River Solutions 47106 7/31/2014 S139348-IN 004503 950.21 JAMES / James River Solutions 47106 7/31/2014 S139429-IN 004503 1,373.55 JAMES / James River Solutions 47106 7/31/2014 S139430-IN 004503 777.09
JAMES Subtotal : 8,277.74 Fuel for vehicles
JONES / Jones & Company CPA, LLC 47034 7/15/2014 1007 004485 8,500.00 Human Resources agreed upon procedures review
LINCO / Linco, Inc. 47108 7/31/2014 SSR14W#1-2 004503 RETAINAGE 2,291.89 LINCO / Linco, Inc. 47108 7/31/2014 SSR14W#2-3 004503 RETAINAGE 559.25 LINCO / Linco, Inc. 47108 7/31/2014 SSR14W#5-4 004503 RETAINAGE 1,575.54 LINCO / Linco, Inc. 47108 7/31/2014 SSR14W#6-3 004503 715.60 LINCO / Linco, Inc. 47108 7/31/2014 SSR14W#7-2 004503 9167&9396 83,927.18
LINCO Subtotal : 89,069.46 Released retainage for Workorders 1,2,5 &6 and work completed in June on the Sanitary Sewer Rehabilitation Project.
MCDEAN / M.C. Dean, Inc. 47046 7/15/2014 SCADA#9 004485 SPO#9122 30,858.48 SCADA Implementation Project - Controls Systems integrator services for June
MICHAE / Michael Baker, Jr. Inc. 47113 7/31/2014 880260 004503 SPO9102 3,230.77 MICHAE / Michael Baker, Jr. Inc. 47113 7/31/2014 880554 004503 SPO9100 1,403.24 MICHAE / Michael Baker, Jr. Inc. 47113 7/31/2014 880556 004503 SPO9199 40,488.24
1 Albemarle County Service Authority July 15 & 31, 2014 Checks > $5,000.00
MICHAE / Michael Baker, Jr. Inc. 47113 7/31/2014 880561 004503 SPO9103 7,225.51 MICHAE / Michael Baker, Jr. Inc. 47113 7/31/2014 882465 004503 SPO#9199 5,333.98
MICHAE Subtotal : 57,681.74 1) $3,230.77 = Ednam Pump Station Updgrade, 2) $1,403.24 = Water Tank Safety Upgrades, 3) $40,488.24 = Glenmore Tank, 4) $7,225.51 = Ivy Road - Flordon Interconnect Water, 5) $5,333.98 = Glenmore Tank.
MIDATL / Mid Atlantic Storage Systems, Inc 47049 7/15/2014 000514 004485 PO#9069 3,534.00 MIDATL / Mid Atlantic Storage Systems, Inc 47049 7/15/2014 000515 004485 PO#9249 1,500.00
MIDATL Subtotal : 5,034.00 $3,534.: Scottsville tank gauge/ $1,500.: rental & travel fees to install gauge
OBRIE1 / O'Brien & Gere Engineers, Inc. 47116 7/31/2014 1150374 004503 PO#9388 3,672.46 OBRIE1 / O'Brien & Gere Engineers, Inc. 47116 7/31/2014 1150379 004503 PO#9389 2,113.92 OBRIE1 / O'Brien & Gere Engineers, Inc. 47116 7/31/2014 1150381 004503 PO#9387 37,719.27 OBRIE1 / O'Brien & Gere Engineers, Inc. 47116 7/31/2014 1150466 004503 PO#9390 19,672.51
OBRIE1 Subtotal : 63,178.16 1) $3,672.46 = Crozet Phase 2, 2) $2,113.92 = St. George Avenue/Buck Road, 3) $37,719.27 = PVCC Drainage Basin SSES, 4) $19,672.51 = Oak Hill Phase 2 Sanitary Sewer.
SHENVA / Shen-Valley Garage Door & 47060 7/15/2014 803192171 004485 PO#9319 6,645.00 Replace 7 garage doors at Crozet shop
STJOHN / St. John, Bowling, Lawrence & 47064 7/15/2014 10085 004485 6,740.66 Legal services for the month of June 2014
RIVAN2/Rivanna Water & Sewer Authority Wire 7/10/2014 Bulk Water & Sewer Transfer 1,101,542.77 June Water & Sewer invoice.
TEAM / Team Industrial Services, Inc. 47136 7/31/2014 1348055 004503 PO#9370 12,558.00 Installation of two (2) 8" ductile iron insertion valves
USPOST / U. S. Postmaster 47140 7/31/2014 071414 004503 PERMIT#205 9,000.00 Replenish bulk mail account for mailing of monthly bills.
VDHWAT / VDH - Waterworks Technical 47145 7/31/2014 INSTAL0814 004503 WATERWORKS 13,378.99 Quarterly Waterworks operation fee paid to the VA Dept. of Health
WHITMA / Whitman, Requardt & Associates, L 47148 7/31/2014 18-46480-7 004503 PO#9397 4,816.64 WHITMA / Whitman, Requardt & Associates, L 47148 7/31/2014 2846480006 004503 SP09174 12,857.61 WHITMA / Whitman, Requardt & Associates, L 47148 7/31/2014 2946480006 004503 SPO9174 16,117.02 WHITMA / Whitman, Requardt & Associates, L 47148 7/31/2014 3046480006 004503 PO9174 23,706.44 WHITMA / Whitman, Requardt & Associates, L 47148 7/31/2014 546480012 004503 SPO9296 29,651.48 WHITMA / Whitman, Requardt & Associates, L 47148 7/31/2014 7-46480011 004503 SPO9197 21,383.98
WHITMA Subtotal : 108,533.17 1) $4,816.64 = Ashcroft Pump Station, 2) $12,857.61 = SCADA Phase 1 Design, 3) $16,117.02 = SCADA Phase 1 Design, 4) $23,706.44 = SCADA Phase 1 Design, 5) $29,651.48 = ARC Flash Hazard Risk Assessment, 6) $21,383.98 = Michie Tavern Water Main.
2 Page: 1 Albemarle County Service Authority Date: 8/14/2014 at 11:26 AM Complete Check Register Current File, 07/01/14 to 07/15/14 All Accounts, Sessions 000000 to 004503
Date: Payment / Vendor Information Check Ck Date Prity Invoice Session Reference Amount
Checking Account: 100-100-020
ACSA / Albemarle County Service Authorit 28963 7/15/2014 1 PAYT070914 004484 UNIFORMS 50.13
ACSA Subtotal : 50.13
TREAS4 / Treasurer of Virginia 28964 7/15/2014 1 PAYT071014 004484 846.82
TREAS4 Subtotal : 846.82
VATAXA / Virginia Department of Taxation 28965 7/15/2014 1 PAYT070914 004484 150.00
VATAXA Subtotal : 150.00
Total For Check Account: 100-100-020 1046.95
Checking Account: 201-200-084
/ ** ALIGNMENT ** 47000 7/15/2014 S ALIGNMENT ALIGNMENT 0.00
Subtotal : 0.00
ADVAN4 / Advance Safety Equipment Co. 47001 7/15/2014 1 49806 004485 358.37
ADVAN4 Subtotal : 358.37
ALLEN2 / Allen Precision Equipment, Inc. 47002 7/15/2014 1 789527 004485 129.92
ALLEN2 Subtotal : 129.92
ALLENC / Cecilia Allen 47003 7/15/2014 1 PAYT070714 004485 TUITION 870.64
ALLENC Subtotal : 870.64
ALLIED / Allied Concrete Company 47004 7/15/2014 1 000802773 004485 385.00
ALLIED Subtotal : 385.00
ATLANT / Atlantic Machinery, Inc. 47005 7/15/2014 1 70007 004485 19.97 ATLANT / Atlantic Machinery, Inc. 47005 7/15/2014 1 70039 004485 406.45 Page: 2 Albemarle County Service Authority Date: 8/14/2014 at 11:26 AM Complete Check Register Current File, 07/01/14 to 07/15/14 All Accounts, Sessions 000000 to 004503
Date: Payment / Vendor Information Check Ck Date Prity Invoice Session Reference Amount
ATLANT Subtotal : 426.42
BANK / Bank of America 47006 7/15/2014 1 JUNE2014 004485 CORP. ACCT 4014.98
BANK Subtotal : 4014.98
BESTES / BesTesT, LLC 47007 7/15/2014 1 7555 004485 515.60
BESTES Subtotal : 515.60
BETTER / Better Living, Inc. 47008 7/15/2014 1 BMN0036925 004485 233.70
BETTER Subtotal : 233.70
BLUE / Blue Ridge Builders Supply 47009 7/15/2014 1 JUNE2014 004485 A-1009 97.23
BLUE Subtotal : 97.23
BOOTH1 / Deborah F. Booth 47010 7/15/2014 1 PAYT062414 004485 TOILET REB 100.00
BOOTH1 Subtotal : 100.00
BOYD / Kenneth & Brenda Boyd 47011 7/15/2014 1 REQ9367 004485 EASEMENT 550.00
BOYD Subtotal : 550.00
Employee 47012 7/15/2014 1 CAFE070114 004485 MED. REIMB 14.08
Subtotal : 14.08
BROWNE / Brown, Edwards & Company, LLP 47013 7/15/2014 1 1131269 004485 SPO#9115 2500.00
BROWNE Subtotal : 2500.00
BUILDI / Building Maintenance Service, LLC 47014 7/15/2014 1 611569 004485 SPO#9372 1827.82
BUILDI Subtotal : 1827.82
CHARL4 / Charlottesville Truck Repair, Inc 47015 7/15/2014 1 005956 004485 16.00
CHARL4 Subtotal : 16.00 Page: 3 Albemarle County Service Authority Date: 8/14/2014 at 11:26 AM Complete Check Register Current File, 07/01/14 to 07/15/14 All Accounts, Sessions 000000 to 004503
Date: Payment / Vendor Information Check Ck Date Prity Invoice Session Reference Amount CITY1 / City of Charlottesville 47016 7/15/2014 1 AMB0714 004485 A-1045904 13.55 CITY1 / City of Charlottesville 47016 7/15/2014 1 AVON0714 004485 A-1048121 20.67
CITY1 Subtotal : 34.22
CONSO1 / Consolidated Pipe & Supply Co.,In 47017 7/15/2014 1 2433584 004485 254.60
CONSO1 Subtotal : 254.60
COUNT1 / County of Albemarle 47018 7/15/2014 1 PAYT062714 004485 COPIES 6.75
COUNT1 Subtotal : 6.75
COUNT2 / County of Albemarle 47019 7/15/2014 1 RPO071014 004485 APP FEE 1925.00
COUNT2 Subtotal : 1925.00
COUNT5 / County of Albemarle 47020 7/15/2014 1 INV060114 004485 PO#9357 2100.00
COUNT5 Subtotal : 2100.00
CROZE1 / Crozet Hardware Co., Inc. 47021 7/15/2014 1 JUNE2014 004485 ON ACCOUNT 35.99
CROZE1 Subtotal : 35.99
CULPEP / Culpeper Auto Parts 47022 7/15/2014 1 SM#10 004485 A-438 45.05
CULPEP Subtotal : 45.05
DAILY / The Daily Progress 47023 7/15/2014 1 JUNE2014 004485 A-3309559 703.00
DAILY Subtotal : 703.00
DOMIN3 / Dominion Virginia Power 47024 7/15/2014 1 171MAY14 004485 1818736181 13.70 DOMIN3 / Dominion Virginia Power 47024 7/15/2014 1 BLDGJUL14 004485 9995400000 2512.62 DOMIN3 / Dominion Virginia Power 47024 7/15/2014 1 RT810JUN14 004485 2396032506 34.84 DOMIN3 / Dominion Virginia Power 47024 7/15/2014 1 SANDAUG14 004485 9115297500 42.69 DOMIN3 / Dominion Virginia Power 47024 7/15/2014 1 WHSEJUN14 004485 0005480009 386.13 Page: 4 Albemarle County Service Authority Date: 8/14/2014 at 11:26 AM Complete Check Register Current File, 07/01/14 to 07/15/14 All Accounts, Sessions 000000 to 004503
Date: Payment / Vendor Information Check Ck Date Prity Invoice Session Reference Amount DOMIN3 Subtotal : 2989.98
FERGUS / Ferguson Enterprises, Inc. #31 47025 7/15/2014 1 2056468 004485 29.66 FERGUS / Ferguson Enterprises, Inc. #31 47025 7/15/2014 1 2056513 004485 732.00 FERGUS / Ferguson Enterprises, Inc. #31 47025 7/15/2014 1 2057119 004485 PO#9359 1375.00 FERGUS / Ferguson Enterprises, Inc. #31 47025 7/15/2014 1 2057944 004485 20.28 FERGUS / Ferguson Enterprises, Inc. #31 47025 7/15/2014 1 2057951 004485 12.69
FERGUS Subtotal : 2169.63
FIRSTM / First Med, Inc. 47026 7/15/2014 1 INV062514 004485 PO#9368 1497.00
FIRSTM Subtotal : 1497.00
FISHER / Fisher Auto Parts, Inc. 47027 7/15/2014 1 JUNE2014 004485 A-010280 121.56
FISHER Subtotal : 121.56
GREATO / The Great Outdoors, LLC 47028 7/15/2014 1 INV070114 004485 425.00
GREATO Subtotal : 425.00
HDSUPP / HD Supply Waterworks, Ltd. 47029 7/15/2014 1 C185519 004485 PO#9267 16100.00
HDSUPP Subtotal : 16100.00
Employee 47030 7/15/2014 1 CAFE070914 004485 MED. REIMB 182.00
Subtotal : 182.00
HUND / Lawrence Hund 47031 7/15/2014 1 PAYT062414 004485 TOILET REB 100.00
HUND Subtotal : 100.00
JAMES / James River Solutions 47032 7/15/2014 1 S137625-IN 004485 1331.33 JAMES / James River Solutions 47032 7/15/2014 1 S137626-IN 004485 1036.73 JAMES / James River Solutions 47032 7/15/2014 1 S138315-IN 004485 1463.30 JAMES / James River Solutions 47032 7/15/2014 1 S138316-IN 004485 842.13 Page: 5 Albemarle County Service Authority Date: 8/14/2014 at 11:26 AM Complete Check Register Current File, 07/01/14 to 07/15/14 All Accounts, Sessions 000000 to 004503
Date: Payment / Vendor Information Check Ck Date Prity Invoice Session Reference Amount
JAMES Subtotal : 4673.49
JIFFY2 / Jiffy Lube #3347/29 Lube, Inc. 47033 7/15/2014 1 2017804 004485 A-JLI76206 69.27
JIFFY2 Subtotal : 69.27
JONES / Jones & Company CPA, LLC 47034 7/15/2014 1 1007 004485 8500.00
JONES Subtotal : 8500.00
KORMAN / Korman Signs, Inc. 47035 7/15/2014 1 270702 004485 PO#9366 1605.60
KORMAN Subtotal : 1605.60
KRIZEK / Charles Krizek 47036 7/15/2014 1 PAYT062414 004485 TOILET REB 100.00
KRIZEK Subtotal : 100.00
LMICHA / Laura Michael 47037 7/15/2014 1 PAYT061914 004485 RAIN BARRE 30.00
LMICHA Subtotal : 30.00
LOWES / Lowe's Companies, Inc. 47038 7/15/2014 1 JUNE2014 004485 9900033064 2392.20
LOWES Subtotal : 2392.20
LUCKST / Luck Stone Corporation 47039 7/15/2014 1 100195508 004485 274.82
LUCKST Subtotal : 274.82
MAILIN / Mailing Services of Virginia, Inc 47040 7/15/2014 1 1406028 004485 261.55 MAILIN / Mailing Services of Virginia, Inc 47040 7/15/2014 1 1406029 004485 165.00 MAILIN / Mailing Services of Virginia, Inc 47040 7/15/2014 1 1406075 004485 277.50 MAILIN / Mailing Services of Virginia, Inc 47040 7/15/2014 1 1406076 004485 165.00
MAILIN Subtotal : 869.05
MARTH3 / Martha Jefferson Hospital 47041 7/15/2014 1 CAFE070914 004485 6.14 Page: 6 Albemarle County Service Authority Date: 8/14/2014 at 11:26 AM Complete Check Register Current File, 07/01/14 to 07/15/14 All Accounts, Sessions 000000 to 004503
Date: Payment / Vendor Information Check Ck Date Prity Invoice Session Reference Amount MARTH3 Subtotal : 6.14
MARTHA / Martha Jefferson Medical Group, L 47042 7/15/2014 1 CAFE070914 004485 60.00
MARTHA Subtotal : 60.00
MARTI0 / Ramsey Martin 47043 7/15/2014 1 PAYT061914 004485 TOILET REB 100.00
MARTI0 Subtotal : 100.00
MARTI3 / Martin Marietta Materials 47044 7/15/2014 1 13373250 004485 44.44
MARTI3 Subtotal : 44.44
MAYERE / Mayer Electric Supply Co., Inc. 47045 7/15/2014 1 18040178 004485 89.83 MAYERE / Mayer Electric Supply Co., Inc. 47045 7/15/2014 1 18040182 004485 372.00 MAYERE / Mayer Electric Supply Co., Inc. 47045 7/15/2014 1 18044957 004485 3.31
MAYERE Subtotal : 465.14
MCDEAN / M.C. Dean, Inc. 47046 7/15/2014 1 SCADA#9 004485 SPO#9122 30858.48
MCDEAN Subtotal : 30858.48
MEADOW / Meadowbrook Hardware, Inc. 47047 7/15/2014 1 JUNE2014 004485 ON ACCOUNT 51.90
MEADOW Subtotal : 51.90
MICHAE / Michael Baker, Jr. Inc. 47048 7/15/2014 1 880558 004485 SPO#9219 1529.88
MICHAE Subtotal : 1529.88
MIDATL / Mid Atlantic Storage Systems, Inc 47049 7/15/2014 1 000514 004485 PO#9069 3534.00 MIDATL / Mid Atlantic Storage Systems, Inc 47049 7/15/2014 1 000515 004485 PO#9249 1500.00
MIDATL Subtotal : 5034.00
NETWO4 / Networks 2000 47050 7/15/2014 1 17538 004485 PO#9347 119.20
NETWO4 Subtotal : 119.20 Page: 7 Albemarle County Service Authority Date: 8/14/2014 at 11:26 AM Complete Check Register Current File, 07/01/14 to 07/15/14 All Accounts, Sessions 000000 to 004503
Date: Payment / Vendor Information Check Ck Date Prity Invoice Session Reference Amount OCONNE / Gary O'Connell 47051 7/15/2014 1 EXPREP0614 004485 MILEAGE 125.99 OCONNE / Gary O'Connell 47051 7/15/2014 1 PAYT070914 004485 TRAVEL EXP 459.17
OCONNE Subtotal : 585.16
PAULET / W. F. Paulett & Son, Inc. 47052 7/15/2014 1 147445 004485 13.98
PAULET Subtotal : 13.98
PIEDM6 / Piedmont VA Community College 47053 7/15/2014 1 PAYT062614 004485 #1570841 423.45
PIEDM6 Subtotal : 423.45
PITNE4 / Pitney Bowes Global Financial 47054 7/15/2014 1 JN14 004485 6710686 318.06
PITNE4 Subtotal : 318.06
PORTIC / Portico Publications, LTD 47055 7/15/2014 1 1215513 004485 195.00
PORTIC Subtotal : 195.00
PRICE / Jim Price Chevrolet 47056 7/15/2014 1 5182138 004485 60.40
PRICE Subtotal : 60.40
REPUB1 / Republic Title Services 47057 7/15/2014 1 JUNE2014 004485 C-17100 500.00
REPUB1 Subtotal : 500.00
RIVAN1 / Rivanna Solid Waste Authority 47058 7/15/2014 1 JUNE2014 004485 ACCT. 70 101.22
RIVAN1 Subtotal : 101.22
ROACH1 / Stacy Roach 47059 7/15/2014 1 PAYT062414 004485 TOILET REB 300.00
ROACH1 Subtotal : 300.00
SHENVA / Shen-Valley Garage Door & 47060 7/15/2014 1 803192171 004485 PO#9319 6645.00
SHENVA Subtotal : 6645.00 Page: 8 Albemarle County Service Authority Date: 8/14/2014 at 11:26 AM Complete Check Register Current File, 07/01/14 to 07/15/14 All Accounts, Sessions 000000 to 004503
Date: Payment / Vendor Information Check Ck Date Prity Invoice Session Reference Amount SOUTHS / Southside Training Services 47061 7/15/2014 1 103 004485 PO#9365 2750.00
SOUTHS Subtotal : 2750.00
SPECIA / Specialty Fasteners of Ch'ville 47062 7/15/2014 1 176604 004485 402.24 SPECIA / Specialty Fasteners of Ch'ville 47062 7/15/2014 1 176650 004485 112.58
SPECIA Subtotal : 514.82
SPRINT / CenturyLink 47063 7/15/2014 1 ASH0714 004485 310049168 44.34 SPRINT / CenturyLink 47063 7/15/2014 1 CAMEL0814 004485 426720014 39.74 SPRINT / CenturyLink 47063 7/15/2014 1 CROZET0714 004485 309582689 39.76 SPRINT / CenturyLink 47063 7/15/2014 1 MILLC0714 004485 310360951 47.83 SPRINT / CenturyLink 47063 7/15/2014 1 MILLCR0814 004485 309803129 197.16 SPRINT / CenturyLink 47063 7/15/2014 1 NFRPS0814 004485 424397357 39.74 SPRINT / CenturyLink 47063 7/15/2014 1 OLDF0614 004485 310322470 50.07 SPRINT / CenturyLink 47063 7/15/2014 1 PETER0814 004485 309402894 39.74 SPRINT / CenturyLink 47063 7/15/2014 1 REDF0814 004485 309823291 44.34 SPRINT / CenturyLink 47063 7/15/2014 1 REDH0714 004485 309751316 55.76 SPRINT / CenturyLink 47063 7/15/2014 1 WOOD0714 004485 310408398 44.34
SPRINT Subtotal : 642.82
STJOHN / St. John, Bowling, Lawrence & 47064 7/15/2014 1 10085 004485 6740.66
STJOHN Subtotal : 6740.66
SUPPLY / The Supply Room Companies, Inc. 47065 7/15/2014 1 2116403-0 004485 36.44 SUPPLY / The Supply Room Companies, Inc. 47065 7/15/2014 1 2117499-0 004485 127.70
SUPPLY Subtotal : 164.14
SWARTZ / Peter Swartz 47066 7/15/2014 1 EXPREP0614 004485 TRAVEL EXP 23.90
SWARTZ Subtotal : 23.90
TRACTO / Tractor Supply 47067 7/15/2014 1 JUNE2014 004485 6035301200 47.03
TRACTO Subtotal : 47.03
UNIFIR / UniFirst Corporation 47068 7/15/2014 1 2020787902 004485 394.10 UNIFIR / UniFirst Corporation 47068 7/15/2014 1 2020788814 004485 344.83 Page: 9 Albemarle County Service Authority Date: 8/14/2014 at 11:26 AM Complete Check Register Current File, 07/01/14 to 07/15/14 All Accounts, Sessions 000000 to 004503
Date: Payment / Vendor Information Check Ck Date Prity Invoice Session Reference Amount UNIFIR Subtotal : 738.93
VARURA / Virginia Rural Water Assoc. 47069 7/15/2014 1 PAYT063014 004485 DUES14-15 500.00
VARURA Subtotal : 500.00
VATRAN / Treasurer of Virginia 47070 7/15/2014 1 PAYT063014 004485 HWAY PERMI 130.00
VATRAN Subtotal : 130.00
VERIZO / Verizon Wireless 47071 7/15/2014 1 9727527056 004485 742039768 690.64 VERIZO / Verizon Wireless 47071 7/15/2014 1 9727763560 004485 622280277 1235.84
VERIZO Subtotal : 1926.48
WALKER / April Walker 47072 7/15/2014 1 PAYT062614 004485 BOOK REIMB 127.25
WALKER Subtotal : 127.25
WILLIA / S. L. Williamson Company, Inc. 47073 7/15/2014 1 63462 004485 435.46
WILLIA Subtotal : 435.46
WILSO5 / Wilson Ready Mix, LLC 47074 7/15/2014 1 24086 004485 240.00
WILSO5 Subtotal : 240.00
Total For Check Account: 201-200-084 121636.91
Check Register Total : 122683.86 RIVAN2/Rivanna Water & Sewer Authority 7/10/2014 Bulk Water & Sewer Transfer 1101542.77 Check Register & Wire Total: 1224226.63 ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
AGENDA TITLE: FY 2015 Capital AGENDA DATE: August 21, 2014 Improvement Program (CIP)
STAFF CONTACT(S)/PREPARER: CONSENT AGENDA: Peter C. Gorham, P.E., Director of Engineering ACTION: ■ INFORMATION: ■
ATTACHMENTS: YES
BACKGROUND: Monthly CIP Memo summarizing changes to the CIP Schedule, status report on active CIP Projects, list of Active Private Development Projects and revised CIP Schedule.
DISCUSSION: Schedule changes for seven projects. Questions about current status of active CIP Projects.
BUDGET IMPACT: None.
RECOMMENDATIONS: None.
BOARD ACTION REQUESTED: Approval of the Consent Agenda.
ATTACHMENTS: List of CIP schedule changes Monthly CIP Report List of Active Private Development Projects Revised CIP Schedule
060806CIPAgendaSummary0801144 Capital Improvement Program Percent 2014 2015 2013 2013 2013 2013 2013 2013 2014 2014 2014 2014 2014 2014 2014 2014 2014 2014 2014 2014 2015 2015 2015 2015 2015 2015 Proposed Project Schedule Worksheet: August 2014 Acct. # Growth PM Forecast Forecast July Aug Sep Oct Nov Dec Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Jan Feb Mar Apr May June Facility Improvements - Fueling Station/Vehicle Wash 302-000 0% MV 348,000 120,000 ACSA Facility Improvements - Building Renovations 304-000 0% AM 60,000 10,000 Western Ridge - Foxchase Water Connection 307-000 0% JL 356,200 Key West Water Main Replacement 309-000 0% AM 1,591,000 St. George Avenue - Buck Road Water Main Replacement 311-000 0% MV 1,200,000 Ashcroft Water Improvements 312-000 0% AM Ashcroft Pump Station #1 312-000 0% MV Michie Tavern Water Main Replacement 313-000 0% JL 73,100 500,000 Crozet Water Main Replacement Phase 2 317-000 0% JL 450,000 900,000 Berkeley Water Main Replacement 318-000 0% MV 200,000 Westmoreland Water Main Replacement 0% 150,000 Glenmore Tank 324-000 100% JL 325,000 1,150,000 Ivy Road - Flordon Water Connection 325-000 50% JL 165,000 380,000 Ednam Pump Station Upgrade 325-000 0% JL 55,000 235,000 Orchard Acres Water Main Replacement 0% MV 180,000 Woodbrook Drainage Basin Rehabilitation 341-000 0% JL 245,000 Oak Hill Sewer Phase 2 343-000 100% JL 61,740 45,000 Ednam Drainage Basin Rehabilitation 345-000 0% MV 100,000 65,000 Crozet Sewer Pump Station Generator 346-000 0% 38,155 FY 2015 Miscellaneous Sewer Rehabilitation 350-000 0% JL 400,000 400,000 PVCC Drainage Basin SSES 355-000 0% MV 120,000 North Fork Regional Pump Station 356-000 0% TG Cumberland Road Water Main Replacement 361-500 0% JL 62,820 West Leigh Water Main Replacement Phase 3 362-000 0% AM 160,000 Albemarle High School Meter Relocation 362-500 0% AM 55,000 Jackson Street Water Main Replacement 363-500 0% AM 40,000 Autumn Hill Water Meter Relocation 364-000 0% AM 45,520 Madison Park Pump Station Upgrade 0% 65,000 East Market Street Water Main Replacement 366-000 0% AM University Commons Water Main Abandonment 367-000 0% AM Ridgewood PRV/Meter Upgrade 368-000 0% MV Hollymead Water Main Replacement 369-000 0% AM 80,000 Automatic Flushing Assemblies 0% AM 25,000 Glenmore Wastewater Treatment Plant Expansion Study 370-000 0% MV 50,000 Water Tank Improvements 374-000 0% JL 326,200 Camp Holiday Trails Chlorine Residual Evaluation 376-000 0% JL 24,424 SCADA System 377-000 100% MV 610,000 Arc Flash Hazard Risk Assessment 379-000 0% JL 105,000 81,565 Developer Participation 100% 100,000 100,000
Total Capital Projects to be appropriated in the Fiscal Year $ 6,357,159 $ 5,496,565
In house construction Engineering Construction Albemarle County Service Authority (ACSA) Capital Improvement Project Report August 2014
a) Facility Improvements- Fueling Station/Vehicle Wash Area (Account Code 302-000): All work on the previous project for improvements to the Main Office and Maintenance Area has been completed. Our Environmental Management System (EMS) effort has identified six significant aspects to be addressed, two of which are: Contractor Delivery of Fuel and Vehicle Washing. This project will address these two aspects with the design of improvements to our Fueling Station and the design of a designated Vehicle Wash Area. The upgrade of the Fueling Station will replace the existing aging fuel tanks with state of the art underground fuel tanks and provide a catchment berm to prevent pollution of the storm water system due to a fuel spill during vehicle fueling and fuel delivery. The construction of the area dedicated to vehicle washing will allow the capture of contaminated wash water and deliver it to the sanitary sewer system and avoid pollution of the storm water system.
2/12/14: Comments on the draft Technical Memorandum have been returned to our consultant to publish the final draft.
3/13/14: Geotechnical borings are to be completed by the end of March 2014 around the perimeter of the existing fuel tanks, in order to obtain soil samples to determine if there’s evidence of any leakage.
4/10/14: The geotechnical borings have been completed in the vicinity of the existing underground fuel tanks and the proposed location of the vehicle wash station. The soil samples are being analyzed and the results will be included with the submission of the 65% design documents by the end of April.
5/8/14: The 65% design documents have been received and they are currently under review by ACSA staff.
6/4/14: Comments on the 65% design documents have been returned to our consultant for the development of the 90% design documents.
8/13/14: The electrical sub-consultant visited the site to research the electrical requirements to accommodate changes to the outside lighting and the placement of a card-swipe panel at the fueling station. b) Facility Improvements – Crozet Building Renovations (Account Code 304-000): ACSA staff identified building renovations at the Crozet
1
property for the FY 2014 CIP Budget that were needed to maintain the value of this asset for use as a satellite maintenance facility. The roofs of both buildings must be replaced as well as the garage doors. ACSA Maintenance staff has also identified termite damage and have demolished a portion of one building’s interior wall, which will need to be rebuilt. The tile floor in the same building is also in need of replacement.
5/8/14: Quotes have been obtained for the roof replacements and the garage door replacements. The final contract documents are being processed for signatures so the work can begin.
6/4/14: The two contracts for the roof replacement and the garage doors replacement have been executed by all parties.
7/9/14: The roofs have been replaced on the two buildings and all the new garage doors have been installed. In one of the buildings the reconstruction of the interior wall and the tile replacement work still remain to be completed. c) Western Ridge – Foxchase Water Connection (Account Code 307- 000): Currently it takes several days for water to travel from the Crozet Water Treatment Plant (WTP) to the Foxchase and Cory Farm Subdivisions that are located at the end of a long water main extension. This project will create a looped water main from the Western Ridge Subdivision, which is closer to the Crozet WTP, to the Foxchase Subdivision at the remote end of the Crozet Water System. This will allow water to travel a shorter distance to reach the subdivisions along Route 250 (southeast of Crozet) thereby reducing water age and lowering the concentration of disinfection byproducts (DBP’s) that are regulated by the EPA.
3/13/14: The Notice of Award was sent to Atkins Excavating, Inc. (Atkins) and they have returned the executed Standard Form of Agreement. Our attorney is reviewing the bonds and certificate of insurance to verify the proper format prior to the ACSA executing the Agreement.
4/10/14: The bonds and the certificate of insurance have been approved and all parties have executed the Standard Form of Agreement. Product submittals are currently under review and the preconstruction conference has been scheduled for April 16, 2014.
5/8/14: The preconstruction conference was held on April 16, 2014 and the Notice to Proceed date was set as April 21, 2014. Atkins Excavating, Inc. (Atkins) has begun work on the directional drill at the stream crossing.
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6/4/14: Atkins has had difficulty in completing the directional drill of the water main under two RWSA sewer interceptor mains and two small streams. The drilling head is starting to rise due to a change in the rock profile and there is concern it could hit one of the RWSA sewer mains. Atkins has proposed an excavation to locate the drilling head that is midway between the RWSA sewer mains in order to apply downward pressure and continue drilling. RWSA will allow the excavation in close proximity to their sewer mains if the trench is reinforcing with sheeting and shoring. Atkins has asked for additional funds before initiating the excavation and we have responded in writing that the Contract Documents require the directional drill be completed as bid with no additional compensation other than the per foot cost of the drill when completed.
