HomeMy WebLinkAbout25733 C'9CIPORr'�P
AGENDA
SPECIAUADJOURNED REGULAR MEETING
OF THE AZUSA CITY COUNCIL
AZUSA LIGHT AND WATER DEPARTMENT MONDAY, NOVEMBER 24, 2003
729 NORTH AZUSA AVENUE 7:30 P.M. (Immediately following
the Utility Board Meeting)
1. PRELIMINARY BUSINESS
• Call to Order
• Pledge to the Flag
• Roll Call
II. PUBLIC PARTICIPATION - Please note that public comments are welcomed by recognition of the
Mayor.
III. CLOSED SESSION (7:30 p.m.)
A. CONFERENCE WITH LABOR NEGOTIATORS (Gov. Code Sec. 54957.6)
Employee Organizations: APOA and APMA
N. AGENDA ITEMS
A. MAP (Management Action Program) Workshop. . (Recommendation: Conduct workshop.
V. ADJOURNMENT
A. Adjourn.
'In compliance with the Americans with Disabliltles Act, Ifyou need special assistance to particlpate in a
cltymeeting, please contact the City Clerk at 626-812-5229. Notification three (3) working days prior
to the meeting or time when special services are needed will assist staff In assuring that reasonable
arrangements can be made to provide access to the meeting."
AZUSA
11GHT R%Alit
AGENDA
REGULAR MEETING OF
AZUSA UTILITY BOARD
AND
AZUSA CITY COUNCIL
AZUSA LIGHT &WATER MONDAY, NOVEMBER 24, 2003
729 N.AZUSA AVENUE 6:30 PM
AZUSA, CA 91702
AZUSA UTILITY BOARD
DIANE CHAGNON
CHAIRPERSON
DICK STANFORD DAVE HARDISON
VICE CHAIRPERSON BOARD MEMBER
CRISTINA C. MADRID JOSEPH R. ROCHA
BOARD MEMBER BOARD MEMBER
6:30 p.m. - Convene to Regular Meeting of the Azusa Utility Board and Azusa City Council
• Call to Order
• Pledge to the Flag
• Roll Call
1. PUBLIC PARTICIPATION
(PersonlGroup shall be allowed to speak without interruption up to five (5)minutes maximum
time, sub)ect to compliance with applicable meeting rules. Questions to the speaker or
responses to the speaker's questions or comments, shall be handled after the speaker has
completed his/her comments. Public Participation will be limited to sixty(60)minutes time.)
The Consent Calendar adopting the printed recommended action will be enacted with one vote. /f Staff or
Councilmembers wish to address any item on the Consent Calendar individually, it will be considered under
SPECIAL CALL ITEMS.
11. CONSENT CALENDAR
A. Minutes. Recommendation: Approve minutes of regular meeting of October 27, 2003, as written.
II-A.UB Mm
10-27-03
B. Engineering Plan Copier. Recommendation: Adopt specifications for a replacement engineering
plan copier and authorize bidding.
II-B. En® pier
C. Water Main Replacement Project W-186. Recommendation: Award contract to Henckels &McCoy
for construction of Project W-186.
II-C,Water Main
Project W-186
D. Easement Agreement. Recommendation: Approve amendment to Reciprocal Easement Agreement
for Central Business District Parking Court with City of Azusa and Redevelopment Agency.
II-D. Easement
Amendment
E. Construction Inspection Services for Kirkwall Substation. Recommendation: Award contract to
Onsite Energy Services in amount not to exceed $20,000 for construction inspection services at
Kirkwall Substation including Edison transmission line work along Gladstone Street.
WWI
UM
II-E.
IGrl walHrkspectSery
F. Inspection Services for Water Main Replacement Project W-186. Recommendation: Award
contract to Wren &Associates in amount of $38,500 for inspection services on Project W-186.
II-F. Water
Inspection Contract -
2
Ill. SCHEDULED ITEMS
A. Water Rate Rule Amendment. Recommendation: Approve resolution amending schedule of water
rates to add a schedule for residents with fire sprinkler systems.
E
III-A. Mtn Cove Fire
Service
B. Wj Fi Study. Recommendation: Defer consideration of offering a wireless internet service for one
year based on the financial evaluation of municipal wireless enterprise by RW Beck.
III-B. WI FI Report
C. Annual Transmission Revenue Balancing Account Adjustment ("TRBAA") Filing. Recommendation:
Approve resolution authorizing staff to file annual TRBAA filing with Federal Energy Regulatory
Commission.
9
III-C. 1RBAA
IV. STAFF REPORTS/COMMUNICATIONS
A. Kirkwall Substation Project Monthly Update
IV-A. lOrkwall
Substation Update
B. Monthly Power Resources Update
IV-B. Moly Power
Resource Report
C. 2004 California Municipal Utilities Association Legislative Briefing, Visits &President's Reception on
January 12, 2004
IV-C.CMUA--Leg
Briefing
3 003
D. EY 2003-04 1 sT Quarter Work Plan Updates
IV-D.WIPW Update
V. CLOSED SESSION
A. Conference with Legal Counsel-Anticipated Litigation
Government Code Section 54956.9(b)
Significant Exposure to Litigation- 1 case
VI. ADIOURNMENi
A. Adjournment.
"In compliance with the Americans with Disabilities Act,Ifyou need special assistance to participate in
a city meeting, please contact the City Clerk at 626-8/2-5229. Notification three (3) working days prior
to the meeting or time when special services are needed wi/l assist staff in assuring that reasonable
arrangements can be made to provide access to the meeting."
4 004
3r • • w
vC�"�R�`
CITY OF AZUSA
MINUTES OF THE REGULAR
MEETING OF THE AZUSA
UTILITY BOARD/CITY COUNCIL
MONDAY, OCTOBER 27, 2003 - 6:30 P.M.
The Utility Board Members of the City of Azusa met in regular session,at the above date and time
in the Azusa Light and Water Department Conference Room, located at 729 N. Azusa Avenue,
Azusa, California.
Chairperson Chagnon called the meeting to order. Call to Order
ROLL CALL Roll Call
PRESENT: BOARD MEMBERS: HARDISON, CHAGNON, MADRID
ABSENT: BOARD MEMBERS: STANFORD, ROCHA
ALSO PRESENT: Also Present
City Attorney Ferre, City Manager Cole, Director of Utilities Hsu,Assistant City Manager Person,
Deputy City Manager Gutierrez,Administrative Technician Yang,Assistant to the Utilities Director
Kalscheuer,Assistant Director of Customer Care and Solutions Vanca,Assistant Director of Water
Operations Anderson,Assistant Director of Resource Management Tang, Senior Electric Engineer
Langit,Customer Service Leader Tapia, Business Development/Public Benefits Coordinator Reid,
City Clerk Mendoza, Deputy City Clerk Toscano.
Public Participation Pub Part
Mr. Art Morales addressed Board Members noting that although the City of Azusa's image has A. Morales
been improving, the Colonial and Western Inn hotels have been deteriorating, and he asked that Comments
the City Manager's office look into the matter.
Customer Appeal-the Customer Billing Dispute of Mr. Chris Babakitis was continued to the next Customer
meeting in November. Mr. Babakitis works for Edison and is currently working on an emergency Dispute
situation with regard to the recent fires. Continued
November
Meeting.
005
The CONSENT CALENDAR consisting of Items III-A through III-G, were approved by motion of Consent Cal
Board Member Hardison, seconded by Board Member Madrid and unanimously* carried,with the Approved
exception of items III-A and III-D, which were considered under the Special Call portion of the 111 A & D
Agenda. Spec Call
A. SPECIAL CALL. Spec Call
B. Approval was given to waive formal bidding procedures for turnkey interactive conversation LivingWise
education program for Azusa sixth grade students; and award the purchase to LivingWise. Educ Prgm
C. Authorization was given for an amendment in the amount of$20,000.00 to the Blanket Amend P.O.
Purchase Order issued to Bristol Babcock, Inc. for the fiscal year ending June 30, 2004. Bristol Bab.
D. SPECIAL CALL ITEM. Spec Call
E. Authorization was given to approve bidding for destruction of three abandoned wells located Authorize
at 209 Grandview Drive, 16706 E. Cypress and 16106 E. San Bernardino Road and to bids dstr.
authorize the solicitation of bids. Wells
F. The Maintenance Agreement for routine testing, inspection and maintenance of existing 15 Maint Agmt
circuit breakers at Azusa Substation was awarded to ABB Power T&D Services in the amount Circuit Break.
not to exceed Fifteen Thousand Eight Hundred Seventy Dollars ($15,870). Az Substn
G. The Reimbursement Agreement with Standard Pacific Corporation/AzusaAssociates and the Rmbrsmt
disbursement of funds associated with the Reimbursement for the oversizing of water Agmt w/
facilities constructed during the Mountain Cove Development was approved. Standard Pac
Special Call Items Spec Call
Items
Board Member Hardison requested that the minutes reflect Councilmembers as Board Members Hardison
as they are meeting as a different entity, the Utility Board. Moved by Chairperson Chagnon, Comments
seconded by Board Member Hardison and unanimously* carried to approve the minutes of the Min appvd
September 22, 2003 Utility Board Meeting.
Chairperson Chagnon addressed the contract for River Project Consultant, expressing concern Chagnon
regarding a possible conflict between Scope of Services and Exhibit C, Compensation, regarding Comments
paying for business expenses. Assistant City Manager Person responded stating that they pay the
salary and that there is reimbursement for minimal expenses. Chairperson Chagnon requested
that section 3.3.1 be amended to read "without written approval of the Utility Board". She
expressed the need for accountability and that the phrase "on an as needed basis" is not tied in to
project performances, and is too vague. Mr. Person responded listing actual tasks that Ms.Avila
is working on and Board Member Madrid added that the work done by Ms. Avila is evolving.
Chairperson Chagnon also noted that there are some projects that relate to utility and that others
relate to water and expressed concerns regarding mixing funds.
Moved by Chairperson Chagnon, seconded by Board Member Hardison to approve a contract,as Contract w/
amended, with Suzanne Avila in an amount not to exceed $63,750 to provide San Gabriel River S. Avila
Consulting Services FY 2003-04 and to grant subject contract an exemption from the competitive Approved
selection process (professional services).
Staff responded to questions posed by Board Member Madrid regarding the destruction of Wells; Destruction
as to the size of the wells and if they are inhibited. Of wells
question
10/27/03.PAGE TWO
006
Scheduled Items Sched Items
Assistant Director of Customer Care and Solutions Vanca addressed the Board Members Neighbor
presenting a proposed Neighbor Assistant Program which would pay a maximum of $50 per Assistant
qualifying residential water account per fiscal year. She detailed the specifics of the program and Program
advised that funds for the program would come from customer contributions by writing a
separate check or rounding up to any even dollar amount on their utility bill. Further that it would
be run on a first-come first-service basis as funds are available. She stated that advertising would
be done throughout the year on the utility bill message.
Chairperson Chagnon offered a Resolution entitled:
A RESOLUTION OF THE AZUSA UTILITY BOARD/CIN COUNCIL OF THE CITY OF AZUSA, Res. 03-C84
CREATING A NEIGHBOR ASSISTANCE PROGRAM. Neighbor
Assistance
Moved by Chairperson Chagnon, seconded by Board Member Hardison to waive further reading Program
and adopt. Resolution passed and adopted by the following vote of the Council:
AYES: BOARD MEMBERS: HARDISON, CHAGNON, MADRID
NOES: BOARD MEMBERS: NONE
ABSENT: BOARD MEMBERS: STANFORD, ROCHA
Assistant Director of Customer Care and Solutions Vanca addressed Board Members presenting a Asst Dir Cust
new SPEEDPAY(two year pilot program)where customers can make payment 24 hours per day, 7 Care &Sol
days a week via a toll free telephone number, through a link from Azusa Light&Water's website Comments
or directly from SPPEDPAY's website. During business hours, from Light&Water office customers
can either use the pay phone in the lobby to call SPEEDPAY's toll free number or the Customer
Utility Representatives, including cashiers, can assist customers with the payments via
SPEEDPAY's website. There will be no charge to Azusa Light and Water. She detailed other
information regarding the program, answered questions posed and stated that if approved, it will
begin January, 2004.
Board Member Hardison offered a Resolution entitled:
A RESOLUTION OF THE AZUSA UTILITY BOARD/CITY COUNCIL OF THE CITY OF AZUSA, Res. 03-C85
AWARDING A CONTRACT FOR THIRD PARTY UTILITY BILL PAYMENT SERVICES TO SPEEDPAY. SPEEDPAY
Moved by Board Member Hardison,seconded by Board Member Madrid to waive further reading
and adopt. Resolution passed and adopted by the following vote of the Council:
AYES: BOARD MEMBERS: HARDISON, CHAGNON, MADRID
NOES: BOARD MEMBERS: NONE
ABSENT: BOARD MEMBERS: STANFORD, ROCHA
Staff Reports/Communications Staff Rpts
Director of Utilities Hsu provided an information item regarding the Annual Adjustment of Dir of Utilities
Replacement Water Cost Adjustment Factor (RWCAF),stating that The RWCAF,by tariff adopted RWM
in 1992 requires an annual review, and if necessary, is adjusted. He stated that the RWCAF will be Update
adjusted for fiscal year 2003-04 to an amount of$0.09 per ccf(hundred cubic feet),effective for
all bills rendered after October 31, 2003.
10/27/03 PAGE THREE
007
Moved by Board Member Madrid, seconded by Board Member Hardison and unanimously* Monthly
carried to receive and file the Monthly Power Resources Update. Power Res
It was consensus of the Board Members to receive and file the Kirkwall Substation Project Monthly Kirkwall Sub
Status Report. Station
Director's Comments Dir Com
Board Member Madrid addressed item regarding the article "an Interview with Larry Anderson,. Article
Director, Utah Division of Water Resources, "Government West, July/August 2003, regarding Re: Larry
reduction of water consumption. City Manager Cole responded stating in relationship to the Anderson
Results Based Budgeting—Vital Factors, this would be a good issue with regard to setting goals.
Board Member Hardison expressed appreciation to Assistant Director of Customer Care and Appreciation
Solutions Vanca for the contract for the third party vendor customer payment program. To Vanca
Director of Utilities Hsu provided an update on the meeting with Mountain Cove residents and the Dir of Util
issue of the 2" water meters. He stated that they will be bringing an item to the Utility Board Mtn Cove
November meeting with a proposal/compromise, they will charging the residents with the 2" 2" meters
meters the same cost as the residents with the I" meters, plus, a reduced fire service charge.
It was consensus of Councilmembers to recess to Closed Session to discuss the following:
Closed Sess
Conference With Legal Counsel —Anticipated Litigation
Government Code Section 54956.9(b) Anticipated
Significant Exposure to Litigation— 1 Case Litigation
One Case
The City Council recessed to Closed Session at 7:12 p.m. and reconvened at 7:55 p.m. There
was no reportable action taken in Closed Session. No Rpts
It was consensus of Councilmembers to adjourn.
Adjourn
TIME OF ADJOURNMENT: 7:56 P.M.
SECRETARY
NEXT RESOLUTION NO. 03-C86.
10
10/27/03 PAGE FOUR 008
j
rErF
AKUSA
i cnr a merro
;j
CONSENT CALENDAR
TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD
AND AZUSA CITY COUNCIL
FROM: JOSEPH F. HSU, DIRECTOR OF UTILITIES
DATE: NOVEMBER 24,2003
SUBJECT: ADOPT THE SPECIFICATIONS FOR A REPLACEMENT ENGINEERING PLAN
COPIER AND AUTHORIZE CITY CLERK'S OFFICE TO ADVERTISE FOR BIDS.
RECOMMENDATION
It is recommended that the Utility Board/City Council adopt the specifications for a
replacement engineering plan copier and authorize the City Clerk's office to advertise for bids.
BACKGROUND
Azusa Light &Water Utility Engineering Division currently uses an aging Xerox engineering plan
copier purchased sometime in 1995. This engineering plan copier is used by both water &
electric personnel and on some occasions by other City departments for reproducing plans
and drawings used in field operations or construction. After more than 8 years of continued
use this existing equipment has reached its economic useful life. Maintenance & service
support from manufacturer will soon be limited due to discontinued production of existing
copier equipment and spare parts. Therefore it is prudent to replace the existing equipment
before it breaks down and requires repair at higher costs.
FISCAL IMPACT
Funds for replacing old engineering plan copier are budgeted this fiscal year under both
Electric &Water Budget Accounts # 33-40-735-800-7150 and 32-40-721-751-7150.
Prepared by:
F. Langit Jr. PE, Senior Electrical Engineer
CopierSpecs.pdf
009
Nov CE IN6qIING Bms
Ft3lzi�-SA Alo i)'LMLit :AN(.MI EAT4G PLAN COPIER t PRINTEi
RECUP'T OF PROI. GSATLS. . otioe isbereby givt thatrseated Prop els will be received at
the office of City ClcTX City Hall, 213 East Foothill BouleVard-, AZM, Califtt#oia;-91702, ttt i
010, li AM, on Monday,Docernber 15. 20113, foe the fktp-isl ng ae tl Y)eliverui�a Fngi asaerin�Pf
Ca iertlariuter to thetitv otA&UM tiebt&water-Npai;ment
SPECIFICATIONS. ,Copies of the Specifieation� may be obtained or examined without charge
at the office of the A?usa i,islif and water Denar t, 729: Horth Azusa Avenue, A
California 91702
GUARt+' ME. FAch. bill shall• be made on a .proposal fdrniat, in aeeordance with :the
Specificadons:and sliall.be accompamcd by .certified check, cashier's r ecti ar b1dders"-1h0.D 1,
paybble to die City in a stun not fess ilinn frit a eot(1 it°off is tbc'anrount t.f t bid .a guatmact'
dint tEte biddertvehdor will fua 'end deiiv€r«(uiprireait�tha til!amouat.ttf socia xantec tv Fac
forfeited to the City should said lsidderAvfidor WW deliver:dte cgaagiineirt within a p'resecltied
bine after being aw-arded•vvitlr the tiitl::
Prl YA'tENT.ifaxaarded f0payinentWill bemade to'tltc hiddcrlvcaidtir tiithiri 35 daysAll
the delis cry of the kuipment and upon teed t of invoice.
MENINTG OF PR-0,PO.SALS. The proposals will be pirblicty dpi ned dread at,tlie Brite find
date',Swted aboIve, in the;Ciiy Clerk's offree, and therea$eMbe results wilfb6 itfetrcd to tate City
Council?Utility Board for:considetaddn at their next miprlar mecti te:
Crrys RiGim 12ESm`tx o. The Cityresew cs the hgbt;ua a-jict of ace -Pt any or all bidsf to
%va)ve any Informality in a bid, and,to snake awards tri the imerest cif the City: No l idiler'vehdor.
may withdraw his bid for a period�pf 30 days sitar the bid opening.
CffV OF AZUSA
City Merle
Dated,
Dates.Publisbect
ASII3A LIGHT tt, WATER
EROINIM,ING 'PLAN COPIER/PRINTER sPRCIi'ICATION§
. . nov ,, ar 24, 30€43:
This wide format engineering plan cop.ierlpriinter, Whether..
fabricated as a whole or. in ,separate ;compartments, shall
consist of an integrated control unit capable: of
copying/printing. iits overall furction should alloy the
operator tomake. copy of a certain . image ori a sheet of
media such aS .bond, vellum, blue print,: and maintain image
in the same original formal or tran 5lste' same image into
different formats. in addition, thecopier /pr=inter should
be capable to 'Store conies' electronically, then either:
immediately or at later time print out one; or multiple;
enlarged or reduced copies of 'the original image. .
Copying/printing feature. shall accept., media with , sines'
ranging from. 4;ix5". to 42"xl00".; . ani Nath thickness' app to
0.5": it shall be able to :chake 'copy of Mbnoch=ome .and color
oa^i.g nal anti.: scale the copies to some` percentage of the
original. it shall have: the 'ability to rotate; 'mirrors
inverse the original image,. . and set multiple contrast,
setting levels; It shall be 'able to translate original
images of lines, photo, or drawing into, di.ffe°rent industry-
electronic
industry
electronic file formats. Engineering plan copierlprinter
unit shall be capable to contain three .roll or sheet media :
holder compartments for multiple sizes :and,pages of `prints;'
Moreover, it sbal,l ::Tae eapable ;to print ;-on iri4vid0l sheet
selectable from g.5"x13" to .30"x 82' . The-' engineering plan.
C opier/printer shall have built in hardware or software to
store . image information( in files with in initial capacity::
of. eighteen gigabytes hard disk Module with provisions for.: . `,
additional disk. module. It sha11 half i,dustry standard
connections to interface with standard computer/network.
Engineering -plan copied shall 7be delivered t-69 Azusa'
including applicable taxes, sh pping andhandling charges. .
Equipment shall be installed; assembled. or set up at the
Azusa Light & water Engineering of ice .and tested' to verify,
that all features or funot16A5 are Working , properly. In
addition to standard rRanufacturaT. S warranty on the
equipm€nt, the engineering plan copier/printer shall be
delivered with a one year service maintehance arrangement
commencing an the year when warranty coverage` ends.
Equipment financing or leasing arrangement shall nest apply
on this purchase. Trade-in of old engineering `copier maybe
considered but is not required. End:.
•, 011
t�?Us�e
CONSENT CALENDAR
TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD
AND AZUSA CITY COUNCIL
FROM: JOSEPH F. HSU, DIRECTOR OF UTILITIES T
DATE: NOVEMBER 24, 2003
SUBJECT: AWARD OF CONTRACT FOR PROJECT W-186,
WATER MAIN REPLACEMENT PROJECT
RECOMMENDATION
It is recommended that the Utility Board/City Council approve the award of contract to
Henckels &McCoy for the construction of Project W-186, Water Main Replacement Project.
BACKGROUND
The Water Division accepted and publicly opened bids on the above referenced main
replacement project on October 29, 2003. Henckel &McCoy's Bid for the construction of the
project is $541,602.60. The bids of the second and third low bidders are Tomovich &
Associates, $683,441.00, and J.A. Salazar, $716,234.20. This project was approved for
advertisement and solicitation of bids at the September 22, 2003 Utility Board meeting.
FISCAL IMPACT
A budget item for this project has been approved by the Board in the FY 2003-2004 Capital
Budget.
Prepared by:
Chet Anderson, Assistant Director of Water Operations
012
D4
AGU5A
L CMT d 4ALEE
0
CONSENT CALENDAR
TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD
AND AZUSA CITY COUNCIL
FROM: JOSEPH F. HSU, DIRECTOR OF UTILITIES aT
DATE: NOVEMBER 24, 2003
SUBJECT: EASEMENT AGREEMENT WITH CITY OF AZUSA, REDEVELOPMENT AGENCY,
AND AZUSA LIGHT &WATER
RECOMMENDATION
It is recommended that the Azusa Utility Board ratify Director of Utilities' approval of attached
amendment to the Reciprocal Easement Agreement for the Central Business District Parking
Court with the City of Azusa and Redevelopment Agency.
BACKGROUND
In October 2003, the Planning Commission approved a development plan for Dr. Reyes
Dental Practice. The plan calls for the construction of a building along Azusa Avenue and the
footprint of the proposed building will extend to the interior edge of the sidewalk where the
Central Business District Parking Court is located.
The Utility is a party to the Reciprocal Easement Agreement which governs the Parking Court
in the area of the proposed development. The Planning Commission requires that this
agreement be amended to permit the encroachment of proposed structures of the Dr. Reyes
Dental Practice building.
The amendment will not impede pedestrian and vehicular accessibility, nor the use of the
parking easement to any of the property owners. The City Council approved the amendment
on behalf of the City of Azusa on November 17, 2003, and is now requested to ratify the
Director of Utilities' approval of same on behalf of Azusa Light &Water.
FISCAL IMPACT
There is no fiscal impact on the Utility of this action.
Prepared by: Cary Kalscheuer, Assistant to the Director of Utilities
Hi
Fasewntknend.doc
I
•
RECORDING REQUESTED BY
AND WHEN RECORDED RETURN TO:
City of Azusa
213 E. Foothill Boulevard
Azusa, California 91702
Attn: Redevelopment Agency
Exempt from Recording fee
pursuant to Gov't Code§ 27383
(Space above for Recorder's use)
FIRST AMENDMENT TO
RECIPROCAL EASEMENT AGREEMENT
among
THE REDEVELOPMENT AGENCY OF THE CITY OF AZUSA
a public body corporate and politic,
THE CITY OF AZUSA
a California municipal corporation,
and
AZUSA LIGHT AND WATER
a California municipal corporation
[Dated as of October 20, 2003 for reference purposes only]
Docr t in X.AUtility Board AgendalUB Agenda 11-24-03uteview Items\Ease t Arnendmentdoc 014
ARTICLE 1. PARTIES
This First Amendment to Reciprocal Easement Agreement ("First Amendment") is
entered into among (i) the Redevelopment Agency of the City of Azusa ("Agency"), a public
body, corporate and politic, (ii) the City of Azusa ("City"), a California municipal corporation,
and (iii) Azusa Light & Water, a California municipal corporation ("Owner"). The Agency, the
City, and the Owner are sometimes hereinafter referred to as a "Party" and collectively as the
"Parties". This First Amendment is made with respect to the following facts.
