BLACK VEATCH MANAGEMENT CONSULTING, LLC

BLACK & VEATCH MANAGEMENT CONSULTING, LLC 200 BELLEVUE PARKWAY, SUITE 215. WILMINGTON, DE 19809 +1 415‐200‐7353 | [email protected]

www.bv.com

29January2016

Mr.LouVitolaFinanceDirectorCityofNewark220SouthMainStreetNewark,DE19711

Subject: ProposalforWater,Sewer,&StormwaterCostofServiceStudy

DearMr.Vitola:

Black&VeatchManagementConsulting,LLC(“Black&Veatch”)providesfinancial,andmanagement,andtechnologyconsultingservicestowater,sewer,andstormwaterutilitiesnationwidetobuildandsustainfinancialandbusinessresiliency.WeunderstandthattheCityofNewark(“City”)desiresaCostofServicestudytoadequatelyfunditswater,sewer,andstormwateroperationsandcapitalprogramobligations.

Black&VeatchhaspreparedthisWater,Sewer,andStormwaterCostofServiceStudy(“RateStudy”)proposaltomeetthefollowingkeyobjectives:

Developafive‐yearfinancialplanforthewater/sewerenterprisefundtoassurefinancialself‐sufficiency;

Performawaterandsewercostofserviceanalysis,basedonindustrystandardmethodology,toreviewandaffirmequityofcostrecoveryamongthecustomerclasses;

Developanimperviousareabasedstormwateruserfeetoadequatelyfundstormwatermanagementoperations;and

Assistwithstakeholdereducationtoprovideanoverviewofthecostofservicestudyandreportonstudyresultsandrecommendations.

TheservicesanticipatedtobeperformedintheRateStudyincludethefollowingmajorphases:

PART‐1:ProjectInitiationandDevelopmentofaFinancialPlan PART‐2:CostofServiceAnalysisandRateStructure

Theproposalprovidesadetailedscopeofwork,andanoverviewoftheprojectteam,projectschedule,andprojectfee.

TheservicesaretobeexecutedinaccordancewiththetermsandconditionsoutlinedintheConsultingServicesAgreement(CSA),attachedherein.WerequestyoutosignbothcopiesoftheCSA,andreturnonecopytoBlack&Veatchasanacknowledgementofyourapprovalandauthorizationtoproceedwiththeservicesmentionedabove.

29 JANUARY 2016 | PAGE 2

Thankyouforyourconsiderationofthisproposal,andfortheopportunitytoprovidetheseservicestotheCityofNewark.Ifyouhaveanyquestionsonthisproposal,pleasecontactMs.PrabhaKumarat302‐660‐9465.

Verytrulyyours,BLACK&VEATCHMANAGEMENTCONSULTING,LLC

RalphT.EbertsExecutiveVicePresident

cc: Ms.CarolHouck,CityManager

December 3, 2008 - 1 -

CONSULTING SERVICES AGREEMENT

This Agreement, effective _February 01, 2016, is between the City of Newark, Delaware`(“Client”) and BLACK & VEATCH MANAGEMENT CONSULTING, LLC (“Consultant”). Consultant shall perform Services in accordance with written Requests for Services (Requests) issued by Client and agreed to by Consultant during the term of this Agreement, which shall be attached as separate Exhibits A. Consultant shall accept or decline a Request as promptly as practicable under the circumstances.

1. Consultant will perform the Services in accordance with the standards of care and diligence normally practiced by recognized consulting companies in performing services of a similar nature. If, during the six-month period following the earlier of termination or completion of the Services under the applicable Request for Service, it is shown there is an error in the Services caused solely by Consultant's failure to meet such standards, and Client has promptly notified Consultant in writing of any such error within that period, Consultant shall perform, at Consultant’s cost, such corrective consulting services within the original Request for Service as may be necessary to remedy such error. The obligations and representations contained in this Article 3 are Consultant’s sole warranty and guarantee obligations and Client’s exclusive remedy in respect of quality of the Services. EXCEPT AS PROVIDED IN THIS ARTICLE, CONSULTANT MAKES NO OTHER WARRANTIES OR GUARANTEES, EXPRESS OR IMPLIED, RELATING TO CONSULTANT'S SERVICES AND CONSULTANT DISCLAIMS ANY IMPLIED WARRANTIES OR WARRANTIES IMPOSED BY LAW INCLUDING WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. This Article governs, modifies, and supersedes any other terms in this Agreement which may be construed to address warranties or guarantees or the quality of the Services.

2. Reports and other documents which Consultant prepares and delivers to Client pursuant to this Agreement shall become the property of Client when Consultant has been compensated for Services rendered. Nothing contained in this Section shall be construed as limiting or depriving Consultant of its rights to use its basic knowledge and skills to design or carry out other projects or work for itself or others, whether or not such other projects or work are similar to the work to be performed pursuant to this Agreement. Consultant shall have the right to retain and use copies of drawings, documents, and other data furnished or to be furnished by Consultant and any non-confidential information contained therein. At all times, each party shall retain all of its rights in its drawing details, designs, specifications, databases, models, computer software, copyrights, trade and service marks, patents, trade secrets, and any other proprietary property. Rights to intellectual property developed, utilized, or modified in the performance of the Services shall remain the property of Consultant. Client shall not acquire any rights to any of Consultant's, its subcontractors' or vendors' proprietary computer software that may be used in connection with the Services except as expressly provided in the Request or as may be separately agreed. Files delivered in electronic medium may not work on systems and software different than those with which they were originally produced. Consultant makes no warranty as to the compatibility of these files with any other system or software. Because of the potential degradation of electronic medium over time, in the event of a conflict between any specifications, reports, or other documents and electronic files, the original will govern.

3. Documents, including, but not limited to, drawings, specifications, reports, electronic files, and computer software prepared by Consultant pursuant to this Agreement, are instruments of service in respect to the project. They are not intended or represented to be suitable for reuse by Client or others on extensions of the project or on any other project. Any reuse without prior written approval, and verification or adaptation by Consultant for the specific purpose intended will be at Client’s sole risk and without liability or legal exposure to Consultant. Client shall defend, indemnify, and hold harmless Consultant against all claims, losses, damages, injuries, and expenses, including attorneys’ fees, arising out of or resulting from such reuse. Any approval, and verification or adaptation of documents will entitle Consultant to additional compensation at rates customarily charged by Consultant for such services. No documents or any information contained therein, or otherwise supplied by Consultant in connection with the Services, shall be released or used by Client in connection with any proxy, proxy statement, proxy soliciting material, prospectus, official statement, offering memorandum, Securities Registration Statement, or any sales or due diligence or similar document without the express written approval of Consultant, except as may be required by law. Consultant may include its standard commercial third-party disclaimers in its Report. Any information shared with the Client prior to the release of the Report is superseded by the Report. As such, Client may not rely on, or distribute to third-parties, any emails, drafts, or oral statements made prior to the issuance of the Report. Client's distribution of the Report to a third party shall be at its own risk, and Client agrees to indemnify and hold Consultant harmless against any and all claims Consultant receives from any such third party based upon its access to, or reliance upon, Consultant’s Report.

4. Consultant shall maintain in force, during the period that Services are performed, workers' compensation insurance in accordance with the laws of the states having jurisdiction over Consultant's employees who are engaged in the Services and employer's liability insurance with a limit of $100,000 each occurrence and in the aggregate. Consultant also shall maintain commercial general liability insurance with a limit of $1,000,000 per occurrence and in the aggregate; automobile liability insurance with combined single limit of $1,000,000; and professional liability insurance with per occurrence and aggregate limits of $1,000,000.

5. Consultant shall indemnify Client against any and all claims, demands and causes of action for bodily injury to or death of persons or for damage to or destruction of property (other than property of Client or construction work in progress, for which Client shall have responsibility) resulting solely from any and all negligent physical acts of Consultant while at Client's facility. The parties waive all claims for property damage, and shall require their insurers to waive subrogation rights against the other party under any applicable policy of property insurance.

December 3, 2008 - 2 -

6. In performance of the Services, it is acknowledged that Consultant may be supplied with certain information and/or data by Clientand/or others, and that Consultant will rely on such information. Therefore, the accuracy of such information is not withinConsultant's control and Consultant shall not be liable for its accuracy, nor for its verification unless otherwise provided in theRequest. Since Consultant has no control over the cost of labor, materials, or equipment furnished by others, or over the resourcesprovided by others (including Client) to meet project schedules, Consultant’s opinion of probable costs and of project schedulesshall be made on the basis of experience and qualifications as a professional consultant. Consultant does not guarantee thatproposals, bids, revenues, costs, and other cash requirements, or actual operating and project costs will not vary fromConsultant’s estimates or that actual schedules will not vary from Consultant’s projected schedules.

7. Client may, with or without cause, terminate the Services at any time upon 10 working days written notice to Consultant. In suchcase, Consultant shall be paid costs incurred and fees earned to the date of termination and through demobilization and neither partyshall be entitled to any other compensation or damages from the other. At all times, each party shall retain all of its rights in itsdrawing details, designs, specifications, databases, computer software, copyrights, trade and service marks, patents, trade secrets, andany other proprietary property.

8. Client may audit and inspect Consultant's records and accounts covering fees and reimbursable costs for a period of six monthsfollowing the completion of Consultant’s Services. The purpose of any such audit shall be only for verification of such costs.Consultant shall not be required to keep records of or provide access to those of its costs expressed as fixed rates, a lump sum, or as apercentage of other costs.

9. Neither party shall be liable to the other party for loss of profits or revenue; loss of use; loss of opportunity; loss of goodwill; costof substitute facilities, goods or services; cost of capital; cost of replacement power; governmental and regulatory sanctions; andclaims of customers for such damages; or for any special, consequential, incidental, indirect or exemplary damages whether aclaim for any such loss arises out of breach of contract, warranty, tort (including negligence), strict liability, indemnity, oranother theory. Except for an obligation to make payments, neither party shall be in default to the extent any nonperformance is caused by a circumstance beyond such party's reasonable control. The warranties, obligations, liabilities and remedies of the parties,as provided herein, are exclusive and in lieu of any others available at law or in equity. Consultant’s total aggregate liability underthis Agreement shall not exceed the compensation received by Consultant under the applicable Request for Services. To the fullestextent allowed by law, releases from, and limitations of liability shall apply notwithstanding the breach of contract, tort includingnegligence, strict liability or other theory of legal liability of the party released or whose liability is limited. Consultant maysubcontract portions of the Services to its related entities.

10. During the term of this Agreement, and for a period of six months following any termination or expiration hereof, Client agreesthat it will not, hire, or solicit any employee of Consultant who performed services hereunder, to become employees orindependent contractors of Client or such other person or entity, excluding employees who are responding to a generalsolicitation for employment advertised by Client. If Client does hire a Consultant employee as prohibited herein, Client shall beliable to Consultant for 60% of such employee's first-year salary (including any signing bonuses or reimbursable relocationcosts). Client shall be obligated to disclose such amounts to Consultant and Consultant shall immediately invoice Client for suchamount to be paid by Client within 10 business days of receipt of Consultant’s invoice. Failure to pay such amount when dueshall be considered a breach of this Agreement by Client and entitle Consultant to any and all remedies available under thiscontract, at law or in equity.

11. Client understands that Consultant will not provide legal or tax advice or opinions, and Client will seek such advice and opinionsfrom its attorneys and tax advisors.

This Agreement and the attached Exhibits constitute the entire Agreement. No other representations of any kind, oral or otherwise, shall have any effect. This Agreement shall be governed by the laws of the state of Kansas, notwithstanding the operation of any conflict or choice of law statutes or decisional law to the contrary.

CLIENT BLACK & VEATCH MANAGEMENT CONSULTING, LLC

By: Carol By:

By: Carol Houck By: Ralph T. Eberts (Printed) (Printed)

Title: City Manager Title: Executive Vice-President

Legal PM Approved Approved Reviewed Date Date

December 3, 2008 - 3 -

EXHIBIT A REQUEST FOR SERVICES

CONSULTING SERVICES AGREEMENT

Between

City of Newark, Delaware ("Client")

And

Black & Veatch Management Consulting, LLC ("Consultant")

Pursuant to the terms and conditions of the Consulting Services Agreement executed and made effective as of the First day of February, 2016, between City of Newark, Delaware ("Client") and Black & Veatch Management Consulting ("Consultant"), Client hereby requests Consultant perform and Consultant agrees to perform the following Services:

Effective Date: This Exhibit A will be effective on February 01, 2016.

A. Requested Services: The Consultant will be responsible for providing the following key tasks, which are are further outlined in the attached proposal.

Task 1 – Project Initiation and Data Collection: This task will include a project kick-off meeting to provide an opportunity to review project objectives and confirm scope of work; review project schedule and major milestones; collect pertinent data for the study, and discuss any relevant study needs.

Task 2 – Water, Sewer, and Stormwater Financial Planning: The Consultant will prepare a five-year financial plan for the City’s Water and Sewer Enterprise Fund. In preparing the financial plan, the Consultant will estimate projected operating and capital revenues, operating and capital revenue requirements including debt service; perform cash flow analysis; and estimate the magnitude and timing of the annual revenue adjustments estimated to be needed for the five-year study period of Fiscal Year (FY) 2017 through FY 2021.

Task 3 – Water Cost of Service and Rate Structure: The Consultant will perform a water utility cost of service analysis for the Test Year (FY 2017) and develop the water rate schedules for the Test Year, to support reasonable and equitable cost recovery from customer classes. The task will include the determination of functional costs for the water system, allocation of those costs to cost causative components, determination of units of service for the cost-causative components, derivation of the unit costs, and the allocation of water cost of service to customer classes (Inside and Outside City). This task also includes the design of water rate schedule for the Test Year, for the existing rate structure, and the evaluation of one alternative water rate structure for the Test Year.

Task 4 – Sewer Cost of Service and Rate Structure: The Consultant will perform a sewer utility cost of service analysis for the Test Year (FY 2017) and develop the sewer rate schedules for the Test Year, to support reasonable and equitable cost recovery from customer classes. The task will include the determination of functional costs for the sewer system, allocation of those costs to cost causative components, determination of units of service for the cost-causative components, derivation of the unit costs, and the allocation of sewer cost of service to the Low, Medium, and High strength customer classes that are defined. This task also includes the design of sewer rate schedule for the Test Year.

Task 5 – Stormwater Rate Structure: The Consultant will perform a stormwater utility cost of service analysis for the Test Year (FY 2017) and a stormwater user fee structure for the Test Year.. The task will include the determination of stormwater revenue requirements for the Test Year, determination of customer classes and impervious area based stormwater units of service, derivation

December 3, 2008 - 4 -

of stormwater unit rate, and the design of a stormwater rate structure for the residential and non-residential classes of properties. This task will also include one stormwater user fee policy workshop.

Task 6 – Report and Presentation: The Consultant will assist the City in presenting the results of the financial planning and cost of service study to the City Council. The Consultant will prepare and deliver a letter report prior to the conclusion of the study.

B. Commencement Date: February, 01, 2016.

C. Billing Basis: Time and Materials, not-to-exceed.

Invoices are due upon receipt.

D. Estimated Cost of the Services: $98,080.

E. Estimated Completion Date: November 30, 2016.

F. Monthly Billing: Commencing on or about the first day of the calendar month following execution of this Agreement, and monthly thereafter, Consultant shall furnish Client with an invoice covering the Reimbursable Costs and Fee for services provided during the previous month and any interest due under this Agreement. Invoices may be submitted electronically by email to [email address provided by client]. In such event, the electronic copy of the invoice will be considered the official invoice and will not be followed by a hard copy invoice. Notwithstanding any other provision of the above-referenced Agreement, or this Exhibit A, Consultant is under no obligation to submit any deliverable if any invoice is more than 45 days outstanding.

G. Method of Payment: Payments to be made to Consultant under this Agreement shall be electronically transferred either by ACH, specifically in CCD+ or CTX format, or wire transfer to the bank account and in accordance with the bank instructions identified in Consultant’s most recent invoice in immediately available funds no later than the payment due date. Invoice number and project name shall be referenced in the bank wire reference fields or the ACH addenda information.

For Independent Engineer personnel approved by Client that ultimately remain on the assignment for more than 1-year an increased tax burden pursuant to home and work jurisdiction tax laws may arise. Client will be responsible for, and will pay, all such increased expenses related to federal, state and local tax assistance provided by Independent Engineer to the affected Independent Engineer personnel, as well as any increased tax and compliance costs incurred by Independent Engineer personnel. Application of the appropriate tax rules will be determined by B&V. The charges will be billed, when appropriate, with the travel and living expenses affected and incurred in the performance of the Services detailed in this SOW. Should Client be required under any law or regulation of any governmental entity or authority, domestic or foreign, to withhold or deduct any portion of the payments due to Independent Engineer, then the sum payable to Independent Engineer shall be increased by the amount necessary to yield to Independent Engineer an amount equal to the sum it would have received had no withholdings or deductions been made. Independent Engineer will notify you at least thirty (30) days in advance of any resource reaching his or her twelfth month of being staffed under this Exhibit or in the event that staffing of any particular resource may give cause for additional taxes or other charges to be assessed. You have the right to request that any resource that has or may exceed twelve months of Services under this Exhibit be replaced with a resource with similar skill sets to continue to perform the Services under this Exhibit. Such request will not be unreasonably denied by Independent Engineer. These compensatory charges are typically related to direct expenses that a Independent Engineer consultant may incur while remaining in the same work location for more than 12 months. With prior notice and approval from Client, any tax compensatory charges will be passed through to Client as expense line items.

H. Disputes: In the event Client disputes any invoice item, Client shall give Consultant written notice of such disputed item within 10 days after receipt of such invoice and shall pay to Consultant the undisputed portion of the invoice according to the provisions hereof. If Client fails to pay any invoiced amounts when due, interest will accrue on each unpaid amount at the rate of eighteen percent per annum, or the maximum amount allowed by law if less, from the date due until paid according to the provisions of this Agreement. Interest shall not be charged on any disputed invoice item which is finally resolved in Client's favor. Payment of interest shall not excuse or cure any default or delay in payment of amounts due. In the event Consultant refers this Agreement to a third party for collection or enforcement of its terms, Consultant shall be entitled to reimbursement for all costs and expenses incurred, including a reasonable attorneys' fee. In the event that Client

December 3, 2008 - 5 -

has an unpaid invoice over 50 days past due, Consultant may, in addition to all other remedies available at law and equity, terminate this Request for Services.

This Request for Services and the above-referenced Agreement constitute the complete understanding of the parties with respect to the Services specified herein. Terms and conditions contained in purchase orders, work orders, or other documents issued by Client with respect to the Services shall be of no force and effect.

IN WITNESS WHEREOF, the parties have executed this Request for Services on the date(s) indicated below.

CLIENT BLACK & VEATCH MANAGEMENT CONSULTING, LLC

By: By:

By: Ralph T. Eberts By: Carol Houck (Printed) (Printed)

Title: Executive Vice-President Title: City Manager

Date: February 01, 2016 Date: January 28, 2016

Legal PM Approved Approved Reviewed Date Date

WATER, SEWER, AND STORMWATER COST OF SERVICE STUDY

City of Newark, DE 29 JANURY 2016

©Black & Veatch Holding Company 2016. All rights reserved.

City of Newark, DE | WATER, SEWER, AND STORMWATER COST OF SERVICE STUDY

BLACK & VEATCH | Table of Contents i

Table of Contents

TableofContents.................................................................................................................i

Introduction........................................................................................................................1

KeyIssues.............................................................................................................................2

ScopeofServices................................................................................................................3

ProjectTeam.....................................................................................................................13

ProjectSchedule..............................................................................................................14

ProjectFee.........................................................................................................................15

AppendixA—Resumes..................................................................................................17


BLACK & VEATCH | Introduction 1

Introduction TheCityofNewark(City)provideswater,wastewaterandstormwatermanagementservicestoresidentsandbusinesseswithintheCityofNewarkandtoafewretailcustomersoutsidetheCity.TheCityconsolidatedthewater,sewerandstormwateroperationsunderPublicWorksin2013.Whilethewaterandseweroperationsaresupportedbywaterandseweruserfeerevenues,theCitycurrentlydoesnothaveastormwateruserfee.TobuildandsustainthefinancialstabilityoftheCity’swater,sewer,andstormwateroperations,andtoenhancetheequityofcostrecovery,theCitydesiresacomprehensivewater,sewer,andstormwatercostofservicestudy(Study).

Inadditiontothedevelopmentofamulti‐yearfinancialplanandratesforthewaterandsewerutilities,theCityalsorequiresthedevelopmentofadistinctimperviousareabasedstormwateruserfeetoadequatelyfundallofthestormwaterservices.

Thefollowingsectionsoftheproposalpresentanunderstandingofthekeyissues,adescriptionoftheproposedscopeofservices,anoverviewoftheprojectteam,andasummaryoftheprojectscheduleandfee.


BLACK & VEATCH | Key Issues 2

Key Issues FinancialPlanning:Black&Veatchdevelopedamulti‐yearFinancialPlanfortheCity’sWaterutilityin2011.Thestudyproposedaseriesofrevenueadjustmentsfortheperiodoffiscalyear(FY)2012throughFY2016toadequatelyfundtheestimatedrevenuerequirementsofthewaterutility.TheCityimplementedsomeoftherevenueadjustments.

TheCityrequiresamorecomprehensivefive‐yearfinancialplantoaddressthefundingneedsofthewater,sewer,andstormwaterutilitiesasseveralkeychangeshaveoccurredoverthelastfewyears.Keychangesincludetheimplementationofsmartmetertechnology,transferofpersonnelfrompositionspreviouslyfundedbytheGeneralFundtotheWaterandSeweroperations,increasingoperationalcosts,andtheneedforcapitalfundingforwater,sewerandstormwaterinfrastructureprojects.

CostofServiceAnalysis:CurrentlythestormwateroperationsarefundedbythewaterutilityandinadditionthereareconcernsastotheequityofinsideandoutsideCitywaterrates.Hence,consistentwithindustryfinancialbestmanagementpractices,theCityalsoneedsacostofservicestudytoaffirmareasonableandequitablebasisofcostrecoveryforthewater,sewer,andstormwaterutilities,andareasonablenexusbetweeninsideandoutsidecitycustomerclassuserfeesandtheirservicedemands.Inaddition,acleardelineationofstormwaterrevenuerequirementsisnecessarytoestablishanimperviousareabaseddistinctstormwateruserfee.

CouncilWorkshop:Tofacilitateunderstandingofthefinancialneeds,theconceptofcostofservice,andtheneedforastormwateruserfee,acomprehensivecouncilworkshopandratestudypresentationsareneeded.Hence,theStudywillincludeaCouncilworkshoptopresentanoverviewofthecurrentwater,sewer,andstormwatercostdriversandissues,thecostofservicefindings,ratestructurerecommendationsandtypicalbillimpact.


BLACK & VEATCH | Scope of Services 3

Scope of Services

PROJECT MANAGEMENT Theprojectmanagementcomponentincludesgeneralprojectcoordination,staffdirection,budget/scope/schedulemanagementandbilling/invoicingactivitiesthroughoutthecourseoftheproject.Specificsubtasksinclude:

CoordinateprojectactivitiesamongBlack&VeatchandCitystaff.Providedirectionasrequiredtomeetprojectobjectivesanddeadlines.Maintainadequatelevelsofstaffthroughoutthecourseoftheprojectincludingappropriateuseofsubjectmatterexperts(SMEs).

ProvidequalityassuranceandcontrolontheworkexecutedbyBlack&Veatchteam,andforallthedeliverablesthroughouttheengagement.

Scheduleandparticipateinprojectreviewandprogressmeetings.

Performgeneraladministrativeduties,includingclientcorrespondence,invoicing,budget/scopemanagement,projectdocumentation,andadministerprojectcontrolsusingBlack&Veatch’sproprietaryinternalprojecttrackingsystem.

FINANCIAL PLANNING AND COST OF SERVICE STUDY Theprimarypurposeofthewater,sewerandstormwaterfinancialplanningandcostofservicestudy(study)istodevelopafive‐yearfinancialplan(FY2017throughFY2021)andperformacostofserviceanalysisfortheCity’swater,sewerandstormwaterenterprises.Thespecifictasksandsubtasksinclude:

Part 1—Project Initiation and Financial Plan

1.0 Project Initiation and Data Collection

Thistaskwillincludeaprojectkick‐offmeetingtoprovideanopportunitytoreviewprojectobjectivesandconfirmscopeofwork;reviewprojectscheduleandmajormilestones;collectpertinentdataforthestudy,anddiscussanyrelevantstudyneeds.Specificsubtasksare:

PreliminaryDataRequest:PrepareaninitialrequestforfinancialandoperationaldataandotherpertinentinformationneedspriortothefirstmeetingwithCitystaff.Apreliminarylistoftypicaldatawhichmayberequiredforthestudyincludes:

● Detailedoperatingandcapitalbudgetspertainingtowater,sewerandstormwaterservices.

