20210127Suez to Staff 134-151.pdf

Michael C. Creamer (lSB No.4030)
Preston N. Carter (lSB No. 8462)
Givens Pursley LLP
601 W. Bannock St.
Boise, ID 83702
Telephone: [phone]
Facsimile: (208) 388-1 300
mcc@qivenspu rslev.com
[e-mail]
IN THE MATTER OF THE APPLICATION
OF SUEZ WATER IDAHO INC. FOR
AUTHORIW TO INCREASE lTS RATES
AND CHARGES FOR WATER SERVICE
IN THE STATE OF IDAHO
-::- ,'1 il lt/F,ii; .*. -'i-
iti: i,Ai+ E? PH t'kS
Attorneys for SUEZ Water ldaho lnc.
BEFORE THE IDAHO PUBLIC UTILITIES COMMISSION
Case No. SUZ-W-20-02
SUEZ WATER IDAHO INC.'S
RESPONSE TO EIGHTH
PRODUCTION REQUEST OF THE
COMMISSION STAFF
SUEZ Water ldaho lnc., ("SUEZWalef or'Company') submits the following
responses to the Eighth Production Request of the Commission Staff to SUEZ Water,
dated January 13,2021. PIease note that the response to Request Nos. 137,138,142,
and 147 are confidential and will be submitted under separate cover per the
Commission's rules.
DATED: January 27,2021
SUEZ WATER IDAHO INC.
,f __----_ :_ 2_2.__
By:
Michael C. Creamer
Preston N. Carter
Attorneys for Applicant
SUEZWATER'S RESPONSE TO EIGHTH PRODUCTION REQUEST
OF THE COMMISSION STAFF - 1
1 5s04534_1.DOCX [3G209]
CERTIFICATE OF SERVICE
I certify that on January 27,2021, a true and correct copy of the foregoing was
served upon all parties of record in this proceeding via electronic mail as indicated
below:
Gommission Staff
Jan Noriyuki, Commission Secretary Electronic Mail
ldaho Public Utilities Commission
11331 W. Chinden Blvd., Bldg. 8, Ste. 201-A
Boise, lD 83714
[e-mail]
Dayn Hardie Electronic Mail
Matt Hunter
Deputy Attorney General
ldaho Public Utilities Commission
11331 W. Chinden Blvd., Bldg. 8, Ste. 201-A
Boise, lD 83714
[e-mail]
matt.hu uc.idaho.qov
lntervening Parties
Ada County:
Lorna K. Jorgensen
John C. Cortabitarte
Ada County Prosecuting Attorney's Office
Civil Division
200 W. Front Street, Room 3191
Boise, lD 83702
civi I [e-mail]
CAPAI: Non-Confidential Responses Only
Brad M. Purdy
2019 N. 17th Street
Boise, lD 83702
bmourdvtO hotmail.com
I nteruenors: Non-Confidential Responses
Only
Marty Durand
Piotwrowski Durand PLLC
1020 Main Street, Suite 440
P.O. Box 2864
Boise, lD 83701
[e-mail]
SUEZ WATER'S RESPONSE TO EIGHTH PRODUGTION REQUEST
OF THE COMMISSION STAFF.2
1 5504534_1.DOCX [30-209]
Electronic Mail
Bor.se City: Non-Confidential
Responses Only
Scott B. Muir
Deputy City Attorney
Boise City Aftorney's Office
150 N. Capitol Blvd.
P.O. Box 500
Boise, lD 83701-0500
boi secitvatto rnev@citvofbo ise.o rq
Suez Water Customer Group:
Norman M. Semanko
Parsons Behle & Latimer
800 W. Main Street, Suite 1300
Boise, lD 83702
N Se ma n ko@ pa rson sbeh I e. co m
Boisedocket@ parsonsbehle. com
ldaho Fair House Council, lnc.
Ken Nagy
Attorney at Law
P.O. Box 164
Lewiston, lD 83501
[e-mail]
Micron Technology, lnc.
Austin Rueschhoff
Thorvald A. Nelson
Holland & Hart
555 17th St., Suite 3200
d a ruesch h off@ hol la nd ha rt. com
tnelson@hol landhart.com
[e-mail]
Jim Swier
Greg Harwood
Micron Technology, Inc.
8000 S. FederalWay
[e-mail]
[e-mail]
o lqa rqa noa ma ri@ hol land ha rt. co m
/
--t=-
--.
Preston N. Carter
SUEZ WATER'S RESPONSE TO EIGHTH PRODUCTION REQUEST
OF THE COMMISSION STAFF.3
1 5s04534_1.DOCX [30-209]
SUZ-W-20-02 IPUC DR 134 Page 1 of 1
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Michaelson
REQUEST NO. 134:
Please explain why the Company used the period 1990- 2019 to create its residential
weather normalization model but used the period 1995 - 2019 to create its
commercial weather normalization model (ref. Company Workpapers
15334198_1_SUZ-W-20- 02 Revenues.XLSX).

RESPONSE NO. 134:
As mentioned in testimony, the Company utilized the methodology we believe was used
by Staff in the last rate case, including a regression analysis using 30 observations (1990
– 2019) for Residential customers. For Commercial customers, utilizing the same time
period, the regression analysis yielded an R Square value of 81.4. Because the value
was considered low, the Company performed additional analyses, utilizing different time
periods, but staying close to the preferred 30 observation input. The 1995 – 2019 time
period yielded the highest R squared value, while remaining close to the 30 observation
goal.
SUZ-W-20-02 IPUC DR 135 Page 1 of 1
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cary
REQUEST NO. 135:
With reference to Company Adjustment 28, shown on Exhibit No. 10, Schedule 1,
page 28, please provide the source documentation indicating that the level of cash
contributions to the pension plan were the minimum required contributions. Please
provide the ERISA required minimum contributions for the years 2016-2020, along
with all supporting documentation.

RESPONSE NO. 135:
Please see the attachments to this data response for the annual funding notice of the
SUEZ Water Resources Inc. Retirement Plan for the period 2016 through 2019 which
indicates the minimum required contribution and the funding target attainment
percentage. The Company strives to maintain an average 80% funding status.
SUZ-W-20-02 IPUC DR 135 Attachment 1 Page 1 of 6
SUZ-W-20-02 IPUC DR 135 Attachment 1 Page 2 of 6
SUZ-W-20-02 IPUC DR 135 Attachment 1 Page 3 of 6
SUZ-W-20-02 IPUC DR 135 Attachment 1 Page 4 of 6
SUZ-W-20-02 IPUC DR 135 Attachment 1 Page 5 of 6
SUZ-W-20-02 IPUC DR 135 Attachment 1 Page 6 of 6
Page 1 of 6 April 2018
ANNUAL FUNDING NOTICE
FOR
SUEZ WATER RESOURCES INC. RETIREMENT PLAN
Introduction
This notice includes important information about the funding status of your single employer
pension plan (“the Plan”). It also includes general information about the benefit payments
guaranteed by the Pension Benefit Guaranty Corporation (“PBGC”), a federal insurance agency.
All traditional pension plans (called “defined benefit pension plans”) must provide this notice
every year regardless of their funding status. This notice does not mean that the Plan is
terminating. It is provided for informational purposes and you are not required to respond in any
way. This notice is required by federal law. This notice is for the plan year beginning
January 1, 2017 and ending December 31, 2017 (“Plan Year”).
How Well Funded Is Your Plan
The law requires the administrator of the Plan to tell you how well the Plan is funded, using a
measure called the “funding target attainment percentage”. The Plan divides its Net Plan
Assets by Plan Liabilities to get this percentage. In general, the higher the percentage, the
better funded the plan. The Plan’s Funding Target Attainment Percentage for the Plan Year and
each of the two preceding plan years is shown in the chart below. The chart also shows you
how the percentage was calculated.
Funding Target Attainment Percentage
––