ARTICLE 2. RECITALS
2.1 On or about April 19, 1993, the City, the Agency, and a series of fourteen (14)
property owners entered into that certain agreement entitled "Reciprocal Easement Agreement"
("Original Agreement"), which was recorded in Los Angeles County Official Records on August
17, 1993, as document number 93-1594444. The terms of the Original Agreement are hereby
incorporated by this reference as though fully set forth herein. A 11 initially capitalized terms
used, but not otherwise defined, in this First Amendment shall have the same meaning given to
them in the Original Agreement.
2.2 The Owner is the owner of that certain parcel of real property ("Property") legally
described on the attached Exhibit A. The Owner (i) was a party to the Original Agreement, or
(ii) is the successor-in-interest to the ownership interest of "Owner No. 13" (as defined in the
Original Agreement), one of the signatories to the Original Agreement. As such, the Property is
one of the "Parcels" (as defined in the Original Agreement) and is subject to the terms,
conditions, burdens and benefits of the Original Agreement.
2.3 As more specifically described in the Original Agreement, a certain non-exclusive
easement ("Easement") was created over, across, in, under and through a portion of the Property
and the other Parcels described the Original Agreement. The legal descriptions of each of the
various Parcels attached to the Original Agreement described the specific portion of the Parcels
over which the Easement is located.
2.4 The successor-in-interest to "Owner No. 5" (as defined in the Original
Agreement) has proposed the modification, expansion and adaptive reuse of the structure
currently located upon Owner No. 5's Parcel ("Development"). For ease of reference, such
Parcel is hereinafter referred to as Parcel No. 8611-004-908.
2.5 The Development was submitted to the City for approval pursuant to the City's
Municipal and Development Codes and identified as P-2003-35, C-2003-02, and V-2003-17. As
proposed, the Development, among other things, would provide for the following encroachments
into the Easement area located on Parcel No. 8611-004-908:
(i) The enlargement of the existing structure's footprint into an area
approximately 20 feet by 35 feet and 4 feet by 15 feet (approximately 688
total square feet) located at the rear of the existing structure and within the
Easement area on Parcel No. 8611-004-908, and
Document in X:\Utility Hoard Agenda\UB Agenda 11-24-031Review Ite \&sement Amendmentdoc 015
' t
(ii) The construction of a second story balcony of approximately 50 feet by 26
feet, extending over the sidewalk and certain of the parking spaces located
within the Easement area on Parcel No. 8611-004-908, which balcony will
be supported by 8 columns (each column 3 x 2 feet) attached to the ground
within the Easement area on Parcel No. 8611-004-908 and directly
underneath the balcony.
.A site map depicting the matters set forth in(i) and(ii) above is attached as Exhibit B.
The Development will not impede, hinder, prevent or preclude pedestrian or vehicular
ingress/egress and use throughout the Easement area. The Development will result in the
creation of one additional parking space within the Easement area on Parcel No. 8611-004-908.
No portion of the parking spaces within the Easement area will be set aside for the exclusive use
of the Owner, Occupants or Users of the structure located on Parcel No. 8611-004-908.
2.6 Section 8.05 of the Original Agreement provides that the Original Agreement may
be amended by a writing that is executed by all of the Parties having an interest in the Easement
area and which is thereafter recorded in the Office of the Recorder of Los Angeles County,
California.
2.7 Subject to the terms and conditions of this First Amendment, the Parties agree to
the amendment of the Original Agreement as hereinafter set forth.
ARTICLE 3. AMENDMENT OF ORIGINAL AGREEMENT
3.1 Effective Date. This First Amendment shall not become effective until the date
('Effective Date") on which it has been duly executed by all Parties and when amendments to the
Original Agreement which are identical to this First Amendment have been executed (in
recordable form) by all parties having any interest in the Easement as a result of their ownership
of the Parcels subject to the Original Agreement. If the foregoing conditions to the Effective
Date of this First Amendment have not occurred on or before March 1, 2004, then any prior
approvals and signatures of the Parties will be deemed void ab initio and of no further force or
effect.
From and after the Effective Date of this First Amendment, wherever the term
"Agreement" appears in the Original Agreement it shall be read and understood to mean the
Original Agreement as amended by this First Amendment.
This First Amendment may be recorded by either the City or the Agency in Angeles
Los g
County Official Records at any time following the Effective Date.
3.2 Amendment of Original Agreement to Permit Encroachment by Project. The
Parties agree that the Original Agreement is hereby amended to permit the encroachment of the
various structures, expansions, footings, foundations, supports and structures into and above the
Parcel 8611-004-908 Easement area, as more specifically described in Recital 2.5 above and as
Document in X:\Utility Board Agenda\UB Agenda 11-24-03%Review Items\Eaumen[Ameodmentdoc 016
depicted on Exhibit B hereto.
3.3 No Further Acts or Approvals. Each Party to this First Amendment hereby
represents and warrants to the other Parties that the representing Party has the full power and
authority to execute this First Amendment and that no further act, consent or approval is required
to the effectiveness and validity of this First Amendment, except as may be expressly set forth in
this First Amendment. Each Party further represents and warrants to the other Parties that its
execution and delivery of this First Amendment does not violate any statute,judicial decision, or
agreement to which the representing Party is subject or as to which it is bound.
3.4 No Other Amendments. Except as hereinabove expressly set forth, the terns,
conditions, covenants and restrictions of the Original Agreement remain in full force and effect.
Any subsequent modifications, amendments or cancellations of the Original Agreement shall be
made strictly in accordance with the terms thereof or as otherwise permitted by law or by order
of a court of competent jurisdiction.
[Signatures on the following pages]
Document in X:\UtilityBoard Agenda\UB Agenda 11.24-03\Revim Items\Fasement Amendmentdoe 017
SIGNATURE PAGE TO
FIRST AMENDMENT TO
RECIPROCAL EASEMENT AGREEMENT
AGENCY:
THE REDEVELOPMENT AGENCY OF THE
CITY OF AZUSA, a public body corporate and
politic
By:
Rick Cole
Executive Director
ATTEST:
Agency Secretary
APPROVED AS TO LEGAL FORM:
BEST BEST &KRIEGER LLP
By:
Document in X:\Utility Board Agenda\UB Agenda 11-24-03\Review ltwre\Basement Amcndmentdoc - 018
SIGNATURE PAGE TO
FIRST AMENDMENT TO
RECIPROCAL EASEMENT AGREEMENT
CITY:
THE CITY OF AZUSA
a California municipal corporation
By:
Rick Cole
City Manager
ATTEST:
City Clerk
APPROVED AS TO LEGAL FORM:
BEST BEST &KRIEGER LLP
By:
019
Document in X:\Utility Board Agenda\UB Agenda I 1-24-03Teview Iwvns\Easement AmendmenLdoc
SIGNATURE PAGE TO
FIRST AMENDMENT TO
RECIPROCAL EASEMENT AGREEMENT
OWNERS:
Azusa Light &Water
A California Municipal Corporation
By:
Joe Hsu
Its: Director of Utilities
Document in X%Utility Board AgendaUB Agenda 11-24-03Reevim l em%Eaeemem Amendmentdm 020
.......... ....... ........ ........
STATE OF CALIFORNIA } iCAPACITY CLAIMED BY SIGNER:
} :❑Individual(s)
OF LOS ANGELES} Corporate-
COUNTY
:❑Partner(s)
i❑Attorney-in-Fact
On 2003,before me, the undersigned notary o Trustees)
ublic, ersonal] a eared Joe Hsu, Director of Utilities, ❑ proved to o Subscribing witness
P P Y PP ❑Guardian/Conservator
me on the basis of satisfactory evidence to be the person whose name is ?p pd
subscribed to the within instrument and acknowledged to me that he :SIGNER IS REPRESENTING:
executed the same in his authorized capacity,and that by his signature On NAME OF PERSON(S)OR ENTITY(IES)
.............._..........................-._.......
the instrument the person, or the entity upon behalf of which the person .........................
acted,executed the instrument.
WITNESS my hand and official seal.
i................................_........................-_.-.............................................
Signature of Notary Public
Document in X:\UfilityBoard Agenda\UB Agenda 11-24-03\Review 1t \Easement Amendnxntdoc 021
.._cA.P.........Ac..[Ty.........._C[.........AIM.....ED R.................-�.:
..........._...._...;
STATE OF CALIFORNIA } r s[cNER
} olndividua[(s)
El COUNTY OF LOS ANGELES} pco aye
cr( )
❑Partner(s)
❑Attorney-in-Fact
On 2003,before me,the undersigned notary r ustee(s)
o Subscribing witness
Public, personally appeared O proved ❑
Guardian/Conservator
to me on the basis of satisfactory evidence to be the persons whose p G he
names are subscribed-to the within instrument and acknowledged to me ;SIGNER IS REPRESENTING:
that they executed the same in their authorized capacities, and that by 'NAME OF PERSON(S)OR ENTITYUEs)
....---........................_..............................._..._.................................
:
their signatures on the instrument the persons, or the entity upon behalf
of which the persons acted,executed the instrument.
WITNESS my hand and official seal.
......................._.._........................_.................................................
Signature of Notary Public
Document in X:\Utility Board Agenda\UB Agenda 1I-24-03\Review Hmns\Fasement Amendmentdoc 022
...................................__..._............................................
-..,
STATE OF CALIFORNIA } :,CAPACITY CLAIMED BY SIGNER:
} O Individual(s)
COUNTY OF LOS ANGELES) O OtSceras
te
❑Partner(s)
i O Attorney-in-Fact
On 2003,before me, the undersigned notary ❑Trustee(s)
public, personally appeared ❑ proved
O Subscribing Witness
i❑Guardian/Conservator
to me on the basis of satisfactory evidence to be the persons whose
':00th
names are subscribed to the within instrument and acknowledged to me ;SIGNER IS REPRESENTING:
that they executed the same in their authorized capacities, and that by NAMEOFFERSON(S)ORENTITY(IES)
_......................._—............................................._.__._:
their signatures on the instrument the persons, or the entity upon behalf
of which the persons acted,executed the instrument.
WITNESS my hand and official seal.
Signature of Notary Public
Document in XAUtility Board Agenda\UB Agenda 11-24-03VRcview ltems%Easement Amendmentdoc 023
EXHIBIT A
TO FIRST AMENDMENT TO
RECIPROCAL EASEMENT AGREEMENT
Owner No. 13, 617 North Azusa Avenue
Legal Description of Property
Lot 41 in block 37 of the City of Azusa, as per map recorded in book 15, page 93 of
miscellaneous records in the office of the Los Angeles County Recorder.
Easement Description of Property
The easement area is described as follows:
Beginning from the common southeast comer point between the Property and the Alley to a
point 50' easterly, thence 25' northerly, thence 50' westerly to the terminating common northeast
comer point.
Document in X1Utility Board Agenda\UB Agenda 11-24-03\Rcview lte=\Ea ment An ndment.doc 024
EXHIBIT B TO
FIRST AMENDMENT TO
RECIPROCAL EASEMENT AGREEMENT
Site Map
[to be attached]
RVPUB\KICR\661290
025
,AZU�S�1
CONSENT CALENDAR
TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD
AND AZUSA CITY COUNCIL
FROM: JOSEPH F. HSU, DIRECTOR OF UTILITIES T
DATE: NOVEMBER 24, 2003
SUBJECT: AWARD CONTRACT TO ONSITE ENERGY SERVICES FOR CONSTRUCTION
INSPECTION SERVICES AT KIRKWALL SUBSTATION AND RELATED EDISON
TRANSMISSION LINE CONSTRUCTION WORK ALONG GLADSTONE STREET.
RECOMMENDATION
It is recommended that the Utility Board/City Council award the contract to Onsite Energy
Services in the amount not to exceed Twenty Thousand Dollars ($20,000) for construction
inspection services related to the construction of switchyard at Kirkwall Substation including
Edison transmission.line work along Gladstone Street.
BACKGROUND
In June 2003, Azusa Light &Water entered into a $5 million Engineering Design Agreement
with Edison for constructing the Kirkwall Substation interconnection switchyard including
associated transmission lines along Gladstone Street. Edison plans to commence construction
on their portion of work by December 2003 with expected completion by first quarter of
2004. In view of staff's limited time to fully supervise Edison's work while ensuring quality of
workmanship during construction, retaining an outside service to perform supplemental
inspection and quality control is warranted. The work involves monitoring and reporting
Edison's construction work including materials and labor utilized, three days per week at five
hours per day during the entire construction period. Staff solicited informal quotes/proposals
from companies involved in supplying construction services and the following firms submitted
proposals.
026
Company: Standard Billing Hourly Rate:
1) Onsite Energy Services $46.60
2) Wren &Associates $55.00
FISCAL IMPACT
This inspection service is part of the overall Kirkwall Substation project and budgeted funds
are available under Substation CIP Account #3380000730-7140-82000B.
Prepared by:
F. Langit Jr. PE, Senior Electrical Engineer
027
AL L Sr?1
L cxr�s ur.rnA
CONSENT CALENDAR
TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD
AND AZUSA CITY COUNCIL
FROM: JOSEPH F. HSU, DIRECTOR OF UTILITIES T
DATE: NOVEMBER 24, 2003
SUBJECT: APPROVAL OF A PROFESSIONAL SERVICES CONTRACT WITH WREN &
ASSOCIATES TO PERFORM INSPECTION SERVICES ON PROJECT W-186,
WATER MAIN REPLACEMENT PROJECT
RECOMMENDATION
It is recommended that the Utility Board/City Council approve a Professional Services
Contract in the amount of $38,500 to Wren &Associates to provide inspection services on
Project W-186.
BACKGROUND
Construction on Project W-186, Water Main Replacement Project, will begin following
approval by the Board. Wren &Associates has done past projects for the Water Division, and
at $55 per hour is more cost effective than other consultants that the Water Division has
asked for prices. For comparison: Civiltec, $67/hour; Psomas, $75/hour; and SA Associates,
$67/hour. The Water Main Replacement Project has a time of completion of 100 work days.
Based upon an average of 7 inspection hours per day, or 700 inspection hours total, at $55
per hour, the anticipated maximum cost for inspection will be $38,500 for this project.
FISCAL IMPACT
The fiscal impact of this inspection services contract is $38,500 to be funded from the Capital
Improvement Budget approved by the Board for Fiscal Year 2003-2004.
Prepared by:
Chet F. Anderson, Assistant Director- Water Operations
028
1 �
- - AZUSA
t OPratCA
AGENDA ITEM
TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD
AND AZUSA CITY COUNCIL
FROM: JOSEPH F. HSU, DIRECTOR OF UTILITIES T
DATE: NOVEMBER 24, 2003
SUBJECT: WATER RATE RULE AMENDMENT
RECOMMENDATION
It is recommended that the Azusa Utility Board/City Council.approve the attached resolution
amending the schedule of water rates to add a schedule for residents with fire sprinkler
systems.
BACKGROUND
At the Utility Board meeting on September 22, 2003, residents from Mountain Cove
expressed concern about the rates imposed by the Utility for water service. Much of the
concern centered on the monthly meter charge for a 2" meter, which is $57.32 per month
versus the meter charge for a 1" meter, which is $19.52 per month.
The developer was required to install 2" meters by Los Angeles County Fire Department in
order to meet the flow requirements of the fire sprinkler systems for the larger homes in that
development.
After meeting with affected residents in this community, it was agreed that the Utility could
provide a lower cost rate schedule to affected residents.
The attached proposed rate is for residential properties that are required to have fire sprinkler
systems where such properties: (1) have lot sizes less than one-quarter of an acre (10,890
square feet); and (2) have an actual meter service that is larger than 1".
029
r}
The proposed rate consists of the following three components:
Monthly Charge
1. Meter Charge (same as 1") $19.52
2. Commodity Charge (same as 1")
Units (ccf=100 cubic feet) Rate (Der ccf)
0-17 ccf $0.798
>17 ccf $1.26
3. Fire Service Charge (same as fire connection service charge)
$7.94 per pipe diameter inch.
Since the Mountain Cove properties have 2" meters, their monthly meter charge (including
the Fire Service Charge), would be $35.42 per month, which represents a reduction of $21.90
per household per month.
FISCAL IMPACT
Utility revenue would be reduced by $2,584 per month for the 118 units that would be
subject to this schedule. The amount could be greater in the future, if Monrovia Nursery
develops and is required to have 2" meters.
Prepared by:
Cary Kalscheuer, Assistant to the Director of Utilities
Attachments:
RM
Reso Mtn Cove Sch C-Mtn Cove
Rate.DOC Rate.doc
030
iR (\
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF AZUSA AMENDING THE SCHEDULE OF WATER
RATES AND CHARGES TO ADD A SCHEDULE FOR
RESIDENTIAL SERVICE WITH FIRE SPINKLER SYSTEM.
WHEREAS, pursuant to Section 78-36 and Section 78-37 of the Azusa
Municipal Code, the rates and charges of the City of Azusa water utility are set by a
Resolution passed by the Council; and
WHEREAS, several properties in the residential community of Mountain Cove
were required by Los Angeles County Fire Department to have fire sprinklers
installed which require 2" water meters; and
WHEREAS, the monthly meter charge for 2" water meter is significantly more
than that for a t" inch meter; and
WHEREAS, the City Council desires to provide service to the Mountain Cove
residents at rates more commensurate with those imposed on other similar types of
residential water customers.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF AZUSA DOES HEREBY
RESOLVE AS FOLLOWS:
Section 1. The City's schedule of rates and charges for its Water
Utility are hereby amended to include the schedule shown in Exhibit
A which is attached to this Resolution and made a part of it; and
Section 2. The amended rates and charges of the City of Azusa
Water Utility shall take effect for all bills rendered on or after
December 1, 2003; and
Section 3. The City Clerk shall certify the adoption of this Resolution.
PASSED, APPROVED AND ADOPTED THIS 24th DAY OF NOVEMBER, 2003.
MAYOR
031
I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the City
Council of the City of Azusa at a regular meeting thereof, held on the 24th day of
November, 2003 by the following vote of the Council:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
City Clerk
032
EXHIBIT "A"
RESIDENTIAL SERVICE WITH FIRE SPRINKLER SYSTEM
NOVEMBER 24, 2003
033
1
O. RESIDENTIAL SERVICE WITH FHRE SPRINKLER SYSTEM
The following three rate components shall be applied to residential properties that are
required to have fire sprinkler systems, where such properties: (1)have lot sizes less than
one-quarter of an acre (10,890 square feet); and(2)have an actual meter service that is
larger than P.
Monthly Charge
1. Meter Charge $19.52
2. Commodity Charge
Units(ccf=100 cubic feet) Rate(per ccf)
0-17 ccf $0.798
>17 ccf $1.26
3. Fire Service Charge
$7.94 per pipe diameter inch.
034
11, IN liq
11110
AGENDA ITEM
TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD
AND AZUSA CITY COUNCIL
FROM: JOSEPH F. HSU, DIRECTOR OF UTILITIES ,8T
DATE: NOVEMBER 24, 2003
SUBJECT: WIRELESS FIDELITY (WI FI) STUDY COMPLETED BY RW BECK REGARDING
FINANCIAL EVALUATION OF CONSTRUCTING A MUNICIPAL WIRELESS
NETWORK.
RECOMMENDATION
It is recommended that the Utility Board defer consideration of offering a wireless internet
service for one year.
BACKGROUND
Since undertaking our long range Strategic Mission analysis, Azusa Light &Water has actively
explored augmenting its successful electric and water enterprises with new ventures with
long-term potential to provide synergy and stability to our publicly-owned utility operations.
While not seeing viable potential for hard-wired telecommunications capacity, in June 2003,
the Utility Board approved a study to examine the financial viability of providing high speed
internet services to Azusa residents and businesses through a wireless fidelity (Wi Fi) network.
The Study was completed near the end of September and recommends that Azusa Light &
Water proceed with steps to design, construct and operate a wireless network to deliver high
speed internet services to residents and businesses.
RW Beck's recommendation is based on projected costs and revenues. In looking at costs,
RW Beck estimated initial capital costs for infrastructure and long term operating costs to
provide wireless internet service and email. The revenue forecasts were based on market
research RW Beck previously conducted for the Utility under the telecommunications
feasibility study completed in April 2003, and considered the geographic service area which
includes the incorporated areas of Azusa.
The Study estimates that net income would be positive in year 5, with the net present value of
035
the venture turning positive around year 12. In year 10, RW Beck projects net income around
$200,000 to $300,000 annually. Based on this, RW Beck is recommending that Azusa Light
&Water proceed to formulate a detailed design and engineering estimate, the cost of which
is $449,000, and also commence with budget level planning for starting a wireless telecom
enterprise.
Following is a snapshot of the financial analysis in year 10 of the venture:
Annual Cumulative Total
Year 10 For 10 Years
Gross Revenue: $1,073,613 $7,695,481
Franchise Fee Expense* 107,361 769,548*
Operating Expenses (Other) 482,401 5,203,812
Debt Service 215,462 2,154,620
Net Income 268,389 (432,500)
*Revenue to City. Expense to IT Utility
Initial capital outlays required to begin this venture are not shown above. Azusa Light &
Water would have to incur initial capital costs of $1.8 million to design and construct the
facilities necessary to deliver this service. Also, there would be a need to borrow initial
working capital of about $1.8 million over the first 5 years of the operation to cover labor,
supplies and equipment costs associated with this service while it acquired customers and
built up a revenue base.
While some costs could be reduced by borrowing from City reserves and possibly even
teaming up with APU, there are concerns in making the initial required public investment.
First, the technology itself is relatively new, and while proven to work, the City would have to
wait 5 years to realize a positive cash flow in annual revenue over expenses. During this
period of time, it is unknown what technological and market changes may take place that
would negatively alter the current financial projections. Particularly, while right now it appears
that we may be able to favorably compete with Verizon and Charter for highspeed internet
services, it is unclear how these providers or others might respond to our pricing. If they
were to match our pricing and offer similar service over a wider area than we cover, we would
be at a competitive disadvantage.
There are benefits to continuing to look for new business ventures like Wi Fi. One is the
opportunity to save our customers money, as we do with electric and water. Another is the
opportunity to leverage high tech business opportunities to increase revenue and/or reduce
utility or general city operational costs. A third is keeping on the leading edge of a changing
marketplace.
Extensive discussions took place amongst staff from the Utilities, City Manager's Office, and
Information Technology to analyze the pros and cons of launching the enterprise at this time.
Ultimately, it is determined that the financial risks associated with this enterprise outweigh the
potential benefits at this time with a wireless telecom service offering.
A new look in a year would either solidify the concerns about moving into this business, or
give greater assurance about the viability and market for such a venture.
036
FISCAL IMPACT
There is no financial impact at this time. However, if we were to move forward with the
consultant's recommendation, we would have to incur about $449,000 in engineering costs,
and begin the process of planning a operating budget which is estimated by the consultant to
be about $743,000 in the first year. This would include hiring three fulltime staff, a
Telecommunication Manager, Network Administrator, and Field Technician. Projected
revenues during the first year are projected.at $264,100 and in year 5 are projected at
$794,795.
Prepared by:
Cary Kalscheuer, Assistant to the Director of Utility
Federico Langit, Sr. Electrical Engineer
Attachments:
RW Beck's Report
N
WI Fi Report W-O
Apdcs.pdf
037
September 29,2003 .
via E-mail
Cary Kalscheuer
Assistant to the Director of Utilities
Azusa Light and Water
729 N. Azusa Avenue
Azusa, CA 91702-9500
Subject: WiFi Telecommunications Project—Final Report .
Dear Cary:
The enclosed report(WiFi Telecommunications Project) is provided to Azusa Light& Water
(AL&W) and the City of Azusa ("City") in satisfaction of Purchase Order 006557.
It has been a pleasure to work on this Project for AL&W and I look forward to discussing the
enclosed report with you at your earliest possible convenience.
Please feel free to call me at(303) 299-5218 if you have any comments or questions.