● Themostrecentfive‐yearCapitalImprovementsProgram(CIP),debtservicescheduleforthewaterandsewerfunds,andloanagreementsandBondAnticipationNotes(BAN),ifany.

● FinancialauditedstatementsforFY2015,ifavailable,alongwithitemizedrevenues.



● Wholesalewatercustomerconsumptiondataandspecialsewerbillinginformation.

● Retailcustomerwaterconsumptionand/ormeterreaddataforlatestavailableyearforalloftheCity’sretailcustomers.

● Anyotheragreementspertainingtowholesalewaterandsewerservicesorcontractoperations(withNewCastleCountyoranyprivatecontractors).

SupplementalDataRequest:Asthestudyprogressesaftertheinitialdatacollectionandreview,Black&Veatchmaysubmitrequestsforadditionaldataandclarificationsofinitialdatareceived.

2.0 Water, Sewer, and Stormwater Financial Planning

TheobjectiveofthistaskistodevelopacomprehensiveWater,Sewer,andstormwaterutilityFinancialPlanforthestudyperiodofFY2017throughFY2021.

Thismajortaskrequiresanassessmentofrevenuesbasedontheexistingratestructureandfeeschedules;anestimationoffuturerevenuerequirements;anestimateoftheCity’sabilitytomeetprojectedrevenuerequirements;andadeterminationofthemagnitudeofrevenueadjustments.

Figure1providesagraphicalillustrationoftheprojectapproachforthedevelopmentofthefive‐yearfinancialplan.

Thesubtasksareasfollows:

2.1 Bill Tabulation Analysis

Toprojectwaterusagerevenuesbasedonconsumptionandexistingtwo‐tieredratestructure,abilltabulationanalysiswillfirstbeperformed.ThisanalysisprovidesadistributionofusagebyusageblocksandfacilitatesthecomputationofFY2016usagerevenuesandthefutureusagerevenuesunderexistingrates.

2.2 Customer Accounts and Water Usage Projections

Black&Veatchwillprojectwaterandseweraccounts,billedwaterusageandwastewaterflowforafive‐yearplanningperiod(FY2017through2021).Suchprojectionswillbedevelopedbyconsideringathree‐yearhistoricalgrowthtrends,thepotentialforadding/losingmajorutilitycustomers,changesincustomerclassusagepatterns,industryexperienceandjudgment.

Thethree‐yearhistoricalreviewofaccountsandusagebycustomerclassissubjecttocustomerclassleveldataavailabilityfromthebillingsystem.

Thewaterusageprojectionswillbebasedontheprojectednumberofutilityaccountsandausageperaccountanalysistoreflecttheeffectsofincreasedordecreasedaverageusagebycustomerclass.

Figure 1 Financial Planning Flow Chart



2.3 Water and Sewer Revenue Projections

Oncompletionoftasks2.1and2.2,Black&VeatchwillprojectInsideandOutsideCityretailwaterrevenues,basedonexistingrates,forthestudyperiod.Similarly,sewerrevenueswillbeprojectedfortheretailsewerservice,basedonthefour‐partexistingsewerratestructure.TherevenueprojectionswillbebasedonFY2016baselinewaterusage,andassumedsewerstrengthinformationforthedefinedcustomerclasses.

2.4 Miscellaneous Revenue Projections

Therevenuestobegeneratedfromotherapplicableexistingsourcesincludinginterestearnings,latepaymentpenaltiesandothermiscellaneousrevenueswillbeprojectedfortheplanningperiod.Theserevenuesourcesareimportantfordeterminingthenetleveloffuturerevenueswhichneedtobegeneratedfromwater,sewer,andstormwateruserratesandcharges.

2.5 Capital Improvement Program and Anticipated Expenditure Requirements

TheWater,SewerandStormwaterutility’sCIPfortheperiodFY2017–FY2021willbereviewedwiththeCity’sprojectteam.TheobjectiveoftheCIPreviewistogainanunderstandingofthetypesofprojectsscheduled;thetimingassociatedwithsuchprojects,anticipatedsourceoffinancing,andthedeterminationofacapitalprogramfinancingmixofbonds,lowinterestloans,grantsandcashfinancing,asapplicable.

2.6 Annual Revenue Requirement Projections

Black&Veatchwilldevelopannualrevenuerequirementsforthewater,sewerandstormwateroperationsoftheCitytakingintoconsiderationthefollowingfactors:

BudgetedOperationandMaintenanceExpenditures.

DebtServiceonexistingbondissuesandStateRevolvingFund(SRF)loans,ifany.

Transfers,ifany,totheGeneralFund.

Proposeddebtservicetosupporttheprojectedfive‐yearcapitalprogramofFY2017throughFY2021.

Debtservicecoverage,operatingreserveandcashfinancingrequirements.

Anyotherexpenditureasappropriate.

2.7 Cash Flow Analysis

Black&Veatchwilldevelopacombinedcashflowanalysesforthewater/sewer/stormwaterenterprisefundforthefive‐yearstudyperiodshowingtheapplicationofrevenueunderexistingratelevels.Onthebasisofthecashflowanalyses,wewillestimatetherevenueleveladjustmentsneededtomeetprojectedrevenuerequirements.Thecashflowanalysiswilltakeinto



considerationannualoperatingreserverequirements,debtservicecoverageandtransfers,ifanytotheGeneralFund.

ThenetrevenuerequirementsforthetestyearFY2017(yearforwhichratesneedtobedetermined)consistsofthetotalfiscalyearestimatedannualrevenuerequirementslesstheuseofothermiscellaneousrevenuesestimatedforthetestyear.Astatusquoscenariowithnorevenueadjustmentsandanalternativescenariowithproposedlevelofrevenueadjustmentswillbedevelopedforthefive‐yearplanningperiod.

Part 2—Cost of Service and Rate Structure

Theobjectiveofthistaskistoestimatethenetannualrevenuerequirementsthatneedtoberecoveredfromeachofthethreeutilities:Water,SewerandStormwater.Thecostofserviceallocationanalysisfurtherenablestheestablishmentofareasonablenexusbetweencostsincurredinprovidingservice,andthelevelofuserfeerevenuesthatarerecoveredfromcustomerclasses.Figure2providesagraphicalillustrationoftheprojectapproachforthedevelopmentofthecostofservicerates.

Figure 2 Cost of Service / Rate Design Flow Chart

Thespecifictasksandsubtasksareasfollows:

Annual Cost of Service

FortheTestYear(FY2017)forwhichratesaretobedesigned,thecostofservicetobemetfromwater,sewer,andstormwaterratesandchargeswillbedeterminedfromtherevenuerequirementsthataredevelopedinsubtask2.7.Thecostofserviceestimateswillthenserveasthebasisfordevelopingcostofservicerateschedulesforthetestyear.Thenetrevenuerequirementstobederivedfromratesforthetestyearwillbedevelopedonacashrequirementsbasis.

TheBlack&VeatchteamwilldetermineO&Mandexistingdebtservicecostsforthewater,sewer,andstormwatersystemsbasedonsuchexpenditure



allocations,bycostcategories,theCityisexpectedtoprovideforFY2016(BudgetYear)forthethreeutilities.

Commondirectand/orindirectcosts,ifany,thatisprovidedbytheCitywillbeapportionedtothethreeutilitiesusingadefensibleapproachandtheBlack&Veatchteam’sexpertiseandjudgmentinperformingnumeroussuchcostofservicestudies.

3.0 Water Cost of Service and Rate Schedule

Thistaskinvolvesthedeterminationofwaterutilitycostofserviceandthedesignofwaterrateschedules.Keysubtasksareasfollows:

3.1 Allocation of Water Utility Functional Costs

Thecostsofserviceforthetestyearwillbeallocatedtothefunctionalcostcomponentswhichreflectthesystemsandoperationsassociatedwiththewaterutility.Thefunctionalcostcomponentsforwaterwillincludedistribution,transmission,treatment,fireprotection,customerservice,etc.Delineationofthesefunctionalcostsisdependentontheavailabilityofsuchdata.

3.2 Allocation to Water Cost Causative Components

Thewaterutilityfunctionalcostsderivedin3.1forthetestyearwillbeallocatedtothevariouscostcausativecomponentsofthewaterservices.

Thecostcausativeallocationsforwaterutilitywillrecognize,forthedefinedcustomerclasses,averageannualusage(base),extra‐capacityrequirements(peakdayandpeakhourdemands),customerrelated(metering,billing,andcustomerservice)andfireprotectionrelatedcosts.CostdifferentialinservingInsideandOutsideCitycustomerswillalsobereviewed.

3.3 Determination of Water Units of Service

Black&Veatchwilldevelopanestimateoftheunitsofserviceassociatedwitheachofthecostcausativeelementsforthewaterservice.Theunitsofserviceforthewatercostcausativecomponents(definedinTask3.2)willbeestimatedfortheInsideCityandOutsideCitycustomerclassesandtheservicecharacteristicsofeachofthoseclasses.

3.4 Allocation of Water Costs of Service to Customer Classes

Inthistask,thecostcausativecomponentcostsderivedforthewatersysteminsubtask3.2willbefurtherallocatedordistributedtotheInsideCityandOutsideCityretailcustomerclasses.

First,systemwideunitcostofservicewillbedevelopedforthewatercostcausativecomponentsbasedoncostcausativeallocationsandunitsofserviceforthosecomponentsasdevelopedabove.

ThenthesystemwideunitcostsofwatercostcausativecomponentswillbeappliedtotheunitsofservicedefinedfortheInsideCityandOutsideCity



customerclasstoallocatethetestyear(FY2017)costofservicetoeachofthosetwoclasses.

3.5 Determination of Water Revenue Adequacy

Inthissubtask,therevenuesestimated(insubtask2.3)foreachcustomerclassundertheexistingrateswillbecomparedwiththeactualcostsofserviceallocated(insubtask3.4)toeachcustomerclass.Suchacomparisonwillhelptodeterminethedegreeofcostrecoverycurrentlybeingachievedwithineachcustomerclass,andtoidentifythelevelofrateadjustmentsneededtofullyalignthecustomerclassrevenueswiththecustomerclasscostofservice.

3.6 Design of Water Rate Schedules

Oncompletionofthewatercostofserviceanalysis,Black&VeatchwilldeterminethewaterratescheduleforTestYear(FY2017)fortheCity’sexistingtwo‐tieredvolumeratesforInsideCityandOutsideCityclasses.

WaterRateStructure(OptionalSub‐task):Inadditiontothecontinuationofthetwo‐tieredvolumerates,theBlack&Veatchteamwillalsoexaminethefeasibilityofincludingameter‐sizedbasedwaterservicecharge.

4.0 Sewer Cost of Service and Rate Schedule

Thistaskinvolvesthedeterminationofwaterutilitycostofserviceandthedesignofwaterrateschedules.Keysubtasksareasfollows:

4.1 Allocation of Sewer Utility Functional Costs

Thecostsofserviceforthetestyearwillbeallocatedtothefunctionalcostcomponentswhichreflectthesystemsandoperationsassociatedwiththesewerutility.Thefunctionalcostcomponentsforsewerwillincludecollection,transmission,NewCastleCountytreatmentcosts,customerservice,etc.Delineationofthesefunctionalcostsisdependentontheavailabilityofsuchdata.

4.2 Allocation to Sewer Cost Causative Components

Thesewerutilityfunctionalcostsderivedin4.1forthetestyearwillbeallocatedtothevariouscostcausativecomponentsofthesewerservices.

Thecostcausativeallocationsforsewerutilitywillrecognize,forthedefinedcustomerclass,averageannualflow(volume),capacity(peak),PollutantLoadingsofBio‐chemicalOxygenDemand(BOD)andSuspendedSolids(TSS),andcustomerrelated(metering,billing,andcustomerservice)costs.

4.3 Determination of Sewer Units of Service

Black&Veatchwilldevelopanestimateoftheunitsofserviceassociatedwitheachofthecostcausativeelementsforthesewerservice.Theunitsofserviceforthesewercostcausativecomponents(definedinTask4.2)willbeestimatedforthecustomerclassesthataredefinedandtheservicecharacteristicsofeachofthoseclasses.Itisenvisionedthattheexistingcustomerclasses,whicharebased



onStandardIndustrialClassification,maybereclassifiedbasedonstrengthasLow,MediumandHighstrengthcustomerclasses.

4.4 Allocation of Sewer Costs of Service to Customer Classes

Inthistask,thecostcausativecomponentcostsderivedforthesewersysteminsubtask4.2willbefurtherallocatedordistributedtoeachoftherespectivecustomerclassesthataredefinedinsubtask4.3forthesewerutility.

First,systemwideunitcostofservicewillbedevelopedforthesewercostcausativecomponentsbasedoncostcausativeallocationsandunitsofserviceforthosecomponentsasdevelopedabove.

Thenthesystemwideunitcostswillbeappliedtotheunitsofservicedefinedforeachcustomerclasstoallocatethetestyear(FY2017)costofservicetoeachcustomerclassforthesewerutility.

4.5 Determination of Sewer Revenue Adequacy

Inthissubtask,therevenuesestimated(insubtask2.3)foreachcustomerclassundertheexistingsewerrateswillbecomparedwiththeactualcostsofserviceallocated(insubtask4.4)toeachcustomerclass.Suchacomparisonwillhelptodeterminethedegreeofcostrecoverycurrentlybeingachievedwithineachcustomerclass,andtoidentifythelevelofrateadjustmentsneededtofullyalignthecustomerclassrevenueswiththecustomerclasscostofservice.

4.6 Design of Sewer Rate Schedules

Oncompletionofthesewercostofserviceanalysis,Black&VeatchwilldeterminethesewerrateschedulefortheCity’scustomerclassesthataredefined.

Forthesewerratestructure,asimplifiedratestructureconsistingofLowStrength;MediumStrength,andHighStrengthwillbeevaluatedforthedeterminationofBODandSSloadings,andapplicationoftheCounty’sBODandSSrate.

5.0 Stormwater Rate Structure

ThistaskinvolvesthedeterminationofthestormwaterrevenuerequirementsfortheTestYear(FY2017)andthedesignoftheratestructure.Keysubtasksareasfollows:

5.1 Stormwater User Fee Workshop

Black&Veatchwillconductatwo‐hourStormwaterWorkshopwithselectedCitystafftoreviewanddecideontheproposedstormwaterrevenuerequirement,imperviousareadeterminationapproach,customerclassification,ratestructure,billingandenforcement,andstormwaterappeals/creditsforthenewstormwateruserfee.Thepolicydecisionswillbesummarizedinapolicypaper.



Thesepolicydecisionswillserveasthebasisfortheunitsofserviceestimationandthedesignofthestormwaterratestructure.

5.2 Determination of Stormwater Units of Service

Stormwaterunitsofservicewillbeestimatedintermsofbillableimperviousareaunits,andbycustomerclass.StormwatercustomerclasseswillbedefinedtoincludeResidential,Non‐Residential,andCondominiumclasses,andotheradditionalclasses,asmaybenecessary.

Todeterminebillableimperviousarea(unitsofservice),availableimperviousarea,taxassessmentandlandusedatawillbereviewed.Alternativestobeconsideredincludemeasuredimperviousareaperparcelandestimatedimperviousareabasedonrun‐offcoefficientsandlanduse.

Thetotalimperviousareaunitsofservicewillbepresentedintermsofeither100squarefeetorintermsofEquivalentResidentialUnits(ERUs),basedondiscussionswiththeCitymanagement.

5.3 Design of Stormwater Rate Structure

Asafirststeptodesigningaratestructure,asystemunitcostforstormwaterwillbedevelopedbasedonthestormwaterrevenuerequirementsdevelopedatthebeginningofTask3andthestormwatersystemimperviousareaunitsofservicethatisdeterminedinsubtask5.2.

Thestormwaterunitcostwillbereflectedascostper100squarefeetofimperviousarea(or)perERU.

Basedonthestormwaterunitcostandthedefinedcustomerclasses,astormwaterratestructurewillbedesigned.Forthenewstormwateruserfee,itisenvisionedthattheCitywilladopttheapproachofindividuallycalculatingthestormwaterchargesforeachparcelbasedontheparcel’sspecificimperviousareaandthestormwatersystemunitrate.Theindividuallycalculatedchargesprovidesforequityofcostrecovery,easeofunderstanding,andadministrativesimplicity.

6.0 Rate Study Report and Presentations

Black&VeatchwillassisttheCityineducatingtheCityadministrationandtheelectedofficialsonthetimingandneedforpotentialrevenueadjustmentsandthecostofserviceanalysis.Specificsubtasksare:

6.1 Study Draft and Final Report

Black&Veatchwillpreparealetterreportthatwilloutlinethestudyapproach,providesummaryfindingsofthefinancialplanforthestudyperiod,discusstheresultsofthecostofserviceanalysisandproposedrateschedules,detailthestormwaterfeeratestructure,andtheresidentialbillimpact.Basedonthefeedbackobtainedonthedraftreport,afinalletterreportwillbedelivered.



6.2 Project Milestone Review Meetings

Black&Veatchteamanticipatesthreeprojectmilestonereviewmeetings,oneeachattheendofFinancialPlan,CostofServiceandRateDesign.

6.3 Council Workshop

Black&VeatchwillfacilitateorsupportatwohourCouncilWorkshoptodiscussthefinancialplan,costofservice,andstormwateruserfeeconcepts;explaintheneedforthemagnitudeandtimingofrateincreasesandtopresentthefindingsofthecostofserviceanalysesandrelatedraterecommendations.

CONSULTING SERVICES ASSUMPTIONS TheproposedScopeofServicesandfeearebasedonthefollowingkeyassumptions:

Citystaffwillbeavailabletodiscussstudyrequirementsandscope,participateinprogressmeetingsandprovidetimelyreviewcomments.

TheCitywillprovide:

1. Numberofwateraccounts,waterusageandwaterbillingsforFY2013,FY2014andFY2015inExcelformat.

2. Numberofseweraccounts,waterusage,andBODandSSloadings(lbs)andbillingamountsbytheexistingcustomerclassesandsubclassesforFY2013,FY2014andFY2015inExcelformat.

3. O&Mfunctionalcosts,DebtServiceandFundBalancesseparatelyfortheWater,SewerandStormwaterservices.

4. Five‐yearCIPscheduledelineatedseparatelyforWater,SewerandStormwaterprojects/programs.

5. SystemcharacteristicssuchasAverage,MaximumDay,MaximumHourwaterusagedata;TotalAverageorMeasuredVolume;PeakFlow;BODandSSLoadsforsewersystem.

6. LatestGrossAreaandImperviousAreaforeachindividualparcelintheCityalongwithlandusecodes.Thisisnecessarytoclassifyparcelsintocustomerclasses(Residential,Commercial,Institutional,Condominium,etc.).

7. IfreliableandconsistentimperviousareaisnotreadilyavailablefromtheCity,thenitisassumedthattheCitywillusethefollowingoption:

● ComputeimperviousareafromNewCastleCounty’staxassessmentsystem(usingavailablebuildingfootprint)fortheResidentialparcels;

● Estimateimperviousareabasedongrossareaandlandusebasedrunoffcoefficientforallthenon‐residentialparcels.

KeyAssumptionsregardingtheRateStructureAnalyses:



1. WewillevaluateanalternativewaterratestructurethatincludesaMeterSizebasedFlatServiceChargeandtheexistingtwo‐tieredincliningblockvolumerate;

2. WewillestablishLow,Medium,andHighstrengthclassesforsewerratestructure;

3. StormwaterratestructureassumesindividuallycalculatedchargesforeachparcelbasedonstormwaterunitratefortheTestYear.

IftheCitydesiresanyadditionalscopeofservicesand/oradditionaleffortbeyondthatdescribedintheassumptions,thenthosewillbedefinedthroughdiscussionswiththeDirectorsofPublicWorksandFinance,andperformedasadditionalscopeofservices.Ifso,thefeesforsuchserviceswillbeestimatedandpresentedtotheCityforapproval,andforcontractamendment,asmaybenecessary.


BLACK & VEATCH | Project Team 13

Project Team

PROJECT STAFFING AND ORGANIZATION TheprojectteamwillbeledbyourProjectManager,AnnaWhite.Ms.PrabhaKumarwillserveastheTechnicalDirectorforthisengagement.Theteamiscomposedofexperiencedprofessionalswithbackgroundsinwaterresourcesplanning,engineering,finance,informationtechnology,publicoutreachandprojectmanagement.

TheprojectteamchartpresentedinFigure3illustratestheoverallorganizationoftheprojectteam.ResumesforeachkeyprojectteammemberareprovidedinAppendixA.

Theprojectteamhasthefollowingkeystrengths:

Strongknowledgeandunderstandingofallfacetsofutilityoperations,financesandrates.

Proximitytotheutilitysoastoattendmeetingsfrequentlyandatshortnotice,andalsocoordinatecloselywithalllevelsofstaffandmanagementwithintheCity.

Cohesiveteamwithdistinct“TaskLeads”experiencedinindependentlydirectingtaskswhileeffectivelycoordinatingwiththeothertaskleads,theProjectManagerandtheutilitystaff.

ProjectManagerandTechnicalDirectorwithexperienceinleadingamulti‐disciplinaryteamandinengagingvariousstakeholdergroupsincludingmanagement,electedofficialsandstakeholdercommittees.

Figure 3 Project Team Organization


BLACK & VEATCH | Project Schedule 14

Project Schedule Black&VeatchexpectstoperformthescopeofworkaspertheschedulepresentedinTable1.

Table 1 Estimated Project Schedule

TASK # TASK DURATION (2016)

1 Task 1—Project Initiation/Organization February

2 Task 2—Water, Sewer, Stormwater Financial Planning February through April

3 Task 3—Water Cost of Service & Rate Schedule April through May

3 Alternate Water Rate Structure April through May

3 Council Water Rate Structure Workshop May / June

4 Task 4—Sewer Cost of Service & Rate Schedule April through June

5 Task 5—Stormwater Rate Structure April through July

6 Task 6—Report & Presentation August through September


BLACK & VEATCH | Project Fee 15

Project Fee Black&VeatchwillperformtheservicesdescribedintheScopeofServicessectionofthisproposal,basedontheBillingRateSchedulepresentedinTable2.Basedonthosebillingrates,weestimateatimeandmaterialsnot‐to‐exceedcontractamountof$98,080,whichincludesalldirectexpensesandfees.

Table 2 Billing Rate Schedule

JOB DESCRIPTION

HOURLY

BILLING

RATES

($/HR)

Clerical/Administrative Support 90

Analyst / Engineering Analyst 120

Senior Analyst / Senior Engineer 150

Consultant 175

GIS Lead Engineer / Specialist 210

Manager 225

Principal Consultant 240

Director 295

Vice‐President 325


BLACK & VEATCH | Project Fee 16

Table3presentsabreakdownoftheestimatedworkeffort,andthetotalestimateddirectexpensesassociatedwiththescopeofwork.

Table 3 Work Effort and Fee

PROJECT TASK

PROJECT FEE ($)

HOURS Total Water Sewer Stormwater

Task 1—Project Initiation/Organization 4,830 1,610 1,610 1,610 24

Task 2—Water, Sewer, Stormwater Financial Planning 20,150 8,060 6,050 6,040 118

Task 3—Water Cost of Service & Rate Schedule 10,470 10,470 0 0 58

Task 4—Sewer Cost of Service & Rate Schedule 8,350 0 8,350 0 48

Task 5—Stormwater Rate Structure

Impervious Area Analysis 17,400 0 0 17,400 96

Stormwater Rate Structure 3,390 0 0 3,390 18

Stormwater Workshop 4,920 0 0 4,920 24

Task 6—Report & Presentation 13,590 4,530 4,530 4,530 74

Direct Expenses 3,900 1,300 1,300 1,300

Subtotal 87,000 25,970 21,840 39,190 460

Task 3—Optional subtasks

Alternate Water Rate Structure 7,080 7,080 0 0 40

Council Water Rate Structure Workshop 4,000 4,000 0 0 18

Subtotal 11,080 11,080 0 0 58

TOTAL PROJECT FEE 98,080 37,050 21,840 39,190 518


BLACK & VEATCH | Appendix A—Resumes 17

Appendix A—Resumes



Ann T. Bui Ms.Buihasbeenworkingwiththemanagement,administrative,andfinancialaspectsofmunicipalutilitiesforover25yearsspanningmorethan275engagements.Shehasmanagedfinancialplanning,assetmanagement,feasibilitystudies,policystudies,capitalimprovementfinancingprojects,ratestudies,bondfeasibilitystudies,andoperationandstaffingstudiesforlargeandsmallutilities.

Ms.BuiiscurrentlytheManagingDirectorfortheManagementConsultingWaterPractice.Inthisposition,sheisresponsiblefortheday‐to‐daymanagementofamulti‐disciplinaryteamofprofessionalsprovidingbusinessandfinancialservicestoutilitiesthroughouttheUS.Herrecentassignmentshavefocusedonbusinessplanmodeling,affordabilityissues,preparationoffinancialfeasibilityreportssupportingover$3billionofrevenuebondsales,valuation,capitalprioritizationandperformancemanagementfornumerousutilities.