SUZ-W-20-02
IPUC DR 135 Attachment 2
Page 1 of 6
Page 2 of 6 April 2018
Plan Assets and Credit Balances
The chart above shows certain “credit balances” called the Funding Standard Carryover
Balance and Prefunding Balance. A plan might have a credit balance, for example, if in a prior
year an employer contributed money to the plan above the minimum level required by law.
Generally, an employer may credit the excess money toward the minimum level of contributions
required by law that it must make in future years. Plans must subtract these credit balances
from Total Plan Assets to calculate their Funding Target Attainment Percentage.
Plan Liabilities
Plan Liabilities in line 3 of the chart above are estimates of the amount of assets the Plan needs
on the Valuation Date to pay for promised benefits under the plan.
Year-End Assets and Liabilities
The asset values in the chart above are measured as of the first day of the Plan Year. They
also are “actuarial values”. Actuarial values differ from market values in that they do not
fluctuate daily based on changes in the stock or other markets. Actuarial values smooth out
those fluctuations and can allow for more predictable levels of future contributions. Despite the
fluctuations, market values tend to show a clearer picture of a plan’s funded status at a given
point in time. As of December 31, 2017, the fair market value of the Plan’s assets was
$315,357,637. On this same date, the Plan’s liabilities, determined using market rates, were
$395,553,073.
Supplemental Information
This is a temporary supplement to your annual funding notice. It is required by the Moving
Ahead for Progress in the 21st Century Act, the Highway and Transportation Funding Act of
2014 and the Bipartisan Budget Act of 2015. These federal laws changed how pension plans
calculate their liabilities. The purpose of this supplement is to show you the effect of these
changes. Prior to 2012, pension plans determined their liabilities using a two-year average of
interest rates. Now pension plans also must take into account a 25-year average of interest
rates. This means that interest rates likely will be higher and plan liabilities lower than they were
under prior law. As a result, your employer may contribute less money to the plan at a time
when market interest rates are at or near historical lows.
The “Information Table” compares the effect of using interest rates based on the 25-year
average (the “adjusted interest rates”) and interest rates based on a two-year average on the
Plan’s: (1) Funding Target Attainment Percentage, (2) Funding Shortfall, and (3) Minimum
Required Contribution. The funding target attainment percentage of a plan is a measure of how
well the plan is funded on a particular date. The funding shortfall is the amount by which
liabilities exceed net plan assets. The minimum required contribution is the amount of money
an employer is required by law to contribute to a plan for a given year. The following table
shows this information determined with and without the adjusted interest rates. The information
is provided for the Plan Year and for each of the two preceding plan years, if applicable.
SUZ-W-20-02
IPUC DR 135 Attachment 2
Page 2 of 6
Page 3 of 6 April 2018
INFORMATION TABLE
2017 2016 2015
With
Adjusted
Interest
Rates
Without
Adjusted
Interest
Rates
With
Adjusted
Interest
Rates
Without
Adjusted
Interest
Rates
With
Adjusted
Interest
Rates
Without
Adjusted
Interest
Rates
Funding
Target
Attainment
Percentage
98.06% 80.00% 97.60% 80.02% 98.41% 79.32%
Funding
Shortfall $5,838,355 $73,901,985 $6,831,313 $69,576,061 $4,318,651 $69,671,274
Minimum
Required
Contribution
$8,357,285 $17,906,546 $7,256,357 $16,361,422 $8,234,901 $20,112,189
Participant Information
The total number of participants and beneficiaries covered by the Plan on the Valuation Date
was 2,253. Of this number, 781 were current employees, 1,153 were retired and receiving
benefits, and 319 were no longer working for the employer and have a right to future benefits.
Funding & Investment Policies
Every pension plan must have a procedure to establish a funding policy for plan objectives. A
funding policy relates to how much money is needed to pay promised benefits. The funding
policy of the Plan is to contribute a tax deductible amount that maintains a level of funding that
is compliant with current pension law.

Pension plans also have investment policies. These generally are written guidelines or general
instructions for making investment management decisions. The investment policy of the Plan is
to secure future benefits for participants while maintaining or improving funded status. The plan
officials have approved the following asset allocation strategy:

SUZ-W-20-02
IPUC DR 135 Attachment 2
Page 3 of 6
Page 4 of 6 April 2018
Under the investment policy, the Plan’s assets were allocated among the following categories of
investments as of the end of the Plan Year. These allocations are percentages of total assets:
Asset Allocations Percentage
Stocks 48%
Investment grade debt instruments 32%
High-yield debt instruments 11%
Real estate 0%
Other 9%

For information about the plan’s investment in any of the following types of investments as
described in the chart above – common/collective trusts, pooled separate accounts, master trust
investment accounts, or 103-12 investment entities – contact Kathleen G. McGoldrick, Director-
Compensation, HRIS & Benefits by phone at 201-767-2813, by mail at SUEZ Water Resources
Inc., 461 From Road, Suite 400, Paramus, New Jersey 07652, or by e-mail at
[e-mail].

Right to Request a Copy of the Annual Report
Pension plans must file annual reports with the US Department of Labor. The report is called
the “Form 5500”. These reports contain financial and other information. You may obtain an
electronic copy of your Plan’s annual report by going to www.efast.dol.gov and using the search
tool. Annual reports also are available from the US Department of Labor, Employee Benefits
Security Administration’s Public Disclosure Room at 200 Constitution Avenue, NW, Room N-
1513, Washington, DC 20210, or by calling 202.693.8673. Or you may obtain a copy of the
Plan’s annual report by making a written request to the plan administrator. Annual reports do not
contain personal information, such as the amount of your accrued benefits. You may contact
your plan administrator if you want information about your accrued benefits. Your plan
administrator is identified below under “Where To Get More Information.”
Summary of Rules Governing Termination of Single-Employer Plans
If a plan terminates, there are specific termination rules that must be followed under federal law.
A summary of these rules follows.
There are two ways an employer can terminate its pension plan. First, the employer can end a
plan in a “standard termination” but only after showing the PBGC that such plan has enough
money to pay all benefits owed to participants. Under a standard termination, a plan must either
purchase an annuity from an insurance company (which will provide you with periodic retirement
benefits, such as monthly for life or, if you elect, for a set period of time when you retire) or, if
the plan allows and you elect, issue one lump-sum payment that covers your entire benefit.
Your plan administrator must give you advance notice that identifies the insurance company (or
companies) selected to provide the annuity. The PBGC’s guarantee ends upon the purchase of
an annuity or payment of the lump-sum. If the plan purchases an annuity for you from an
insurance company and that company becomes unable to pay, the applicable state guaranty
association guarantees the annuity to the extent authorized by that state’s law.
Second, if the plan is not fully-funded, the employer may apply for a distress termination. To do
so, however, the employer must be in financial distress and prove to a bankruptcy court or to
the PBGC that the employer cannot remain in business unless the plan is terminated. If the
application is granted, the PBGC will take over the plan as trustee and pay plan benefits, up to
the legal limits, using plan assets and PBGC guarantee funds.
SUZ-W-20-02
IPUC DR 135 Attachment 2
Page 4 of 6
Page 5 of 6 April 2018
Under certain circumstances, the PBGC may take action on its own to end a pension plan.
Most terminations initiated by the PBGC occur when the PBGC determines that plan termination
is needed to protect the interests of plan participants or of the PBGC insurance program. The
PBGC can do so if, for example, a plan does not have enough money to pay benefits currently
due.
Benefit Payments Guaranteed by the PBGC
When the PBGC takes over a plan, it pays pension benefits through its insurance program.
Only benefits that you have earned a right to receive and that cannot be forfeited (called vested
benefits) are guaranteed. Most participants and beneficiaries receive all of the pension benefits
they would have received under their plan, but some people may lose certain benefits that are
not guaranteed.
The amount of benefits that PBGC guarantees is determined as of the plan termination date.
However, if a plan terminates during a plan sponsor’s bankruptcy, then the amount guaranteed
is determined as of the date the sponsor entered bankruptcy.
The PBGC maximum benefit guarantee is set by law and is updated each calendar year. For a
plan with a termination date or sponsor bankruptcy date, as applicable, in 2018 the maximum
guarantee is $5,420.45 per month, or $65,045.40 per year, for a benefit paid to a 65-year-old
retiree with no survivor benefit. If a plan terminates during a plan sponsor’s bankruptcy, the
maximum guarantee is fixed as of the calendar year in which the sponsor entered bankruptcy.
The maximum guarantee is lower for an individual who begins receiving benefits from PBGC
before age 65 reflecting the fact that younger retirees are expected to receive more monthly
pension checks over their lifetimes. Similarly, the maximum guarantee is higher for an individual
who starts receiving benefits from PBGC after age 65. The maximum guarantee by age can be
found on PBGC’s website, www.pbgc.gov. The guaranteed amount is also reduced if a benefit
will be provided to a survivor of the plan participant.
The PBGC guarantees “basic benefits” earned before a plan is terminated, which include
 pension benefits at normal retirement age;
 most early retirement benefits;
 annuity benefits for survivors of plan participants; and
 disability benefits for a disability that occurred before the date the plan terminated or the date
the sponsor entered bankruptcy, as applicable.
The PBGC does not guarantee certain types of benefits
 The PBGC does not guarantee benefits for which you do not have a vested right, usually
because you have not worked enough years for the company.
 The PBGC does not guarantee benefits for which you have not met all age, service, or other
requirements.
 Benefit increases and new benefits that have been in place for less than one year are not
guaranteed. Those that have been in place for less than five years are only partly
guaranteed.
 Early retirement payments that are greater than payments at normal retirement age may not
be guaranteed. For example, a supplemental benefit that stops when you become eligible for
Social Security may not be guaranteed.
 Benefits other than pension benefits, such as health insurance, life insurance, death benefits,
vacation pay, or severance pay, are not guaranteed.
SUZ-W-20-02
IPUC DR 135 Attachment 2
Page 5 of 6
Page 6 of 6 April 2018
 The PBGC generally does not pay lump sums exceeding $5,000.
In some circumstances, participants and beneficiaries still may receive some benefits that are
not guaranteed. This depends on how much money the terminated plan has and how much the
PBGC recovers from employers for plan underfunding.
For additional general information about the PBGC and the pension insurance program
guarantees, go to the “General FAQs about PBGC” on PBGC’s website at
www.pbgc.gov/generalfaqs. Please contact your employer or plan administrator for specific
information about your pension plan or pension benefit. PBGC does not have that information.
See “Where to Get More Information” below.
Where to Get More Information
For more information about this notice, you may contact Kathleen G. McGoldrick, Director-
Compensation, HRIS & Benefits by phone at 201-767-2813, by mail at SUEZ Water Resources
Inc., 461 From Road, Suite 400, Paramus, New Jersey 07652, or by e-mail at
[e-mail]. For identification purposes, the official plan number is 002
and the plan sponsor’s name and employer identification number or “EIN” are SUEZ Water
Resources Inc. and 71-0005226.