Sincerely,
R.W.BECK,INC.
F
Steven F. Brodsky
Executive Consultant
SFB/hm
02-01013-04000/081013 1 G\004169\WIFIUtEPOR7IFINAL REPORMOVER LE7TER2-E.DOC
1801 California Street,Suite 2800,Denver,CO 80202,Phone(303)299-5200,Fax(303)297-2811
038
i
Final Report
Azusa Light and Water
WiFi Telecommunications Project
Azusa Light and Water
4M
AZUSA
LIGHT 8 WATER
September 29,2003
039
Final Report
WiFi Telecommunications Project
Azusa Light and Water
Table of Contents
Letter of Transmittal
Table of Contents
List of Tables
List offigures
Section 1 Executive Summary
Background........................................................................................................ 1-1
Scopeof Services .............................................................................................. 1-1
KeyFindings ..................................................................................................... 1-1
CapitalCosts................................................................................ 1-2
OperatingExpense....................................................................... 1-2
CustomerDemand ....................................................................... 1-2
Financial Forecasts....................................................................... 1-2
Conclusions....................................................................................................... 1-2
Section 2 Tutorial on WiFi Technology
Overview...........................................:...............................................................2-1
WiFi Technology Overview..............................................................................2-1
IEEE 802.11: Overview of 802.11 a, 802.11 b, 802.11 g ....................................2-2
IEEE 802.11a/g Combo...............................................................2-2
WiFiHistory......................................................................................................2-6
Security, Management and Roaming within WiFi Systems..............................2-7
WiFi Protected Access.................................................................2-7
Management.................................................................................2-8
Roaming.......................................................................................2-9
Section 3 WiFi Products, Services and Pricing
Overview...........................................................................................................3-1
Applications of WiFi Metro Network...............................................................3-1
Standard ISP Services........................................................................................3-1
Enhanced ISP Services......................................................................................3-2
Vol? ......................................................................................................3-2
G.%00416%WiFARep0TfTiM27 ReporffOC_R06T2.doe 9129103
040
Table of Contents
Virtual Private Network(VPN)............................................................... 3-4
Border Gateway Protocol 4 (BGP4)........................................................ 3-4
AnitVirus/AntiSpam Service................................................................... 3-4
Packagingand Pricing....................................................................................... 3-5
Section 4 WiFi Demand
Overview.......................................................................... .4-1
..........................:.....
Internet Service Demand...................................................................................4-1
Vol?Demand....................................................................................................4-3
Competitive Position versus Verizon Wired Service..............................4-3
Competitive Positioning versus Cellular Service....................................4-4
VoIP Demand Estimate ...........................................................................4-4
Section 5 High Level Network Design
Overview........................................................................................................... 5-1
High-level Network Design .............................................................................. 5-1
Section 6 Capital and Operating Costs
Section 7 Internet Service Provider Business
Design................................................................................................................ 7-1
OperationOverview.......................................................................................... 7-2
Section 8 Automatic Meter Reading and WiFi Networks
Overview........................................................................................................... 8-1
Basicsof AMR.................................................................................................. 8-1
Is AMR Adaptable to WiFi? ............................................................................. 8-3
Advantages and Disadvantages of WiFi AMR................................................. 8-3
OtherConsiderations......................................................................................... 8-4
Summary ........................................................................................................... 8-5
Section 9 FINANCIAL ANALYSIS
Overview........................................................................................................... 9-1
Financial Analysis and Pro Forma..................................................................... 9-1
Residential Market Analysis.................................................................... 9-3
BusinessMarket Analysis........................................................................ 9-3
FranchiseFee........................................................................................... 9-3
New Customer Connections.................................................................... 9-4
OperationalSavings................................................................................. 9-4
Vehicles...................................................................................................9-4
MarketingExpense..................................................................................9-4
InternalLabor.......................................................................................... 9-4
Contract Labor(Outsourcing).................................................................. 9-5
BackOffice.............................................................................................. 9-5
Hardware and Software Maintenance Expense....................................... 9-6
Repair and Replacement.......................................................................... 9-6
General and Administrative Expense ...................................................... 9-6
11 G\004169MFAReponTival Report\70C_R0672.doc 9/29/03
041
Table of Contents
CapitalRequirements...............................................................................9-6
Long-Term Debt......................................................................................9-6
Depreciation.............................................................................................9-7
Assumptions.............................................................................................9-7
Findings.............................................................................................................9-7
GrossRevenue.............................................................................9-7
Expense 9-8
NetIncome.................................................................................9-11
Financial Breakeven...................................................................9-12
Debt Service Coverage ..............................................................9-12
Conclusions .....................................................................................................9-13
This report has been prepared for the use of the client for the specific purposes identified in the
report. The conclusions, observations and recommendations contained herein attributed to
R.W. Beck, Inc. (R.W. Beck) constitute the opinions of R.W. Beck. To the extent that
statements, information and opinions provided by the client or others have been used in the
preparation of this report, R.W.Beck has relied upon the same to be accurate,and for which no
assurances are intended and no representations or warranties are made. R.W.Beck makes no
certification and gives no assurances except as explicitly set forth in this report.
Copyright 2003, R.W. Beck, Inc.
All rights reserved.
Gd000169MFAReponTinal RtponlTOC_R0672.doc 9129103 rlr
042
Table of Contents
List of Tables
Table 2-1 Technologies Overview...............................................................................2-3
Table 2-2 WLAN Technology Matrix—Past and Present..........................................2-5
Table 2-3 WLAN Industry Timeline...........................................................................2-6
Table 3-1 Sample Packages and Pricing......................................................................3-5
Table 3-1 Service Pricing for Financial Analysis........................................................3-6
Table 4-1 Price Comparison—Residential Telecom Service Bundle..........................4-3
Table 4-2 Price Comparison—Residential Service.....................................................4-4
Table 6-1 Estimated Detail of Capital Expenses and Labor........................................6-2
Table 7-1 WiFi Core Analysis Capital Requirements for ISP Operations..................7-3
Table 9-1 Gross Revenue,Forecast..............:...............................................................9-8
Table 9-2 Expense Summary.......................................................................................9-9
iv G:\004169\WiFi)RcporHPival Report\T0C_R0672.doc 9129/03
043
Table of Contents
List of Figures
Figure 4-1: Price Sensitivity of Demand for Residential and Business
InternetService...............................................................................................4-2
Figure 7-1: Major Network Elements for Azusa Wireless ISP Operations............... 7-1
Figure 9-1: Gross Revenue Forecast........................................................................... 9-8
Figure 9-3: Primary Sources of Expense ................................................................. 9-10
Figure 9-4: Annual Net Income................................................................................ 9-11
Figure 9-5: Net Present Value of Annual Net Income..................................:.......... 9-12
Figure 9-6: Debt Service Coverage Ratio................................................................ 9-13
GA004I69\WiFBRepotlTival RepoAkTOC_R0672.doc 9/29/03 V
. 044
Section 1
Executive Summary
Background
Many communities are contemplating the deployment of wireless fidelity (WiFi) networks to
improve the local quality of life, enhance constituents' access to high-speed Internet, promote
economic development or create new sources of municipal revenue. Motives such as these
have also prompted Azusa Light&Water(AL&W) and the City of Azusa (City)to explore the
feasibility of provisioning WiFi based services. WiFi technology can enable provisioning of
high-speed Internet services at a considerably lower cost than hybrid fiber coax(HFC) or fiber-
to-the-premise networks previously studied. To explore the implications of a WiFi network in
Azusa, the AL&W requested completion of a high-level analysis that would create a broad
understanding of customer demand for WiFi services, associated technologies, required capital
and operating costs and overall financial forecasts.
This report provides AL&W with the findings of R. W. Beck, Inc. and NeTeam's (Project
Team) high-level analysis of provisioning high-speed Internet and data services over a WiFi
technology (Project). This report also completes the requirements of the proposal dated
June 17, 2003.
Scope of Services
The Scope of Services for this Project have been defined as follows:
Task 1: Kickoff Meeting, Site Visit and Tutorial - Conduct a kickoff meeting between
AL&W and the Project Team to confirm objectives, process, schedule, determine the high-
level network design and present a brief tutorial on WiFi technology and applications.
Task 2: Capital and Expense Estimates - Estimate the capital and operating expense
required to offer retail high-speed Internet and VoIP services.
Task 3: Financial Pro Forma — Combine cost and demand data to forecast the ten-year
financial implications of offering high-speed Internet and VoIP via WiFi technology. Demand
forecasts are based on previous survey findings, along with additional secondary research on
typical long-distance service.
Task 4: Final Report-Issue the analyses and conclusions in a Final Report.
Each of these Tasks is now complete,with this report satisfying Task 4.
Key Findings
Through the course of this investigation, the Project Team discovered the following findings
that require AL&W's attention.
1-1 R. W. Beck G:\004169\WiFiP p.n\FinalRepan\01_R0672.d. 9/29/03
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Section 1
Capital Costs
Based on the Project Team's preliminary field investigation and experience in implementing
similar networks, it is concluded that approximately $1.8 million in additional capital will be
required to initially build-out a WiFi based architecture. This analysis assumes that such
infrastructure is capitalized,resulting in level debt service payments of$215,462 per year.
AL&W and the City's existing telecommunications network uses a fiber optic backbone that is
crucial to the day-to-day information technology needs of local government. The Project
Team examined these assets in order to determine whether it could be used to support a local
WiFi network and, hopefully, reduce required capital costs. It is the Project Team's opinion
that a new WiFi network would not require or interconnect with the existing fiber optic
network.
Operating Expense
Operating a WiFi network will require certain recurring expenses, such as staff, ordinary repair
and maintenance, customer support and sales. This analysis finds that operating costs over the
10-year planning horizon are typically between$540,000 and $740,000 per year. This expense
includes the cost of three full time employees (equivalents), two of which are likely to be new
hires with broadband technical expertise.
Customer Demand
Forecasts for WiFi based Internet and voice over IP demand in Azusa depict 3,496 residential
and 313 business customers by year 10.
Financial Forecasts
Key financial forecasts for the proposed enterprise include the following:
■ The financial forecast of AL&W's proposed WiFi businesses is generally favorable,
breaking even in a reasonable amount of time
■ From an economic point of view, the enterprise is forecasted to breakeven in year 12.
■ From an annual perspective (annual net income), the enterprise is forecasted to breakeven
in year five.
■ By the end of the tenth year, the enterprise will provide Azusa with roughly $770,000 in
franchise fees. This revenue is in addition to and separate from any funds derived from
the proposed enterprise.
Conclusions
The scope of this study has been intentionally limited to being high-level in nature, serving as
an initial investigation into the feasibility of AL&W provisioning WiFi based Internet and
VoIP services. With this in mind,the Project Team offers the following overall conclusions:
■ The financial viability of the proposed enterprise is favorable; financial risk is generally
limited to $1.8 million in capital costs and$540,000 to $740,000 in annual expense.
G:\004169NWiFi\RepoaVinaiRcpoftNOI—RO672.doc 9i29m3 R. W. Beck 1-2
046
Executive Summary
■ After ten years of operation, AL&W will realize a net gain of $60,510 (the net present
value of net income plus franchise fees received).
■ Important improvements to the local quality.of life could be obtained by offering WiFi
based services,particularly affordable high-speed Internet service.
■ Potential upside opportunities exist through coordination with Azusa Pacific University
and the school board or broadening the menu of services. For example, should revenues
be 10 percent higher than forecasted, the financial breakeven points are accelerated by one
year.
■ AL&W's electric customers might be able to capture non-financial benefits through WiFi
based automatic meter reading.
Based on the high-level analyses contained in this report, the Project Team recommends
completion of a detailed system design, cost estimates and budget level planning for launch.
1-3 R. W. Beck G:\006169\WiFi\R pm\Fi..IRepon\01 RO672.d. 9129/03
047
Section 2
Tutorial on WiFi Technology
Overview
This Section presents a brief tutorial on WiFi technology, further explaining key technical
points of the tutorial session held in Azusa on July 21, 2003.
WiFi Technology Overview
Wireless Fidelity(WiFi) is an Institute of Electrical and Electronic Engineers (IEEE) standard
Direct Spread Spectrum wireless technology being deployed by major service providers
around the globe. Within the United States, Cometa Networks (consortia of IBM, Intel, and
AT&T), Sprint, Verizon, AT&T Wireless, and T-Mobile are the largest network operators
building footprints across the US. Internationally, Korea Telecom, British Telecom, Telia,
Swisscomm, NTT, Megabeam and Telstra are but a few players who have seen the value of
building WiFi networks to deliver broadband wireless access services.
The technology was standardized in October of 1999 within IEEE under the specification
802.11. In the last three years the technology has been adopted by many enterprises as a LAN
extension technology and more recently an outdoor access offering via wireless bridges and
routers. The technology continues to mature and evolve in functionality and application with
hundreds of vendors contributing to the price reduction of client and network infrastructure.
In the WiFi industry over the course of 2003, much of the anxiety over issues such as security
and technology has subsided, at least somewhat, as both areas have experienced much
innovation and effort. With the first products rolling out with WiFi Protected Access (WPA) in
late April of 2003, there has been a renewed confidence in the 802.11 camp's efforts on the
security side. On the technology side, the business market is clearly leaning toward a dual-
mode 2.4/5GHz architecture. In June 2003, 802.11 g was ratified.
Research firm In-Stat/MDR expects that 95 percent of notebook PC unit shipments in 2005
will include WiFi as a standard feature, essentially making the extra cost of a WiFi client
transparent to the end-user. Also expected is the increased embedding of WiFi clients into
other mobile devices, such as Personal Digital Assistants (PDAs) and mobile phones. This
anticipated explosion in the number of business clients has been a driving force in the launch
of new WLAN infrastructure products that are designed to ease the main concerns that
businesses have with WLANs: security, management, roaming, installation, configuration and
support for voice over wireless LAN(VoWLAN).
Essentially, the WiFi business market is entering a new stage, one which promises to bring
serious roll-outs to horizontal businesses, not just to the tried and true verticals of education,
healthcare and retail. Certainly, the growth from these verticals continues to drive the majority
2-1 R. W. Beck G:\004169\WiFi\Report\FivalRepoa102_R0672.doc 9/29103
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Section 2
of large roll-outs. But, with laptops growing so fast across the business space, and with the
majority of laptops rolling out with WiFi as a standard feature by 2005, the growth of WiFi
clients is practically assured. Certainly, the infrastructure market will evolve over the next 2-3
years, as end-users demand those solutions that best simplify installation, improve
performance, and enhance and simplify security and management.
IEEE 802.11 : Overview of 802.11 a, 802.11 b, 802.11 g
IEEE 802.xx is a set of specifications for LANs from The Institute of Electrical and Electronic
Engineers (IEEE). Most wired networks conform to 802.3, the specification for Carver Sense
Multiple Access with Collision Detection (CSMA/CD) based Ethernet networks, or 802.5, the
specification for token ring networks.
802.11 defines the standard for wireless Local Area Networks (LANs) encompassing three
incompatible i3 oninteroperable technologies: Frequency Hopping Spread Spectrum (FHSS),
Direct Sequence Spread Spectrum (DSSS) and Infrared. This standard, ratified in 1997, set
guidelines for interoperability for products in each specific technology category. These
standards apply to products with speeds up to 2 Mbps. Finalized in September 1999, IEEE
802.11b is the 11 Mbps high rate DSSS standard for wireless networks that kicked off the
WLAN explosion into the business &home.
IEEE 802.11a was ratified at the same time as 802.1 Ib, in 1999. It operates in the 5GHz band,
and employs Orthogonal Frequency Division Multiplex (OFDM) technology. The standard
provides for a throughput of up to 54 Mbps.
IEEE 802.11 g,ratified in summer 2003, operates in the 2.4GHz band, the same as 802.1 lb,but
provides for maximum throughput of 54 Mbps. The Physical Specifications (PHY) of 802.11g
is based on Orthogonal Frequency Division Multiplexing (OFDM) technology, the same
technology employed by 802.1Ia. The beauty of 802.11g is that it is backwards compatible
with 802.11b.
Broadcom released its pre-standard 802.11 g solution in November, and it powered products
from Linksys, Buffalo and,Belkin. Intersil released its 802.11 g chipset in early 2003,powering
products from D-Link, Netgear and SMC. These pre-standard 802.11g products were
extremely successful in the home in the first quarter of 2003, and In- Stat/MDR expects that
they w ill b ecome v cry p opular i n t he b usiness i n t he s econd h alf o f 2 003, d ue t o t he final
ratification of the standard in June 2003. TI released its 802.11g chipset upon ratification of
the standard in June 2003, and plans to compete very aggressively with Broadcom and Intersil
(GlobespanVirata).
IEEE 802.11alg Combo
Most WLAN IC vendors that had pledged to develop 802.11a solutions are instead switching
to a dual mode 2.4/5GHz strategy, labeling their solutions as "802.1 lb/g/a" combos. Although
802.11 g, by definition, must work with 802.1 lb solutions, Integrated Component(IC) vendors
are labeling these as b/g/a solutions to smooth out any interoperability concerns.
Atheros' combo"a/b/g" solution(with support for the g draft standard)was the first dual-mode
chipset released, and was employed in Netgear and Proxim's dual-mode PC cards that were
G.\0041691WiF,Repm\Final ReportW2_R0672.doc 9129/03 - R. W. Beck 2-2
049
Tutorial on WO Technology
released in September 2002. Atheros was the first vendor to release its multi-mode chipset in
late April 2003. The multi-mode chipset will be included in various access points (APs),
external Network Interface Cards (NICs) and embedded Network Interface Cards (NICs.)
Atheros has signed contracts with companies such as Toshiba and NEC to embed its mini-PCI
solution; these should be available as early as September 2003.
Broadcom has an embedded dual-mode solution as well, which Dell offers as an option on
some of its models.
TI has a g/a solution that is very close to being released. Intersil (now GlobespanVirata), the
802.1 lb chipset market leader, is currently sampling its a/b/g solution, the PRISM Duette,with
plans for a release soon. 802.1 lb powerhouse, Agere, announced its partnership with Infineon
in October 2 002,w hich w ill enable the c ompanies t o combine their r espective a xpertise t o
more rapidly develop 802.11b/g/a solutions. Envara, based in Israel, released its a/b/g chipset
for sampling in October 2002. Resonext, another IC vendor pursuing an a/b/g solution, was
acquired by RF Micro Devices in October 2002.
Systemonic, which acquired Raytheon's RF assets in 2001,began sampling its 802.1 lb/a/g
solution in 3 Q 2 002. P hilips S emiconductors a nnounced i is plans to acquire Systemonic i n
mid-December 2002. IceFYRE, based in Canada, is really focusing on 802.11a modems, and
has not directed its efforts on the dual band 2.4/5GHz chipset, although it will provide
solutions that provide legacy support for 802.11 b.
Table 2.1
Technologies Overview
Table 1. 802.11 Technologies Overview
: ! t , r
12=01 111111111111,11MIM
IEEE 802.11b VVI-191 2.4 GHz D85S 11 61bps
IEEE 802.11g V&H 2.4 GHz OFOM 54 Mbps
IEEE 802.11a Wi-Fi 5 GHz OFDM 54 Mbps
802.11 orWWi Common names for 802.11b 802.11 ,802.91a,orany2.415GHzcombo.
Iln-S1atNDR 12.102
Several Task Groups exist within the IEEE 802.11 Working Group. They include the
following:
■ Task Group E (TGe): Goal is to provide sufficient Quality of Service measures to support
video, voice and data over 802.11. This is especially critical to voice over WLAN
proponents on the business side, and extremely -important to those vendors hoping to
employ WiFi in multimedia entertainment devices in the home.
■ Task Group F (TGI): Goal is to develop recommended practices for an Inter-Access Point
Protocol (IADP) which provides the necessary capabilities to achieve multi-vendor AP
interoperability across a LAN supporting 802.11 WLAN links. This project proposes to
specify the necessary information that needs to be exchanged between APs to support the
802.11 functions.
2-3 R. W. Beek G:\0041691WiFMR pMffi..]Repan\02-R06/2.d.. 9129103 �}
050
Section 2
■ Task Group H(TGh): Goal is to enhance the current 802.11 Media Access Control (MAC)
& 802.11a PHY with network management and control extensions for spectrum and
transmit power management in 5 GHz license-exempt bands.
■ Task Group I (TGi): Goal is to provide enhanced encryption and authentication
requirements for 802.11 products. After Wired Equivalent Privacy (WEP — a security
algorithm based on RC4 encryption) was cracked by several entities in 2000, there was
tremendous pressure on this TG to provide for very robust security enhancements. This
has not been easy, and TGi just this year completed the first portion of the standard,
finalizing the details for Temporal Key Integrity Protocol (TKJP) and 802.lx
implementation. These two main portions have been released as WiFi Protected Access
(WPA). In late April 2003, WPA first began to roll out from vendors; its implementation
requires a firmware upgrade to existing WiFi products, with WPA being added to future
WiFi products that roll out. The second main part of the standard will be the
implementation of Advanced Encryption Standard(AES),which is still being finalized
within TGi.
■ Task Group J (TGj): Goal is to enhance the channel selection process within the 802.11
MAC and 802.11a PHY, so 802.1 la radios can operate in the newly available Japanese
4.9 GHz and GHz bands. This TG had its initial meeting in January 2003.
■ High Throughput Study Group (HTSG): This HTSG is expected officially to become Task
Group N by September 2003, when it is anticipated that the first official meeting of
802.11n will take place. This entity is currently investigating the possibility of
improvements to the 802.11 standard to provide higher throughput than what is currently
provided for in the 802.11a or 802.11g standards. The goal is to increase the overall
system throughput by considering both PHY and MAC layer enhancements.
G9004169\WiFi\Report\Final Reportl02_R0672.doc 9/29103 R. W. Beck 2-4
051
Tutorial on WiFi Technology
Table 2.2
WLAN Technology Matrix—Past and Present
Figure 2. WLAN Technology Matrix—Past and Present
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2-5 R. W. Back G:W04169\WiFAReporiWioal Report%02_R0672.da 929103
` 052
Section 2
WIN History
Table 2.3
WLAN Industry Timeline
1940 iSpread Spectrum technolo first used
1980 lUrnited applications using naaw&and technology,
1989 FCC assigns frequency for commercial use.
ISM bands authorized 900 MHz 24 GHa 5 GHzI
1990 900 N,Hz products begin shipping
IEEE begins work on WL4N industry standard
1994 2A GHzpToducts begin shipping
1997 IEEE 802.11 standard approved
2A GHz products be 'n to dominate the scene
1999 3Com.Aironet,Intersil,Lucent Nelda and Symbol came together to form the V&H Alliance(fom3eriy WECA)
Ratification of IEEE 802.1 lb
First 802-1lbproducts start shipping from Apple
Cisco acquires Arronel,legifirniAng theVrM1AN industry
2000 VVECA aggressively markets W-1 5i as the common name for 602.11b
IEEE 80211 Working Group appoints task groups to address various issues:
Task Group e-GoS
Task Group f-inter access point protocol
Task Group g-higher speeds(at least 22 tvbps)in the 2.4 GHz band
Task Group h-enhance 802.110 to provide forTPC&DFS
Task Group i-security
WECA membersh rows to over 65 colo antes wRh over 50 4VFF certified products
2001 Heated battle rages over 802.1ig standard: TI's PBCC vs.Intesirs OFDM
Berkeley and htnrytand researchers expose flaws in WEP,802.1 I's optional security standard
Atheros ships induWVs rust 802.1 la chipset in volume
WECA grows to 120 member companies,wish 185 WFF product certifications
Nov 01 meetinci of IEEE 802.11 TGg: 8OZ1 Iq to be based on Intersirs OFDM,with 11's PSCC oll
2002 1002: 802.1 la end-products ship out from Proxim,Intel,SMC,Netgear,Actiontec,Sony,Plink
Nokia unveils WWANWLAN card(dual GPRS1802.11b),a dual CPRS/802.116 card
Korea Telecom launches its Nespot initiative to establish 25,000 Korean trot spots by year-end 2002
VW'ECA opens new interoperabifity testing center in UK-March 2002
SyChip announces its SD(Secure Digital)W'FFi modules for PDAs,cell phones,ultra-fighhmight laptops
Proxim purchases Agere s branded ORiNOCO business for$83 mTifion;
Agere retains 802.11x chips,modules&cards business
'Tura"802.11b(22 Mbps)products based on TI's PSCC 602.11b chipset released from Buffalo,D-Link,USR
Dual-mode clients and APs start to be released from low-end and high-end vendors
WECA grows to 154 members&367 certified products,as of July 2002
Half of WECA's member companies from Asia Pacific,primarily from Japan,Tainan&S Korea
WECA opens neve interoperability testing centers in Singapore and in Tokyo,Japan
WECA begins 802.11a interoperability testing in San Jose facility
Symbol announces Mobius,wbich employes a central AP19titch that manages many-fight"APs
Yivato announces its W-Fi switch that enp!oys phased array antennas
Broadcom releases its re-standard 802.110 chipset, ina Products from Link ,Buffalo.Betkin
2003 !rdersi releases its pre-standard 802.11g chipset lsavvering products from Nefgear and D-Link
Wi-F certified 602.11a and dual-band 802.11 b/802.11 a products begin to roll out
W i-F ZONE introduced to protide centralized database of public access locations and a consistent service levet ,
802.11g products experience success in home market in 1003
VdtAN APIS—w tth begin to roll out their distributed infrastructure solutions: Airespace,Aruba,Trapeze
Inlets Centrino mobile plaffonn officially released in March 2003
IM-19i certified products with WPA begin to roll a&
802.11g ratified
Source: InStaWux,6103
G.WM169\WiFTRcpon\Fnar Rcpott\02_R06/2.doc 929/03 R. W. Beck 2-6
053
Tutorial on WiFi Technology
Security, Management and Roaming within WiFi Systems
Task Group I (TGi) of the IEEE 802.11 working group is working on security enhancements to
IEEE 802.11. (In 2000, Task Group E was formed to address both security and QoS. In 2001,
from the original Task Group E, two different task groups were formed, TGe to focus on QoS,
and TGi to focus on security.)