Usingherbackgroundinbusinessplanning,Ms.Bui’sworkalsoincludesreviewingandimprovingherclient’soperational,engineering,andtechnologysupportbusinesspractices,resultinginoptimizedbusinessperformanceandregulatorycomplianceassurance.Shehasworkedwithinternationalanddomesticentitiestodevelopinnovativeapproachesforstructuringalternativedeliveryprojectsusingprivateandpublicfinancinginstruments.Shehasprovidedbusinessservicesforpublicandinvestor‐ownedutilitiesthroughoutthecountryandofalldifferentsizesrangingfromthosewithonly5,000serviceconnectionstothosethatservepopulationsoverfivemillion.

REPRESENTATIVE PROJECT EXPERIENCE City of San Diego | Water and Wastewater Cost of Service Studies; California | 2011‐Ongoing

ProjectDirector.Ms.BuiservesastheProjectDirectorfortheCityofSanDiego’swaterandwastewatercostofservicestudiesBlack&VeatchispreparingacomprehensivelookattheCity’sfinancialconditionandratestructureforthewaterandwastewaterutilities.FacedwithlargepurchasedwaterincreasesandrequiredwastewaterinvestmentsatPointLoma,theCityisactivelylookingforinnovativewaystorestructureitsrates.Aspartofthismulti‐yearstudy,Black&VeatchisalsoprovidingtheCitywithactivepublicoutreachservices;wholesalecontractreviews;andstakeholdernegotiations.

BHPB Hilton | Desalination Facility; Santiago, Chile | 2014‐Ongoing

FinancialProjectDirector.Ms.BuiservesastheFinancialProjectDirectorfortheBHPBHiltonDesalinationFacilityengagement.Black&VeatchisservingastheOwner’sEngineerfora800literperseconddesalinationfacilityservingtheSpencecoppermine.Underthisengagement,Black&Veatchispreparingthe

MANAGING DIRECTOR

Specialization: Financial & Management Consulting Services; Debt Issuance Support; Feasibility Studies; Institutional Studies

Education B.S., Chemical

Engineering, University of British Columbia

M.S., Chemical Engineering, University of California ‐‐ Los Angeles

M.B.A., Finance, University of California ‐‐ Davis

Professional Registration Engineer‐in‐Training:

California

Professional Associations AWWA Chair of AWWA’s Finance,

Accounting & Management Controls Committee

Member of AWWA’s Strategic Management Practices Committee

WEF NACWA’s Utility

Management Committee

Year Career Started 1989

Year Started with B&V 1989

Books and Manuals Editor, Financial

Management for Water Utilities: Principles of Finance, Accounting and Management Controls, 2012

Contributing Author, AWWA M5 Manual, Utility Management Reviewer, WEF User‐Fee Funded Stormwater Program, Special Publication



fullRFPforbidders;evaluatingbids;anddevelopingtariffandinvestmentportfoliomodels.

City of San Diego | Industrial Waste Control Program Review; California | 2014‐Ongoing

ProjectDirector.Ms.BuiservesastheProjectDirectorfortheCityofSanDiego’sIndustrialWasteControlProgram(IWCP)study.Black&VeatchispreparingthefirstcomprehensivelookattheCity’sIWCPinalmosttwodecades.

City of Long Beach | Water Cost of Service Rate Study and Development of Budget Based Rates; California | 2015‐Ongoing

ProjectDirector.Ms.BuiisservingastheProjectDirectorforawatercostofserviceupdatefortheCityofLongBeach.Aspartoftheupdate,Black&Veatchisdevelopingwaterbudget‐basedrates(BBRs)fortheCity’sirrigationaccounts.Black&VeatchisreviewingGISdataforirrigationarea;typesofplants(warmseasonversuscoolseason)presentatthesites;designationofzone‐specificclimatefactors;andhistoricalwaterconsumptionpatternsfordifferentsizedlots.FollowingacceptanceoftheBBRmethodology,Black&VeatchisworkingwiththeCity’sCC&Bteamtoaddthenewstructure.

InadditiontodevelopingBBRs,Black&VeatchisalsoconductingabillingauditoftheCity’swaterandwastewateraccounts.TheCityofLongBeachrecentlymigratedtoanCC&Butility‐widebillingsystem.Aspartoftheprocess,Black&Veatchwasaskedtoreviewallwatersystembillingdatatovalidatethefollowing:(1)verifythatgeneratedbillsarecorrectandaccurate;(2)auditsystem‐generatedmanagementreportstovalidateconsumptionandrevenueamounts;(3)auditcustomeraccountsforproperclassifications;and(4)developcustomizedmanagementsystemreports.Theprojectincludesabusinessprocessreviewofthenewbillingsystemoperation.

City of Santa Ana | Asset Management and Water/Wastewater Rate Study; California | 2011‐Ongoing

ProjectDirector.Ms.BuicurrentlyservesastheProjectDirectorfortheCityofSantaAna’sassetmanagementandwater/wastewaterratestudy.ThisstudyinvolvesdevelopingaprogramfortheCitythatprovidesthebasisforlong‐termassetmanagementanddevelopmentoftheCity’srepairandreplacementschedule.TheseinputsareintendedtothenfeedintotheCity’swaterandwastewaterratestudy.Black&VeatchcompletedtheinitialdevelopmentofanassetreviewusingitsiCIPprogramandiscurrentlyupdatingitswaterandwastewaterratestudy.OutputsfromtheiCIPprogramarebeingusedtohelpquantifythefinancialimpactsofdeferringCIPprojects.

City of Cherry Hills Village Sanitation District | Replacement Fund Analysis; Colorado | 2013

ProjectDirector.Ms.BuiservedastheProjectDirectorfortheCityofCherryHillsVillageSanitationDistrict’sreplacementfundanalysis.Thestudyexamined



whatlevelofreplacementfundingwasneededbytheagencyinordertomeetitsfutureinfrastructurerepairandreplacementneeds.AssetreplacementcostsweredeterminedusingtheHandy‐WhitemanIndexforthePlateauregionandsensitivityanalyseswereconductedaswell.

County of San Diego’s Department of Public Works | Cost of Service Study; California | 2012‐2013

ProjectDirector.Ms.BuiservedastheProjectDirectorforBlack&Veatch’sengagementwiththeCountyofSanDiego’sDepartmentofPublicWorks.Thecostofservicestudyfocusedoncreatingaunitarywastewaterrateforitscustomers,aswellasexaminedthesamepossibilityforitscapacityfee.Black&Veatchwasalsotaskedwithprovidingrecommendationsonreservepolicies;capitalassetmanagement;andexaminingthefeasibilityofmovingchargestothepropertytaxrolls.

City of Lomita | Staffing Review and Water & Wastewater Rate Study; California | 2013‐2014

ProjectManager–StaffingStudy.Ms.BuiservedastheProjectManagerforastaffingreviewoftheCityofLomita’swaterandwastewaterutilities.Thestudyfocusedonassessingappropriatestaffinglevelsandoverallorganizationalstructurefortheutilities.Afteryearsofcost‐cuttingmeasuresandstaffreductions,theCitywasconcernedwithmaintainingcustomerservicelevelsandmeetingregulatoryrequirements.

City of Fountain Valley | Staffing Review and Water & Wastewater Rate Study; California | 2012‐2013

ProjectManager–StaffingStudy.Ms.BuiservedastheProjectManagerforastaffingreviewoftheCityofFountainValley’swaterandwastewaterutilities.CaliforniaAfteryearsofcost‐cuttingmeasuresandstaffreductions,theCitywasconcernedwithmaintainingcustomerservicelevelsandmeetingregulatoryrequirements.

Encinitas Wastewater Authority | Staffing Review; California | 2012‐2013

ProjectManager–StaffingStudy.Ms.BuiservedastheProjectManagerforastaffingreviewoftheEncinitasWastewaterAuthority’swastewaterplants.Thestudyfocusedonassessingappropriatestaffinglevelsandoverallorganizationalstructureforthetreatmentplants.

Camrosa Water District | Water and Recycled Water Cost of Service Rate Study; California | 2012‐2013

ProjectDirector.Ms.BuiservedastheProjectDirectorManagerfortheDistrict’swaterandrecycledwatercostofserviceratestudy.ThestudywastheDistrict’sfirstandinvolvedextensiveworkshopswiththeUtilitiesCommissiontoaddresscost‐of‐serviceandProp218principles.Tomeetneededcapitalimprovementsandregulatoryrequirements,theDistrictsubmittedatotalof60percentin



revenueincreasestotheProp218process.TheseriesofincreasespassedtheProp218voteandwasadoptedbytheDistrict’sBoardofDirectors.

Santa Ynez River Water Conservation District | Water Rate Study; California | 2005‐2013

ProjectManager.Ms.BuiservedastheProjectManagerforawaterratestudyconductedfortheSantaYnezRiverWaterConservationDistrict.TheDistricthadnotraisedratesinover15yearsandwasrequestingassistanceindevelopingalong‐termfinancialplan.Aspartofthestudy,Black&Veatchcompletedacomprehensivecost‐of‐servicestudy,evaluatedexistingstandbyrateswithoutsideserviceareacustomers;developednewstandbyratesfordomesticwellcustomers;andreviewedcurrentcapacitycharges.

City of San Diego | Recycled Water Master Plan and Cost Allocation Negotiations; California | 2011‐Ongoing

FinancialLead.Ms.BuiservedastheFinancialLeadfortheCityofSanDiegoRecycledWaterStudywhichevaluatedthepotentialtocreatealocal,reliablewaterresourcefrommorethan200MGDofwastewatergeneratedintheCityofSanDiego.Comprehensive,integratedreuseplansrequireinnovativeapproaches,especiallywhenthegoalistolookatreusingeverydropofwastewateravailabletotheCity.Thestudywasnationallysignificantinthefieldofwaterrecyclingandreclamationandincludedanevaluationofnon‐potableandindirectpotablereuseopportunitiesincludingreservoirandgroundwateraugmentation.

Theteam’sinitialrolewastodevelopanapproachthatwasalignedwiththeCity’sgoalsandthegoalsoftheCitystakeholders.Keyprojectelementsincludedthefollowing:(1)Waterreuseplanwhichincluded80MGDofIPRand18MGDofnon‐potablewaterusage(2)Demandforecastingforbothwaterandrecycledwater(3)30‐yearplanninghorizon(4)IPRanddirectpotablereuseoptions(5)Regulationimpactsandneededregulationrevisions(6)Potableandwastewaterimprovementoffsetsbasedonimplementationofrecyclingoptions(7)Innovativeplanningapproachandsequentialworksessionsaimedataligningandfocusingworkeffortsintofinalreusethemes(8)Integratedstakeholderparticipation,structuredinvolvementandinputthroughoutproject(9)DevelopmentoftheCity’sCIP(10)Implementationplan,and(11)Comprehensivefinancialevaluationandcostofwaterassessment.

City of Pico Rivera | Water Rate Study; California | 2011‐2012

ProjectDirector.Ms.BuiservedastheProjectDirectorfortheCityofPicoRivera’sfirstwaterratestudyinover10years.Facedwithrisingpurchasedwatercostsandincreasedneedforcapitalimprovements,Black&VeatchcompletedthestudyonanexpeditedscheduleandprovidedtheCitywithafive‐yearratescheduletotalingover30percentinrevenueincreases.



City of South Gate | Water Rate Study; California | 2011‐2012

ProjectDirector.Ms.BuiservedastheProjectDirectorfortheCityofSouthGate’sfirstwaterratestudyinover15years.Similartoitsneighboringagencies,theCityfacedrisingpurchasedwatercostsandalargebacklogofmaintenanceprojects.Black&Veatch’sstudyrecommendedrevenueincreasestotalingover60percentoverafive‐yearperiodanddevelopedapass‐thrumechanismforwholesalecostincreases.Afterextensivepublicoutreachmeetingsandworkshops(over10intotal),theseriesofrevenueincreaseswaspassedinaccordancewiththeProp218processandadoptedbyCityCouncil.

City of Phoenix | Innovation and Efficiency Study; Arizona | 2011‐2012

ProjectManager.Ms.BuiservedastheProjectManagerforaninnovationandefficiencystudyofthe6thlargestcityinthenation.AttherequestoftheCityManager’soffice,thisstudywasconcernedwithfindingbothshort‐andlong‐termcostsavings,aswellasassessingtheoperationalefficiencyofthewaterandwastewaterutilities.Inconductingtheanalysis,Black&Veatchinterviewedmorethan100peopleinvolvedwiththeDepartment’sactivities;heldthreefocusgroupsandtwoworkshops;andreviewedmorethan500piecesofdatapertainingtotheDepartment.Black&Veatchidentifiedmorethan200recommendationsforimprovementsandshort‐termsavingsofgreaterthan2.5percentoftheDepartment’soperatingbudget.Overallsavings,includingdebtrefinancingeffortsundertakenbytheCity’sFinanceDepartmentandotherone‐timeefforts,providedsavingsofalmost9percentofthewaterbudgetandapproximately7percentofthewastewaterbudget.

City of Tucson Water Department | Organizational Study; Arizona | 2011‐2012

ProjectManager.Ms.BuiservedastheProjectManagerforacomprehensiveorganizationalreviewoftheCityofTucson’sWaterDepartment.OfspecialconcerntotheDepartmentwastheEndofService(EOS)impactontheorganization:bytheendof2011,morethan70employeeswereexpectedtoretirefromtheorganization.Compoundedwithmorethan50vacantpositions,theDepartmentwasfacingacrisisincertainareasoftheorganizationaspeopleinwholesectionsretiredorpositionsremainedvacant.

Inconductingtheanalysis,Black&Veatchinterviewedover75Departmentemployees;conductedover10sectionbriefingsandvisitedrepresentativefacilitieswherestaffreporttowork.Black&Veatchalsoreviewedandanalyzedmorethan200piecesofdatarelatedtotheDepartment’sactivities.Alloftheseactivitiesoccurredoverathree‐weekperiod.

Black&Veatchidentifiedmorethan50recommendationsforimprovementsandsavings.Combinedwithon‐goingDepartmentefforts,theCitywasabletogeneratesufficientsavings(over$1million)torestorenineemployeefurloughdays,restructuretheorganizationtobetterservecustomersandassets,andimprovecustomerserviceattheCallCenter.



City of Yuba City | Organization Review Study; California | 2011‐2012

ProjectManager.Ms.BuiservedastheProjectManagerforareviewoftheCityofYubaCity’swaterandwastewaterutilities.Thestudyfocusedonassessingappropriatestaffinglevelsandoverallorganizationalstructurefortheutilities.Afteryearsofcost‐cuttingmeasuresandstaffreductions,theCitywasconcernedwithmaintainingcustomerservicelevelsandmeetingregulatoryrequirements.

City of Napa | Water Cost of Service Rate Study; California | 2012

ProjectManager.Ms.BuiservedastheProjectManagerforacomprehensivewatercost‐of‐serviceratestudyfortheCityofNapaWaterDivision.TheprojectinvolvednumerousworkshopswiththeCity’sadhocFinanceCommitteeinordertogainconsensusonfundingstrategiesonanumberofregulatoryissuesfacingtheutility.Duetotheuncertaintimingofwhentheseregulatory‐drivencapitalprojectswouldbeneeded,Black&Veatchdevelopedseveralfundingandratealternativesforconsideration.Anoverallplanforannual6percentincreases;coupledwithseveralratestructurechanges,includingimplementationofaminimumbilltoimproverevenuestability,wassuccessfullypassedintheProp218processwithessentiallynoopposition.

City of Long Beach | Water and Wastewater Cost of Service Rate Study; California | 2009‐2012

ProjectManager.Ms.BuiservedastheProjectManagerfortheCityofLongBeach’swaterandwastewatercostofserviceratestudy.Thestudyexaminedalternativesforratedesignforallcustomersforbothutilities.Amongtheoptionsexaminedweremovingtosteepertierpricing,chargingcommercialwateraccountsusingatieredstructureandseparatingoutcommercialcustomersbasedonsewerstrengths.Inadditiontothecostofservicestudy,Black&VeatchperformedannualratessurveycomparisonsfortheCityinsupportofitsannualrevenueadjustments.

Indio Water Authority | Supplemental Water Supply Fee Development; California | 2009‐2012

ProjectManagerMs.BuiassistedIndioWaterAuthorityinthedevelopmentofasupplementwatersupplyfeetomeetdemandrequirementsposedbyincreaseddevelopment.Theintentofthefeewastoprovidemoniessupportingdevelopmentand/orpurchaseofadditionalwatersupplies.Inaddition,thefeewasdevelopedtoincorporateimplementationofwaterconservationmeasures.

City of Orange | Water Rate Study; California | 2006‐2012

ProjectManager.Ms.BuiworkedwiththeCityofOrangeprovidingvariousfinancialservicessupportingalong‐rangefinancialplanandratestudy.In2009,Black&VeatchworkedwithCitystafftoimplementatwo‐yearrateincreasefocusedonrebuildingreservelevels,maintainingadequateinfrastructureinvestment,andmeetinglargewholesalewaterincreases.TheCityCouncil



adoptedtheproposedplanforover30percentincreasesandtheProp218processnettedlessthan0.05percentopposition.

In2011,theCityCouncildirectedstafftoworkwithBlack&Veatchtodevelopapass‐throughcostmechanism;examineperceivedinequitiesintheMulti‐FamilyResidential(MFR)classcharges;andassesstheutility’sfixed/variablecoststructure.Black&Veatchconductedacomprehensivecost‐of‐servicestudytoaddresstheCityCouncil’squestionsandprovidedstaffwithseveralalternativeMFRratestructuresandadetailedpass‐throughmechanismallowingrecoveryofelectricandpurchaseswatercosts.Theresultingfive‐yearplanwassubmittedtotheProp218processandfollowingapublichearing,theCityCounciladoptedthechangesandrecommendations.

Marin Municipal Water District | Rate Structure Validation Study; California | 2006‐2012

ProjectManager.Ms.BuiassistedtheMarinMunicipalWaterDistrict(District)withareviewoftheDistrict’scurrentinternallydevelopedfinancialplanningandratemodel.TheDistrictprovideswaterservicestoover170,000peopleovera47squaremileservicearea.TheDistrict,likemanyothersintheBayArea,faceswatersupplyandaginginfrastructurechallenges.OfspecificconcerntotheDistrictwasthemodel’sabilitytoincorporateconservationimpacts.Black&Veatchreviewedthemodel,verifiedthattheratecalculationswerecomputationallyaccurate,andprovidedanumberofrecommendationsforfuturemodelingimprovements,includingcost‐of‐serviceanalysisstandardsaswellasoperationalbenchmarks.Black&VeatchpresentedthereportfindingstotheDistrict’sFinanceCommitteeaswellasthefullBoardofDirectors.

City of Garden Grove | Water Rate Study; California | 2005‐2012

ProjectManager.TheCityofGardenGroveprovideswaterservicetoapopulationofover170,000.Nochangestothemeterservicechargehavebeenimplementedsince1989,andthecommoditychargehasremainedunchangedsince1991.CoupledwithescalatingO&Mcostsandpressingcapitalneeds,thewaterutilityisfacingseveralyearsoffinancialshortfallsandtechnicaldefaultonitsoutstandingrevenuebonds.

Yearsofreducedcapitalspendingandhiringfreezesareseverelyaffectingtheutility’sabilitytoprovidequalityservicetoitscustomers.Respondingtothissituation,theCityhasretainedBlack&Veatchtoconductacomprehensivewaterratestudyfortheutility.

Ms.BuiledBlack&Veatch’sengagementtogenerateafinancialmodelandplanspanninga10‐yearperiodthatwillassisttheutilitywithre‐establishingitsfinancialstability.Aspartofthepublichearingprocess,Black&Veatchconductedanumberofpublicmeetingsforresidentialandcommercialgroups.Theteamalsometwithacitycouncil‐appointedadhoccitizen’scommitteetoevaluatealternativerateoptions.Thecitycouncilapprovedafive‐yearplanforrateincreasestotalingalmost100percentinearlyJune2007.



In2009,theCityretainedBlack&Veatchtodevelopacommoditypass‐throughadjustmentandsubmittherevisedchargeandmethodologythroughtheProp218process.Thecommoditypass‐throughadjustmentaddressesincreasesinpurchasedwatercostsduetofactorsoutsidetheCity’scontrol.Thenewchargepassedwithlessthan0.01percentoppositioninAugust2009.

In2011,theCityrequestedBlack&Veatchtohelptheutilitywithimplementingafive‐yearplantoraisewaterratesannuallyusingaformula‐basedstructurecomparedagainstregionalcostindices.TheproposalwassubjecttotheProp218processandpassedinMarch2012withlessthan0.01percentopposition.

City of Oxnard | Water, Wastewater, and Environmental Resources Rate Study and Revenue Bond Services; California | 2005‐2012

ProjectManager.Ms.BuiservedastheProjectManagerforfinancialservicesprovidedtotheCityofOxnard,Calif.In2005,Black&VeatchcompletedawatercostofserviceandratestudyfortheCity.TheCityrequiredacomprehensivereviewofcostofservice,ratemethodology,andratestructure.Weexaminedthewaterconsumptioncharacteristicsandmodifiedtheratestructuretoachieveafairandequitablerecoveryofcostofservicefromthevariousclassesofcustomers.Inaddition,Black&VeatchreviewedtheCity’swatercapitalfacilitychargesforequitablecostsharingandlegaldefensibilityandreviewedthefeasibilityofestablishingawaterresourcesdevelopmentfeeorincorporatingsuchcostsintothefacilitycharge.RequirementsofAB1600andProposition218weretakenintoconsiderationforthereviewandevaluation.Asafinalpartofthiscomprehensivestudy,Black&VeatchconductedawatermeteraudittoassisttheCitywithdeterminingwhetherthedecliningrevenuesexperiencedwiththecommercialandindustrialclasseswereduetoinvertedblockstructure,aswellasconservationorbecauseofinaccuratelyreadmeters.TrainingontheratemodelwasprovidedtotheCity.Finally,Black&VeatchsupportedtheCityinitssaleofrevenuebondsfortheGREATprogram.

Followingthecompletionofthewaterratestudy,theCityretainedBlack&VeatchtodevelopacomprehensiveratemodelforitsWastewaterandEnvironmentalResources(SolidWaste)Divisions.Aspartofthiscontinuedengagement,Black&Veatchwasaskedtodeveloparecycledwaterfee,examinedrought‐impactfeestoaddressMWDsupplyrestrictions,developastormwaterfee,andevaluateasecurityfeeforallutilities.

Confidential Client | Water and Wastewater System Valuations; Colorado, Tennessee and Texas | 2011

TechnicalAdvisor.Ms.BuiservedasatechnicaladvisorforthisIndependentEngineerengagement.Theengagementinvolvesthevaluationofmorethan30waterandwastewatersystems.Valuationtechniquesusedincludedoriginalcostlessdepreciation,replacementcostlessdepreciation,andfourvariationsoftheincomeapproach.Astrategyforpossibledivestmentwasalsodevelopedforthisclient.



Barclays Capital | Carlsbad Desalination Project; California | 2009‐2011

TechnicalAdvisor.Ms.BuiservedasatechnicaladvisorforthisIndependentEngineerengagement.Carlsbadisareverseosmosisseawaterdesalinationplantthatwillproduceupto50milliongpdoffreshwaterfordomesticusesintheSanDiegoarea.TheplantwillbefinancedthroughStateofCaliforniabonds.Black&Veatchisprovidingduediligence.

City of Downey | Water Rate Study; California | 2008‐2011

FinancialTeamLead.TheCityofDowney’slastwaterrateincreaseoccurredalmost20yearsagoandsincethattime,theCity’swaterutilityhassteadilyerodedreservesinordertomaintainlevelsofservice.Ms.BuiledtheBlack&VeatchfinancialteaminthepreparationofawaterratestudysupportingtheCityofDowney,Calif.’supdatedWaterMasterPlan.Black&Veatchdevelopedacustomizedratemodeldesignedtoperform“whatif”scenariosfortheCity.ThesescenariosallowedtheCitytoexaminedifferentalternativeswhilegeneratingsufficientrevenuetomeetitsanticipatedgrowth.TheanalysisentailedcloseinteractionwiththeCity’swaterdivision,citycouncilandcustomerstoensuretheapprovalofrateadjustments.Inadditiontoproposingacomprehensivefive‐yearfinancingplanfortheCity,Black&Veatchparticipatedinnumerouspublicworkshopstoeducatethepublicandelectedofficialsontheneedfortheincreasesandproposedratestructurechanges.Therateincreaseproposalofapproximately75percentover5yearssuccessfullypassedtheProposition218ballotingprocesswithlessthan0.01percentregisteredprotests.