SUZ-W-20-02
IPUC DR 135 Attachment 2
Page 6 of 6

Page 1 of 6 April 2019
ANNUAL FUNDING NOTICE
FOR
SUEZ WATER RESOURCES INC. RETIREMENT PLAN
Introduction
This notice includes important information about the funding status of your single employer
pension plan (“the Plan”). It also includes general information about the benefit payments
guaranteed by the Pension Benefit Guaranty Corporation (“PBGC”), a federal insurance agency.
All traditional pension plans (called “defined benefit pension plans”) must provide this notice
every year regardless of their funding status. This notice does not mean that the Plan is
terminating. It is provided for informational purposes and you are not required to respond in any
way. This notice is required by federal law. This notice is for the plan year beginning
January 1, 2018 and ending December 31, 2018 (“Plan Year”).
How Well Funded Is Your Plan
The law requires the administrator of the Plan to tell you how well the Plan is funded, using a
measure called the “funding target attainment percentage”. The Plan divides its Net Plan
Assets by Plan Liabilities to get this percentage. In general, the higher the percentage, the
better funded the plan. The Plan’s Funding Target Attainment Percentage for the Plan Year and
each of the two preceding plan years is shown in the chart below. The chart also shows you
how the percentage was calculated.
Funding Target Attainment Percentage
2018 2017 2016
1. Valuation Date

01/01/2018 01/01/2017 01/01/2016
2. Plan Assets
a. Total Plan Assets $323,627,898 $295,627,207 $281,797,191
b. Funding Standard
Carryover Balance
$0 $0 $0
c. Prefunding Balance $0 $0 $2,977,339
d. Net Plan Assets
= (a) – (b) – (c)
$323,627,898 $295,627,207 $278,819,852
3. Plan Liabilities

$332,609,163 $301,465,562 $285,651,165
4. Funding Target
Attainment Percentage
= (2d)/(3)
97.29% 98.06% 97.60%

SUZ-W-20-02
IPUC DR 135 Attachment 3
Page 1 of 6

Page 2 of 6 April 2019
Plan Assets and Credit Balances
The chart above shows certain “credit balances” called the Funding Standard Carryover
Balance and Prefunding Balance. A plan might have a credit balance, for example, if in a prior
year an employer contributed money to the plan above the minimum level required by law.
Generally, an employer may credit the excess money toward the minimum level of contributions
required by law that it must make in future years. Plans must subtract these credit balances
from Total Plan Assets to calculate their Funding Target Attainment Percentage.
Plan Liabilities
Plan Liabilities in line 3 of the chart above are estimates of the amount of assets the Plan needs
on the Valuation Date to pay for promised benefits under the plan.
Year-End Assets and Liabilities
The asset values in the chart above are measured as of the first day of the Plan Year. They
also are “actuarial values”. Actuarial values differ from market values in that they do not
fluctuate daily based on changes in the stock or other markets. Actuarial values smooth out
those fluctuations and can allow for more predictable levels of future contributions. Despite the
fluctuations, market values tend to show a clearer picture of a plan’s funded status at a given
point in time. As of December 31, 2018, the fair market value of the Plan’s assets was
$321,568,874. On this same date, the Plan’s liabilities, determined using market rates, were
$393,473,367.
Supplemental Information
This is a temporary supplement to your annual funding notice. It is required by the Moving
Ahead for Progress in the 21st Century Act, the Highway and Transportation Funding Act of
2014 and the Bipartisan Budget Act of 2015. These federal laws changed how pension plans
calculate their liabilities. The purpose of this supplement is to show you the effect of these
changes. Prior to 2012, pension plans determined their liabilities using a two-year average of
interest rates. Now pension plans also must take into account a 25-year average of interest
rates. This means that interest rates likely will be higher and plan liabilities lower than they were
under prior law. As a result, your employer may contribute less money to the plan at a time
when market interest rates are at or near historical lows.
The “Information Table” compares the effect of using interest rates based on the 25-year
average (the “adjusted interest rates”) and interest rates based on a two-year average on the
Plan’s: (1) Funding Target Attainment Percentage, (2) Funding Shortfall, and (3) Minimum
Required Contribution. The funding target attainment percentage of a plan is a measure of how
well the plan is funded on a particular date. The funding shortfall is the amount by which
liabilities exceed net plan assets. The minimum required contribution is the amount of money
an employer is required by law to contribute to a plan for a given year. The following table
shows this information determined with and without the adjusted interest rates. The information
is provided for the Plan Year and for each of the two preceding plan years, if applicable.
SUZ-W-20-02
IPUC DR 135 Attachment 3
Page 2 of 6

Page 3 of 6 April 2019
INFORMATION TABLE
2018 2017 2016

Adjusted
Interest
Rates
Adjusted
Interest
Rates
Adjusted
Interest
Rates
Adjusted
Interest
Rates
Adjusted
Interest
Rates
Adjusted
Interest
Rates
Funding
Target
Attainment
Percentage
97.29% 80.00% 98.06% 80.00% 97.60% 80.02%
Funding
Shortfall $8,981,265 $80,901,465 $5,838,355 $73,901,985 $6,831,313 $69,576,061
Minimum
Required
Contribution
$9,205,538 $19,453,801 $8,357,285 $17,906,546 $7,256,357 $16,361,422
Participant Information
The total number of participants and beneficiaries covered by the Plan on the Valuation Date
was 2,229. Of this number, 734 were current employees, 1,169 were retired and receiving
benefits, and 326 were no longer working for the employer and have a right to future benefits.
Funding & Investment Policies
Every pension plan must have a procedure to establish a funding policy for plan objectives. A
funding policy relates to how much money is needed to pay promised benefits. The funding
policy of the Plan is to contribute a tax deductible amount that maintains a level of funding that
is compliant with current pension law.

Pension plans also have investment policies. These generally are written guidelines or general
instructions for making investment management decisions. The investment policy of the Plan is
to secure future benefits for participants while maintaining or improving funded status. The plan
officials have approved the following asset allocation strategy:

Public Equity 35.0%
Diversified Credit 12.5%
Listed Real Estate 12.5%
Private Equity 2.0%
Long Corporate 4.0%
Long Government 33.0%
Cash Account 1.0%

SUZ-W-20-02
IPUC DR 135 Attachment 3
Page 3 of 6

Page 4 of 6 April 2019
Under the investment policy, the Plan’s assets were allocated among the following categories of
investments as of the end of the Plan Year. These allocations are percentages of total assets:
Asset Allocations Percentage
Stocks 30.0%
Investment grade debt instruments 39.0%
High-yield debt instruments 12.5%
Real estate 13.0%
Other 5.5%

For information about the plan’s investment in any of the following types of investments as
described in the chart above – common/collective trusts, pooled separate accounts, master trust
investment accounts, or 103-12 investment entities – contact the SUEZ HR Employee Service
Center by phone at 877-303-3504, by mail at HR Employee Service Center, 461 From Road,
Suite 400, Paramus, NJ 07652, or by e-mail at [e-mail].

Right to Request a Copy of the Annual Report
Pension plans must file annual reports with the US Department of Labor. The report is called
the “Form 5500”. These reports contain financial and other information. You may obtain an
electronic copy of your Plan’s annual report by going to www.efast.dol.gov and using the search
tool. Annual reports also are available from the US Department of Labor, Employee Benefits
Security Administration’s Public Disclosure Room at 200 Constitution Avenue, NW, Room N-
1513, Washington, DC 20210, or by calling 202.693.8673. Or you may obtain a copy of the
Plan’s annual report by making a written request to the plan administrator. Annual reports do not
contain personal information, such as the amount of your accrued benefits. You may contact
your plan administrator if you want information about your accrued benefits. Your plan
administrator is identified below under “Where To Get More Information.”
Summary of Rules Governing Termination of Single-Employer Plans
If a plan terminates, there are specific termination rules that must be followed under federal law.
A summary of these rules follows.
There are two ways an employer can terminate its pension plan. First, the employer can end a
plan in a “standard termination” but only after showing the PBGC that such plan has enough
money to pay all benefits owed to participants. Under a standard termination, a plan must either
purchase an annuity from an insurance company (which will provide you with periodic retirement
benefits, such as monthly for life or, if you elect, for a set period of time when you retire) or, if
the plan allows and you elect, issue one lump-sum payment that covers your entire benefit.
Your plan administrator must give you advance notice that identifies the insurance company (or
companies) selected to provide the annuity. The PBGC’s guarantee ends upon the purchase of
an annuity or payment of the lump-sum. If the plan purchases an annuity for you from an
insurance company and that company becomes unable to pay, the applicable state guaranty
association guarantees the annuity to the extent authorized by that state’s law.
Second, if the plan is not fully-funded, the employer may apply for a distress termination. To do
so, however, the employer must be in financial distress and prove to a bankruptcy court or to
the PBGC that the employer cannot remain in business unless the plan is terminated. If the
SUZ-W-20-02
IPUC DR 135 Attachment 3
Page 4 of 6