Beginning in late 2001, Task Group I of the IEEE 802.11 Working Group settled on three main
segments of the standard: TKIP (Temporal Key Integrity Protocol), IEEE 802.lx and
Advanced Encryption Standard (AES.) TGi decided to break up the needed components of the
standard so that each could be implemented individually upon completion. The TKIP and
IEEE 802.1x segments are much nearer to completion than is the AES portion.
By mid-2002, it was evident to the WiFi Alliance and Task Group I of the 802.11 Working
Group, that 802.11i would not be ratified until late 2003, or even early 2004. Although the
THIP and 802.1x segments were near completion, the AES segment needed much more work:
So, the WiFi Alliance and the 802.11 Working Group have come together to promote WiFi
Protected Access (WPA). WPA is a subset of the 8 02.1 Ii draft standard a nd w ill maintain
forward compatibility. It is a proactive response by the industry to offer an immediate security
solution. WPA is designed to run on existing hardware as a software upgrade.
WiFi Protected Access
WPA is essentially a snapshot of 802.11i, combining enhanced data encryption through
Temporal Key Integrity Protocol (TKIP), and enterprise-class user authentication via IEEE
802.lx and Extensible Authentication Protocol (EAP). 802.lx provides for support(0 2003 In-
Stat/NMR — IN030809LN — Confidential 15) for strong upper layer authentication protocols, and
enables session keys to protect against key reuse. 802.lx and EAP utilize a central
authentication server, such as RADIUS, to authenticate all users on the network before they
join it, and also employ "mutual authentication" so that the wireless user doesn't accidentally
join a rogue network that might steal its network credentials. TKIP protects against key reuse
and replay attacks, protects against Wired Equivalent Privacy (WEP) key recovery attacks and
against packet forgery attacks. Overall, WPA basically provides for improved data encryption,
which was weak in WEP, and user authentication, which was essentially missing in WEP.
WPA is designed to serve both the enterprise and the home:
■ In the enterprise,WPA is u sed in conjunction w ith an authentication s erver to provide
centralized access control and management. With this implementation in place, the need
for add-on solutions such as VPNs may be eliminated, at least for the purpose of securing
the wireless link in a network.
■ Within the home/SOHO environment, WPA can be used in a Pre-Shared Key (PSK)
mode, which does not require an authentication server. The password itself is not the
encryption key, but rather the password kicks off the TKIP encryption engine. TKIP does
fix known WEP privacy vulnerabilities. It was designed and scrutinized by well-known
cryptographers. Admittedly, though, is a pragmatic sacrifice of bullet-proof security to
minimize performance degradation on existing hardware.
Some early interoperability testing with WPA started in November 2002. The first WiFi
certified products with WPA rolled out in late April 2003. WPA was an optional part of the
2-7 R. W. Beck G.AN169\wiri�Repon\rmstRreonw2_RD672.doe 92913
054
Section 2
WiFi Alliance's certification program of WiFi products for roughly the first half of 2002, but
then became mandatory later in 2003.
In a large network with many clients, a likely scenario is that APs will be upgraded before all
of the clients are upgraded. Some APs may operate in a "mixed mode," which supports both
clients running WPA, and clients running original WEP security. While useful for transition,
the net effect of supporting both types of client devices is that security will operate at the less
secure level (i.e. WEP) that is common to all the devices. Thus, it will be in the best interests
of businesses to accelerate the move to WPA for all clients and APs.
IEEE 802.11 i is expected to be ratified in late 2003 or in the first half of 2004, and the WiFi
Alliance hopes to start 802.1 li interoperability testing immediately thereafter. WPA version 2
will include the full 802.11i support, including CCMP-based encryption' (AES encryption).
WPA differs in only three primary aspects from 802.11i: peer-to-peer support, pre-
authentication, and AES, the new cipher used to encrypt the data.
The flurry of criticism against the popular WiFi (IEEE 802.11b) wireless networking gear
sparked a virtual WLAN security mini-industry, noticeably beginning in 2001, after the first
reports knocking WEP were released. Most of the specialty solutions are wireless-technology
agnostic, so migration issues are irrelevant. Most solutions also offer more than just increased
security; they also offer mobility and management solutions, as these three aspects tend to go
hand-in-hand. Management allows a flexible toolset for creating access policies, brings
integration with directory services, and provides centralized control for a variety of wireless
protocols. The goal of many of these products is to provide true mobility, where transparent
handoffs can be made without compromising security, as well as zero-configuration roaming.
BlueSocket, ReefEdge, Vernier Networks offer hardware gateways with software that provide
for authentication, various levels of role-based access control, enhancements to roaming and
other security features. Fortress Technologies provides hardware gateways and client software,
and Cranite Systems offers server and client software. Both offer AES encryption capabilities.
Netmotion Wireless's software was designed initially to enhance roaming capabilities, but in
doing so has evolved to support various security enhancements.
Solutions from BlueSocket and other security appliance vendors have been especially
embraced by universities and other large-scale roll-outs, as a way of providing for an
additional layer of security and management over their existing APs. Vendors such as
Bluesocket, ReefEdge and Vernier are geared toward providing vendor-agnostic gateways
which enable advanced security, roaming and management features. Nortel and HP have taken
to this concept of security appliances, and have added similar device to their WLAN portfolios.
Management
Most vendors provide for their WLAN devices to be manageable through common Telnet or
Signaling Network Management Protocol (SNMP) services and a Web browser interface to
facilitate their monitoring and control. In addition to bridge statistics and counters, APs from
vendors such as Cisco, Symbol and 3Com, offer additional features such as the mapping of
APs and their associated clients, as well as monitoring and reporting of client statistics. APs
can also control access and the flow of traffic through the WLAN via MAC and protocol-level
CBC-Mac Protocol—Encryption algorithm
G:\004169\WiFi\RepaAFinzl ReNn\02_R06/2.d. 9/29/03 R. W. Beck 2-8
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Tutorial on WiFi Technology
access lists. Most vendors include management and traffic shaping applications with the
purchase of their WLAN products. Vendors selling equipment into the high-end business
environment tend to provide for a management package that allows for the integration of the
management of the wireless network into their existing network element management package
(i.e. CiscoWorks, or into their enterprise framework management package (HP Openview,
CA's Unicenter, etc.). Practically all of the vendors, including those on the low-end, offer
web-based management tools,which provides for much easier configuration and installation.
Roaming
Although WLANs are intended to provide for enterprise mobility, there is currently no
industry standard that addresses the tracking or management of mobile devices in its
Management Information Base (MIB). This seems to prohibit users from roaming between
wireless APs that cover a common area, such as a complete floor of a building.
However, individual vendors have addressed this issue, providing their own versions of
mobility algorithms that provide for roaming within an IP domain(such as a floor) with an eye
towards optimizing roaming across IP domains (such as a campus environment). Many
vendors offer AP solutions that provide load balancing and roaming, which enable multiple
APs to provide seamless campus-wide coverage. 802.11 TGf is working on defining inter AP
protocol. Most leading vendors provide for APs to support roaming across multiple APs on the
same subnet, as well as supporting Dynamic Host Configuration Protocol (DHCP-the
assignment of IP addresses) and Extended Roaming, which allows users to move seamlessly
between APs on different subnets.
Applications such as NetMotion's Wireless LAN edition provide for wireless devices
(Windows 95, 98, CE or Pocket PC) to move between wireless networks, recover
automatically when disconnected or out of range, and maintain application states throughout.
Many of the vendors that offer specialized WLAN security solutions also offer enhanced
mobility features in their solutions, as security and management tend to go hand in hand.
Roaming, as with management, is also closely related to maintaining a secure WLAN. It is
necessary to maintain not just a connection across subnets, but also a secure connection.
NetMotion, for instance, touts that they provide for a "roamable VPN" with their session
persistence across subnets. The security specialists BlueSocket, ReefEdge, Vernier Networks
focus on providing secure subnet roaming, with security features (like authentication and
encryption)holding steady as users roam among subnets.
2-9 R. W. Beck GM06169MHRepo \FinalRepor002_R0672.doc 9129103
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Section 3
WiFi Products, Services and Pricing
Overview
The preceding Sections provide an overview of this Project and WiFi technologies. We now
build upon that platform by identifying the specific WiFi products and services that are
assumed to be provisioned by the new enterprise. Lastly, this Section states certain
assumptions about product/service pricing, which will be used in Section 9 (Financial
Analysis.)
Applications of WiFi Metro Network
The potential uses of a WiFi Metro Network are many, including:
1. Wholesale Consumer Broadband Intemet Access
2. Retail Internet Services "Local WISP"
3. Business Data LAN/WAN connectivity for enterprises
4. Civil Service Private Network
5. Surveillance and Monitoring
6. Utilities Remote Meter Reading
7. Homeland Security
For the purposes of this high-level study, the opportunity for using the WiFi Network for
Retail Internet Services is explored. This section discusses both Standard Internet Service
Provider (ISP) services that serves as the primary revenue source for the network and Value-
Added Services that can provide additional upside revenue and may be particularly attractive
to business customers.
Standard ISP Services
The Standard ISP Service package includes Intemet Access at a specified speed(e.g., standard
rate of 512 kbps down, 128 kbps up for residence; 768 kbps down,256 kbps up for business)
■ E-mail accounts(5 accounts Residence; 10 accounts Business)
■ Web page hosting(10 megabit storage with additional storage as an enhanced service)
■ Domain name hosting
Additional bandwidth, e-mail accounts, and web hosting space would be available as service
upgrades.
The standard ISP services should be designed to achieve unique positioning Azusa's very price
sensitive market. Typical prices of competitors for high speed internet access and ISP services
3-1 R. W. Beck GA004169MFARepo \Fiuel Rep.nM-R0672.doc 9/29103
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Section 3
are the following. Please note that"down"refers to download speed and"up" refers to upload
speed for the user.
Residential
Verizon DSL(Up to 768K down/128K up): $49.95
Version DSL (Up to 1.5M down/l28K up): $59.95
Charter Cable Modem(Up to 256 K down): $29.95 plus $4.95 modem rental*
Charter Cable Modem(Up to'786 K down): $39.95 plus $4.95 modem rental*
Charter Cable Modem(Up to 1.5M down): $49.95 plus$4.95 modem rental*
AOL Dial-up: $23.90 (or$19.95 if paid lump sum for year)
Bargain Dial-up: $9.99
*Packaged with cable service; $10.00 additional fee without cable subscription
Business
Verizon DSL(Up to 768 Kbps down) $59.95 -$129.95 depending on upload speed*
Verizon DSL(Up to 1.5 Mbps down) $69.95 - $89.95 depending on upload speed*
*For Dynamic Service; Static service is$20 to30 more per month
By taking advantage of the low infrastructure cost of the WiFi Network, Azusa could position
its standard 512 Kbps residential service near premium (AOL or MSN) dial-up rates for a
service that is eight times faster than dial-up. This positioning would not only attract current
dial-up customers, it would also provide a cost-effective option for current high-speed
customers.
Enhanced ISP Services
Enhanced ISP services are additional features and products that can be deployed at any time.
Examples include:
■ .Voice Over Internet Protocol (VoIP)
■ Virtual Private Network(VPN) Services
■ Border Gateway Protocol 4 (BGP4)
■ Anti Virus and Spam Protection
Each of these will require additional operational procedures as well as capital expenditures.
Inherent in the design of the initial ISP operations are many "links" to these additional
services.
VoIP
VoIP (Voice over IP) is nothing more than the conversion of analog (standard phone lines)
voice traffic into IP packets. These IP packets are then moved by routers throughout the
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WiN Products, Services and Pricing
Internet to voice gateways that convert the voice back into its original form and hand it off to
other carvers who then complete the call(deliver to call to a non-rP passed phone).
One of the main advantages of VoIP is the reduction of long distance call charges. The call is
transported over the Internet to the designated termination city and connected into the public
switched n etwork t o a llow call c ompletion to a n on V oIP customer. T he establishment of
these interconnect points across the nation or world is far too costly for a single municipal
network. Therefore, for the purposes of this analysis, it has been assumed that AL& W would
use an established national provider of Vole, such as Vonage Holdings Corporation. Vonage
contracts with ISP's to be market representatives or resellers to sell its services on a local basis
for a commission. This company then provides all necessary back office and technical
support.
Typically, an Azusa customer who wishes to use VOIP will be given a device called an Analog
Telephone Adapter (ATA). The customer plugs into the ATA his standard analog telephone.
Advanced(many buttons and features) phones that are connected to PBXs cannot be connected
to the ATA. In these cases, the ATA is then connected to the wireless network switch or hub
in the customer's home or business and the VolP traffic is routed to the Azusa ISP location.
Residential customers subscribing to AL & W's WiFi Intemet Service would most likely need
to purchase a router to allow both telephone set and computer connection to the high-speed
network. These are available commercially (e.g. Best Buy, Comp USA) for about $60. From
there, Vole traffic is sent to VoIP providers such as Vonage. For firms like Vonage to receive
this voice traffic, it will be necessary to negotiate a business relationship with them.
There are a number of issues that need to be considered when passing VoIP traffic over the
Intemet in general and a wireless local access network in specific. Each "call" will consume
about SO Kbps of bandwidth. Although it is possible to significantly reduce this bandwidth,
such reduction often leads to poor voice quality (similar to a bad cell phone conversation). A
typical customer will expect the quality of the VOIP service to be as close as possible to
traditionally provisioned voice services. In addition to the bandwidth requirement, VoIP
traffic must not be delayed as it traverses the network. Both bandwidth allocation and delay
control can be achieved by the use of various QoS (Quality of Service) protocols. The initial
Azusa ISP design allow for full QoS operations.
To fully deploy VoIP service over a wireless access network it will be necessary to assure that
the "shared" Ethernet segments (delivered to homes and businesses) are linked by enough
transmission devices (radios). The exact amount of additional RF (radio frequency)
transmission needed to carry significant VoIP traffic will depend on the rapidity of VoIP
deployment.
One of the major advantages to VoIP service is the ability to "move" the service (phone) to a
different location and still keep the same phone number. One simply has to unplug the ATA
from the wireless Ethernet switch and plug it into a different Ethernet switch located
anywhere. This new location only has to provide internet access (the local firewall at the new
location may need to be adjusted) and the phone works exactly as before. One of the major
difficulties with this mobility is complexity it causes with 911 calls. A 911 call allows
emergency services (fire, police) to instantly "look up" the location of the call so as to send
help e ven if the c aller c annot specify the c alling 1 ocation. All p hone c ompanies maintain a
number of databases that are manually updated when a new phone line is installed in a home or
3-3 R. W. Beck G9004169MFPRepm Tical RepoAM_R0672.doc9/29/03
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Section 3
business. Unfortunately, every time a VoIP phone is moved there is currently no automatic
way to update these databases. Should a customer fail to notify his or her phone company of a
VoIP move, the databases will reflect incorrect location information. There are a number of
efforts underway with various governing bodies that will address this issue in the future.
Another concern with Vole phones is there need to draw power from an external source. Most
analog phones (the ones in a home for instance) operate on phone line power. This is why a
home phone may work (if it is not a cordless one!) when the power in the home fails. The
basic wireless access device (as well as the VoIP ATA) installed in. a home or business
required a connection to the locations electricity lines.
Finally, VoIP "numbers" are not listed in printed or operator directories, which may be of
particular concern to businesses.
These three limitations (911,loss of power, and directory listing) essentially limit VoIP service
to a"second" line service. It is unlikely (as well as unwise) to expect customers to completely
replace their incumbent voice service with Vol?.
Virtual Private Network (VPN)
For those customers who have more than one location (either in Azusa or outside Azusa) it is
possible to offer "private" links between these locations using VPN technologies. VPN
basically offers the customer a less expensive option to traditional telephone company wide
area networking (WAN) services such as frame relay, point to point circuits (T1s) and ATM.
Typically, the customer purchases (this can be provided by Azusa on a monthly rental basis) a
VPN device for each remote location. AL&W would use its own VPN concentrator (a
$25,000 additional capital cost to Azusa) to interconnect all of the locations within the range of
the wireless network and then "rent" VPN devices to the customer for external locations. For
an additional monthly fee per location, AL&W would manage.these devices for the customer.
Border Gateway Protocol 4 (BGP4)
Larger customers or those with mission critical Internet access would be able to take advantage
of BGP4 services, which manage the use of more than one Internet Service Provider to achieve
redundancy. These customers would either have a current ISP (Azusa being the second) or
would obtain a secondary ISP (Azusa being the first) and Azusa would coordinate the
redundancy and failover abilities for BGP4 on the customer's router(s) for an additional
monthly fee. There would also be considerable setup fees and potential consulting labor
associated with this offering.
AnitVirus/AntiSpam Service
It is possible to scan all of the incoming (from the customer's point of view) data (emails and
downloads) for viruses and eliminate them. The same technology can be used to filter out
most spam from a customer's email traffic. In order to provide these services, Azusa would
need to obtain appropriate software ($5,000 - $15,000 depending on number of users).
Additional labor will be required to keep the virus and spam software up to date. This would
be done by the network administrator and would likely add an additional 3-5 hours per month.
Gd004169\WiFi\Rcpu \ nsl Report\03_RD672Ao0/29/03 R. W. Beck 3-4
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WiFi Products, Services and Pricing
Viruses and Spam are becoming such major issues, Azusa may wish to include this service as
part of the Standard Service. This would provide differentiation from many current dial-up and
high-speed services.
Packaging and Pricing
It is possible within the initial deployment to offer various levels of Internet access. For
example, Gold access would include the necessary QoS and bandwidth allocations to
guarantee satisfactory VoIP performance. Silver access would only use additional "bursting"
abilities while standard service would only "burst' if all Gold and Silver customer traffic was
being served without a problem. Using these different levels of performance, it is possible to
both offer a highly competitive "entry level" service option while at the same time providing
the justification for higher priced access services. Below is an illustrative matrix showing
level vs. product.
Table 3-1
Sample Packages and Pricing
Service Level Home Standard(512K Small Business(768 K Enhanced Business(1.5 M
(Additional fee) Down/128K Up- Down/256K Up) ($39.951mo) Down 11.5 M Up)
($24.951mo) or Enhanced ($89.951mo)
(1.5 Mbps down1128 Kbps
up•$39.95)
Standard ($01mo) BA BA,AV BA,AV
Silver ($5/mo BA,AV, AS BA,VPN,AV,AS BA,VPN,AV,AS
Residence, $15/mo
Business)
Gold ($55/mo) All Services+VO All Services+VO All Services+VO
VO=VoIP VP=VPN MG--Remote Management
AV=AntiVirus AS=AntiSpam BA=Basic Service
Please note that this is only an example. Other services such as additional web hosting and
additional mailboxes can also be added. The actual matrix and price points will be based on
the actual services offered and will be modified as new services are brought on-line.
For the purposes of this analysis, the following pricing is assumed:
3-5 R. W. Beck Gd004169\WTAReponWioalRepon\03R0672.60/29/03 ` 061
Section 3
Table 3.1
Service Pricing for Financial Analysis
Market/Service Standard Package Price
High Speed Internet Service
Residential
■ 512 Kbps down; 128 Kbps up $24.95
$39.95
■ 1.5 Mbps down; 128 Kbps up
Business
■ 768 Kbps down;256 Kbps up $69.95
■ 1.5 Mbps down; 1.5 Mbps up $89.95
Voice over Internet Protocol(VoIP)"
Residential
■ Unlimited local; 500 minutes national LD
$25.99
■ Unlimited local&national long distance $39.99
Business(per telephone set requiring an ATA)
■ Unlimited local; 1500 minutes national LD $39.99
■ Unlimited local&national long distance $6999
"Vonage Pricing Used;Please note that unlimited calls refer to calls within the United States.Calls to other countries,
including Mexico,are available at discounted rates,as shown on the Vonage and Vontek websites
If a national Vol? provider like Vonage is used, AL&W will be the marketing agent for the
national provider and receive a commission based on sales. This analysis has used the
standard Vonage commissions: Eight percent of residential revenue and five percent of
business revenue. It is further assumed that 10 percent of residential customers will choose the
1.5 Mbps service with the remainder subscribing to the lower speed service resulting in a
weighted commission revenue to AL&W of $2.19 per customer per month. It is likewise
assumed that 20 percent of businesses will choose the 1.5 Mbps service and the remainder the
lower level service and that businesses will subscribe to at least 2 lines of service each. This
results in a revenue to AL &W of$4.30 per business VoIP customer.
It should be noted that the Vonage rates cited above are predicated on maintaining a minimum
of 500 Vonage subscribers a year. In the first year, AL&W may need to guarantee this
minimum or instead accept a $50 per subscriber one time finder's fee instead of an ongoing
revenue s tream. Vontek, a c ompany affiliated w ith V onage, provides additional in arketing
arrangements and opportunifies for co-branding. These can be further investigated as the
implementation plan is developed.
There is, of course, additional revenue potential both from the enhanced packages and services
described above and from custom services of higher bandwidth for individual businesses.
Another opportunity may be the creation of joint services with Azusa Pacific University that
would allow students living or traveling off campus within the City to access high-speed
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WiFi Products, Services and Pricing
Internet via�the City's WiFi network. These opportunities provide "upside" revenue potential
to the financial analysis presented in this report.
3-7 R. W. Beck Gd006169\WiMRepmOFinal Report\03 R0672.doc929/03 063
Section 4
WiFi Demand
Overview
This Section provides a demand forecast for WiFi products/services.
Azusa's market share of the Internet service market using the WiFi network is dependent on
the same factors discussed in the Telecommunications Feasibility Study:
■ Size of Market(numbers of addressable customers)
■ Demand for services from providers competitive to the incumbent provider(s)
■ Preference for the City as a retail service provider
■ Retail marketing and sales efforts of the type found in a competitive telephony market to
ensure that potential customers are aware and knowledgeable of the offerings and
advantages of the City as a provider
■ Service quality comparable to, or better than, competitive providers
The WiFi site visit and technology plan has affirmed that it is possible to have close to 100
percent coverage of Azusa home and businesses with the placement of the 4 cell towers.
Marketing costs have been included in the financial analysis that would allow for adequate
marketing and sales efforts. Finally, in the Azusa environment, the WiFi technology can
produce service quality comparable to competitive providers, with potentially far easier and
faster installation. Therefore, the key factors will be overall demand for the services and
preference for the city as a provider. These factors will be examined separately for Internet
services and Vole.
Internet Service Demand
In the previous study, market prices comparable or slightly lower than the major providers
were tested by survey research. Given the lowest prices ($45 for 1.5 Mbps service and $34 to
$39 for lower speed services) it was estimated that a .little over nine percent of residential
customers would subscribe to Azusa's high-speed service by year five. Likewise, given price
points of $89 for 1.5 Mbps service and $69 for 768 Mbps service, almost nine percent of
businesses were forecast to subscribe to Azusa's high-speed Internet service by year five.
These numbers form the basis of the most conservative penetration estimate of demand for
Internet Service Provided over the WiFi network.