7/9/14: ACSA staff and our consultant met with Atkins on June 20, 2014 and all parties agreed that the directional drill could not be completed using their equipment. Atkins met with two directional drilling subcontractors that are confident they can complete the drill with their equipment. They provided pricing for completing the work and Atkins has signed a contract with Down Below, Inc. to complete the directional drill. We anticipate the driller can mobilize to begin work in 3 to 4 weeks.
8/13/14: The directional drilling subcontractor mobilized to the site on August, 6, 2014. The Contractor has installed the new water main along Fairwinds Lane. d) Key West Water Main Replacement (Account Code 309-000): Several years ago the Key West Subdivision was a large well system that became contaminated with a gasoline additive. The DEQ stepped in and funded the design and construction of a public water main extension to rescue the subdivision by placing it on the ACSA water system. The existing water mains are made up of a variety of materials, some of which are not very robust, and are aging and deteriorating. There are many that are also undersized and fire protection in some areas is inadequate and without sufficient numbers of fire hydrants. Some minor improvements have been made in the Key West water system in recent years and this project seeks to complete the upgrade of all water mains in the subdivision.
3/13/14: We have obtained 41 of the 62 required private individual PRV agreements. Second notices have been mailed to customers needing PRV’s to obtain their approval to install these devices on private property. All property owners have been contacted concerning the easements we need to obtain to bid the project and ACSA staff will follow up with personal contact to push the easement acquisition process forward.
4/10/14: We have obtained 11 of the 29 easements necessary for construction and have verbal commitments for another 8 properties. Two
3
easement plats and deeds are being revised due to the shifting of hydrant locations to avoid conflicts with existing and proposed driveway improvements.
5/8/14: We have obtained 48 of the 61 required private individual PRV agreements. We have obtained 16 of the 26 easements necessary for construction and have verbal commitments for another 7 properties. The two plats and deeds that needed revising have been completed and have been sent to the property owners for execution.
6/4/14: We have obtained 21 of the 26 easements necessary for construction and have verbal commitments for another 3 properties. The project will be advertised on June 29, 2014 and a pre-bid meeting is scheduled for July 9, 2014. Bids will be opened on July 23, 2014. A general resolution has been drafted by ACSA staff for authorization to file certificates of condemnation to obtain the outstanding easements. This project will be discussed as an Agenda item.
7/9/14: The bid advertisement date and bid opening have been postponed pending the acquisition of the VDOT permit and the Virginia Stormwater Management Program (VSMP) permit. There are fifteen outstanding private individual PRV agreements that remain to be executed. ACSA staff is contacting each unresponsive customer personally to acquire their signatures. All but two of the necessary easements for construction have been obtained and it appears certificates of take will have to be filed to obtain them. This project will be discussed as an Agenda item.
8/13/14: All of the necessary easements have been obtained without having to file certificates of take. We have obtained 52 of the 65 required private individual PRV agreements. e) Ashcroft Water Improvements (Account Code 312-000): The original phase of the Ashcroft Subdivision was developed in the early 1980’s and included three water storage tanks to provide domestic service and fire protection. As later phases developed another tank was constructed at a much higher elevation that included two additional pump stations to fill it. A hydraulic study was completed on the water system in this subdivision to determine if the pump stations needed to be upgraded and if the original tanks should be rehabilitated or replaced. The final design recommendation called for the uppermost tank to supply all domestic water and fire protection to the subdivision. The original tanks are to be replaced with a smaller tank to provide a water supply reservoir for the two upper pump stations to fill the upper tank. Additional improvements include upgrades to the master PRV stations, individual PRV’s to protect
4
customers and the replacement of an older PVC water main with stronger ductile iron pipe.
1/8/14: The final water service has been relocated and the slope stabilization work has been completed at the intermediate tank site. Final restoration required for the water service relocation will be completed when weather conditions improve.
4/10/14: The ACSA project engineer is coordinating with the Contractor to finalize the change order to complete the re-sodding of the private property where the final water service line was relocated. The Contractor has been directed to begin collecting the necessary close-out documents so this project can be finished.
5/8/14: The private property where the final water service was relocated has been restored and all pavement repair has been completed. The change order for the additional property restoration is being processed.
6/4/14: A groundwater drainage problem has developed along our water main in the vicinity of the directional drill that Digs completed for the final water service relocation. Digs has provided a price for installing a french drain and culvert pipe under a driveway to solve the problem and a change order is being processed. Digs has been authorized to proceed with the additional work and they have begun.
7/9/14: The groundwater drainage problem has been corrected. Some reseeding of the private property at 524 Lego Drive remains and we are negotiating with the owner to have his own lawn care contractor restore the grass in the disturbed area. The Contractor is working on the close- out documents for this project.
8/13/14: The property owner at 524 Lego Drive has provided a price for his own lawn care contractor to restore the grass in the disturbed area and ACSA staff has agreed to the price. f) Ashcroft Pump Station #1 (Account Code 312-000): The existing lower pump station that filled the original tanks constructed in the 1980’s has been deteriorating and has been badly damaged by termite infestation. The pump station footprint is also undersized and does not have an emergency standby generator. This project calls for the complete replacement of the existing pump station with a new pump station that will have greater pumping capacity to allow for an increase in the rate at which the upper water tank can be refilled.
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3/13/14: The Notice of Award has been sent to F.L. Showalter, Inc. (Showalter) along with the Standard Form of Agreement for their signature.
4/10/14: The bonds and certificate of insurance have been approved and all parties have executed the Standard Form of Agreement. The preconstruction conference has been scheduled for April 16, 2014.
5/8/14: The preconstruction conference was held on April 16, 2014 and the Notice to Proceed date was set as May 1, 2014.
6/4/14: Showalter is proceeding with product submittals that are being reviewed by our consultant and the first priority is approval of the package pump station so that fabrication can begin as soon as possible. We anticipate site work to begin by the end of June 2014.
7/9/14: We are awaiting the final design from Dominion Virginia Power for the electrical upgrade required for the new pump station. The site work has been rescheduled to begin by the end of July 2014.
8/13/14: The detailed product submittal for the package water pump station has been approved and the Contractor is determining the lead time on delivery of the station in order to finalize his schedule for the site work. g) Michie Tavern Water Main Replacement (Account Code 313-000): This project was added to our FY 2014 CIP to replace the water main currently serving the Michie Tavern that has been in service approximately 70 years. In recent years this water main that extends from the City system and crosses under I-64 has been experiencing an increasing number of leak repairs. A technical memorandum will be developed by our consultant to look at a couple of options for replacement before moving quickly into the design phase.
12/11/13: ACSA staff and our consultant met with VDOT on December 4, 2013 to discuss the different road crossings associated with the two routing options. Either road crossing will have to be completed using the directional drill method with HDPE pipe due to changes in grade. VDOT will provide their material requirements for directional drilling to our consultant so they can finalize their alignment recommendation.
3/13/14: The local VDOT residency office has confirmed that HDPE pipe has been used for both casing and carrier pipe under dedicated rights-of- way. We anticipate VDOT Headquarters will grant final approval for the use of HDPE in conjunction with directional drilling under their roadway.
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We anticipate our consultant will provide the Technical Memorandum for our review by the end of March 2014.
4/10/14: VDOT Headquarters has granted approval for the use of HDPE pipe for the directional drilling under their right-of-way. The draft Technical Memorandum has been received and it is currently under review.
5/8/14: Comments on the draft Technical Memorandum were returned to the consultant and the final report has been completed. Field surveying for the preliminary design is underway.
6/4/14: The field surveying has been completed and the data has been provided to our consultant. We anticipate receiving the 50% design documents around mid-July 2014.
8/13/14: The 50% design documents have been reviewed and comments provided to our consultant. Copies of the 50% design documents have also been provided to the University of Virginia Foundation and PVCC for their review and comment. h) Crozet Phase 2 Water Main Replacement (Account Code 317-000): This project continues our program to replace the aging, undersized and weaker water mains in the Crozet Water System that have become maintenance problems. During repairs on a water main break along Tabor Street the ACSA Maintenance staff assessed the condition of the pipe and noted that the surface was badly pitted and deteriorating. There are several other water mains of a similar age and material nearby so it was decided that a systematic replacement of the remaining older water mains in Crozet was warranted. Multiple phases have been defined to carry out these improvements.
3/13/14: We have obtained 27 of 37 easements necessary for construction. The Virginia Stormwater Management Program (VSMP) permit and the VDOT permit have been submitted to the appropriate review agencies for approval. Our consultant has provided a cost estimate for construction and has prepared a proposal for Bid and Construction Phase Services. A Board authorization is proposed for this project.
4/10/14: We have obtained 32 of 37 easements necessary for construction. The VDOT permit has been issued for this project and we anticipate being able to advertise for bids in late April.
5/8/14: The bid for construction was advertised on April 27, 2014 and a pre-bid meeting is scheduled for May 14, 2014. Bids will be opened on May 29, 2014 and a recommendation of award will be presented to the
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Board at the June meeting. This project will be discussed as an agenda item.
6/4/14: A total of five bids were received on May 29, 2014 and Atkins Excavating, Inc. (Atkins) was the apparent low bidder. Atkins is currently the Contractor on the Western Ridge – Foxchase Water Connection Project. A recommendation of award will be presented to the Board at the July meeting. This project will be discussed as an Agenda item.
7/9/14: Our consultant has prepared a recommendation of award. A Board authorization is proposed for this project.
8/13/14: All of the easements have been acquired. The Notice of Award has been sent to Atkins and they have submitted the executed Standard Form of Agreement, along with the bonds and certificate of insurance. A Notice to Proceed date of August 11, 2014 has been issued to Atkins. i) Berkeley Water Main Replacement (Account Code 318-000): In recent years the water mains in the Berkeley Subdivision have been experiencing increasing numbers of failures and leaks. The existing water mains are approximately 56 years old and consist of cast iron pipe. This project continues our systematic program to replace aging and deteriorating water mains throughout our system.
8/13/14: A kickoff meeting for this project was held with our consultant on July 16, 2014 to discuss design details and the schedule. An alignment walk-through with the surveyor and consultant was conducted on August 7, 2014. j) Glenmore Tank Study (Account Code 324-000): The Glenmore Subdivision is served by a single water main that extends approximately four and a half miles to the easternmost terminus of our water system. The ACSA has had a long standing policy of creating redundancy in the water system to better deal with emergency or planned disruptions of service. This project provides a water storage tank at a high point in the Glenmore Subdivision to provide at least a full day of domestic water supply in the event of a major failure of the water main that extends to this area.
3/13/14: The geotechnical investigations around the tank and pump station site are scheduled to be completed by the end of March 2014.
4/10/14: The geotechnical investigations have been completed and our consultant is reviewing the report so they can incorporate the findings into
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their design. They are continuing work on developing the site plan layout for submission to the County.
5/8/14: ACSA staff has met with our consultant to discuss details of the pump station layout and the need for coordination of the new water main alignment with the developer of Rivanna Village. We anticipate receiving the 50% design documents by the end of May 2014.
6/4/14: The 50% design documents have been received and reviewed. ACSA staff met with our consultant on June 3, 2014 to discuss details of the 50% design documents and comments have been returned to our consultant.
7/9/14: A pre-application meeting with County staff was held on June 23, 2014 to discuss the upcoming submission of the major site plan amendment for the tank and pump station. ACSA staff is working on scheduling a meeting with the developer of Rivanna Village and their consultant to discuss the results of the pre-application meeting with the County. In particular we want to discuss the buffer requirements between the proposed improvements and the future adjoining residential property. Our consultant is tentatively scheduled to submit the major site plan amendment on July 21, 2014.
8/13/14: The Major Site Plan Amendment and application for Comprehensive Plan Compliance was submitted to the County on July 21, 2014. On July 23, 2014 ACSA staff met with the developer of Rivanna Village and their consultant to discuss a planting buffer easement that is required on proposed lots in their development. A public meeting has been scheduled for the evening of August 21, 2014, as required by County staff. k) Ivy Road – Flordon Water Connection (Account Code 325-000): This project is one of several phased improvements identified in the West Leigh Redundancy Evaluation to provide an alternate source of water to the West Leigh Area. It is a water main extension along Route 250 West (Ivy Road) to connect the Ednam Pressure Band to the Stillhouse Pressure Band in Flordon. It is planned to be designed and constructed in conjunction with the Ednam Pump Station Upgrade to provide water to the West Leigh Area for domestic and fire protection uses in the event of a major break on the RWSA Stillhouse Mountain water transmission main.
3/13/14: Comments on the 90% design documents have been returned to our consultant for the preparation of final Contract Documents. The Erosion and Sediment (E&S) Control Plan has been submitted to the County for review and approval.
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4/10/14: A proposed VDOT project to raise the bridge over the railroad at the entrance to the Flordon Subdivision will include raising a portion of Broomley Road approximately six feet. This will impact the portion of our new water main proposed along this road. The ACSA project engineer met with VDOT and their design engineer to discuss options to avoid interference with each other’s work. The best option is to complete our design and construction just outside the limits of the VDOT project and have the final few hundred feet of new water main included in the design and construction of their project. This will require a revision to our design and an expense to have their engineer incorporate the design of our new water main into their road design. Our consultant will provide all their pertinent design data to VDOT’s consultant to hopefully minimize their design cost. Our construction should be complete before VDOT bids their project in December 2014. The cost of constructing the final segment of our water main will be reimbursed to VDOT under their road contract.
5/8/14: Our consultant is finalizing the design to terminate our construction limit outside the limits of construction for the VDOT bridge replacement project. Final plat preparation is underway and our consultant has provided the pertinent design data to the VDOT consultant so they can incorporate the design of the remainder of our water main extension into their road project.
6/4/14: The final plats have been approved and Mr. Bowling’s office has prepared deeds of easement for three properties. Offer letters have been mailed along with the deeds to the affected property owners. The application for the proposed railroad crossing has been submitted to CSX for their review and approval.
7/9/14: Easement acquisition negotiations are underway and an appraisal of the Ivy Nursery property is in progress, at the request of the property owner. We have a verbal commitment from a second property owner that they will sign the deed of easement for their property. Our consultant is responding to comments from CSX concerning the railroad crossing permit application.
8/13/14: We have acquired two of the three easements necessary for construction and are continuing to negotiate with the final property owner. A revised offer was sent to the owner of the Ivy Nursery property based upon the appraisal report. The consultant for the VDOT bridge project on Broomley Road has incorporated the design of the final water main segment into their project. Our consultant has prepared a proposal for Bid and Construction Phase Services. A Board authorization is proposed for this project.
10 l) Ednam Pump Station Upgrade (Account Code 325-000): This project is one of several phased improvements identified in the West Leigh Redundancy Evaluation to provide an alternate source of water to the West Leigh Area. It is an upgrade to the existing Ednam Pump Station to increase the pumping capacity. It is planned to be designed and constructed in conjunction with the Ivy Road – Flordon Water Connection to provide water to the West Leigh Area for domestic and fire protection uses in the event of a major break on the RWSA Stillhouse Mountain water transmission main.
3/13/14: The 90% design documents have been received, reviewed and comments have been returned to our consultant. ACSA staff has asked our consultant to prepare a proposal for design services to add a standby generator to the pump station.
4/10/14: Our consultant has prepared a proposal for design services to add a standby generator and bypass pump connections to the project. A Board authorization is proposed for this project.
5/8/14: Our consultant has initiated a utility location design ticket in advance of the field surveying so existing utilities in the vicinity of the pump station can be located and shown on the plans. The property owners have been notified of the impending surveying work in the area.
6/4/14: The design ticket has cleared and field surveying is scheduled for the week of June 9, 2014.
7/9/14: The field surveying is complete and we anticipate receiving the next design submission by the end of July 2014.
8/13/14: ACSA staff met with our consultant at the existing pump station site to discuss and finalize the location of the emergency bypass pumping connections. m) Hardware Street Water Extension and Scottsville Phase 2 Sewer (Account Code 326-000): This is a combined water and sewer project in the Scottsville area to combine small individual projects to have economy of scale in attracting bidders. The sewer work is primarily the replacement of a deteriorating clay main and brick manhole but also includes a sewer main extension to provide service to an intersection without ready access to a public main. The water portion creates a secondary feed to the downtown area, in keeping with our policy of providing redundancy. It also creates demand on the northern end of the Scottsville Water System to help reduce water age and increase the amount of turnover in the Scottsville Water Tank. This will help reduce the concentration of disinfection byproducts (DBP’s) that are regulated by the EPA.
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1/8/14: The riser sections have been installed on the master PRV vault and the Contractor is ready to proceed with final grading as weather permits. A final punch list of minor items is being prepared so that we can proceed with the closeout of this project.
2/12/14: The final punch list of minor items has been provided to the Contractor and scheduling of the work is pending better weather conditions.
4/10/14: The Contractor has tentatively scheduled the restoration work the week of April 14, 2014 and has been advised to begin preparing the close-out documents.
5/8/14: The final restoration work around the master PRV vault and near the baseball field has been completed by the Contractor. ACSA staff is currently investigating some drainage issues from the recent heavy rainfall to determine if they are related to our project.
6/4/14: ACSA staff met with VDOT on site to inspect the drainage problem along Hardware Street. ACSA staff surveyed the drainage ditch and determined that Linco had not adequately graded the ditch after removing an erosion and sediment control measure. They have been directed to re-grade the ditch.
7/9/14: A final punch list of minor corrective items has been provided to the Contractor for completion and he is also working on the project close- out documents. n) Oak Hill Sewer Phase 2 (Account Code 343-000): This project will provide sanitary sewer service to the remaining 20 property owners within the Oak Hill Subdivision that were not previously served by the Phase 1 project. Many of the septic systems in this subdivision continue to fail due to age and poor soil drainage conditions. It is believed a majority of the remaining residents not on public sewer can be classified as Low to Moderate Income (LMI) households. Therefore the ACSA is planning to pursue a Community Development Block Grant (CDBG) from the Virginia Department of Housing & Community Development (VDHCD) for partial funding for construction, in cooperation with the County of Albemarle.
4/10/14: A kick-off meeting with our consultant was held on April 9, 2014 and field reconnaissance is scheduled for April 14, 2014. The property owners have been notified that field surveying will be taking place in their area and they have been asked to provide any information they may have concerning the location of their septic tanks and drain fields.
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5/8/14: The field surveying has begun and seven property owners have provided the ACSA with information concerning the location of their septic tanks and drain fields.
6/4/14: The field surveying has been completed and the data has been forwarded to our consultant for the preparation of the 50% design documents.
7/9/14: The 50% design documents were received and reviewed with comments being returned to our consultant for preparation of the 90% design documents. A public meeting with the residents affected by the project has been scheduled at the County Office Building South on July 24, 2014 at 7:00 pm. Forms requesting income data for each household were included in the public meeting notifications to our customers.
8/13/14: A public meeting was held on July 24, 2014 to describe the project and discuss the CDBG process. A Fact Sheet was mailed to all the affected property owners summarizing the project details. We have received 18 of 20 income forms necessary to determine if the project qualifies for a CDBG. A second request for submission of the income form with a deadline of August 8, 2014 was mailed out to the customers who have not yet responded. o) Ednam Drainage Basin SSES (Account Code 345-000): This project is one of the priority drainage basins scheduled for I&I reduction in our DEQ Consent Order. The study area includes Ednam Village, portions of Ednam Forest, the commercial area on the north side of Route 250 West from the Ednam Forest entrance to the Volvo Dealership, as well as, the private sewer system in the Farmington Subdivision. The deadline for completion of the SSES is July 1, 2014. The SSES will consist of manhole inspections, sewer flow monitoring, smoke testing, night flow isolation and measurement, flooded dye testing and CCTV of sewer mains.
2/12/14: Comments on the draft SSES summary report have been returned to the consultant. Letters have been sent to five customers notifying them of the need to repair or correct problems associated with their private sewer connections.
3/13/14: The final SSES Report has been completed. Of the 117 manholes in the ACSA system, 38 require some level of rehabilitation. Manhole rehabilitation includes coating, rebuilding benches and invert channels, sealing of holes/cracks/pipe connections/joints, resetting frames, resealing frames, raising covers and installing rain stoppers. Some pipeline rehabilitation will also be required including 3 internal point repairs, pipe bursting of approximately 251 feet of sewer main, and
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relining approximately 248 feet of sewer main. Two of the five private lateral issues have been corrected. There is a substantial amount of rehabilitation work required in the Farmington private sanitary sewer system that is not summarized here. ACSA staff will coordinate with Farmington to determine the approach they wish to take in completing the work in their system. A copy of the final report will be made available to any Board members who would like to review it. ACSA staff has prepared a cost estimate for the sewer rehabilitation work. A Board authorization is proposed for this project.
4/10/14: The DEQ has been notified that the Ednam Drainage Basin SSES has been completed in accordance with our Schedule of Compliance. ACSA staff will have until July 26, 2014 to submit to DEQ our plan and schedule for the completion of the construction of the rehabilitation/repairs identified in the SSES. The rehabilitation work identified in the SSES will be completed as Work Order No. 8, issued under the FY 2014 Miscellaneous Sanitary Sewer Rehabilitation Contract. ACSA staff has requested Linco, Inc. (Linco) to provide us with a schedule for completion of the work. A letter and a copy of the final SSES report has been sent to Farmington, Inc. to advise them of the rehabilitation work required within their private sanitary sewer system.
6/4/14: Farmington, Inc. is currently reviewing the SSES report and will be contacting us soon to discuss the findings.
7/9/14: Farmington, Inc. will submit the sewer rehabilitation estimate to their Board of Directors for approval at their FY 2015 Meeting toward the end of this calendar year.
8/13/14: The plan and schedule for the rehabilitation/repairs in the Ednam Drainage Basin was submitted to DEQ on July 21, 2014 with a proposed completion date of November 30, 2014. p) Crozet Sewer Pump Station Generator (Account Code 346-000): The existing pump station was constructed in 1988 with the standby propane generator placed inside the building. In 2011 the pumps and their control panels were replaced along with other improvements. The original generator has remained in operation for 26 years and has reached the end of its useful life. This became evident during the derechio storm of 2012 when the pump station was without power for seven days. The station was kept in operation by a combination of an emergency bypass pump and the generator, because the generator had to be periodically rested as it was over-taxed by the load of operating the newer pumps for an extended period of time. This project will remove the old generator and install a new generator outside of the building plus replace the existing transfer switch.
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4/10/14: The old generator has been removed from the building and the support pad has been demolished to make room for the new control panels for the SCADA System Project. The new generator has been ordered.
6/4/14: The new generator has been delivered and the ACSA Maintenance Department has set the generator in place at the pump station. The electrical connections to the pump station remain to be completed.
7/9/14: The transfer switch for the generator has been installed in the pump station and the final wiring is scheduled for the week of July 14, 2014.
8/13/14: The final wiring connections have been completed and the generator has been placed in service. This project is complete. q) FY 2014 Miscellaneous Sanitary Sewer Rehabilitation (Account Code 350-000): This project continues our “find and fix” program of sanitary sewer rehabilitation to reduce I&I in our system during the current fiscal year. The piggyback of the City contract has been renewed for another year. It will be utilized to make repairs and rehabilitate problems in our system found with systematic CCTV inspection by ACSA crews and the subcontractor. It will also be used to complete rehabilitation recommendations generated from the SSES’s of larger drainage basins.
3/13/14: One of two sewer main segments (manhole to manhole) under Work Order No. 3 has been completed. The sewer main replacement under Work Order No. 5 has been scheduled to begin Friday night, March 14, 2014 and continue through the weekend. This requires the closing of a portion of South Pantops Drive at the intersection with Riverbend Drive. The CCTV included in this work order has not yet been scheduled. Work Order No. 6 has been expanded to include CCTV and relining of the sewer main below East Market Street next to the Rivanna River. Work Order No. 7 has been issued to replace-in-place four sewer segments in the Fountain Court and Four Seasons Subdivisions.
4/10/14: The relining of the final sewer segment for Work Order No. 1 in Shopper’s World has been scheduled for the night of April 24, 2014 and the final point repair under Work Order No. 2 is scheduled for the week of April 14, 2014. Two of the manholes needing replacement in Crozet under Work Order No. 4 are being fabricated and the other manhole rehabilitation work still needs to be scheduled. The pipe replacement across South Pantops Drive for Work Order No. 5 has been completed except for the pavement restoration and the CCTV work at the Barracks
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Road exit ramp of Route 250 Bypass is scheduled for the week of April 14, 2014. The point repair at Rio Hill Shopping Center has been completed under Work Order No. 6 along with the CCTV work off Woodmont Drive and East Market Street. The relining of the sewer main below East Market Street still remains to be completed. The pipe replacement under Work Order No. 7 in Four Seasons Subdivision will begin after the removal of several large trees that are encroaching in our easement. Work Order No. 8 has been issued for the rehabilitation work in the Ednam Drainage Basin.
5/8/14: Work Orders No. 1 and 2 have been completed. Some minor manhole rehabilitation work in Crozet has begun under Work Order No. 4 and Work Order No. 5 has been completed. The CCTV work for Work Order No. 6 has been completed and the data is being analyzed to determine the best approach for the necessary rehabilitation. The replacement of the sewer segments in Four Seasons covered by Work Order No. 7 are approximately 90% complete and ACSA staff and the Contractor have met with the property manager of Fountain Court to discuss the replacement of those sewer segments.
6/4/14: The CCTV data in the Woolen Mills area below East Market Street has been evaluated and two sewer main segments near the river will be lined. In addition, a section of 8” sewer will be relocated to eliminate a bad angle into a manhole and to increase the size of the pipe in this area. ACSA staff has initiated surveying by one of our term contract surveyors to enable the in-house design of the sewer main relocation. The replacement of the sewer mains in Four Seasons under Work Order No. 7 has been completed except for pavement restoration and sidewalk repair. The sewer main replacement at the Fountain Court Apartments under this work order has begun.
7/9/14: The sewer main replacement at the Fountain Court Apartments has been completed and only restoration work remains to be completed under Work Order No. 7. Work Order No. 9 has been issued that includes relining along Barracks Road, in Rio Heights, in Scottsville and at Henley Middle School, as well as, point repairs in the Fontana and Willoughby Subdivisions, plus manhole rehabilitation near Greenfields Court.
8/13/14: The final sewer main replacement under Work Order No. 3 has been completed. Two manholes have been replaced in Crozet under Work Order No. 4 and several more manholes still need rehabilitation. Work Order No. 6 has been completed with the necessary rehabilitation/replacement of the sewer mains to take place under the renewed contract. We have received a schedule for Work Order No. 8 that covers the Ednam Drainage Basin Rehabilitation Project. The relining along Barracks Road and in Rio
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Heights has been completed under Work Order No. 9 with the remaining work yet to be scheduled. r) PVCC Drainage Basin SSES (Account Code 355-000): This project is the final priority drainage basin scheduled for I&I reduction in our DEQ Consent Order. The study area is south of Moore’s Creek and lies between Route 20 South on the east and Avon Street Extended on the west. The southernmost boundary incorporates the Avinity Subdivision and the Kappa Sigma Fraternity Headquarters. The old Blue Ridge Sanitarium site is also included, which lies just east of Route 20 South and just south if I-64. The sanitary sewer evaluation survey (SSES) will consist of manhole inspections, sewer flow monitoring, smoke testing, night flow isolation and measurement, flooded dye testing and CCTV of sewer mains. The deadline for completion of the SSES is July 1, 2015.
5/8/14: The kickoff meeting with our consultant was held on April 30, 2014. Four sewer flow meters have been installed and manhole inspections are underway.
6/4/14: Our consultant has completed 157 of 232 manhole inspections to date.
7/9/14: All of the manhole inspections have been completed except for two that couldn’t be located. The ACSA Maintenance Department will assist in locating the manholes that couldn’t be found. Night flow isolation and measurement has been completed and smoke testing is scheduled for the week of July 7, 2014.
8/13/14: Six additional private manholes have been identified that will be GPS located and inspected by our consultant. The smoke testing has been completed. s) North Fork Regional Pump Station (Account Code 356-000): As part of the RWSA Comprehensive Sewer Interceptor Study their consultant analyzed three options for the replacement of the poorly performing and deteriorating Camelot WWTP. The options included an upgrade of the existing Camelot WWTP, a nine mile extension of a gravity sewer interceptor and a regional pump station. The best option was determined to be the regional pump station and the ACSA committed to initiating this project with the deadline of April 2013 when the Camelot WWTP permit was set to expire if major treatment upgrades were not completed. Due to the expense (approximately $10 million) of this largest CIP project ever undertaken by the ACSA, a bond issue was pursued while design was started. To help repay the bond issue a special rate district was established for all properties that could be served by the regional pump
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station project, which would be in addition to the normal sewer connection fees.
3/13/14: The final settlement paperwork for the second of the three easements that were condemned has been forwarded to the property owner for execution. ACSA staff is currently negotiating with the property owner for the settlement of the third and final easement obtained by condemnation.
4/10/14: The final settlement for the second of the three easements that were condemned has been executed and the final payment has been processed. Two of the last three change orders have been processed and sent to English for their signature. We have received the official Certificate to Operate (CTO) for the pump stations and force mains from the DEQ. Our consultant has prepared a proposal for the preparation of documents for a Request for Quotes (RFQ) to install a permanent odor control system at the North Fork Regional Pump Station (NFRPS). A Board authorization is proposed for this project.
5/8/14: English has executed and returned the change orders that concerned additional work and credit associated with equipment. Our consultant will be sending English the final change order to balance the final construction cost of the project and they have begun preparing the draft of the RFQ package related to the odor control system.
6/4/14: The final change order has been issued to English for the close- out of the project. Our consultant is reviewing the as-built plans prior to submitting them to us for review and approval. We anticipate the draft RFQ package for the odor control system will be received the week of June 9, 2014.
7/9/14: The former Camelot WWTP property, now owned by the ACSA, was listed with a commercial real estate agent to see if it could be sold. The delivery date for the draft RFQ package for the odor control system has been pushed back to the latter half of July 2014.
8/13/14: ACSA staff is negotiating with a potential buyer of the former Camelot WWTP property. t) West Leigh Water Main Replacement (Account Code 362-000): The West Leigh Subdivision was originally a private well system that was eventually connected to public water. The existing water mains are approximately 41 years old and consist of asbestos-cement pipe. Since the subdivision began as a private well system many of the water mains are also undersized. This addresses the goal of our Strategic Plan to eventually eliminate all asbestos-cement mains
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from our utility system. Some of the water mains in West Leigh have already been replaced and this project will replace the remaining water mains along six roads over the next three fiscal years.
8/13/14: Notices have been sent to our customers advising them of the upcoming work and the Maintenance Department started construction on August 4, 2014. u) Autumn Hill Water Meter Relocation (Account Code 364-000): This project involves the upgrade and relocation of several master meters within this apartment complex to improve access for maintenance. One meter will be down-sized to give us greater accuracy at low flows and the relocation of another meter will allow us to abandon a water main that is being encroached upon by trees and a concrete sidewalk.
11/12/13: The easement documents have been sent directly to the senior property manager at the corporate office and they are currently under review.
2/12/14: Our contact in the corporate office has informed us that he has been unable to get the lenders and investors to sign off on the proposed easements. He believes the ACSA should offer to purchase the easements and pay their legal fees for review of the easements. The upgrades to the meters are to the benefit of the customer by making future maintenance and repair less disruptive, plus eliminate the possibly of having to damage trees to fix the water main being encroached upon. ACSA staff will prepare a letter giving a detailed argument for the above mentioned benefits of the project and respectfully declining to offer compensation. This is a project that we would like to complete but it can be postponed.
3/13/14: ACSA staff is working on the initial draft of the letter detailing the need for this project and explaining the benefit to the customer. The final draft will be presented to Mr. Bowling for his review prior to mailing.
4/10/14: The final draft of the letter is complete and it has been mailed to the property owner.
5/8/14: The property management company is reviewing our letter with the property owner, their attorney and their lenders. We are awaiting their response concerning whether or not they will execute the deed of easement.
6/4/14: The property management company has stated the easement documents will be executed provided the ACSA states in a letter that when the new meters are installed that we will not attempt to back bill
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them if the new meters show greater usage. As it has never been the policy of the ACSA to back bill customers when meters have been replaced, the letter has been drafted and mailed to all parties involved. v) East Market Street Water Main Replacement (Account Code 366-000): This project is one of five small in-house CIP projects that comply with our long-term goal of replacing all 2” diameter water mains with larger diameter pipe made of stronger material. It involves the replacement of a 2” diameter galvanized water main that serves the last three duplexes at the end of East Market Street and it will allow the transfer of a water service from a City main to an ACSA main. Funds originally were appropriated for all five projects in June 2007 and three have been completed to date. Although funding has been in place, work on this project was delayed due to other in-house CIP projects being assigned a higher priority.
6/4/14: The existing water main runs in close proximity to a City gas line, which has been located in the field. ACSA staff has developed a scope and received a cost proposal from one of our term contract surveyors to create a base map for completing the in-house design and eventual easement plats once the route of the new water main has been established. The proposal has been accepted and the surveyor has been authorized to begin work.