Page 5 of 6 April 2019
application is granted, the PBGC will take over the plan as trustee and pay plan benefits, up to
the legal limits, using plan assets and PBGC guarantee funds.
Under certain circumstances, the PBGC may take action on its own to end a pension plan.
Most terminations initiated by the PBGC occur when the PBGC determines that plan termination
is needed to protect the interests of plan participants or of the PBGC insurance program. The
PBGC can do so if, for example, a plan does not have enough money to pay benefits currently
due.
Benefit Payments Guaranteed by the PBGC
When the PBGC takes over a plan, it pays pension benefits through its insurance program.
Only benefits that you have earned a right to receive and that cannot be forfeited (called vested
benefits) are guaranteed. Most participants and beneficiaries receive all of the pension benefits
they would have received under their plan, but some people may lose certain benefits that are
not guaranteed.
The amount of benefits that PBGC guarantees is determined as of the plan termination date.
However, if a plan terminates during a plan sponsor’s bankruptcy, then the amount guaranteed
is determined as of the date the sponsor entered bankruptcy.
The PBGC maximum benefit guarantee is set by law and is updated each calendar year. For a
plan with a termination date or sponsor bankruptcy date, as applicable, in 2019 the maximum
guarantee is $5,607.95 per month, or $67,295.40 per year, for a benefit paid to a 65-year-old
retiree with no survivor benefit. If a plan terminates during a plan sponsor’s bankruptcy, the
maximum guarantee is fixed as of the calendar year in which the sponsor entered bankruptcy.
The maximum guarantee is lower for an individual who begins receiving benefits from PBGC
before age 65 reflecting the fact that younger retirees are expected to receive more monthly
pension checks over their lifetimes. Similarly, the maximum guarantee is higher for an individual
who starts receiving benefits from PBGC after age 65. The maximum guarantee by age can be
found on PBGC’s website, www.pbgc.gov. The guaranteed amount is also reduced if a benefit
will be provided to a survivor of the plan participant.
The PBGC guarantees “basic benefits” earned before a plan is terminated, which include
· pension benefits at normal retirement age;
· most early retirement benefits;
· annuity benefits for survivors of plan participants; and
· disability benefits for a disability that occurred before the date the plan terminated or the date
the sponsor entered bankruptcy, as applicable.
The PBGC does not guarantee certain types of benefits
· The PBGC does not guarantee benefits for which you do not have a vested right, usually
because you have not worked enough years for the company.
· The PBGC does not guarantee benefits for which you have not met all age, service, or other
requirements.
· Benefit increases and new benefits that have been in place for less than one year are not
guaranteed. Those that have been in place for less than five years are only partly
guaranteed.
SUZ-W-20-02
IPUC DR 135 Attachment 3
Page 5 of 6

Page 6 of 6 April 2019
· Early retirement payments that are greater than payments at normal retirement age may not
be guaranteed. For example, a supplemental benefit that stops when you become eligible for
Social Security may not be guaranteed.
· Benefits other than pension benefits, such as health insurance, life insurance, death benefits,
vacation pay, or severance pay, are not guaranteed.
· The PBGC generally does not pay lump sums exceeding $5,000.
In some circumstances, participants and beneficiaries still may receive some benefits that are
not guaranteed. This depends on how much money the terminated plan has and how much the
PBGC recovers from employers for plan underfunding.
For additional general information about the PBGC and the pension insurance program
guarantees, go to the “General FAQs about PBGC” on PBGC’s website at
www.pbgc.gov/generalfaqs. Please contact your employer or plan administrator for specific
information about your pension plan or pension benefit. PBGC does not have that information.
See “Where to Get More Information” below.
Where to Get More Information
For more information about this notice, you may contact the SUEZ HR Employee Service
Center by phone at 877-303-3504, by mail at HR Employee Service Center, 461 From Road,
Suite 400, Paramus, NJ 07652, or by e-mail at [e-mail]. For identification purposes,
the official plan number is 002 and the plan sponsor’s name and employer identification number
or “EIN” are SUEZ Water Resources Inc. and 71-0005226.

If you are an active participant, you have the right to request and obtain an estimate of
your accrued benefit once every 12 months. You can access your current accrued
benefit through the Pension Employee Self-Service site at the following website
www.eepoint.com/suezus or call SUEZ Pension Support Services at [phone], 9 am
to 6 pm ET.
SUZ-W-20-02
IPUC DR 135 Attachment 3
Page 6 of 6

Page 1 of 5 April 2020

ANNUAL FUNDING NOTICE
For
Suez Water Resources Inc Retirement Plan
Introduction
This notice includes important information about the funding status of your single employer pension plan
(“the Plan”). It also includes general information about the benefit payments guaranteed by the Pension
Benefit Guaranty Corporation (“PBGC”), a federal insurance agency. All traditional pension plans (called
“defined benefit pension plans”) must provide this notice every year regardless of their funding status.
This notice does not mean that the Plan is terminating. It is provided for informational purposes and you
are not required to respond in any way. This notice is required by federal law. This notice is for the plan
year beginning January 1, 2019 and ending December 31, 2019 (“Plan Year”).
How Well Funded Is Your Plan
The law requires the administrator of the Plan to tell you how well the Plan is funded, using a measure
called the “funding target attainment percentage”. The Plan divides its Net Plan Assets by Plan Liabilities
to get this percentage. In general, the higher the percentage, the better funded the plan. The Plan’s
Funding Target Attainment Percentage for the Plan Year and each of the two preceding plan years is
shown in the chart below. The chart also shows you how the percentage was calculated.
Funding Target Attainment Percentage
2019 2018 2017

1. Valuation Date

01/01/2019 01/01/2018 01/01/2017
2. Plan Assets
a. Total Plan Assets $336,536,325 $323,627,898 $295,627,207
b. Funding Standard
Carryover Balance
$0 $0 $0
c. Prefunding Balance $0 $0 $0
d. Net Plan Assets
= (a) – (b) – (c)
$336,536,325 $323,627,898 $295,627,207
3. Plan Liabilities

$347,101,751 $332,609,163 $301,465,562
4. Funding Target Attainment
Percentage
= (2d)/(3)
96.95% 97.29% 98.06%
Plan Assets and Credit Balances
The chart above shows certain “credit balances” called the Funding Standard Carryover Balance and
Prefunding Balance. A plan might have a credit balance, for example, if in a prior year an employer
contributed money to the plan above the minimum level required by law. Generally, an employer may
credit the excess money toward the minimum level of contributions required by law that it must make in
future years. Plans must subtract these credit balances from Total Plan Assets to calculate their Funding
Target Attainment Percentage.

SUZ-W-20-02 IPUC DR 135 Attachment 4

Page 2 of 5 April 2020

Plan Liabilities
Plan Liabilities in line 3 of the chart above are estimates of the amount of assets the Plan needs on the
Valuation Date to pay for promised benefits under the plan.
Year-End Assets and Liabilities
The asset values in the chart above are measured as of the first day of the Plan Year. They also are
“actuarial values”. Actuarial values differ from market values in that they do not fluctuate daily based on
changes in the stock or other markets. Actuarial values smooth out those fluctuations and can allow for
more predictable levels of future contributions. Despite the fluctuations, market values tend to show a
clearer picture of a plan’s funded status at a given point in time. As of December 31, 2019, the fair
market value of the Plan’s assets was $384,050,788. On this same date, the Plan’s liabilities, determined
using market rates, were $464,035,947.
Supplemental Information
This is a temporary supplement to your annual funding notice. It is required by the Moving Ahead for
Progress in the 21st Century Act, the Highway and Transportation Funding Act of 2014 and the Bipartisan
Budget Act of 2015. These federal laws changed how pension plans calculate their liabilities. The
purpose of this supplement is to show you the effect of these changes. Prior to 2012, pension plans
determined their liabilities using a two-year average of interest rates. Now pension plans also must take
into account a 25-year average of interest rates. This means that interest rates likely will be higher and
plan liabilities lower than they were under prior law. As a result, your employer may contribute less
money to the plan at a time when market interest rates are at or near historical lows.
The “Information Table” compares the effect of using interest rates based on the 25-year average (the
“adjusted interest rates”) and interest rates based on a two-year average on the Plan’s: (1) Funding
Target Attainment Percentage, (2) Funding Shortfall, and (3) Minimum Required Contribution. The
funding target attainment percentage of a plan is a measure of how well the plan is funded on a particular
date. The funding shortfall is the amount by which liabilities exceed net plan assets. The minimum
required contribution is the amount of money an employer is required by law to contribute to a plan for a
given year. The following table shows this information determined with and without the adjusted interest
rates. The information is provided for the Plan Year and for each of the two preceding plan years, if
applicable.
INFORMATION TABLE
2019 2018 2017
With
Adjusted
Interest
Rates
Without
Adjusted
Interest
Rates
With
Adjusted
Interest
Rates
Without
Adjusted
Interest
Rates
With
Adjusted
Interest
Rates
Without
Adjusted
Interest
Rates
Funding
Target
Attainment
Percentage
96.95% 81.11% 97.29% 80.00% 98.06% 80.00%
Funding
Shortfall $10,565,426 $78,371,301 $8,981,265 $80,901,465 $5,838,355 $73,901,985
Minimum
Required
Contribution
$9,329,035 $21,517,931 $9,205,538 $19,453,801 $8,357,285 $17,906,546
SUZ-W-20-02 IPUC DR 135 Attachment 4

Page 3 of 5 April 2020

Participant Information
The total number of participants and beneficiaries covered by the Plan on the Valuation Date was 2,200.
Of this number, 663 were current employees, 1,215 were retired and receiving benefits, and 322 were no
longer working for the employer and have a right to future benefits.
Funding & Investment Policies
Every pension plan must have a procedure to establish a funding policy for plan objectives. A funding
policy relates to how much money is needed to pay promised benefits. Every pension plan must have a
procedure to establish a funding policy for plan objectives. A funding policy relates to how much money
is needed to pay promised benefits. The funding policy of the Plan is to contribute a tax deductible
amount that maintains a level of funding that is compliant with current pension law.
Pension plans also have investment policies. These generally are written guidelines or general
instructions for making investment management decisions. Pension plans also have investment policies.
These generally are written guidelines or general instructions for making investment management
decisions. The investment policy of the Plan is to secure future benefits for participants while maintaining
or improving funded status. The plan officials have approved the following asset allocation strategy:
Public Equity 35.0%
Diversified Credit 12.5%
Listed Real Estate 12.5%
Private Equity 2.0%
Long Corporate 4.0%
Long Government 33.0%
Cash Account 1.0%

Under the investment policy, the Plan’s assets were allocated among the following categories of
investments as of the end of the Plan Year. These allocations are percentages of total assets:
Asset Allocations Percentage
1. Stocks 31.0%
2. Investment grade debt instruments 43.0%
3. High-yield debt instruments 10.5%
4. Real estate 14.0%
5. Other 1.5%

For information about the plan’s investment in any of the following types of investments as described in
the chart above – common/collective trusts, pooled separate accounts, master trust investment accounts,
or 103-12 investment entities – contact the SUEZ HR Employee Service Center by phone at 877-303-
3504, by mail at HR Employee Service Center, 461 From Road, Suite 400, Paramus, NJ 07652, or by e-
mail at [e-mail].