However, the research indicated a high level of price sensitivity in both residential and
business m arkets. Intended subscription rates doubled between the highest rates and lowest
rates tested for almost all Internet services, as seen in graphs below for residential and business
interest in 768 KBPS service. The increased subscription came both from current subscribers
of higher priced services and dial-up customers seeking to upgrade their service.
4-1 R. W. Beck c:w04169MFAReporffinalReport%04_R0672.do 9/29/03 064
Section 4
Price Sens ltivity of Demand for Res ldential
Internet Service Price Sens ltivity of Demand for Business
Internet Service
20%
L 20% m
e
�. v
n
% _ _
_ 0 —
'0 5% 00 5
V
V N
$59 $49 $39 $89 $79 $69
Price of 768 KBPS Se rvlce Price of 768 MPS Service
Figure 4.1: Price Sensitivity of Demand for Residential and Business Internet Service
On a national basis, the impact of price is confirmed by a June 2003 Ipsos-Insight study that
found that dial-up customers were far more apt to upgrade to high-speed service with prices
closer to premium dial-up service:
■ At $40 per month, about three percent of American dial-up users would switch to DSL or
cable modem service
■ At$30, nine percent would switch to cable and 10 percent would switch to DSL
■ At$20, about 20 percent of dial-up users would switch to DSL or cable
If the City were to offer high-speed Internet services at a very low entry point such as $25 for
residential service, it is highly likely that it would garner a greater share of market than
indicated in the research where prices were closer to current competitive levels.
The demand numbers from the Azusa and national market research studies did not specifically
address Internet service provided by wireless technology. However, previous research
conducted by R. W. Beck found little impact of wireless versus wired technology in purchase
intentions. The mobility of the wireless technology—the ability to move the computer around
the home or office or around the town—will be seen as an added enhancement not provided by
wired solutions.
Due to the lower price points, it is assumed that the demand for residential high-speed Internet
service will increase 40 to 44 percent over the levels forecast in the Azusa
Telecommunications Feasibility Study. For businesses, it is assumed that the lowest rates
actually tested in the survey will be offered, resulting in the demand indicated in the initial
feasibility study. However, it may be possible to gamer more demand by providing greater
upstream data speeds than are being made available by competitors at these reasonable rates.
This would provide additional upside revenue not included in this analysis. In actual market
deployment, a v ariety of speed combinations would b e offered to provide greater choice to
customers. Complete demand estimates by year can be found in the Financial Pro Forma
Appendix.
GA004169\WiFARepon\FinaI Repon\04_R0672.doc 9/29/03 R. W. Beck 4-2
065
WF Demand
V61P Demand
VoIP is a substitute service for both local telephone service and long distance service.
Nationally, according to a 1999 TNS telecoms' study made available from the FCC, the
average total household telecom spending was $149.49, with 25 percent ($37.33) spent on for
local service and nine percent ($12.04) on local toll and long distance. The average (mean)
number of long distance minutes of use was 131.
An Azusa VoIP offering would compete directly with Verizon local and long distance service
and with cellular service which packages local and long distance calling.
Competitive Position versus Verizon Wired Service
As a direct competitor to Verizon, VoIP has a clear price advantage. However, the fact that
VoIP numbers are not included in directory services (print or operator), VoIP does not have
separately provided power for use in emergency power outages and because VoIP is not
possible to completely conform to 911 emergency protocols, this service is at a disadvantage
as the primary line service in homes. On the other hand, it is estimated that 25 to 30 percent of
homes have a second line, at least 50 to 65 percent of these for the purposes of Internet
connection'. The use of WiFi service would eliminate the need for these extra computer lines
and provide a market opportunity to encourage customers to obtain the advantages of a second
line and discounted long distance service through Vo1P.
Business demand for VoIP is more straightforward due to the normal subscription to more than
one line. A business which has at least one line or trunk with Verizon could still use VolP for
other long distance or local traffic.
Verizon has instituted competitive long distance packages, as was detailed in the
Telecommunications Feasibility Study. Most of these are based on reduced per minute
charges. Only o ne p ackage includes a block of minutes similar to Vonage VolP or cellular
services: The following compares Verizon local and long distance service with a similar
Vonage VoIP packages for a residential customer:
Table 4.1
Price Comparison—Residential Telecom Service Bundle
Service Included Verizon Vonage
Local flat rated phone line' $17.25 All services offered in
Voice Mail 4.95 package only
Call forwarding 2.50
Caller ID 7.95
500 minutes in-state and state-to- 30.00
state long distance
Total Package $79.90 $25.99
"Note:does not include additional access charges and tax;also,package plans may reduce Verizon prices.
'Telecoms Market Monitor�;TNS Telecoms was formerly PNR and Associates
'Previous R.W.Beck surveys in other communities;2000-2002
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Section 4
Competitive Positioning versus Cellular Service
As a direct competitor to cellular service, VOIP can provide comparable or less expensive
local/long distance packages, but does not provide the key attribute of mobility. If Azusa
follows the Los Angeles area average, approximately 36 percent of the market subscribes to
cellular service, substantially below the average of 52 percent since across the top 25 U.S.
markets? Most of these plans already include national long distance calling capability.
Table 4-2
Price Comparison—Residential Service
Verizon Wireless AT&T Wireless Sprint PCS Vonage
Plan 300 anytime minutes 500 anytime 500 anytime Unlimited local+
minutes;unlimited minutes; unlimited 500 anytime long
nights&weekends nights&weekends distance minutes
OR 600 anytime
minutes
Price $39.99 $49.99 $45.00 $25.99
VolP Demand Estimate
The Azusa Telecommunications Feasibility Survey did not measure demand specifically for
VoIP. The estimated demand therefore considers the following:
■ Expressed interest in alternative voice service at discounted rates
■ Percentage of market making sufficient long distance service to warrant purchase of a long
distance service
■ Discounts of demand to account for 911 and directory disadvantages and for existing
subscription to cellular service that normally includes long distance benefits.
In the Azusa Telecommunications Survey, 23 per cent of businesses and residences expressed
interest in competitive voice services at a discount. Approximately half of these would
subscribe to voice services offered by the City. VoIP priced at Vonage price levels of$25.99
for residential customers could be expected to draw an even higher percentage of those
customers with two lines. However, due to the security issues (power and 911), it is doubtful
that VoIP will achieve much penetration into the primary line market. The market penetration
estimates assumes that of those residential customers initially expressing interest in City
provided voice services, 25 percent would switch primary lines, one-third of those with second
lines would substitute VoIP for that second line, and that a proportion of customers in the top
10 percent of toll usage would subscribe to VOIP.
Business customers subscribe to VoIP on a per telephone set basis, with an ATA devise
required for each telephone. The estimate in this analysis assumes that 80 percent of those
businesses interested in the initially tested voice service from the City would subscribe to VoIP
3 Telephia,Inc.Study a quoted in CyberAtlas.mteruetcom,November 18,2002.
G9004169\WiFTRcpoelFina1 RcpoA\04_R0672.doc 9129103 R. W. Beck 4-4
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WIN Demand
with service being provided to one-half of the telephone sets that are in addition to the primary
line. Complete demand estimates by year can be found in the Financial Pro Forma Appendix.
Please note that Vol? requires access to the WiFi high-speed network. In this analysis, it is
assumed that the VoIP customers already have a subscription to high-speed WiFi Internet
service. However, it would be possible for the City to charge a Network Access charge to
enable customers desiring Vol? to obtain the service without purchasing the Internet service.
This monthly charge would provide additional revenue and would compensate the City for use
of bandwidth on the WiFi network for placing VoIP calls.
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Section 5
High Level Network Design
Overview
The Project Team conducted the following "high-level" design and cost estimate for deploying
a WiFi metro network in Azusa. These figures are based on the Project Team's site visit and
information obtained during meetings with AL&W staff and are intended to be used for
budgetary purposes only. An engineering level design and cost estimate are recommended
prior to launching a new business.
High-level Network Design
This network deployment assumes that no towers are available within Azusa and that four new
towers would have to be built. The four hubs are design to cover the nine square mile region
and provide WiFi service to any client device enabled with an embedded WiFi radio/NIC.
This analysis also assumed that labor rates are based on using non-Union labor that is local to
the area for tower construction.
On.July 17, 2003, the Project Team performed a preliminary drive-through within the city
limits. The purpose of the visit was to determine feasibility of infrastructure placement and
possible alternatives to radio frequency(RF) design criteria. The original preliminary estimate
was done so without knowledge of town, geography or demographics. The following
conclusions were made and shared with representatives of AL&W during the kickoff meeting
in Azusa on July 21, 2003:
■ The overall topology of the city lends itself for favorable wireless RF deployment. The
simplest RF design network would be to divide the town into four quadrants with First
Street and Azusa Avenue been the intersection.
■ The areas north of First Street could be easily blanketed with RF from two towers placed
in the a pproximate c enters o f t he N E and N W quadrants. T he 3 00+h omes n orth a nd
along San Gabriel Canyon Road could be covered by attaching RF-sector antennae on the
water reservoir.
■ The areas south of First Street [SE, NE quadrants] would require antenna to be at similar
heights as areas to the north with appropriate tower structures erected. The high-tension
LA power infrastructure traversing the city below First Street would be an ideal RF
distribution point.
■ The wireless RF network would tie into the City's existing fiber network bypassing any
Incumbent Local Exchange Carrier(ILEC) local facilities.
■ If Azusa Light and Water could get access/attachments rights to LA's high-tension power
facilities it would negate the need for two tower build-outs in the SE and SW quadrants.
5-1 R. W. Beck G:\004169\WiFARepon%FinelR"onM R0672.doc 9129103
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Section 5
The customer premise equipment would differ from business customer to residential customer.
Today, various options are available for all-inclusive gateways having firewall-switch-
Ethernet-router functions. The small office/home office (SOHO) market gateways at retail
cost approximately $200 each.
Three types of customer provided equipment may be required:
1. A number of homes or businesses may require an external antenna to be installed.
This is most likely to occur on the periphery boundaries of a particular cell. These
antennas and associated cables are commercially available for $90 to $200 each and
can be installed by home or building owners or by local service businesses.
2. Each computer accessing the WiFi network requires a WiFi NIC card. These are
commercially available.(e.g. BestBuy, Comp USA, etc.) for approximately $40 to $60
each, depending on desired speeds.
3. A residential customer desiring to have both Vol? and WiFi Internet access will need a
four port router, which is also commercially available for roughly $60 each.
The Project Team recommends that AL&W not directly market these CPEs devices as they are
widely available from existing businesses. AL&W may wish to maintain a list of local
contractors who would install antennas for customers that desire assistance.
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Section 6
Capital and Operating Costs
Developing a financial forecast for the performance of a WiFi enterprise in Azusa requires an
estimate of the capital costs associated with its implementation. This Section presents a list of
major hardware and related costs.
On July 17, 2003, the Project Team performed a preliminary drive-through within the city
limits. The purpose of the visit was to determine feasibility of infrastructure placement and
possible alternatives to RF design criteria. Based on these analyses, the following conclusions
are offered:
■ Four hubs are designed to cover the nine square mile region and provide WiFi service to
any client device enabled with an embedded WiFi radio/NIC. Two of these hub antennas
can be placed on LADWP transmission towers and two require the building of new
towers. This model has chosen to use the LADWP towers due to the increased speed to
market gained by using existing tower and the ability to minimize the visual impact of
towers on the community by using existing facilities.
■ LADWP initially estimates that tower lease would be $1,500 to $2,000 per tower per
month. As monthly rates in other areas average $1,000 to $1,500 (e.g., Verizon rates for
tower use), the $1,500 per month rate will be used in this analysis. LADWP also requires a
$1,000 engineering feasibility study fee per tower. Tower rental rates should be carefully
negotiated during the implementation stage.
■ Labor rates are based on use of Union labor local to the area for tower and contracting.
■ The overall topology of the city lends itself for favorable wireless RF deployment. The
simplest RF design network would be to divide the town into four quadrants with First
Street and Azusa Avenue being the intersection.
■ The area north of First Street could be easily blanketed with RF from two towers placed in
the NE and NW quadrants. The 300 + homes north and along San Gabriel Canyon Road
could be covered by attaching RF-sector antennae on the water reservoir.
■ The areas south of First Street would require antenna to be at similar heights as the areas
tothe north with appropriate tower structures erected. The Los Angeles Department of
Water and Power (LADWP) has high-voltage transmission towers near First Street that
could be an ideal RF distribution point.
Details of the required WiFi infrastructure are listed below in Table 6-1.
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i
Section 6
Table 6.1
Estimated Detail of Capital Expenses and Labor
RF Design Man Price Total Comments
Description Days
Survey 80 $1,500 $120,000 'Approx.4 weeks for two crews of 2
Tower Crew 40 $4,200 $168,000 3 person crew at $175/hour/man x 8 hour
day for 4 weeks
Documentation 15 $1,000 $15,000
Equipment Rental 40 $750 $30,000 4 weeks x 2 lifts
Test Trailer 1 $80,000 $80,000 Telescoping test trailer,with generator
Project Mngmnt 20 $1,800 $36,000
Estimated Subtotal $94;000
RF Installation
Install 160 $1,500 $240,000 Approx 11 weeks for three crews of 2
Tower Crew 40 $4,200 $168,000 3 person crew at$175/hour/man x 8 hr day
Union Contractor 40 $1,400 $56,000 Local Union Contractor
Documentation 20 $1,000 $20,000
Misc.Construction 20 $2,000 $40,000 materials
Equip.Rental 40 $750 $30,000
Tower Hardware 2 $50,000 $100,000 Guided 100 ft.towers
Tower Labor 2 $20,000 $40,000
Proj. Management 60 $1,800 $108,000
Estimated Subtotal $$02,;000
RF Equipment Number Price
5.8 GHz
45 Mb 4 $28,000 $112,000 45 Mb Includes antenna
Vivato Sectors 16 $14,000 $224,000 Vivato sector,4 per pop
Data/AP 16 $500 $8,000 Data run
Box and Cable 16 $2,000 $32,000 Nema,splitter,heater,etc.
Subtotal 37fi 000
Ongoing Support
Onsite days 150 $800 $120,000 2 guys on site
DS3 12 $10,000 $120,000 Per month cost
Subtotal $240;000
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Section 7
Internet Service Provider Business
Design
The initial design for Azusa's ISP business is centered on a standard fault tolerant
topology on both the internal and external sides of the network. Below is a high level
diagram of the major elements involved.
.'$ --
__.-_
tan
Figure 7.1: Major Network Elements for Azusa Wireless ISP Operations
The upstream feed is provided by two tier-1 ISPs. Typically this would mean service
from ULTNet (part of WorldComm) and Sprint. While alternative upstream providers
are available, these two represent the largest portion of the Internet's underlying
network. In order to guarantee the highest level of uptime and allow for alternate
routing, the u se o f B GP4 (Border G ateway P rotocol v ersion 4, the primary r outing
protocol used by ISPs) is required. This will require Azusa to obtain an Autonomous
System Number(ASN) and a block of IP addresses. Both of these are controlled by a
group called AKIN (American Registry of Internet Numbers). AKIN "rents' large
blocks of address and coordinates how ISPs(as well as large customers) use more than
one ISP feed.
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Feed A
Section 7
The BGP router is connected to a sophisticated Ethernet switch (noted on the diagram
as Internal and External VLAN) that "isolates" the external (Internet and wireless)
from the internal Azusa ISP operations. Each customer connected by the wireless
network is kept"separate"by the use of VLANs (Virtual Local Area Networks). The
devices (radios, switches) that comprise the wireless distribution network are
connected to the same Ethernet switch and utilize the same standardized VLAN
protocols as the internal ISP routers and switches. Each wireless customer is
"authenticated" for access (including issues like QoS) by the security engine, the
RADIUS server. Should a roaming laptop enter the range of one of the towers, it will
not b e able to use the system to access the network unless there is the appropriate
record(s) in the RADIUS server.
For the purposes of redundancy and load balancing, there are two of each of the major
application servers. The DNS server holds the domain name (xxx.com for example)
of the customer. The email server holds the accounts of the users on the system. For
those larger customers who have internal email systems such as Microsoft Exchange,
the Azusa email servers simply forward the email to them. The web servers are where
the customer stores his web site(s).
Not shown as a separate device is a communications server that allows customers to
dial-in should wireless access be unavailable. This feature will also allow Azusa to
offer basic ISP access to customers located outside Azusa and will allow Azusa
customers to access e-mail when away from home.
Operation Overview
An ISP is one of the least complicated telecommunications service provider functions
to operate. Once a customer's records (IP addresses, email accounts, domain names)
are entered correctly into the appropriate systems and databases, the network will
function automatically with little trouble. Relatively little direct labor is involved in
the day to day operations of the system.
Please note that these enhanced ISP services can be deployed at any time, allowing for
a migration of business offerings. Each advanced service requires additional
operational procedures as well as capital expenditures. Inherent in the design of the
initial ISP operations are many "links" to these additional services. Each of the
enhanced services mentioned above are detailed below.
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Internet Service Provider
Table 7-1
WiFi Core Analysis Capital Requirements for ISP Operations
Description Price Comments
Communication Devices
BGP4 Router $21,000 This device delivers the"upstream"Internet
feed(s)
Layer 3 Switch(External) $35,000 This device links to WiFi and enforces QoS,
and"level"of Service
Management Router(Internal) $3,500 This router walls off the ISP management
network
Dial-In Communications Server $4,500 This device allows for customers to have"dial-
up"accounts
Firewall Device $9,500 This device walls off the ISP management
network
Subtotal $73,000
Servers
DNS Server 1 $5,500 This Server provides primary DNS(IP to
Name resolution)
DNS Server 2 $5,500 This server provides secondary(failover)DNS
(IP to Name resolution)
SMTP/POP3 Server 1 $7,500 This server provides primary email services
SMTP/POP3 Server 2 $7,500 This server provides secondary(failover)email
services
Web hosting Server 1 $7,500 This server provides primary web hosting
services
Web hosting Server 2 $7,500 This server provides secondary(failover)web
hosting services
RADIUS/Authentication Server $5,500 This server authenticates users to the wireless
system
SNMP Management Server $5,500 This server manages all the other devices and
provides status reports
Subtotal $52,000
Misc. Devices
Rack/Wire Mgt $5,500 Two full size 19"cabinets w/hardware and
cable management
UPS w/SNMP $5,600 650OW UPS w/SNMP monitoring
Console Switch w/modem $1,500 Links serial console ports for all devices to
in/out of band management
KVM Switch $4,500 Links mouse/keyboard/monitor for all servers
to master console(s)
Management PC $2,500 ISP Operations console 1
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Section 7
Description Price Comments
Management PC $2,500 ISP Operations console 2
Subtotal $22,100
ARIN IP space fee $5,000 This allows the ISP to'own"their own IP
addresses,a/19 to 116 size IP block
Labor IP and ASN $6,200 Labor to obtain IP addresses and ASN from
ARIN,40 hours @$155/hour
Labor to Install $12,400 Labor to install all hardware/software,80 hours
@$155/hour
Labor to Train Operations $6,200 Labor to train ISP staff in
operations/troubleshooting, 40 hours @
$1551hour
Subtotal $29,800
Total ISP CAPEX $177,400
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076
Section 8
Automatic Meter Reading and WiFi Networks
Overview
The concept of utilizing a WiFi network as a backbone communications system for utility
Automatic Meter Reading (AMR) is certainly an emerging market application, although
technical and financial feasibility of such a system hinges on a host of issues. Network
deployment, metering demographics, utility requirements, and technology development trends
all play large roles in the eventual applicability of AMR to WiFi networks.
Basics of AMR
AMR is a term used generically to describe a host of utility meter reading enhancement tools.
These range from walk-by RF systems to fully two-way dedicated fixed network AMR
systems. For the purposes of this discussion, we will define AMR as the centralized collection
of metered billing data at a daily (or higher) frequency, without the deployment of a meter
reading force.
Any AMR end-point (customer premise) device, can be thought of as consisting of three
primary components:
■ First, the metrology component of an end-point device converts electric consumption into
a format usable by the registration portion of the device. In a standard electromechanical
meter this is the portion of the meter that converts load voltages and currents into disk
rotation. In an all solid-state meter it would be the metrology necessary to sense load
currents and voltages and convert those into a usable pulse stream or increments of digital
consumption data.
■ Next, the r egistration portion o f the a nd-point device receives this i nput and performs
various data manipulation to produce meaningful billing and usage information. Again, in
the case of the simple electromechanical, energy-only meter this would consist of the dial
gear train and display register that meshes with the disk spindle and collects ongoing
kilowatthour consumption data. In the case of a more sophisticated electronic meter or
register this component might capture a whole host of load information including time-of-
use data, peak and off-peak demands, and 15-minute load profile data.
■ Finally, the component that separates true AMR from non-AMR end-point metering
devices i s the c ommunications i merface. A MR c ommunications c omes i n a v ariety o f
formats and sub-formats. These can be broken into two primary camps, wired and
wireless. Wired communications generally consists of telephone-based and power-line
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Section 8
based systems. Each of these categories has a number of sub-categories that apply
different techniques to the same media. For instance, telephone systems may be either
in-bound or out-bound. Wireless communications options make up'a seemingly endless
array of AMR options. These systems include all the different public voice and data
networks including cellular systems,both analog and digital,private networks supplied by
AMR vendors,hybrid systems, and an ever increasing host of new entrants.
Evaluating the feasibility of a particular AMR system at a utility is a very involved process.
Each utility has a unique set of demographics, operating procedures, rate obligations, billing
practices and numerous other variables that necessarily force a custom analysis. Nevertheless
a number of recurring i slues emerge during the analysis o f utility A MR feasibility that are
worth discussing in general terms. Among these issues are:
■ Meter Density — The density of meters within utility service territories and within sub-
regions of service territories is perhaps the single most important variable in selecting an
AMR technology
■ Air Time Costs—Proprietary (utility owned) wireless networks are a considerable source
of investment in time, effort, and money to the host utility. However, air-time costs
available from most public wireless providers can doom the economics of a project.
■ Batteries — End-point devices that require auxiliary power sources to maintain device
during loss of power will be incrementally more prone to failure and more expensive to
maintain than devices that do not have this requirement.
■ Public Networks - Most public wireless systems were designed for much higher
bandwidth requirements than is necessary with AMR. The AMR application is more
conducive to very short, "bursty"communications.
■ External communications vs. Under the Glass Communications— Developing end-
point devices with communications capability built into the device itself is typically far
more challenging and sometimes more costly, compared with providing a second stand-
alone communications module. However, having an all in one device reduces installation
costs, and eliminates the need for acquiring customer permission to install the additional
device.
■ Rate Requirements — Simply put, utility rates that utilize more intense metering
functions, s uch a s d emand, T OU, o r i nterval d ata,require m ore "horsepower" from a n
AMR system.
■ Water AMR— Of all utility services water metering provides the most difficult issues in
actual implementation. Pit set meters create a terrible operating environment. Power
supply is usually unavailable. Trenching may be required to send pulses to a collection
device. Wireless communications is made more difficult by lack of antennae height and
lack of available power.
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Automatic Meter Reading and WiFi Networks
Is AMR Adaptable to WiFi?
After interviewing a number of utility communications experts and AMR developers it would
seem that AMR is quite adaptable to WiFi application. One developer, when asked about the
potential for such a system lamented at the effort and expense that would be required to install
the network to support such meters. When asked if these concerns would change should they
be asked to provide end-point devices where a network already existed the answer was very
positive. There is a tremendous amount of development effort being devoted to WiFi
applications development and this competition is producing very reasonable costs for WiFi
interconnection. In particular, WiFi chip set costs should be decreasing significantly over the
next few years, indicating at least the potential for attractive component communications costs
for manufacturers looking to supply AMR products for WiFi systems at competitive prices.
One AMR provider, muNet of Lexington, Massachusetts claims to be able to ship WiFi based
AMR electric meter product immediately. Their particular approach to AMR is to use an IP
interface to each meter via an Ethernet port. An external WiFi based communications module
interfaces to the meter device via this Ethernet connection. Expected end-point costs for such
products currently would average approximately $180-220 (in volumes approaching 50,000
points), and would include provisions for interval data retention, TOU, demand, and collection
and m aintenance o f d ata from water m eter devices a s w ell. muNet c]aims t o already have
provided devices to some of their municipal clients.
Another AMR provider speculated that in very large volumes WiFi chip set costs to
manufacturers could reach the $10 range fairly soon. With this price point and the fairly small
footprint of the chip set, it may be possible to achieve an under-the-glass electric WiFi
metering solution that could compete with any currently available wireless AMR solution. It is
conceivable that single-phase, WiFi enabled electric meters could be sold in the $70-100-range
in the near future, barring unforeseen packaging issues, environmental constraints, security
vulnerabilities, or other barriers. Additionally, in the case of City ownership of the WiFi
network, savings in air-time costs should provide substantial advantage in a side-by-side
comparison with other public RF network offerings.