7/9/14: The field surveying work is underway and is nearing completion. We anticipate receiving the base mapping information by the end of July 2014.
8/13/14: Base mapping has been received from the surveyor and ACSA staff has begun design efforts. w) University Commons Water Main Abandonment (Account Code 367- 000): This project is one of five small in-house CIP projects that comply with our long-term goal of eliminating all 2” diameter water mains in our system. It involves the abandonment of a 2” diameter water main serving a small three building apartment complex on Georgetown Road. It will also include the relocation of two master meters and the relocation of a fire hydrant to provide better fire protection for the apartment buildings. Funds originally were appropriated for all five projects in June 2007 and three have been completed to date. Although funding has been in place, work on this project was delayed due to other in-house CIP projects being assigned a higher priority.
6/4/14: ACSA staff provided a scope of services and received a cost proposal from one of our term contract surveyors to complete base mapping for the in-house design and create an easement plat. All
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surveying is complete and the final plat has been approved. A deed of easement has been prepared and has been sent to the property owner for execution. x) Ridgewood PRV/Meter Upgrade (Account Code 368-000): Currently the pressure reducing valve (PRV) and meter are located in manhole structures with limited space, making maintenance difficult. Both the PRV and meter vaults need to be upgraded to meet current ACSA specifications.
11/7/12: The draft easement plat has been received and reviewed by ACSA staff. Comments on the plat have been provided to the surveyor to make revisions.
12/12/12: The work will require the PRV to be placed on the downstream side of the master meter instead of before the meter. It is the ACSA’s intent to transfer ownership of the PRV to the mobile home park, as this is the standard for PRV’s serving single customers. The plat is being further revised to include a temporary easement to construct the new PRV vault and the deed of easement is being drafted to reflect the transfer of ownership along with a permanent easement for the new meter vault.
2/13/13: The deed of easement and plat has been finalized and sent to the property owner for signature. ACSA staff has contacted the owner’s representative to provide background information on the project and has offered to meet on site to review the details of the project.
7/8/13: This project is on hold for the moment pending completion of other in-house CIP construction projects; however ACSA staff will continue to work on obtaining the necessary easement.
9/11/13: ACSA staff has discussed the project with the property owner and is gathering information to address the questions he asked about construction of the project.
5/8/14: ACSA staff is attempting to re-establish contact with the customer to see if we can move this project forward. y) Hollymead Water Main Replacement (Account Code 369-000): This project is a continuation of a long standing goal to eliminate all 2” diameter water mains from our system. In addition to replacing undersized water mains there will also be the addition of fire hydrants to ensure adequate fire protection coverage on several streets in the subdivision.
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3/13/14: The new water main has passed all test requirements and has been placed in service. Existing water services are being switched over to the new main. A Board authorization is proposed for this project.
4/10/14: All water services have been switched over to the new water main on Maiden Lane with pavement restoration still remaining to be completed. The Maintenance Department is pricing the insertion of 3 to 4 valves along Hollymead Drive to limit the areas of water service disruption when we abandon the old water mains on Maiden and Derby Lanes.
5/8/14: The Maintenance and Engineering Departments have determined that two valves will be sufficient to reduce the number of customers without water during a shut down. Maintenance has obtained quotes for the valve insertions. A Board authorization is proposed for this project.
6/4/14: The milling and pavement restoration on Maiden Lane has been completed. The excavation of the test pits at the two valve insertion locations to obtain outside diameter measurements of the existing water main is scheduled for the week of June 9, 2014.
7/9/14: The outside diameter measurements of the existing water main in Hollymead Drive have been obtained and the valve insertion contractor is scheduled to perform the work on July 10, 2014.
8/13/14: The valve insertions have been completed and the last two old water mains on Derby Lane and Maiden Lane have been abandoned. This project is complete. z) Water Tank Improvements (Account Code 374-000): In accordance with AWWA and VDH recommendations for the maintenance of water storage tanks the ACSA is using one of our term contract consultants to conduct an assessment of four of the five water tanks that we own and make recommendations for improvements. The tanks to be assessed are the Scottsville Tank, Ednam Tank, Mosby Mountain Tank and Avon Park Tank. They will address security, safety, mixing and the coatings of each tank.
2/12/14: The work on Mosby Mountain Tank has been approved and the work on the Ednam Tank has been completed. The corrections to the work on the Scottsville Tank have been completed and the tank is being refilled. Work is underway on the Avon Park Tank but will be delayed due to the recent inclement weather.
3/13/14: The work on the Avon Park Tank has been completed and all tanks are now back in service. TIC has scheduled a final inspection of the work for the week of March 17, 2014.
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4/10/14: TIC completed their final inspection of all the tank work on April 4, 2014 and found several issues that need to be addressed by Pittsburg Tank. Final payment will be withheld pending completion of all punch list items.
5/8/14: Pittsburg Tank has been provided with the final punch list of items requiring correction. We are awaiting notification of their schedule for completing this work.
7/9/14: Pittsburg Tank has completed some punch list items with three items remaining before we can officially accept the completion of the work.
8/13/14: A certified letter was mailed to Pittsburg Tank informing them that all punch list work had to be completed by August 18, 2014 or we would begin assessing liquidated damages. aa) Camp Holiday Trails Chlorine Residual Evaluation (Account Code 376-000): This project develops a sampling program of a variety of water parameters to verify water quality, specifically chlorine residual levels, at the point of delivery to Camp Holiday Trails (CHT), due to seasonal variations in water demand. If it is determined that CHT has a low chlorine residual a technical memorandum will be prepared outlining alternatives for adjusting the water quality at different locations with a benefit/cost analysis for each alternative. A recommendation for the preferred alternative will be provided along with a planning level summary of equipment and materials needed for implementation.
1/8/14: Our consultant has recommended four sampling sites in lieu of the original proposal of three and ACSA staff has begun the process of obtaining the necessary test kits from the state laboratory to collect the samples for analysis.
2/12/14: The test kits have been received from the state laboratory and the testing is scheduled for the week of February 17, 2014.
3/13/14: The chorine residuals are looking good at the supply to Camp Holiday Trails following the work on the Ednam Tank. Testing is currently on hold as we monitor the chlorine levels to see if there is a reduction over time.
7/9/14: Water samples have been collected at four locations and they have been shipped to the State laboratory for analysis.
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8/13/14: All the lab results have been received from the analysis of the four sample locations and they have been forwarded to our consultant for the preparation of the technical memorandum. bb) SCADA System (Account Code 377-000): The ACSA Utility System has over 40 critical assets that include water and wastewater pump stations, water storage tanks and master PRV stations. They are considered critical because malfunctions or failures at any of the assets could have a drastic effect on our utility system and our customers. These assets are currently monitored by site visits of assigned Maintenance personnel. This project will create a Supervisory Control and Data Acquisition (SCADA) System that will allow ACSA employees to remotely monitor the operations of these critical assets from the main office building. It will also allow personnel to change the operational settings of some pump stations from the main office building. Using alarms we will be able to more quickly evaluate problems and prevent some failures before they happen. The project will be completed in three phases over a three year period.
3/13/14: The factory acceptance testing of all the control panels was completed at the Contractor’s facility on March 12, 2014. They also demonstrated remote communication with the control panels to show that commands were being received through a remote modem connection, mimicking the operation of the central control station to be installed at the ACSA office building.
4/10/14: M.C. Dean has begun the installation of control panels starting with the Georgetown Green and Old Forge Sewer Pump Stations. Our consultant is installing the Programmable Logic Control (PLC) and Human Machine Interface (HMI) code, and testing the software operation at the field locations.
5/8/14: ACSA staff participated in a two day programming workshop at our consultant’s office to receive training on the Programmable Logic Control (PLC) templates and the Human Machine Interface (HMI) programming. Control panels have been installed at all field sites except for Ashcroft Pump Station #2. The programming has been installed and tested at the Georgetown Green and Old Forge Sewer Pump Stations. Our consultant has prepared a proposal for the design and bid services for Phase 2 of the SCADA System. A Board authorization is proposed for this project.
6/4/14: The control panel has been installed at Ashcroft Pump Station #2 and seven pump stations have been certified as substantially complete, meaning they are on-line and transmitting information to the Central Control Station (CCS). The antenna to boost the signals received at the CCS has been mounted on the outside wall of the main office building and
24
remains to be connected to the SCADA server. Dominion Virginia Power has provided electric service to the panel at the Ashcroft Storage Tank and it is now live. The kickoff meeting for the SCADA System Phase 2 Project has been scheduled for June 17, 2014. Site visits to the facilities in Phase 2 are scheduled to begin the week of June 9, 2014.
7/9/14: All of the assets included in Phase 1 have been certified substantially complete except for the Central Control Station. Our consultant is completing the final programming for the HMI at the individual sites and is configuring voice notifications as a backup to email notifications specified in the contract documents. A kickoff meeting with our consultant was held for the Phase 2 design on June 17, 2014. All site visits to the facilities included in Phase 2 have been completed and work has begun on the 50% design documents.
8/13/14: The Central Control Station has been certified substantially complete and the voice notifications have been setup and are working properly. The operation and maintenance manuals are being drafted by MC Dean. Training on the hardware and software remains to be scheduled. ACSA staff has provided as-built drawings to our consultant to assist in the design of the sites in Phase 2. cc) Arc Flash Hazard Risk Assessment (Account Code 379-000): This project is to insure that the ACSA is in compliance with OSHA and NFPA regulations governing arc flash hazards encountered by employees in working with any electrical controls. The consultant will address changes to electrical panels, application of warning labels, recommendations for specific person protective equipment and training for personnel that work on these systems. The project will begin with assessing the risks at all of our wastewater pump stations, with subsequent phases addressing our water pump stations and the main office/shop facilities.
1/8/14: Our consultant has prepared a proposal for conducting the Arc Flash Hazard Risk Assessment on our water pump stations, the main office building and the maintenance warehouse. A Board authorization is proposed for this project.
2/12/14: The kickoff meeting with our consultant has been scheduled for February 18, 2014.
3/13/14: The final reports on all the wastewater pump stations have been completed and approved. All site visits to the water pump stations, the main office and the maintenance building have been completed.
6/4/14: The Arc Flash Hazard modeling has been completed and our consultant has begun to draft the reports for the water pump stations and
25
the ACSA office complex. We anticipate receiving the draft reports for the first three pump stations the week of June 9, 2014.
7/9/14: The draft reports for the ACSA Office Building, the ACSA Warehouse and the Mill Creek Pump Station have been received and they are under review.
8/13/14: The draft reports for the Red Hill Well House, Mosby Mountain Pump Station and Scottsville Pump Station have been received and they are under review.
PCG/dmg
060806CIPMonthly081314
26
Albemarle County Service Authority (ACSA) Active Private Development Projects August 2014
a. Albemarle Health and Rehabilitation Center (Scottsville): Water and sewer main extension to serve a 120 unit nursing care facility. The project is located off Mill Creek Drive, adjacent to the Monticello Fire Station. b. Ashcroft Phase 2 Sections 6 & 7 (Rivanna): Water main extension to serve 14 residences. The project is located at the upper end of Summit Ridge Trail. c. Ashcroft West (Rivanna): Water main extension to serve 28 residences. The project is located off Summit Ridge Trail at the intersection with Lego Drive. d. Avinity Phase 2 (Scottsville): Water and sewer main extension to serve 26 residences. The project is located off Avon St. Ext. at the intersection with Avinity Drive. e. Belvedere Phase 2 (Rio): Water and sewer main extensions to serve 51 residences. This project is located between the Belvedere and Dunlora Subdivisions. f. Belvedere Town Center (Rio): Water and sewer main extensions to serve 27 apartment and town house units, plus 25,000 square feet of non-residential space near the intersection of Free State Road and Belvedere Boulevard. g. Briarwood Phases 1A-1,1B-1,4 & 8 (Rio): Water and sewer main extensions to serve 165 residential units. The project is located in between the existing Briarwood and Camelot subdivisions, across from the entrance to the National Ground Intelligence Center. h. Colonial Nissan (Rio): Water main extension to serve a rebuilt Auto sales building and a relocated fire hydrant off Route 29 South in Charlottesville, Virginia. i. Crozet Streetscape Phase 2 (White Hall): Water and sewer relocations to accommodate new storm drainage system along Crozet Avenue. j. Estes Park (Rivanna): Water and sewer main extensions to serve 68 single family units 200 yards south of the intersection of Worth Crossing and Profit Road. k. Glenmore Section K2B (Scottsville): Water and sewer main extensions to serve 16 single-family units at the end of Carroll Creek Road. l. Greyrock West Subdivision (Whitehall): Water and sewer main extensions to serve 10 single family units off Lanetown Way in Crozet, Virginia. m. Haden Place (White Hall): Water and sewer main extensions to serve 34 single-family units off Haden Lane in Crozet, Virginia. n. Hyland Ridge On-site Water & Sewer (Rivanna): Phase 1 of the subdivision featuring a water main connection from Fontana Subdivision to serve 21 lots (of 97). o. Lochlyn Hill Phase 1A & 1B (Rio): Phase 1 of subdivision with water and sewer extensions to serve 21 single family units off of Pen Park Lane. p. Northside Library (Rio): Water line replacement to provide new fire hydrant for additional fire protection at the new public library on Rio Rd, west of Route 29. q. Old Trail Creekside III, Phase II (White Hall): Water and sewer main extensions to serve 18 single-family units west of Welbourne and Windmere Lanes. r. Peabody School (Scottsville): Water main extension to serve a new multi- purpose building at the Peabody School located on Southern Parkway, west of Avon Street Extended. s. Rivanna Station Remote Delivery Facility (Rivanna): Relocation of existing water main and new service connection to serve commercial facility at Rivanna Station. t. Rolkin Road Retail Center (Rivanna): New water and sewer connections for four-unit retail building off Route 250 (Richmond Road) in Charlottesville, Virginia. u. Stonefield Blocks F & G (Jack Jouett): Water and sewer main extensions to serve Costco and 2 future commercial buildings within the Stonefield development. This site is located west of the intersection of Route 29 South and District Avenue. v. Stonewater Townhomes (Rio): Water services and sewer main extension to serve 14 townhouse units. This site is located along Rio Road in front of the Stonewater Subdivision. w. Townsend Landscaping Sanitary Sewer Extension (Rio): Sanitary sewer main extension to serve Townsend Landscaping and other future commercial lots. x. Whitewood Road Day Care Facility (Jack Jouett): Relocation of existing sanitary sewer and water mains to allow development of a parcel at the intersection of Whitewood Road and Oak Forest Drive.
y. Whittington Subdivision – Phase A (Samuel Miller): Water and sewer main extension to serve 17 single family units off Old Lynchburg Road in Charlottesville, Virginia.
PCG/anw 0506 Active Private Development Projects 080814 Albemarle County Service Authority (ACSA)
CIP Schedule Revisions August 2014
1. The construction phase of the Western Ridge – Foxchase Water Connection Project was extended to December 2014.
2. The design phase of the Michie Tavern Water Main Replacement Project has been extended to November 2014.
3. The construction phase of the Crozet Water Main Replacement Phase 2 Project has been extended to January 2015.
4. The design phase of the Ivy Road – Flordon Water Connection Project has been extended to September 2014.
5. The design phase of the Ednam Pump Station Upgrade Project has been extended to November 2014.
6. The construction phase of the Ednam Drainage Basin Rehabilitation Project has been shortened to November 2014.
7. The study phase of the Camp Holiday Trails Chlorine Residual Evaluation Project has been extended to October 2014.
060806CIPRevisions080114 ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
AGENDA TITLE: FY 2015 CIP AGENDA DATE: August 21, 2014 Authorizations ACTION: INFORMATION: STAFF CONTACT(S)/PREPARER: Peter C. Gorham, P.E., Director of CONSENT AGENDA: Engineering ACTION: INFORMATION:
ATTACHMENTS: (YES)
BACKGROUND: Authorization for three CIP Projects, two of which are included in the FY 2015 CIP Budget. The first authorization is for funding Bid and Construction Phase Services for the Ivy Road – Flordon Water Connection Project. The second authorization is for the design of a water main replacement project within the Orchard Acres Subdivision. The final authorization is a capacity improvement evaluation of two pump stations in the Ashcroft Subdivision.
DISCUSSION: Provides for bid and construction phase assistance for the Ivy Road – Flordon Water Connection Project. Allows staff to initiate the design of a replacement water system in the Orchard Acres Subdivision and expand fire protection in the area. Continues our efforts to replace deteriorating and undersized water mains throughout the ACSA system. Continues our program of eliminating asbestos-cement water mains throughout the ACSA system. Allows staff to initiate the review of the pumping capacity at Ashcroft Pump Stations 2 and 3 and evaluate pump alternatives that will provide greater supply to the Ashcroft Tank.
BUDGET IMPACT: The bid and construction phase costs associated with the Ivy Road – Flordon Water Connection Project were anticipated in the CIP Budget. The cost of the design services for the Orchard Acres Water Main Replacement Project is about $60,000 less than the amount budgeted in the FY 2015 CIP Budget. The cost of the Ashcroft Pump Stations 2 and 3 Capacity Improvement Evaluation, which weren’t included in the FY 2015 CIP Budget, is offset by the favorable design price from the Orchard Acres Water Main Replacement Project.
RECOMMENDATIONS: Authorize funds for these projects to keep our CIP Project Schedule moving forward and improving our utility system.
010101CIPAuthCoverMemo081114
ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
BOARD ACTION REQUESTED: Approve the Consent Agenda.
ATTACHMENTS: Detailed memo of the proposed CIP authorization. Proposal from Michael Baker Jr., Inc. for Bid and Construction Phase Services for the Ivy Road – Flordon Water Connection Project. Proposal from Whitman, Requardt & Associates, LLP for Design Services for the Orchard Acres Water Main Replacement Project. Proposal from Whitman, Requardt & Associates, LLP for Engineering Services for the Ashcroft Pump Stations 2 and 3 Capacity Improvement Evaluation.
010101CIPAuthCoverMemo081114
MEMORANDUM
To: Board of Directors From: Peter C. Gorham, P.E., Director of Engineering Date: August 12, 2014 Re: FY 2015 CIP Authorizations cc: James M. Bowling, IV
The following projects require Board authorization:
A. Ivy Road – Flordon Water Connection Project: ACSA staff has developed a Scope of Services for the Bid and Construction Phase Services for the Ivy Road – Flordon Water Connection Project. Attached is a letter dated July 25, 2014 from Michael Baker Jr., Inc. with their fee proposal for providing those services. The ACSA staff has reviewed this proposed fee and finds it satisfactory. The estimated costs for the Bid and Construction Phases Services is $16,374.
Board Action We request the Board of Directors appropriate $16,374 from the FY 2015 3R Fund for the Bid and Construction Phase Services for the Ivy Road – Flordon Water Connection Project.
B. Orchard Acres Water Main Replacement Project: As part of the ACSA’s continuing efforts to identify and upgrade aging waterworks infrastructure, the ACSA has developed a Scope of Services for the Orchard Acres Water Main Replacement Project. This project will include the design of approximately 9,000 linear feet of water mains in the Orchard Acres subdivision. Whitman, Requardt & Associates (WRA) has prepared the attached fee proposal for the project, dated August 12, 2014. The total estimated fee to complete the design of the Orchard Acres Water Main Replacement Project is $118,380. The ACSA staff has reviewed this proposal and finds it satisfactory. This is a new CIP Project that is included in the FY 2015 CIP Budget.
Board Action We request the Board of Directors appropriate $118,380 from the FY 2014 3R Fund for the design of the Orchard Acres Water Main Replacement Project.
C. Ashcroft Pump Stations 2 & 3 Capacity Improvement Evaluation. In order to meet current potable demand, fire flow requirements and future development in Ashcroft, the pumps in stations 2 & 3 will need to be upgraded. Attached is a proposal dated August 11, 2014 from Whitman, Requardt & Associates, with their fee estimate to evaluate pumping options. The ACSA staff has reviewed this proposed fee and finds it satisfactory. The estimated costs for their Engineering Services is $29,900.
Board Action We request the Board of Directors appropriate $29,900 from the FY 2015 3R Fund for the Engineering Services to evaluate capacity improvement options for Ashcroft Pump Stations 2 & 3.
JML/MV Attachments 010101CIPAuthorizations081114
ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
AGENDA TITLE: Rivanna Water & AGENDA DATE: August 21, 2014 Sewer Authority (RWSA) Monthly Update CONSENT AGENDA: Informational
STAFF CONTACT(S)/PREPARER: ATTACHMENTS: Yes Gary O’Connell, Executive Director
BACKGROUND: This report continues the monthly updates on the Rivanna Water & Sewer Authority (RWSA) projects and Board meetings. Below are some updates from the Board meeting on July 22, 2014:
Crozet Water Line Replacement – This is nearly a one mile long new 16-inch water line along Three Notch’d Road in Crozet. This new water line replaces two existing RWSA and ACSA undersized and aging water lines. The contractor has started construction. Ragged Mountain Dam – Construction of the earthen dam was completed on June 7th and is at its completed full height of 129 feet. Some additional onsite work will be completed by the end of the month. Recent work items have included: groundwater pressure instrumentation, borrow area restoration, installation of electrical lines, generator setting, propane tank installation (for generator), and final site grading. Remaining work includes final restoration and seeding, equipment testing, security fencing and gates, road surfacing and final area restorations. The new Ragged Mountain Dam dedication ceremony is scheduled for Thursday, September 18, 2014 at 3:00 p.m. The new water release structure for the Moorman’s River at the base of Sugar Hollow Dam has been completed and is partially operational. Remaining work at Sugar Hollow includes site electrical, new generator has been installed, new SCADA equipment installation, and finalizing dam drainage improvements and site restoration. Rivanna Pump Station – Work on the project has begun, all easements acquired, and all permits obtained. Work has started on the pump station, with the tunnel work constructed later. Site work and utility relocation work has begun. Water Granular Activated Carbon Filtering (GAC) – GAC facilities for the Crozet and Scottsville Water Treatment Plants were received. The bids for the Scottsville and Crozet GAC were over budget and alternatives are being evaluated. Final design of the GAC for the urban water plants (South Rivanna, Observatory, North Rivanna) is expected to be completed in August with a fall bidding, and construction beginning in late 2014. Given the bid prices received on the rural water plants GAC, the projects are being reassessed. Schenk’s Branch Sewer Line – Rivanna is evaluating two design options, in an attempt to avoid impacts on City and County properties. This redesign has slowed down the project. This is a 100% City funded project and exclusively serves the city. Discussions between the City and County are continuing. The consent order with DEQ has a deadline of September 30th for design and easements granted. The RWSA Board approved the design work at this meeting ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
for the second alternative so the deadline can be met; this is a 100% City funded project servicing only city areas. Albemarle/Berkeley Sewer Line – The contract for the third phase of this sewer line rehabilitation has been issued, and the work was completed in the month of July with good weather. 4-Party Agreement – It was agreed at the RWSA meeting, by City representatives, to pursue an amendment to the 4-Party Agreement that would change the way flows are used in monthly billings for debt service. The proposal would be an annual amount determined during the budget process, rather than the flows monthly that can drastically change in wet weather or very dry weather. This is a win-win-win for the City/ACSA/RWSA. The proposal was moving forward for adoption four years ago, but was stopped with the water supply debate. Mr. Bowling will be having discussions with the City Attorney and then bring to the Board for further discussion. Additional information on this is included in the packet. Reservoir Management Study – Proposals received, two firms being interviewed. Primary goal for study is recommendations for improved reservoir water quality, especially dealing with the algal bloom issues that occur seasonally.
010101RWSAUpdateExecutiveSummary081114 ACSA Board Policy Future Issues Agenda 2014-2015
September '14 October '14 November '14 December '14 January '15 February '15 March '15 April '15 Pending Issues September 18th October 16th November 20th December 18th January 15th February 19th February 19th March 19th Awards/Recognitions Awards/Recognitions Awards/Recognitions Awards/Recognitions Awards/Recognitions Awards/Recognitions Awards/Recognitions Awards/Recognitions Crozet and Scottsville Deeds - Four Party Agreement with Monthly Financial and CIP Monthly Financial and CIP Monthly Financial and CIP Monthly Financial and CIP Monthly Financial and CIP Monthly Financial and CIP Monthly Financial and CIP Monthly Financial and CIP RWSA Reports Reports Reports Reports Reports Reports Reports Reports
Capital Project Capital Project Capital Project Capital Project Capital Project Capital Project Capital Project Capital Project Fire Hydrant Report Update Authorizations Authorizations Authorizations Authorizations Authorizations Authorizations Authorizations Authorizations
*Dept. Operational *Dept. Operational *Dept. Operational *Dept. Operational *Dept. Operational *Dept. Operational *Dept. Operational Presentations - Sanitary Presentations - *Dept. Operational Budget & Rates-June 2015 Presentations - Information Presentations - Bill Options - Presentations - Customer Presentations - Engineering Presentations - Finance Sewer Overflow (SSO) Administration/Human Presentations Adoption Technology EPay Communications Prevention Resources
Financial Policies Annual Financial Report Budget & Rate Schedule Emergency Response Plan Budget and Rates Debt Service Charge Formula in Election of Officers Presentation (CAFR) Guidelines Update Presentation 4-Party Agreement
Strategic Plan Update - July 2015 Strategic Plan Updates
Amendments to Personnel
Management Plan (policy Regular 3rd Thursday Monthly 3rd Thursday Regular Meetings changes under review)
Executive Director mid-year
review
Sessions 1st 1st Thursday Work
Updated 08/11/14
AGENDA TITLE: Enterprise Resource AGENDA DATE: August 21, 2014 Planning (ERP) and Financial Management System ACTION: INFORMATION:
STAFF CONTACT/PREPARER: ATTACHMENTS: Yes Quin Lunsford, Finance Director
BACKGROUND: Replacement of current accounting software package with an Enterprise Resource Planning (ERP) System. This includes a financial management system as part of the overall software package, to replace our current accounting package.
DISCUSSION: The Board appropriated funding for the purchase and implementation of Microsoft Dynamics AX on July 18, 2013. Subsequent to the approval of the Board in 2013, the project was placed on hold due to a vacancy in the Finance Department. The vacancy has been filled and the project has been reinitiated. Given the amount of time since our last procurement of the ERP system, changes in hardware requirements, and a comprehensive analysis of all costs associated with the implementation additional funding over the July 18, 2013 budget request will be required.
BUDGET IMPACT: $280,000
RECOMMENDATIONS: Authorize purchase and implementation of Microsoft Dynamic AX
BOARD ACTION REQUESTED: Staff requests the appropriation of $280,000 for the purchase and implementation of Microsoft Dynamics AX by Tyler Technologies subject to the ACSA’s legal counsel’s satisfactory review of the contract.
ATTACHMENTS: Recommendation Memo Tyler Technologies Sales Quotation Statement of Work for Microsoft Dynamics AX 2012 v3 Memo and presentation from July 17, 2014 Board meeting
M E M O
To: Gary B. O’Connell, Executive Director From: Quin Lunsford, Finance Director Date: August 21, 2014 Re: Enterprise Resource Planning (ERP) software and implementation
For the past three years, staff has been researching, reviewing, and interviewing potential vendors to provide a replacement for our current accounting system, a software package that has been in ser- vice since the early 1990’s. The objective in this is to implement a comprehensive, user friendly and intuitive system that is available to the majority of the Authority employees for efficient and effective management of operations. Our current accounting package (a Sage product called SBT) is on the verge of failure and the service support from the vendor expired in April 2014. We are greatly in need of replacing this accounting package. We view this as a long term investment and want to implement a system that can expand as the ACSA expands and requires change. This ERP system does that and will allow the ACSA to achieve these results efficiently.
A comprehensive analysis of all costs related to the software and implementation services has been compiled as well as costs associated with additional hardware needs to meet the requirements of a system this robust. The appropriation requested on August 21, 2014 includes costs that were not available at the date of the previous request or costs associated with the reevaluation of ACSA needs. These costs include:
Estimated travel expenses of Tyler Technologies of approximately $22,500 Eight consulting/training days in excess of the original quote (72 days compared to 64 days) at $1,400/day or $11,200 A third DAX 2012 Server License for $7,500 Five additional Enterprise CAL’s (requesting 9 CAL’s compared to the previously requested 4) at $4,000/CAL or $20,000 Six additional “Self-Serve CAL’s (requesting 10 CAL’s compared to the previously requested 4) at $120/CAL or $600 Additional hardware/licensing requirements totaling approximately $35,000
It should be noted that beyond the items noted above, generally costs related to the product and ser- vices have increased in comparison to the quote obtained early fiscal year 2013. Staff does not be- lieve the change to be unreasonable given the time period between quotes and the fact that Tyler has successfully implemented multiple Dynamics AX platforms with entities similar to the ACSA. The ACSA should benefit from Tyler’s recent experience with similar clients who have completed or who soon will complete implementation. Also of note, a significant portion of the $35,000 noted above re- lated to hardware/licensing requirements would be necessary with or without the ERP implementa- tion.
The cost of the ERP system and implementation is significant but the ACSA has made other similar investments in the past. For example, the Supervisory Control and Data Acquisition or SCADA phase 1 project currently has a project balance in excess of $750,000. The ACSA has made the determina- tion that we will not be utilizing the consultant’s data conversion services. These services will not be utilized due to the financial cost of the data conversion and training purposes. If the ACSA were to utilize the consultant’s data conversion services, the overall expected cost of the project would in- crease by approximately $23,000. Secondly, the ACSA will use the in-house conversion of data from the legacy system to the new system as a training exercise for users. Users will learn to navigate the system by being involved in the manual data conversion process. We believe this decision is fiscally responsible and critical for a well-trained/prepared user base.
Since the last Board meeting, ACSA staff has continued assessing ACSA needs, discussing with the implementation consultant, and contacting other entities who have recently implemented Dynamics AX. The ACSA was able to teleconference with Truckee Meadows Water Authority (TMWA) who successfully implemented Dynamics AX and has been “live” since 2012. TMWA, a water authority in Reno, Nevada, needed to migrate from its previous system due to the cessation of vendor support. The TMWA’s business is similar to the ACSA’s as is the size of its finance department. They noted that the quote provided to them was accurate, they did not require any change orders throughout the process, and the project was completed upon a mutually agreed upon timeline between the TMWA and Tyler. The TMWA is very pleased with the Dynamic AX platform and equally satisfied with Tyler Technologies, the implementation consultant.
Subsequent to the Board meeting in July, information was gathered to address multiple questions posed by the Board that required further research. A request was made to note the percentage of customers that used online billing. Research was performed and 6% of ACSA customers use “eBill” as their method of payment. It should be noted that 11% of customers use the Auto-Pay feature which directly withdrawals from the customers bank account. The ACSA also contacted the water authority in Harrisonburg, Virginia to determine what financial system they were currently using. They noted that they use QuickBooks Pro.
Currently, Tyler Technologies is modifying the draft contract provided in July 2014 to address specific concerns noted during discussions. When the revised draft is provided, it will again be provided to the ACSA’s legal counsel for further review. It is my recommendation that upon appropriation by the ACSA’s Board of Directors and subject to the final contract review by the ACSA’s legal counsel, the ACSA move to execute the contract and begin the implementation process immediately.
Quoted By: Curt Steddum Date: 05/30/2014 Quote Expiration: 00/00/n/a Dynamics AX - Revised May 30 Quote Name: 2014 Quote Number: 53415 Sales Quotation For: Barbara Klendworth Phone: (434) 977 -4511 Albemarle County Service Authority Fax: (434) 979 -0698 168 Spotnap Road Charlottesville, VA 22991 Email:
Tyler Software & Related Services Description License Impl. Impl. Consulting Consulting Data Module Year One Days Cost Days Cost Conversion Total Maintenance Dynamics AX - ERP Consulting n/a n/a n/a 46 @ $1,400 $64,400 n/a $64,400 n/a Dynamics AX - ERP Training n/a 10 @ $1,400 $14,000 n/a n/a n/a $14,000 n/a Insight Professional Services n/a 16 @ $1,400 $22,400 n/a n/a n/a $22,400 n/a OS/DBA Contract Services n/a n/a n/a n/a n/a n/a n/a $5,000
TOTAL: $0 26 $36,400 46 $64,400 $0 $100,800 $5,000
Other Services Description Quantity Unit Extended Price Price Install Fee - New Server Install -WIN -B w/VS 1 $4,000 $4,000 Project Planning Services - B 1 $5,000 $5,000
TOTAL: $9,000
3rd Party Hardware, Software and Services Description Quantity Unit Total Unit Total Price Price Maintenance Year One Maintenance DAX 2012 Server License 2 $7,500 $15,000 n/a n/a Dynamics AX - Enterprise CAL 6 $4,000 $24,000 n/a n/a Dynamics AX - Self -serve CAL 10 $120 $1,200 n/a n/a Microsoft BREP 1 n/a n/a $6,432 $6,432 Tyler Help Desk 1 n/a n/a $10,000 $10,000
Albemarle County Service Authority Page 1 of 4 3rd Party Hardware, Software and Services Description Quantity Unit Total Unit Total Price Price Maintenance Year One Maintenance Tyler Insight Extensions 1 n/a n/a $4,000 $4,000
3rd Party Hardware Sub -Total: $0 $0 3rd Party Software SubTotal: $40,200 $20,432 3rd Party Services Sub -Total: $0 $0 TOTAL: $40,200 $20,432
One Time Fees Recurring Fees Summary Total Tyler Software n/a $5,000 Total Tyler Services $109,800 $0 Total 3rd Party Hardware, Software and Services $40,200 $20,432 Summary Total $150,000 $25,432
Comments Tyler ’s quote contains estimates of the amount of services needed, based on our preliminary understanding of the size and scope of your project. The actual amount of services depends on such factors as your level of involvement in the project and the speed of knowledge transfer.