Alinda Capital Partners | Water/Wastewater Asset Technical Due Diligence; United States | 2010 FinancialLead.Black&VeatchprovidedtechnicalduediligenceservicestoAlindaCapitalPartnersinsupportoftheirbidfortheSouthWestWaterCompany(SWWC),includingitsfacilities,servicesandoperations.SWWCisaninvestor‐ownedholdingcompanyofwaterandwastewaterregulatedutilitiesandunregulatedservicesbusinessesheadquarteredinLosAngeles,California.SWWCemploysabout1,285peopleacrossitsbusinessofferingsandlocationsacrosstheUnitedStates.InitsUtilitiesbusiness,SWWCownsover100waterandwastewatersystemsthroughoutAlabama,California,Mississippi,NewMexico,Oklahoma,andTexas.UnderSWWC’sServicesbusiness,utilitymanagement,operations,andotherutilitysystemsservicesarecontractedforover560cities,utilitydistricts,andprivatecompaniesinsixprimarystates.Black&Veatch’sreviewwasfocusedontheutilitysystemdesign,theequipmentcondition,thesystems’operations,theenvironmentalhealthandsafetycompliance,therateandregulatoryenvironment,variouscontractreviewsandoverallwaterqualitycompliance.Ms.Buiactedasthefinancialleadforallvaluationsconducted.



City of Palo Alto | Water, Wastewater and Gas Capacity Fees; California | 2010

ProjectManager.TheCityofPaloAltoUtilities(CPAU)isamunicipallyownedutilityprovidingwater,wastewater,fiberoptic,naturalgasandelectricservicestoalmost60,000residents.DeeplyingrainedinthefoundingoftheCity’sutilitiesistheprinciplethatacity‐ownedutilityshouldbeabletoprovideservicesatratessignificantlylowerthanthosechargedbyprivatecompanies.CPAUcontinuestooperateunderthisphilosophyandcontributestotheCity’scommunityservices.Consequently,itisanaturaloutcomeforCPAUtoembracea“growth‐pays‐for‐growth”approachtodevelopment.

Withlimitedgrowthopportunities,theCPAUdesiredtoupdateitswaterandwastewatercapacityfees,andatthesametime,investigatethedevelopmentofagascapacityfee.Tothisend,CPAUretainedBlack&Veatchtoexecutethistask.Ms.BuiservesastheProjectManagerforthisengagement,whichisbeingperformedonanexpeditedscheduletomeettheCity’sbudgetingneeds.

City of Los Angeles | Storm Water Management; California | 2009‐2010

LocalLiaison.Ms.Buiservedaslocalliaisonandleadforthereviewandanalysisofstormwaterfeesandalternativefundingsourcesforthestormwaterprogram.Considerationwasgiventotheneedandappropriatebasisforstormwaterquality‐basedcharges.AfinancialplanningandratedesignmodelwasdevelopedforCitystafftoannuallyevaluatethefinancialstatusofthestormwaterprogram.Themodelisdesignedtoprovidefuturebudgetestimates,evaluatealternativerevenues,revenuerequirements,flowoffundsanalyses,andshowtheeffectofanychangesonexistingandalternativeratedesigns.

City of San Juan Capistrano | Water, Wastewater and Stormwater Rate Study; California | 2009‐2010

ProjectManager.Ms.BuiservedastheProjectManagerfortheCity’sfirstcomprehensivecost‐of‐servicestudyforitswater,wastewaterandstormwaterfunds.TheCityrequiredacomprehensivereviewofcostofservice,ratemethodology,andratestructureforwaterandwastewaterandthedevelopmentofastormwaterfee.Black&Veatchexaminedthewaterconsumptioncharacteristicsandmodifiedthewaterbudgetratestructuretoachieveafairandequitablerecoveryofcostofservicewhileencouragingwaterconservationamongthevariousclassesofcustomers.Newwaterbudget‐basedallocationtiersweredevelopedbasedonbestmanagementpracticesforwatersmartlandscapingforlargelots.Black&VeatchconductedaseriesofeducationalworkshopsfortheCity’sUtilityCommissionandCityCounciltoestablishguidingprinciplesforthewater/wastewaterutilities,recommendafinallong‐termwatersupplyportfolioscenario,andassessdifferentratestructureimpacts.TheproposedratestructuresandfinancingplanpassedtheProp218processwithlessthan0.5percentprotests.CityCouncilalsopassedanautomaticcommoditypass‐throughordinancetoassisttheCitywithunexpectedpurchasedwaterandpowerincreases.



ThestormwaterfeeisanewonefortheCityandisinresponsetoregulatorymandatesandoperationalrequirements.ThefeeisscheduledtobereviewedbytheUtilityCommissionandCityCouncilinSpring2010.FollowingapprovalbytheCouncil,Black&VeatchwillbeworkingwiththeCitytounrollapubliceducationprogramontheneedforthechargeandassistingwithaballotvote.

City of Los Angeles Bureau of Sanitation | Service Charge Reconciliation and Projection Model Update; California | 2009

TaskManager.Ms.BuiservedastheTaskManagersupervisingandprovidingas‐neededtechnicaladvicetotheleadfinancialanalyst,Mr.MoralesonthisProject.ThescopeofservicesprovidedincludedinreconcilingtheBureauofSanitation’sContractAgencysectionservicecharges.TheBureauhasenteredintoagreementwith29surroundingagenciestoprovidewastewaterservices.ThereconciliationrequiredupdatesofO&Mandcapitalcosts,flowandstrengthcharacteristics,costallocations,andfacilitiescharges.Black&Veatchupdatedtheexistingservicechargeprojectionmodelbyincorporatingmacrostoautomatetheprojectionprocess.Theservicechargeprojectionmodelupdateincludedauserguidetobeusedforfutureprojections.

City of Oxnard | Utility Valuation Services; California | 2009

ProjectManager.Ms.BuiassistedtheCityofOxnardinanassetvaluationofitsutilitiesaspartofanevaluationtodetermineiftheCityshouldcreateaJointPowersAuthoritybetweentheCityanditswaterandwastewaterutilities.ThisvaluationservedasthebasisforaleasingagreementbetweentheJPAandtheCity.

San Joaquin County Department of Public Works | Community Infrastructure Capital Asset Management Project; California | 2007‐2009

FinancialLead.SanJoaquinCountyDepartmentofPublicWorksrecognizedthepotentialforevaluatingadditionalassetmanagementpracticesprovidingvaluetowardsmoreefficientmanagementofitscommunityinfrastructure,includingwastewater,water,recycledwaterandstreetlightingassets.Ms.BuiservedastheFinancialLeadanddevelopedalong‐termfinancialstrategytodevelopthescheduleandcostsofcapitalassetR&Rneedsoverthenext30years,incorporatingresultsfromassetinspectionsofcondition.TheresultsofthisanalysisarecurrentlybeingusedtodeveloprecommendationsontargetfinancialmanagementprovisionsforFY2009–2010thathelpestablishlong‐termfundingreserves.

Western Municipal Water District | Business Advisory Services; California | 2007‐2009

WesternMunicipalWaterDistrict(District)provideswater,wastewaterandrecycledwaterservicestooneofthefastest‐growingregionsinSouthernCalifornia.IncreasingdemandscoupledwithlimitedwaterresourceshaveledtheDistricttodevelopalternativewatersupplytoreducedependencyonpurchasedwaterandexamineinnovativefinancingoptions.Arelativelynew



organization,theDistrictisfacinginstitutionalchallengesintryingtomeeta$1billioncapitalimprovementprogramwithlimitedoperationalresources.

Black&VeatchiscurrentlyassistingtheDistrictwithalong‐termfinancialplanaimedtooptimizeitsresourcesandprovideratestabilityoverthenext20years.Aspartofthisplan,Black&VeatchisdevelopingaroadmaptomovetheDistrictawayfromtheuseofpropertytaxestofundoperationalrequirements;assistingtheDistrictwithpreparingcontractualagreementsforaconjunctiveusepipeline;andprovidingrecommendationsforimprovingcapitalprojectcostmanagementandtracking.

City of Soledad | Long‐Term Wastewater Management Plan; California | 2004‐2009

FinancialLead.Ms.BuiprovidedfinancialadvisoryservicessupportingtheCityofSoledad’sdevelopmentofaLong‐TermWastewaterManagementPlan(LTWMP).TheCityofSoledadisthefastest‐growingcityinCalifornia.TheLTWMPexaminesupgrading,operating,maintainingandexpandingtheCity’ssewersystem.ThepurposeoftheLTWMPistoprovideastep‐by‐steproadmapfortheCitytobuildandfinancethewastewatercollection,treatmentanddisposalfacilitiesthatwillmeettheCity’slong‐termneedsforsupportingpopulationgrowthandcomplyingwiththepermittingrequirements.

Black&Veatchproducedaseriesoftechnicalmemoranda(TM)that,together,willprovidethecompleteinformationrequiredtodefinethefuturecapitalandoperatingprogramfortheCity’ssewersystem,anddescribesthecapitalandannualcostoftheprogram,thefinancingrequired,andtheratesandchargesneededtoprovidetherequiredrevenues.TheTMsincludedthedescriptionofthefuturesewersystemneedsandfinancesoftheCity.

TheacceptanceoftheLTWMPledtoBlack&Veatch’ssecondengagementwiththeCity‐‐thedesignandconstructionoftheplannedwastewatertreatmentplantupgradeandexpansion.Ms.BuiiscurrentlysupportingtheBlack&VeatchprojectteaminthiseffortbycoordinatingthedevelopmentoftheRevenueProgramapplicationforSRFandProp50funding.

City of Palo Alto | Direct and Indirect Cost Study; California | 2008

ProjectManager.Ms.BuiledtheBlack&VeatchteamreviewingthereasonablenessofthebudgeteddirectandindirectcostsforotherCityofPaloAltoDepartmentsthatwereincludedintheCity’sWater,Wastewater,Electric,GasandTelecomUtility’s2006EnterpriseFundbudgets.Theprojectincludesidentifyingtheservicesprovidedbythesenon‐Utilitydepartmentsanddeterminingtheestimatedcostsofthoseservices.ThescopealsoincludesidentifyingandcostingservicesthattheUtilitiesmayhavebeenreceivingfromtheGeneralFundbutwerenotexplicitlyincludedinthecurrentbudgettransfermechanisms.AsaseparateelementtotheStudy,Ms.BuireviewedtheCity’spracticeofrequiringanequitytransferfromitsWaterUtilitytotheGeneralFundforcompliancewithProposition218restrictions.



Riverside Public Utilities | Strategic Planning and Organizational Review; California | 2008

BackOfficeTaskLeader.RiversidePublicUtilities(RPU)isawaterandelectricutilityprovidingservicestoresidentsinRiversideCounty.RPUisfacingmanychallengesasanorganization,includingmanaginggrowth,attractingandretainingqualifiedpersonnelandreplacingaginginfrastructure.

RPUretainedBlack&Veatchtoconductamanagementandorganizationalreviewtohelptheutilitypositionitselfasaleaderintheregion.PhaseIofthisreviewlookedatthedifferentelementsoftheutility’soperations,functionsandprocesses,includingmanagement,finance,customerservice,informationsystems,humanresources,marketing,waterandelectricresources,waterandelectricengineering,construction,andoperationsandmaintenancewiththeobjectiveofidentifyingtheorganization’sstrengthsandweaknesses.RecommendedfocusareaswillbefurtherreviewedinPhaseII.Ms.BuiwastheTaskLeaderforthereviewofallbackofficebusinessprocessesforthisengagement.

Rancho California Water District | Water Capacity Fee Study and Residential Restructuring Analysis; California | 2008

ProjectManager.Ms.BuiiscurrentlytheprojectmanagerforawatercapacityfeestudyconductedforRanchoCaliforniaWaterDistrict.TheDistrictislocatedinoneofthefastest‐growingareasoftheInlandEmpireandwishestore‐examineitscapacityfeemethodology.Black&VeatchwasretainedbytheDistricttoreviewthecurrentmethodologyforcompliancewithindustrystandardsandtodeterminewhetherachangeiswarranted.

Followingthecapacityfeestudy,theDistrictretainedBlack&VeatchtoexaminedifferentresidentialratestructuringoptionsasdirectedbytheDistrict’sBoard.UsingdataprovidedbytheDistrict,Black&Veatchconstructedfrequencydistributionsfromthehistoricalbillfrequencydistribution.Thebilltabulationsummarizedwaterutilityaccountsandvolumesbycustomerclass,metersize,lotsize(forsingle‐familyresidents),season,andusageranges.Fromthebilltabulation,datawereorganizedtocreateogivecurvesthatcanbeusedtoanalyzetieredrates.Usingtheresultsoftheaboveanalysis,Black&VeatchreviewedtheDistrict’sobjectivesofwaterconservation,costrecoveryforfixedandvariablecomponents,andrateequityacrossdifferentcustomerclassestoseeifthecurrentratestructuresupportedtheseobjectivesandmetthebestmanagementpracticesespousedbytheCaliforniaUrbanWaterConservationCouncil.

Dublin San Ramon Services District | Regional Wastewater Cost of Service and Connection Fee Study; California | 2006–2008

ProjectManager.Inthepast,theDublinSanRamonServicesDistrict(District)serviceareaexperiencedrapidgrowthsimilartomanycommunitiesinCalifornia.Alsolikemanyothercommunities,connectionfeesfundedthe



expansionofservice.AstheDistrict’sserviceareaapproachesbuild‐out,theneedtore‐evaluatethecurrentconnectionfeemethodologyarose.TheDistrictretainedBlack&VeatchtoevaluatetheimpactofchangingtheDistrict’scurrentconnectionfeemethodologytoabuy‐inapproach.Inaddition,theDistrictrequestedafullcost‐of‐servicereviewtoensurethattheDistrict’sratesareequitableandmeetindustrystandards.Black&VeatchprovidedtheDistrictwithalong‐termfinancialplanincorporatingbestmanagementpracticesforutilityoperations,updatedtheDistrict’sratestructure,andproposedanewconnectionfeemethodologytoaddressthechangingneedsoftheDistrict’sMasterPlan.

Southern California Water Company | Rate Survey Update; California | 2005‐2008

EngagementManager.TheSouthernCaliforniaWaterCompany(SCWC)isaprivatewaterutilitywithoperationsthroughoutCalifornia.Sincethe1990s,Black&VeatchhasbeenprovidingSCWCwithcustomizedratesurveyssupportingitsbi‐annualratefilingwiththeCaliforniaPublicUtilitiesCommission.

Ms.BuiservedastheengagementmanagerforBlack&Veatch’smostrecenteffort.ThelatestsurveyfocusedontheobtainmentofbenchmarkingfinancialinformationforcommunitieswithinSCWC’sservicearea.Inadditiontowaterrates,Black&Veatchexaminedallrevenuesources,obligationsandtransferstootherfundsmadebythemunicipalitiesandmaderateadjustmentstoensurean“apples‐to‐apples”comparison.

City of San Clemente | Utility Ordinance, Customer Water Usage Review and Rate Restructuring Analysis; California | 2006‐2007

ProjectManager.Inlate2006,theCityofSanClementeretainedBlack&VeatchtoconductaUtilityOrdinanceandCustomerWaterUsageReview.ThepurposeofthestudywastoanalyzetheCity’shistoricalwaterconsumptionforthepastthreeyearsanddevelopfrequencydistributionsforeachcustomerclass.

UsingdataprovidedbytheCity,Black&Veatchconstructedfrequencydistributionsfromthehistoricalbillfrequencydistribution.Thebilltabulationsummarizedwaterutilityaccountsandvolumesbycustomerclass,metersize,lotsize(forsingle‐familyresidents),seasonandusageranges.Fromthebilltabulation,datawereorganizedtocreateogivecurvesthatcanbeusedtoanalyzetieredrates.Additionally,peaktoaverageconsumptionratioswerecalculatedforeachcustomerclass.

Usingtheresultsoftheaboveanalysis,Black&VeatchreviewedtheCity’sobjectivesofwaterconservationandrateequityacrossdifferentcustomerclassestoseeifthecurrentratestructuresupportedtheseobjectivesandmetthebestmanagementpracticesespousedbytheCaliforniaUrbanWaterConservationCouncil.



FollowingtheworkcompletedinPhaseIofthisengagement,Black&VeatchwasaskedbytheCitytoincorporatesomeoftherecommendationsfromPhaseIforthewaterutility.Specifically,Black&Veatchisexamininganumberofalternativewaterratestructuresaimedatincreasingwaterconservationeffortsandmaintainingequitybetweenclasses.Inaddition,Black&VeatchisexaminingchangestotheCity’scurrentsewerratestructure.

Cambria Community Services District | Long‐Term Financial Management Plan; California | 2006‐2007

ProjectManager.Black&Veatchiscurrentlyinthefinalstagesofdevelopingalong‐termfinancialmanagementplanforCambriaCommunityServicesDistrict(District).TheDistricthasoperatedthelastdecadewithoutalong‐termfinancialplan.Coupledwithessentiallynorateincreasesduringthissameperiod,theDistrictcurrentlyfindsitselffacingseverefinanciallimitationsinbothitswaterandwastewaterutilities.

TheDistricthashiredBlack&Veatchtoconductitsfirstcomprehensiveratestudyandassistitwithdevelopingaforward‐lookingfinancialplanningmodel.Aspartoftheratemodel,Black&Veatchincorporateddifferentcapitalimprovementprogramoptions,reserves(replacementandrepair,ratestabilization)andalternativefundingmechanisms.Black&Veatchhasrecommendedtheadoptionofanewcustomerclass(BedandBreakfast),suggestedchangestotheexistingwaterblocks,proposedseasonalratesforspecificcustomerclassesandperformedphasingtowardacost‐of‐servicerateforthewastewaterutility.

Thefull10‐yearrateplaniscurrentlyundergoingtheProposition218process.Concurrentwiththefinancialplan,Black&VeatchisreviewingtheDistrict’soverheadcostallocationmethodologytoensureequitablecostrecoveryandisupdatingtheDistrict’smiscellaneousfeeschedule.

City of Chino Hills | Water Rate Study and Staffing Efficiency Study; California | 2006‐2007

ProjectManager.Ms.BuiservedastheprojectmanagerforawaterratestudyconductedfortheCityofChinoHills,Calif.whohiredBlack&Veatchtoconductitsfirstcomprehensivecost‐of‐servicestudy.Thestudyincludedreviewoftheadequacyofexistingrates;long‐termfinancialplan;anddevelopmentofnewconnectionfees.Inaddition,theCityrequestedBlack&Veatchtoconductastaffingefficiencystudytoevaluateoperationalneedsforthewaterutilityandprovideguidanceonareasforimprovement.

City of Salem | Alternative Financing Options; Oregon | 2006

TeamLead.Black&Veatchiscurrentlyconductingapreliminaryengineeringfeasibilitystudyfora“green”operationsadministrationbuilding.Aspartofthisstudy,Ms.BuiisleadingBlack&Veatch’sManagementConsultingDivision’steamtoevaluatedifferentfinancingoptionsavailabletotheCity.Amongthe



optionsconsideredincludepurchase/leasingstrategiesandtraditionalcombinationsofcashandrevenuebondfinancing.

Cucamonga Valley Water District | Recycled Water Fee Study; California | 2006

ProjectLead.Black&VeatchiscurrentlydeterminingthefeasibilityofprovidingrecycledwatertothecitizensservedbytheCucamongaValleyWaterDistrict.Aspartofthisanalysis,Ms.Buiisleadingananalysisexaminingthelong‐termfinancialimplicationsanddevelopinganappropriaterecycledwaterfeetofullyrecovercostsfromidentifiedfuturecustomers.

City of Glendale | Water and Sewer Rate and Impact Fee Studies; Arizona | 2005‐2006

ProjectManager.Ms.BuiledtheeffortprovidingacomprehensivereviewofthecostofserviceandratedesignfortheCity’swaterandsewerutilities.Aspartofthestudy,shereviewedthecapitalimprovementsprogram,determinedrevenuerequirementsanddevelopeda10‐yearfinancingplanforeachutility.

Thestudyinvolvedacost‐of‐serviceanalysis;determinationofthefinancialresponsibilityofthedifferentcustomerclassesbasedonloadingsandwaterusagepattern;andthedesignofwaterandsewerratesforthedifferentcustomerclasses.Inadditiontotheratestudies,attherequestoftheCity,Ms.Buireviewedthecurrentlevelofimpactfeesforappropriateness.

City of Port Hueneme | Wastewater Rate Study; California | 2005‐2006

ProjectManager.Black&VeatchiscurrentlyprovidingtheCitywithitsfirstcomprehensivefinancialplanningandratestudyforitswastewaterutility.TheCityhasnotraisedratesinoveradecadeandisfacingtheanticipatedlossoftwomajorcustomers.Ms.BuiisleadingBlack&Veatch’sworkfortheCity.

Theratestudyincludesthedevelopmentofafive‐yearfinancialplan,areviewoftheappropriatenessofcurrentreservesanddesignofnewwastewaterratesincompliancewithCaliforniaProposition218.

Guam Waterworks Authority/Combined Commission on Utilities | Water and Wastewater Utilities Privatization; Guam | 2004‐2006

AssistantProgramManager.Ms.BuiservedtheAssistantProgramManagerfortheproposedprivatizationoftheGuamWaterworksAuthority.Black&VeatchisservingastheadvisortothegovernmentofGuamfortheprivatizationofboththewaterandwastewaterutilities.

TheGuamWaterworksAuthorityiscurrentlyunderaFederalStipulatedOrderrequiringcapitalimprovementsexceeding$930millionoverthenext25years.Underthisengagement,Black&Veatchisadvisingthegovernmentontheselectionofapublic/privateparticipationalternative;developingenablinglegislation;conductingpublicmeetings;negotiatingamendmentstotheStipulatedOrder;establishingproceduresforExecutiveOrderrequestsfor



deviation;preparingvaluationandfinancingmodels;solicitingpotentiallyinterestedinvestors;preparingbiddocuments;andassistingwithdealclosure.

City of Patterson | Water and Wastewater Rate Studies and Benchmarking Analysis; California | 2005

ProjectManager.Ms.BuiservedastheProjectManagerfortheCity’sfirstcomprehensiveanalysisofitswaterandwastewaterrates.Engagedinthiswork,shedeveloped10‐yearfinancialplansforoperationsandcapital,reviewedtheadequacyofthecurrentratestructures,evaluatedalternativeratestructuresincompliancewithCaliforniaProposition218andconductedaseriesofpubliceducationworkshops.

Inadditiontotheratestudies,Black&VeatchpreparedabenchmarkingstudyfortheCitytoassistitwithimprovingoveralloperations.Approximatelytwoyearsafteradoptionofthelong‐termfinancialrateplanbyCityCouncil,Ms.BuiassistedtheCitywitharatevalidationprocesstocomplywithProp218requirementsresultingfromtheBighorndecision.Thevalidationprocess,whichrequiredvoterapprovaloftheratesandpublichearings,wassuccessful,andtherateplanwasreadoptedbyCityCouncil.

Johnson County Wastewater | Rate Consulting Services; Kansas | 2004‐2005

ProjectManager.JohnsonCountyWastewater(JCW)retainedBlack&Veatchtoassistitwithestablishingrates.JCWisanewlyformedstand‐aloneutility.Priortoachievingthisstatus,wastewaterservicesinJohnsonCountywerefinancedviamilllevy.

Asastand‐aloneutility,JCWisnowfinancingoperatingexpensesthroughauser‐chargesystem.Black&VeatchassistedJCWwithestablishingafive‐yearfinancialplan,presentedthefindingsandrecommendationstotheBoardofCommissionersandconductednumerousworkshopswiththeCommissioners,educatingthemoncost‐of‐servicemethodologies.

TheBoardacceptedBlack&Veatch’srecommendationsandJCWisintheprocessofimplementingtherevenueincreases.Black&VeatchisworkingwithJCWtohelpestablishanumberofutilitypolicies,conductareviewofsystemdevelopmentchargesandassessthemostfeasiblemannerinwhichtomovecapitalcostsfromthemilllevytousercharges.

Philadelphia Water Department | Revenue Requirements, Costs of Service and Rates for Water and Wastewater Utilities; Pennsylvania | 2003‐2005

FinancialTaskLead.InadditiontoprovidingthePhiladelphiaWaterDepartment(PWD)withavarietyoffinancialandmanagementconsultingservices,Ms.BuiservedasLeadConsultantforthepreparationofcomprehensivestudiesofrevenuerequirements,costsofserviceandratesforwaterandwastewaterutilitiesforits2004ratecasefiling.



Thecost‐of‐servicestudiesinvolveallocationofcostsofserviceanddeterminationofchargesfor10municipalwholesalewastewatercustomersandtwowholesalewatercustomersinaccordancewiththetermsofwholesaleservicecontractualagreementswiththesecustomers.

Concurrentwiththiseffortisareviewoftheimpacttosensitivecustomers,suchasschoolsandcharitiesthatwouldbeaffectedbyimplementationofanalternativestormwatercostallocationandratemethodologies.TheannualcostofstormwaterserviceinPhiladelphiaofapproximately$80millionispresentlyrecoveredthroughthemonthlywastewaterservicechargeandvariesbythesizeofthecustomer’swatermeter.

ThealternativemethodologyselectedbytheCitizen’sAdvisoryCommitteewilltakeadvantageoftheCity’snewlyevolvingGISnetworkandnewbillingsystemtoestablishstormwaterchargesbaseduponthecustomer’simperviousandgrosspropertyarea.