Right to Request a Copy of the Annual Report
Pension plans must file annual reports with the US Department of Labor. The report is called the “Form
5500”. These reports contain financial and other information. You may obtain an electronic copy of your
Plan’s annual report by going to www.efast.dol.gov and using the search tool. Annual reports also are
available from the US Department of Labor, Employee Benefits Security Administration’s Public
Disclosure Room at 200 Constitution Avenue, NW, Room N-1513, Washington, DC 20210, or by calling
SUZ-W-20-02 IPUC DR 135 Attachment 4

Page 4 of 5 April 2020

202.693.8673. Or you may obtain a copy of the Plan’s annual report by making a written request to the
plan administrator. Annual reports do not contain personal information, such as the amount of your
accrued benefits. You may contact your plan administrator if you want information about your accrued
benefits. Your plan administrator is identified below under “Where To Get More Information.”
Summary of Rules Governing Termination of Single-Employer Plans
If a plan terminates, there are specific termination rules that must be followed under federal law. A
summary of these rules follows.
There are two ways an employer can terminate its pension plan. First, the employer can end a plan in a
“standard termination” but only after showing the PBGC that such plan has enough money to pay all
benefits owed to participants. Under a standard termination, a plan must either purchase an annuity from
an insurance company (which will provide you with periodic retirement benefits, such as monthly for life
or, if you elect, for a set period of time when you retire) or, if the plan allows and you elect, issue one
lump-sum payment that covers your entire benefit. Your plan administrator must give you advance notice
that identifies the insurance company (or companies) selected to provide the annuity. The PBGC’s
guarantee ends upon the purchase of an annuity or payment of the lump-sum. If the plan purchases an
annuity for you from an insurance company and that company becomes unable to pay, the applicable
state guaranty association guarantees the annuity to the extent authorized by that state’s law.
Second, if the plan is not fully-funded, the employer may apply for a distress termination. To do so,
however, the employer must be in financial distress and prove to a bankruptcy court or to the PBGC that
the employer cannot remain in business unless the plan is terminated. If the application is granted, the
PBGC will take over the plan as trustee and pay plan benefits, up to the legal limits, using plan assets
and PBGC guarantee funds.
Under certain circumstances, the PBGC may take action on its own to end a pension plan. Most
terminations initiated by the PBGC occur when the PBGC determines that plan termination is needed to
protect the interests of plan participants or of the PBGC insurance program. The PBGC can do so if, for
example, a plan does not have enough money to pay benefits currently due.
Benefit Payments Guaranteed by the PBGC
When the PBGC takes over a plan, it pays pension benefits through its insurance program. Only benefits
that you have earned a right to receive and that cannot be forfeited (called vested benefits) are
guaranteed. Most participants and beneficiaries receive all of the pension benefits they would have
received under their plan, but some people may lose certain benefits that are not guaranteed.
The amount of benefits that PBGC guarantees is determined as of the plan termination date. However, if
a plan terminates during a plan sponsor’s bankruptcy, then the amount guaranteed is determined as of
the date the sponsor entered bankruptcy.
The PBGC maximum benefit guarantee is set by law and is updated each calendar year. For a plan with
a termination date or sponsor bankruptcy date, as applicable, in 2020 the maximum guarantee is
$5,812.50 per month, or $69,750.00 per year, for a benefit paid to a 65-year-old retiree with no survivor
benefit. If a plan terminates during a plan sponsor’s bankruptcy, the maximum guarantee is fixed as of
the calendar year in which the sponsor entered bankruptcy. The maximum guarantee is lower for an
individual who begins receiving benefits from PBGC before age 65 reflecting the fact that younger retirees
are expected to receive more monthly pension checks over their lifetimes. Similarly, the maximum
guarantee is higher for an individual who starts receiving benefits from PBGC after age 65. The
maximum guarantee by age can be found on PBGC’s website, www.pbgc.gov. The guaranteed amount
is also reduced if a benefit will be provided to a survivor of the plan participant.

SUZ-W-20-02 IPUC DR 135 Attachment 4

Page 5 of 5 April 2020

The PBGC guarantees “basic benefits” earned before a plan is terminated, which include
• pension benefits at normal retirement age;
• most early retirement benefits;
• annuity benefits for survivors of plan participants; and
• disability benefits for a disability that occurred before the date the plan terminated or the date the
sponsor entered bankruptcy, as applicable.
The PBGC does not guarantee certain types of benefits
• The PBGC does not guarantee benefits for which you do not have a vested right, usually because you
have not worked enough years for the company.
• The PBGC does not guarantee benefits for which you have not met all age, service, or other
requirements.
• Benefit increases and new benefits that have been in place for less than one year are not guaranteed.
Those that have been in place for less than five years are only partly guaranteed.
• Early retirement payments that are greater than payments at normal retirement age may not be
guaranteed. For example, a supplemental benefit that stops when you become eligible for Social
Security may not be guaranteed.
• Benefits other than pension benefits, such as health insurance, life insurance, death benefits, vacation
pay, or severance pay, are not guaranteed.
• The PBGC generally does not pay lump sums exceeding $5,000.
In some circumstances, participants and beneficiaries still may receive some benefits that are not
guaranteed. This depends on how much money the terminated plan has and how much the PBGC
recovers from employers for plan underfunding.
For additional general information about the PBGC and the pension insurance program guarantees, go to
the “General FAQs about PBGC” on PBGC’s website at www.pbgc.gov/generalfaqs. Please contact your
employer or plan administrator for specific information about your pension plan or pension benefit. PBGC
does not have that information. See “Where to Get More Information” below.
Where to Get More Information
For more information about this notice, you may contact the SUEZ HR Employee Service Center by
phone at 877-303-3504, by mail at HR Employee Service Center, 461 From Road, Suite 400, Paramus,
NJ 07652, or by e-mail at [e-mail]. For identification purposes, the official plan number is 002
and the plan sponsor’s name and employer identification number or “EIN” are SUEZ Water Resources
Inc. and 71-0005226.

If you are an active participant, you have the right to request and obtain an estimate of your
accrued benefit once every 12 months. You can access your current accrued benefit via the
Pension Self-Service Calculator on the SUEZ HR Employee Service Center website or call SUEZ
Pension Support Services at [phone], 9 am to 6 pm ET.
SUZ-W-20-02 IPUC DR 135 Attachment 4
SUZ-W-20-02 IPUC DR 136 Page 1 of 1
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cary
REQUEST NO. 136:
Please update the June 30, 2020 test year amounts in the workpapers and the
exhibits for the Opex Adjustments Summary Exhibit No. 10 and the Rate Base 2020
Exhibit No. 11 with December 31, 2020 year-end amounts.

RESPONSE NO. 136:
Please see Attachment 1 and 2 to this response with Exhibit No.10 and Exhibit No. 11
updated with December 31, 2020 year-end amounts.

In reviewing the test year figures and updating the June 2020 test year amounts to 2020
year end, errors in the Worker’s compensation and General Insurance adjustments were
discovered for the reserve amounts reflected in adjustment 2 and 20 and as a result the
Fringe benefit transferred to capital. The corrected adjustments are included in
Attachment 1.

Attachment 1 Opex Adjustments updates to December 2020.

Attachment 2 Rate Base updates to December 2020.

CASE NO. SUZ-W-20-02

Response No. 136
Attachment 1

Excel Spreadsheet Provided Separately
in Native Format

CASE NO. SUZ-W-20-02

Response No. 136
Attachment 2

Excel Spreadsheet Provided Separately
in Native Format
SUZ-W-20-02 IPUC DR 139 Page 1 of 2
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cagle
REQUEST NO. 139:
Please provide business case documentation or project selection analysis
documents for all IT projects listed below in M&S Information Technology
depreciation.
a. Ring Central to Paramus-Attachment 1
b. Engineering - Project & Portfolio Financial Management-Attachment 2
c. Data Reservoir-Attachment 3
d. SCADA - Endpoint Security-Attachment 4
e. Stratus Cloud-Attachment 5
f. Mysuezwater.com Customer Payments (WO#:
C18J908_305_001)-Attachment 6
g. Engineering - Project & Portfolio Financial Management-
Attachment 2
h. eBill to Web migration-Attachment 7
i. Headquarters Relocation (WO#: C14K201_305)-Attachment 8
j. IT Storage Refresh (WO#: C18J911_305_001)-Attachment 9
k. IVR Call Center Upgrade (WO#: C18J904_305_001)-Attachment
10
l. PeopleSoft Implementation (WO#: Cl4Jl06_305_001)
m. MySUEZWater (WO#: C15J109_305_001)-Attachment 11
n. mysuezwater.com Phase 2 (WO#: C16J902_305_001)-Attachment
12
o. CCB Phase II (WO#: C15J107_305_001)-Attachment 13
p. Hyperion Implementation (WO#: Cl4Jl 13_305_001)
q. Hyperion Consolidation Reporting (WO#: Cl 71007_305_001)-
Attachment 14
SUZ-W-20-02 IPUC DR 139 Page 2 of 2
r. Power Plan Implementation (WO#: C14J107_305_001)

RESPONSE NO. 139:

Please see the attached documents. The 2014 projects related to
Peoplesoft Implementation, (l), Hyperion Implementation (q) and Power Plan
Implementation have not been located.