Advantages and Disadvantages of WiFi AMR
Each and every AMR communication methodology carries with it a whole host of advantages
and disadvantages, and WiFi is certainly no different. If a fully deployed WiFi network is in
place throughout the City's utility service territory this becomes a clear advantage in an AMR
application. Public wireless networks have represented a seemingly logical choice for AMR
application for many years. These networks are installed and functioning throughout most
metropolitan areas. However, it has proven to be extremely difficult to obtain air-time and
monthly service charges from public providers sufficiently low enough to work with AMR
cost justification models. For example, one provider mentioned that while air-time costs are
practically negligible due to their extremely small data throughput requirements, monthly
charges r ange from as 1 ow a s $2.50 up t o $30 plus per .m eter. T o p ut this in p erspective,
manual meter reading costs typically are estimated to be in the range of$.7042.00 per meter,
per month for most utilities. Thus, even at the low end of the range the service charges
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Section 8
available commercially would create a negative business case. A City owned WiFi network
could bypass these significant network costs.
AMR systems that establish meters as individually addressable IP points, raise a number of
intriguing customer service improvement possibilities. For instance, customer service
representatives could, while talking to customers, establish a session with a meter in question
and immediately verify and resolve customer issues. It would be reasonable to consider
allowing customers access to web-pages generated directly from their meters, high-lighting
usage patterns, current consumption rates, and virtually any other value derivable from
metering data.
Another factor that should be considered is the robustness of the WiFi network that is being
installed. How much redundancy is being built into the network? What happens when a "cell"
is lost? Does the City have service territory that is even slightly rural? What backup reading
method would be utilized in places where WiFi coverage doesn't reach?
Other Considerations
An extremely important consideration when entertaining the possibility of implementing AMR
is the installation of the end-point devices. On a per point cost basis a mass installation is the
least expensive path. This entails a well coordinated effort involving customer
communications, field logistics, back office integration, and centralized planning and control.
Electric only AMR mass installations might typically run between $8 and $15 per residential
installation for large projects utilizing specialized contract labor. Installation costs for non-
residential customers tend to vary wildly due to a number of service configurations. These
installation costs naturally trend upward as the utility moves away from a mass installation
approach.
When contemplating any AMR investment it is tempting to restrict the analysis to a
comparison of the costs of providing AMR to the costs of providing manual meter reading.
This is only a valid comparison if the requirements of metering are likely to remain static for
the duration of the analysis period. In other words, it's vital to understand and account for
such factors as the emergence of time-based rates, the need for better outage management data,
and other factors that characterize the changing utility markets. A simple costibenefit
assessment of the replacement of the manual meter reading process understates the value of
AMR and assumes an unrealistically static nature of utility billing and operating requirements.
Finally, in considering WiFi for AMR application, the City should contemplate and strategize
their future state in areas directly impacted by metering and metering related data gathering
capability. The contemplated WiFi network may well meet any and all metering data
communications requirements in the City's foreseeable future, or it may not. One potential
long-term consideration is that WiFi systems utilize unlicensed frequencies that are prone to
eventual congestion as applications and usage proliferates. It may be that utility metering
applications would be impacted less than other users due to their typically low data throughput
requirements. Nevertheless the potential for network congestion should be taken into account
when contemplating the application of AMR to this system.
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Automatic Meter Reading and WiFi Networks
Summary
Although still in its earliest stages of development, AMR via WiFi networks appears to be a
viable candidate for the efficient deployment of meter data collection capability and may offer
a means to offer very sophisticated customer enhancing services and rates. While development
to date of end-point products utilizing WiFi technology has been limited, there appears to be
the potential for very competitive deployment costs in the near future. Feasibility for
individual networks will likely come down to the character of the network deployed. Given
the relatively short outdoor range of this technology a large geographic deployment of WiFi
would require a very large deployment of base stations. Any phased approach to network
installation would necessarily affect the strategy and efficiency of an AMR deployment.
Finally, as the City further contemplates the installation of such a network they should,
perhaps, consider discussing the concept of providing AMR end-point products for this unique
application with one or more mid to small AMR providers. A number of fairly small but very
capable firms are searching for utility partners and potentially profitable market niches. Such a
relationship could prove most valuable in the long term.
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Section 9
FINANCIAL ANALYSIS
Overview
The objective of this Section is to present the financial implications of AL&W provisioning
retail telecommunications services over a proposed WiFi infrastructure. The foundation for
these findings is based on a high-level financial forecast (pro forma), which is discussed
below. The pro forma model is also included in Appendix A, at the end of this report. This
analysis assumes that AL&W will provide retail high-speed Internet services and will market
third-party VolP. The target market is residences,businesses and the public sector. It was also
assumed that all required infrastructure would be fully installed, tested and operational and
fully available to the new enterprise at the beginning of Year 1.
The two most important underlying components of the pro forma are the forecast for customer
demand and estimate for capital additions. These data are presented in Sections 4 (WiFi
Demand), 6 (Capital and Operating Costs) and 7 (Internet Service Provider Business), and are
not repeated here.
As noted in the Executive Summary, AL&W has limited the scope of this project to a
high-level analysis, serving as an initial investigation in determining whether this
enterprise is suitable for Azusa. Consequently, the following financial analysis was
developed to facilitate such decision making.
Financial Analysis and Pro Forma
The pro forma model requires the analysis and consideration of many different attributes, each
potentially affecting the City or AL&W in different ways. In some cases, specific attributes of
the pro forma simply motivate the revenues or cost of doing business. In other cases, such
attributes affect AL&W's corporate culture or current operating procedures. In order to
reasonably capture the important attributes in a manner that is easily communicated, the pro
forma model is broken down into the following sub-models.
■ Cash Flow Statement
■ Market Demand Analysis
■ Operational Savings
■ Cost of New Customer Connections
■ Back Office
■ Vehicle Expense
■ General and Administrative Expense
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Section 9
■ Marketing Expense
■ Capital Requirements for WiFi Operations
■ Capital Requirements for ISP Operations
■ Long-Term Debt
■ Depreciation
■ Staff Expense
■ Financial Analysis Assumptions
The first item listed above, Cash Flow Statement, is the model that generally attracts the most
attention. This is due to its concise summary of resultant revenues, costs and financial indices.
The Cash Flow Statement is a ten-year financial forecast (pro forma) for the proposed WiFi
enterprise and serves as the capstone summary of all of the enclosed financial spreadsheet
pages. The enclosed Cash Flow is based on primary and secondary data and the Project
Team's prior experience in designing similar systems to simulate the business elements of
AL&W's potential role in serving Azusa's telecommunications market.
The general format of the Cash Flow Statement is based on commonly used municipal models
with modifications to reflect feedback from AL&W staff during prior telecommunications
analyses. The primary components of this Cash Flow Statement are retail gross revenues,
expense, debt service and cash balances. Revenues are broken down by the specific retail
markets.
Expenses immediately follow revenues, which are carefully delineated to forecast significant
expenditures to the proposed venture as well as issues that might be outside of AL&W's
traditional culture. The specific components of the Cash Flow Statement are listed below and
detailed, on an annual basis, throughout the ten-year planning horizon.
Revenues
■ Residential Market Revenue
■ Business Market Revenue
Expense
■ Franchise Fee
■ New Customer Connections
■ Operational Savings
■ Vehicles
■ ISP Upstream Feed
■ Marketing
■ Internal Labor
■ Contract Labor(Outsourcing)
■ Back Office
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FINANCIAL ANALYSIS
■ Service Contracts
■ General &Administrative
Debt Service
Indices
■ Net Present Value of Net Income
■ Debt Service Coverage Ratio (DSC)
■ Beginning Cash Balance
■ Additional Cash Borrowed
■ Interest on Cash Borrowed/Invested
■ Ending Cash Balance
Residential Market Analysis
This page of the pro forma contains a 10-year summary of the market penetration rates for
each service, customer counts and gross revenue for the retail residential market. Based on
data provided by AL&W staff, our analysis assumed that the 2004 number of residential
accounts (households) is comprised of a core group (13,588 accounts) plus the Monrovia
Nursery (327 accounts). The core group is assumed to grow annually at a rate of 2.36 percent
and, resulting in 16,762 total households in year 10. This growth rate is considered to be very
modest and reflects the assertion that Azusa is already relatively built-out, with the exception
of the Monrovia Nursery Development Project, which is assumed to grow to 1,250 additional
accounts, totaling 18,012 accounts in year 10. If this development's building schedule is
accelerated in time (as opposed to the development being built incrementally over 10 years),
the City may realize additional revenues from early subscribers.
Residential market penetration data is considered to be one of the most important variables in
this analysis and is discussed in Section 4 (WiFi Demand).
Business Market Analysis
This page of the Business Plan contains a 10-year summary of the market penetration rates for
each service, customer counts and gross revenue for the retail business market. Based on data
provided by AL&W staff, our analysis assumes that the number of business accounts in year
2004 will be 1,433, grows annually at a rate of 2.36 percent and results in 1,768 business
accounts in year 10. Business and core group residential growth rates are assumed to be
identical.
Business market penetration data is considered to be one of the most important variables in this
analysis and is discussed in Section 4 (WiFi Demand).
Franchise Fee
AL&W staff informed the Project Team that revenues received from provisioning electricity
include a t wo p ercent F ranchise F ee a nd an a ight p ercent I n L ieu fee. C onsequently a 10
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Section 9
percent of gross revenue Franchise Fee has been included in this pro forma. This results in a
considerable source of revenue to Azusa,ranging from$26,410 in year one to $107,361 in year
10, for a total of$769,548 over ten years. Franchise fees reflect revenues to Azusa that are in
addition to and separate from any other revenues realized by the new enterprise.
New Customer Connections
For most residential applications, customer premise equipment is considered to be relatively
easy to install and can be accomplished without AL&W's assistance (see WiFi Network
Design Sections). For high-rise residential or more complex business applications, some
installation assistance might be required. This Project assumes that all customers will be
responsible for their own CPE, thus creating a new source of business for local
electrical/computer firms and reduced administrative burden to AL&W..
Operational Savings
This portion of the model simulates the potential savings that AL&W could realize by utilizing
its WiFi network to serve its own internal Internet needs. Such savings are essentially a
reduction in AL&W's existing telecommunications expense and are based on data provided by
AL&W staff during prior telecommunications analyses. This Project conservatively assumes
that AL&W will gradually increase its internal usage of the WiFi network over time, beginning
with no change in year one and ramping up to 100 percent by year five.
Vehicles
Maintaining the fiber optic network will require AL&W staff to have ready access to vehicles.
This pro forma assumes that pool vehicles will be used and that no new vehicles will be
required. However, in order to be prudently conservative, AL&W will need to have access to
a test trailer (modeled as a capital cost) and shared use of pickup and bucket trucks (modeled
as expense). These requirements are simulated in the spreadsheet labeled as Vehicles.
Marketing Expense
One area that is necessary, yet somewhat new to AL&W's current business culture is the need
to actively sell its services. The purpose of such activities is to gain new customers and retain
existing ones. Since the overall telecommunications business environment is significantly
more competitive than AL&W's incumbent services, this topic is included in the pro forma to
underscore its need. Examples of marketing activities, exclusive of staff, include creating and
distributing sales brochures, mailing, and advertising. While the total expense associated with
these marketing activities may be relatively small, accounting for only a small percentage of
total expense, its impact on the success of the new venture is potentially very large and
expected to directly impact market penetration and profit.
Internal Labor
Operating the new wholesale telecommunications business will require AL&W to either hire
new full time employees (FTE) or share existing staff. Based on the Project Team's
GM04169MP'iFBRepm\FlnalRepoft09 R0672.doc 9/29ros R. W. Beck 9-4
085
FINANCIAL ANALYSIS
experience in operating telecommunications businesses, the pro forma estimates that roughly
3 1/3 FTE will be required. Two of these FTE are technical specialists — the Network
Administrator and the Field Technician. The Network Administrator handles network
expansion, manufacturer contact, major equipment failures and upstream providers. The field
technician handles installation of devices and helps customers with technical questions. As
customers purchase their own NIC cards from commercial providers and Azusa will provide a
basic service guide to new subscribers, our experience is that customer contact will be
moderate and can be handled by the recommended staffing levels.Network monitoring outside
of normal business hours can be done by Azusa's electric operations department (who would
then contact the appropriate personnel on call) or can be set up on an automatic paging system.
Network down time is expected to be minimal. Please note that maintenance contracts for
equipment are included in the cost estimates and these manufacturers' representatives are
expected to be available immediately to handle problems that are other than routine.
This pro forma assumes that there is a full time venture manager for the first three years but
that these responsibilities would decrease to half-time thereafter. This manager would
primarily be involved with the business aspects of the venture, including financial
management, contract management, marketing and major customer/alliance relationships (e.g.,
major business customers, ASU, the school district, etc.). This manager would also need to
have sufficient technical knowledge of the network and Internet service provision to be able to
serve as an additional backup to the network personnel.
The remaining FTE are to account for the portions of service and billing representative time
that have been allocated in the cost model. Wherever possible, portions of existing staff should
be utilized to minimize costs. However, positions requiring specific broadband technical
expertise will probably be new hires.
Unit salaries and staffing counts are based on the Project Team's first-hand experience in
operating WiFi networks and current labor market conditions in the greater Los Angeles area.
The total cost of labor will also be affected by indirect costs (often referred to as overhead or
burden) that are required to cover items such as retirement plans and medical insurance. The
model assumes that indirect labor costs are 30 percent of direct costs, which is based on data
provided by AL&W for its existing staff.
Staffing salary costs, labor overhead and FTE counts are shown on the page titled Staff
Expense.
Contract Labor (Outsourcing)
The pro forma assumes that it will be necessary for AL&W to hire outside contractors to
conduct site tuning and maintenance on the WiFi hardware. Such efforts are proactive in
nature, designed to prevent operational problems and can be performed at a cost of roughly
seven percent of WiFi capital, annually.
Back Office
Back office expense captures the need to pay for software licenses and modifications to
AL&W's existing billing software. On the surface, back office expense appears to play a
relatively minor role in the overall business plan. However, in some cases, it has been our
9-5 R. W. Beck G:\000169\WiFiReport\Fioa[Report\09_R0672.doo 9/29/03
• 086
Section 9
experience that it could significantly affect the Finance or Accounting Departments and is
therefore explicitly laid out.to call attention to itself.
Hardware and Software Maintenance Expense
ISP capital additions require hardware and software maintenance agreements, which have
become prevalent in the telecommunications industry. These agreements provide AL&W with
considerable support and warranty for infrastructure and, based on the Project Team's
experience, are assumed to cost $9,500 per year for ISP related infrastructure.
Repair and Replacement
WiFi systems such as the one contemplated in Azusa are relatively new. Consequently, the
life of such equipment is significantly affected by technological advancements as well as
normal usage. Based on the inherent uncertainties that surround new technologies, the Project
Team recommends budgeting for replacement costs in the amount of 20 percent of total WiFi
capital, spread evenly over 10 years.
General and Administrative Expense
Separate from the cost of labor, certain general and administrative expenses are expected to
occur, including training, seminars, dues, subscriptions, furniture, office equipment, materials
and supplies. The magnitude of these items is driven by the number of full time employees
and is considered to be relatively small.
Capital Requirements
The Project Team conducted a field inspection and meetings with key AL&W staff to review
the local topology, candidate tower sites, potentially limiting structures and existing fiber optic
infrastructure. This information, as well as the Project Team's prior experience, is the basis for
this high-level network design and capital cost estimate. The pro forma enclosed in
Appendix A contains a spreadsheet (Capital Requirements for WiFi Operations) that delineates
the primary required equipment and related capital costs.
The most important feature of this design is the need for four antennas, resulting in a total
capital requirement of roughly$1.8 million.
Long-Term Debt
AL&W has several options to funding the above required capital additions. One of the most
common approaches is to obtain long-term debt financing. This Project assumes that
capitalized infrastructure additions would be financed by long-term level debt service,
borrowed at an interest rate of six percent over a term of 12 years. These assumed data are
based on our conversations with AL&W staff and our understanding of the current municipal
market.
GA004169MTiF Repan\FinalRepon\09_R0672.doe 929103 R. W. Beck 9-6
087
FINANCIAL ANALYSIS
Depreciation
While depreciation does not affect the Cash Flow Statement, a calculation of annual and
aggregate depreciation has been included for informational purposes only, as shown in
Appendix A.
Assumptions
There are numerous overarching drivers or assumptions that affect the entire Business Plan.
These items have been aggregated on a single page in Appendix A to facilitate AL&W's
understanding of the overall Plan. Some of the key assumptions that significantly affect the
overall financial forecast include the following:
■ Initial cash to be provided by AL&W: $0
■ Services to be Provided: High-speed Internet and VolP
■ Price Forecast: Constant pricing over 10 years
■ Markets Served: All residential, all business and the public sector
■ Number of Towers: 4 (2 leased and 2 built)
■ Total Residential Accounts: 13,588 in year one growing to 16,762 in year 10 (annual
growth rate is assumed to be 2.36 percent)—exclusive of the Monrovia Nursery
■ Total Business Accounts: 1,433 in year one growing to 1,768 in year 10 (annual growth
rate is assumed to be 2.36 percent)
■ Monrovia Nursery Development: 327 accounts in year one growing to 1,250 (average
annual growth rate of approximately 16 percent)
■ Customer Adoption Rate: Varies by year, as shown in Appendix A,Market Demand
Subjecting the above assumptions to deterministic scenario testing or probabilistic analyses
would shed additional light on related financial impacts. While this step is strongly
recommended prior to launching a new enterprise, it is not necessary for the high-level
consideration contemplated here.
Findings
Gross Revenue
One of the key drivers of the enterprise's success is its gross revenue. As discussed in
Section 4 (WiFi Demand), developing the gross revenue forecast accounted for the information
derived from the Project Team's earlier analysis on fiber-optic based retail and wholesale
enterprises (see Telecommunications Feasibility Study—Phase 2 and 3, dated April 16, 2003).
Table 9-1 and Figure 9-1,b elow, summarize the forecasted gross revenue for the proposed
WiFi enterprise.
9-7 R. W. Beck G:004169\WFARepo \Fml Repft%09_R0672.doc 929M p
088
Section 9
Table 9.1
Gross Revenue Forecast
Source of Revenue Year 5 Year 10 Total NPV NI % of Total
Residential
Inte met $630,848 $863,779 $6,127,092 $5,077,283 80%
VOW $22,930 $30,672 $224,255 $186,413 3%
Subtotal $653,779 $894,451 $6,351,347 $5,263,696 82%
Business
Internet $134,446 $170,825 $1,281,511 $1,066,604 17%
VOW $6,571 $8,337 $62,623 $52,126 1%
Subtotal $141,016 $179,162 $1,344,134 $1,118,730 18%
Total $794,795 $1,073,613 $7,695,481 $6,382,427 100%
(1)Net present value of 10 years of net income discounted at 3%
(2)Percentages are based on net present value of net income. Rounding is not shown in detail.
Gross Revenue Forecast
$1,200,000
$1,000,000
r
4 $800,000
$600,000
N
O
0 $400,000 r
N
C �
$200,000 ,
1 2 3 4 5 6 7 8 9 10
O Residential■Business
Figure 9-1: Gross RevenueForecast
These data demonstrate that a very large percentage of the enterprise's gross revenue is
forecasted to come from the residential market, especially its Intemet service.
Expense
There are numerous sources of recurring expense that are associated with operating a WiFi
based telecommunications enterprise. Table 9-2, below, delineates these items, showing that
internal and outsourced labor have the greatest impact on the enterprise, accounting for over
half of total expense. Figure 9-3, below, graphically depicts these data, exclusive of
GA004169MHi RepoetFivalReport\09_RD672.doc 929103 R. W. Beck 9-8 R
089
FINANCIAL ANALYSIS
operational savings. Again, internal and external labor expense can be observed as having a
very significant impact on overall expense.
The value of Operational Savings has been omitted from Table 9-2 and Figure 9-3 to avoid any
possible confusion about the inclusion of a negative expense.
Table 9-2
Ex ense mary
Total 7184,611
Source of Expense All Years %of Total 111
Franchise Fee $769,548 12%
New Customer Connections 0%
Operating Savings 942,841 -15%
Vehicles 205,539 4%
ISP Upstream Feed 872,000 734,707 14%
Marketing.- 195,000 171,360 1 3%
Internal Labor 2,712,274 2,318,638 45%
Contract Labor(outsourcing) 1,200,000 1,023,624 20%
Back Office 90,000 81,345 2%
Service Contracts 95,000 81,037 2%
Equipment Replacement 325,800 277,914 5%
Tower Lease 360,000 307,087 6%
General&Administrative 91,041 76,569 2%
Total $5,973,360 $5,122,225 100%
(1)Percentages are based on net present value of expense. Rounding is not shown in detail.
9-9 R. W. Beek G:\004169MU AReponTinal Rryon\09 R0672.doc 929/D3
090
Section 9
Primary Sources of Expense
$800,000 —
$700,000
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
1 2 3 4 5 6 7 8 9 10
u All Other Expense 0 ISP Upstream Feed 0 Franchise Fee■Contract Labor(Outsourcing)0 Internal Labor
Figure 9.3: Primary Sources of Expense
On an aggregate basis, Figure 9-3 plots total expense forecast over the ten year planning
horizon. E xpenses a re-slightly g reater i n e arlier y ears d ue to increased u se o f v ehicles for
system build-out, back office expense to modify existing billing/accounting software and the
initially conservative use of WiFi Internet for internal purposes.
Expense Forecast
$800,000
$700,000
•$600,000 I
y $500,000
� I
'uS $400,000
0
$300,000
m
¢` $200,000
$100,000
1 2 3 4 5 6 7 8 9 10
Figure 93: Expense Forecast
G9004169\WiFiRepon\Final Rcpod\09_R0672.doc 9n9ro3 R. W. Beck 9-10
091
FINANCIAL ANALYSIS
Assumptions about equipment replacement costs affect the overall shape of forecasted
expense. While this Project assumed that such expense is uniformly spread over the entire
planning horizon, the Project Team expects that, in practice, such costs would probably be
focused on certain years. Consequently, it could be more practical to expect half of the entire
equipment replacement expense of$325,800 to fall in each of years 5 and ten.. As previously
noted, this assumption is based on the newness of provisioning WiFi based service and the
likelihood that as the technology matures,new features may be desirable.
Net Income
One of the pro forma's most important overall financial indicators is net income, which
forecasts annual gross revenue less expense and debt service. The following Figure
summarizes net income over the 10-year planning horizon. Here, net income is forecasted to
be roughly $36,013 and $268,389 in years five and 10. The cumulative net income over the
ten-year planning horizon is $432,500. The net present value of this income stream,
discounted at three percent, is ($577,733),which reflects losses in earlier years of operation.
Net Income Forecast
$3,000,000
$2,500,000
$2,000,000
$1,500,000
E $1,000,000
2 $500,000
Z $-
4 5 6 7 8 9 11 12 13 14 1
$(500,000)
$(1,000,000)
$(1,500,000)
$(2,000,0001
Annual Net Income - -Cummulatiu Net Income
Figure 9.4:Annual Net Income
The above net income perspective is strictly a year-by-year view of the enterprise. It does not
account for rime-value effects, which are inherent in any business. For this reason, accounting
for the time value of money is recommended to bring multi-year revenues and costs back to the
beginning of the present year(net present value or NPV). NPV approach is recommended here
since revenues and expenses are not level over time. The result of this discounted approach is
shown in Figure 9-4.
Data for post year 10 are based on extrapolations of prior years since this analysis is based on a
10-year planning horizon.
9-11 R. W. Beck G:N004169%WiFdR,.n%Fi..IRepon\09_R0672.d.c 929103
092
Section 9
Forecast of Net Present Value of Annual Net Income
$2,000,000
$1,500,000
$1,000,000
u
$500,000
c
Z $-
2 3 4 5 6 7 S 9 10 12 13 14 1
$(500,000)
0
a $(1,000,000)
z
$(1,500,000)
$(2,000,000)
Figure 9.5: Net Present Value of Annual Net Income
Financial Breakeven
In some cases, the decision to launch a new business is dependent on the point in time that the
enterprise is forecasted to breakeven. Forecasting the financial breakeven can be conducted in
two ways; examining the forecasted year in which annual net income turns positive, or, by
forecasting the year in which the net present value of net income turns positive. While both
perspectives provide insight into the financial health of the enterprise, economic analysis
favors the second approach due to its inherent ability to account for the value of money over
time and fluctuating annual cash flows. The breakeven for the proposed WiFi enterprise,
which is also shown graphically above, is as follows:
■ Net Income turns positive: Year five
■ Net Present Value of Net Income turns positive: Year 12
During the A L&W/Project T earn kick-off meeting, it was agreed that the planning horizon
would be 10 years. This is considered to be suitable since technological forecasts beyond that
time are prone to significant error, especially for relatively new techniques such as WiFi.