Ms.BuiisalsopreparedabondfeasibilitystudyforPWDinsupportofits2005$250millionbondsale.

Metropolitan Sewer District of Hamilton County | Wastewater Rate Study; Ohio | 2003‐2005

FinancialTaskLead.Ms.BuimanagedthefinancialplanningandprovidedwastewaterrateassistancetotheMetropolitanSewerDistrict.Thestudyhasincorporatednewconceptsandtoolssuchasacomputerizedcost‐of‐serviceallocationandratedesignmodel.Thismodelassistsinthedevelopmentofschedulesofsewerageratesconsistingofminimumcharges,whichvarybywatermetersizeorfamilyunitequivalents,commoditychargesfornormaldomesticstrengthwastewater,excessstrengthsurchargesandindustrialpretreatmentcharges.

Philadelphia Gas Works | Engineer’s Report; Pennsylvania | 2002‐2005

ProjectConsultant.Ms.BuiservedasProjectConsultantontheengineer’sreportsdevelopedforPhiladelphiaGasWorks’(PGW)$312millionand$120millionrevenuebondissuesandisservingasaTechnicalAdvisorforPGW’scurrentrevenuebondissue.Theengineer’sreportsummarizedthefindingsofastudyofPGW’sfacilities,management,operations,gassupply,ratesandmarketingandcustomerservice,andassessedthefinancialfeasibilityofthebondissue.

ProceedsfromthebondissuesfundedneededcapitalimprovementstoPGW’sdistributionsystemandLNGfacilities.Theutilityisrecoveringfromafinancialcrisis,andtheworkandrevenuebondsaleswereexecutedonanexpeditedtimeline.



City of Mason | Comprehensive Financial Planning and Independent Engineer’s Report; Ohio | 2004

ProjectManager.Ms.BuiwastheProjectManagerforthedevelopmentoftheCityofMason’sfive‐yearfinancialplanandwastewatercost‐of‐servicestudy.BoththefinancialplanandtheratestudywillsupporttheCity’sissuanceof$35millioninrevenuebondsforthedesignandconstructionofanewwaterreclamationplant.Ms.BuialsomanagedthepreparationoftheIndependentEngineer’sReportsupportingtheissuanceofthemortgagerevenuebonds.

City of Ontario | Cost of Service Study; California | 2004

LeadConsultant.Ms.BuiservedastheLeadConsultantinthecurrentcost‐of‐servicestudyfortheCityofOntario’sSolidWasteUtility.Aspartofthestudy,Black&Veatchevaluatedtheimpactofcombiningcommercialanddrop‐bodyfundsandlookedatalternativeratestructuresfortheutility.

City of Grand Rapids | Expert Witness Services; Michigan | 2004

ProjectManager.Ms.BuiprovidedsupportforexpertwitnessservicesfortheCityofGrandRapidsindefenseofitsuserchargesystem.ThefocusofthisprojectincludedassessingtheCity’suseoflandmassaspartofitsallocationmethodologyandevaluatingtheimpacttoitswholesalecustomers.

City of Holland | Expert Witness Services; Michigan | 2004

FinancialTaskLead.Ms.BuiprovidedsupportforexpertwitnessservicesfortheCityofHollandinitsdisputewiththeCityofZeelandovercapitalrecoveryprovisionsintheexistingwatercontract.

City of Dayton | Water Rate Study; Ohio | 2002‐2004

ProjectManager.Ms.BuiwasresponsiblefortheprojectmanagementoftheWaterRateReviewstudyfortheCityofDayton’sDivisionofWater.Inthisrole,shehasbeenresponsibleforprovidingcomprehensivefinancialplanningservicesfortheWaterEnterpriseFund.Taskshaveincludedallocationofcoststofunctionalcomponentsanddesignofrates,includingevaluationofnewratestructurestomeettotalcostofservice.

ChargestoCountycustomersofthewaterutilityarebasedonthetermsofa30‐yearWaterServicesAgreement.TheBlack&VeatchstudywillrecommendCountyratesforthenextfiveyears.

City of Dayton | Sewer Rate Study; Ohio | 2002‐2004

LeadConsultant.Ms.BuiwastheLeadConsultantforanupdatetoBlack&Veatch’s2002SewerCostofServiceStudy.Inthisrole,Black&Veatchwasresponsibleforprovidingcomprehensivefinancialplanningservicesforthesewerenterprisefund.Tasksincludedallocationofcoststofunctionalcomponentsanddesignofrates,includingevaluationofnewratestructurestomeettotalcostofservice.



Northern Kentucky Water District | Business Advisory Services; Kentucky | 2000‐2004

PrimaryConsultant.Ms.BuiservedasthePrimaryConsultantonavarietyofongoingfinancialandinstitutionalconsultingissues,includingservingastheDistrict’srateconsultantanddevelopingaDistrict‐wideAssetManagementProgram.SheprovidedsupportfortheDistrict’sfirstdepreciationstudysinceitsformation.Additionalconsultingservicesincludeddevelopingafinancialmodeltoevaluatethefeasibilityofacquiringaneighboringutilityandpreparingamulti‐yearratecasefilingtotheKentuckyPublicServiceCommissiondetailingtheimpactoflosingtwokeywholesalecustomersandunifyingratesbetweenKentonandCampbellCounties.

Cincinnati Water Works | Water Rate Study; Ohio | 2000‐2004

ProjectConsultant.Ms.BuiwasProjectConsultantforthewatercost‐of‐serviceandratedesignstudyforCincinnatiWaterWorks.Thisprojectincorporatedananalysisofhowancillaryrevenueswouldimpacttheutility’scurrentrevenuestreamsandrecommendationsonproposedratesstructuresthatwouldrecovercostslostthroughtheeliminationofmulti‐family‐basedcharges.

City of Bloomington Department of Public Works | Water and Wastewater Rate Studies; Indiana | 1999‐2004

ProjectEngineer.Ms.BuiservedasProjectEngineerforwaterandwastewatercost‐of‐servicesandratedesignstudiesfortheCityofBloomingtonDepartmentofPublicWorks.Shedevelopedcomputerratemodelstobeusedonacontinualbasis.ShepreparedtheWastewaterOfficialStatementforarevenuebondsale,reviewedbiddocumentsandassistedinthebondsale.Ms.BuialsoprovidedtheCitywithas‐neededconsultingservicesforthedesignandimplementationofOracleFinancials.

City of Arlington | Automatic Meter Reading Evaluation and Implementation; Texas | 2003

LeadConsultant.Ms.BuiservedastheLeadConsultantforanassessmentofthefeasibilityofimplementinganautomatedmeterreadingsystemfortheCityofArlington,TexasUtilities.Overthelastfiveyears,theCityhasinvestedinandimplementedanumberofinitiativesthathaveimprovedtheeffectivenessofitswaterandwastewaterutilities.

Black&Veatch’sservicesincluderesearchingalternativetechnologies,assistingtheCityintheselectionofthemostappropriatetechnology,anddesignandimplementationofapilotprogramtoevaluatetheeffectivenessoftheselectedtechnology.

City of Mason | Customer Billing Assessment; Ohio | 2003

LeadConsultant.Ms.BuiwastheLeadConsultantfortheevaluationoftheimpactontheCityofMason’srevenuebaseifachangeinbillingmethodologywereimplemented.TheCityofMasonchargedresidentialwastewater



customersbasedonactualwaterconsumption.TheCitywishedtochangethisbillingbasistoonebasedonwinterconsumptionandaskedBlack&Veatchtoevaluateanumberofdifferentscenariosandbillingschemes.Basedontheanalysis,theCityimplementedanewresidentialbillingschemeeffectiveJanuary2004.

City of Dayton | Meter Reading Study; Ohio | 2003

LeadConsultant.AttherequestoftheRevenueandTaxationDivisionoftheCityofDayton,Ohio,Ms.BuiprovidedtheDivisionwithacomprehensivestudyofalternativemeter‐readingsystemstoimprovetheeffectivenessandtheefficiencyofreadingDayton’swatermeters.Aspartofthestudy,specificationsfortheutilitybillingsoftwareweredevelopedandrecommendationswereprovidedaddressingthefeasibilityofchangingfromquarterlytomonthlymeterreadingandbilling.

Jasper Water and Wastewater Utility | Financial Consulting Services; Alabama | 2003

LeadConsultant.Ms.BuiwastheLeadConsultantassistingtheJasperWaterandWastewaterUtilitywithanassessmentofitscurrentindustrialratesandcompliancewithaRateOrder.TheUtilityhasnotraisedratesinmorethan10yearsandhasaskedBlack&Veatch’sassistanceonareviewoftheadequacyofitscurrentrates.

Allegheny County Sanitary Authority | Wastewater Rate Study; Pennsylvania | 2001‐2003

FinancialTaskLead.Ms.Buiprovidedsupportforthewastewaterratestudyfor83wholesalecommunities,includingPittsburgh.Shepreparedthefinancialfeasibilitystudyforthebondsaleandthecost‐of‐service/ratedesignreport.Shealsoassistedtheclientwithpresentationstotheirindustrialcustomerstoaddresstheproposedrateincreases.

City of Columbus Public Utilities | Water and Sewer Rate Study; Ohio | 2000‐2003

ProjectConsultant.Ms.BuiwastheProjectConsultantforwaterandsewercost‐of‐serviceandratedesignstudiesfortheCityofColumbusPublicUtilitiesDepartment.AkeyfocusofthisprojectincludedconversionofexistingLotus‐basedcomputermodelstoExcel‐basedmodelsThestudyalsoincludedanevaluationoftheCity’sfixed‐assetdatabaseandevaluationofalternativeapproachesforthedevelopmentofsystemcapacitycharges.

City of Bloomington Utilities | Business and Financial Advisory Services; Indiana | 1999‐2003

ProjectManager.Ms.BuiwastheProjectManagerforongoingadvisoryservicestotheCityofBloomingtonUtilities.Servicesincludedpreparingwaterratecases,servingasthefinancialadvisoronallrevenuebondissuances,negotiatinglevelsofservicewithlargecommercialcustomers,conductingpublicmeetings



andworkshops,evaluatingfinancialandrateimpactsduetosystemmasterplanning,advisingtheCityontheimplementationoffinancialsystemsandprovidingexpertwitnesstestimony.SheassistedtheCitywiththedevelopmentofpoliciesregardingstormwatercreditsandirrigationrates,refundingsalesforwaterandwastewaterbondsandissuanceofnewSRFbonds.

City of Wyoming | Water and Sewer Wholesale Contract Negotiations; Michigan | 1999‐2003

ProjectManager.Ms.BuiwastheProjectManagerforwholesalecustomercontractnegotiationsonbehalfoftheCityofWyoming,Mich.Inthenextfiveyears,theCityisplanningonexpandingbothwaterandwastewatertreatmentfacilitiesduetoanticipatedgrowthinthesurroundingcommunities.Allpartieshaveagreedthatthecurrent50‐year‐plus‐wholesalecontracttermsarecumbersomeandareunnecessarilycomplex.

UsingBlack&Veatch’scost‐of‐servicestudiesasastartingbasis,thecompanyisassistingtheCitywiththedevelopmentofnewcontractsthatwillmoreequitabilityreflecteachuser’sproportionatecostofserviceandparticipationinthenewsystems.

Warren County Water District | Cost of Service Study and Rate Case Filing; Kentucky | 2002

LeadConsultant.Ms.BuiwastheLeadConsultantsupportingthedevelopmentofacost‐of‐servicestudyfortheWarrenCountyWaterDistrict.TheDistrictisintheprocessofapplyingforaRuralDevelopmentloanthatrequiresaratefilingtosupporttheloanrequest.

Louisville Water Company | Annual Inspections and 2001‐2020 Facilities Plan; Kentucky | 2000‐2002

LeadConsultant.Ms.BuiwasLeadConsultantfortheinstitutionalreviewsconductedbyBlack&VeatchfortheLouisvilleWaterCompany(LWC).FortheFacilitiesPlan,sheevaluatedinstitutionalandorganizationalelementsofLWC’soperations,maintenanceandfacilitieswithagoaltowardimprovingitsoverallmanagement,operationsandfinancialstrategies.InaccordancewiththetermssetforthintheCompany’sbondcovenants,Black&VeatchprovidesanannualinspectionreportofLWC’sfinancialmanagement,ratesandcharges.

City of Wyoming Utilities | Water and Sewer Rate Study; Michigan | 1999‐2001

ProjectEngineerandProjectManager.Ms.BuiwasboththeProjectEngineerandProjectManagerforthewaterandsewercost‐of‐serviceandratedesignstudiesfortheCityofWyomingUtilities.AkeyfocusofthisprojectincludedacomprehensiveassessmentoftheCity’scurrentratestructureanddevelopmentofimplementationplansforrecommendedchangesincost‐of‐serviceallocations,specificallyregardingserviceprovidedtooutsideCitycustomerclasses.



Detroit Water and Sewerage Department | Miscellaneous Services; Michigan | 1999‐2001

FinancialTaskLead.Ms.BuiprovidedassistancewiththeConsultingEngineer’sReportforthewaterandwastewaterrevenuebondsalesfortheDetroitWaterandSewerageDepartment.Shealsoprovidedconsultationforanalysisofproposedleveragedleasestructures.

City of Highland | Water and Wastewater Rate Studies and System Development Charges; Illinois | 1999‐2000

ProjectConsultant.Ms.BuiwastheProjectConsultantforwaterrevenuerequirementsanalysisandwastewatercost‐of‐serviceandratedesignstudiesfortheCityofHighland.Sheassistedwithananalysisforthedesignofsystemdevelopmentchargesforboththewaterandwastewaterutilities.ShemadepresentationsbeforetheCityManagerandCounciltodiscussfinancialplanningandrateissues.Ms.Buidevelopedcomputerratemodelstobeusedonacontinualbasis.ShealsoassistedtheCitywithdevelopingsewerrateordinancelanguage.

Confidential Client | Development of Management Fee; Colorado | 1999

ProjectManager.Ms.BuiservedasProjectManagerforthedevelopmentofamanagementfeemodelforaconfidentialclient.

Government of Ajman | Ajman Sewerage Concession; United Arab Emirates | 1995‐1999

ProjectFinancier.Ms.BuiservedasProjectFinancieronafullconcessionforagreenfieldseweragecollectionsystemandwastewatertreatmentplantfortheGovernmentofAjman.Shestructuredtheprojectintofinanceablepieces;preparedconcessiontermsandconditions;recommendedfinancingstructures;developedequityagreements;andselected,negotiatedandmanagedfinancialadvisors.Ms.BuialsopreparedInformationMemorandumandfullproformafinancials.

Confidential Client | Project Pelican; California | 1998

ProjectFinancier.Ms.BuiservedasProjectFinancieradvisingaconfidentialclientonawaterwheelingproject.Shepreparedaprojectofferingprospectusforattractingteampartnersthatincludedtechnicalandfinancialviabilityanalyses.Sheestablishedminimumput‐or‐payrequirementsandaguaranteedfeescheme.

Confidential | Ozone Production Facilities; Texas | 1998

FinancialTaskLead.Ms.Buidevelopedauniquestructuretousenon‐profitcorporationstobuild,ownandoperateozoneproductionfacilities.ShemanagedbondunderwritersandlawyersandpreparedInformationMemorandumandfullproformafinancials.



Boundary Paper | Privatization Study; Washington | 1998

ProjectLead.Ms.Buipreparedfinancialstructureandproposalpricinganddocumentation.Shedraftedleasetermsandacontract.

Octillo Flats | Privately‐Owned Landfill Financials; Arizona | 1998

FinancialTaskLead.Ms.Buiassistedtheclientindevelopmentofprivatelyownedlandfillswith100percenttransparencyofcosts.Shepreparedfinancialsandminimumput‐or‐payrequirements.

Suape Grain Terminal; Commodity Financial Feasibility Study; Brazil | 1997

FinancialTaskLead.Ms.BuiassessedthefinancialandmarketingfeasibilityofaproposedgrainterminallocatedinBrazil.

PUBLICATIONS / PRESENTATIONS “RevenuesandExpensesandRatios,OhMy!AFinancePrimerforNon‐Finance

Professionals”,presentedattheAnnualUtilityManagementConferenceinGlendale,Ariz.,March2013.

Bui,AnnT.,Editor,FinancialManagementforWaterUtilities:PrinciplesofFinance,AccountingandManagementControls,2012,publishedbyAWWA,Denver,Colo.

“ChecksandBalances:AnOverviewoftheNewFinancialManagementforWaterUtilitiesHandbook”,presentedattheAnnualAWWAConferenceinDallas,Tex.,June2012.

“IntroductiontoFinancialPlanning”presentedatthePacificNorthwestSectionoftheCleanWaterAssociationWinterShortCourseUniversity,Portland,Oreg.,February2010.

“MoneyMakestheWorldGo‘Round:AnOverviewoftheNewFinancialManagementforWaterUtilitiesHandbook,”presentedattheAnnualAWWAConferenceinSanDiego,Calif.,June2009.

“KeyPerformanceIndicators”presentedattheAnnualAWWAConferenceinSanDiego,Calif.,June2009.

“EverythingYouEverWantedtoKnowAboutFinanceManagementbutwereAfraidtoAsk:AnOverviewoftheNewFinancialManagementforWaterUtilitiesManual”,presentedattheAnnualAWWAConferenceinAtlanta,Ga.,June2008.

“AlternativeFundingSources”presentedattheRegionalWaterAuthorityConferenceinRanchoCordova,Calif.,April2007.

“FinancialBenchmarks”presentedattheAnnualAWWAConferenceinSanFrancisco,Calif.,June2005.



“MaximizeDebtMarketOptions–MinimizeRevenueAdjustments”presentedattheKentucky/TennesseeAWWA/WEFConferenceinNashville,Tenn.,August2004.

“QuantificationandReductionofRiskfromHazardousAirEmissions‐Keynoteaddress,”presentedattheAIChEAnnualConferenceinSanFrancisco,Calif.,November1994.



Prabha Kumar Ms.KumarisaDirectorintheBlack&Veatch’sManagementConsultingDivisionandleadsthestormwaterutilityconsultingpractice.Shespecializesinstormwaterutilityfeasibilitystudiesandutilitydevelopment,implementation,andutilitymeteringandbillingoperationsoptimization.Ms.Kumar’scomprehensiveutilityconsultingexpertisealsoincludesresourceanalysis,financialplanning,costofservice,andratedesignstudies,wholesalepricingstudiesandinprovidingexpertwitnessservicesinutilitylitigationmatters.Ms.Kumarhasalsomanagedtechnologyprojectsthatinvolvetheentiresoftwaredevelopmentlifecycleofneedsassessment,systemrequirementsspecification,systemdesign,development,implementationandtraining.

PROJECT EXPERIENCE Philadelphia Water Department, City of Philadelphia, Pennsylvania | Stormwater Cost of Service and Rate Study | 2015 Client Reference:Joanne Dahme, General Manager, Public Affairs

1101 Market Street, Philadelphia, PA 19107 | 215‐685‐6110

TechnicalDirector.Ms.Kumariscurrentlydirectingthewater,sewer,stormwatercostofserviceanalysis,andratestudyupdateforthePhiladelphiaWaterDepartment.Thestudyinvolvesasix‐yearfinancialplanning,costallocationanalysis,stormwaterfeepolicyissuesreview,ratedesign,andratecasesupport.In2012,sheledthestormwaterratestudyandalsoassistedwithaseriesof10CitizensAdvisoryCommittee(CAC)meetingsthatwereheldtoreviewseveralstormwaterpolicyandtechnicalissues.Thediverseissuesincludedstormwatercostallocation,userfeemethod,directdischarges,residentialratestructure,creditprogramandincentivesprogram.Ms.KumarcollaboratedwiththeWaterDepartmentinthedesignofthenon‐residentialrateincreasecapprogram.

Harford County, Maryland | Comprehensive Utility Revenue Rate Study | 2015 Client Reference:Joel Caudill, Assistant Director, Division of Water and Sewer

3334 Abingdon Road, Abingdon, MD 21009 | 410‐638‐3300

ProjectManager.Ms.Kumariscurrentlyleadingacomprehensivewater/sewerutilityrevenuestudyforHarfordCounty.Thiscomprehensivestudyincludeseight(8)interrelatedworkitemscomprisingof13tasks.TheworkitemincludesOperatingandCapitalFundingAnalysis;InfrastructureReinvestmentForecasting;BillingPeriodModificationAnalysis;LaborResourceAnalysis;ConnectionFeeStudy;ElectronicBillPaymentInvestigation;RateBenchmarking;andRateSeminar.Theobjectiveofthiscomprehensiverevenuestudyistoprepareasix‐yearfinancialplanincorporatingthefinancialresultsfromalloftheotherworkitems,todeterminethemagnitudeofannualrevenueadjustmentsrequiredduringthesix‐yearstudyperiod,anditsimpactonrates.

DIRECTOR

Specialization: Business Operations Review & Optimization Stormwater Utility Development Financial Planning Rate Studies Database Applications Development & Implementation Billing Systems Needs Assessment

Education M.B.A, MIS & Marketing University of California, Riverside

M.Phil., English Literature Madras University, India M.A., English Lang. & Literature

Madras University, India B.A., English Lang. & Literature

Madurai‐Kamaraj University, India

Professional Associations American Water Works Association

NACWA Stormwater Committee

Water Environment Federation





City of Wilmington, Delaware | Water, Wastewater, Stormwater Utility Annual Financial Planning and Rate Study | 2015 Client Reference:Sean Duffy, Water System Director, Department of Public Works

800 N. French Street, Wilmington DE 19801 | 302‐576‐3074

ProjectManager.AsProjectManager,Ms.Kumarhascontinuallymanagedthewater,wastewaterandstormwaterannualfinancialplanningandcostofservicestudyservicesfortheCityofWilmingtonsince2006.ThelatestfinancialplanwhichwasdevelopedforFiscalyear2016through2021planningperiod,involvedprojectionofrevenuesandrevenuesrequirements;CIPreviewandfinancing;cashflowanalysis;costofserviceanalysis;ratedesign;andbenchmarking.TheannualstudyalsoincludedbriefingsandpresentationstotheUtilityCitizen’sAdvisoryBoard(UCAB)andtotheCityCouncil.TherecommendedannualrevenueadjustmentsforFY2007throughFY2015wereapprovedbythecouncil.Ms.KumariscurrentlydirectingtheFY2017throughFY2022FinancialPlanningStudy.

Pittsburgh Water and Sewer Authority, Pittsburgh| Stormwater Management and Rate Structure Project | 2015

TechnicalAdvisor.Currently,Ms.KumarisassistingwithPhase2‐UserFeeDevelopmentandImplementation.In2012,duringPhaseI‐FeasibilityStudy,Ms.Kumarleadthetaskspertainingtothedevelopmentofstormwatercostallocationanalysis,financialplanning,userfeefundingoptionsevaluationandEquivalentResidentialUnit(ERU)ratedevelopmentaspartofthestormwaterutilityfeasibilityevaluation.Thestudyincludedconceptdevelopment,developmentofcombinedsewercostallocationmethodologyfordebtserviceandO&Mcosts,analysisofannualstormwaterrevenuerequirementsandfundingoptionsandthedevelopmentofstormwaterEquivalentResidentialUnit(ERU)rates.

Philadelphia Water Department, City of Philadelphia, Pennsylvania | Water Revenue Assistance Programs and Appeals Process Review | 2015 Client Reference:Michelle Bethel, Deputy Revenue Commissioner, Water Revenue Bureau

1401 JFK Blvd, Philadelphia PA 19102 | 215‐686‐6900

ProjectDirector.Ms.KumardirectedacomprehensiveprogramreviewoftheWaterRevenueBureau’s(WRB)existingWaterRevenueAssistanceProgram(WRAP)andDeferredPaymentAgreementsprogramandareviewoftheutilitybillingappealsandhearingprocesses.Thestudyincludedaholisticreviewofpolicies,process,staffing,technology,anddocumentationmanagement,rootcauseanalysis,andevaluationofimprovementalternatives.Inaddition,thestudyinvolvedareviewofsamplecustomercases,staffinganalysis,workflowmapping,decisionmapping,databasereview,andaseriesofworkshopswiththesupervisorsandmanagementoftheWRB.Animpactanalysisofalternativeassistanceprogramsisalsoinprogress.

Currently,Black&Veatchteamisassistingwiththeimplementationofimprovementinitiativesidentifiedandfinalizedduringthereviewprocess.



Philadelphia Water Department, City of Philadelphia, Pennsylvania | Stormwater Utility Operations Knowledge Management| 2014 Client Reference:Erin Williams, Stormwater Manager,


TechnicalDirector.Ms.KumarrecentlyassistedtheWaterDepartment’sstormwaterutilitymanagementteamwithacomprehensiveknowledgecaptureofthestormwaterutilitybilling,credits,incentives,andretrofitsprograms.Theinitiativeinvolvedfacilitatingaseriesoftwelve(12)workshopswiththeWaterDepartmentstafftodocumentworkflows,enhancebusinessprocesses,anddefinepolicies,anddeterminekeyissuesthatneedtoberesolved.