Business Case
Telephony Project
(Paramus, Edmonton, Nassau)
Status Information
Document Change Record

Version
Status
Date 11/09/2020
Executive Sponsor Salas, Michael
Business Owner Ham, Ed
Author(s) Dazza, Peter / Foley, Jonnie
Version Date Description
1.0 10/13/2020 Initial Draft
1.1 10/22/2020 Updated narrative to Current State, revised Steer Co
diagram
1.2 11/01/2020 Added narrative, finances, charts, etc.
1.3 11/03/2020 Added project schedule, project team structure etc.
1.4 11/06/20 Revisions per PMO feedback
1.5 11/09/20 Revised financial spreadsheet
1.6 11/12/20 PMO Edits
SUZ-W-20-02 IPUC DR 139 Attachment 1
Page 1 of 16
Business Case
Telephony Project
2 Version 1.6

Contents
1.1 BACKGROUND 3
1.2 OBJECTIVE 3
A. Current State 3
B. Problem Statement 4
2 PROPOSED SOLUTION AND PRICING 4
2.1 SUEZ NORTH AMERICAN BENEFIT IMPACT MATRIX 4
2.2 KEY BENEFITS 4
A. Qualitative 4
B. Quantitative 5
2.3 FUNDING SOURCE 5
3. BUSINESS REQUIREMENTS SUMMARY 5
3.1 IN SCOPE 6
3.2 OUT OF SCOPE 6
4. IMPLEMENTATION APPROACH 6
4.1 GOVERNANCE 6
4.2 KEY ROLES 6
4.3 ORGANIZATION CHART 8
A. Steering Committee 8
B. Project Team Structure 8
C. Project Resource Plan 9
5. SOLUTION SUMMARY 9
5.1 SUEZ GROUP SOLUTION OFFERING EVALUATION 9
5.2 BUSINESS SOLUTION 9
5.3 FUNCTIONAL SOLUTION 9
5.4 TECHNICAL SOLUTION 10
5.5 SERVICE LEVEL AGREEMENT (SLA) 10
5.6 WORK BREAKDOWN STRUCTURE (WBS) 10
6. PROJECT SCHEDULE/MILESTONES/DELIVERABLES 11
7. ASSUMPTIONS 11
8. RISK ASSESSMENT 12
9. DEPENDENCIES 12
10. PROJECT BUDGET 13
11. OTHER CONSIDERATIONS/ALTERNATIVE SOLUTIONS 14
APPENDIX A – REFERENCE MATERIAL 15

SUZ-W-20-02 IPUC DR 139 Attachment 1
Page 2 of 16
Business Case
Telephony Project
3 Version 1.6
1. Executive Summary
1.1. 1.1 Background
In 2015, a mandatory phone system upgrade was completed to the on premise Cisco system
which serviced the corporate office and several of the Utility Division’s locations. Over time,
additional SUEZ sites were migrated to the Cisco phone system totaling 10 locations.
Between 2018 and 2019, SUEZ implemented a cloud based VoIP (Voice over IP) phone
architecture in collaboration with business partner Carousel. The implementation utilized both
RingCentral and InContact technologies. This project allowed for the consolidation of 8 SUEZ Call
Center locations onto one common technology platform and deployed a shared Interactive Voice
Recognition (IVR) system.
In late 2019, additional SUEZ Utility sites were migrated to the RingCentral platform. Today SUEZ
has 26 locations; utilizing the Ring Central phone platform (21 Utility, 3 ES, 1 AS and part of
Paramus NJ).
Currently 5 sites remain on the legacy Cisco phone system:
• Paramus NJ
• Edmonton Canada
• East Rockaway NY
• Glen Cove NY
• Wantagh NY
•
In 2022, the Cisco phone system will be at end of life requiring another upgrade. Initiation of the
implementation would be required no later than Q2 2022 with an implementation cost of $131,000.

1.2 Objective
A. Current State
The Cisco on premise phone system currently supports 4 locations: Paramus NJ, Edmonton
Canada, Wantagh NY and East Rockaway NY. This platform originally deployed in 2015, has
limited functionality and high ongoing costs associated with its maintenance and licensing.
In 2018 and 2019, SUEZ replaced and consolidated 24 Utility locations phone systems onto
a robust, cloud based solution, which includes IVR functionality.
The original rollout and contract included an additional business partner named Carousel
Industries for implementation. Over the two years of the deployment across the Utility Division,
SUEZ personnel have acquired the bulk of the skill set required to deploy the solution working
directly with RingCentral. Carousel has become a ‘middle man’ costing money but not
necessarily delivering benefit.
The intent of this initiative is to sign a contract directly with RingCentral. This new contract will
afford 40% cost savings, while still allowing the flexibility and functionality of a cloud-based
communications system with enterprise-grade voice, fax, text, online meetings, conferencing
and collaboration.
The initial savings will apply to the 5 locations being migrated off of the Cisco phone platform
and will apply to 25 existing SUEZ locations when the contract with Carousel contract expires
in February 2021.
SUZ-W-20-02 IPUC DR 139 Attachment 1
Page 3 of 16
Business Case
Telephony Project
4 Version 1.6
B. Problem Statement
Today 4 sites remain on the Cisco phone platform, Paramus NJ, Edmonton CA and two sites
in Nassau County (East Rockaway and Wantagh). Unfortunately, the Cisco on premise
solution represents high operating costs and limited functionality. A 5th location, in Glen Cove,
NY newly opened in 8/2020 has a legacy PBX phone system that would also benefit from
being migrated to the RingCentral platform.
The Cisco phone system is coming to the end of life in 2022. Upgrading the system represents
a significant implementation cost of $131,000, as well as high operating expenses average
costs of $122,000 annually.
In addition, supporting an on premise phone system requires SUEZ resources to administer
the phones and to support and maintain the servers. By converting these systems to
RingCentral, the BTS support staff can allocate their time to more value add responsibilities.
2. 2 PROPOSED SOLUTION AND PRICING
The proposed solution for deployment is the already established RingCentral VoIP phone
platform.
Signing a direct contract with RingCentral changes the current per line charge from $26.99 per
phone line to $15.99 per phone line. This represents an annual savings in excess of $73,000.

2.1. 2.1 Suez North American Benefit Impact Matrix
LOB At Project Leverageable Comment
Cost reduction at certain locations
Benefit of reduced phone service
costs for ES’s Nassau and Edmonton
AS Yes Yes
costs
M&S Yes No
costs and increased functionality for

2.2. 2.2 Key Benefits
2.2.1. A. Qualitative
• Consolidate remaining Cisco phone sites onto one common platform RingCentral
• Flexibility to quickly deploy new locations with a cloud based solution
• Fixed pricing to more accurately predict OpEX spending for current and future
locations
• Ability to scale up or down quickly
• Free up SUEZ BTS resources from supporting the Cisco phone system
SUZ-W-20-02 IPUC DR 139 Attachment 1
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Business Case
Telephony Project
5 Version 1.6

2.2.2. B. Quantitative
• Net Savings Cisco vs. new Ring Central (5 sites) - $358,869 over 5 years
• Net Savings per contract negotiations - $541,000 savings over 5 years
• CapEx Avoidance - $236,750 savings over 5 years
The Cumulative Return on Investment for this project is 535% over 5 years.

2.3. 2.3 Funding Source
Check all Business
Units that apply Funding Business Unit
Name funding provided)
X Business Technology
Services
$212,359
Utility Operations
Treatment Solutions
Environmental Services
Engineering Technical
Services
Business Development
Legal
Communications
Finance
Human Resources
Environmental Health
Safety
Internal Audit
3. 3. BUSINESS REQUIREMENTS SUMMARY
The key Business requirements are:
• Phase out the Cisco phone system prior to required upgrade in Q2 2022
• Removal of on premise Cisco phone system thus eliminating support requirements,
telco contracts and OpEx overhead
• Geo-redundant cloud based telephony server architecture (active/active)
• 2500 minutes off toll free service per user license per month (pooled)
SUZ-W-20-02 IPUC DR 139 Attachment 1
Page 5 of 16
Business Case
Telephony Project
6 Version 1.6
• Easy scalability for future deployments and site removals
• Support and maintenance, licensing and patches provided by vendor
• Standard support model for all future SUEZ phone system projects

3.1. 3.1 In Scope
A description of processes or items that are included in this project.
People
Business
Processes
Systems

3.2. 3.2 Out of Scope
A description of processes or items that are not included in this project.
People
Business
Processes
Systems
4. 4. IMPLEMENTATION APPROACH
4.1. 4.1 Governance
An effective project governance structure is crucial to a successful project – particularly the
closure of open issues and rapid decision-making. The majority of project related issues and
requests will be handled among the local BTS team, RingCentral and the business team. Only
those critical requests that cannot be resolved at the lower levels will be brought to the Steering
Committee. The business and/or project team member making the request must present all
issues brought to the Steering Committee.