Prices submitted in the quote do not include travel expenses incurred in accordance with Tyler ’s then -current Business Travel Policy.
Tyler ’s prices do not include applicable local, city or federal sales, use, excise, personal property or other similar taxes or duties, which you are responsible for determining and remitting.
For the Tyler software products; upon payment in full of the license fees, you will receive a perpetual site license, however, related third party products may be licensed annually and per concurrent user, not unlimited seat license. On an ongoing basis, you will also be responsible for any related third party fees, including those associated with the addition of users to the configuration, and you shall be responsible for any increases in third party fees.
Tyler ’s Disaster Recovery Service is calculated at 25% of the annual maintenance. There is a $5,000 minimum annual fee and a $30,000 maximum annual fee for Tyler's Disaster Recovery service.
In the event Client cancels services less than two (2) weeks in advance, Client is liable to Tyler for (i) all non -refundable expenses incurred by Tyler on Client ’s behalf; and (ii) daily fees associated with the canceled services if Tyler is unable to re -assign its personnel.
Conversion prices are based on a single occurrence of the database. If additional databases need to be converted, these will need to be quoted.
Pricing for optional items will be held for three (3) months from the quote date.
Tyler Forms requires, HP Brand Black / White Laser Jet Networked Printer with Static IP Address, IEEE 1284 -B Compliant Parallel Port (required for check printers only), HP Jet Direct Fast Ethernet Embedded Print Server, PCL 5e Drivers Installed, Minimum Memory – 64 MB, Minimum 80 Internal TrueType Scalable Fonts, Minimum of 2 Full Input Trays (Manual Feed Tray not usable), Accommodates Letter and Legal Size Paper Stock. Note: HP printers modified with TROY brand or any other 3rd party MICR security features are not supported for check printing. Albemarle County Service Authority Page 2 of 4 Tyler ’s Form Library prices are based on delivering the specific form quantities listed below. Additional formats of forms listed below are extra. Custom forms are extra. Please note that TylerForms requires the use of approved printers only. Contact Manager of TFP for list of approved printers.
Payroll Library Includes: 1 PR Check, 1 Direct Deposit, 1 Vendor from Payroll Check, 1 Vendor from Payroll Direct Deposit, W2, W2c and 1099R.
Financial Library Includes: 1 A/P Check, 1 EFT/ACH, 1 Purchase Order, 1099M, 1099INT, 1099S and 1099G.
General Billing Library Includes: 1 Invoice, 1 Statement, 1 General Billing Receipt and 1 Miscellaneous Receipt.
Tyler ERP system requires appropriately sized hardware server(s) with Windows OS and SQL database licenses, printers and scanners, etc. Tyler recommends a conference call with OSDBA manager to discuss server(s) and desktop sizing.
Programming for Check Reconciliation Import and Positive Pay Export assumes one bank format each. Multiple bank formats are extra.
Tyler provides onsite training for a maximum of 20 people per class. In the event that more than 20 users wish to participate in a training or more than one occurrence of a class is needed, Tyler will either provide additional days at then -current rates for training or Tyler will utilize a Train -the -Trainer approach whereby the client designated attendees of the initial training can thereafter train the remaining users.
Optional Tyler Software & Related Services - not included in Totals Description License Impl. Impl. Consulting Consulting Data Module Year One Days Cost Days Cost Conversion Total Maintenance Accounting/GL/BG/AP n/a n/a n/a n/a n/a $8,200 $8,200 n/a Fixed Assets n/a n/a n/a n/a n/a $3,000 $3,000 n/a General Billing n/a n/a n/a n/a n/a $4,500 $4,500 n/a Inventory n/a n/a n/a n/a n/a $2,400 $2,400 n/a Payroll w/ESS n/a n/a n/a n/a n/a $13,200 $13,200 n/a Project & Grant Accounting n/a n/a n/a n/a n/a $4,000 $4,000 n/a Purchase Orders n/a n/a n/a n/a n/a $1,800 $1,800 n/a
TOTAL: $0 $0 $0 $37,100 $37,100 $0
Optional Other Services - not included in Totals Description Quantity Unit Extended Price Price Estimated Travel Expenses 15 $1,500 $22,500 Programming Services 1 $10,000 $10,000
TOTAL: $32,500
Optional Conversion - not included in Totals Description Price AC Opt 1 - Actuals $1,000 AC Opt 2 - Budgets $1,000 Albemarle County Service Authority Page 3 of 4 Optional Conversion - not included in Totals Description Price AC Standard COA $2,000 AP Opt 1 - Checks $1,200 AP Opt 2 - Invoice $1,800 AP Standard Master $1,200 FA Opt 1 - History $1,000 FA Std Master $2,000 GB Opt 2 - Bills $3,500 GB Std CID $1,000 IN Std Master $2,400 PG Opt 1 - Actuals $1,000 PG Opt 2 - Budgets $1,000 PGA Standard $2,000 PR Payroll - Option 1 Deductions $1,800 PR Payroll - Option 2 Accrual Balances $1,500 PR Payroll - Option 3 Accumulators $1,400 PR Payroll - Option 4 Check History $1,200 PR Payroll - Option 5 Earning/Deduction Hist $2,500 PR Payroll - Option 6 Applicant Tracking $1,400 PR Payroll - Option 8 Position Control $1,400 PR Payroll - Standard $2,000 Purchase Orders - Standard $1,800
TOTAL: $37,100 Unless otherwise indicated in the Contract or Amendment thereto, pricing for optional items will be held for six (6) months from the Quote date or the Effective Date of the Contract, whichever is later.
Customer Approval: ______Date: ______Print Name: ______P.O. #: ______
All primary values quoted in US Dollars
Albemarle County Service Authority Page 4 of 4 Insight by Tyler Technologies Statement of Work for Microsoft® Dynamics AX 2012
This document outlines the work that Tyler will perform during the Microsoft® Dynamics AX 2012 implementation for Albemarle County Service Authority, VA.
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Table of Contents
Executive Summary ...... 4 Background ...... 6 Objectives ...... 6 Albemarle County Services Authority looks to create efficiency and productivity gains by deploying a modern enterprise resource planning (ERP) solution built on a current technology platform...... 6 Scope of Work ...... 6 Scope Change Process...... 8 Project Governance ...... 8 Project Team Members...... 8 Project Work Plan ...... 12 Project SharePoint ...... 29 Project Plan ...... 29 Project Communication ...... 30 Project Status Reports ...... 30 Executive Team Meetings ...... 30 Issue Tracking ...... 31 Project Assumptions ...... 31 Project Planning and Kickoff ...... 32 Facility Requirements ...... 33 Training Approach ...... 33 Microsoft Training Resources ...... 35 Listing of Deliverables ...... 36 Acceptance Testing ...... 40 Appendix A: Dynamics AX 2012 – ...... 43 General Ledger ...... 43 Accounts Payable ...... 45 Procurement and Sourcing ...... 47 Fixed assets ...... 48
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Budgeting ...... 50 Cash and bank management...... 50 Accounts Receivable ...... 51 Human resources ...... 53 Payroll ...... 55 Organizational Administration ...... 57 System Administration ...... 58 Tyler Dynamics AX 2012 Add‐on Training ...... 61 Appendix B: Dynamics AX 2012 – Products and Services ...... 62 Dynamics AX Users License ...... 62 Management Reporter Users License ...... 62 Appendix C: Tyler Insight Extension for Dynamics AX 2012 ...... 63 Tyler Enhanced Public Sector Functionality ...... 63 Tyler Forms ...... 63 Tyler Content Manager ...... 63 Appendix D: Tyler Service for Dynamics AX 2012 ...... 64 Solution Design Document (Reference only. Solution Design Documents not in ACSA project scope.) ...... 64 Technical Blue Print ...... 64 Dynamics AX Installation and Deployment ...... 64 Train the Trainer Training ...... 65 Workflow Design ...... 65 Security Solutions ...... 65 Appendix E: Tyler Conversion Services for Dynamics AX 2012 ...... 66 On‐Site Data Consultation ...... 66 Chart of Accounts and GL Balances ...... 66 Budget Summaries ...... 69 Vendors, Vendor Contacts and 1099 Balances ...... 70 Fixed Assets ...... 79 AR Customers ...... 81 Add and associate Employees with Active Directory Accounts ...... 85
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Payroll ...... 87 Appendix F: Tyler Professional Services ...... 88 Engagement Management ...... 88 Project Management ...... 88 Appendix G: Tyler Products ...... 89 Appendix H: Tyler Dynamics AX Support ...... 89 Tyler Standard Support – All Products ...... 89 Appendix I: Product Enhancements ...... 89 Appendix J: Reports ...... 89 Appendix K: Integrations ...... 89
Executive Summary The Albemarle County Service Authority, VA (ACSA) has contracted Tyler Technologies, Inc. (Tyler) to provide implementation and support services related to the deployment of a new ERP system, specifically Dynamics AX 2012 for the Public Sector. ACSA will utilize the following Dynamics AX 2012 modules/products in their production environment: General Ledger, Procurement and Sourcing, Accounts Payable, Cash and Bank Management, Accounts Receivable, Fixed Assets, Budgeting, Human Resource Management, Payroll, Organization Administration, System Administration, and Tyler Insight Extensions.
ACSA and Tyler will each define project teams. Working together these teams will accomplish the follow key Work Breakdown Structure (WBS) tasks: develop project plans and schedules, install Dynamics AX and supporting systems, conduct as‐is and to be analysis, perform static environment testing, configure Dynamics based on ACSA business requirements, conduct training, convert legacy system data, and deploy Dynamics AX in a production environment agency‐wide. Tyler will provide post go live support as part of ACSA‘s annual support contract.
The project managers from both agencies will develop a set of implementation plans that will govern the implementation process; these documents will cover project scope management, schedule management, project communication, project resources, quality management, education management, risk management, and procurement. The project managers from ACSA and Tyler will review the project status, project budget and project risks on a monthly basis; project sponsors meetings will be conducted on a quarterly basis. Tyler will provide a SharePoint site dedicated to the ACSA implementation project which will contain all implementation documentation.
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Tyler will utilize online meeting technologies to conduct installation and conversion services; on‐site sessions at ACSA facilities will be performed for analysis, configuration and training services. Project Management services will incorporate both onsite and remote meetings.
The following definition constitutes the Statement of Work which defines the approach, deliverables, responsibilities, and scope of the contracted services.
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Background Albemarle County Services Authority (ACSA) has engaged Tyler Technologies to replace its legacy financial management and payroll software. ACSA not provided a business requirements definition, rather has established product suitability based upon software demonstrations with Tyler. This document will define the Scope of Work to be delivered by Tyler.
Objectives
Albemarle County Services Authority looks to create efficiency and productivity gains by deploying a modern enterprise resource planning (ERP) solution built on a current technology platform.
Scope of Work Tyler, will assist Client to place into production the Dynamics AX software product suite and other supporting products, which includes, and is limited to, the following modules and services as defined by Exhibit 1 of the contract: DYNAMICS AX 2012 General Ledger . Budget Planning
Accounts Payable Cash and Bank Management
Procurement and Sourcing incl. Accounts Receivable . Purchase orders Human Resource Management
. Purchase agreements Payroll
. Purchase requisitions Benefit Enrollment
Fixed Assets Accounting Organization Administration
Budgeting incl. Systems Administration . Budget Control
TYLER DYNAMICS AX 2012 ADD‐ON TRAINING Positive Pay Office Add‐In Invoice Import
Purchase Card Import Office Add‐In Advanced Ledger Entry Import
Purchase Agreement Invoicing Expenditure Provider with Signing Limits (Procurement) Expenditure Provider with Signing Limits (AP) Office Add‐In Budget Import
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Batch Clear Checks
DYNAMICS AX 2012 ‐ PRODUCTS AND SERVICES Dynamics AX User Licenses Management Reporter Licenses
TYLER INSIGHT EXTENSION FOR DYNAMICS AX 2012 • Tyler Enhanced Public Sector Functionality • Tyler Content Manager – Standard Edition
• Tyler Forms
TYLER SERVICES FOR DYNAMICS AX 2012 • Solution Design Documentation • “Train the Trainer” Training
• Technical Blue Print • Workflow Design
• Microsoft Dynamics AX Installation and • Security Solutions Deployment
TYLER CONVERSION SERVICES FOR DYNAMICS AX 2012 (Optional Services) • On‐Site Data Consultation • Vendors, Vendor Contacts and 1099 Balances • Chart of Accounts • Fixed Assets and Depreciation • GL Beginning Balances and YTD Summarized Transactions • Add and associate Employees with Active Directory Accounts • Beginning Budgets and YTD Budget Summaries Adjustments
TYLER PROFESSIONAL SERVICES • Project Management
TYLER ‐ SUPPORT Tyler Standard Support – All Products
Working together, the TYLER and Client Project team will: 1. Place all purchased Dynamics AX modules in a verification/test, training and production environment.
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2. Assist in refining the Client’s business procedures in accordance with the features and functionality of the Dynamics AX software.
3. Convert Client legacy system data into Dynamics AX. 4. Assist in transitioning Client business operations into production with Dynamics AX. 5. Support post‐implementation operations.
Scope Change Process If Client desires products or services not in current contract scope, or requires a change to the existing services, the Client’s Project Manager shall deliver to the Tyler’s Project Managers a scope change request specifying the proposed work with sufficient detail to enable Tyler to evaluate it. After review and impact analysis, Tyler will provide Client with a written scope change proposal containing the following:
Detailed description of resources (both Tyler and Client) required to perform the change Specifications Implementation Plans Schedule for completion Acceptance criteria Impact on current milestones and payment schedule Impact on project goals and objectives Price
All client scope change requests and scope change proposals must be submitted by the Client Project Manager. Scope change requests will also be identified on the issues log and elevated to the Client Executive Team for review at the next Executive Team meeting.
After receipt of the scope change proposal, Client shall notify Tyler in writing if the Client elects to proceed with the change proposal. If, within a reasonable period of time, the Client gives notice to Tyler not to proceed, or fails to give any notice to Tyler, then the scope change proposal shall be deemed withdrawn and Tyler shall take no further action with respect to it.
Project Governance
Project Team Members
Tyler recommends using the following project organizational model to ensure accountability of deliverables and effective project communication. During the creation of the Implementation Plan, a responsibility assignment matrix (RACI Matrix) will be created and risk analysis will be performed to mitigate turnover.
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Project Organizational Chart
Client Project Sponsor TYLER Executive Sponsorship
Client Project Manager TYLER Project Manager
Project Team SME TYLER Solution Architects
Technical Team TYLER Technical Services
Functional Leaders TYLER Support
TYLER Implementation Core Users Consultant(s)
End Users
Internal Communications
External Communication
Tyler is proposing the following individuals for the implementation of Dynamics AX; please note Tyler staff will be assigned upon the beginning of the project based on resource availability.
Position Commitment
Client Project Sponsor Part Time Client Project Manager Full Time Client Functional Lead – Financials Full Time Client Functional Lead – Revenue Full Time Client Functional Lead – Payroll/HR Full Time Client Data Conversion Specialist Full Time Client Technical Lead Part Time Client System Administration Lead Part Time TYLER Executive Sponsorship Bruce Volkens TYLER Project Manager As Proposed TYLER Solutions Architect – Functional As Proposed TYLER Solutions Architect – Technical As Proposed TYLER Systems Engineer As Proposed TYLER Consulting Manager As Proposed TYLER Technical Services Manager As Proposed TYLER Technical Services Analysis As Proposed TYLER Implementation Consultant(s) As Proposed
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When assigning key positions within the project, it is important to understand the responsibilities the individual will be asked to perform in the overall context of the implementation. In additional to providing functional expertise, individuals must also be empowered to make key business decisions during the implementation on behalf of the organization. The following two sections outline the key project resources for the Client and Tyler, respectively:
Client Personnel Overview
Project Sponsor – The Client Project Sponsor is responsible for assigning the Project Manager and should be a key component in change management team. The project sponsor will also be required to authorize all change orders.
Project Manager – The Client Project Manager is responsible for ensuring all Client resources are meeting their obligations throughout the implementation to include: Resource Scheduling, Deliverable completion, Homework completion, and establishing the Implementation Plans with the Tyler Project Manager. The Client Project Manager is also responsible for all change management functions at the organization.
Functional Lead – Financials – The Functional Lead for Financials is responsible for designing the chart of accounts and making all business decisions related to the configuration of the system, specifically the GL, Budgeting, AP, Purchasing and Project modules. They are responsible for ensuring the accounting within the system to conform to GAAP. This resources needs to have the authority to make accounting business decisions that affect the Client’s existing accounting policies and procedures.
Functional Lead – Revenue – The Functional Lead for Revenue is responsible for the configuration of the Accounts Receivable module. They are responsible for ensuring the system is configured to match all Client policies in their respective areas. This resources needs to have the authority to make business decisions that affect the Client’s existing revenue modules policies and procedures.
Functional Lead – Payroll/HR– The Functional Lead for Payroll/HR is responsible for the configuration of the payroll, HR, Benefits. They are responsible for ensuring the system is configured to be compliant with all employee MOUs. This resources needs to have the authority to make payroll and HR business decisions that affect the Client’s existing policies and procedures.
Data Conversion Specialist – The Data Conversion Specialist is responsible for performing data mapping and data extractions based on the finalized project schedule.
Technical Lead – The Technical Lead is responsible for performing the administration duties within Dynamics AX which include designing and monitoring: workflow, security, integration points and document management.
System Administration Lead – The System Administration Lead is responsible for providing the IT infrastructure (Hardware) required to implement Dynamics AX in a production, training and development environments. They will also be responsible for installing Dynamics AX on the servers and client workstations.
Core Users – The core team members are made of members from the Client that will use Dynamics AX on a daily basis to perform their primary job requirements. The team members will receive the “Train
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the Trainer” training and will be responsible for training end users. Experienced Core Team members may be asked to take part in the Analysis phase.
End Users – The end users are casual users of Dynamics AX; they typically enter purchase requisitions are responsible for approving documents within the system.
Tyler Personnel Overview Executive Sponsorship – The Executive Sponsor provides overall leadership and support within the Tyler organization for the Project.
Project Manager – The Project Manager is responsible for ensuring that all the project components function together in a comprehensive project delivery. The Project Manager is initially responsible for creation of the Project Plan and Implementation Plan, and working with the Client to reach agreement on these two foundational components of the implementation project. Subsequently it is the Project Manager’s responsibility to ensure that the project deliverables are completed on time, and within budget.
Solutions Architect – Functional – The Functional Solutions Architects are assigned to each functional area. The role of the Solutions Architects is to thoroughly understand the Client’s functional requirements within that functional area, and recommend a system configuration and process which will satisfy those requirements
Solutions Architect – Technical – The role of the Technical Solutions Architect is to assess if the technical solution proposed by the Client is suitable for the Client’s technical infrastructure and system staffing requirements, and to create a blueprint of the proposed approach.
Installation Engineer – The Installation Engineer is responsible for installing Microsoft Dynamics AX, and any related products for the project, in the Client’s environment. During this process the Engineer will also train the Client’s system administration staff on the installation and system maintenance tasks, and other critical technical components of Microsoft Dynamics AX 2012, such as managing Security, Workflows and Interface integration, and configuring and overseeing administration of Enterprise portal and Role centers.
Technical Services Consultants – The Technical Services Consultants are the specialists in data conversion, integration configuration and forms customizations.
Implementation Consultant – The role of the Implementation Consultant is to perform much of the on‐ site training of, and knowledge transfer to, the Client’s staff based on the system configuration options and functional recommendations.
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Project Work Plan
Methodology
Following is the Work Breakdown Structure overview of the Financials phase implementation which has been specifically designed for the implementation of Microsoft Dynamics AX2012; each component of the WBS adheres to the PMI methodology of the five process groups as follows:
Initiating: Project is authorized and launched.
Planning: Project objectives are defined; best course of action is selected.
Executing: People and other resources are coordinated to implement the project plan.
Controlling: Project progress is monitored; deviations from project plan are addressed.
Closing: Formal project completion is accepted; project is officially closed.
Implementation Methodology Overview
The Tyler approach utilizing PMI process groups is depicted on the following high level illustration.
Implementation Methodology Planning and Analysis Training and Conversion Deployment
•Internal Project Planning Authorization to Authorization to Proceed Go‐Live Authorization INITIATE •Transition to Imp Proceed •Discovery Process
•Cut‐Over Plan •Project Planning •Contingency Plan PLAN •System Planning Detail Project Plan Schedule Resources •Finalize Schedule and •Joint Kick‐off Resources
•Data Review •Install Hardware •Complete System Configuration •End User Training •Forms Review •Install Software Training •Final Conversion •Site Fit (As‐is / To‐ •Arrange training •Complete System/Data Setup •Cut‐Over Process EXECUTE Be) facility •Data Conversion •Productive Use •Modification and •Complete •Train‐the‐Trainer •Post‐Live Training and Conversion Analysis Questionnaires •Execute Parallel Process Enhancement •Pilot Setup
•Software •Parallel Data Reconciliation Verification •Static Test •Confirm Parallel results Live Process CONTROL •Implementation •Operations Review •System Testing Verification Plan Review •System Acceptance test
•Lessons Learned •Finalize Plan CLOSE •Client Sign‐off Go / No‐Go Decision •Transition to Support •Client Sign‐off •Client Sign‐off
This section defines implementation activities and responsibilities for the major phases of the Tyler Implementation Methodology using the key defined below.
Own : The party is solely responsible for the task
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Lead : The party responsible for the task and may manage other resources Participate : The party is involved in, but does not lead the task Share: Both parties are mutually responsible for completing the task. Both parties assume individual responsibility to ensure task is completed Review : The party is responsible for reviewing work products after task is completed None : The party is not involved in the task
Task Tyler Role Client Role
Project Management
DYNAMICS AX Project Plan Development & Management Lead Review
Define DYNAMICS AX Project Standards & Procedures Lead Participate
Obtain Executive Mandate None Own
Manage DYNAMICS AX Deliverable Sign‐offs Lead Participate
Manage DYNAMICS AX Implementation Resource Scheduling Own None
Monitor DYNAMICS AX Project Budget Share Share
Risk Management Share Share
Manage DYNAMICS AX Partner 3rd Party Implementations Lead Participate
Schedule Client Resources None Own
Coordinate DYNAMICS AX Interdepartmental Activities Lead Participate
Coordinate Client Interdepartmental Activities Participate Lead
Tyler Project Status Meetings Share Share
Coordinate and Manage Internal Client Project Meetings None Own
Monitor Client Project Task Completion Participate Lead
Track Project Issues Share Share
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Work Breakdown Structure
PMI utilizes a Work Breakdown Structure to depict overall project work. Tyler has used this key PMI tool to show our implementation approach in greater detail.
ANALYSIS DESIGN TRAINING & CONVERSION DEPLOYMENT INFASTRUCTUREPHASE IIAND PHASE III GO LIVE PREPARATION , DECENTRALIZED PHASETRAINING, FINAL IV CONVERSIONS , FUNCTIONAL PHASELEADER SIGN-OFF I CONVERSION, SETUP, PROOFING, DEVELOPMENT TESTING, USER TRAINING TESTING, LIVE PROCESSING
PROJECT INITIATION STRUCTURAL KNOWLEDGE STATIC ENV System TECHNICAL IMPLEMENTATION LIVE PHASE PLANNING LIVE PROCESSING 1.0 FOUNDATION TRANSFER & TEST OF TO BE Configuration MODEL TRAINING PREPARATION CLOSURE 2.0 10.0 CONTRACT SCOPE 3.0 ANALYSIS MODEL 6.0 7.0 TESTING 9.0 11.0 MANAGEMENT SIGNING CHART OF AS-IS 4.0AND TO-BE CONFIGURE5.0 COMPLETE CUSTOMER DATA8.0 POPULATION END USER TRAINING PERFORM LIVE TRANSITION 1.1 PLAN 9.1 ACCOUNTS CONDUCTEDANALYSIS BY PM, SYSTEM CODE SPECIFIC 8.1 PROCESSES TO SUPPORT & ASSIGN 2.1 SCHEDULE ANALYSIS AND TCG OR BOTH4.1 PARAMETERS WORKBOOK MODIFICATIONS CONVERSION FINAL 10.1 CUSTOMER PROJECT MANAGEMENT DESIGN 5.1 6.1 CONVERSION7.1 8.1.1 POST LIVE CARE KNOWLEDGE HAND ENTER COMPLETE AUX CONVERSION SPONSOR AND PLAN LOAD CHART OF REVIEW 3.1 IT DATA CONTROL MAPPING TABLES 9.2 DOCUMENT11.1 PROJECT TRANSFER:TYLER TO 2.2 INFRASTRUCTURE ACCOUNTS 7.2 8.1.2 FINAL TRAINING 10.2 LESSONS QUALITY FUNCTIONAL LEADERS SET COMPLETE RECONCILIATION MANAGER DESIGN 4.2 6.2 FORM DESIGN (DECENTRALIZED) LEARNED MANAGEMENT/ PROCESS5.2 “LIVE” WORKFLOW 9.3 10.2.1 1.2 3.2 PRODUCT LOAD CODE 7.3 11.2 TESTING PLAN TRANSACTIONS 8.1.3 CONTROL CONFIGURE DEMONSTRATIONOVERVIEW WORKBOOK FUNCTIONAL CONTROL POINT 8 POLICY REVIEW 2.3 4.2.1 WORKFLOW 10.2.2 POINT 10 COMMUNICATIONS ENVIROMENT 5.3 6.3 LEADER SIGN-OFF LIVE PHASE PLAN (NON-PRODUCTION) PERFORM DESIGN 8.1.4 3.3 IN DEPTH CONFIGURE PREPARATION REPORTING CLOSURE 2.4 ANALYSIS OF TRANSACTION 7.4 10.2.3 BASIC TRAINING 9.4 11.3 TYLER OPTIONS TEST IT CONVERSION FUNCTIONAL RISK CONTROL WORKFLOW ACCEPTANCE AGENCY POINT 2 KNOWLEDGE4.2.2 PERFORM5.4 INFRASTRUCTURE 8.2 LEADERS MANAGEMENT STRUCTURAL ASSIGN6.4 CORE-USER 9.4.1 DEPLOYMENT SIGN-OFF CLIENTTRANSFER: FUNCTIONAL RECONCILIATION DEPLOYMENT CLIENT SIGN-OFF PLAN FOUNDATION SECURITY TRAINING 10.3 11.3.1 LEADERS TO TYLER TEST DEPLOY7.5 TO BEGIN LIVE CONTROL POINT 9 PROJECT 2.5 4.3 ROLES 8.2.1 PROC MANAGER CHANGE 3.4 PROCESS DATA LIVE PROCESSING VALIDATE5.5 PRODUCTION 9.4.2 SIGN-OFF MANAGEMENT COA DESIGN PROCESS FLOW 6.5 CONTROL 7.5.1 & PARALLELS 10.4 11.3.2 PLAN SIGN-OFF QUESTIONNAIRESCHARTS AND REPORTING 8.2.2 CLIENT SIGN-OFF 4.3.1 POINT 4 DEPLOY GO-LIVE 2.6 3.4.1 5.6 SYSTEM ON POST LIVE RESOURCE VALIDATE TRAINING PLANNING DESIRED CONFIGURATION REVIEW MANAGEMENT PROCESS FLOW 7.5.2 10.4.1 CHANGES IN 6.6 DEPLOY TEST8.3 AGAINST CLIENT SIGN-OFF PLAN 5.7 AGENCY BUSINESS CLIENT DEVELOPMENT QUALITY PLAN POLICIES CONTROL DEPLOYMENT 2.7 SIGN-OFF ON 8.3.1 TRAINING 4.3.2 POINT 5 7.5.3 TEST AGAINST 10.4.2 STATIC SETUP MANAGEMENT GAP ANALYSIS POLICIES ENVIRONMENT 6.6.1 CONTROL 8.3.2 PLAN 4.4 CLIENT POINT 6 TEST TEST SIGN-OFF - DESIGN 2.8 AUXILIARY MODIFICATIONS PROCURE SIGN-OFF5.8 ON AUTHORIZATION 7.6 8.3.3 MANAGEMENT TABLE CONTROL SET TO PROCEED TEST INTERFACES PLAN ANALYSIS PERFORMANCE 6.6.2 VERIFICATION 8.3.4 5.8.1 TEST SCRIPT FINALIZE2.9 MODIFICATIONS4.5 CLIENT SIGN- OFF ON MCG SIGN-OFF TEST FORMS ANALYSIS 7.6.1 PROJECT DELIVERABLES(IF TCG) 8.3.5 MANAGEMENT 4.6 5.8.2 DEVELOPMENT CONVERSION SIGN-OFF PERFORMANCE PLANS FORMAL ANALYSIS TRANSITION 7.6.2 TEST TYLER2.10 & 4.7 IMPLEMENTATIONFROM TCG TO CONVERSION 8.4 CLIENT PM FORMS (IF TCG) CONTROL POINT 7 5.8.3 SIGN-OFF TRAINING & DEVELOP ANALYSIS CLIENT 7.6.3 FOR PROJ PHASE I TESTING SCHEDULE2.11 4.8 SIGN-OFF - FORMS SIGN- 8.5 INTEGRATION AUTHORIZATION OFF FUNCTIONAL PROJECT ANALYSIS TO PROCEED 7.6.4 LEADER SIGN-OFF KICK-OFF 4.9 5.8.4 CLIENT ON TRAINING BEST 8.5.1 PRESENTATION SIGN-OFF - CLIENT SIGN-OFF PRACTICES(IF TCG) AUTHORIZATION GO LIVE 4.10 TO PROCEED READINESS 2.12 CONTROL DESKTOP 7.6.5 8.5.2 POINT 1 PLANNING PHASE PROC 2.13 MANUALS(IF TCG) CLIENT 4.11 SIGN-OFF ON PROJ MGMT CONTROL PLANS/PHASE I POINT 3 TESTING SCHED2.13.1 KNOWLEDGE CLIENT TRANSFER & SIGN-OFF AUTHORIZATION ANALYSIS CONTROL POINT TO PROCEED 4.12CLIENT 2.13.2 SIGN-OFF ON GAP ANALYSIS CLIENT SIGN OFF CLIENT4.12.1 SIGN-OFF ON DESKTOP PROC (IF TCG) MANUALS4.12.2 DRAFT CLIENT SIGN-OFF ON Work Breakdown Structure BEST BUSINES Microsoft Dynamics AX 2012 (IF TCG) PRACTICES4.12.3 Tyler Technologies
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WBS 1.0 ‐ Initiation
This portion of the implementation process commences once a contract has been signed. Project stakeholders from the Client are identified. This group will be responsible for monitoring the project and providing formal acceptance of each phase. Once stakeholders have been determined, functional leaders are chosen, the project management plans are formed regarding the scope, schedule, quality/testing, communication, and risk of the project. This is accomplished in cooperation with the organization’s management. The process of transferring knowledge to and from the functional leaders begins.