City of Providence, Rhode Island | Upper Narragansett Bay Regional Stormwater Authority Feasibility Study – Phase 1| 2014

TechnicalLead:Ms.Kumarprovidedsubjectmatterexpertiseindefiningalternativeframeworksfortheregionalstormwaterauthorityfeasibilitystudythatincludedsixmunicipalities.Sheassistedwithpresentationsanddiscussionswiththesteeringandstakeholdercommitteestoevaluatethealternatives.Ms.Kumarcontributedtoboththeorganizationandthecontentofthefeasibilityreportandalsoassistedwithdevelopingthethreephased“feasibilitytoimplementation”frameworkthatwasincorporatedintothehurricanesandycoastalresiliencygrantapplication.

City of Olathe, Kansas | Stormwater Rate Restructure Study | 2013 Client Reference: Rob Beilfuss, Stormwater Manager, Department of Public Works

1385 S. Robinson Dr, Olathe, KS 66051 | 913‐971‐9071

TechnicalDirector:Ms.KumarprovidedtechnicalguidanceforthestormwaterraterestructureimplementationprojectfortheCityofOlathe.Black&VeatchteamassistedtheCityintransitioningfromgrossareabasedratestoimperviousareabasedratesandchargesfortheCity’sstormwaterutility.Ms.KumarleadtheissuesandpoliciesmeetingwiththeCityatthebeginningoftheprojecttoreviewandrefinepoliciespertainingtouserfeemethodologyandbilling.

Henrico County, Richmond, VA| Stormwater Utility Study | 2011 Client Reference: Rob Beilfuss, Stormwater Manager, Department of Public Works


TaskLead.AsaTaskLead,Ms.Kumardirectedthepolicydevelopment,stormwaterfinancialplanning,andfundingoptionsevaluation.Thestudyincludedprogramreviewandlevelofservicealternativesevaluation,financialplanningandfundingoptionsanalysis,imperviousareaanalysis,andratestructureevaluation.Thestudyalsoincludedapreliminaryreviewofcreditsprogram,appealsprocess,andbillingoptionsevaluation.

City of Springfield, Ohio | Stormwater Utility Feasibility Study | 2011 Client Reference: Robert Mauch, Treasurer, City of Springfield | 937‐328‐3903

TechnicalAdvisor.Asatechnicaladvisor,Ms.Kumarcompletedastormwaterutilityfeasibilitystudy.Sheprovidedtechnicalguidanceonstormwaterutilitypolicydevelopment;parceldataanalysisandestimationofbillableunitsof



service,ratedesign;stormwaterdatabasedevelopment,billingintegration,andstormwatercreditsandappealsprogram.Ms.KumarfacilitatedthepolicyworkshopanduserfeemethodologyworkshopsthattheCityconductedfortheStormwaterAdvisoryCommittee.

City of New London, Connecticut |Stormwater Utility Feasibility Study | 2010 Client Reference: Tammy Daugherty, Director, Department of Planning & Environment


TechnicalDirector:Asatechnicaldirector,Ms.Kumardirectedastormwaterutilityfeasibilitystudy,whichwascompletedin2011.Inthefeasibilitystudy,Ms.Kumarprovidedtechnicalguidanceonfinancialplanning;stormwaterutilitypolicydevelopment;parceldataanalysisandestimationofbillableunitsofservice,ratedesign;stormwaterdatabasedevelopment,billingintegration,andstormwatercreditsandappealsprogram.

Philadelphia Water Department | Stormwater Implementation Management Services, City of Philadelphia, Pennsylvania | 2009 – 2011 Client Reference: Joanne Dahme, General Manager, Public Affairs


ProjectManager.Ms.KumarservedastheimplementationmanagerforthePhiladelphiaWaterDepartmentinitsparcelareabasedstormwaterchargebillingimplementation.Phase1oftheconsultingservicesincludedstormwatercostallocationanalysis,raterestructuring,andratecasetestimonies.DuringPhase2,implementationmanagement,Ms.Kumarleadandcoordinatedtheactivitiesofsixteamsasfollows:(i)StormwaterDatabaseApplicationDevelopment(ii)BillingIntegration;(iii)BillDesign;(iv)CreditsandAppealsprogramdevelopment;(v)CommercialCustomerService;and(vi)PublicOutreach/Education.

Water Revenue Bureau, City of Philadelphia, Pennsylvania | Utility Billing Appeals Process Optimization | 2009 Client Reference: Michelle Bethel, Deputy Revenue Commissioner, Water Revenue Bureau

1401 JFK Blvd, Philadelphia PA 19102 | 215‐686‐6900

ProjectManager.Ms.KumarconductedaUtilityBillingAppealsProcessOptimizationstudyfortheWaterRevenueBureau(WRB).Thekeyelementsofthestudyincludedthefollowing:

Reviewofexistingbusinessprocesses,workflows,policiesandregulations

Gapanalysisonprocesses,technology,policy,andstaffingissues/constraints

Optimizationofbusinessworkflowandtechnologyutilizationanddevelopmentofrecommendationsforrequisitepolicyandprocesschangesandimplementationsupport

City of Dallas, Texas | Stormwater Rate Study | 2009

TechnicalAdvisor.Ms.Kumarservedasatechnicaladvisorinthisstudy.Ms.Kumarledtheparcelanalysisanddeterminationofstormwaterunitsofservice



effortsfortheCityofDallasStormwaterRateStudyupdateproject.Thestudyinvolvedanevaluationofuserfeemethodologyandalternativeratestructures;distributionanalysisfortieredratestructure;developmentofrecommendationsforproposedchangestouserfeemethodsandratestructure,parcelanalysistodevelopbillablestormwaterunitsofservice;andreportdevelopment.

City of Wilmington, Delaware | Storm Water User Fee Program Development and Implementation | 2006 – 2008 Client Reference: Sean Duffy, Water System Director, Department of Public Works

800 N. French Street, Wilmington DE 19801 | 302‐576‐3074

ProjectManager.AsProjectManager,Ms.KumarcompletedthedevelopmentandimplementationofastormwaterutilityandcreditprogramfortheCityofWilmington.PhaseIinvolvedthedesignanddevelopmentofastormwaterutilityandPhaseIIinvolvedtheimplementationofastormwaterbillingprogram.Thestudyalsoinvolvedextensivepublicoutreachactivitiesincludingconducting“highimpact”customermeetings,andpresentationstotheCity’sMayor’sOffice,AdministrativeBoard,andtotheCityCouncil.

SELECTED PUBLICATIONS “AgileStormwaterProgramsandIncentivesDriveCostEffectiveLongTerm

ControlPlanCompliance”.PresentedattheOctober2015NewEnglandWaterEnvironmentAssociationSpecialtyConference,Lowell,Massachusetts.

“DevelopingStormwaterProgramRequirementsandRateStructures”.PresentedattheSeptember2015WEFTECConference,Chicago,Illinois.

“SustainableWetWeatherFundingCanbeAchievedbyDesigningandManagingMulti‐objectiveStormwaterUtilityPrograms”.Presentedatthe2014WEFTECConference,NewOrleans,Louisiana.

“BuildingFinancialResiliencyinChallengingTimes:CanBeDoneWithProactiveStakeholderEngagement”.Presentedatthe2014UtilityManagementConference,February,Savannah,Georgia.

“UserFeeFundedStormwaterUtilitiesManual”.2ndEdition.(2013).LeadAuthorforChapter3–StormwaterFeasibilityStudy.WaterEnvironmentFederation,Alexandria,VA.

“TrendsinStormwaterUtilitiesAcrosstheNation”.Presentedatthe24thAnnualEnvironmentVirginiaSymposium,April2013,Lexington,VA.

“StormwaterUserFeesComeUpShort”,PUBLICWORKSNewsService(online),byPrabhaKumar,November23,2010.PrintversiontobepublishedinMay2011.

“RegionalCollaboration:A2009SurveyFindings”.ReportonthesurveyconductedbytheStrategicManagementPracticesCommitteeofAWWA.



Presentedatthe2010UtilityManagementConference,February,SanFrancisco,CA

“PromotingSustainableStormwaterManagement:TheRoleofaStormwaterCreditProgram”.Presentedatthe2009StormconConference,August,Anaheim,CA.

“LookBeforeyouLeap:DevelopingPoliciesforStormwaterUserFeeImplementation,”PresentedattheAugust2008StormconConference,Orlando,Fl.

Kumar,Prabha,White,Anna.(2008).“KnowYourWay–PolicyDevelopmentinStormwaterUserFeeImplementation,”PublishedintheMay2008issueofStormwater,Vol9.No.3.

“StormwaterBilling:NavigatingtheIntegrationChallenges,”PresentedattheFebruary2008UtilityManagementConference,Tampa,Fl.

“StormwaterUserFeeFinancing:ChargetheRunoff,nottheUsage,”Presentedatthe2007AWWA‐WEFJointManagementConference,Portland,Ore.



Anna White Ms.WhitehasservedasaFinancialAnalystandProjectManagerforBlack&Veatch’sManagementConsultingDivisiononprojectsinvolvingcostofserviceandratedetermination,revenuebonddeterminationandfinancialreviewsofoperationsforwater,wastewaterandstormwaterutilitiesinthepublicsector.Hereconomicsbackgroundandexperiencewithcomputermodelingandsoftwareapplicationshavebeenutilizedindevelopingfinancialanalysesofmunicipalwaterandwastewaterutilities.

Ms.WhiteisanactivememberoftheAmericanWaterWorksAssociationandisacurrentmemberofAWWA’sRatesandChargeCommittee,theindustry‐leadingorganizationforwaterratesettingintheUnitedStates..

PROJECT EXPERIENCE Broken Arrow Municipal Authority, Oklahoma | 2013‐2014

Water, Wastewater and Stormwater Rate Study

Throughacompetitivebiddingprocess,Black&Veatchwasselectedtoconductthefirstcomprehensivewater,wastewater,andstormwatercostofserviceratestudyfortheBrokenArrowMunicipalAuthority(BAMA).Ms.WhiteservedasProjectManager.

Keystudyelementsincludethedevelopmentoffinancialplansforafive‐yearperiod;analysisofthecostofprovidingwater,wastewaterandstormwaterservicetoretailandwholesalecustomers;andthedesignofcostbasedrates.Thescheduleofratesdevelopedforthewaterutilityisbasedonamonthlyservicechargebymetersizeandauniformvolumechargeratestructurebycustomerclasses.Wastewaterratesconsistofamonthlyservicechargebymetersizeandauniformvolumechargeratestructure.

InadditiontoakickoffmeetingwithCity/BAMArepresentatives,atotalof6workshopswereheldwiththeCity/BAMArepresentativesandCityCouncilduringkeypointsinthestudy.AdraftandfinalreportwillbesubmittedandafinalpresentationwillbemadetotheCityCouncilattheendofthestudy.

Alsoincludedinthestudyisthedevelopmentofauser‐friendlyratemodelandonedayoftrainingforCity/BAMArepresentatives.

Direct and Indirect Cost Study

Aspartofthe2014ComprehensiveWater,Wastewater,andStormwaterRateStudy,Black&VeatchwasengagedtoreviewBAMA’sdirectfundingandindirecttransferstotheCityandtheservicesprovidedbythesenon‐BAMAdepartments.PartofthestudywastodeterminethelevelofserviceprovidedtoBAMAandatwhatcosts.Black&VeatchalsolookedforservicesthatBAMAmayhavebeenreceivingfromtheGeneralFundbutwerenotexplicitlyincludedinthecurrentbudgettransfermechanisms.

PRINCIPAL CONSULTANT

Specialization: Water, Wastewater and Stormwater Financial Consulting

Education M.B.A., Finance, University of Kansas, 1998

B.G.S., Economics, University of Kansas, 1994

Professional Associations American Water Works

Association, Rates and Charges Committee, Member ‐ Present

Water Environmental Federation





TheCityprovidesvariousadministrativeandsupportservicestoBAMA,suchasaccounting,humanresources,andlegal.ThemajorityoftheemployeesandfunctionsinvolvedinprovidingtheseadministrativeservicesarefundedbytheCity’sGeneralFund.InreturnBAMApaystheCityfortheseservicesthroughanindirecttransfertotheGeneralFund.Thistransfercoversfunctionsprovidedbyorganizationssuchasthecitymanager’sofficeandcouncil’soffice.

Thestudyresultedinshiftinganadditional$1.7millionofindirectcostsfromBAMAtotheGeneralFundwhichwillbephasedinover6years.ThestudyrecommendationswillbeapprovedbytheCityCouncilinJuneof2014andthefirstphaseofthenewindirectcostallocationwillbeincludedintheCity’sandBAMA’sFY2015Budget.

Inconjunctionwiththestudy,auser‐friendlyCostAllocationModelandadetailedreportwillbedeliveredtotheCitysuchthatCitystaffcanperiodicallyupdatethemodeltoreflectchangestotheindirectcostbudget.

Water and Wastewater Excess Capacity Fees

Aspartofthe2014ComprehensiveWater,Wastewater,andStormwaterRateStudy,Black&VeatchwasengagedtoreviewBAMA’scurrentwaterandwastewaterexcesscapacityfees.Utilizingtheincrementalcostmethod,Black&Veatchconductedacompletereviewregardingthecapacityrelatedcostnecessarytoservenewcustomers.ThefindingsandrecommendationsoftheanalysiswillbesummarizedinaprojectreportandpresentedtoCityCouncilforapproval.Inaddition,auser‐friendlyExcessCapaictyFeeModelwillbedeliveredtotheCitysuchthatCitystaffcanperiodicallyupdatethemodeltoreflectchangestotheexcesscapacityfees.

Charleston Water System; Charleston, S.C. |1998‐ongoing

Black&Veatchhasprovidedrevenuebond,ratedesignandotherfinancialservicetotheCharlestonWaterServiceforseveraldecades.Ms.WhitehasservedasProjectAnalystforallfinancialandengineeringfeasibilitystudiesandallcomprehensivecost‐of‐serviceratestudiessince1998andhasservedasProjectManagersince2004.Thecomprehensivewaterandwastewaterratestudyandratescheduleswererecentlyupdatedin2013.Inadditioncontractswithwholesalecustomerswerereviewedandupdated.Currentworkincludesassetvaluationforspecificpartsofthewatersystemthatarebeingconsideredforpurchasebyanexistingcustomer.

Sewerage and Water Board of New Orleans; La. |2003‐ongoing

Ms.WhitehasservedasProjectManagerfortheannualreportonoperationsforwater,wastewaterandstormdrainageutilities,includingevaluationofmanagement,operations,financingandcompliancewithbondcovenantssince2006.SheservedasProjectAnalystfortheannualreportonoperationsfrom2003to2006.Ms.Whiterecentlycompletedthepreparationofthe2013ReportonOperations.



Black&VeatchrecentlyservedastheConsultingEngineerfor$104,000,000WaterRevenueandRefundingBondsand$159,000,000SewerageServiceRevenueandRefundingBondsfortheBoard.ThiswasthefirstnewmoneyissuetheBoardhasundertakensinceHurricaneKatrina.Ms.Whitewastheprojectmanagerforthebondfeasibilitystudywhichinvestigatedtheprincipalfacetsoftheutilitysystemwhichimpactthesecurityoftheproposedbondissue,providedanindependentanalysisforreviewbybondratingagencies,andprovidedcomforttopotentialinvestorsthattheutilityhassufficientmeanstorepayoutstandingdebtandmeetallbondcovenants.Thefocusofthisstudywasacomprehensiveengineeringevaluationofthewater,wastewateranddrainagefacilitiesandassistancewiththebonddocuments.Thescopeincludedinspectionsatmajorwater,wastewater,anddrainagefacilities,reviewoftheBoard’sexistingfacilitiesrecords,reportingrecordsforregulatorycompliance,andproposedwater,wastewater,anddrainageutilitymajorcapitalimprovementprogramstoidentifywhetherthelistofproposedprojectsappearstoadequatelyaddresssystemcapitalimprovementneedsfortheplanningperiodandtodeterminewhethertheBoard’smethodologyforprojectcostestimatingappearedreasonable.Inaddition,Black&VeatchprovidedanoverviewoftheprofessionalqualificationsoftheBoard’sstaffintermsofsizeofthestaff,theorganizationalstructure,andtheabilityofthestafftoappropriatelymanage,operateandmaintaintheexistingsystemssuchthatregulatoryrequirementsaremetandquality,reliableserviceisprovidedtotheBoard’scustomers.

Tulsa Metropolitan Utility Authority, Tulsa, Okla. | 2012 ‐ ongoing

In2012,Ms.Whiteservedasamanagingconsultantonateamthatperformedacomprehensivelegal,engineering,andfinancialevaluationofTulsa’swaterandwastewatersystemswheresheassistedwiththetasksassociatedwithfinancialcondition,planningandreportinganalysis.Theanalysisoffinancialviabilityandsustainabilityrecognizedthecostsrequiredtomaintaineffectivebalancesbetweendebtandassetsaswellasoperatingcostsandrevenues.Revenueswerereviewedforsufficiencytomaintainadequatereserves,supportbondratingsandinvestinfutureneeds.CommonlyusedperformanceratiosfortheutilityindustrywereidentifiedandcalculatedforTMUA.Alternativeratestructureswereproposedwhichmetthegoalsofthecommunity.Theteamisbeginningphase2oftheproject,whichincludesimplementationofrecommendationsfromPhase1.Ms.Whitewillleadupdatingandimprovingthewaterandwastewaterratemodelsandassistingwithimplementationofperformancemanagement.

Wastewater Rate Study, Pine Bluff, Ark. | 2013‐2014

Ms.WhitefirstservedasProjectManagerforawastewaterrateupdatebasedonastudypreviouslyconductedbyBlack&Veatchin2004.Thestudyincludedproposedcapitalfinancingplans,revenuerequirements,cost‐of‐serviceanalysisandratedesign.Sheplacedspecialemphasisondevelopingratesforaparticularwholesalecommunity.Sheupdatedthestudyin2008and2014.



City of Grand Island | Wastewater Rate Study; Neb. | 2014

Ms.WhiteinitiallyservedasProjectManagerforacomprehensivestudyofwastewaterratesin2009,whichconsistedofrevenueprojections,estimatesoffutureoperatingexpenses,cash‐flowanalysis,costallocationsandratedesign.GrandIslandprovideswastewatertreatmenttooneofthelargestmeatprocessingplantsinthenation.Asaresult,specialattentionwasgiventothedevelopmentofexcessstrengthsurchargesforbiochemicaloxygendemand(BOD),suspendedsolids,oilandgrease,ammonia,andhydrogensulfide.Ms.WhitepresentedtheresultsofthestudytotheCityCouncil.Auser‐friendlyratemodelwasalsodeliveredtotheCityand1dayoftrainingwasprovidedforsixstaffmembers.Ms.Whiteperformedanupdatein2010andrecentlycompleteda2014updatetosupporttheissuanceofa$37millionCleanWaterStateRevolvingFundloan.

City of Olathe | Stormwater Rate Restructure Implementation; Kan. | 2013‐2014

Ms.WhiteiscurrentlyservingasProjectManagerforastormwaterraterestructureimplementationprojectfortheCityofOlathe.TheCity’sexistingstormwatermanagementfeeconsistsofaflatmonthlychargeforresidentialcustomersandamulti‐tieredratebasedonthegrossareaoftheirlot(lotsize)forthenon‐residentialcustomers.Establishingstormwaterratesbasedonaproperty’simperviousarea(areathatpreventsinfiltrationofstormwaterandcontributestorunoff)providesamoreequitableapproachforapportioningcoststhanusingtotallotsize.Therefore,itistheCity’sdesiretoestablisharatestructurebasedoneffectiveimperviousarea.

ThekeyobjectivesofthisprojectaretoeducatetheCityCounciloncriticalissuespertainingtotransitioningtoanimperviousareabasedratestructure,assisttheCitywithrestructuringstormwaterratestoanimperviousareabasedcharge,andpresentthefindingsoftheprojecttotheCityCouncilforapproval.

Kansas City Board of Public Utilities| Water Rate Study; Kan. | 2013‐2014

Ms.WhiterecentlyservedasProjectManagerforacomprehensivewaterratestudy,includingproposedcapitalfinancingplans,revenuerequirements,cost‐of‐serviceanalysisandratedesign.ShealsoservedasProjectManagerforthe2009‐2010studyincludedpresentingtheresultsofthestudyinwrittentestimonyformataswellasverballyatpublichearingsandtotheBoardofDirectors.

Johnson County Wastewater; Olathe, Kan. | 2013

Ms.WhiteservedasProjectManagerforabroadengagementintendedtointegratecapitalcharges,whicharebasedonanequivalentdwellingunitbasisandbilledthroughtheCounty’staxsystem,withtheiroperationandmaintenanceusercharges,whicharerecoveredthroughservice,volume,andextrastrengthchargesasapplicable.Thisanalysisincludesafive‐yearfinancialplan,takingintoconsiderationtheprojectionofrevenuesandrevenue



requirements;theincorporationofplantexpansionsandotherresourcerequirementsintothemulti‐yearplan;reviewofcostallocation;andratedesign.StudyresultswerepresentedtotheBoardofCountyCommissioners,coveringprinciplesofrevenuerequirements,ratedesign,andinformationrequirementtoenabledecisionsregardingapprovalofannualincreasesandrates.Theprojectincludedanassessmentofconnectionandsystemdevelopmentcharges,surchargesforseptichaulers,anevaluationoftheutility’sflowoffunds,andassistancewithpubliceducationandoutreach.

Independence Water Department| Water Rate Study; Mo. | 2012

Ms.WhiteservedasProjectManagerfora2012comprehensivewaterratestudy,includingfinancialplanning,costofserviceandratedesign.Ms.WhiteservedasProjectAnalystforasimilarstudyin2008.Ms.WhitealsoservedasProjectAnalystforatriennialreportonoperationsforthewaterdepartmentfrom2004through2006.

Inaccordancewithbondcovenantrequirementsforanexaminationoftheconditionandoperationsofthewaterdepartment,areviewofoperatingandfinancialdatawasconducted;keymanagementandstaffmemberswereinterviewed;samplesofwatersystemfacilitieswereinspected;andthecapital‐improvementprogramwasreviewed.Financialprojectionswithinthenextfive‐yearperiodwerepreparedtoevaluatetheadequacyofexistingwaterratesandcompliancewithdebtservicecoveragerequirements.

City of Springfield| Stormwater Utility Formation; Ohio| 2010‐2011

Ms.WhiteservedasProjectManagerforthedevelopmentandimplementationofastormwaterutilityfortheCityofSpringfield.The2010‐2011projectincludedevaluationofuserfeemethodologiesanddefiningtheimperviousareaestimationmethods,developmentofamasteraccountfile,developmentofstormwaterrevenuerequirements,anddefiningaratescheduleforresidentialandnon‐residentialparcels.Thestudyalsoinvolved,extensivepublicoutreachactivitiesincludingdevelopmentofaStormwaterAdvisoryCommitteeanddevelopmentofapublicoutreachplan.

SELECTED PUBLICATIONS AND PRESENTATIONS “Black&Veatch’sLatestAnnualNationalWater/Wastewater/StormwaterRate

Surveys–ImplicationsforyourOrganization”presentedattheNationalPerspectives,Developments,andAdvancedWetWeatherSolutionsWorkshop;Chicago,IL;April2009.

“KnowYourWay–PolicyDevelopmentinStormwaterUser‐FeeImplementation”co‐authoredbyPrabhaKumarandAnnaWhite,publishedintheMay2008issueofStormwater.



“Post‐KatrinaFinancialRecovery:ACaseStudyoftheSewerage&WaterBoardofNewOrleans”presentedatAWWA/WEFJointManagementConference;Portland,Ore.;February2007.



Amanda Guci AmandaGuciisaSr.BusinessAnalystinBlack&Veatch’sManagementConsultingDivision.Ms.GuciholdsaMasterofBusinessAdministrationdegreefromtheUniversityofCentralFloridaandaBachelorofSciencedegreeinFinancefromtheUniversityofFlorida.Shehasassistedinthedevelopmentoffinancialmodelsforutilityfinancialplanningpurposes,cost‐of‐serviceandrateanalyses,financialandoperationalfeasibilityanalyses,assetmanagement,andaffordabilityanalysis.

PROJECT EXPERIENCE Miami‐Dade County Water and Sewer Department, Miami, Fla. | Retail and Wholesale Cost of Service Rate Study |2015

Sr.BusinessAnalyst.Black&Veatchisselectedtoperformcomprehensiverateandcostofserviceservices.Ms.Guciiscurrentlyassistingwiththerevisionandupdateofthecomprehensivewaterandsewercost‐of‐servicestudyandfinancialmodel.