4.2. 4.2 Key Roles
Responsibility
Executive Sponsor
Salas, Michael
•
• Keeps project aligned with organization's strategy and portfolio direction
• Governs project risk
• Member of the steering committee
Business Owner
Ham, Ed
•
• Communicates business issues
• Provides key user resources.
• Member of the steering committee
• Member of the project management committee
Steering Committee • Sets business priorities and approved scope of the project
• Makes decisions on key project issues
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Salas, Michael
Ham, Ed
Jacko, Joe
Foley, Jonnie
• Approved changes to project schedule
• Approves change to project scope and budget
• Project Governance
Project Manager
TBD
•
• Resource Planning
• Developing schedules
• Managing Risks and Issues
• Monitoring and reporting progress
• Directs governance of suppliers
• Breaking down large scale projects into manageable chunks
Business SMEs
Dazza, Peter
• Requirements gathering and analysis
• Identifying the organization’s needs
Change Management
Sullivan, Nancy
•
• Develop and manage Change Management
• Manage and support training schedule outlined
• Operational impact guidance (Help Desk)
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4.3. 4.3 Organization Chart
4.3.1. A. Steering Committee

4.3.2. B. Project Team Structure

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4.3.3. C. Project Resource Plan

5. 5. SOLUTION SUMMARY
Over the past 3 years, SUEZ North America has designed and deployed a cloud based Voice
solution for 25 locations using RingCentral. This strategy has developed the foundation for a
corporate standard voice service cloud based architecture and the foreground for future phone
system conversions and deployments.

5.1. 5.1 SUEZ Group Solution Offering Evaluation
Below is an evaluation of relative SUEZ Group Worldwide product offerings:
Product Division Description Selected Comments

5.2. 5.2 Business Solution
RingCentral Office is a cloud-based business communications system with enterprise-grade
voice, fax, text, online meetings, conferencing, and collaboration. With RingCentral Office, SUEZ
can easily connect office, remote and mobile employees under one phone system, regardless of
their location. Unlike expensive, conventional phone systems, RingCentral Office is purchased,
activated, set up and managed online. This allows SUEZ to easily manage and leverage the
solution.
The cloud solution eliminates the need for complex hardware, lengthy installation, technical
expertise and telco related contracts; SUEZ will get the functionality and flexibility to easily
connect with customers without high costs or hardware hassle. The RingCentral solution comes
with one flat, predictable monthly fee, and zero setup costs.
5.3. 5.3 Functional Solution
The basic process of sending and receiving phone calls will remain the same as the present Cisco
phone system. In addition to the significant cost savings, the RingCentral phone solution provides
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enhanced features and functionalities along with the capability of allowing SUEZ to manage and
administer the cloud-based solution.
5.4. 5.4 Technical Solution
RingCentral's UCaaS solution provides users with software clients for desktop and laptop
computers as well as for mobile smartphones and tablets to work in conjunction with fixed
telephones. Across clients and devices, users enjoy the full suite of enterprise communications
and collaboration features and capabilities. No client lacks any feature or function.
The softphone and mobile clients provide full calling,
faxing, SMS texting, audio conferencing, video
conferencing, web sharing, and team collaboration
functionality. With just the click of a button or a tap on
the screen, users can access these features from within
our intuitive, easy to use, and aesthetically pleasing user
interface. Users can manage their settings (including call
handling rules) directly from the mobile client or from the
softphone (a single click from the softphone takes the
user to the web service portal, where full settings and
logs are available).

5.5. 5.5 Service Level
Agreement (SLA)
RingCentral proactively monitors 13 different SLAs: Continuous monitoring of VoIP QoS Mean
Opinion Score (MOS) of VoIP quality greater than 4 (out of 5) our vendor-agnostic, commodity-
based architecture is fully replaceable and fault-tolerant, providing a second layer of redundancy
5.6. 5.6 Work Breakdown Structure (WBS)
1. Definition
o Business Case
o Determine Project Team
o Project Team Kickoff Meeting
o Develop Timeline
o Develop Project Plan 2. Analysis and Design
o Discovery
o Requirements document
o Architecture Design
o System Configuration
3. Delivery
o Hardware Installation
o Integrations
o Testing 4. Staggered Implementation
o Administrator training
o Office user training
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o Mobile user training 5. Close
o Document Lessons Learned

6. 6. PROJECT
SCHEDULE/MILESTONES/DELIVERABLES

7. 7. ASSUMPTIONS
# Assumption % Confidence
Assumption will
remain valid
1
project.
90%
2
required for the project.
80%
3 Required equipment can be ordered and received within the required
timeframes per location (and not impacted by COVID 19).
80%
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8. 8. RISK ASSESSMENT
Risk Impact %
Likelihood Mitigation
Internal resource availability
could affect project deadlines High 20%
Work closely with the project
other efforts
RingCentral resource availability
within the project timeline High 10%
resources
Network Issues (internal &
external) High 5%
Work with vendor
mitigate potential outages
with backup internet circuits
9. 9. DEPENDENCIES
This project is not dependent upon any other projects.
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10. PROJECT BUDGET
This is the annual operating cost ($44,416) of the new solution but the overall net operating cost is negative compared to current
operating cost
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10. 11. OTHER CONSIDERATIONS/ALTERNATIVE
SOLUTIONS
In 2020, Suez engaged 3rd party business partner Advocate to conduct a Request For Pricing
among five UCaaS vendors; RingCentral, Fuze, Zoom, Logmein and Momentum. Based upon the
pricing, features and existing relationship RingCentral was determined to be the best solution.

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15 Version 1.6
11. APPENDIX A – RFP REFERENCE MATERIAL

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Business Case
Engineering Project Portfolio
Management (PPM)
Status Information
Document Change Record

Version
Status
Date
Executive Sponsor
Business Owner
Author(s)
Version Date Description
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Contents
1. EXECUTIVE SUMMARY 4
1.1 BACKGROUND 5
1.2 OBJECTIVE 5
A. Current State 5
B. Problem Statement 5
2 PROPOSED SOLUTION AND PRICING 6
2.1 KEY BENEFITS 7
A. Qualitative 7
B. Quantitative 8
2.2 FUNDING SOURCE 9
3. BUSINESS REQUIREMENTS SUMMARY 9
3.1 IN SCOPE 10
3.2 OUT OF SCOPE 10
4. IMPLEMENTATION APPROACH 11
4.1 GOVERNANCE 11
4.2 KEY ROLES 11
4.3 ORGANIZATION CHART 12
A. Steering Committee 12
B. Project Team Structure 12
C. Project Resource Plan 12
5. SOLUTION SUMMARY 13
5.1 BUSINESS SOLUTION 14
5.2 FUNCTIONAL SOLUTION 18
5.3 TECHNICAL SOLUTION 20
5.4 SERVICE LEVEL AGREEMENT (SLA) 21
5.5 WORK BREAKDOWN STRUCTURE (WBS) 21
6. PROJECT SCHEDULE/MILESTONES/DELIVERABLES 23
7. ASSUMPTIONS 23
8. RISK ASSESSMENT 23
9. DEPENDENCIES 24
10. PROJECT BUDGET 25
11. OTHER CONSIDERATIONS/ALTERNATIVE SOLUTIONS 26
12. APPENDICES (A – E) 27

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1. 1. EXECUTIVE SUMMARY
This Business Case proposal is for the purchase, build, and implementation of an integrated
Solution to support capital budgeting and project management primarily in the Utility Division but
also in the Management & Services (M&S) and Business Technology Services (BTS) divisions.
The Solution will consist of the following components/functions:
• an add-on module to PeopleSoft to support program/project management
• a cloud-based EPM software tool to support capital planning & forecasting
• integration with PeopleSoft financials
• integration with the existing PowerPlan fixed asset accounting application
The new software tools will standardize and enhance the following processes which are currently
performed in Excel spreadsheets:
Capital Budget Management:
• Budget Controls – validation and approvals
• Budget ‘wish list’ tracking
• Monthly forecast variance reporting
• Financial forecasting (DSIC, AFUDC, depreciation, rate recovery)
Project Management:
• Project execution ‘stage gate’ controls
• Project financials (budgets, forecasts, re-forecasts, commitments and actuals)
• Project types that allow tailoring of delivery
• Project management metrics/reports (Budget at Completion, Estimate at Completion,
Estimate to Completion)
Benefits:
Financial Justification:
(excludes PowerPlan retrofit costs of $500 – $800K) $2.3M *
Annual Capex savings $4.8M
Annual Opex savings $1.7M - $2.1M
Payback Period < 2 yrs.
NPV (5 yrs.) $6.0M
IRR (5 yrs.) 72%
See Appendix A for full Financial Analysis
* Note: A stage gate approach is being employed for the work performed by the system integrator with a
$192K fixed fee for Phase 1 - Analysis and Design. A termination clause will be part of the agreement and
SUEZ will own the design deliverables. The estimated hours for Phase 2 - Build and Phase 3 -
Implementation will be updated at the end of Analysis and Design and the proposal will be brought back to
the PGC for approval.