Roles & Responsibilities
Task TYLER CLIENT
(1.1)Contract Signing Contract signed by Client and Tyler Share Share
(1.2) Assign Project Sponsor and Client assigned appropriate personnel None Own Project Manager
WBS 2.0 – Project Planning This portion of the project provides thorough and comprehensive planning for the project. It addresses all of the PMI directed planning and contingency components and results in a detailed project schedule based upon the knowledge transfer between the client and Tyler Project Managers. Specific components of this step include: Enable Client portal “Home Page” site for collaborations and sharing of project plans and deliverables Update scope and Scope Management plan Update and validate Project Schedule and Schedule Management plan Update project Budget and Budget management plan Develop Quality Management Plan Develop Communications Plan and issue escalation/resolution methodology Develop Risk Management Plan Develop Conversion scope and management plan Create Forms design and delivery plan Generate Training approach, methodology and detail responsibility plan Allocate and setup of workspace, technology, and other logistics Detail Project Schedule and staff assignment Complete and accepted Implementation Plan (IP) and IP sign‐off Conduct Project Kick‐off meeting for all participants and stake‐holders Agree and authorization to proceed
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Roles & Responsibilities
Task TYLER CLIENT
(2.1) Complete Scope Define scope of project Lead Participate Management Plan
(2.2) Complete Baseline Schedule Define project‐scheduling guidelines Lead Participate Management Plan Validate go‐live dates Determine blackout dates (2.3) Complete Baseline Quality Define quality and test plan and activities Lead Participate Management Plan for project
(2.4) Complete Baseline Define communications for project Lead Participate Communication Management Plan Develop a plan for communications between team members and all other stakeholders (2.5) Complete Baseline Risk Assess risks of project Lead Participate Management Plan Develop a plan for prioritizing and managing risks (2.6) Develop Change Develop Plan based on interviews with Lead Participate Management Plan Client Project Team and Functional Leads
(2.7) Complete Baseline Resource Establishes and includes the processes that Lead Participate Management Plan organize and manage the project team and the necessary physical resources for the project tasks (2.8) Complete Baseline Training Determine Training sessions and content Lead Participate Management Plan Define measurement criteria
(2.9) Complete Baseline Define possible items/services that need to Participate Lead Procurement Management Plan be procured to implement Dynamics
Review Conversion Plan Review purchased conversions Lead Participate Determine timelines, tasks and methods for validation Review Tyler Forms Process Introduce the Tyler Forms team Lead Participate Review purchased forms Discuss equipment requirements (2.10) Finalize Implementation Update Implementation Planning document Lead Participate Management Plans with Planning Session results
(2.11) Develop Schedule for Tyler PM will create a proposed schedule Lead Participate Project Phase for the first phase of the project
(2.12)Project Kick‐Off Kick‐Off meeting to introduce the Client Share Share project team, the Tyler project team. Provide an overview of project activities. Opportunity for the Client Executive to deliver expectations for participation and change. (2.13) Control Point Project Planning
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Roles & Responsibilities
Task TYLER CLIENT
(2.13.1) Client Acceptance of Client signs‐off to accept the Phase Participate Lead Phase Schedule Schedule
(2.13.2) Client Acceptance of Tyler Client signs‐off to accept the Participate Lead Implementation Management Implementation Plans Plans Delivery
WBS 3.0 – Structural Foundation
This step provides for the basic pillars of the project. It sets the hardware and network design and provides for initial installation of hardware. At this stage, the production hardware requirements will be established and validated and the hardware deployment plan will be established. Initial hardware and software may only be necessary for the core team members and for the test and development software environments. A detail plan for deployment of Production‐level components (servers, desktop deployments, etc.) will be developed.
Preliminary review of the General Ledger functionality and account dimensioning will be performed in order to determine the design components for the Chart of Accounts. The Chart of Accounts consultation will be performed with detail design of the new or validated COA included in the work products.
Tasks within this step include:
Chart of Accounts Analysis and Design Client and Tyler build example of COA in a workbook and spreadsheet Tyler provides initial evaluation for COA data migration as appropriate Install hardware and software Conduct initial performance assessment Conduct System Administrator training Sign‐off verification of Chart of Accounts design Agree and authorization to proceed Roles & Responsibilities
Task TYLER CLIENT
(3.1) Chart of Accounts Analysis Discuss COA needs, Dynamics AX set up and Lead Participate options Determine structure for COA Build Chart Spreadsheet Build Excel COA spreadsheet with new Participate Lead structure Convert Chart Spreadsheet Write and execute program to convert COA Own None spreadsheet into Dynamics AX GL
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Roles & Responsibilities
Task TYLER CLIENT
Load COA Conversion in Test DB Load converted COA into test database for Lead Participate validation Validate Converted Chart Confirm that the COA details in the Participate Lead spreadsheet match the converted data in Dynamics AX (3.2) IT Infrastructure Design Design IT infrastructure Share Share Implement Technical Blueprints (3.3) Configure (Non‐Production) Install Dynamics AX in a non‐production Lead Participate Environment system for software validation (3.4) Control Point for Structural (3.4.1) COA Design Acceptance Participate Lead Foundation
WBS 4.0 – Knowledge Transfer and Analysis AS‐IS and TO‐BE analysis
Current Process Desired Business Knowledge Flow Changes Transfer to Tyler
AX 2012 Product Analysis of AX Knowledge Overview 2012 Options Transfer to Client
This step provides for the detailed review of policies, procedures, and goals and objectives for the new system deployment. It also includes detail and in‐depth understanding of the AX 2012 solution in order for the Client to determine configuration options and make decisions on how to set up the system to achieve the desired configuration and process. Upon completion of this step, the project team will be prepared to begin setup and testing the desired configuration. Any known gaps or enhancement requirements will be evaluated. Specific activities within this step include:
AS‐IS and TO‐BE Analysis to review existing processes and goals for revision or reinforcement. Knowledge transfer of product capabilities from Tyler consultants to Client functional leads. This provides for understanding of the capabilities of the AX 2012 system in order for the leaders to make best decisions on how to take advantage of the functionality in order to design a system to optimize their deployment. Knowledge transfer from Client to Tyler – to explain current operational goals in detail so that Tyler may recommend setup and configuration approaches which will provide for that capability. Gap Analysis – detailed definition of any limiting factors (process, function, reports) which will impact ability to achieve project objectives.
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Auxiliary table analysis to evaluate all of the necessary associated data required to operate the system and determine the state and quality of the data. Modification Analysis – assessment of contractual or ad hoc enhancement requests. Conversion Analysis to confirm conversion approach and assess the quality of the data in preparation for conversion prototyping or manual data preparation. Forms Analysis to determine customer required forms changes (logo, address, signature, etc.) for standard forms such as AP checks, invoices, purchase orders, etc. and the distribution techniques and requirements. Integration Analysis – to determine specific design of integrations to legacy systems. Best Practices Assessment. Desktop procedures manuals (optional, not in current scope). Agreement, approval, and sign‐off of Knowledge Transfer Analysis. Roles & Responsibilities
Task TYLER CLIENT
(4.1) Perform As‐Is Analysis Conduct analysis of Client's current business Lead Participate practices Process questionnaires (4.1) Perform To‐Be Analysis Conduct analysis of desired process changes Lead Participate Review Flow Charts Perform needs assessment Review available options Facilitate To‐Be Sessions Facilitates discussions of business process Participate Lead change (4.2) Knowledge Transfer: Tyler to To‐Be Analysis – Tyler provides information Lead Participate Functional Leads to Client about module with discussion of desired process changes (4.2.1) Product Overview Demonstration (4.2.2) In Dept Analysis of Software Options (4.3) Knowledge Transfer: Client As‐Is Analysis – Client provides information Lead Participate to Tyler about current business practices (4.3.1) Process flow charts and questionnaires (4.3.2) Desired Changes in Business Process (4.4) GAP Analysis Determine GAPS Lead Participate Define resolution for GAPS (4.5) Auxiliary Table Analysis Conduct analysis of set up tables codes and Lead Participate parameters (4.6) Perform Modifications Perform detailed analysis of custom Lead Participate Analysis modifications identified in contract Validate requirement and interaction with process decisions (4.7) Perform Conversion Analysis Review and develop initial crosswalk for Lead Participate purchased conversions (4.8) Perform Tyler Forms Analysis Review purchased Tyler Forms mock‐up kits Lead Participate and layout options
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Roles & Responsibilities
Task TYLER CLIENT
Complete Tyler Forms Kits Complete mock‐up of selected form designs Participate Lead and submit to Tyler Forms (4.9) Perform Interface Analysis Perform detailed analysis of custom Lead Participate interfaces identified in contract Validate requirement and interaction with process decisions (4.10) Develop Best Practice Using information from As‐Is and To‐Be Own None Recommendations Sessions, develop Best Practice Recommendations spreadsheet (4.10.1)Review Best Practice Conduct in depth BPR spreadsheet review Lead Participate Recommendations session, note initial decisions
Facilitate Best Practice Facilitates discussions of business process Participate Lead Recommendations Review change
Conduct Internal Client Review of Conduct internal meetings to review BPRs None Own BPRs and finalize decisions
(4.11) Desktop Procedural Review Draft Desktop Procedures Participate Lead Manuals
(4.12) Control Point for Knowledge Transfer & Analysis
(4.12.1) GAP Analysis Recommendations Sign‐Off None Own
(4.12.2) Draft Desktop Procedures Draft Desktop Procedures Sign‐Off None Own Manual
(4.12.3) Best Business Practices Client provides Best Business practices None Own decided upon after internal Client review
WBS 5.0 – Static Environment Test
This step builds upon all of the prior work of system design, identification, and entry of sample data to provide a functional test of the “TO‐BE” model. Samples of test data will be entered and processed completely through the system to validate expectations and provide confirmation of setup decisions. Any requested changes will be assessed by the change control process and will be addressed as setup or scope changes. Upon completion of this step, Client will confirm the system is setup and operating to their requested specification. Specific components of this step include:
Enter data control set. Process complete transaction groups with actual or “live” data which represent the complete life‐cycle of a business transaction (procurement through pay, Project initiation through close‐ out, etc.). Test transaction results, form generation, integrations, file generation, etc.
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Reconcile data, GL distribution, etc. Confirm reporting accuracy and satisfaction of information needs. Validate system process flow reflects TO‐BE process design. Roles & Responsibilities
Task TYLER CLIENT
(5.1) Configure System Parameters Remote configuration of Dynamics AX Lead Review
(5.2) Hand Enter Data Control Set Hand Key representational data using actual Share Share Client records (5.3) Perform To‐Be Test (Static Conduct demonstration of To‐Be decisions Lead Participate Environment Test) Process “Live” in Dynamics AX with hand‐keyed data Transactions
Validate New Process Flow Perform representational Client Lead Assist transactions to test overall process flow design Finalize To‐Be Decisions Client validates To‐Be decisions None Owns
Create Sample Data File Produce sample data files for applicable Lead Participate forms (5.4) Perform Transaction Test Perform representational Client Lead Participate transactions to reflect a 5 day time period (5.4.1) Test Best Practice Decisions Perform representational Client Lead Participate transactions following Best Practice Decisions (5.5) Perform Reconciliation Test View results of hand entered data via Lead Participate reports and inquiries (5.6) Validate Reporting Validate Reports verse expected results Lead Participate
(5.7) Validate Process Flow Test overall process flow design Lead Participate
(5.8) Control Point: Static Environment Test
(5.8.1) Client Acceptance of SET Client signs‐off to accept results of the SET Participate Lead performance testing
(5.8.2) Client Finalization of Best Client finalizes the Best Business Practice Participate Lead Business Practices Decisions
(5.8.2) Client sign‐off on Delivery Client signs‐off to accept the Desktop Participates Lead of Desk‐top Docs Documents
(5.8.3) Transition from TCS to Tyler has internal sessions for knowledge Own None Implementation transfer from TCS to Implementation
(5.8.4) Authorization to Proceed Client signs‐off on entire SET process to Participate Lead authorize readiness to proceed to System
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Roles & Responsibilities
Task TYLER CLIENT to System Configuration Configuration
WBS 6.0 – System Configuration
The step prepares the system for confirmation, testing and use by implementing the technical configuration of the knowledge learned in the Knowledge Transfer step. Components of configuration include:
Completion of the Code workbooks – collecting all of the detail table setup information in generic “business use” format. Configure system parameters on AX 2012 (language, company setup, currencies, etc.). Load production Chart of Accounts. Load all Code workbooks (detail setup data – terms, number sequence, addresses, etc.). Configure initial workflow and basic process steps. Assign initial roles for process and security testing. Approval of setup and agreement to proceed. Roles & Responsibilities
Task TYLER CLIENT
(6.1) Complete Code Workbooks Finalize system codes Review Own
(6.2) Load COA in Live DB The new COA is loaded in the live database Lead Participate
(6.3) Load Code Workbook Import or hand enter system codes Participate Lead
(6.4) Configure Basic Workflows Import default workflows Lead Participate
(6.5) Assign Security Roles Assign users to standard roles Participate Lead
(6.6) Control Point: System Configuration
(6.6.1) System Setup Validate system is configured as desired None Own
(6.6.2) Authorization to Proceed Authorization to proceed to training phase None Own to Training
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WBS 7.0 – Technical Model Deployment
Activity on this step of the project can span considerable timeframe, depending upon the nature of the project, the amount of enhancements being considered, the amount of legacy integration, and the specific timing of the deployment of the production‐level hardware environment. As the deployment stage approaches it will be necessary to finalize the technical environment and prepare for production level volumes of transactions and users.
Other technical considerations include delivery of Client specific enhancements which were included in the contract or as a result of the Gap Analysis. Final forms design and delivery will be provided at this point, along with data consultations and conversion mapping and testing. Final production level workflow will be configured and delivered and the necessary system instances will be setup and deployed.
Specific components of this structure include:
Design technology architecture and infrastructure. Design, develop, test, delivery Client specific enhancements. Conduct data consultation, perform data mapping, develop data delivery process and programs/scripts, develop data reconciliation methodology and test data migration process. Finalize forms design and distribution, and test all forms to be production ready. Implement all required workflows and security. Deploy necessary environments and system instances as defined for Production, Development, Test, Training, business continuity, etc. Approve and sign‐off on each major technology component. Roles & Responsibilities
Task TYLER CLIENT
(7.1) Customer Specific Determine GAPs Lead Participate Modifications Prioritize GAPs
Request For Services Document the GAP that needs to be Participate Lead resolved Business Requirements Document Resolution to GAP Share Share Authorization to proceed with work Authorization of cost (7.2) Conversion Mapping Mapping legacy data to Dynamics Lead Participate conversion specifications. (7.3) Form Designs
Form Creation Tyler Forms creates form designs from Own None Client mock‐ups Merge Sample Data Files Tyler Forms merges data from To‐Be Test Own None with Form designs
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Roles & Responsibilities
Task TYLER CLIENT
Review Data Proofs Client validates form design, content and Participate Lead layout Accept Form Design Client accepts form design and authorizes None Own installation Install Forms • Tyler Forms installs final forms on Client Lead Participate server Test Forms • Perform test of Tyler Forms through process Shared Shared testing and training Secure Bank Acceptance • Submit forms to bank for approval. None Owns
Create and Send Data Proofs to • Tyler sends form design proofs for review Lead Participate Client/Tyler PM and acceptance
Tyler Forms/Go Docs Install • Tyler Forms installs final forms on Client Lead Participate server (7.4) Workflow Design
Workflow Analysis Analyze workflow needs and determine use Lead Participate within DYNAMICS AX for each module Workflow Recommendations Recommend areas that should implement Lead Participate workflow business rules to enforce internal controls, segregation of duties and provide additional audit trails for transactions Workflow Development Develop workflow process for all DYNAMICS Participate Lead AX applications based upon approved Best Business Practice recommendations Workflow Review Review the workflow at each approval level Participate Lead
Document Workflow Outline the current workflow and contrast Participate Lead new procedures Workflow Deployment Implement new workflow procedures at Participate Lead ERP System implementation (7.5) IT Infrastructure Deployment
(7.5.1) Deploy Production Install purchased software Lead Participate Environment Train Client on system setup, configuration and maintenance (7.5.2) Deploy Training Install purchased software Participate Lead Environment
(7.5.3) Deploy Development Install purchased software Review Lead Environment
(7.6) Control Point: Technical Design
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Roles & Responsibilities
Task TYLER CLIENT
(7.6.1) Perform Verification Test Perform scripted test to validate baseline Lead Participate software performance (7.6.2) Development Sign‐Off Development work is completed None Own
(7.6.3) Conversion Sign‐Off Analysis of converted data None Own
(7.6.4) Forms Sign‐Off Forms have been approved by the agency None Own and required third parties (7.6.5) Authorization to Proceed Authorization to proceed with Go Live None Own
WBS 8.0 – Implementation Training and Testing
At this juncture of the project the system has been configured based upon Client preferences and requirements, all unit testing and user acceptance have been completed, the technical environment has been deployed, forms and enhancement have been delivered and approved, and data migration has been designed, delivered and tested. In this step, the project team will perform all remaining system level testing and acceptance, formalize training for the core team, test processes for production cut‐ over, and confirm system performance. This step will result in system design acceptance and authorization to proceed. The step includes:
Production ready conversion testing and populate system for user training. Populate all supporting configuration tables. Test system‐level workflow for population. Install final forms, reports, and reporting distribution (Tyler Forms). Conduct formal training of Core user teams. Process system parallels as appropriate and test data reconciliation. Develop detail go‐live migration and cut‐over plan, including contingency and issue sensitivity analysis. Test process as compared to the quality and acceptance plan. Test workflow and approvals as compared to policy and business process design. Test enhancement and interfaces. Test all forms with production level volumes. Conduct performance and scalability testing at production level volumes. Assess all tests and confirmations against system acceptance criteria. Agree, sign‐off and provide authorization to proceed with go‐live deployment.
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Roles & Responsibilities
Task TYLER CLIENT
(8.1) Data Population
(8.1.1) Conversion
Data Extraction and Validation Client pulls data from legacy system and None Own submits to Tyler, produces balancing reports Convert and Load Data Execute program to convert submitted data Own None according to crosswalk Train Conversion Validation Train Client on methods for validating Lead Participate Process converted data
Validate Data Conversions Client validates converted data using error None Own reports, balancing reports, etc. Submit Conversion Corrections Client documents and submits needed Participate Lead corrections to conversion Accept Conversions Client acceptance of data conversions and None Own authorization to load (8.1.2) Complete Auxiliary Setup Client builds Set Up tables Participate Leads Tables
Workflow Training Train Client on Workflow completion Leads Participate
(8.1.3) Workflow Completion Client builds Workflow Participate Lead
(8.2) Training
(8.2.1) Train Core Users Train Core Users on applicable Dynamics AX Lead Participate processing (8.2.2) Train and Perform Train Client on completing Trial Run/Parallel Lead Participate Run/Parallel Process processes
(8.3) Go Live Planning Evaluate readiness of Client staff to perform Shared Shared live process from training and change management prospective (8.3.1) Test Against Quality Plan Verify programs work according to Lead Participate definition in quality plan (8.3.2) Test Against Policies Verify process meets policy decisions Lead Participate
(8.3.3) Test Modifications Verify modification meets requirements Lead Participate
(8.3.4) Test Interfaces Verify integration points meets Lead Participate requirements (8.3.5) Test Forms Verify forms meet requirements Lead Participate
Perform User Acceptance Test Complete User Acceptance Test Participate Lead
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Roles & Responsibilities
Task TYLER CLIENT
(8.4) Perform Stress Test Complete Stress Test None Own
(8.5) Control Point: Implementation
(8.5.1) Functional Lead Sign‐off on Client sign‐off on Training – None Own training
(8.5.2) Client Authorization to Acknowledging readiness for go‐live Participate Lead Proceed to Live Preparation
WBS 9.0 – Live Preparation
Upon approval to proceed with deployment, the final preparatory activities will be conducted. These are tasks which take place to initiate the migration to the “TO‐BE” system. Specific activities include:
End user training for all affected staff. Cease activity in legacy systems. Deliver final data conversion, install in production environment, test and reconcile. Conduct decentralized training as necessary. Conduct conversion acceptance verification and user proficiency confirmation. Authorize for live processing. Roles & Responsibilities
Task TYLER CLIENT
(9.1) End User Training Client provides centralized end user training None Own
Cut Off Legacy System Client ceases activities in applicable legacy None Own applications Submit Final Conversion Data & Client pulls Final Conversion data and None Own Produce Balancing Reports submits to Tyler
(9.2) Run Final Conversion Execute program to convert submitted final Own None Program data according to crosswalk
Validate Final Data Conversions Client validates converted data using error None Own reports, balancing reports, etc. (9.3) Final Training (Decentralized) Client performs training at remote locations None Own
(9.4) Control Point: Live Preparation
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(9.4.1) Conversion Acceptance Client accepts final conversions None Own
(9.4.2) Authorize Live Processing Client authorizes Client users to begin live None Own processing
WBS 10.0 – Live Processing
This step designates utilizing the new system for production processing. Client will enter live data in the system and perform confirmation of predicted processing results. Specific tasks include:
Perform production activity in AX 2012. Reconcile all converted data and all initial transactional data. Review policy actual practices with expected results. Deploy periodic reporting and assessment. Confirm live status and system acceptance. Roles & Responsibilities Task TYLER CLIENT (10.1) Perform Live Processes Client begins live processing in system for a Participate Lead controlled data set with the Core Users (10.2) Post Live Review Review Controlled Data set results Participate Lead (10.2.1) Reconciliation Reconcile controlled data set to expected Participate Lead results via system menus (10.2.2) Policy Review Review controlled data set to client policies Participate Lead and procedures (10.2.3) Reporting Reconcile controlled data set to expected Participate Lead results through reporting (10.3) Agency Deployment Client deploys Dynamics AX to the End ‐ None Own Users (10.4) Control Point: Live Processing (10.4.1) Post Live Review Review Control Data Set for Accuracy None Own (10.4.2) Agency Deployment Deploy Dynamics to End Users None Own
WBS 11.0 – Phase Closure
Upon acceptance of production status, project closure takes place. Our proposal includes go‐live on‐site support. This provides for easy access to experienced staff who can observe operations and provided user level guidance if needed to facilitate acceptance of the system by end users.
Another aspect of our implementation approach is our unique process for Transitional Services. All Tyler customers receive Transitional Services project management for one year after the phase go‐live. This service includes designating a project manager to continue to work with the client to understand post implementation needs, provide planning for periodic activities or first time events (processing the first year‐end, generation annual reporting, initiating next year’s budgets, etc.
Specific activities included in this Closure step include:
Begin On‐site customer support Transition to Customer Support
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Initiate Transitional Services – project planning and readiness assessment Document Lessons learned (if subsequent phases) Accept Project Roles & Responsibilities
Task TYLER CLIENT
(11.1) Transition to Support and Conference call to introduce Transition Lead Participate Customer Care Project Manager and Support
(11.2) Document Lessons Learned Client and Tyler discuss Lessons Learned for Share Share future phases, if applicable (11.3) Control Point: Phase Closure
(11.3.1) Functional Leaders Sign‐ Phase/Project Closure None Own Off
(11.3.2) Project Manager Sign‐Off Phase/Project Closure None Own
Project SharePoint Tyler understands that current, accurate information that is easily accessible is a key component in an ERP Implementation Project. As part of Implementation, Tyler will provide a SharePoint Web site. The purpose of this site is to furnish the Client and Tyler staff with a central location to plan, store and access pertinent documentation and information relating to the Client’s implementation project. The ERP Implementation SharePoint site will ensure that all project stakeholders have an easy‐to‐use tool that will provide an integrated location to inquire, review and update any and all project information.
It is Tyler’s goal to have the site available for introduction to the Client during the Project Manager’s on‐ site Kick‐Off meeting. At this meeting, the PM will provide an overview of the site and distribute documentation that further explains the site and its available tools. It will be a central location to maintain control of the project and provide team members with a formal method of managing tasks, owners and due dates throughout the project.
This site will be jointly maintained by the Tyler and Client Project Teams for the duration of the implementation. Once the Client has gone live, the site will be maintained by Tyler Transitional Services until the eventual closing of all implementation issues and tasks.
Project Plan Tyler will create and maintain a baseline Project Work Plan throughout the project life cycle that represents the project’s scope of work and responsibilities as defined in this SOW and those dependent work efforts that affect the project’s schedule or budget. The initial project plan is established with the Client’s approval of this SOW as the approved budget, schedule, and scope of the project. The Tyler Project Manager will present the working project plan to the Project Team at the kickoff or a subsequent project meeting. The project team will ask for modifications or will accept the Tyler project plan. Once
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the project plan is approved by the project team, the project baseline will be set by the Tyler Project Manager.
The baseline Project Work Plan will contain:
Project’s activities with detailed tasks Dependencies that affect the project’s schedule or budget Specific resources assigned to project tasks Milestone and deliverable dates Detailed Project schedule / Work Break Down Structure (WBS) featuring phases, deliverables, and work packages
Project Communication
Project Status Reports Tyler will develop a Communications Management Plan, at the onset of the project that will define the frequency and recipients for the project status reports. Project reports are intended for the Project Manager and the Client Executive Team and provide the following key elements:
• Project Status • Summary of accomplishments • Status of key milestones deliverables • Project timeline • Issues/Risks • Planned risk mitigation strategy • Progress towards Client project goals / criteria of project success • Summary of change requests.
Tyler Project Managers will also review project progress and status with the project leads and team members for both Tyler and the Client on a bi‐weekly basis, or more often if deemed necessary by either the Tyler Project Manager or the Client Project Manager. The project team will meet to communicate activities occurring across sub‐teams and to communicate any issues that are impeding progress.
Executive Team Meetings The Project Communications Plan developed at the beginning of the project will identify a meeting schedule for the Client Executive Team. It is expected that the Executive Team will meet periodically. The Client project manager, with support of the Tyler Project Management team, will prepare the Executive Team Agenda prior to all scheduled Steering Committee meetings. The Executive Team Agenda will include a report that aggregates all of the relevant information to enable business sponsors/executives to focus on the relevant issues and decisions that are critical for the success of the project. The data points included in the executive status report are as follows:
Provides a brief overall “summary status” of the project for an executive audience
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Captures progress against key milestones, important issues and risks, project financials, and external dependencies Information on decisions and guidance from Executive Sponsors and active support for assistance in removing obstacles that threaten overall program success Depicts clearly the parameters that most concern executive stakeholders Contains clear, objective metrics that both a project team and non‐project team audience can understand Issue Tracking Upon identification of project issues, risks, and key project decisions both Tyler and Client team members are responsible for adding the issue to the Issue Log. For each identified issue, the following information will be captured:
Issue Number Reported by/date Status (i.e. new, open, closed, pending) Module/Business Process Priority Issue Comments Findings Recommendations Resolution Assignment Date Tested Date Closed
Project Assumptions The following outlines major assumptions regarding the Contract and the commitment to Live Dates on time and within budget:
Project will be completed on a time‐and‐materials based contract. Tyler and the Client will be responsible for providing required commitments identified in this statement of work. Failure to provide appropriate support to the listed activities and tasks described in this statement of work may result in change orders The Client will schedule all applicable users to attend scheduled analysis, implementation and training sessions Session topics are scheduled in advance. One session per topic will be covered within the scope of the project. If the Client chooses to have additional sessions repeated, these would be out of scope and require a change order for additional implementation days. On‐site assistance during Go‐Live for the financials and payroll phases of the implementation include 2‐4 days (one week allowing for travel, depending on level of service required) during the first Go‐ Live processes. Additional Go‐Live assistance will be considered out of scope and will require a change order for additional implementation days. It will be the Client’s responsibility to train decentralized users. The Client is responsible for scheduling the decentralized training, developing customized user documentation, conducting the training, and assessing user understanding and acceptance.
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All project tasks will be assigned owners and due dates which correspond to the overall project schedule. Project Tasks that are not completed by the due date may adversely affect the project schedule and Go‐Live Dates. Decisions will be made in a timely fashion in order to achieve scheduled due dates on tasks and prepare for subsequent training sessions. Decisions left unmade may affect the project schedule as each analysis and implementation session builds on the decisions made in prior sessions. Tyler’s estimate is based on the configuration and training for one legal entity. It is assumed Client will implement an out‐of‐the‐box AX solution without customization of source code and is willing to consider changes to accounting processes to conform to standard functionality of Dynamics AX. Standard functionality and out‐of‐the‐box workflows and reporting will be implemented, except where otherwise explicitly noted. Any changes to existing screens, inquiries, and out‐of‐the‐box reports (label changes, addition of fields, adding selection criteria) will be considered out of scope and will be addressed through the project change control process. A single Static Environment Test (SET) process will be executed to validate the system meets the functional scenarios/processes. Client will be responsible for leading and executing the SET to validate the system prior to cutover. The employee and vendor self‐service on the Dynamics AX Enterprise Portal are not included in the scope of the modules being implemented. Training will be limited to 12 participants per session; each user will need to have their own workstation with access to Dynamics AX 2012. Tyler will provide “Train the Trainer” Training; the Client is responsible for end user training unless otherwise noted. It is assumed that standard Dynamics AX reports will address Client reporting needs for this implementation. In addition to out‐of‐the‐box reports, AX also has Business Intelligence cubes. We have not included basic training on BI cubes in the estimate. The Client will be responsible for managing integrations work by third party vendors unless otherwise noted in Appendix K: Integrations. Tyler staff will have secured access to all Dynamics AX training environments and servers. The Client is responsible for the procurement and configuration of the hardware and software associated with the deployment of Dynamics AX. Tyler will convert data from one legacy source system. The Client will extract data in the defined conversion specifications and perform reconciliation once data has been loaded in Dynamics AX.
Project Planning and Kickoff
The following outlines major assumptions and activities surrounding the Project Initiation and Kickoff phase of the Project:
The Client shall assign and authorize a Project Manager prior to the start of this phase. The Client Project Manager, along with the Tyler Project Manager, shall participate in the review and final revision of the Project management and planning documents, which include this Implementation Project Scope Agreement, the Project Risk Register, and the Communications Plan.
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The Tyler Project Manager and Client Project Manager will develop the Project Plan. Tyler will be responsible for providing the initial project plan and will maintain and update the project plan throughout all phases of the project. The Client’s project team will approve the initial and all subsequent updates of the project plan at the regularly scheduled project meetings. The Client will be involved in reviewing and providing necessary feedback and inputs as requested by the Tyler project manager The Client project team will participate with the Tyler Project Manager in the Project Kickoff meeting to discuss the project approach and expectations. The Project Planning Services line item in the contract covers the development of the Project Management Plan at the onset of the project.
Facility Requirements
The following outlines major assumptions surrounding the Facility used for the Project:
The Client will provide a room to be used as a training lab for Tyler staff to transfer knowledge to Client resources as well as a place for Client staff to practice what they have learned. The room is to be set up in a classroom setting. The number of workstations in the room is to be determined by the Client. It is Tyler’s recommendation that every person attending a scheduled session with a Tyler Implementer have their own workstation; however, Tyler requires that there be no more than two people at a given workstation. A workstation is to consist of a computer that has access to the Dynamics AX training/test database and a printer. The Client is to provide a workstation that connects to Dynamics AX for the Tyler trainer conducting the session. The computer must be linked to a projector so everyone attending the session is able to follow the information being communicated. In addition to computers and a printer, it is recommended that a phone be available in the room as well as a white board with markers and eraser. The Client is responsible to schedule the training room for the sessions conducted by Tyler staff. Should phases overlap, it may be necessary to make multiple training facilities available.
Facilities Roles & Responsibilities Responsibility Tyler Client Logistics administration Participate Lead
Training Approach Tyler’s training philosophy is designed to follow the natural business cycle of the public sector and ensure the core project team is able to use Dynamics AX. The first step in our training cycle is Daily Operations, which provides the foundation for using Dynamics AX. The second series of training sessions, Weekly Operations, builds upon daily operations training and focuses on completing key business processes while reinforcing daily operational tasks. The third series of training sessions, Monthly / Periodic Operations, completes the monthly/annual business cycles. The culmination of all the training sessions is the Go Live Operations session; during this session, users will perform their normal duties within the Production Dynamics AX database. Tyler staff will be on‐site to assist as needed to ensure a successful go live deployment of Dynamics AX.
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Daily Operations Tyler provides daily operational training which is considered the foundation for all other session. During these sessions, core users will receive instruction on how to utilize Dynamics AX and enter in originating documents, typical topics include:
Basic System Navigation Entering Vendors Entering Purchase Order Entering Purchase Agreement Entering AP Invoices Entering General Ledger Entries Entering Customers Entering AR Free Text Invoices Entering Budget Registry Entries Entering Employees Entering Timesheets
Weekly Operations Once the core users have mastered the daily tasks within AX, the next phase in the training cycle, Weekly Operations, begins. This training builds upon the daily operations training and focuses on the processes that need to be completed on a weekly basis during the agency’s business cycle; typical topics include:
Processing AP Checks Processing AR Invoices Creating Fixed Assets Updating Benefits Processing Payroll (Incl. Direct Deposits) Designing Security Designing Workflow Office Add‐ins Approving documents via workflow
Monthly / Periodic Operations The third set of training is focused on the month end and periodic processes that the agency will experience during their business cycles. This training completes the knowledge transfer for Dynamics AX, typical topics include:
Importing credit card transactions Bank Reconciliation Month End Reporting FA adjustments and depreciation Purchase Order Balance Roll over 1099 Processing
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941 Reporting W‐2 Reporting Year End Closing Creating Original Budgets
Go Live Operations
This session is the first week of Go Live operations using Dynamics AX in the production environment; Tyler staff will be onsite to assist the agency, as need, to complete the following critical tasks: AP Check Run AR Free Text Invoice Billing Payroll Check Run
Training Roles & Responsibilities Responsibility Tyler Client Logistics and training administration Participate Lead Core-User training Lead Participate Technical team training Lead Participate Development of end-user training documents None Own End-user training delivery (process training, navigation, application) None Own Go Live Operations Participate Lead
Microsoft Training Resources
As part of your Dynamics AX support agreement, the Client will have access to numerous tools and websites created and maintained by Microsoft for their Dynamics Customers, these tools include:
CustomerSource – This is the primary website used to communicate all information regarding the Dynamics product lines to customers; the site is hosted and maintained by Microsoft. The website contains all the training material and e‐learning session described below.