However, since the NPV break even point is beyond year 10, an extrapolation of 10-year data
was necessary. While this approach is very simplistic, it does provide some insight into
enterprise's financial performance.
Debt Service Coverage
Municipalities commonly issue bonds to finance capital projects. In many cases, such bonds
contain covenants for debt service coverage (DSC) that are intended to provide bond holders
with a measurement of the municipality's ability to make payments on the bond. The
G--0001691WiF1ReponTinel Report�09_R0672.doc 9/29/03 R. W. Beck 9-12
093
FINANCIAL ANALYSIS
following figure contains a DSC forecast for the planning horizon and indicates that DSC will
be above 1.25 by year six.
Debt Service Coverage Ratio(DSC)
2.500
2.000
1.500
1.000
0.500
t' 4 5 6 7 9 9 10
(0.500)
(1.000)
(1.500)
(2.000)
(2.500)
Figure 9.6: Debt Service Coverage Ratio
Conclusions
The scope of this study has been intentionally limited to being high-level in nature, serving as
an initial investigation into the feasibility of AL&W provisioning WiFi based Internet and
VOIP services. With this in mind and based strictly on the above financial analyses, the
following overall conclusions are offered:
■ The financial forecast of AL&W's proposed WiFi businesses is generally favorable,
breaking even in a reasonable amount of time. Although the WiFi network enables a more
limited service set than the previously analyzed fiber network, it has lower financial risk:
Hybrid Fiber Coax WiFi
Services High Speed Internet High Speed Internet
Cable TV Volp
Telephony
Capital(10 year) $24M $1.8 M
Positive Annual Net Year 19 Year 5
Income
9-13 R. W. Beck G:W04169MFlRey.&M.MR,m\09 R0672.doc 9/29103 094
Section 9
■ From an economic point of view, the enterprise is forecasted to breakeven in year 12.
■ AL&W will need to utilize roughly three FTE to operate the business. It is assumed that
existing staff will be used to the greatest extent possible.
■ The total capital cost to initially launch the enterprise is roughly $1.8 million.
■ By the end of the tenth year, the enterprise will provide Azusa with roughly $769,000 in
franchise fees.
It must be noted that this analysis does not include a number of important features that should
be considered prior to launching a new businesses, such as:
■ WiFi launch plan
■ Specific pricing strategies
■ Advertising
■ Vendor selection
■ Assessment of utilizing existing staff for key positions
■ Detailed infrastructure design and cost estimate
■ Identify the source of initial cash to cover near-term losses
GA004169\WIFPRcpon\Fina1 Repon\09_R0672.doc 9129103 - R. W. Beck 9-14
095
r~`
•
ACUS
iLNT t.W4tLA
AGENDA ITEM
TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD
AND AZUSA CITY COUNCIL
FROM: JOSEPH F. HSU, DIRECTOR OF UTILITIES ,t7
DATE: NOVEMBER 24, 2003
SUBJECT: CALIFORNIA INDEPENDENT SYSTEM OPERATOR ANNUAL TRANSMISSION
REVENUE BALANCING ACCOUNT ADJUSTMENT ("TRBAA") FILING
RECOMMENDATION
It is recommended that the Azusa Utility Board/City Council approve the attached resolution
authorizing the staff to prepare and file the annual TRBAA filing with the Federal Energy
Regulatory Commission ("FERC") related to City's participation in the California Independent
System Operator's ("CAISO") market as a Participating Transmission Owner ("PTO").
BACKGROUND
The City became a PTO in the CAISO market as of January 1, 2003. Pursuant to the current
CAISO Tariff and City's Transmission Owner's Tariff, the City is to track on an annual basis the
recovery of certain transmission revenues in a TRBAA account. Any under collection or over
collection of the revenues in the current calendar year are to be collected from or refunded
to the CAISO in the immediately following calendar year.
The City is required to make an annual filing with the FERC detailing the calculations of under
collection or over collection of revenues as determined through September 30 transaction
date of each calendar year. The staff has made preparatory calculations and will finalize the
filing upon the receipt of the remaining revenue data from the CAISO by the end of
November.
The attached Resolution authorizes the staff to file the TRBAA annual filing once it is finalized.
096
FISCAL IMPACT
Staff estimates that the City over collected about $30,000 in certain CAISO transmission
revenues for the period of January I through September 30, 2003. Such over collection will be
returned to the CAISO market in the form of a reduction in the transmission revenue
requirement collection in calendar year 2004. Since TRBAA account represents a true-up of
transmission costs vs. revenues, its financial impact to the Light Fund is neutral.
Prepared by:
Bob Tang, Assistant Director of Resource Management
Attachment:
LA
TRBAA
RES_2004_LINE.doc
097
1 RESOLUTION NO.
2
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
3 OF AZUSA ESTABLISHING THE TRANSMISSION
4 REVENUE BALANCING ACCOUNT ADJUSTMENT IN
ACCORDANCE WITH AZUSA' S TRANSMISSION OWNER
s TARIFF AND PROVIDING FOR TARIFF SHEET
CHANGES TO IMPLEMENT THE ADJUSTMENT
6
7
B
WHEREAS, the City of Azusa is a Participating
9
Transmission Owner ( "PTO" ) with the California Independent
10
System Operator ("ISO" ) and the Federal Energy Regulatory
11
Commission ("FERC" ) has approved its Transmission Owner Tariff
12
( "TO Tariff" ) ; and
13
WHEREAS, the City of Azusa TO Tariff provides for
14
periodic recalculation of the Transmission Revenue Balancing
15
Account Adjustment ( "TRBAA" ) which is a ratemaking mechanism
16
designed to ensure that all Transmission Revenue Credits are
17
flowed through to transmission customers; and
18
WHEREAS, on September 23 , 2002 , the City Council of
19
the City of Azusa adopted Resolution No. 02-C101 establishing
20
the TRBAA and the City made its TRBAA filing on October 18 , 2002
21
in FERC Docket No. EL03-14 ; and
22
WHEREAS, the FERC issued its decision on December 23 ,
23
2002 as clarified on February 6 , 2003 , accepting the City' s
24
filing, subject to refund, effective January 1 , 2003 and
2s
referencing that all PTOs, including the City, will make another
26
TRBAA recalculation effective January 1, 2004 , in accordance
27
28
098
-1-
r
1 with the terms of the ISO Tariff as amended as a result of
2 FERC' s acceptance of ISO Amendment No. 45; and
3 WHEREAS, the TRBAA filing will need to be made with
4 the FERC by early December upon the receipt of ISO settlement
s statement information through September 30, 2003 and the
6 preparation of the calculations to determine the TRBAA; and
7 WHEREAS, the staff has performed the preparatory
s calculations for the period of January 1, 2003 through September
9 23 , 2003
10 NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF
11 THE CITY of AZUSA AS FOLLOWS :
12 SECTION 1 : The City Council of the City of Azusa
13 hereby finds and determines that the recitals contained
14 hereinabove are true and correct .
1s SECTION 2 : The City Council of the City of Azusa
16 hereby authorizes the staff to file the required TRBAA filing
17 with the FERC upon the completion of all necessary verification
18 and validation of the ISO settlement statement data consistent
19 with the requirements as specified in the ISO Tariff and TO
20 Tariff .
21
22
23
24
25
26
27
28
! 99
-2-
1 SECTION 3 : The City Clerk of the City of Azusa shall
2 certify to the passage of this resolution, and thereupon and
3 thereafter the same shall be in full force and effect .
4 APPROVED AND ADOPTED this day 24th day of November, 2003 .
5
6
7
8
9 CRISTINA CRUZ MADRID, Mayor
10
11
12
13 ATTEST:
14
15
16 VERA MENDOZA, City Clerk
17
18
19
20
21
22
23
24
25
26
27
28
100
-3-
Kirkwall Substation Project
Monthly Status Report
November 24, 2003
a
Engineering & Construction Update
■ Constructed wall foundations along site perimeter,
including monument foundation in preparation for
erecting concrete block walls . Installed oil
containment basin for the power transformers.
■ Completed installation of Azusa's 12kV underground
electric conduits along Gladstone Street between
Vincent & Vernon Ave. Also completed installing
Edison's 12 kV underground conduits along frontage
of Substation .
■ Pulled 12kV underground cable for new four (4)
electric distribution lines from Kirkwall Substation .
■ Coordinate with Edison their construction schedule
due to start. by last week of December 2003 .
0
Contract Negotiation Update
■ Edison filed an answer to City's Motion for Declaratory Order on
October 14, 2003.
■ The City filed a rebuttal to Edison's answer highlighting
misconceptions Edison intended to, portray.
■ We are awaiting Federal Energy Regulatory Commission's
(FERC) ruling on our Motion.
■ The delay is not expected to impact the in-service date of the
Kirkwall Substation.
a
W
Funds and Expenditures Update
SUMMARY
KIRKWALL SUBSTATION FUND PROCEEDS
SERIES B SERIES C
CATEGORY TAX-EKEIVFT TAXABLE -
BOND PROCEEDS $5,470,000 $6,525,000
DEBTSERVICE RISERVEFUND@10% -$547,000 -$652,500
NET BOND PROCEEDS $4,923,000 $5,872,500
TOTAL ISSUANCE COSTS -$197,054 -$193,935
BONDS PROCEEDS AFTER ISSUANCE COSTS $4,725,946 $5,678,565
TOTAL DRAWDOWNS -$2,007,602 -$5,501,697
AVAILABLE BOND PROCEEDS $2,718,345 $176,868
KIRKWALL SUBSTATION TOTAL COST
FIXED COST(A) CONTRACT AMOUNT BILLING %OF CONTRACT AMOUNT TO DATE
BLACK&VEATCH $9,200 $9,200 100.00% -
SCE $40,000 $40,000 100.00%
NAVIGANT $4,400 $4,400 100.00%
LANDAOQUISTION $720,000 $720,000 100.00%
TOTAL(A) $773,600 $773,600 100.00%
ON-GOING COST(B)
BLACK&VEATCH $3,086,000 $1,270,868 41.18%
SCE $5,626,000 $5,500,000 97.76%
PETE&SONS INC $461,450 $415,305 90.00%
TOTAL(8) $9,173,450 $7,186,173 78.34%
TOTAL COST(A)+(B) - $9,947,050 $7,959,773 80.02%
N
AZUSA
LIGHT & WATER
Azusa Utility Board Meeting
(P
November 24, 2003 -
AZUSA
O LIGHT & WATER
Power Resources Division Monthly Report
• Status of Projects
• Power Consumption Comparison
• wholesale Market Trend
• Power Resource Budget Update
a
Stal ��!s.; of Pro]
• Resource Planning
➢ Initiated discussions with'California Department of Water
Resources (CDWR) regarding long-term exchange contract.
CDWR's long-term contract with Edison is expiring at the end of
2004.
• Utilities Financial Reporting Improvement
➢ Completed the review of utilities' financial matters. Coordinated
with the Finance Department to implement some immediate
changes. Will continue to coordinate with Finance Department to
establish procedures and processes to further streamline the
reporting.
• Edison 's Wholesale Distribution Access Tariff IAT) - FERC
adjudicated process has commenced.. Staff is coordinating with D.C.
counsel and consultant in the preparation of testitmonies.
• Preparation of Federal Energy Regulator} (FERC), annual filing - Staff is
seeping Utility Board's approval.
• Engaged in California Independent System Operator (CAISO) sponsored
training of the new electric market design. The new, market structure is
slated to be implemented by Feb. 2004.
0
CITY OF AZUSA ENERGY CONSUMPTION COMPARISON
ENERGY CONSUMPTION IN MWH _ PERCENT
MONTH FY 02-03 v FY 03-04 CHANGE
JUL 23,576 26,154 10.94%
AUG 22,502 26,714- _ 18.72%
SEP23 047 24 354" 5.67%
OCT 20,290 23,357 ** 15.12% . .
NOV 18,577
_ .........
DEC 18,784.....
JAN 19,535
FEB 17,294
MAR 19,280
APR 18,425 _
MAY 20,011 i
JUN 20,310
TOTAL 241,631 . 100,578 12.61%
... ..
* Establishing a new all-time high of monthly retail sales,surpassing previous high established in 2000 of 26,239 MWh.
_ ..
"Establishing a new all-time high for September,surpassing last.year high of 23,047.
'"Establishing anew all-time high for October,surpassing the previous high of 22,026 established in Oct. 1999.
CITY OF AZUSA PEAK DEMAND COMPARISON
PERCENT
MONTH FY -03 FY 03-04 CHANGE
JUL 52.0 55.7 7.08%
AUG 48.4 57.8 19.43%
SEP 54.1 59.19.29%
OCT 44.0 53.2 20.98%
NOV 38.9
DEC 34.4
JAN 36.5
FEB 33.5
MAR40.2
APR 39.0 _-
MAY 50.3
... ..._ __ _.
JUN 47.0
PEAK DEMAND IN MW
p.. " Surpassing all-time high for peak of 58.1 MW established on September 1, 1998.
O
00
^^ h2F '4tid ' N h&&TV
AVERAGE AVERAGE
MONTH ON PEAK PRICE OFF PEAK PRICE
SEP 02 $31 .52 $20.89
OCT 02 _ $32.97 _$22.04
NOV 02 $32.59 $24.53
DEC 02 $39.25 $29.17
JAN 03 $39.13 $27.94
_ FEB 03 $54.02 $42.41 _
_ MAR 03 $53.33 $40.50
APR 03 $42.09 $30.40
MAY 03 $44.49 $21 .44
JUN 03 $50.59 $27.39
JUL 03 $59.69 $39.84
AUG 03 $51.02 $36.87
SEP 03 $43.95 $33.75
OCT 03 $44.99 $30.25 _
........ .. _ . ........- - _.......----
-----
,ALL PRICES IN $/MWH
r
0
cn
Power Resource Cost Accounting
FY '02-'03
........... ..................................................... ................................... .................. ............................................ ---
(2) (3) (4 (6) (7)
........... ............
i
LONGTERM TRANSMISSION -ANCILLARY SCHEDULING TOT WHOLESALE NET
MONTH I CONTRACTS P I URCHAS.ES, i COSTS SERVIC��ISPATCH NG COSTS I COSTS REVENUES I COSTS
JUL 03(') i 823,681.74 1,789,296.72 261,849.96 ' 21,102.721 33,878.071 2,929,809 21 T (1,553,548.90):. 1,376,260.31
AUG 03 I 991,354.11 1,461,449.95 ---2-6-8,677)-8-',— 1-6,50255 1 2,773,925.19 F (1,407,707.86)1
1,366,217_33
SEi5—m-7-91,621.29 733,620.27 246,434.03 20,000.00 1, 24,872.85 2., 66—,54C4-4
-1 (785,795,00), 1,220,753.44
........... .................... .............. - 11.1 - - 6�] -
.30 i N,000-.06 24,991-.28- (980,554.7 1,528,593.77
OCT 03 _973,301.96 1 244,962 93 245,892.30 i 20 000 00 -----24,991.28-t 2,509,148 47 --- (980,554.7 1-,528 593 77
Ih&-OV-03----'— 0.00 0.00
................ ..............
..........
bf ad .00
JAN 04 0.00
0.00
-- ---------------------
FEB 04 —600
.............I............. ................. .................d.b.d. ..................... ...... .............
—0:0
APR 04i. 0.001.................... 0.00
............... ............. ..................
MAY 04 60
JUN 04 NN, 1 0 00
TOTAL $3,769,959.10 $5,229,329.87 $1,022,853.47 i $77,605.27 $119,683.60 i $10,219,431.31 1 ($4,727,606.46) $5,491,824.85 1
.. . ........ ...............1.11".. ,.,.,..............- ............... ............. -- ------ . ................
'For the month of July 2003,San Juan Unit#3 Replacement Cost due to and outage amounts to$266,702.30.,
'For the month of October 2003,San Juan Unit#3 Replacement Cost due to unit outage amounts to$268,507.18
................
...................
...................... ............
.......... ............................ ......................... ...... .......... ...........................
.......... ............. ........................... ..............
(1) 1 INCLUDES SCPPA LONGTERM CONTRACTS
-7 -777=��r
................... ....... ..............-
(2) INCLUDES ALL SHORT TERM PURCHASES FOR HEDGING AND LOAD BALANCING PURPOSES
INCLUDESALLSHORTTERMAND LONG TRANSMISSION CONTRACT COSTS
1 1
....... COSTS CHARGED BY CALIFORNIA INDEPENDENT SYSTEM OPERATOR FOR SYSTEM RELIABILITY FUNCTIONS
...........-.1....................... ............................ ............
(5) 'INCLUDES COSTS FOR SCHEDULING DISPATCHING OF ELECTRICITY
!SUM OF(1)THROUGH(5)
-- -- - -- -- ------ .......... ............. .................. ............... ..........-
WHOLESALE REVENUES DERIVED FROM SALES OF EXCESS .......... .........
............r- .... ........
j8 DIFFERENCE- l. l--QF-(i6)AND(1-7).......................- ............... .... ............
................ ................... .........................
C)
•
California Municipal Utilities Association
915 L Street Suite 1460—Sacramento CA 95814—916-441-1733—fax 916-441-4053
November, 2003
TO: Legislative Committee, Heads of Utilities &Elected Officials
FROM: Larry Gardner, CMUA President
&Lauren Hamlin,Legislative Committee Chairperson
SUBJECT: CMUA's Capitol Day—Monday,January 12,2004
Legislative Briefing,Legislative Visits&President's Reception
Legislative Briefing
The Legislative Briefing provides an opportunity for every CMUA member utility
manager,staff and local elected official to leam from key legislative staff what water and energy
issues will be considered in the second year of the two year session(2003/2004 Legislative
Session). The briefing will be held at the Hyatt Regency Sacramento(1209 L Street)beginning at
10:30 a.m.through lunch,Monday,January 12,2004. A special government rate of$84 is
available at the Sheraton Grand Sacramento(1230 J Street-a short walk from the Hyatt)for those
staying over the night of the 1 Ph and/or 12`". Please make your reservations with the Sheraton
(916-447-1700)by December 12"and be sure to mention CMUA to get this special government
rate. Transportation to and from the airport can be arranged by contacting Super Shuttle(800-
258-3826).
Legislative Visits&Reception
Please begin scheduling appointments to meet with your legislators and their staffs the
afternoon of January 12`h and invite them to the President's Reception planned for that evening at
the Sheraton Grand Sacramento(1230 J Street). Because of FPPC regulations,these personal
invitations cannot come from CMUA staff. Formal invitations will be mailed in December from
the President of the Association to the Legislature. Please keep CMUA informed of who you
invite to the reception at the Sheraton Grand Sacramento(1230 J Street) 5:00-6:30 p.m.
Agenda
Legislative Briefing,Visits and President's Reception
Monday—January 12'h
10:30-Noon Briefing with Legislative Staff on Water&Energy Issues(Hyatt)
Noon Lunch(Hyatt)
1:30-5:00 Capitol Visits
5:00-6:30 Legislative Reception(Sheraton)
Register
To register for the 2004 Legislative Briefing, Visits &President's Reception please return
the following form to CMUA with your registration fee of$65 per person(for briefing,lunch and/or
reception). You may also access this information on our web site:www.cmua.orQ
111
California Municipal Utilities Association
915 L Street Suite 1460—Sacramento CA 95814—916-441-1733—fax 916-441-4053
CMUA'S CAPITOL DAY—MONDAY,JANUARY 12,2004
LEGISLATIVE BRIEFING,LEGISLATIVE VISITS&PRESIDENT'S RECEPTION
HYATT REGENCY SACRAMENTO&SHERATON GRAND SACRAMENTO
Registration
Agenda
Legislative Briefing,Visits and President's Reception
Monday—January 12'h
10:30-Noon Briefing with Legislative Staff on Water&Energy Issues(Hyatt)
Noon Lunch(Hyatt)
1:30-5:00 Capitol Visits
5:00-6:30 Legislative Reception(Sheraton)
Please return this form with your registration fee of$65 per person(for briefing,lunch and/or
reception)to:
California Municipal Utilities Association
915 L Street Suite 1460
Sacramento CA 95814-3705
Questions: Contact Ann Linnekens or Monique Zavalza at CMUA.
(Please complete one form per individual)
Name(for badge) Title
Utility Telephone Fax
Address
Email
Please keep CMUA informed of who you invite to the Legislative Reception,5:00-6:30 p.m. at
the Sheraton Grand Sacramento(1230 J Street).
Please let us know which events you plan to attend
(The registration fee is$65 for one or all events):
Morning Briefing
Lunch
Reception
A special government rate of$84 is available at the Sheraton Grand Sacramento(12301 Street-
a short walk from the Hyatt)for those staying over the night of the I Ph and/or 12a. Please make
your reservations with the Sheraton(916-447-1700)by December 12'h and be sure to mention
CMUA to get this special government rate. Transportation to and from the airport can be
arranged by contacting Super Shuttle(800-258-3826).
Registration information may also be accessed on our web site www.cmua.ore.
1- 12
1 �
'I LAGU5
INFORMATIONAL ITEM
TO: HONORABLE CHAIRPERSON AND MEMBERS OF THE AZUSA UTILITY BOARD
AND AZUSA CITY COUNCIL
FROM: JOSEPH F. HSU, DIRECTOR OF UTILITIES $, T
DATE: NOVEMBER 24, 2003
SUBJECT: FY 2003-04 1ST QUARTER WORK PLAN UPDATES
RECOMMENDATION
It is recommended that the Azusa Utility Board/City Council receive the attached work plan
updates from Azusa Light &Water for review and comment.
BACKGROUND
Staff from different divisions of Azusa Light &Water provided work plan updates for the
Utility Board's consideration and input.
-The updates cover the 1 ST quarter of fiscal year 2003-04, from July 1, 2003 to September 30,
2003. The Board may provide input or comments regarding specific projects.
FISCAL IMPACT I
There is no fiscal impact as a result of this report.
Prepared by: Cary Kalscheuer, Assistant to the Director of Utilities
Steven Yang, Administrative Technician
Attachment:
WKPLN FY03-D4 19t
Qtr.doc
113
Azusa Light and Water
Work Plan Updates Report
FY2003-04
1" Quarter (7/1/03 — 9/30/03)
Table of Contents
Communicatio ............................................................................................................................................1
AzusaAdvantage......................................................................................................................................1
"We go the extra mile" campaign (for L&W Customer Service)........................................................1
AzusaToday..;.........................................................................................................................................�..l
AzusaTomorrow......................................................................................................................................2
HandAcross Azusa................................................................:..................................................................2
ResultsBased Budgeting..........................................................................................................................2
CustomerServic .........................................................................................................................................2
Customer Segmentation and Recognition..............................................................................................2
Field Manual and Office Desk Procedures ............................................................................................3
Improve Customer Satisfaction...............................................................................................................3
Improve Customer Service......................................................................................................................3
ReduceUncollectibles...............................................................................................................................4
Water and Electric Meter Strategy.........................................................................................................4
lectricOperation ......................................................................................................................................4
Owl/Hilltop Distribution Circuit Line Extensions (CIP)......................................................................4
Pole Maintenance/Inspection Testing.....................................................................................................5
Tree Maintenance/Circuit Trimming.....................................................................................................5
&W Administratio ...................................................................................................................................5
Wireless Telecom Service Evaluation.....................................................................................................5
WorkOrder System Review....................................................................................................................5
Work Plan Update Reporting System-,.................................................................................................6
................................................................................................................................................................6
Azusa/Colton CIS Working Group.........................................................................................................6
CISProgramming Projects .....................................................................................................................7
L&W IT Security......................................................................................................................................7
L&W/City Network Backbone Rebuild.................................................................................................7
PowerResourc ............................................................................................................................................8
ContractNegotiations ..............................................................................................................................8
Financial Reporting and Disclosure........................................................................................................8
Financial Reporting Streamlining...........................................................................................................8
Power Resource Portfolio Optimization.................................................................................................9
Resolution of Regulatory Issues..............................................................................................................9
San Juan Unit#3 Performance Mitigation ............................................................................................9
i 114
WasteMana emen ....................................................................................................................................10
DOC Beverage Container Recycling Program.................................................................................... 10
Dumpthat Junk Month......................................................................................................................... 10
MRFProgram.........................................................................................................................................l l
Used Oil Recycling Block Grant Program...........................................................................................11
WaterOperation .......................................................................................................................................11
12-inch crossing Dalton Wash...................................................................................:....... ....................l l
12-inch pipeline in 6th St. - Virginia to Cerritos Ave..........................................................................11
16-inch pipeline in Baseline from Rockvale to Citrus.........................................................................12
1MGMountain Cove Reservoir............................................................................................................12
20-inch and 16-inch pipeline for Mountain Cove................................................................................ 12
20-inch pipe installation- Lakeview Terrace to 10th St and Rockvale Boosters ..............................12
30-inch pipeline in Dalton from Sierra Madre to 5th .........................................................................13
DistributionMain Upgrades..................................................................................................................13
Installradio controls for SCADA ......................................................................................................... 13
Ph1 Heck Booster Pump Station.......................................................................................................... 13
Pipeline from Citrus & Foothill to Barranca &Alosta....................................................................... 14
Rehabilitation of South Reservoir.........................................................................................................14
Repairs to Sierra Madre Reservoir.......................................................................................................14
Rockvalebooster upgrade .....................................................................................................................14
Spreadingground wells..........................................................................................................................14
Treatment plant sed basin and sludge lagoon design and construction............................................15
Well2 & 3 discharge upgrade...............................................................................................................15
ii
115
Division: Communicatio
Work Name: Azusa Advantage
Description: Program consists of a weekly meeting to plan proactively strategies on marketing,
publicity and synergy(with AUSD)on current events in and around Azusa.