Board of Public Utilities, Kansas City, MO | Electric Utility Revenue Requirements, Cost of Service and Rates | 2015

Sr.BusinessAnalyst.Black&Veatchisselectedtoconductthe2015ratecasestudy.Ms.Guciisassistingwiththeupdateanddevelopmentofacomprehensivefinancialmodelthatevaluatestheexistingbaseratechargesandultimatelytheadjustmentofratesneededtomeettheutility’sfinancialrequirementswhileremainingsensitivetoconsumer’srateimpacts.

Tulsa Metropolitan Utility Authority | Capital Prioritization Study | 2014 ‐ 2015

Sr.BusinessAnalyst.Black&Veatchisselectedtoconductcapitalprioritizationstudy.ThecapitalprioritizationandoptimizationapproachdevelopedbyBlack&Veatchusesassumptionsformsandfinancialtemplatestocompareprojectcostsandtoassessfinancial,regulatory,safetyandservicelevelriskshouldafailureoccuranddevelopsanoptimizedschedulethatmaximizesNPVbenefitwhilemaintainingbudgetconstraintsonaportfoliobasis.Ms.Gucihasbeensupportingwiththedevelopmentandtheupdateofthebusinesscaseprojectforms,financialtemplates,andtheresultsmodelsforthePhaseIIandPhaseIIIofthecapitalprioritizationstudy.

City of Baton Rouge, LA | Wastewater Utility Rate Study | 2015

Sr.BusinessAnalyst.Black&Veatchiscontractedtobuildanewratemodelin2015usingthenewBlack&Veatchmodelformatforthewastewaterratestudy.Ms.GuciisassistingwiththedevelopmentandmodificationofthenewcomputerbasedfinancialplanningandratedesignmodelthatenablesthecityofBatonRougetoperiodicallyreviseandupdatethestudiesandprojectionsofrevenueandrevenuerequirements,financialplans,costofserviceanalyses,anddesignofadequateratesonaroutinebasis.

SR. BUSINESS ANALYST

Specialization: Economic Feasibility Evaluation, Financial Analysis & Modeling, Forecasting, Cost‐of‐Service Analysis, Affordability Analysis

Education MBA, University of Central Florida B.S.B.A, Finance, University of Florida





Large Multi‐Segment Gas and Liquid Products Pipeline Company | Capital Overhead Study | 2015

Sr.BusinessAnalyst.Black&Veatchpreparedacapitaloverheadstudyofamajoroilandgaspipelinecompanywhichinvolvedthereviewofthecompany’smethodologyandratesstructureallocatedtooverheadcoststocapitalprojects.Ms.Guciassistedwithaseriesofqualitativeinterviewswithexecutivesandmanagementwhichwasfollowedupbyaquantitativesurveyonhowlabortimewasactuallyspentrelativetosupportingcapitalprojects.Ms.Gucisupportedwiththemodelingoftheresultsofthequantitativesurvey.TheresultofthemodelcombinedwiththeknowledgegainedfromtheinterviewprocesshelpedtheBlack&Veatchteamtodeveloparecommendationforallocatingcapitaloverheadsforeachofthecompany’soperatingsegments.

Greenville Utilities Commission | Electric Cost of Service and Rate Design | 2015

Sr.BusinessAnalyst.Black&Veatchwasselectedtoconductanelectriccostofserviceandratedesignstudy.Ms.Guciwasassistinginthedevelopmentandupdateofacomprehensivefinancialmodelwhichevaluatestheadequacyoftheexistingratesforutilityservice,providesaclasscostofserviceanalysis,andadetailedratedesign.Theteamalsoprovidedaweathernormalizedanalysiswhichsupportedthedevelopmentofthefinancialmodel.Ms.Gucialso,supportedwiththereviewoftheMiscellaneousServiceFeesandChargeswhichwassupplementedwiththeregionalsurveyresult.

Greater Cincinnati Water Works | Cost of Service Rate Study| 2015

Sr.BusinessAnalyst..Black&Veatchwashiredtoperformcomprehensivecostofserviceanalysis.Ms.Guciservedastheanalystforthestudy,whichconsistedofrevenueprojections,estimatesoffutureoperatingexpenses,cash‐flowanalysis,costallocationsandratedesign.Sheincorporatedtheclient’slatestdataintotheratemodelandreassessedandanalyzedtheprojectedfuturedata.

Citizens Energy Group | Water and Wastewater Cost of Service Study |

2015

Sr.BusinessAnalyst.Black&Veatchwashiredtoupdateacomprehensivewaterandwastewaterrateanalysis.Ms.Guciwasassistingwiththerevisionofthefinancialmodelanddevelopmentofsupplementalanalysistocompletethecostofservicestudy.

Saint Joseph, MO | Sewer Rate Study Analysis | 2014 ‐2015

Sr.BusinessAnalyst.Black&Veatchwashiredtoperform/updateacomprehensivewastewaterrateanalysis.Ms.Guciwasassistingwiththerevisionofthecomprehensivestudyofwastewaterrates,whichconsistedofrevenueprojections,estimatesoffutureoperatingexpenses,cash‐flowanalysis,costallocationsandratedesign.



Central Nebraska Public Power Irrigation District | FERC Cost of Service and Rate Filing | 2014

Sr.BusinessAnalyst.Black&Veatchwasselectedtoconductatransmissioncostofservicestudy.Ms.Guciwasassistinginthedevelopmentofcomprehensivefinancialmodelsthatidentifythesupportablecostsforprovidingtransmissionservice.

Broken Arrow Municipal Authority, OK | Cost of Service Rate Study | 2014

Sr.BusinessAnalyst.Black&Veatchwasselectedforthewater,wastewater,andstormwaterdevelopmentfees,directandindirectcostallocationstudyforBrokenArrowMunicipalAuthority,OK.Ms.Guciwasassistinginthedevelopmentofcomprehensivefinancialmodelsforwater,wastewaterandstormwater.Thesemodelswereutilizedtogeneratetheannualrevenuerequirements,costofservice,andratedesignfortheutility.

Miami‐Dade County Water and Sewer Department, Miami, Fla. | Decommissioning the Hialeah Water Treatment Plant Feasibility Evaluation | 2014

Sr.BusinessAnalyst.Black&VeatchwashiredtoperformafeasibilityevaluationofdecommissioningtheHialeahwatertreatmentplantfromservice.Ms.Guciwasassistingwiththecost‐benefitanalysisofremovingtheexistingHialeahWTPfromserviceanddecommissioningthefacilityanddivertingtherawwaterflow,currentlysenttotheHialeahWTP,tothePrestonWTPtobetreated.

Sanitation District No.1 of Northern Kentucky | Financial Assessment and Affordability Analysis | 2014

Sr.BusinessAnalyst.Black&VeatchwasselectedtoperformanupdatedaffordabilityanalysisforSanitationDistrictNo.1ofNorthernKentucky.Ms.Guciwasresponsibleforthecollectionofeconomicmeasuresanddevelopmentofaneconomicanddemographicprofilefortheutility’scustomerbase.Thisprofilewouldhelpinassessingtheoverallfinancialcapabilityofthedistrict’sservicearea.

City of High Point, N.C. | Water and Wastewater Utility Bond Feasibility Analysis and Cost‐of‐Service Rate Design | 2014

Sr.BusinessAnalyst.Black&VeatchwashiredtoupdatetheWaterandWastewaterUtilityBondFeasibilityAnalysisandCost‐of‐ServiceRateDesignpreviouslycompletedin2010.Ms.GuciupdatedthefinancialmodelfortheCityofHighPointthatallowedthemtoevaluatetheirutility’sfinancialperformanceandneedsforfutureplanning.Inadditiontothemodeldevelopmentandupdating,Ms.GuciassistedinthedevelopmentofthebondreportforSeries2014bondstofundanewcapitalimprovementprojects.



Miami‐Dade County Water and Sewer Department, Miami, Fla. |High Strength Sewage Surcharge Rate Study | 2014

Sr.BusinessAnalyst.Black&VeatchwashiredtoperformaHighStrengthSewageSurchargeStudyfortheMiami‐DadeWaterandSewerDepartment.Ms.Guciwasassistingwiththeevaluationofthecurrenthighstrengthrates,theidentificationandallocationofcostsincurredbytheDepartmenttoprovidehighstrengthtreatmenttoidentifiedhighstrengthcustomers.Lastly,shewasassistingindeterminingtheappropriatesurchargefeestoensurethatcostswerefullyrecovered

Pine Bluff Wastewater Utility, Arkansas | Wastewater Rate Study | 2013–2014

Sr.BusinessAnalyst.Black&Veatchwashiredtoperformcomprehensivewastewaterrateandcostofserviceanalysis.Ms.Guciassistedwiththeprojectionofthefuturerevenuesofthewastewaterutilityunderexistinglevelofcharges,theexaminationoftheadequacyofprojectedrevenuestomeettheserequirements,theallocationoftheserequirementstothevariouscustomerclasses,andthedevelopmentofasuitablescheduleofwastewaterratesthatwillproducerevenuesadequatetomeetthefinancialneedsoftheutilityonabasisthatrecognizescustomercostsofserviceandlocalpolicyconsiderations.

Harford County, Maryland | Comprehensive Utility Revenue Rate Study | 2013–2014

Sr.BusinessAnalyst.Black&Veatchwashiredtoperformacomprehensiverevenueratestudythataddressesseveralitemsincludingoperatingfundingandratestructure,capitalimprovementfundinganddebtservice,ratebenchmarking,staffingandresourceanalysis,andbillingfrequencyandbillingsystemchangeinvestigations.Ms.Guciwasinvolvedinthedevelopmentoftheassetmanagementanalysis.Theassetmanagementanalysisincludedassetidentificationandvaluation,failureimpactevaluationandriskmanagement,conditionassessment,RefurbishmentandReplacement(R&R)planning,andinfrastructurereinvestmentforecastmodeling.

Gwinnett County Department of Water Resources, GA | Pump Station Capital Prioritization | 2013‐2014

Sr.BusinessAnalyst.Black&Veatchwasselectedtodevelopalong‐term,risk‐basedcapitalprioritizationprogramforthePumpRehabilitationProgram.Ms.Guciwasresponsibleforcollectinginformationfrompumpingstationinspectionreportsandothersourcesandconsolidatingitintoarisk/capitalprioritizationspreadsheetmodel.Inaddition,sheassistedwiththedevelopmentofnecessarymeasuressuchasestimatesoftheprobabilityoffailureforassetsbasedoncurrentconditionassessments,expectedusefullife,remainingusefullifeandindustryusefullifetobeusedintheprioritizationmodel.



Tampa Bay Water, Clearwater, Fla. | Financial Model Development | 2013 ‐2014

Sr.BusinessAnalyst.Black&Veatchwashiredtodevelopacomprehensivefinancial,budgeting,andratemodelforTampaBayWaterstafftocalculatememberuserrates,assistwithscenarioanalysisrelatedtotheircapitalprogram,andtodeterminecurrentandprojectedbudgetsforfinancialplanning.Ms.Guciassistedinthedevelopmentofthemodelandcreatedauser’sguidemanualtoaccompanythemodel.

The City of Springfield, MO | CSO Financial Assessment and Affordability Analysis | 2013

Sr.BusinessAnalyst.Black&Veatchwasselectedtoperformanaffordabilityanalysisfortheabatementofcombinedseweroverflows(CSO),inthecityofSpringfield,Missouri.Ms.Guciwasresponsiblefordevelopingatwo‐phaseaffordabilityanalysistoassessthecityofSpringfield’sfinancialcapability.TheanalysisrequiresthedevelopmentoftheFinancialCapabilityMatrixthatincorporatestwofactors,theresidentialindicatorandthefinancialcapabilityindicator,andassessestheoverallfinancialcapabilityofthecityofSpringfieldtoimplementtheCSOcontrols.

PRASA Hydroelectric System Evaluation | Economic Feasibility Evaluation | 2013

Sr.BusinessAnalyst.Black&VeatchwasselectedtodevelopaneconomicfeasibilityevaluationforPRASA’shydroelectricsystem.Ms.Guciwasoneoftheanalystsresponsiblefordevelopingacashflowmodelthatwouldincludeadynamicdashboardthatprovidedtheuserwiththefinancialandoperationaldecision‐makingtoolstodecideonthefeasibilityofimplementingaportfolioofrecommendedimprovements.Someoftheevaluationcriteriaincorporatedinthemodelconsistedofthenetpresentvalue,thecashflow,thecumulativecapitalcostsandultimatelytheenergycostsavings.Thisdynamicmodelallowedtheusertoselectdifferentscenariosanddeveloptheoptimalportfolioofprojects.Shewasalsoresponsibleindevelopingacost/benefitanalysisoftheadaptationoftheoptimalportfolioofprojects.

Miami‐Dade County Water and Sewer Department, Miami, Fla. | Retail and Wholesale Cost of Service Rate Study | 2013

Sr.BusinessAnalyst.Black&Veatchwasselectedtoperformcomprehensiverateandcostofserviceservices.Ms.Guciassistedwiththerevisionofthecomprehensivewaterandsewercost‐of‐servicestudyandratestudy.Inaddition,shewasassistingwiththedevelopmentofafinancialmodelthatcalculatedthepotentialimpactofvariousfinancialconditionssuchasthedebtcoverageandtheadditionalbondtest.

Grand Island, Neb.| Wastewater Rate Study | 2013

Sr.BusinessAnalyst.Black&Veatchwashiredtoperformcomprehensivewastewaterrateandcostofserviceanalysis.Ms.Guciservedasthebusiness



analystforacomprehensivestudyofwastewaterrates,whichconsistedofrevenueprojections,estimatesoffutureoperatingexpenses,cash‐flowanalysis,costallocationsandratedesign.Sheincorporatedtheclient’slatestdataintotheratemodelandreassessedandanalyzedtheprojectedfuturedata.

ArcLight Capital Partners, LLC | Independent Review, Advisory, and Market Analysis; Freeport, Grand Bahamas – Perth Amboy, New Jersey – Yabucoa, Puerto Rico | 2013

Sr.BusinessAnalyst.Black&VeatchwashiredbytheArcLightCapitalPartners,LLCtoperformprovidestrategic,advisory,independentassetreview,andmarketinsightservicesandreviewofthreeCrudeOilandRefinedProductTerminalAssets.Ms.Guciwasresponsibleforthereviewofthefinancialmodelrequisitessuchasrevenues,expenses,capitalexpenditures,etc.Someofthefunctionsperformedwerethecomparisonofstorageratesandprojectcontracttermstopro‐formainputsandassumptions;thereplicationofhistoricalrevenuesandcosttoverifyreasonableness;therecreationoftheincomestatementbasedonthemodelassumptions;andtheclassificationofthedataroominformation.

City of Norfolk, Va. | Water Utility Bond Feasibility, Financial Planning, and Wholesale Customer Cost‐of‐Service Study and True‐up, Bond Refunding Analysis | 2013

Sr.BusinessAnalyst.Black&VeatchwashiredbytheCityofNorfolkUtilitiesDepartmenttoperformvariousconsultingservicesfortheirWaterUtility.Ms.GuciwasresponsibleforrevisingacomprehensiveanalysisoftheprojectedandactualdataprovidedbycityofNorfolk.Includedintheanalyseswereabondfeasibilityanalysisandawholesalecustomercostofserviceanalysis.



Evan Horowitz Mr.HorowitzisanAnalystinBlack&Veatchmanagementconsulting.Mr.HorowitzholdsaB.S.inBusinessManagementandEntrepreneurshipfromtheUniversityofKansas.HeiscurrentlyworkingonhisMBAatAvilaUniversity.

AtBlack&Veatch,Mr.HorowitzhasexperienceinindependentengineeringduediligenceofconventionalandrenewablegenerationassetsinNorthAmerica.Healsohasexperienceonanumberofelectric,gasrates,andregulatorycases.PriortojoiningtheManagementConsultingDivision,Mr.HorowitzwasaMaterialBuyerwithtwodifferentdivisionsatBlack&Veatch.HestartedinthePowerDeliveryUnitworkingonanumberofdifferentsubstationprojects.HealsoassistedtheTelecomDivisiononanAT&TTurfproject,servingasamaterialbuyerforcellsitesandtowers.

PROJECT EXPERIENCE – CONSULTANT Empire Electric | Property Analysis Utility | 2015

Analyst.Black&VeatchwasretainedtoprovideadepreciationstudyfortheEmpireDistrictElectricCompanyutility.Mr.Horowitzwasresponsiblefortheunitpropertyanalysismodelingandprocessedtheactuarialanalysisofmassproperty.

Greenville Utility Commission | Gas Rate Study| 2015

Analyst.Black&VeatchwasretainedtoprovideaGasRatestudyfortheGreenvilleUtilityCommission.Mr.Horowitzwasresponsiblefortheweathernormalizedsalesforecastbyrunningregressionanalysis.Healsoprovidedacomparisonofelectricfeesandchargesacrossmultipleutilitiesforbenchmarking.

Confidential Client | Natural Gas‐Fired Portfolio Independent Engineer; Northeast United States | 2015

Analyst.Performedindependentengineeringservicesinsupportofapotentialsaleofassets(approximately3,000MW)intheNortheastUnitedStates.Mr.Horowitzwasresponsibleforduediligenceofcapacitytestresultsanddispatchparameters,analysisofhistoricaloperatingperformance,andreviewofkeyagreementsincludingandelectricalinterconnectionandPowerPurchaseAgreement.

Homer Electric | Gas Rate Study| 2015

Analyst.Black&VeatchwasretainedtoprovideaGasRatestudyandsupportingtestimonyfortheHomerElectricAssociations’interestbeforetheRegulatoryCommissionofAlaska.Mr.HorowitzwasresponsibletoresearchENSTAR’sNaturalGasCompany’srateproceeding,specificallyaddressingissuesofcostallocationandratedesign.

ANALYST

Specialization: Technical Analysis Technical Due Diligence, Construction Monitoring, Material & Cost tracking, Oracle, Cell Site, Data Research, Rates and Regulatory Research

Office Location Overland Park, KS

Education B.S. Business Management, University of Kansas 2009

MBA, Marketing, Avila University 2016





Confidential Client | Ultra Low Sulfur Gasoline refineries; Mexico | 2015

Analyst.Black&VeatchevaluatedeightULSGproductiontoppingunitsacrosssixrefineriesinMexico.Theproductiontrainswereatvariousstagesofdevelopmentrangingfromconstruction,commissioning,start‐up,andoperations.Mr.HorowitzreviewedperformanceguaranteesandliquidateddamageswithintheEPCcontractsfortheentireportfolio.

Confidential Client | Capital Overhead Study | 2015

Analyst.Black&VeatchpreparedaCapitalOverheadStudyforamajoroilandgaspipelinecompany.Theprojectinvolvedareviewofthecompany’smethodologyandratestructuretoallocatedoverheadcostsandcapitalprojects.Mr.Horowitzconductedaseriesofqualitativeinterviewswithexecutivesandmanagementineachoftheoperatingsegments,followedbyaquantitativesurveyofhowlabortimeisspentrelativetosupportofcapitalprojects.Healsoaidedindevelopingthemodelofthequantitativesurvey,andcombinedwiththeknowledgegainedfromtheinterviewprocesstodeveloparecommendationforallocatingcapitaloverheadsforeachofthecompany’soperatingsegments

Wisconsin Utility | 2014‐2015

Black&Veatchwasretainedtoprovideindependenttechnical/environmentalduediligenceservicesassociatedwiththevaluationoftheStateofWisconsinheatingandcoolingfacilities,whichincluded33differentsites.Mr.Horowitzwasresponsibleforanalysisofthehistoricalmonthlyreportingdataandkeyfuelprocurementagreementsinplace.

Eagle Point and Lakeswind | 2014

Black&Veatchwasretainedtoprovideindependenttechnical/environmentalduediligenceservicesassociatedwiththeEaglePointPowerGenerationPlantinsupportofarefinancing.Mr.Horowitzreviewedallmajorequipmentlocatedonsiteandperformedtheassessmentoftheoperationandmaintenancepractices.

Confidential Client |Natural Gas‐fired Facility; United States | 2014

Analyst.ResponsibleforindependentengineeringservicestoaconfidentialclientinsupportofthepotentialsaleoftheBayonneGenerationFacility(approximately512MW)intheUnitedStates.Mr.Horowitzwasresponsibleforanalyzinghistoricalperformanceandmonthlyoperatingreports,risksummary,O&MprogramsandCTGtechnology.

Confidential Client | Conventional‐Fired Portfolio Independent Engineer; Midwestern United States | 2014

Analyst.ProvidedindependentengineeringservicesinsupportofapotentialequityinterestofaregulatedutilityintheMidwesternUnitedStates.Mr.HorowitzwasresponsibleforanalysisofO&MProformaandreviewofkeyagreementsincludingContractualServiceAgreement.



PROJECT EXPERIENCE – PROCUREMENT | 2012‐2014 SunPower AVSP 1 & 2; Antelope Valley, CA | 2012 – SunPower Corp

Hopatcong 500kV GIS Switchyard, NJ | 2012 – PSE&G

Pootatuck Substation, CN | 2013 – United Illumination

AT&T Turf Project; NY/NJ ‐ National | 2013‐2014

EXPERIENCE NOT PROJECT RELATED ParticipatedonBlack&Veatch’sWorkforceEngagementteam,ledbyMikeGammill,tocreatesolutionsforIncreasingEffectivenessofPhysicalSeparationintheGlobalWorkPlace.Hepresentedtheteam’ssolutionstotheBoardofDirectorsandBlack&Veatch’scorporatemanagementteam.

CompletedPowerDeliverySubstationEstimationTraining

ParticipatedinBlack&VeatchrecruitmentactivitiesfortheUniversityofKansasLeadershipChallenge,2014.

TechnicalConferenceCoordinatorLeadandInternationalCoastCleanupProjectLeader



Brian Merritt, LEED‐AP, CFM Mr.Merrittisacivilandwaterresourcesprojectmanagerwithmorethan13yearsofexperienceintheengineeringandconsultingindustry.Hehasextensiveexperienceinengineeringdesign,permitting,publicoutreach,programevaluationsandplanning,andfundingstrategyimplementation.Inaddition,Mr.Merrittisskilledinoperationsmanagement,businessdevelopment,clientmanagement,contractnegotiations,employeerecruitment,multi‐disciplinarystaffmanagementandproposalwriting.

PROJECT EXPERIENCE Amec Foster Wheeler Environment & Infrastructure, Inc., PA | 2007–2015

SeniorCivil/WaterResourcesProjectManager–Pittsburgh,PA(2014–2015)

ContinuingtomanageclientrelationshipandprojectswiththePhiladelphiaWaterDepartment(PWD).

Focusedongrowingcivil/waterresourcesbusinessinwesternPennsylvaniawithanemphasisonmunicipalities,commercial/industrialandoilandgasclients.

Managingon‐goingstormwaterprogramdevelopmentandfinanceimplementationprojectswithWhiteTownship,SouthFayetteTownship,andPWD.

Financeoptionsleadforthefeasibilitystudyofamulti‐municipalstormwaterauthorityinYorkCounty.

ProjectManagerforwaterconservationauditprojectforWakefernFoodsCorporation.

SupportingthePittsburghofficebyprovidingcivilandwaterresourcesrelateddesignengineering,permittingandcompliancesupportformunicipal,industrial/commercialandoilandgasclients.

Civil/WaterResourcesDepartmentManager–BlueBell,PA(2013–2014).ManagedtheCivil/WaterResourcesDepartmentforAmecFosterWheeler’sBlueBelloperatingunitwithoverallrevenueandprofitabilitygoalsof$2.9Mand14%onnet,respectively.

Managedastaffof15full‐timeandthreeon‐callemployees.

LedtherecruitmentandhiringprocessfortwonewpersonnelincludingaSeniorCivilEngineeringProjectManagerandGeographicInformationSystemAnalyst.

Coordinatedmarketingeffortsanddepartment’ssalesteaminthepursuitandcaptureofbothnewandrepeatbusinesswithclientsmunicipal,commercial,industrial,transportation,energyandoilandgassectorswithanannualsalesgoalof$4M.

MANAGER

Specialization: Stormwater Fee and Utility Implementation; Stormwater Management; Strategic Planning; Hydraulics; Hydrology; Green Infrastructure Planning and Design; Credit Program Development; Rate Structure Analysis and Design; Stormwater Financial Planning; Stakeholder Outreach; Stormwater Needs Assessment;

Education M.S., Civil & Environmental Engineering, Lehigh University, 2007

B.S., Civil & Environmental Engineering, Lehigh University, 2000

Professional Registrations & Certifications Certified Flood Plain Manager Leadership in Energy & Environmental Design (LEED) Accredited Person Certified Carbon Strategy Practitioner

Professional Associations Pennsylvania Environmental Council





Plannedprojectwork‐loadformulti‐disciplinestaffandmonitoredperformance.

Workedwiththeofficemanagementteamtoassistwiththeimplementationandroll‐outofcompanypoliciesandprograms.

Managedseniorstaffandongoingperformanceevaluations.

Continuedtomanageprojectsrangingincostfrom$30Kto$1.6M.

Metfinancialperformancetargetsandexceededgrouputilizationperformancegoalsforthefiscalyear.