Microsoft Dynamics AX 2012 Training Manuals – The Client will have access to download and distribute the training material created by Microsoft which provides an in‐depth overview of all AX functionality. These training manuals are the basis for the Microsoft Dynamics AX 2012 certification exams.
E‐Learning Course ‐ The Client will have access to the E‐Learning videos on CustomerSource. These sessions are a narrative version of the training materials, most provide a lab environment which users can test their knowledge.
Task Recorder ‐ The Client will have access to the Dynamics AX task recorder which allows users to record the steps they perform in the software and generate a word document which can be used for core and end user training session.
TechNet – The Client will have access to TechNet; which is a website which contains help files for Dynamics AX 2012 and are updated in real‐time by Microsoft Support.
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Tyler recommends putting in a specific task in the upgrade testing plan that includes the validation of system documents; core user and end user documentation should be the primary focus for managing change within the documents due to system changes. System release notes will provide a guide for new functionality and should be used to create new tests; should the Client choice to use the new features.
Training Materials Roles & Responsibilities Responsibility Tyler Microsoft Client CustomerSource Review Own Review Microsoft Dynamics AX 2012 Training Material Review Own Review Microsoft Dynamics AX 2012 E-Learning Course Review Own Review TechNet Review Own Review
Listing of Deliverables A description of each summary deliverable is provided below. All deliverables will be provided electronically in the format used to prepare the deliverable (example: Microsoft word, excel) to allow for updates and revisions. It is the Client’s expectation that all standard Tyler deliverables will have been modified to remove content not applicable to the Client and that all recommendations made in any of the deliverables be specific to the Client.
DEL NUMBER DELIVERABLE PHASE(S)
DEL01 Contract 1
DEL02 Implementation Plan 1
DEL03 Project Schedule 1
DEL04 Conversion Specifications 1
DEL05 System Design Document (currently out of scope at ACSA) 1
DEL06 Technical Blue Print 1
DEL07 Agenda 1
DEL08 Site Report 1
DEL09 Status Reports 1
DED01 Contract
Phase(s): 1
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Objective: PDF document, outlining all negotiated and accepted terms and conditions governing the ERP Implementation project between the Client and Tyler.
Scope: Responses to RFC, purchased products and services, modifications and customizations, and all deliverables pertaining to product implementation.
Assumptions:
Additional Info: Control Point – Signoff required to proceed
DED02: Implementation Plan
Phase(s): 1
Objective: Customize baseline management plan templates to reflect project approach.
Scope: Scope Management Plan, Change Management Plan, Resource Plan, Education Plan, Communication Plan, Risk Plan
Assumptions: All project team members will participate in the development of these plans.
Additional Info: Control Point – Signoff required to proceed.
DED03: Project Schedule
Phase(s) : 1
Objective: Provide detailed tasks and timelines for project tasks, deliverables, milestones, Client sign off, throughout the project as well as dependencies. The project plan will identify both Client and Tyler tasks.
Scope: Task list with owners and due dates, project on‐site and training schedule, meeting schedule. All will be posted in tasks and viewable in list and/or calendar view by all team members on the project SharePoint site.
Assumptions: All project team members will have access to schedule and update as defined in the communication management plan.
Additional Info: Control Point – Signoff required to proceed.
DED04: Conversion Specifications
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Phase(s) : 1
Objective: Conversion schemas and data formats for all purchased conversions which provides an explanation of specific data fields within Dynamics AX necessary to map Clients data fields to appropriate Dynamics AX data fields.
Scope: Conversions listed in previous section
Assumptions: The Client will provide readable data in an acceptable format. The Client will be responsible for extracting data from their legacy system, mapping their legacy data to Dynamics AX fields, and providing data according to conversion guidelines. The Client will generate the required reports to be used in validating the data at the time of extraction.
Additional Info: Data conversions are the most time critical piece of the Implementation. Note: Failure to meet conversion deadline a have a direct impact on live dates.
DED05: System Design Document (currently out of scope at ACSA)
Phase(s) : 1
Objective: Provides functional users with the knowledge to configure and use Dynamics AX 2012 to support ongoing business operations. The document is specific to each module and outlines the following key areas: business processes, recommendations not implemented, module configuration, workflow, security, data conversion strategy, integrations, reporting, development modifications, and quality management.
Scope: A document is created for each module implemented.
Assumptions: The Authority will use existing business practices and Tyler will provide guidance on how to adapt them to fully utilize the capabilities of Dynamics AX 2012. Tyler business process redesign (BPR) is not part of the scope of the contract.
Additional Info: The Authority will be required to document current business processes.
DED06: Technical Blue Print
Phase(s): 1
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Objective: Provides system administrators with the knowledge to deploy and maintain Dynamics AX 2012. The document outlines the following key areas: Solution overview, system requirements, recommended technical solution, AX infrastructure design, compliance, troubleshooting, disaster recovery, and licensing.
Scope: The production, test/training environment for Dynamics AX 2012 will be documented.
Assumptions: This document will be updated by the Authority if processes are changed during the training phase.
Additional Info: Signoff required to proceed
DED07: Agendas
Phase(s): 1
Objective: Provide an outline of analysis and training sessions.
Scope: Agendas will include time and location, recommended participants, pre‐requisites for the session, objectives for the session, and items that participants should bring to the session, if any.
Assumptions: Agendas will be provided 2 weeks in advance.
Additional Info: Agendas will be posted on the SharePoint site.
DED08: Site Reports
Phase(s) : 1
Objective: Provide a summary of services and activities on a weekly basis.
Scope: Each implementer on a per trip basis will provide a report summarizing sessions and activities that they were tasked to perform during the trip. Report will also list tasks to be completed, owners of task and time frame for completion.
Assumptions:
Additional Info: Site reports will be posted on the SharePoint site.
DED09: Status Reports
Phase(s) : 1
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Objective: Communicate a summary of the current project status based on schedule, tasks, and budget
Scope: Provide effective and timely communication to key staff and the Client project team on the current project status, upcoming events, and project milestones at a detail level.
Assumptions: Provided on a Weekly basis and will be posted to SharePoint site.
Additional Info:
Acceptance Testing Testing occurs throughout the project, typically in repeated patterns that align closely with other major project activities. This is a shared responsibility between the Client and Tyler and will be coordinated, conducted and monitored by both parties.
Verification Script Testing Performed after software installation to demonstrate to the Client that core product functionality is in place and use of the software can begin.
Static Environment Testing (SET) This is performed once the Client has made preliminary Best Practice decisions. The purpose of the test is to provide an early opportunity to the Client for validation of business process decisions in the actual application, without the complication of converted data. This pristine testing environment allows decision‐makers to focus on process flow without the potential impact of converted data. A key part of the test is to conduct a “five‐day” transaction test, during which all activities that take place in a standard week are duplicated and tested. This testing is a key milestone that dictates whether Core User Documents can be written and data population can begin.
Conversion Validation & Testing This is performed after each pass of converted data is loaded into a testing database. Use of control reports, filtering techniques, comparison reports and visual inspection are all part of this process. The purpose is to identify all issues with data, whether due to mapping inconsistencies, source data issues, data submission content or conversion programming errors. Acceptance of conversion programming must be completed long before the pre‐live period so that final conversion submissions have little or no risk of data or conversion programming issues. Final acceptance is necessary prior to live processing as the last step before data is loaded in the live database and live processing begins. This testing is part of pre‐live assessment.
Modifications Testing ( Reference only. No Modifications are in current ACSA project scope.) This is performed in an isolated environment once modifications are delivered. The modification is unit tested first to ensure compliance with specifications and to validate the performance of the coding. Once unit testing is completed successfully, the modification is tested for integration performance as part of an overall process, paying special attention to any impact on touch points throughout the
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product. After successful integration testing, modifications are exposed to setup data and converted data by replicating the fully populated databases in the test environment. After successful testing, authorization is requested to load the modification into the production environment. Testing continues throughout the balance of the project to ensure the integrity of the modification. This testing is part of pre‐live assessment.
Forms Testing This is first performed in a test environment at Tyler, prior to delivery of forms to the Client, using sample data extracted during the Static Environment Test. Once Form design has been accepted and forms are loaded on the Client’s server, testing continues throughout the balance of the implementation. The goal, at a minimum, is to print forms as part of training (Core and End User) so that both the content and process are validated repeatedly. Submission of forms to banks must be completed and acceptance received a minimum of thirty days before live processing. This testing is part of pre‐live assessment.
Integration Testing ( Reference only. No Modifications are in current ACSA project scope.) Beginning with the testing that occurs during the Static Environment Test and continuing with Customizations testing, process training (Project Team/Functional Lead, Core User and End User), parallel or trial run processing and Stress Testing, special attention is paid to the integration integrity of the system. Whether between Dynamics AX applications and the General Ledger, or 3rd party import/exports and interfaces, all aspects of functional integrity is tested repeatedly throughout the implementation. This testing is part of pre‐live assessment.
User Acceptance Testing (UAT) User Acceptance testing is conducted both leading up to and following end‐user training. While some recommend that UAT is all performed post end‐user training, Tyler supports incremental UAT through trial run processing in Financials and parallel processing in Payroll and Human Resources. Early trial runs and parallels will most likely not involve end‐users, once again isolating them from any issues that may be discovered through the process. Once processes are stabilized and can be completed without significant error, the UA testing will expand to include End Users.
Stress Testing Stress Testing is completed in the pre‐live timeframe and involves a large subset of Client users. The Client and Tyler will extract written test scripts from the Desktop Documents. The Client will coordinate this activity and the scheduling of the execution, monitoring and evaluation of the tests.
Testing Roles & Responsibilities Responsibility
Task Description Tyler Client
Perform Verification Test Tyler performs scripted test to validate Lead Participate baseline software performance
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Testing Roles & Responsibilities Responsibility
Task Description Tyler Client
Acceptance of Verification Client acceptance of baseline test None Own Test
Establish To‐Be Test Plan Compile information gathered during Own None analysis and prepare settings for To‐Be Test (Static Environment Test)
Perform To‐Be Test (Static Conduct demonstration of To‐Be Lead Participate Environment Test) decisions in Dynamics AX with hand‐ keyed data
Authorization to Proceed Client acceptance of To‐Be Test and None Own authorization to proceed with training and data population
Test Forms Perform test of Tyler Forms through Share Share process testing and training
Secure Bank Acceptance Submit forms to bank for approval None Own
Perform Stress Test Complete Stress Test None Own
Perform User Acceptance Complete User Acceptance Test Participate Lead Test
Parallel & Trial Run Testing Replicate live processing and use tools Participate Lead for identifying and resolving discrepancies
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Appendix A: Dynamics AX 2012 – This section defines implementation activities and responsibilities for the major phases of the Tyler Implementation Methodology using the key defined below.
Own: The party is solely responsible for the task Lead: The party responsible for the task and may manage other resources Participate: The party is involved in, but does not lead the task Share: Both parties are mutually responsible for completing the task. Both parties assume individual responsibility to ensure task is completed Review: The party is responsible for reviewing work products after task is completed Configure: The party is responsible for configuring the task Maintain: The party is responsible for maintaining the task once configured None: The party is not involved in the task General Ledger Task TYLER CLIENT
Configuration
General ledger parameters Configure Review, Maintain
General ledger workflows Configure Participate, Maintain
Ledger Configure Review, Maintain
Ledger reasons Configure Review, Maintain
Fiscal calendars Configure Review, Maintain
Chart of accounts Chart of accounts Configure Participate, Configure account structures Maintain Advanced rules structures Main account categories Main account templates Ledger account alias
Fund Funds Configure Participate, Fund types Maintain
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Task TYLER CLIENT
Financial Dimensions Associated derived financial hierarchies Configure Participate, Derived financial hierarchies Maintain Financial dimensions Financial dimension default templates Financial dimension sets
Sale Tax Sales tax codes Configure Participate, Sales tax groups Maintain Item sales tax groups Ledger posting groups Sales tax exempt codes Sales tax jurisdictions Sales tax authorities Sales tax settlement periods
Journals Journal names Configure Participate, Maintain
Posting Accounts for automatic transactions Configure Participate, Ledger allocation rule Maintain Ledger allocation basis Posting definitions Transaction posting definitions
Organization Legal entities Configure Participate, Business units Maintain
Cost centers Departments
GL Number Sequences Configure Review, Maintain
Functional Training
Main accounts Lead Participate
Trail balance Lead Participate
Advanced ledger entries Lead Participate
General journal Lead Participate
Allocation journal Lead Participate
Elimination journal Lead Participate
Periodic journal Lead Participate
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Task TYLER CLIENT
Ledger journal Lead Participate
Foreign currency revaluation Lead Participate
Ledger settlements Lead Participate
Recalculate ledger periods Lead Participate
Process allocation request Lead Participate
Fiscal year close Lead Participate
Purchase order year‐end process Lead Participate
Sales tax payments Lead Participate
Accounts Payable Task TYLER CLIENT
Configuration
AP Parameters Configure Review, Maintain
Vendor Posting Profiles Configure Participate, Maintain
Summary Update Parameters Configure Review, Maintain
Vendors Vendor Groups Configure Participate, Vendor Exception Groups Maintain Vendor Reasons Vendor Price Tolerance Groups
Workflow AP Workflows Configure Participate, Vendor Invoice Expenditure Reviewers Maintain
Expenditure Provider with Signing Limits
Policies Vendor Invoice Policies Configure Participate, Vendor Invoice Policy Rule Types Maintain
Vendor Invoice Expenditure Reviewers
Purchase Agreements Certification Type Configure Participate, Purchase Agreement Classification Maintain
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Task TYLER CLIENT
Invoice Matching Invoice Totals Tolerances Configure Participate, Matching Policy Maintain Price Tolerances Charges Tolerances
Distribution • Terms of Delivery Configure Participate, Maintain
Payments Terms of Payment Configure Participate, Cash Discounts Maintain Payment Schedules Payment Days Payment Fee Methods of Payment
Tax 1099 1099 Fields Configure Participate, Maintain
AP Number Sequences Configure Review, Maintain
Functional Training
Vendors Lead Participate, Maintain
Purchase Orders Lead Participate
Purchase Agreements Lead Participate
Vendor Invoices Lead Participate
Post Date Checks Lead Participate
Invoice Journal Lead Participate
Invoice Approval Journal Lead Participate
Invoice Register Lead Participate
Payment Journal Lead Participate
1099 Lead Participate
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Procurement and Sourcing Task TYLER CLIENT
Configuration
Procurement and Sourcing Configure Review, Parameters Maintain
Summary Update Parameters Configure Review, Maintain
Vendors Vendor Groups Configure Participate, Vendor Reasons Maintain Disallowed Vendors
Workflow Procurement and Sourcing Workflow Configure Participate, Purchase Requisition Expenditure Maintain Reviewers Expenditure Provider with Signing Limits
Policies Business Justifications Configure Participate, Confirmation of Product Receipts Maintain Policies Purchase Order Expenditure Reviewers Purchase Requisition Permissions Purchase Requisition Expenditure Reviewers
Categories Procurement Categories Configure Participate, Maintain
Price / Discounts Vendor price/discount groups Configure Participate, Item discount groups Maintain Trade agreement journal names Activate price/discounts
Charges Charges code Configure Participate, Vendor charges group Maintain
Distribution Terms of delivery Configure Participate, Modes of delivery Maintain Destination codes
Purchase Agreements Purchase agreement classification Configure Participate, Maintain
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Task TYLER CLIENT
Fixed Assets Organization‐wide fixed asset Configure Participate, identifiers Maintain Business rules for fixed assets determination
Procurement and Sourcing Configure Review, Number Parameters Maintain
Functional Training
Vendors Lead Participate, Maintain
Purchase Orders Lead Participate
Purchase Agreements Lead Participate
Purchase Requisitions Lead Participate
Fixed assets Task TYLER CLIENT
Configuration
Fixed assets parameters Configure Review, Maintain
Fixed assets workflows Bank documents posting profile Configure Participate, Bank facility agreements Maintain Bank facilities
Acquisition methods Configure Participate, Maintain
Asset activity codes Configure Participate, Maintain
Fixed asset conditions Configure Participate, Maintain
Asset reasons Configure Participate, Maintain
Fixed asset groups Configure Participate, Maintain
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Task TYLER CLIENT
Fixed asset locations Configure Participate, Maintain
Fixed asset statement rows Configure Participate, Maintain
Major types Configure Participate, Maintain
Fixed asset posting profiles Configure Participate, Maintain
Property groups Configure Participate, Maintain
Fixed assets provision types Configure Participate, Maintain
Sorting Configure Participate, Maintain
Value models Configure Participate, Maintain
Consumption Consumption factors Configure Participate, Consumption units Maintain
Depreciation Depreciation books Configure Participate, Depreciation book journal names Maintain Depreciation profiles Special depreciation allowance
Fixed Asset Number Parameters Configure Review, Maintain
Functional Training
Fixed assets Lead Participate
Fixed assets journal Lead Participate
Fixed asset budget journal Lead Participate
Depreciation book journal Lead Participate
Depreciation Lead Participate
Reclassification Lead Participate
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Budgeting Task TYLER CLIENT
Configuration
Budgeting parameters Configure Review, Maintain
Budgeting workflows Configure Participate, Maintain
Dimension for budgeting Configure Participate, Maintain
Budget models Configure Participate, Maintain
Budget codes Configure Participate, Maintain
Budget cycles Configure Participate, Maintain
Budget control configuration Configure Participate, Maintain
Budget allocation terms Configure Participate, Maintain
Budget transfer rules Configure Participate, Maintain
Budget Number Sequences Configure Participate, Maintain
Functional Training
Budget register entries Lead Participate
Budget revisions Lead Participate
Budget transfers Lead Participate
Budget planning Lead Participate
Cash and bank management Task TYLER CLIENT
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Task TYLER CLIENT
Configuration
Cash and bank management Configure Review, parameters Maintain
Bank documents Bank documents posting profile Configure Participate, Maintain
Bank transaction types Configure Participate, Maintain
Bank transaction groups Configure Participate, Maintain
Bank groups Configure Participate, Maintain
Bank reasons Configure Participate, Maintain
Cash and Bank Management Configure Review, Number Parameters Maintain
Functional Training
Bank accounts Lead Participate
Deposit slips Lead Participate
Checks Lead Participate
Check reversals Lead Participate
Accounts Receivable Task TYLER CLIENT
Configuration
Accounts receivable parameters Configure Review, Maintain
Accounts receivable workflows Configure Participate, Maintain
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Task TYLER CLIENT
Customer posting profiles Configure Participate, Maintain
Free text invoice templates Configure Participate, Maintain
Billing classifications Configure Participate, Maintain
Billing codes Configure Participate, Maintain
Billing codes custom fields Configure Participate, Maintain
Customers Customer groups Configure Participate, Customer reasons Maintain
Payment Terms of payment Configure Participate, Cash discounts Maintain Payment schedules Payment days Payment fee Methods of payment
Collections Collection letter Configure Participate, Aging period definitions Maintain
AR Number Parameters Configure Review, Maintain
Functional Training
Customers Lead Participate
Customer invoices Lead Participate
Free text invoices Lead Participate
Collections Lead Participate
Postdated checks Lead Participate
Payment journals Lead Participate
Payment transfers Lead Participate
Payment transactions Lead Participate
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Task TYLER CLIENT
Reimbursement Lead Participate
Recurring invoices Lead Participate
Statements Lead Participate
Human resources Task TYLER CLIENT
Configuration
Human resources parameters Configure Review, Maintain
Human resources shared Configure Review, parameters Maintain
Reason codes Configure Participate, Maintain
HR Number sequences Configure Participate, Maintain
Organization codes Departments Configure Participate, Maintain
Worker codes Accommodation types Configure Participate, Reminder types Maintain Ethnic origins EEO establishments Identification types Issuing agencies I‐9 document types Labor unions Union agreements Titles Veteran status Worker tasks Terms of employment
Benefit elements Benefit types Configure Participate, Benefit plans Maintain Benefit options
Absence types Configure Participate, Maintain
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Task TYLER CLIENT
Compensation Performance plans Configure Participate, Performance ratings Maintain Reference point setup Levels Fixed compensation actions Compensation regions Pay frequencies External pay groups Variable compensation types Vesting rules Survey companies
Compensation goals Functional Training
Workers Lead Participate
Employees Lead Participate
Contractors Lead Participate
Jobs Job functions Lead Participate Job tasks Job types Job templates Area of responsibility
Positions Lead Participate
Benefits Benefit eligibility policies Lead Participate Benefit eligibility events Benefit enrollment
Compensation Fixed compensation plans Lead Participate Variable compensation plans Compensation eligibility rules Pay for performance allocations Process events Compensation events Fixed increase budgets
Injury or illness incidents Lead Participate
Loaned equipment Lead Participate
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Task TYLER CLIENT
Recruitment Applicants Lead Participate Applicant interviews Applications Application basket Application bookmarks Recruitment projects Mass hire projects Application documents
Skill mapping Lead Participate
Absence Absence codes Lead Participate Absence setup Create absence journals
Courses Course classrooms Lead Participate Course structure Course agenda Course instructors Course registration Course confirmation Course questionnaire
Competencies Certifications Lead Participate Test scores Education Skills Language skills
Performance Performance discussions Lead Participate Performance goals
Forecast Positions Lead Participate
Payroll Task TYLER CLIENT
Configuration
Payroll parameters Configure Review, Maintain
PR Number sequences Configure Participate, Maintain
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Task TYLER CLIENT
Pay cycles and periods Configure Participate, Maintain
Payroll calculation frequencies Configure Participate, Maintain
Earning codes Configure Participate, Maintain
Taxes Configure Participate, Maintain
Tax regions Configure Participate, Maintain
Benefit elements Configure Participate, Maintain
Contribution calculation rates Configure Participate, Maintain
Disposable income definition Configure Participate, Maintain
Benefit accrual plans Configure Participate, Maintain
Payroll calendars Configure Participate, Maintain
Payroll categories Configure Participate, Maintain
Personnel categories Configure Participate, Maintain
Payroll allowances Configure Participate, Maintain
Salary deduction types Configure Participate, Maintain
Insurance types Configure Participate, Maintain
Income tax codes Configure Participate, Maintain
Income tax categories Configure Participate, Maintain
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Task TYLER CLIENT
Functional Training
Workers / Employees Lead Participate
Positions Lead Participate
Payroll benefits and deductions Lead Participate
Enter non‐recurring entries Lead Participate
Earning statement processing Generate earnings Lead Participate Release earnings
Pay statement processing Generate pay statements Lead Participate Submit pay statements
Post pay statements
Payment journal processing Generate checks Lead Participate Generate electronic payments
Post journals Generate vendor invoices
Organizational Administration Task TYLER CLIENT
Configuration
E‐mail Templates Configure Participate, Maintain
Financial Reasons Configure Participate, Maintain
Default Descriptions Configure Participate, Maintain
Organizations • Legal Entities Configure Participate, Maintain
Global Address Book • Global Address Book Configure Participate, • Name Title and Suffix Maintain • Address Books • Name Sequences • Relationship Types • Address and Contact Information Purpose
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Task TYLER CLIENT
Addresses • Address Setup Configure Participate, Maintain
Workflow • Workflow Parameters Configure Participate, • Work Item Queue Groups Maintain • Work Items Queues • Work Item Queues Assignment Rules • Expenditure provider with signing limits
Alerts • Alert Parameters Configure Participate, • Alert Rules Maintain
Categories • Categories Configure Participate, • Shared Categories Maintain
Document Management • Active Document Tables Configure Participate, • Document Content Maintain • Document Management • Document Types • Document Data Sources Role Center • Initialize Role Center Profiles Configure Participate, Maintain
Units • Unit Conversions Configure Participate, • Units Maintain
Functional Training
Number Sequences Lead Participate, Maintain
Maintaining Workflow Lead Participate, Maintain
Batch Processing Lead Participate, Maintain
System Administration Task TYLER CLIENT
Configuration
System Parameters Configure Participate, Maintain
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Task TYLER CLIENT
Batch Group Configure Participate, Maintain
Security Assign Users to Roles Configure Participate, Security Roles Maintain Security Privileges Record Level Security External Roles Segregation of Duties Segregation of Duties Rules Configure Participate, Segregation of Duties Maintain Segregation of Duties Unresolved Conflicts Verify Compliance of user‐role security
System Client Performance Options – Configure Participate, System Service Accounts Maintain Server Configuration Cluster Configuration Customer Feedback Options Improvement Program. E‐mail Parameters Help System Parameters Modify Data Types Modify Upgraded Conditions
Workflow • Workflow Parameters Configure Participate, • Workflow Infrastructure Configuration Maintain • User Workflows
Database Database Log Setup Configure Participate, Select Concurrency Mode Maintain Modify Data Types
Licensing License Configuration Configure Participate, License Information Maintain
Business Intelligence Sequel Server Analysis Services (SSAS) Configure Participate, o Analysis Servers Maintain o System Currency and Exchange Rate Types Sequel Server Reporting Services (SSRS) o Reporting Servers
Checklists Initialization Checklist Configure Participate, Code Upgrade Checklist. Maintain Data Upgrade Checklist Data Update Checklist
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Task TYLER CLIENT
Services and Application Inbound Ports Configure Participate, Integration Framework (AIF) Outbound Ports Maintain Value Substitution Web Sites
Enterprise Portal (EP) Enterprise Portal Configure Participate, Deployments Maintain Publish Images Web Sites Collaboration Workspace Settings
Search Tyler will instruct the client on the configuration Configure Participate, of the enterprise search functionality available Maintain with the enterprise version of SharePoint; this functionality is not available with the free version of SharePoint.
Search Configuration Update Search Crawler Role
Functional Training
Users Addition, deletion and maintenance of Lead Participate, Dynamics AX system users in conjunction Maintain with their active directory accounts. Assignment of security roles Definition of user groups used by security and workflow Assignment of users to Enterprise Portal role centers
Lead Participate, SQL statement trace log Maintain
Lead Participate, Notification Clean Up Maintain
Compile Application Lead Participate, Maintain
Generate CIL Lead Participate, Maintain
Application Object Tree (AOT) Lead Participate
Alerts Lead Participate, Maintain
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Task TYLER CLIENT
E‐Mail Processing Lead Participate, Maintain
Tyler Dynamics AX 2012 Add‐on Training Task TYLER CLIENT
Functional Training
Positive Pay Lead Participate
Purchase Card Import Lead Participate
Purchase Agreement Lead Participate Invoicing
Expenditure Provider with Lead Participate Signing Limits (AP)
Office Add‐In AP Invoice Lead Participate Import
Office Add‐In Advanced Lead Participate Ledger Entry Import
Expenditure Provider with Lead Participate Signing Limits (Procurement)
Office Add‐In Budget Import Lead Participate
Batch Clear Checks Lead Participate
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Appendix B: Dynamics AX 2012 – Products and Services
Dynamics AX Users License Task TYLER CLIENT
Generate License File through Own None Microsoft
License User Count Compliance None Own
Management Reporter Users License Task TYLER CLIENT
Generate License File through Own None Microsoft
License User Count Compliance None Own
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Appendix C: Tyler Insight Extension for Dynamics AX 2012
Tyler Enhanced Public Sector Functionality Task TYLER CLIENT
Code Maintenance Provide code updates in order to use the Own None supported versions of Dynamics AX 2012 features developed by Microsoft. Maintain the functionality in the VAR layer for Tyler Insight Extension as part of the designated quarterly release cycle. Apply Product Updates None Own
Tyler Forms Task TYLER CLIENT
Code Maintenance Provide product updates for Tyler Forms as part Own None of the designed release cycle. Apply Product Updates None Own
Tyler Content Manager Task TYLER CLIENT
Code Maintenance Provide product updates for Tyler Content Own None Manager as part of the designed release cycle. Apply Product Updates None Own
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Appendix D: Tyler Service for Dynamics AX 2012
Solution Design Document (Reference only. Solution Design Documents not in ACSA project scope.) Task TYLER CLIENT
Functional Analysis Lead Participate
System Design Document Business Process Lead Review Workflow Security Data Conversion Integrations Development Technical Blue Print Task TYLER CLIENT
IT System Analysis Lead Participate
Technical Blueprints Overview Lead Review AX Infrastructure Design Compliance Troubleshooting Disaster Recovery Plan Licensing Dynamics AX Installation and Deployment Task TYLER CLIENT
Install Dynamics AX in Production Lead Participate
Install Dynamics AX in Test Participate Lead
Dynamics AX System Admin Lead Participate Training
Install Management Reporter in Lead Participate Production
Install Management Reporting in Participate Lead Test
Management Reporter System Lead Participate Admin Training
Install Enterprise Portal in Lead Participate Production
Install Enterprise Portal in Test Participate Lead
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Task TYLER CLIENT
Install Dynamics AX Office Add‐Ins Lead Participate on Servers
Install Dynamics AX Office Add‐In None Own on core and end users machines
Install Enterprise Portal in Lead Participate Production
Install Enterprise Portal in Test Participate Lead
Perform Server O/S Software None Own Updates
Apply updates for Dynamics AX None Own and related software
Train the Trainer Training Task TYLER CLIENT
See Appendix A for topics and Tyler’s and Client’s responsibility.
Workflow Design Task TYLER CLIENT
Determine Workflow Analyze workflow needs and determine use Lead Participate Requirements within Dynamics for each module
Workflow Process Recommended Recommend areas that should implement Lead Participate Improvements workflow business rules to enforce internal controls, segregation of duties and provide additional audit trails for transactions Develop Workflow Develop workflow process for all Dynamics Participate Lead applications based upon approved Best Business Practice recommendations Review Workflow Design Review the workflow in each office and identify Participate Lead the disparities Document Workflow Outline the current workflow and contrast new Participate Lead procedures Implement Workflow Implement new workflow procedures at ERP Participate Lead System implementation
Security Solutions Task TYLER CLIENT
Security Consultation Discuss options for security settings within Lead Participate applications
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Security Mapping Develop matrix for security settings Lead Participate
Create Client specific roles Lead Participate
Validate Security roles Participate Lead
Appendix E: Tyler Conversion Services for Dynamics AX 2012 Conversion services listed as optional
On‐Site Data Consultation Task TYLER CLIENT
Data Conversion Specifications Own Review
Data Consultation Lead Participate
Chart of Accounts and GL Balances Task TYLER CLIENT
Extract Legacy Data None Own
Convert Data and Load into One None Dynamics
Validate Data Participate Lead
COA ‐ Funds Filename: LedgerFund.txt
Attribute Type Size Description Req Fund name Character 120 Enter a name for the fund, such as General, Grants, or Y Wastewater. Fund number Character 20 Enter a unique number for the fund. Y Fund class Character 20 Select a high‐level fund class that is used to group the fund Y for fiscal tracking and reporting. There are three fund classes in the GAAP: Governmental, Proprietary, Fiduciary and Memo. Fund type Character 20 Enter a fund type that is used to group the fund for fiscal Y tracking and reporting. Fund types include categories such as Special, Capital, or Enterprise. The code definitions will need to be defined in the system.
COA ‐ Account Dimensions Filename: Dimensions.txt
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Attribute Type Size Description Req Description Character 120 Enter the dimension level title such as Salaries and Wages. Y
Name Character 120 Enter the name of the dimension level such as Hierarchy, Y Object and Department. Value Character 60 Enter the unique dimension level number such as 0001 or Y 999999. Type Character 20 This determines how the Dimension appears in the list of Y values. Values are either “Shared value” or “Companies”
COA ‐ Main Accounts Filename: MainAccounts.txt
Attribute Type Size Description Req Chart of Character The chart of accounts name is created in general ledger Y Accounts setup and includes the main accounts that are used, and the rules for combinations of main accounts and dimension values. Main account Character 40 The account number for posting in ledger. Y Name Character 120 The name of the main account. Y Currency Character 6 Default currency that is displayed when a general journal N Code line is assigned the selected account such as USD or EUR. Type Character 20 The type of account. Values are “Revenue”, “Expense”, Y “Asset”, “Liability” or “Equity” DebitCreditPr Character 20 Criterion, if any, for debit or credit transactions. Values are Y oposal “Credit” or “Debit” Close type Character 20 The account type that determines which transactions are Y generated at the fiscal year‐end close. Values are “Real”, “Nominal” or “Nominal – no close”
Balance Sheet Beginning Balances Filename: BegBal.txt
Attribute Type Size Description Values Req Accounting Datetime Y Date Account Type Character 1 Balance Sheet “B” Y Fund Character 10 Fund Number of Chart of Accounts Y Level 2 Character 10 Level 2 of Chart of Accounts Y Level 3 Character 10 Level 3 of Chart of Accounts N
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Attribute Type Size Description Values Req Level 4 Character 10 Level 4 of Chart of Accounts N Level 5 Character 10 Level 5 of Chart of Accounts N Level 6 Character 10 Level 6 of Chart of Accounts N Level 7 Character 10 Level 7 of Chart of Accounts N Level 8 Character 10 Level 8 of Chart of Accounts N Level 9 Character 10 Level 9 of Chart of Accounts N Debit Decimal 14,2 The Amount, if the account should have a Debit Y/N Beginning Balance Credit Decimal 14,2 The Amount, if the account should have a Credit Y/N Beginning Balance Posting Def Character 20 Type of Transaction “Beg Bal” Y Transaction Character 120 Description of Transaction N Text
GL Summary Transactions Filename: GLTrans.txt
Each account should have one record with the summary amount for the current fiscal year; not multiple transaction records reflecting actual detail/activity. Balance Sheet Accounts should include a summary of only the debits and credits and not include the beginning balance amount which is reflected in the GLBegBal conversion file.