Whenever possible media opportunities are recognized and pursued for their positive
portrayal of the City of Azusa,its employees,City Council,partnerships and sphere
of influence.
Work Type: Program
Team Leader: Rick Cole
Martin Quiroz
Team Member: Tina Cravens
Ann Graf
Quarter Ending Update:
This program continued until late September when it was suspended to work on Results Based Budgeting
Communications Team.
Work Name: "We go the extra mile" campaign (for L&W Customer Service)
Description: Public Relations. Marketing campaign to highlight customer service improvements
and additional services to the customers of Azusa Light&Water.
Work Type: Program
Team Leader: Martin Quiroz
Team Member:
Quarter Ending Update:
This program continues with monthly updates and tips on reading the utility bill. It goes out each month
with the L&W utility bill.
Work Name: Azusa Today
Description: Write,produce and edit a 40-minute TV show on current events and projects
throughout the city of Azusa. The completed show is placed on a program schedule
and aired on Azusa government channel 55. Assistant City Manager,Robert Person
is the moderator and host of the show. The show is taped at the Charter facilities in
Pasadena each month.
Work Type: Program
Team Leader: Martin Quiroz
Team Member:
Quarter Ending Update:
This program has been terminated due to lack of resources and studio time.
i 116
Work Name: Azusa Tomorrow
Description: Write,photograph and lay-out the monthly Azusa newsletter which gets circulated
via the Light and Water utility bills.
Work Type: Program
Team Leader: Martin Quiroz
Team Member:
Quarter Ending Update:
We continue to write,photograph and layout the monthly newsletter which goes out to every household in
Azusa via the utility bill.
Work Name: Hand Across Azusa
Description: Provide support for Human Relations Commission Annual Martin Luther King Event.
Work Type: Program
Team Leader: Martin Quiroz
Team Member:
Quarter Ending Update:
Begun to draft communication plan for the third annual Hands Across Azusa event.
Work Name: Results Based Budgeting
Description: Purpose: To support the community input process in the development of a results
budget and to support communications to the public,the staff and other stakeholders
for results budgeting.
Work Type: Project
Team Leader: Martin Quiroz
Team Member: Tina Cravens
Robert Person
Rick Cole
Karen Vanca
Ann Graf
Quarter Ending Update:
Provided logistics and outreach for 9 community based meetings on Results Based Budgeting and
administered a survey to over 300 people to gage the service priorities of residents.
Division: ICustomer Servic
Work Name: Customer Segmentation and Recognition
Description: Collect demographic and preference information about our customers so it can be
entered into the City's database and allow the City to provide specialized service to
Azusa residents and businesses. Also so we can target communications to specific
audiences.
Work Type: Program
Team Leader: Karen Vanca
2 117
S
Team Member: Derek McFann
Sallie Acero
Quarter Ending Update:
Data has been collected from the August Concerts in the Park and Golden Days. E-mail addresses were sent
to be added to the City's central database and customer preference information for over 600 customers was
manually tabulated and is maintained in Light&Water.
Work Name: Field Manual and Office Desk Procedures
Description: Create a field manual and office desk procedures for consistent practices.
Work Type: Project
Team Leader: Karen Vanca
Team Member: Derek McFann
Sallie Acero
Quarter Ending Update:
The fust draft of all office desk procedures are complete and waiting for review.
Work Name: Improve Customer Satisfaction
Description: Continuation of 2002-03 project to identify"premier" customers and provide them
with exceptional service.
Work Type: Project
Team Leader: Karen Vanca
Team Member: Derek McFann
Quarter Ending Update:
An employee team meets monthly and has come up with ideas to improve service. They also take
responsibility for idea implementation.. Because of these employees,arrows to the drive-up payment window
were recently repainted, a brochure holder was purchased to hold flyers and brochures for customers in the
lobby,one CSR has been assigned as the single point of contact to send out flyers and brochures to all Light
&Water employees to keep them informed,payment options and drop box locations have been
communicated in utility bill messages,CSRs are taking photographs of happy customers and are putting the
photos on a bulletin board,the Customer Manual was translated into Spanish,and a children's area is in progress
in the lobby.
Work Name: Improve Customer Service
Description: Continuation of last year's project to improve customer satisfaction by benchmarking,
setting performance targets,training,monitoring and giving employee feedback in
key customer contact areas. Also improve and streamline internal communications.
Work Type: Operation
Team Leader: Karen Vanca
Team Member: Derek McFann
Sallie Acero
Quarter Ending Update:
Participating in SCPPA benchmarking project-in data gathering stage. Initiated a call greeting and ending to
3 118
improve service for customer calls. Changed after hours answering service to improve quality of service.
Initiated call monitoring,recording,and feedback to improve service. Field employees completed a series of
three customer service workshops.
Work Name: Reduce Uncollectibles
Description: Decrease net write-offs by 12%over 2002-03 year end,resulting in$15,000 savings.
Work Type: Operation
Team Leader: Karen Vanca
Team Member:
Quarter Ending Update:
Changed collection agency to one that charges a lower collection rate.
Work Name: Water and Electric Meter Strategy
Description: Develop a long-term meter strategy that is cost-effective. Continue electric meter
AMR pilot program for access problems and start one for water.
Work Type: Project
Team Leader: Karen Vanca
Team Member: Derek McFann
David Ramirez
Chet Anderson
Quarter Ending Update:
Developed and implemented a short-term electric AMR meter strategy: install on access problems and new
housing projects. To date, 882 AMR electric meters have been installed and 81 remain on the access problem
list for an AMR meter.
Division: Wectric O eration
Work Name: Owl/Hilltop Distribution Circuit Line Extensions (CTP)
Description: Project Phase IL Hilltop Circuit will be routed along San Gabriel Ave from Sierra
Madre north to Canyon Vista to provide a loop feed with the Owl circuit.The
installation of conduit and underground structures are part of San Gabriel Avenue
medium project.
Work Type: Project
Team Leader: David Ramirez
Team Member: Dan Kjar
Federico Langit
Quarter Ending Update:
The installation of conduits and vaults along San Gabriel Avenue and Sierra Madre Avenue for the
Owl/Hilltop 12 kv circuit line extension was completed in July 2003.
4 119
Work Name: Pole Maintenance/Inspection Testing
Description: Inspection,testing and treatment of power poles(wood)for structural integrity per
maintenance agreement and the reinforcing of poles that are candidates for the Osmo-
C-Truss(steel)or Fiber Wrap reinforcement. This proactive program helps prevent
outages during storm conditions.
Work Type: Project
Team Leader: David Ramirez
Team Member: Dan Kjar
Quarter Ending Update:
No action.
Work Name: Tree Maintenance/Circuit Trimming
Description: Maintenance annual circuit trimming(power-line clearance)pro-active maintenance
program to reduce or eliminate customer outages due to trees coming in contact with
high voltage power lines.
Work Type: Operation
Team Leader: David Ramirez
Team Member: Dan Kjar
Quarter Ending Update:
WCA crews to start annual circuit trimming on August 25,2003.
Division: &W Administratio
Work Name: Wireless Telecom Service Evaluation
Description: Evaluate use wireless or Wi Fi technology as a means of providing low cost internet
and other services to Azusa residents and businesses.
Work Type: Project
Team Leader: Cary Kalscheuer
Team Member: Federico Langit
Joe Hsu
Quarter Ending Update:
Received draft Wi Fi Study Report from RW Beck,made comments,and received final report from RW Beck in
September. It was decided that staff should discuss report recommendations,and so meetings were
scheduled to do this.
Work Name: Work Order System Review
Description: Work orders are issued to have work done by field personnel. Work orders
communicate what is to be done,what equipment and materials are needed to do the
job,and authorize field personnel to commence work. Work orders also are used to
track costs for billing and accounting purposes. This is a review of the work
management process, which is largely a manual process,to see how it can be made
more efficient,and possibly automated,for billing,accounting and management purposes.
5A
Work Type: Project
Team Leader: Cary Kalscheuer
Team Member: Feliza Cawte
Hien Vuong
Dan Kjar
Ann Graf
Kevin Morningstar
Federico Langit
David Ramirez
Steven Yang
Joe Hsu
Quarter Ending Update:
Proposals were received in response to CIS RFP. Some vendors submitted joint proposals for the CIS and
work order system. One vendor submitted a stand-alone work order system proposal. The CIS system is the
primary system under consideration thm this RFP process,and so staff interested in the work order system
proposals decided to wait and see which CIS system was selected,if any. And then,staff would consider if
the CIS vendor selected offered a work order system that would meet our needs. Another idea was to explore
what opportunities could be provided by using the City of Colton's work order system to meet our needs.
Contact was made to Colton on this idea and they are receptive. Staff intends to meet with Colton to discuss
having Colton serve us,sort of like an application service provider(ASP)would via the internet. This could
represent a cost saving alternative to buying our own system.
Work Name: Work Plan Update Reporting System
Description: Develop a work plan update reporting system that allows managers to log on and
update their projects,and then allows administrative staff to printout reports for all divisions.
Work Type: Project
Team Leader: Cary Kalscheuer
Team Member: Robert Person
Steven Yang
Quarter Ending Update:
The Access database seems to be working fairly well,but is functioning a little slow on the network. This is
due to Access largely being a desktop database. The system is being tested by the Utility and is being used
to produce this report. The system does avoid the need for individual employees to fill out forms and submit
them. It also serves as an electronic archive for project history,and can be used to plan project tasks. Some
managers have begun to use it for this purpose. _
Division: ®S
Work Name: Azusa/Colton CIS Working Group
Description: The Azusa/Colton CIS Working Group was formed in October 2002 to investigate
options for Azusa Light&Water's Customer Information System which is shared
with Colton Public Utilities. The group's task is to investigate migrating the existing
application to a different hardware platform or purchasing an off the shelf system.
Work Type: Project
Team Leader: Kevin Morningstar
Team Member: Sallie Acero
Ann Graf
6 121
Karen Vanca
Quarter Ending Update:
In June 2003 the joint CIS RFP/Q was released at the CIS Conference in Nashville. A joint team from Azusa
and Colton attended. Vendor responses were jointly received and opened on August 4th. The Working
Group analyzed the proposals submitted and four vendors were selected in September to perform onsite
demonstrations in October.
Work Name: CIS Programming Projects
Description: Azusa: Speedpay,Equifax CUE data exchange,Customer Assistance Programs.
Colton: Online credit card acceptance,Online/web meter data access.
General: Web interface for CSRs,Implementation of final PH version,Updated
online/web customer pages.
Work Type: Operation
Team Leader: Kevin Morningstar
Team Member: Margaret De Lano
Quarter Ending Update:
No major progress was made during the 1st Qtr due to the CIS WG process status and other priorities.
Work Name: L&W IT Security
Description: Install secure access to the Department's Data Center. Review and improve cyber
security to meet standards.
Work Type: Project
Team Leader: Kevin Morningstar
Team Member: Lysell Wofford
Quarter Ending Update:
No progress this Qtr.
Work Name: L&W/City Network Backbone Rebuild
Description: Much of the Department's network was installed between 1996 to 1999. The
backbone project will replace core equipment and upgrade connectivity within and
Department and amongst all MIS Data Centers.
Work Type: Project
Team Leader: Kevin Morningstar
Team Member: Mike Guadagnino
Lysell Wofford
Ann Graf
Quarter Ending Update:
August-New Internet Firewall Installed.
September-New router and switches installed.
October-Internet service upgraded.
7 122
Division: ower Resourc
Work Name: Contract Negotiations
Description: The following contracts will need to be negotiated by the time the new substation is
energized(1)Kirkwall Substation Agreement;(2)Wholesale Distribution Access
Tariff—Service Agreement(WDAT-Service Agreement).
Work Type: Project
Team Leader: Bob Tang
Team Member: Tim Vuong
Richard Torres
Quarter Ending Update:
The City along with the Cities of Banning,Colton,and Riverside filed a Motion for Declaratory Order to
Federal Energy Regulatory Commission(FERC)in mid October raising issues of discrimination against Edison
regarding the Wholesale Distribution Access Tariff(WDAT).This Motion has a direct bearing to our
negotiations with Edison for the Kirkwall Substation interconnection as we argue the interconnection service
should be provided under WDAT as opposed to Edison's proposal to have a separate agreement under
discriminatory terms and conditions.Edison and the staff have exchanged responses at FERC. Staff
anticipates the adjudicated process will take some time.The delay in contract negotiations will not impact the
in-service date of the Kirkwall Substation as interconnection agreement is separate from the operations of the
interconnection.
Work Name: Financial Reporting and Disclosure
Description: Due to the issuance of debts by both City's electric and water utilities,the City will
have an ongoing obligation to disclose fairly comprehensive sets of financial and
system related information by no later than the end of each calendar year to the
financial community.
Work Type: Project
Team Leader: Bob Tang
Team Member: Tim Vuong
Richard Torres
Quarter Ending Update:
Staff has completed the preparation of the financial reporting and disclosure documents.We are awaiting the
Finance Department and the auditors to prepare the official CAFR to complete the filing package.
Work Name: Financial Reporting Streamlining
Description: In order to provide timely and accurate financial information of the Utilities'
operations,it is essential that the Utilities record and maintain accurate cost and
revenue information.The information can then be used for benchmarking and
financial reporting purposes.
Work Type: Project
Team Leader: Bob Tang
Team Member: Cary Kalscheuer
Quarter Ending Update:
8 123
Staff has identified deficiencies in the procedures and processes in the utility financial accounting system.
Some of the deficiencies were corrected in time for inclusion in the preparation of FY 02-03 CAFR. Additional
work will be undertaken to establish consistent and transparent processes to book costs and revenues of the
Utilities.This work will be completed before the next budget cycle for implementation. This is a new project,
and ongoing.
Work Name: Power Resource Portfolio Optimization
Description: As the San Juan unit 3 power firming arrangement is slated to expire by March 31,
2004,the staff has begun the evaluations of options to optimize City's San Juan
output consistent with the following criteria(1)exposure to spot market price risks
when San Juan is not available; (2)operational feasibility in scheduling San Juan
power;and(3)transmission issues associated with San Juan power delivery. Staff
intends to study and recommend cost effective short term San Juan optimization
arrangements for Utility Board's consideration and approval for the timeframe of
April 2004 and beyond.
Work Type: Project
Team Leader: Richard Torres
Team Member: Tim Vuong
Bob Tang
Quarter Ending Update:
Staff conducted an informal Request for Proposal(RFP)in October,and selected Public Service Company of
Colorado(PSCO) for the period of May 1 through December 31,2004 for San Juan firming services.The Utility
Board approved the letter agreement at its September meeting.This project has been completed.
Work Name: Resolution of Regulatory Issues
Description: The following regulatory issues involving the City are currently active at FERC: (1)
CAISO transmission access charge methodology;(2)the soon-to-begin hearing
process for Edison's Wholesale Distribution Access Tariff amendment(WDAT);(3)
various regulatory dockets filed by CAISO in the past three to six months
(Amendments 48 through Amendment 57);and(4)annual regulatory filings due to
City's Participating Transmission Owner(PTO)status.
Work Type: Project
Team Leader: Bob Tang
Team Member: Tim Vuong
Richard Torres
Quarter Ending Update:
(1)CAISO transmission access charge methodology proceeding is in the hearing stage at FERC,the City is
represented by its D.C.counsel on this issue;(2)Edison's WDAT rate case is proceeding at FERC,and the
staff is coordinating with D.C.counsel to file testimony by November 18,2003; (3)staff is following closely
the development of CAISO new market design process and has participated in market training to get
familiarized with the new market paradigm;(4)staff has prepared the filing and is seeking Utility Board's
approval at its November meeting.
Work Name: San Juan Unit#3 Performance Mitigation
Description: Major decisions regarding plant refurbishment will be forthcoming in the next 12 to 24
months. Staff intends to actively participate with SCPPA in the decision making
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process.The activities on this issue will continue for the foreseeable future.
Work Type: Project
Team Leader: Bob Tang
Team Member: Tim Vuong
Richard Torres
Quarter Ending Update:
Staff has participated in the review of San Juan five-year capital budget plans and will continue to work
through Southern California Public Power Authority(SCPPA)to ensure the timely implementation of the
proposed capital projects for unit#3.It is estimated that a capital expenditure of no less than$1,000,000/year
for the City for the next four years will be required to upgrade the infrastructures of the unit#3.This is an
ongoing activity.
Division: Waste Manage
Work Name: DOC Beverage Container Recycling Program
Description: Purchase compartmentalized recycling containers and promote their use by schools.
Aluminum cans,plastic bottles,newspaper and mixed paper are the four commodities
targeted through this program. Proceeds from recovery of these commodities will go
to host school. Bins will be serviced by Athens Services.
Work Type: Program
Team Leader: Cary Kalscheuer
Team Member:
Quarter Ending Update:
Beginning in September 2003,more interest was expressed in this program by additional schools. Two
schools sent us letters of interest,Foothill Middle School and Azusa High School. It is preferable to have 3
schools lined up before we purchase additional bins to get the best pricing. Staff has requested these
schools to get one more. During this quarter,4 schools recycled 9.5 tons of materials and were paid$487.25.
To put another value on this waste diversion,it would cost about$1,862 to divert this much waste through
MRF processing.
Work Name: Dump that Junk Month
Description: Sponsor and promote spring cleaning activities during the month of April,including
throwing away junk at curbside,cleaning alleys;towing away old cars;throwing
away household hazardous waste; and cleaning out city facility offices.
Work Type: Program
Team Leader: Cary Kalscheuer
Team Member: Jeff Reed
Dave Rudisel
Bill Nakasone
Tina Cravens
Martin Quiroz
Karen Vanca
Quarter Ending Update:
Los Angeles County Sanitation Districts contacted and requested to schedule a household hazardous waste
event in the City in the month of April. The Sanitation Districts did confirm their willingness to sponsor such
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an event at no cost to City,and was going to seek confirmation with Northrop on use of their back parking lot.
Work Name: MRF Program
Description: Process all solid waste collected in Azusa through Athens Services Material
Recovery Facility or MRF to divert 13,000 tons annually.
Work Type: Program
Team Leader: Cary Kalscheuer
Team Member: Steven Yang
Quarter Ending Update:
4,311.46 tons were diverted via MRF processing and incineration for quarter ending Sept. 30,2003;
incineration portion was 94.13 tons.
Work Name: Used Oil Recycling Block Grant Program
Description: Supply used oil recycling drain pans to State Certified Used Oil Collection Centers in
Azusa. Promote use of these centers by residents through advertising.
Work Type: Program
Team Leader: Cary Kalscheuer
Team Member: Steven Yang
Quarter Ending Update:
4,945 gallons of used oil collected by 5 centers;75 used oil drain pans distributed by centers;8 ads ran during
this quarter in Azusa Herald. Initiated oil filters collection program in Aug.2003 where 11 filters were
collected by 2 participating centers.
Division: afar O eration
Work Name: 12-inch crossing Dalton Wash
Description: 12-inch waterline crossing Big Dalton Wash.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update: -
Doty Brothers has built the cradle and placed their 14" line.Engineered Plumbing will be onsite in December
to place the 12"project line on the cradles.
Work Name: 12-inch pipeline in 6th St. - Virginia to Cerritos Ave.
Description: Installation of pipeline recommended by the Year 2000 Water System Master Plan Update.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
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Quarter Ending Update:
Master Plan recommended project on hold pending check on Hydraulic Model.
Work Name: 16-inch pipeline in Baseline from Rockvale to Citrus
Description: Installation of pipeline recommended by the Year 2000 Water System Master Plan Update.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Project on hold pending expiration of County paving moratorium on Baseline Avenue.
Work Name: 1MG Mountain Cove Reservoir
Description: Installation of a reservoir at the Mountain Cove development.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Reimbursement amount has been determined.Project completion will occur with reimbursement to Developer
next quarter.
Work Name: 20-inch and 16-inch pipeline for Mountain Cove
Description: Installation of pipeline required to service the Mountain Cove Project from the Heck
Reservoir Booster Pump Station to the new Reservoir at Mountain Cove.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Reimbursement amount has been determined.Project completion will occur with reimbursement to Developer
next quarter.
Work Name: 20-inch pipe installation- Lakeview Terrace to 10th St and Rockvale
Boosters
Description: Installation of pipeline recommended by the Year 2000 Water System Master Plan Update.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Project delayed pending acquisition of pipeline route from Monrovia Nursery.
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Work Name: 30-inch pipeline in Dalton from Sierra Madre to 5th
Description: Installation of pipeline recommended by the Year 2000 Water System Master Plan Update.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Master Plan recommended project on hold pending check on Hydraulic Model.
Work Name: Distribution Main Upgrades
Description: Replacement of water mains in the distribution system.Rollover from 2002.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Project design complete.Project out to bid in October next quarter.
Work Name: Install radio controls for SCADA
Description: Installation of radio controls for the water system SCADA control system.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Continuation of previous year project.This FY a new contractor has been selected and is working on the
remaining SCADA upgrades.
Work Name: Ph 1 Heck Booster Pump Station
Description: Installation of a booster pump station to boost water to the reservoir at the Mountain
Cove development.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Reimbursement amount has been determined.Project completion will occur with reimbursement to Developer
next quarter.
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Work Name: Pipeline from Citrus & Foothill to Barranca & Alosta
Description: Installation of 12-inch pipeline recommended by the Year 2000 Water System Master
Plan Update.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Pipeline installation commenced and progressing well. Completion will occur next quarter.
Work Name: Rehabilitation of South Reservoir
Description: South Reservoir will be analyzed by a structural engineer to determine if the reservoir
is worth renovating or if it should be torn down and replaced.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
New RFP's will be issued for this project next quarter when demand is consistently down.
Work Name: Repairs to Sierra Madre Reservoir
Description: Sierra Madre Reservoir is in need of repairs to the inside and outside of the reservoir.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Inspection will occur in December,2003 when system demands are down.
Work Name: Rockvale booster upgrade
Description: Installation of new pump and piping to enhance the performance of the Rockvale
boosters.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Still on hold pending requirements of APU and Monrovia Nursery supply demands.
Work Name: Spreading ground wells
Description: Installation of two wells in partnership with the County to enhance the County's
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ability to sluice the accumulated debris from Moms and San Gabriel Dams.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Project still delayed by City of Pasadena.California American Water Company has been contacted
concerning the use of their blanket easement over Pasadena's property.No arrangement for use has been
made to the end of quarter.
Work Name: Treatment plant sed basin and sludge lagoon design and construction
Description: Treatment plant sed basin and sludge lagoon design and construction to enhance the
performance of the water treatment plant.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
Kennedy/Jenks was chosen as the consultant for the pilot study for the treatment plant processes.Plant
equipment will be moved onto the water treatment plant site at the end of October in the 2nd quarter.
Work Name: Well 2 & 3 discharge upgrade
Description: Installation of piping to enhance the flow out of wells 2&3.
Work Type: Project
Team Leader: Chet Anderson
Team Member:
Quarter Ending Update:
The upgrades will occur in this fiscal year-beginning the end of 2nd quarter.
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