LowCarbonProgramManager‐PlymouthMeeting,Pa(2011–2014).ServedasEnvironment&Infrastructure’sLowCarbonProgramManager.

OversawtheimplementationofacarbonmanagementsystemacrosstheE&Ibusiness,intendedtotrackcarbonrelatedemissionfromGreenHouseGas(GHG)ScopeitemsasdesignatedbyAmec’sLowCarbonStrategy.Thesystemtargetedreductionsacrossthebusinessinareassuchasutilityusageandtravelrelatedemissions.

Workedwithbothinternalofficerepresentatives,E&I’sSustainabilityProgramDirector,Amecmanagement,aswellasexternalserviceproviderstocompletereportingrequirements.

Oversawprogramforcompliancewithinternalpolicyandformallegislationdrivenrequirements,derivedfromtheUnitedKingdom’scarbonrelatedlegislationandassociatedreportingrequirements.

ExecutiveAssistanttotheDivisionPresident–PlymouthMeeting,Pa(2009–2011).ServedasexecutiveassistanttothePresidentoftheEnvironment&InfrastructureDivision,providingbusinesssupporttothePresidentandChiefFinancialOfficer(CFO),aswellastheExecutiveCommittee,assistinginvariouscapacities.Responsibilitiesincluded:

PreparationofthemonthlyoperationsreportandpresentationtoAmecChiefExecutiveandManagementTeam;supportedthepreparationofshareholderpresentations;

Performedmarketresearchandcompetitoranalysis;Assistedintheanalysisofpotentialacquisitions;

Aidedinthetransitionofthepresidentandexecutiveon‐boardingefforts.

ProjectManager–PlymouthMeeting,PA(2007–2013).Responsibleforprojectmanagement,executionanddeliveryofavarietyofengineeringandconsultingservicesincludingbutnotlimitedtostormwateranderosioncontrolplanning,designandpermitting,regulatorycompliance,site‐civildesign,hydrologicandhydraulicevaluations,leveecertification,greeninfrastructuredesignandguidancedevelopment,stormwaterprogramandfundingimplementationservicesincludingpublicmeetingfacilitationandoutreach.Servedclientsacross



multiplesectorsincludingmunicipal,stateandfederalgovernments,industrial/commercial,energyandoilandgas.Sampleprojectsinclude:

StormwaterProgramandFeeImplementationProjectsforRadnorTownship,PA,CityofMeadville,PA,andMt.Lebanon,PA

PhiladelphiaWaterDepartment,CityofPhiladelphia,PA:

● Act167andRegulatoryUpdateImplementationSupport

● StormwaterRetrofitGuidanceManualDevelopment

● TempleUniversityStormwaterManagementEnhancementDistrictPlan

● StormwaterRateandCreditConsultationStudy

● PublicOutreachSupport

NewBostonFloodwallCertificationEvaluation,VillageofNewBoston,SciotoCounty,OH

NewWellPadandInfieldPipelinePlanning,Design,andPermitting,OilandGasIndustry,ConfidentialClients,NorthCentralRegion,PA

BrigadeCombatTeam1&3(Phase2),FacilitiesandSiteInfrastructureEngineering,U.S.ArmyCorpsofEngineers,NewYorkDistrict‐FortDrumMilitaryReservation,Watertown,NY

StormwaterManagementDesign,ShafferMountainWindEnergyProject,Gamesa,BedfordandSomersetCounties,PA

SportsComplexDesign,U.S.AirForce,OsanAirBase,SongtanCity,RepublicofKoreaAirForceCivilEngineeringSupportAgency,TyndallAirForceBase,FL

JointBaseFortDix‐McGuire‐LakehurstMS4PermitComplianceSupport

Mt.Lebanon,PA–TMDLCompliancePlanningSupport

KeyDriveStormDrainageImprovementsDesign,CityofAlexandria,CityofAlexandria,VA

Stormwater Utility / Finance Example Projects

Stormwater Program Needs Assessment, South Fayette Township, Allegheny County, Pennsylvania

ProjectManagerassistingSouthFayetteTownshipinacomprehensiveneedsassessmentoftheirexistingstormwaterprogram.Thegoaloftheprojectistodefineanenhancedprogramthatmeetsthefutureneedsandprioritiesofthecommunitywhileaddressingoperationandmaintenance,infrastructurereplacement,andMS4complianceresponsibilities.Allofthemainstreams,whichrunthroughtheTownship,areimpaired.Impairmentsincludeacidminedrainage,nutrients,PCBs,andsediments.ActionstoaddressthesepollutantsmustbeconsideredaspartofthenextMS4permitcycle.



Stormwater Assessment Feasibility Study, White Township, Indiana County, Pennsylvania

ProjectManagerassistingWhiteTownshipinitiateapublicengagementandprogramevaluationprocessthatcouldresultintheimplementationofastormwateruserfeeintheTownship.ThisfeewouldbeusedtosupportenhancementstotheTownship’sstormwatermanagementprogramwithresourcesdirectedtomeetcommunity‐widegoalsandneeds.TheprojectisintendedtoprovidetheTownshipwithsufficientinformationontheviabilityofimplementingastormwateruserfee,priortoinvestinginfullimplementation.Responsibleforprogramevaluationandplanning,dataevaluation,ratestructuredevelopment,initialrateestimates,publicpresentationsaswellasoverallprojectandclientmanagement.

Stormwater Program and Fee Implementation, Radnor Township, Montgomery County, Pennsylvania

ProjectManagerfortheevaluationanddevelopmentofanupdatedstormwatermanagementprogramandfundingmechanismforRadnorTownship,PA.LedprojectteamworkingwiththeTownshippersonneltodevelopadedicatedfundingsourcetohelpmeetthecommunity’sgoalsforinfrastructuremaintenance,floodmitigation,andgreeninfrastructure.Servicesincludedstormwaterprogramassessmentandlevelofservicesanalysis,financialanalysis,dataandmasteraccountfiledevelopment,stakeholdermeetingfacilitation,rateevaluation,ratestructureandordinancedevelopment.AssistedtheTownshipwithappealspolicydevelopment,billingsystemimplementationsupport,customerservicetraining,draftcreditprogramdevelopment,andpubliceducationefforts.

Stormwater Program and Fee Implementation Project, City of Meadville, Crawford County, Pennsylvania

ProjectManagerfortheevaluationanddevelopmentofanupdatedstormwatermanagementprogramfortheCityofMeadville,PA.AssessedthecurrentstormwaterprogramwiththegoalofestablishingafunctioningstormwaterfundingmechanismthatfullyaccountsfortheCity’sstormwaterprogramcosts.CompletedtasksincludeareviewoftheCity’scurrentlevelofservice,evaluationofthestormwaterprogram’sorganizationalstructure,futureneedsassessment,currentcostestimation,stakeholdermeetingfacilitation,ordinancedevelopment,creditandappealspolicyandprogramdevelopment,customerservicetraining,publiceducationaswellasGISandbillingdatabasedevelopment.

Stormwater Regulatory Compliance Projects

Stormwater Pollution Prevention Plan ‐ Phase 2 NJPDES Public Complex Permit, US Army, Ft. Dix, New Jersey

ProjectEngineerforthepreparationoftheStormwaterPollutionPreventionPlan(SWPPP)inaccordancewiththeNJPDESPhase2PubicComplexPermit.InterviewswereconductedwithBasepersonneltocollectstormwater



information,constructionstandardsandinspectionprocedures,andmaintenanceprograms.Tasksincludedoutfallinspectionstoinvestigateillicitdischargesandconnectionsandscour.

Act 167 Regulatory Implementation Support, Philadelphia Water Department, City of Philadelphia, Pennsylvania

ProjectManagersupportingtheimplementationofAct167WatershedPlansaswellastheincorporationofupdatedcity‐widegreenstormwaterinfrastructure(GSI)designrequirementstobetteralignwithPWD’sConsentOrderAgreement(COA).ThissupportincludedoutreachsupportrelatedtothePWD’songoingDevelopmentServicesCommittee(DSC),analysisofLicenses&Inspections(L&I)data,technicalanalysisofproposedstormwaterregulatoryupdatestoassessimpactonsitedesignandlayoutwithinthecontextofdevelopment,peercommunityresearch,andincentivesprogramdevelopment.Theprojectresultedinaseriesofrecommendationsfortheoverallimplementationandroll‐outoftheupdatedstormwatermanagementrequirementsdesignedtoimproveGSIperformanceacrosstheCity.

Stormwater Planning and Design Projects

Temple University Stormwater Management Enhancement District, Philadelphia Water Department, City of Philadelphia, Pennsylvania

TocontinuethepursuitofthePWDgoalsoftheGreenCities,CleanWaterPlan,PWDidentifiedTempleUniversity’sMainCampusashavingopportunitiesforimplementationofstormwatermanagementimprovements,withanemphasisonGSI.TheUniversityisanimportantlandowneralongtheNorthBroadStreetcorridorwhoseacademicmissionandvisionforlong‐termenvironmentalsustainabilitymeshwellwiththegoalsandobjectivesofLongTermControlPlan(LTCP).PerformedthefollowinginordertoassistPWDinidentifyingpotentialopportunitiesforstormwatermanagementimprovementsintheTempleUniversityStormwaterManagementEnhancementDistrict(TempleSMED):datacollectionandmapping;stakeholderinvolvementplanningandmeetings;GSIalternativesanalyses;developmentofacomprehensiveStormwaterImprovementsPlan;anddevelopmentofconceptualleveldesignsforselectGSIlocations.

Re‐design and Retrofit of Existing Stormwater Conveyance Network at Industrial Facility of a Fortune 10 Confidential Client, West Mifflin, Allegheny County, Pennsylvania

Designleadforre‐design/retrofitoftheexistingstormwaterconveyancenetworkforthe6.8‐acrewarehousefacilitytoalleviatefloodingthatoccurredduetoundersizedandfailinginfrastructureaswellasincreasedrunofffromcontributingoffsitedrainageareas.Providedconceptualdesignplansandcostestimatestoenabletheclienttoplanandbudgetfortheconstructionofthedrainageimprovements.



Germantown Friends School New Science Building, City of Philadelphia, Pennsylvania

ProjectEngineerforthepreparationoflanddevelopmentplansforthisneweducationalfacility.Anexistingparkingareawasredevelopedtobethelocationofthenewfacilityandgrounds.Multiplebestmanagementpractices(BMPs)wereincorporatedintothesite,includingraingardens,bio‐infiltrationareas,greenroofsandcisterns.TheseBMPswereintegratedintothefacility’seducationalcurriculum.TheprojectwasdesignedutilizingLEEDdesignstandards.

F.X. Browne, Inc. Lansdale, PA | 2005–2007

SeniorEngineeringAssociate‐Responsibleforthedesignandpermittingofresidentialandcommercialsubdivisionandlanddevelopmentplansforvariousprivateclientsandpublicclients.Specializedinlow‐impactdevelopment,LEEDCertifiedprojects,NPDESPermitting,volumeandwaterqualitybestmanagementpracticedesigns.Sampleprojectsinclude:

BryneEyre–Phase1WaterQualityManagementPlanandStormwaterManagementOrdinanceDevelopment,BoroughofNewMorgan,BerksCounty,PA

SadsburyPark,SadsburyTownship,PA

GermantownFriendsSchoolLEEDCertifiedScienceBuilding,CityofPhiladelphia,PA

LehighValleyDairyPlantExpansion‐DeanFoods,UpperGwyneddTownship,PA

MontgomeryCountyConservationDistrictBasinRetrofits(MultipleSites),MontgomeryCounty,PA

BerksCountyCommunityFoundationHeadquarters,CityofReading,PA

ButlerPark,StreamRestoration,MontgomeryTownship,PA

The Newton Engineering Group, P.C. Allentown, PA | 2002–2005

ProjectEngineering‐Responsibleforthedesignandpermittingofresidentialandcommercialsubdivisionandlanddevelopmentplansforvariousprivateclients.Sampleprojectsinclude:

BoyertownWal‐MartSuper‐Center,ColebrookdaleTownship,PA

FourSeasonsatFarmingtonHills,LowerMacungieTownship,PA

VistasatGreenHills,SouthWhitehallTownship,PA

SELECTED PUBLICATIONS & PRESENTATIONS Presentations

GovernmentFinanceOfficersAssociationofPennsylvania,April2015



VillanovaUniversityGuestLecturer–Sustainability&Science,2014

StJoseph’sUniversityStormwaterWorkshop,2014

VillanovaUniversityStormwaterSymposium,2013

3RiversWetWeather,2013

ErieCountyGISWorkshop,2013

PANorthwestCityManager’sMeeting,2012

Publications

SustainableStormwaterProgramsandFinancing,PennsylvaniaBoroughNews,October2014



Rupa Jha Ms.JhaisaConsultantinBlack&Veatch’sManagementConsultingDivision.Sheisexperiencedinutilityratestudy,businessprocessoptimizationandchangemanagementforutilities.Shehasparticipatedinawiderangeofutilitymanagementservicesincludingfundreviewstudies,infrastructureassetmanagement,changemanagement,AWWAwaterauditsandfinancialmodeling.

PROJECT EXPERIENCE City of Wilmington | General Consulting Services; Del. |2012‐2015

Ms.JhahasbeenworkingonseveralprojectsfortheCityofWilmington’sPublicWorksDepartment.TheseincludeNon‐RevenueManagement,StormwaterAdvisoryServices,aWaterUtilityRateStudy,WholesaleSewageTreatmentPricingandStakeholderEngagement.

Ms.JhamanagestheNon‐RevenueWaterManagementtaskinvolvesprocessingmonthlymeterreadsandtrackingofkeyperformanceindicators(KPIs)likemissedreads,zerousageandnegativereads.ItalsoencompassesassistingWilmingtonincompletingtheAWWAannualwaterauditwhichisrequiredbytheDelawareRiverBasinCommission(DRBC)andforWilmingtontoparticipateasapeerutilityinWaterAuditDataInitiative(WADI)ofAWWA’swaterlosscommittee.

Ms.JhamanagestheStormwaterMonthlyBillingtaskwhichinvolvesmonthlymaintenanceoftheCity’sstormwaterdatabase.Itentailstheprocessingofmonthlyparceldataandtrackingofstormwatercreditsandappealstogeneratethestormwaterbillforapproximately26,000accounts.

Ms.JhaisinvolvedintheRateStudytaskthatencompassesdevelopingasix‐yearfinancialplanforthewatersewerenterprisefundoftheCityofWilmington.ThefinancialplanisbasedontheanalysisofO&Manddebtserviceforthecapitalprogramandtheprojectedrevenuerequirements.Thisisusedtoperformacostofserviceanalysis,ratedesignandtherateadjustmentsneededtomeettheutility’sfinancialobjectives.

TheWilmingtonUtilityhasmonthlypresentationsonvarioustopicsconcerningtheUtilitytoitsCitizensAdvisoryBoard.Black&Veatchassiststhepublicworksdepartmentwiththepreparationoftheagenda,presentingthetopicsandtakingmeetingminutesfortheBoardmeetings.

City of Wilmington | Wastewater Asset Management; Del. |2014‐2015

Ms.JhahasbeenassistingindevelopingandassetmanagementprogramforCityofWilmington’sWastewaterutility.Thisinvolvedassistingwithconductingworkshopstodevelopservicelevels,criticalitycriteria,consequenceandlikelihoodoffailurescores.Shealsoassistedinassessingthedatagapsforsuccessfulassetmanagementandpreparationoftheassetmanagementplandocument.

CONSULTANT

Specialization: Utility Management, Water Loss Management, Asset Management, Due Diligence, Benchmarking Change Management

Education MBA, International Business, Indian Institute of Foreign Trade, 1999

BE, Electrical Engineering, Birla Institute of Technology, 1996





Philadelphia Water Department| Cost of Service Study; Pa. |2015

Ms.JhaisassistinginvarioustasksinvolvingPhiladelphiaWaterDepartment’scostofservicestudy.Theseinvolvedparceldata(imperviousarea,grossarea,creditsandappeals)analysisforvariouscustomerclassesanddevelopingprojectionsforbillableStormwaterUnitsofService.Sheisalsoassistingwithdevelopingthefinancialplanandcostofserviceanalysisforthewaterandwastewaterutility.

Harford County| Utility Revenue Study; Md. |2013‐2015

Ms.JhaassistedwiththedevelopmentofmiscellaneouschargesmodelforHarfordCounty’swatersewerutility.ThisincludedcalculatingthechargesfortheservicesbasedonHarford’spersonnelandnon‐personnelexpensesandidentifyingrateschargedbyotherutilitiesforsimilarservices.ThiswascomparedwiththeexistingrateschargedbyHarfordfortheseservicestodeterminetheproposedchargesforthemiscellaneousservices.

AspartoftheUtilityRevenueStudy,shealsoworkedonananalysisforundertakingmodificationofthewaterandsewerbillingperiodfromaquarterlybillingcycletomonthlybilling.Thisinvolvedanalyzingthecurrentandprojectedactivityvolumeforpersonnelandnon‐personnelactivitiesandthereforethefinancialimpactoftransitioningfromaquarterlybillingcycletoamonthlycycle.

AnotheraspectoftheHarfordUtilityRevenueStudythatMs.JhaworkedonwasPeerUtilityBenchmarking.ThistaskinvolvedbenchmarkingHarford’stypicalresidentialcustomer’swaterandsewerbillagainstotherMarylandutilities.Ms.Jhadevelopedaquestionnairethatwassenttothepeerutilitiestosolicittheirparticipationaswellasperformedresearchonpubliclyavailabledatatogatherandanalyzetheutilitydata.

Georgia EPD | Water Audits Validation, Various Utilities; Ga. |2012, 2014

Ms.Jhawaspartoftheteamthatperformedvalidationof2012and2013AWWAwaterauditsforvariousutilitiesinthestateofGeorgia.Black&VeatchwasasubcontractortoCavanaughAssociateswhichwasselectedbyGeorgiaEnvironmentProtectionDivisiontovalidatethewaterauditsofover200largeandsmallwaterutilitiesinthestateofGeorgia.Thisinvolvedanalyzingtheinitialdatasubmittedbytheutility,conductingvalidationcallstodiscussthedataandgradingscale,creatingvalidationdocumentsandassistingwithreviewoffinalreporttoGeorgiaEPD.

Ms.Jhaassistedwiththevalidationof2011AWWAwaterauditsforvariousutilitiesinthestateofGeorgia.Black&VeatchwasasubcontractortoCavanaughAssociateswhichwasselectedbyGeorgiaEnvironmentProtectionDivisiontovalidatethewaterauditsofnearly100utilitiesservingmorethan10,000customers.Thisinvolvedanalyzingtheinitialdatasubmittedbytheutility,schedulingofconferencecallstodiscussthedataandgradingscale,



creatingvalidationdocumentsandassistingwithreviewoffinalreporttoGeorgiaEPD.

Longview Power| Industrial Safety Evaluation; |2014

Ms.JhadevelopedatoolformanagingtheperformanceoffacilitiesoperatedbyLongviewPower.Thetoolwasfortrackingandmonitoringmorethan40observationpointsintheareasofindustrialsafety,lockout/tagout,schedule/costs,issueresolution,workflow,workerpractices,meetingeffectivenessandlessonslearned.

Harford County| Billing System Evaluation; Md. |2014

Ms.JhaassistedwiththeevaluationofcustomerinformationsystemforHarfordCounty’swatersewerutility.ThisincludedestablishingsystemrequirementsforanewbillingsystemandpreparingtheRFIforvendors.Shealsoworkedonafeasibilitystudyfortransitioningthewaterbillingfromaquarterlybillingcycletomonthlybilling.

Confidential Client| Infrastructure Investment Business Case|2014

Ms.Jhaassistedwiththeriskscoringoftransmissionanddistributionassetsforamajorelectricgenerationandtransmissioncompany.Thisassetriskscoringwasneededforajustificationforinvestmentininfrastructureaspartofitsratefilingprocess.

Philadelphia Water Department| Database Integration; Pa. |2014

Ms.JhaworkedonaprojecttoincorporatethefunctionalityofalegacydatabaseusedbyPhiladelphiaWaterDepartmentintoitsbillingsystem.Thisinvolveddevelopingdocumentationforbusinessprocessandtechnicalaspectsofthedatabase.Thisalsoinvolvedconductingrequirementsworkshopswithstaffanddefiningthefunctionalrequirementsfortheintegrationofthelegacydatabaseintothecurrentbillingsystem.

Confidential Client| Acquisition Due Diligence|2013

Ms.Jhaprovidedresearchfortheacquisitionofamajorelectricgenerationandtransmissioncompany.Shealsohelpedindevelopingdocumentsinsupportoftheduediligenceexercise.

City of Wilmington | Monthly Billing Feasibility; Del. |2013

Ms.Jhaassistedwithmonthlybillingfeasibilitystudyforthewaterutility.Thisstudydeterminedthecostsavingsandqualitativebenefitsofmovingfromquarterlytomonthlybilling.Thecostimpactwasmeasuredbyanalyzingthepersonnelandnon‐personnelcostsassociatedwiththevariousmeterreadingandbillingrelatedactivitiesandcurrentandposttransitionactivityvolume.

Ms.JhaassistedinastudyforreorganizingthemeteringandbillingoperationsintoasingleentityunderPublicWorks.CurrentlythemanagingoftheseactivitiesissplitbetweenPublicWorksandFinanceDepartment.Sheassisted



withbudgetimpactsanalysis,gapanalysis,developingthereportingstructurefortheproposedentityanddraftingofthefinalreport.

Philadelphia Water Department| Knowledge Management; Pa. |2013

Ms.Jhaassistedwiththedocumentationandmappingofworkflowsandprocessesinvolvedinstormwaterbilling,creditsandappealsandgrantadministrationforstormwaterinfrastructureimprovements.Shealsohelpedmaptheworkflowsforcustomerpaymentagreements.

Texas Water Development Board| Water Loss Manual; Tex. |2013

TheTexasWaterDevelopmentBoardcommissionedBlack&VeatchtodevelopawaterlossmanualforusebyallwaterutilitiesinTexas.Ms.Jhaassistedwiththeanalysisof2010AWWAwaterauditdataformorethan2,000Texaswaterutilities.Thedatawasanalyzedbasedonsizeandtypeofutilities.Themanualwaspreparedinkeepingwithpracticalsolutionsforreductionofnon‐revenuewater.

San Diego County| Wastewater Cost of Service; Calif. |2012

Ms.JhaassistedwithfinancialmodelingfortheSanDiegoCounty’swastewatercostofservicestudy.TheCountyconsolidatedeightdifferentsanitationdistricts.Someofthesesanitationdistrictshavetheirownwastewatertreatmentfacilitieswhileotherssendtheirflowtoanoutsideentity.Ms.Jhaassistedwithanalyzingtheutility’sdata,coordinatingadditionaldataandclarifications,andallocatingcoststovariousfunctionalcomponentstodeterminethecostofserviceforindividualandconsolidateddistricts.

City of Pico Rivera | Water Rate Study; Calif. |2012

Ms.JhaassistedwithfinancialmodelingfortheCityofPicoRivera’swaterratestudy.Thisinvolvedanalyzingtheutility’sdata,derivingrevenuerequirements,allocatingcoststovariousfunctionalcomponents,andarrivingatthecostofservice.

City of Wilmington | Indirect Cost Allocation Study; Del. |2012

Ms.JhaworkedontheIndirectCostAllocationplanfortheCityofWilmington.Thestudyinvolvesareviewofthecitywidecostallocationpractices,anddevelopingaplanbasedoncostdriversforapportioningtheindirectcoststothedepartmentsbenefittingfromcentralservices.Sheassistedwiththedevelopmentofauser‐friendlymodelforusebytheCity’sstaffandtraining.

City of Wilmington | Asset Management Specialist, Wilmington, Del. |2010

Ms.JhaworkedtoimplementtheGISbasedWorkOrderManagementSystem,“Cityworks”forCityofWilmington’sPublicWorksDepartment.Thisprojectrequiredacombinationoftechnicalandchangemanagementskills.SheparticipatedintheWaterSewerFundReview.ShealsoworkedonthereorganizationofPublicWorksDepartmentleadingtothecreationofasecond



AssistantWaterDivisionDirectorship.Shealsohelpedmanagethetransitiontotheneworganizationstructure.

Mahindra & Mahindra| Brand Manager, Mumbai, India |1998

Ms.Jhamanagedthetwomajorvehiclebrandsabigautomobilecompany.Shehandledmarketing,promotionsandproductimprovementsforthesevehiclebrands.

ShealsoparticipatedinthebusinessprocessmappingofCustomerRelationshipManagement(CRM)fortheAutomotiveDivision.Shewasapartofacrossfunctionalteaminaprojectthatrequiredtechnical,businessandchangemanagementskills.

Tata Steel| Senior Officer, Jamshedpur, India |1996

Ms.Jhadesignedmovingequipmentandrollingstockusedinthemetallurgicalindustries.

BLACK VEATCH MANAGEMENT CONSULTING, LLC

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