Attribute Type Size Description Values Req Accounting Datetime Y Date Account Type Character 1 Revenue, Expenditure or Balance Sheet “R”, “E”, or Y “B” Fund Character 10 Fund Number of Chart of Accounts Y Level 2 Character 10 Level 2 of Chart of Accounts Y Level 3 Character 10 Level 3 of Chart of Accounts N Level 4 Character 10 Level 4 of Chart of Accounts N Level 5 Character 10 Level 5 of Chart of Accounts N Level 6 Character 10 Level 6 of Chart of Accounts N Level 7 Character 10 Level 7 of Chart of Accounts N Level 8 Character 10 Level 8 of Chart of Accounts N Level 9 Character 10 Level 9 of Chart of Accounts N
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Attribute Type Size Description Values Req Debit Decimal 14,2 The Amount, if it is a Debit Transaction Y/N Credit Decimal 14,2 The Amount, if it is a Credit Transaction Y/N Posting Def Character 20 Type of Transaction “GL Inter” Y Transaction Character 120 Description of Transaction N Text
Budget Summaries Task TYLER CLIENT
Extract Legacy Data None Own
Convert Data and Load into One None Dynamics
Validate Data Participate Lead
GL Budgets Filename: GLBudget.txt
The original budget and all budget adjustments summarized into one record per account for the current fiscal year.
Attribute Type Size Description Values Req Budget Code Character 30 Budget Code defined in Dynamics “Original Y Budget” Budget Model Character 10 Budget Model defined in Dynamics “Budget” Y Entry Date Datetime Date to post the Budget Transaction Y Entry Number Integer Unique Identifier Y Ledger Name Character 30 This identifies the ledger to be used on the Y import Acct Type Character 1 Revenue or Expenditure “R” or “E” Y Fund Character 10 Fund Number of Chart of Accounts Y Level 2 Character 10 Level 2 of Chart of Accounts Y Level 3 Character 10 Level 3 of Chart of Accounts N Level 4 Character 10 Level 4 of Chart of Accounts N Level 5 Character 10 Level 5 of Chart of Accounts N Level 6 Character 10 Level 6 of Chart of Accounts N Level 7 Character 10 Level 7 of Chart of Accounts N
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Attribute Type Size Description Values Req Level 8 Character 10 Level 8 of Chart of Accounts N Level 9 Character 10 Level 9 of Chart of Accounts N Amount Type Character 10 Revenue or Expenditure Y Amount Decimal 14,2 The Budget Amount Y Comment Character 120 Description or Comment regarding entry N
Vendors, Vendor Contacts and 1099 Balances Task TYLER CLIENT
Extract Legacy Data None Own
Convert Data and Load into One None Dynamics
Validate Data Participate Lead
Vendor Master Filename: VendTable.txt
Attribute Type Size Description Values Req AccountNum Character 40 The Vendor Code/Number that identifies the Y vendor. Name Character 200 The Organization name of the vendor. Y/N Required if PartyType is “Organization” FirstName Character 50 The Person’s first name. N MiddleName Character 50 The Person’s middle name. N LastName Character 50 The Person’s last name. Required if PartyType Y/N is “Person” PartyType Character 26 Is the vendor an Organization or Person “Organization” Y or “Person” VendGroup Character 20 The vendor group that the vendor belongs to. Y You must attach a vendor group to each vendor. PaymTermId Character 20 A code that represents the Terms Of Payment N of the vendor. The code definitions will need to be defined in the system. PaymMode Character 20 A code that represents the Method Of N Payment typically used for payments to the vendor. The code definitions will need to be defined in the system.
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Attribute Type Size Description Values Req Tax1099 Character 1 Select this check box if a 1099 is reported for Y = Yes Y Reports this vendor. N = No Tax1099 Character 22 The federal Taxpayer Identification Number N RegNum (TIN) that is assigned to the vendor for the filing of 1099 reports. TaxIDType Character 1 The type of federal TIN that is entered for the 0 = Unknown N vendor. 1 = EID 2 = SSN 3 = Individual
4 = Adopted Tax1099Box Character 20 The default value for the 1099 box on vendor N transaction lines. Example: “MISC‐07” or “OID‐07’ or “S‐2” Tax1099Type Character 20 The Type of Tax 1099 form. Example: “1099‐ N MISC” or “1099‐OID” or “1099‐S” Tax1099NameC Character 20 Which name to use for 1099 purposes, either Vendor or DBA N hoice vendor’s name or DBA (Doing Business As) name. DBA Character 120 If DBA (Doing Business As) was selected in the N Tax1099NameChoice then list the DBA name. YourAccount Character 40 Your account number with the vendor N Num Currency Character 6 The currency used by the vendor when N invoicing. Example: “USD” or “EUR” LanguageId Character 14 Enter the language for the vendor text. N Example: “en‐us” PhoneName Character 120 The vendor contact Phone Description N Phone Character 400 The vendor contact Phone Number N PhoneLocal Character 400 The vendor contact Phone Extension N EmailName Character 120 The vendor contact Email Description N Email Character 600 The vendor contact Email address N TeleFaxname Character 120 The vendor contact Fax Description N Telefax Character 400 The vendor contact Fax Number N Memo Character 400 Enter any additional notes about the vendor. N If the vendor numbers are renumbered this may be used to hold the legacy vendor code for cross‐reference.
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Attribute Type Size Description Values Req Blocked Character 22 Vendor hold status – transaction type, if any, is Invoice, All, N on hold for the vendor Payment, Requisition, Never Blocked Release Date The date when the hold is released for the N Date vendor Reason Code Character 20 Enter a reason code for the Hold condition. N The reason codes must be defined in the Accounts payable/Setup/Vendors/Vendor reasons. Record Type Character 1 Indicate whether this record will be I or U N new/inserted or an existing record will be updated: (I)nsert or (U)pdate Bid Only Character 1 Use this indicator to associate bids and other Y = Yes N documentation with the vendor account. N = No One Time Character 1 Use this indicator to specify the vendor as a Y = Yes N Vendor one‐time supplier N = No Locally Owned Character 1 Select this check box if the vendor meets your Y = Yes N guidelines for being a locally owned business. N = No Small Business Character 1 Select this check box if the vendor meets your Y = Yes N guidelines for being a small business. N = No Female Owned Character 1 Select this check box if the vendor is owned by Y = Yes N a woman. N = No Minority Character 1 Select this check box if the vendor is owned by Y = Yes N Owned a minority group. N = No Ethnic Origin Id Character 30 Identification of the ethnic origin of the N person. This must be a valid code defined in Human resources/Setup/Workers/Ethnic origins. Veteran Owned Character 1 Select this check box if the vendor is owned by Y = Yes N a service veteran. N = No Disabled Character 1 Select this check box if the vendor is owned by Y = Yes N Owned a disabled owner. N = No HUB Zone Character 1 Select this check box if the vendor meets your Y = Yes N guidelines for being a HUB zone. N = No Fund Character 10 Fund Number of Chart of Accounts Y Level 2 Character 10 Level 2 of Chart of Accounts Y
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Attribute Type Size Description Values Req Level 3 Character 10 Level 3 of Chart of Accounts N Level 4 Character 10 Level 4 of Chart of Accounts N Level 5 Character 10 Level 5 of Chart of Accounts N Level 6 Character 10 Level 6 of Chart of Accounts N Level 7 Character 10 Level 7 of Chart of Accounts N Level 8 Character 10 Level 8 of Chart of Accounts N Level 9 Character 10 Level 9 of Chart of Accounts N
Vendor Addresses Filename: VendAddress.txt
If multiple addresses exist for one vendor then create multiple records with the same VendAccountNum and different address information. The first address record for each vendor will be marked as the primary location.
Attribute Type Size Description Values Req VendAccount Character 40 The Vendor Code/Number that identifies the Y Num vendor. AddressName Character 120 Use this to list the name that will appear on Y the AP check for this address of the Vendor. LocationRole Character 200 The purpose of this vendor address. Examples: Y Business; RemitTo; Service; Other If using multiple values use a semicolon to separate roles. Street Character 500 The street number, street direction, street Y name, PO Box, Apt, and Suite of the address. Address line 1 and 2. City Character 120 City of the vendor address. Y State Character 2 State of the vendor address. Y ZipCode Character 20 ZIP/Postal code of the vendor address. Y CountryRegionId Character 20 Country/Region Default is N “USA” PhoneName Character 120 The vendor address contact Phone Description N AddressPhone Character 400 The vendor address contact Phone Number N PhoneLocal Character 400 The vendor address contact Phone Extension N EmailName Character 120 The vendor address contact Email Description N AddressEmail Character 600 The vendor address contact Email address N
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Attribute Type Size Description Values Req FaxName Character 120 The vendor address contact Fax Description N AddressFax Character 400 The vendor address contact Fax Number N Record Type Character 1 Indicate whether this record will be I or U N new/inserted or an existing record will be updated: (I)nsert or (U)pdate
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Vendor Contact Person Filename: VendContact.txt
The link between contact person and vendor is made through the vendor name but we have also included the vendor account number to assist in the identification. If two vendors have the same name an error will occur when attempting to link a vendor contact person to the vendors.
Attribute Type Size Description Values Req Contact Person Character 40 Unique identification of contact Y Id Contact For Character 200 The AP vendor Name Y Vendor Name Contact For Character 40 The AP Vendor Account number that identifies Y Vend Account the vendor Number FirstName Character 50 Contact person first name Y MiddleName Character 50 Contact person middle name N LastName Character 50 Contact person last name Y Email Character 600 The contact email address N Phone Character 400 The contact Phone N PhoneLocal Character 400 The contact Phone Extension N CellularPhone Character 400 The contact mobile/cell phone N Street Character 500 The street number, street direction, street N name, PO Box, Apt, and Suite of the address. Address line 1 and 2. City Character 120 Contact address – City N State Character 2 Contact address – State N ZipCode Character 20 Contact address – ZIP/Postal code N Country Region Character 20 Contact address ‐ Country Default is N Id “USA” Gender Character 1 The gender of the contact M or F N Profession Character 60 The contact’s profession N Department Character 100 The contact’s department N OfficeLocation Character 60 The location of the contact’s office N AssistantName Character 120 Name of the assistant for this person N AssistantPhone Character 40 Phone of the assistant for this person N Memo Character 500 Additional information regarding contact N
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Vendor 1099 Balances Filename: VendBal.txt
This file should contain one Year‐To‐Date summary balance record for each vendor with an outstanding balance in the current fiscal year. This should not be used for vendor transaction history. Each record in this file is created as a separate Pending Vendor Invoice and must be posted. For that reason the GL account distribution should not be the actual accounts payable account; it should be a simple suspense account, usually a liability account.
Attribute Type Size Description Values Req Distribution Integer The line number for the distribution account. Y line number This should always be 1 unless otherwise arranged with Tyler. Invoice Character 40 Unique identifier for the vendor. This is the Y account vendor account number. Line number Integer The line number on the invoice. This should Y always be 1 unless otherwise arranged with Tyler. Number Character 40 Unique identifier for the invoice. This is the Y invoice number and must be unique for each vendor. Invoice Character 100 The invoice header description. Y description Invoice date Datetime The date of the invoice. Y Posting date Datetime The date the invoice will be posted. Y Currency Character 6 Pre‐defined currency code for this vendor. Examples: Y USD, EUR Invoice group Character 20 This value is useful to segregate records by user N or other criteria. Procurement Character 20 The procurement category name pre‐defined in Y category name the Procurement and sourcing – Setup – Procurement categories. This is the NAME not the Code. Procurement Character 20 The SET name of categories that the Y category set procurement category name belongs to in the name hierarchy. Quantity Integer The quantity of goods or services invoiced. This Y should always be 1 unless otherwise arranged with Tyler. Unit Character 20 The Unit of measurement such as EA for each. Y Unit price Decimal 14,2 The 1099 Year‐To‐Date Balance amount. Y
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Attribute Type Size Description Values Req Distribution Character 120 The fully formatted account number with Y Ledger delimiters associated with the 1099 balance Dimension line. This should NOT be the actual AP account. This should be a simple suspense account, usually a liability account, such as 101.29999 (General Fund: 101; ‘Suspense’ MainAccount: 29999). The next nine fields are the breakdown of each level in the account number defined in this column. Fund Character 10 Fund Number of Chart of Accounts Y Level 2 Character 10 Level 2 of Chart of Accounts Y Level 3 Character 10 Level 3 of Chart of Accounts N Level 4 Character 10 Level 4 of Chart of Accounts N Level 5 Character 10 Level 5 of Chart of Accounts N Level 6 Character 10 Level 6 of Chart of Accounts N Level 7 Character 10 Level 7 of Chart of Accounts N Level 8 Character 10 Level 8 of Chart of Accounts N Level 9 Character 10 Level 9 of Chart of Accounts N Distribution Decimal 14,2 The 1099 Year‐To‐Date Balance amount for the Y amount account distribution. This amount should match the unit price. Posting Character 20 Accounts payable posting definition for this “convert” Y Definition invoice. Method of Character 20 The method of payment selected by the vendor. N Payment The code definitions will need to be defined in the system.
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Vendor Certifications** Filename: VendCert.txt
Attribute Type Size Description Values Req Certificate Integer Has a copy of the certificate been received from 0 or 1 N Received the Vendor: No (0) or Yes (1)
Vend Party Character 40 The Vendor Account number for the Y Certification
Issuer Party Character 40 The Vendor Account number for the Y Issuer/Certifying Organization
Certification Character 20 The Certification Type code. The code Y Type definitions will need to be defined in the system.
Valid To Date Date Expiration Date N
Valid From Date Effective Date N Date
Certification Character 40 Number associated with the certification Y Number
Certification Date Date of the certification N Date
Due Date Date Date by which documentation must be received N
Comments Character 120 Comments/description associated with the N certification
In Process Integer Has the documentation of the certification not 0 or 1 N been received yet: No (0) or Yes (1)
Liability Decimal 32,16 Liability amount or bond coverage N Amount
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Fixed Assets Task TYLER CLIENT
Extract Legacy Data None Own
Convert Data and Load into One None Dynamics
Validate Data Participate Lead
Assets Filename: Assets.txt
Attribute Type Size Description Values Req Asset Group Character 10 The asset group for which the fixed asset is Y acquired Asset Id Character 20 Unique fixed asset number used as key to Y identify asset Name Character 30 Describe the fixed asset Y Name Alias Character 20 Fast seach name for asset Y Asset Type Character 20 Type of fixed asset Y Major Type Character 20 Identify a top‐level classification for reporting N purposes only, for example, street, land or sewer Property Type Character 20 Property type of asset N Quantity Decimal 12,6 The number of units Y Unit Cost Decimal 14,2 The cost per unit Y Unit of Character 10 The common unit of measure for the item Y Measure Asset Activity Character 10 The activity category for which the asset is Y Code acquired Asset Property Character 10 A detailed category N Group Make Character 60 Name of the manufacturer of the item N Model Character 60 Model number of the item N Model Year Character 10 Model year of the item N Serial Num Character 20 Serial number for the fixed asset N
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Attribute Type Size Description Values Req Guarantee Date Date of the start of the guarantee for this fixed N Date asset Tech Info 1 Character 254 Field for technical information N Tech Info 2 Character 254 Field for technical information N Tech Info 3 Character 254 Field for technical information N Last Date Date of last maintenance N Maintenance Next Date Date of next maintenance N Maintenance Maintenance Character 254 Field with update information N Info 1 Maintenance Character 254 Field with update information N Info 2 Maintenance Character 254 Field with update information N Info 3 Condition Character 20 Identify the current condition of the asset, for N example, poor, good or excellent Insurance Character 20 Identify the insurance company that insures the N Vendor asset Insurance Character 60 Identify the insurance agent for the asset N Agent Insurance Character 20 Insurance policy number of the asset N Policy Num Policy Amount Decimal 14,2 The amount that the asset is insured for N Policy Date The expiration date on the insurance policy for N Expiration the asset Insured Value Decimal 14,2 Value that the fixed asset is insured for N Asset Replace Decimal 14,2 Cost to replace the fixed asset N Cost Barcode Character 20 Bar code of the asset N Physical Date Date of last physical inventory of this fixed asset N Inventory GIS Reference Character 50 Geographic Information System reference N Number number that indicates the exact location within the GIS layer Parcel Id Character 50 If the asset is land, enter the identifier for the N parcel, which is a plot of land Reference Character 254 General reference information of asset N
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Attribute Type Size Description Values Req Notes Character 254 General notes for fixed asset N Acquisition Date Date fixed asset was acquired N Date Acquisition Decimal 14,2 The value paid for the fixed asset N Price Last Date Date when depreciation was last run N Depreciation Date DeprPrevPerio Decimal 14,2 The total life‐to‐date accumulated depreciation N ds from previous periods for this asset. Main Asset Id Character 20 The main fixed asset that this asset uses as its N parent
AR Customers Task TYLER CLIENT
Extract Legacy Data None Own
Convert Data and Load into One None Dynamics
Validate Data Participate Lead
Customers Filename: Customers.txt
The phone, email and fax contact fields are for either the address contact information or the customer contact information, not both. If there should be contact information associated directly with the address then use the AddressPhone, AddressEmail and AddressFax fields. If there should be a customer contact (not linked to an address) use the Phone, Email and TeleFax fields. The PhoneName, PhoneLocal, EmailName and TelefaxName are shared fields used in association with either the Address contact or the Customer contact.
Attribute Type Size Description Values Req AccountNum Character 40 The Number that identifies the customer. Y Name Character 200 The Organization name of the customer. Y/N Required if PartyType is “Organization” FirstName Character 50 The Person’s first name. N MiddleName Character 50 The Person’s middle name. N
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Attribute Type Size Description Values Req LastName Character 50 The Person’s last name. Required if PartyType Y/N is “Person” PartyType Character 26 Is the vendor an Organization or Person Organization or Y Person CustGroup Character 20 The group that the customer belongs to. You Y must attach a group to each customer. The code definitions will need to be defined in the system. Currency Character 6 The currency used by the customer when N invoicing. Example: “USD” or “EUR” CustClassificatio Character 20 The customer’s classification group. The code N nId definitions will need to be defined in the system. Number Of Integer The number of people employed by the N Employees customer. OrgNumber Character 50 The customer’s organization number. N ABC Character 12 The customer category. None, A, B or C N DunsNumber Character 18 The unique identification number assigned to N the customer’s company or organization. AddressBook Character 20 The address books that the customer record is N located in. LanguageId Character 14 Enter the language for the vendor text. N Example: “en‐us” OneTimeCusto Character 6 Indicate whether the customer is a one‐time Y or N N mer customer. AccountStatem Character 40 How often should a Statement be sent to the Always, N ent customer. Quarter, Biannually, Annually, Never IdentificationN Character 100 The customer identification number. N umber FedNonFedIndi Character 40 A federal/non‐federal indicator to the F, N or E N cator customer for FACTS I and FACTS II reporting. (Federal, Non‐ Federal, Non‐ Federal Exempt) IRS1099CIndica Character 6 The 1099‐C indicator for the customer. Y or N N tor VendAccount Character 40 The vendor account number for the customer. N This must be a valid vendor account number already in the system.
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Attribute Type Size Description Values Req PaymTermId Character 20 A code that represents the Terms Of Payment N of the customer. The code definitions will need to be defined in the system. PaymMode Character 20 A code that represents the Method Of N Payment typically used for payments to the customer. The code definitions will need to be defined in the system. AddressName Character 120 Use this to list the name that will identify this Y address. LocationRole Character 200 The purpose of this customer address. Y Example: Business; RemitTo; Service; Other If using multiple values use a semicolon to separate roles. Street Character 500 The street number, street direction, street Y name, PO Box, Apt, and Suite of the address. Address line 1 and 2. City Character 120 City of the customer address. Y State Character 2 State of the customer address. Y ZipCode Character 20 ZIP/Postal code of the customer address. Y CountryRegionI Character 20 Country/Region Default is Y d “USA” PhoneName Character 120 The customer contact OR address phone N description. AddressPhone Character 400 The customer address phone number. This is N for the primary address record contact information. Phone Character 400 The customer contact phone number. This is N for the customer contact information (not the address contact). PhoneLocal Character 400 The customer contact OR address phone N extension. This is the phone extension for either the address contact information or customer contact information. EmailName Character 120 The customer contact OR address email N description. AddressEmail Character 600 The customer address email address N Email Character 600 The customer contact Email address. This is N for the customer contact information (not the address contact). TeleFaxname Character 120 The customer contact OR address fax N description.
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Attribute Type Size Description Values Req AddressFax Character 400 The customer address fax number. This is for N the primary address record contact information. Telefax Character 400 The customer contact Fax Number. This is for N the customer contact information (not the address contact). Memo Character 400 Enter any additional notes about the N customer. If the customer numbers are renumbered this may be used to hold the legacy customer code for cross‐reference.
Customer Addresses Filename: CustAddress.txt
If multiple addresses exist for one customer then create multiple records with the same AccountNum and different address information. The primary address should be listed in the Customer record, not here; this is for additional addresses associated with the customer.
Attribute Type Size Description Values Req AccountNum Character 40 The Customer Number that identifies the Y vendor. AddressName Character 120 Use this to list the name that will identify this Y address. LocationRole Character 200 The purpose of this customer address. Y Example: Business; RemitTo; Service; Other If using multiple values use a semicolon to separate roles. Street Character 500 The street number, street direction, street Y name, PO Box, Apt, and Suite of the address. Address line 1 and 2. City Character 120 City of the customer address. Y State Character 2 State of the customer address. Y ZipCode Character 20 ZIP/Postal code of the customer address. Y CountryRegionId Character 20 Country/Region Default is N “USA” PhoneName Character 120 The customer address contact Phone N Description AddressPhone Character 400 The customer address contact Phone Number N PhoneLocal Character 400 The customer address contact Phone N Extension
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Attribute Type Size Description Values Req EmailName Character 120 The customer address contact Email N Description AddressEmail Character 600 The customer address contact Email address N FaxName Character 120 The customer address contact Fax Description N AddressFax Character 400 The customer address contact Fax Number N
Add and associate Employees with Active Directory Accounts Task TYLER CLIENT
Extract Legacy Data None Own
Convert Data and Load into One None Dynamics
Validate Data Participate Lead
Workers Filename: Workers.txt
The five fields at the end should be filled with the default values unless otherwise instructed by Tyler during the implementation.
Attribute Type Size Description Values Req Personnel Character 10 The worker number or code identifier that is Y Number unique to each employee. First Name Character 50 Person’s first name Y Middle Name Character 50 Person’s middle name N Last Name Character 50 Person’s last name N LocationRole Character 100 The purpose of this vendor address. Example: N Business; Home; Other If using multiple values use a semicolon to separate roles. AddressName Character 60 Description of address. N Street Character 250 The street number, street direction, street N name, PO Box, Apt, and Suite of the address. Address line 1 and 2. City Character 60 City of the vendor address. N
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Attribute Type Size Description Values Req State Character 10 State of the vendor address. N ZipCode Character 10 ZIP/Postal code of the vendor address. N CountryRegionId Character 10 Country/Region N AddressPhone Character 400 Phone number for the address. N PhoneName Character 120 The worker contact Phone Description. N Phone Character 400 The worker contact Phone Number. N PhoneLocal Character 400 The worker contact Phone Extension. N EmailName Character 120 The worker contact Email Description. N Email Character 600 The worker contact Email address. N LegalEntity Character 10 The Company that the workers is a member. Y Network USERID Character 40 The network login userid for this employee. Y The name used in the Active Directory of network. This will be used to link the Relations between the Worker and the User. Approve GroupId Character 10 Group to which the employee is linked upon “ProjTime” Y approval/transfer. Calculate Character 10 Group to which the employee is linked in “Timesheet” Y GroupId connection with calculation. Default Calculate Character 10 Group to which employees are linked in “Timesheet” Y GroupId connection with calculation. Default ProfileId Character 10 Calculation profile which is used if the worker “Standard” Y has made no registrations. ProfileGroupId Character 10 Profile group to be used in automatic profile “Standard” Y search. Fund Character 10 Fund Number of Default Financial Dimension N Level 2 Character 10 Level 2 of Default Financial Dimension N Level 3 Character 10 Level 3 of Default Financial Dimension N Level 4 Character 10 Level 4 of Default Financial Dimension N Level 5 Character 10 Level 5 of Default Financial Dimension N Level 6 Character 10 Level 6 of Default Financial Dimension N Level 7 Character 10 Level 7 of Default Financial Dimension N Level 8 Character 10 Level 8 of Default Financial Dimension N Level 9 Character 10 Level 9 of Default Financial Dimension N
MSFT_DAX_SOW.doc Confidential Page 86 of 89
Payroll Task TYLER CLIENT
No payroll data conversion None None services have been contracted
MSFT_DAX_SOW.doc Confidential Page 87 of 89
Appendix F: Tyler Professional Services
Engagement Management Task TYLER CLIENT
Assign Project Team Members Share Share
Executive Meetings Participate Participate
Risk Analysis Participate Participate
Project Management Task TYLER CLIENT
DYNAMICS AX Project Plan Development & Management Lead Review
Define DYNAMICS AX Project Standards & Procedures Lead Participate
Obtain Executive Mandate None Own
Manage DYNAMICS AX Deliverable Sign‐offs Lead Participate
Manage DYNAMICS AX Implementation Resource Scheduling Own None
Monitor DYNAMICS AX Project Budget Share Share
Risk Management Share Share
Manage DYNAMICS AX Partner 3rd Party Implementations None Own
Schedule Client Resources None Own
Coordinate DYNAMICS AX Interdepartmental Activities Lead Participate
Coordinate Client Interdepartmental Activities Participate Lead
Tyler Project Status Meetings Share Share
Coordinate and Manage Internal Client Project Meetings None Own
MSFT_DAX_SOW.doc Confidential Page 88 of 89
Task TYLER CLIENT
Monitor Client Project Task Completion Participate Lead Monitor Client Project Task Completion Track Project Issues Share Share Track Project Issues
Appendix G: Tyler Products No additional Tyler products are part of this contract beyond Dynamics AX.
Appendix H: Tyler Dynamics AX Support
Tyler Standard Support – All Products Task TYLER CLIENT
Reporting Software issues Participate Lead
Report software issues to Own Review Microsoft
Apply upgrades or hotfixes None Own
Appendix I: Product Enhancements ID Description
1 No Custom Enhancements Defined
Appendix J: Reports ID Description
1 No Custom Reports Defined
Appendix K: Integrations ID Description
1 No Custom Integrations Defined
MSFT_DAX_SOW.doc Confidential Page 89 of 89
AGENDA TITLE: Enterprise Resource AGENDA DATE: July 17, 2014 Planning (ERP) and Financial Management System ACTION: INFORMATION:
STAFF CONTACT/PREPARER: ATTACHMENTS: Yes Quin Lunsford, Finance Director
BACKGROUND: Replacement of current accounting software package with an Enterprise Resource Planning System. This includes a financial management system as part of the overall software package, to replace our current accounting package.
DISCUSSION: For the past three years, staff has been researching, reviewing, and interviewing potential vendors to provide a replacement for our current accounting system, a software package that has been in service since the early 1990’s. The objective in this process is to implement a comprehensive, user- friendly and intuitive system that is available to the majority of Authority employees for efficient and effective management of Authority resources. Our current accounting package (a Sage product called SBT) is on the verge of failure, and the service support from the software vendor ran out in April. We are greatly in need of replacing the accounting package. We view this as a long term investment, and want to implement a system that can expand and grow as the ACSA grows and requires change, including new uses of software and technology applications. This ERP system does that and will take us into the future.
Staff evaluated multiple ERP systems and multiple ERP implementation consultants. It was determined that Microsoft Dynamics AX implemented in conjunction with Tyler Technologies would best meet the Authority’s needs. This is a “best practices” financial system and supports all financial reporting requirements, specifically those issued by the Governmental Accounting Standards Board (GASB). The system will move us from a paper based accounting system to a computerized system for all our financial related transactions. Since the financial system is part of the larger ERP system, it will allow us to grow into and integrate with other modules such as inventory management, a work order system, customer related packages, human resources, etc.
On July 18, 2013, the Board appropriated funds for the purchase and implementation of Microsoft Dynamics AX for Government by Tyler Technologies. The project was placed on hold in the summer of 2013 with the departure of the Director of Finance and contact was reinitiated in April of 2014 by the Authority. ACSA staff requested that Tyler Technologies provide a full demonstration of the Microsoft Dynamics AX platform. Tyler complied and provided nearly a seven hour onsite presentation on June 3, 2014. During the presentation, Tyler showcased the different modules the ACSA would be implementing, answered questions, and discussed specifics related to the implementation process.
Subsequent to the presentation, the Authority staff requested that Tyler provide an updated “Statement of Work” (SOW) tailored for the Authority’s requirements and needs. Tyler provided the SOW and it has been reviewed by both the Finance Director and the IT Manager in significant detail. Specifics related to licensing and other items are currently being discussed with the vendor to solidify the quote. The contract document we just received is with our attorney for review. It is staff’s intention to bring an updated and final request to the Board during the regularly scheduled Board meeting on August 21, 2014.
BUDGET IMPACT: None.
RECOMMENDATIONS: Informational only.
BOARD ACTION REQUESTED: None
ATTACHMENTS: PowerPoint presentation -- Enterprise Resource Planning Implementation
Enterprise Resource Planning Implementation Project Enterprise Resource Planning
• As defined by “webopedia,” Enterprise Resource Planning or ERP is a business process management software that allows an organization to use a system of integrated applications to manage the business and automate many back office functions related to technology, services and human resources.
2 History of Potential ERP Implementation • Over the past three years, staff has: – Determined a need for a robust ERP system – Researched/reviewed available systems – Interviewed potential vendors – Determined that Microsoft Dynamics AX, implemented in conjunction with Tyler Technologies, was the best option – Requested and received an appropriation from the Board to purchase and implement (7/18/13)
3 Why Microsoft Dynamics AX?
• Confidence in product • Familiar user interface • Commitment to Public Sector • Out‐of‐the‐box compatibility with other programs currently utilized by the Authority • Core modules that meet Authority needs
4 Dynamics AX User View
• Dashboard Concept – Tailored to meet individual users needs – Builds on existing Microsoft platform used by ACSA – Frequently used functions, tables, information centers visible and efficient to navigate – See the next slide for a examples of “Dashboard” views.
5 6 7 8 Why Tyler Technologies?
• Out‐of‐the‐box public sector capabilities were jointly developed for Microsoft Dynamics AX by Microsoft and Tyler Technologies
• Comprehensive implementation experience from inception to post‐implementation support
9 10 Modules to be Implemented
• General Ledger • Capital Asset • Accounts Payable Management • Procurement • Budgeting – PO’s – Budget Control – Purchase agreements – Budget Planning – Purchase requisitions • Human Resource • Cash Bank Management Management • Payroll
Note: Modules noted above are provided with the current statement of work. Non‐essential modules will be implemented by the ACSA as schedules permit.
11 Next Steps:
• ACSA management to continue discussion with Tyler to further understand SOW • Contract finalization • August 21, 2014 • Present contract to Board for approval • Implementation schedule • Project managers from the ACSA/Tyler will develop a set of implementation plans that will govern the implementation process; will cover project scope management, schedule management, project communication, etc.
12 Conclusion
• This project will require a significant: – level of effort – financial investment • The ACSA has a strong user group that is motivated to implement a modern ERP system. • Expertise of consultant and energy/vision of the ACSA will ensure a successful implementation.
13 ACSA Board of Directors August 21, 2014 • From the ISO 14001 standard, an organization identifies its environmental impacts, whether adverse or beneficial, from a review of its “…activities, products, and services…”. • Potable water is the primary product we deliver to our customers. • Water Quality recently identified as one of our Significant Aspects in EMS. • Action Plan drafted with some 15 specific tasks, including issues of testing, treatment, water age, flushing, storage tanks, backflow protection, customer complaint response, Taste and Odor Panel assessments, and customer education, particularly the CCRs. • Chemical testing at the largest Urban water treatment plant (South Rivanna) totals some 400,000 tests per year. • Raw, settled, and finished pH and turbidity, settled and finished chlorine, and finished fluoride, are all monitored continuously with a reading logged every 15 minutes (24/7/365). • On finished water, the testing of metals, inorganics, and volatile organics occurs annually; pesticides, herbicides, and radiologicals with reduced frequency.
• Coliform bacteria testing is basis for defining “potable” water. In Urban system, 70 samples/month; no failures in all of 2013. • Residual Chlorine – same sites and frequency as above. • Disinfection By-Products – Trihalomethanes and Haloacetic Acids are chemicals with chlorine and/or bromine in structure; receiving significant attention by EPA and VDH; is primary stimulus for granular activated carbon (GAC) upgrades at treatment plants; DBP formation also linked to water age issues; 8 sites, several at fringes of Urban system, tested quarterly. • Lead and Copper Program – select households based upon copper plumbing and age of pipes; Urban – 30 sites every three years.
• Team of 7/8 ACSA staff members to begin meeting in September to develop improved flushing program. • Attempt to be more proactive in areas of dead-end lines, known high water age, and repeat customer complaint calls. • Purchase of 4-6 automatic flushers for use where high water age is issue; attempt to reduce likelihood of DBP formation.
• Engineering staff has investigated residual chlorine content of storage tanks over past 18 months. • Sampling has occurred from top and bottom of several tanks. • Focus on improving tank mixing to reduce layers of stagnant water, and thus improve water age. Active mixing (mixing is continuous) added to Ednam and Scottsville tanks in past six months; passive mixing (mixing when pumps operational) present in others. • Currently working with engineering consultant to increase frequency of tank cleanings; probable goal of 5-year program in which each tank cleaned every three (3) years per AWWA guidelines. • Recent cleaning of Ednam tank had significant effect on improving chlorine content of Camp Holiday Trails water.
• Monitoring the devices that protect the ACSA system from possible contamination by backsiphonage and backpressure. • Devices located on domestic, fire suppression, and irrigation systems. • In March, 2014, Environmental Compliance group accomplished the nearly 4-year task of having all industrial, institutional and commercial customers install a backflow device on their domestic line(s). • Over 3,500 devices tracked, with annual testing by state-certified contractor required. • Some complaints pertain to appearance of the water – “dirty” (sediment) or “milky” (air). • Some complaints are issues internal to customer’s plumbing – mildew growth; water heater-related; charcoal resin from customer treatment system. • Chlorine complaints often relate to proximity to treatment plant and sensitivity of customer. • Complaints of “earthy”, “musty”, “moldy” “swampy” or “fishy” linked to algae growth in reservoirs, typically May-October, and are the focus of the panel.
• Representatives of RWSA, City of Charlottesville, and ACSA meet 2-4 times/month, as needed. • Odor analysis of reservoir source waters; taste and odor analysis of finished waters, and any customer samples collected. • Standardized procedures, including use of a scale of intensity; documentation of results by each panelist; discussion; averaging of results. • Feedback to the RWSA to possibly increase use of powdered activated carbon (PAC) at specific treatment plant. • Customers told of existence of panel; provides sense of proactive approach.
• Weekly samples sent to outside lab for analysis of geosmin and MIB (methylisoborneol), related chemicals released by certain species of blue-green algae into reservoir water. • These are not toxins, but are the source of the musty odors. • Blue-greens more of a July-September (warm water) problem. • In addition, weekly algal identification and counts (i.e., concentrations) are conducted by RWSA Lab Director. Algal “blooms” can better be identified early. • Panel assessments, analyses, and algal counts are all means to track trends and possibly predict future problems.
• Annual Consumer Confidence Reports are the primary means by which we relay the high quality of our water to customers. • Required by the EPA and VDH, and serves as good PR tool. • Are permanently on the website for Urban, Crozet, Scottsville, and Red Hill systems. • Each report shows results of health-related and aesthetic-factor testing, what the results mean, source water supplies, treatment, and more…all focusing on our high quality product. • Report distribution: Effort to receive quotations, have brochures printed, and coordinate with Mailing Service of Virginia for inclusion with bills is minimal compared to some 12,000 brochures (40%) mailed or hand-delivered by ACSA to customers behind master meters (apartment complexes; mobile home parks; care facilities). • Electronic delivery options now available, but to date have only been used with eBill customers (2,440, or 13%). Customer provided link to CCR on website. • In 2014, we received one (1) request for a “hard copy” brochure from an eBill customer, and not even one compliment, complaint, or follow-up question via e-mail or telephone. • Switching to electronic delivery for all customers is consistent with current technology, a more sustainable approach, in line with EMS and DEQ-VEEP (pollution reduction) programs, serves to bring customers to our website for additional information, and saves the ACSA ~$5,400 annually in contract printing, and in-house preparation, mailing, and hand-delivery costs.
• Proposal to go “full electronic” beginning in 2015 in which customers receive a one page bill insert with a summary of water quality testing for 2014, stressing the high quality of our water, and directing them to the website for full report. • Customer given instructions on how to receive “hard copy” brochure, if interested. • Advance notification of change given in winter customer newsletter (January, 2015).
AGENDA TITLE: Revision of Section AGENDA DATE: August 21, 2014 13-05 - Special Service Fee ACTION: INFORMATION: STAFF CONTACT/PREPARER: Quin Lunsford, Finance Director ATTACHMENTS: Yes
BACKGROUND: ACSA staff is proposing an amendment to Section 13-05 - Special Service Fee of the Rules and Regulations to include additional services.
The primary purpose of the amendment is to clarify the customers’ responsibilities related to services performed by ACSA staff as these fees are critical in the recovery of costs incurred by the ACSA.
DISCUSSION: Certain additional services are sometimes required of ACSA personnel and specific reference to the more common services provided will assist our customers understand and ACSA reference the ACSA Rules and Regulations.
BUDGET IMPACT: None.
RECOMMENDATIONS: Approve changes to Section 13-05 of the ACSA Rules and Regulations to update the definition of the Special Service Fee.
BOARD ACTION REQUESTED: Pass a resolution amending Section 13-05 Special Service Fee, or the Rules and Regulations.
ATTACHMENTS: Resolution amending the Rules and Regulations to adopt the changes to Section 13-05 Special Service Fee.
BE IT RESOLVED by the Albemarle County Service Authority (ACSA) Board of Directors, that the Rules and Regulations are to be amended and reenacted, effective August 21, 2014 as follows:
13-05.SPECIAL SERVICE FEE. The customer will be charged a fee of $26.00 ($72.00 if the service requires an Authority employee to work overtime) if they require any of the following: a) a meter to be turned off due to an emergency (leak on customer side), b) a return trip, after the initial attempt to turn a meter on, c) a return trip, after the initial attempt, to install a meter, d) a trip to inspect a meter box or setter for proper specifications or, e) any request where the issue is on the customer side of the meter. If a customer requires a meter turn-off for an emergency, or if a return trip for a meter turn-on is required because the meter continued to run when it was originally cut on, the customer will be charged a fee of $26.00 ($72.00 if the service requires an Authority employee to work overtime). [Revised 03/19/87, 02/1/05, Amended 07/01/11, 08/21/14]
I certify that the foregoing is a true and exact copy of a resolution adopted by the Board of Directors of the Albemarle County Service Authority in a regular session on August 21, 2014 by a vote of _ to _.
______Gary B. O’Connell, Secretary-Treasurer
ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
AGENDA TITLE: North Pointe AGENDA DATE: August 21, 2014 Oversizing and Off-Site Agreements ACTION: INFORMATION: STAFF CONTACT(S)/PREPARER: Peter C. Gorham, P.E., Director of CONSENT AGENDA: Engineering ACTION: INFORMATION:
ATTACHMENTS: (YES)
BACKGROUND: Since the design and construction of the North Fork Regional Pump Station, the developers of North Pointe have been working with the Albemarle County Service Authority (ACSA) on a plan to extend gravity sewer service to their site. During the design of this off-site extension, the ACSA identified the potential for this gravity sewer extension to serve other properties south of Lewis and Clark Drive. ACSA staff utilized flow projections for properties in the drainage basin of the North Pointe Off-Site gravity sewer and determined 18-inch, 16-inch, and 12-inch diameter sewer mains were required along Route 29 instead of the 12-inch and 10-inch diameter sewer mains needed for the North Pointe development.
The ACSA staff has prepared an Oversizing Agreement in accordance with our standard format between CWH Properties Limited Partnership and the ACSA, a copy of which is attached. Also attached is a map showing the route of the gravity sewer to be oversized. The cost of the oversizing is the difference in bid prices and is estimated to be $99,202.55. The developers of North Pointe anticipate bidding the project within the next month.
In May of 2014, the developer of North Pointe received plan approval from the (ACSA) for the off-site sewer to serve their proposed mixed-use development. Since the proposed off-site sewer main crosses several properties within the ACSA Jurisdictional Area, the developer has requested the ACSA Board of Directors to approve an off-site sewer credit in accordance with ACSA Rules & Regulations.
The ACSA staff has also prepared an Off-Site Credit Agreement in accordance with our standard format between CWH Properties Limited Partnership and the ACSA, a copy of which is attached. The consultant for North Pointe has estimated the construction cost of the off-site sewer main to be approximately $700,000.
010101AgendaItemExecSummNorthPointeOffsiteandOversizingMemo0811142
ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
DISCUSSION: o Sewer extension has the potential to serve more than 800 Equivalent Residential Connections (ERC). o Projected $10-12 million in new sewer connection fee revenues at build- out. o 44% of the capacity being built is to serve off-site properties. o Expands sewer service within the North Fork Regional Pump Station (NFRPS) drainage basin. o All new connections will pay the NFRPS South Zone Special Rate District Fee.
BUDGET IMPACT: Each year funds are set aside in the budget to participate in oversizing utilities constructed to serve new development. The Rate Model includes contingency funds to insure the new pipes are sized to meet the ACSA’s long-range needs. Upon completion and dedication of the off-site sewer extension, the ACSA will reimburse the developer the costs associated with the oversizing portion of the project.
RECOMMENDATIONS: Approve the form of the Oversizing and Off-Site Agreements as presented.
BOARD ACTION REQUESTED: Authorize the Executive Director to execute the North Pointe Oversizing Agreement with CWH Properties Limited Partnership and execute the North Pointe Off-Site Credit Agreement with CWH Properties Limited Partnership upon approval of the bid documents.
ATTACHMENTS: o North Pointe Oversizing Agreement. o Townes Engineering Map showing North Pointe Off-Site Sanitary Sewer Extension. o Letter from Great Eastern Management Company requesting the ACSA’s participation in the North Pointe Off-Site Sanitary Sewer Extension. o North Pointe Off-Site Credit Agreement.
010101AgendaItemExecSummNorthPointeOffsiteandOversizingMemo0811142
ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
AGENDA TITLE: Request for Re- AGENDA DATE: August 21, 2014 Appropriation of FY 2014 Funds ACTION: INFORMATION: STAFF CONTACT/PREPARER: Quin Lunsford, Finance Director ATTACHMENTS: Yes
BACKGROUND: Please consider the following requests for re-appropriation and transfer of funds from fiscal year 2014 to fiscal year 2015.
DISCUSSION:
There are ten outstanding purchase orders with balances totaling $106,221.30 for items ordered but not yet received as of June 30, 2014. Please see the Accounting Technician’s memo (attached).
BUDGET IMPACT: $106,221.30
BOARD ACTION REQUESTED: We respectfully request you approve the re- appropriation of $106,221.30 from fiscal year 2014 to the following accounts in fiscal year 2015: 1. Materials – Water (503-520-410) $8,050.00 2. Small Tools (503-550-380) $8,050.00 3. Machinery & Equipment (503-550-830) $61,227.10 4. Small Tools (503-550-380) $7,222.60 5. Service Contracts (503-510-560) $1,960.00 6. Software (503-510-705) $1,320.00 7. Software (503-510-705) $3,600.00 8. Water Pump Station Supplies (503-550-460) $2,919.00 9. Buildings/Grounds Services (503-550-561) $10,267.00 10. Small Tools (503-550-380) $1,605.60
ATTACHMENTS:
1. Memo from Tonya Foster, Accounting Technician, for re-appropriation of funds for items ordered but not yet received by 6/30/14.
ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
AGENDA TITLE: Virginia Retirement AGENDA DATE: August 21, 2014 System (VRS) ACTION: Informational STAFF CONTACT(S)/PREPARER: Gary O’Connell, Executive Director ATTACHMENTS: YES
BACKGROUND: For a number of years the VRS has been struggling financially in a down economy and “raids” by the General Assembly to save budget dollars. Recent VRS Board actions have been taken to shore up the long-term financing. Employer funding increases, especially school systems, was one action. Another action was to institute a 5% employee contribution to VRS. Another action was as of January 1; all new employees are enrolled in a Hybrid Retirement Plan that will be less expensive and the VRS investments for the past year have dramatically improved (see the attached news story). A better return on VRS investments can help to reduce future employer (ACSA) increases in the actuarial rate, which currently the ACSA employer rate is 9.21% of payroll. VRS does an actuarial study on each member agency, and a new one will be done in 2014 that will set the basis for the ACSA employer contribution rate for FY ’16 (budget year starting July 1, 2015).
BOARD ACTION REQUESTED: Informational; no Board action.
ATTACHMENTS: VRS News Article
010101AgendaItemExecSummVRSMemo081314 ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
AGENDA TITLE: Water Utilities AGENDA DATE: August 21, 2014 Trends ACTION: Informational
STAFF CONTACT(S)/PREPARER: ATTACHMENTS: Yes Gary O’Connell, Executive Director
BACKGROUND: Many utilities around the country are seeing no growth in new customers (or a decline), and an average monthly residential use decrease through water conservation. The attached article highlights this financial dilemma for many water utilities.
The ACSA continues to see some growth in our overall system (about 300 new customers annually has been the trend, and that is continuing). We do see average monthly residential use continuing to decline (see the monthly reports). Our growth has offset the average use decline; that is not the case for many other utilities across the country.
The other major issue water utilities are facing is not keeping up with infrastructure needs (plants, pipes, pump stations), and consequently having a huge financial hole developing. Fortunately, the ACSA (and for that matter our treatment provider RWSA) has kept up with infrastructure needs, with some major projects over the past 5 years. Yet our monthly user rates continue to be below the statewide average.
The attached article shows what is a national dilemma for many utilities, including the Washington area: rising fixed costs and reducing use that require very large customer rate increases. We at the ACSA have avoided that dilemma. Our recent rate study verifies we are in a strong financial position and are adequately addressing our infrastructure needs, while at the same time having below average rates.
BOARD ACTION REQUESTED: Informational, no action.
ATTACHMENTS: Washington Post News Story.
010101AgendaItemExecSummWaterUtilities081314
MEMORANDUM
To: ACSA Board of Directors From: Gary B. O’Connell, Executive Director Date: August 13, 2014 Re: ACSA CIP Projects – Fact Sheets
As part of most Capital Improvement Plan (CIP) projects, the Albemarle County Service Authority (ACSA) conducts a public meeting following the com- pletion of the 50% design plans. The purpose of this meeting is to present the project to residents who will be impacted by the project and to receive feedback on the design. This meeting also gives ACSA staff the opportunity to interact with the public and create relationships that will continue throughout the design and construction phases of the project.
In an effort to provide information to residents not in attendance at the public meeting, the ACSA has developed a Fact Sheet (attached) to disseminate information related to the specific project. The Fact Sheets are typically distrib- uted about a week or two following the meeting and are sent to all property own- ers within the project area.
FACT SHEET
Oak Hill Phase 2 Sanitary Sewer Project
WHY is this project necessary? The Albemarle County Service Authority (ACSA) is extending sanitary sewer service to the Oak Hill neighborhood in an effort to reduce/eliminate failing onsite septic systems which impact the Biscuit Run drainage area. This project is also in response to property owners expressing concerns with their private drainfields.
WHERE will the sewer mains be installed? The new 8-inch diameter sewer lines will, for the most part, avoid paved roadways, except along a portion of Windfield Circle. The alignments will be primarily in the rear of the lots; taking every precaution to avoid conflict with large trees and fences.
WHAT will be installed as a part of this project? The new gravity sewer line will consist of close to 2,400 linear feet of pipe and approximately seventeen (17) manholes. Additionally, twenty (20) service laterals may be designed and installed from the main sewer line to the service connection at the house. For properties not interested in connecting to the new sewer, the service lateral will be extended to the property line or a few feet from the sewer main.
WHEN will the work take place? The duration of construction is estimated at six (6) months. The actual start of construction is unknown at this time due to the Community Development Block Grant process. This construction timeframe accounts for all work associated with this project, including the contractor’s preliminary administrative work and submittals in advance of actual construction operations, all subsequent restoration work, as well as unexpected inclement weather delays. Based on restoration requirements, the contractor’s work is expected to progress at the rate of 30 to 50 feet per day. Normal construction hours are expected to be from 8:00 A.M. to 5:00 P.M., Monday through Friday. The contractor will not be permitted to work on Saturdays, Sundays or holidays without prior approval of the ACSA.
HOW will I be affected by this project? Every reasonable attempt will be made to minimize impacts during construction. Actual pipe laying operations across each property frontage are anticipated to take between two (2) and three (3) days to perform the work. All trench areas will either be backfilled or covered by a steel plate at the end of each work day. You will be notified 24 hours prior to any service interruptions, and will be given the opportunity to re-schedule, as the time for connection nears. All disturbed grass areas will be re-graded to original elevations and seeded; and, all affected driveways will be repaired. Additionally, streets will be restored in accordance with Virginia Department of Transportation requirements. There are several locations where fences will need to be removed to facilitate construction. In those locations, the ACSA will work with property owners on fence replacement. The ACSA will have an on-site inspector to oversee the day to day operations.
WHAT we need from you. In order to determine if this project qualifies for a Community Development Block Grant, the ACSA needs to receive all 20 Salary Surveys. These surveys were mailed out to each property owner along with the public meeting notification. If you have misplaced this document, please contact our office and we will send out a replacement survey. The deadline for submitting these forms is Friday, August 8, 2014. Once our office receives all of the Salary Surveys, a determination will be made whether the project is eligible for grant application. This will determine how the project moves forward in the future.
WHO do I contact if I have issues regarding this project? Due to the grant application process, there will be several future mailings associated with conditional committals, easements, and construction notification. Prior to the start of construction, a notification will be sent with contact information for the ACSA Inspector assigned to this project. Additionally, if you have any concerns regarding this project, you may contact Mr. Jeremy M. Lynn, P.E. at (434) 977-4511.
ALBEMARLE COUNTY SERVICE AUTHORITY
AGENDA ITEM EXECUTIVE SUMMARY
ITEMS NOT ON THE AGENDA
AGENDA TITLE: U.S. 29 North and AGENDA DATE: August 21, 2014 Rio Road Interchange Project ACTION: Informational
STAFF CONTACT(S)/PREPARER: ATTACHMENTS: Yes Gary O’Connell, Executive Director
BACKGROUND: The Virginia Department of Transportation (VDOT) has set a goal of completing a new grade-separated interchange at U.S. 29 North and Rio Road by the summer of 2016. VDOT plans to award the construction for the Rio interchange in early March, 2015. This is a very accelerated project. VDOT has issued a Request for Qualifications for a single firm to design and build a $31 million grade-separated interchange at Rio Road and U.S. 29 North, a $54 million extension of Berkmar Drive, and a $51 million widening of U.S. 29 North between Polo Grounds Road and Hollymead Town Center. All three (3) projects are to be completed by October, 2017. VDOT is responsible for the relocation and cost of the utilities (water and sewer lines in the case of ACSA and RWSA) within the project boundaries.
The ACSA staff has had preliminary discussions with VDOT on the water and sewer line locations. There are two ACSA sewer line crossings across 29 north that will need to be relocated. There are a large number of water service connections throughout the area that will be impacted.
Probably the most significant impact is on RWSA’s very large (24”) water transmission line that runs in the median along 29 north.
BOARD ACTION REQUESTED: Informational.
ATTACHMENTS:
-29-Rio - Design Concepts/Renderings -Water and Sewer Utilities Map - Locations
010101AgendaItemExecSumm29NorthRioInterMemo081214
Albemarle County Service Authority (ACSA) Summer, 2014 Volume 4, Issue 1 The Pipeline
Dear ACSA Customer, I am happy to bring you the summer edition of The Pipeline; a semiannual newsletter that includes updates and important information relating to our water. The ACSA turned 50 this year and I would like to thank our customers for helping us reach and celebrate this important milestone. In this edi- tion, you will find tips and information on ways to conserve water during these hot summer months, as well as learn about the ACSA’s water conserva- tion efforts and events. To give you an inside view Serve and Conserve Today, Sustain for Tomorrow, and Protect Our Resources Forever of our operations, we have included mini updates from our ACSA departments. NEW RATES EFFECTIVE JULY 1ST Please connect with us on both Facebook and Twitter to stay up-to-date on information and ser- You will find in your monthly bill the new rates that took effect on vices relating to our water. July 1st. Much of this increase is due to an advanced water filter- ing project that will improve water quality for our customers. Executive Director The average residential customer, using 4,000 gallons a month, will see a water and sewer bill increase of $4.31 per month. For more information about the new rates, see our website at www.serviceauthority.org. OUTDOOR WATER USE TIP ACSA’s 50th ANNIVERSARY-1964-2014 Check your sprinkler frequently, and adjust sprinklers so only your The ACSA celebrated their 50th anniversary in lawn is watered and not the April. We honored past and present Board mem- house, sidewalk or street. Water bers, former Executive Directors, employees and, your yard early in the morning to of course, ACSA customers. Thank you for help- prevent evaporation. ing us celebrate 50 years of serving and conserving.
RAGGED MOUNTAIN DAM NEARING COMPLETION The new earthen dam at Ragged Mountain is nearly finished. The earth work construction on the dam is completed, and the new dam is at the full height of 129 feet. The reservoir will start to fully fill in early August, and is estimated to take 10-25 months, depending on rainy weather. This enlarged reservoir gives the community a long-term water supply. Pa ge 2 The Pipeline Volume 4, Issue 1
ACSA COMMUNITY WATER CONSERVATION EVENTS As a part of our ongoing commitment to educate our customers about water conservation through our Water Conservation Program, ACSA has committed to conducting various community events throughout the year.
Fix-A-Leak Event - This past March, the ACSA supported the City of Charlottesville in an event to kick-off Fix-A-Leak Week at Pen Park. This event included a family 5K race, that passed through the expanded nature trails, music, and face painting. The ACSA’s display table offered tips on water conservation, water brochures, Rain Barrel and Toilet Rebate applications, and lots of giveaways. The ACSA’s goal was to educate cus- tomers on water conservation and our rebate pro- grams. Join us next year for this fun family event!
Rain Barrel Workshop — In May we hosted our annual Rain Barrel Workshop at the ACSA. The purpose of the workshops is to educate customers on rainwater harvesting, the benefits and installation of a Rain Barrel, and water conservation techniques within your property/home. We would love for you to join us at our next workshop.
ACSA Inside Info MAINTENANCE DEPARTMENT: The ACSA’s Maintenance personnel makes every effort to keep the water/sewer sys- tems, that our customers rely on, operating 24/7. System emergencies include water leaks in the street, accidents where vehicles have hit fire hydrants, pump station alarms, sewer line blockages, missing valve and sewer lids, etc. For nights, weekends and holidays there is an on-call employee that is responsible for investigating and handling emergen- cy issues. Residents with emergencies are encouraged to contact our answering service at 1-888-252-3468. ENGINEERING DEPARTMENT: The Engineering Department has many ongoing projects within the County. The Cro- zet Phase 2 Water Main Replacement Project will replace water mains along several streets in the Crozet area. The design is underway for the Glenmore Ground Storage Tank, Pump Station, and Water Main Project which will provide emergency water storage to the Glenmore community. The Ivy Road/Flordon Water Connection Project will provide a redundant water feed to the subdivisions west of town. FINANCE DEPARTMENT: DID YOU KNOW! The ACSA provides water to a variety of customers. Interestingly, in a typical year, single family and multi-family customers consume 69% of all water provided by the ACSA. The remaining 31% of water is consumed by office, commercial and institutional customers.
HYDRANT FLUSHING TO IMPROVE WATER QUALITY: At some point, you have possibly seen ACSA crews flushing water from fire hydrants in your neighborhood, or in other parts of the community, and were concerned with the amount of water being used. This flushing was likely in response to a customer com- plaint of discolored water or of the taste of the water, and by flushing from a hydrant we are able to quickly move a large volume of water through our distribution lines and correct the problem. There are also select lo- cations at which we proactively flush in an attempt to prevent these problems from occurring. Please be as- sured that the amount of water we use for flushing is the minimal amount to eliminate the problem, and provide you with the highest quality water. ACSA Board of Directors
Clarence Roberts, Chair (Rivanna District) Gary O’Connell William Kittrell, Vice-Chair (White Hall District)
Jennifer Sulzberger (Samuel Miller District) Executive Director 168 Spotnap Road Charlottesville, VA 22911 (Tel) 434-977-4511 Holly Hueston (Scottsville District) www.serviceauthority.org Kimberly Swanson (Rio District) This newsletter was developed by ACSA staff and printed on Charles Tolbert (Jack Jouett District) recycled paper.
MEMORANDUM
To: ACSA Board of Directors From: Clarence Roberts, Chair Date: August 6, 2014 Re: Appointment of Audit Committee cc: Norman Yoder, Brown Edwards; Gary O’Connell, Executive Director; Quin Lunsford, Director of Finance
Last year, we appointed two members of the Board, Lizbeth Palmer and Holly Hueston, to serve on the ACSA Audit Committee. Holly Hueston has expressed interest in continuing to serve on the committee this year as well. The Audit Committee will meet with the auditors from Brown Edwards to discuss the annual audit, and any auditor comments. This year, the audit committee will also be reviewing the Procedures Reports and Management Responses for Information Technology (IT) and HR/Admin (Human Resources and Administration).
Per the ACSA by-laws, I have appointed Holly Hueston and Charles Tolbert as the Audit Committee for the Board (Article V- Committees 5.2 Special Committees: “The Chairman may appoint such special committees as he may deem necessary”).
We are notifying the audit firm partner for Brown Edwards, Norman Yoder, of this appointment, and he will be working with Ms. Hueston and Mr. Tolbert as the ACSA goes through the audit process.
The plan is to bring the Annual Financial Report to the Board at the November 20 meeting. Also, at the meeting, Brown Edwards will present their audit report and comments.
GO/dst
BODAppointmentAuditCommitte Memo080614
BY-LAWS
ALBEMARLE COUNTY SERVICE AUTHORITY
ARTICLE I - PREAMBLE
1-1. This authority was created on April 16, 1964, by action of the Board of Supervisors of the County of Albemarle, under provisions of Virginia Water and Sewer Authorities Act, Section 15.1-1239 through 15.1-1270, Code of Virginia, 1950, as amended.
1-2. The official title of this authority is designated by the aforesaid Board of Supervisors is: “Albemarle County Service Authority”.
1-3. These bylaws or rules for the transaction of the business of this authority are made pursuant to authority vested in this authority under Section 15.1-1250(b) of the Code of Virginia of 1950 as amended and in accordance with the general provisions of the laws of the Commonwealth of Virginia governing water and sewer authorities as set forth in said 1950 Code in Chapter 28, Title 9, Virginia Water and Sewer Authorities Act.
ARTICLE II - MEMBERS
2-1. This authority shall consist of six members, said members to be appointed by the Board of Supervisors pursuant to Section 2-26 of the Albemarle County Code.
2-2. The members of the authority shall not be elective public county officers nor assistants to elective county officers.
2-3. All members of this authority are appointed by the Albemarle County Board of Supervisors for terms of four (4) years.
2-4. The authority may provide for the payment of expenses of this authority and a reasonable compensation for members of the authority who are not county employees.
2-5. Any vacancy in membership will be filled by appointment of the County Board of Supervisors and such appointments will be for the unexpired term only.
2-6. Any appointed member may be removed by the Albemarle County Board of Supervisors for inefficiency, neglect of duty, or malfeasance or misfeasance in office.
Page 1 ARTICLE III - OFFICERS AND THEIR SELECTION
3-1. The officers of the Service Authority shall consist of a chairman, a vice-chairman, a secretary-treasurer and an executive director. The secretary-treasurer and the executive director need not be members of the authority.
3-2. Nomination of officers shall be made from the floor at the annual meeting held in January of each year. The elections shall take place at the same meeting.
3-3. A candidate receiving a majority vote of the entire membership of the Service Authority shall be declared elected. He shall take office immediately and serve for one (1) year, or until his successor takes office.
3-4. Vacancies shall be filled by regular election procedures at the next regular meeting.
ARTICLE IV - DUTIES OF OFFICERS
4-1. The duties of the chairman are:
a. To preside at all meetings. b. To appoint all committees, with the exception of the Executive Committee. c. To rule on procedural questions (subject to a reversal by a 2/3 vote of members present). d. To carry out other duties as assigned by the authority.
4-2. The duties of the vice-chairman are:
a. To act in the absence of the chairman.
4-3. The duties of the secretary-treasurer are:
a. To keep a written record of all business transacted by the authority. b. To notify members of the meetings. c. To keep all official records and reports of the authority. d. To certify all records, and reports of the authority. e. To attend to the correspondence of the authority. f. To keep a record of the minutes of meetings.
Page 2 ARTICLE V - COMMITTEES
5-1. Executive Committee: An executive committee consisting of the chairman of this authority and not less than two other members may be elected by the authority from the membership.
The executive committee may exercise between meetings of this authority all powers of the authority, or such powers as the authority may from time to time determine.
5-2. Special Committees: The chairman may appoint such special committees as he may deem necessary.
ARTICLE VI - MEETINGS
6-1. Regular meetings of the authority shall be held monthly on the third Thursday of the month at 9:00 a.m.
6-2. Special meetings shall be called at the request of the chairman or at the request of a majority of the membership. Written notice of meetings shall be given to each member at least two (2) days prior to such meetings.
6-3. All regular meetings, records, and accounts shall be open to the public.
6-4. A majority of the membership of the authority shall constitute a quorum. In any meeting where there is otherwise a quorum and any member declares a potential conflict of interest on any matter of business the remaining eligible members shall constitute a quorum for the transaction of that business matter. Approval of any business matter shall require a majority vote of eligible non- abstaining members. Voting may be by roll call, in which case a record shall be kept as part of the minutes.
6-5. If a quorum is physically present to conduct a meeting of the Authority’s Board of Directors or one of its committees, other members may attend and participate in such meeting from a remote location by telephone or other audio or video means, provided such attendance complies with the provisions of the Virginia Freedom of Information Act, as amended from time to time. A member wishing to attend in this manner shall advise the clerk of the board a reasonable time before start of the meeting, so that the necessary equipment can be put in place.
Page 3 ARTICLE VII - ORDER OF BUSINESS
7-1. The order of business of a regular meeting shall be:
a. Call to order by the chairman. b. Determination of a quorum. c. Approval of minutes of regular meeting and of executive committee meetings. d. Matters from the public. e. Consent Agenda. f. Matters of business and discussion. g. Matters not listed on the agenda. h. Adjournment.
7-2. Parliamentary procedure in authority meetings shall be governed by the adopted rules of order, namely Robert’s Rules of Order.
ARTICLE VIII - AMENDMENTS
8-1. These rules, excepting Articles I and II, may change by a two-thirds vote of the entire authority after ten days notice has been given them of the projected change.
BY-LAWS ADOPTED: January 17, 1966 AMENDED: March 9, 1967 March 9, 1978 April 17, 1986 December 18, 1997 December 16, 1999 December 17, 2009 July 17, 2014
030304 ACSA BYLAWS REVISED 071714
Page 4 MOTION: MEETING DATE: August 21, 2014
SECOND:
RESOLUTION
BE IT RESOLVED by the Board of Directors of the Albemarle County Service Authority that the Board needs to enter into Executive Session to consider the following matters:
1. Pursuant to Va. Code §2.2-3711 A (3) to discuss the disposition of publicly held property where discussion in an open meeting would adversely affect the bargaining position or negotiating strategy of the public body.
VOTE:
AYES:
NAYS:
(For each nay vote, the substance of the departure from the requirements of the Act should be described).
ABSENT DURING VOTE: ABSENT DURING EXECUTIVE MEETING:
______Gary B. O’Connell, Secretary-Treasurer
MOTION: MEETING DATE: August 21, 2014
SECOND:
CERTIFICATION OF EXECUTIVE MEETING
WHEREAS, the Board of Directors of the Albemarle County Service Authority has convened an executive meeting on this date pursuant to an affirmative recorded vote and in accordance with the provisions of The Virginia Freedom of Information Act; and
WHEREAS, §2.2-3711 A (3) of the Code of Virginia requires a certification by this Board that such executive meeting was conducted in conformity with Virginia law;
NOW, THEREFORE, BE IT RESOLVED that the Board hereby certifies that, to the best of each member's knowledge, (i) only public business matters lawfully exempted from open meeting requirements by Virginia law were discussed in the executive meeting to which this certification resolution applies, and (ii) only such public business matters as were identified in the motion convening the executive meeting were heard, discussed or considered by the Board.
VOTE:
AYES:
NAYS:
(For each nay vote, the substance of the departure from the requirements of the Act should be described).
ABSENT DURING VOTE: ABSENT DURING EXECUTIVE MEETING:
______Gary B. O’Connell, Secretary-Treasurer