The key benefits of implementing an enterprise capital budgeting and project management
software tool include:
• Capex efficiency: complete more projects with capex allocation, reduce operational risk,
maximize surcharge projects, accelerate Squad initiatives
• Cost savings from less time spent maintaining, aggregating and reporting data in
spreadsheets
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• Improved accountability and control over project spending
• Improved accuracy and timeliness of information
• Ability for engineering to spend more time analyzing trends and implementing corrective
actions
• Potential ROI improvement by transforming from reactive to proactive rate recovery
planning
• More efficient budgeting, forecasting, and reporting processes
• Greater ability to respond to changing regulatory filing requirements
1.1. Background
SUEZ Utility Holdings Inc. is creating more dynamic capital plans that balance customer demands
and expectations, supply needs, service reliability, cost, and regulatory compliance. Increasing
regulatory compliance, historical deferral of maintenance Capital Expenditures, and
transformative Smart Utility digital programs are driving larger and more diverse capital spending
requirements. The increased Capital spend has magnified the need to improve the accuracy and
efficiency of capital budgeting and forecasting as well as to improve the management and control
of project delivery. Moreover, the recent investment by PGGM into SUEZ Utility Holdings Inc. has
accelerated the need to implement an industrialized capital planning and forecasting application
that will enhance the management of Capital Investments programs across the Utility organization
as documented by Seed proposal. See Appendix E.

1.2. Objective
Design, build and deploy a project management tool to support the capital investment planning
and delivery program primarily for the Utility Division; however, M&S and BTS will also utilize the
tools to support their projects:
A. Current State
Currently each Business Unit’s yearly capital plans and their monthly reforecasts are manually
entered into standardized Microsoft Excel templates, with back-up information (costing, plans,
drawings, studies, etc.) developed and stored in a variety of locations. This leads to lengthy
budget and forecast cycles, limited visibility across stakeholders, additional effort to align with
Corporate strategy, and challenges with financial and regulatory forecasting (DSIC
forecasting, Plant-in-Service, AFUDC, and depreciation). Moreover, tracking of ‘wish list’
projects (i.e. proposals) and saving iterations of the capital planning process are not feasible
via spreadsheet portfolio management.

B. Problem Statement
Currently capital budgeting and project management processes are achieved through
spreadsheet(s) which are:
• Difficult to maintain
• Not easily scalable
• Not consistent across BUs
• Developed in siloes
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• Inefficient for aggregation of data, analysis, and reporting
• Lacking workflow and control features

Given the capital intensive nature of the Utility business, the backlog of maintenance type Capex,
the aging infrastructure investment needs, the increased regulatory compliance requirements,
and the growing demand for “smart utility’ programs, a more robust capital planning and project
management system is needed.
• 2. 2. PROPOSED SOLUTION AND PRICING
The technical solution is to deploy an integrated PPM platform comprised of the PeopleSoft
Program Management module for project management and Oracle ePBCS for Capital Planning.
The 5 year total cost of ownership is shown below:
• Project Costs: $ 2,337K *does not include $500 - $800K of PowerPlan retrofit costs
 Internal - $ 533K
 External - $ 1,804K
• Annual Operating Cost: $ 192K
• Total 5 Year Cost: $ 3,202K
•
What is needed for the Engineering Project Portfolio Management (PPM) platform is an
implementation of a robust software tool(s) to support budgeting and project management for
Capital Projects. This initiative will allow Engineering & Finance to spend less time maintaining
data and more time analyzing trends and implement corrective actions:
• A single project number will be used to track a project for its entire lifecycle.
• A unified PPM platform will align approval pathways and provide greater control and
visibility to project costs and change orders.
• Reporting will be available directly in the unified PPM platform creating consistent views
across the platform.
• Project Manager will have the authority to determine which direct costs are associated
with their projects by applying filters at Launch
• Vendor Costs will be assigned to phases based on Cost Category, internal labor and other
directs costs
SUEZ has selected the following Software Tools and Applications to meet its PPM platform
through business requirements and demands:
 PeopleSoft 9.2 - Project Costing (existing) and Program Management (new)
 Oracle Enterprise Planning & Budgeting Cloud Services (ePBCS) (new)
 PowerPlan for Capital Asset Accounting (existing).

Additionally, a two-staged procurement strategy was put in place through an RFI1 & RFP2 process
to select a System Integrator to design, build and implement the PPM platform. After a careful

1 RFI – Request for Information, May 2019
2 RFP – Request for Proposal, Sep 2019

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bid and vetting process to select a vendor, LTI was selected for the PPM contract. The project
team rated LTI higher than its bidding competitor to meet the business and technical requirements
for the SUEZ PPM platform with pricing also being a significant factor in the decision.

However, additional concerns have surfaced and are being addressed through a continued vetting
process. The concerns are listed below:

• Two (2) out of eight vendors responded to the RFP request
o Non-responding bidders cited lack of PeopleSoft experience, lack of PowerPlan
experience or limited/controlled scope in RFP
• Two responding vendors had significant different approaches on solutions and delivery
o The competing vendor bid was approximately double the price of the selected
vendor (LTI)
• Significant portion of vendor resources will be located offshore
o Efficiency of onsite/offshore model demonstrated during vendor use case demo
• Limited applicable references by the selected vendor (LTI)
o Alliance Data Systems- 9 out of 10 rated for Oracle OCI migration
o DCP Midstream- 9 out of 10 rated for PeopleSoft Project Management
2.1. 2.1 Key Benefits
The key benefits of the Engineering Project Portfolio Management (PPM) project are as follows:
• A central source of truth for project information
• Improved accuracy in capturing and managing project costs throughout the lifecycle
• Streamlined approvals and consolidation into one tool
• Cost/schedule performance metrics at the operational level
• Improved transparency and visibility for teams/squads working across BUs /
Portfolios (Single Pane of Glass) as well as Management
• Standardized and automated business processes (Budget/Portfolio and Project
Management)
• Improved end user adoption of budgeting and project management tools
• Improved integration among IT tools related to capital budgeting and project
management
2.2. A. Qualitative
• Time Savings
o Reduced time to track plan changes through iterations of budgeting process
o Efficiency in prioritizing and maintaining ‘wish list’ projects outside of approved
capital plans
o Eliminate manual effort to re-enter justification information (budget à asset
accounting)
o Eliminate manual effort to upload annual budgets
o Eliminate manual effort to export and populate project actuals in forecast files
o Eliminate manual effort to ‘re-spread’ variances against prior forecasts
o Reduced manual effort to report financial results to the parent company and other
external/internal entities
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o Reduced manual effort to forecast financial metrics, including AFUDC,
depreciation, Capital Additions, and DSIC
o Streamlining and reduced time/effort to prepare investment plans required in
various regulatory filings: DSIC foundation, NY state rate plans, PA Long Term
Infrastructure Investment Plan.
• Financial Data Accuracy
o Improved accuracy in forecasting by automatically pulling in actuals, re-spreading
of variances, and tracking of remaining PO commitments
o Standardized accrual processes across regions results in more consistent
accounting practices and more meaningful data
o Provides greater visibility into project spend and traceability between vendor,
budget, and project
o Better knowledge and control of the costs hitting the projects
• Improved Controls
o Unified approval process will provide appropriate controls while enabling faster
project execution and less administrative overhead
o A unified project closure process will ensure accuracy across systems, reducing
late charge entry against completed projects and providing greater visibility into
project status
o Enables the adjustment of project scope/design earlier in the design process,
allowing for greater control and visibility into project cost
o Reduces the workload of payment requests approval

2.3. B. Quantitative
• Potential Direct Cost Reduction for manual spreadsheet-based Budgeting, Forecasting
and Reporting processes
• Potential ROI improvement by transforming from reactive to proactive rate recovery
planning
• Estimated 2.0% capex efficiency for Engineering projects ($24M savings over 5 yrs.)
resulting from greater accountability and control over project spend
• Estimated $0.3M annual ($1.6M over 5 years) avoided cost for same scope resulting from
avoided financing costs, or additional projects executed to avoid breaks & NRW, and
additional DSIC-eligible projects & associated revenue.
• Estimate 0.25% avoided revenue reduction ($9M over 5 years) due to capex delivery risk
or imputed adjustments by financial regulator
• Financing cost avoidance to complete same capex scope
•
•
• Note - See Appendix E for full Quantitative financial analysis
•
•
•
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2.4. 2.2 Funding Source
Check all Business Units that
apply Funding Business Unit Name Indicate funding amount (if partial
funding provided)
Business Technology Services
X Utility Operations 100%
Treatment Solutions
Environmental Services
Engineering Technical Services
Business Development
Legal
Communications
Finance
Human Resources
Environmental Health Safety
Internal Audit

3. 3. BUSINESS REQUIREMENTS SUMMARY
The Engineering PPM project addresses business requirements across two major functions as
summarized below:
A. Budget Management:
• Portfolio Management
• Budgeting
• Reporting
• Data Management B. Project Management
• Project management
• Project reporting
• Documentation
• Workflow management
• Cost allocation
• Accruing and forecasting
• Asset tracking
• Tasks and Notifications

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Note: - A full listing of all Business & Technical Requirement’s for the PPM platform have been assessed
in the areas Budget and Project Management and are detailed in Appendix B & C of this document.
•
3.1. 3.1 In Scope
A description of processes or items that are included in this project.
People

Business
Processes
Utility Capital Management (Budgeting & Forecasting), Utility
Engineering, Utility Fixed Asset Accounting, Utility Procurement

Systems

3.2. 3.2 Out of Scope
A description of processes or items that are not included in this project.
People
Business
Processes
Systems
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4. 4. IMPLEMENTATION APPROACH
4.1. 4.1 Governance
An effective project governance structure is crucial to a successful project – particularly the closure of open issues and rapid decision making. The majority of project related issues and
requests will be handled among the local project, BTS, and vendor teams. Only those critical requests that cannot be resolved at the lower levels should be brought to the Steering Committee. An executive from the system integration vendor will have a seat on the Steering Committee and will be responsible for resolution of vendor related issues. All issues brought to the Steering Committee must be presented by the business and/or project team member making the request. The following structure outlines the key roles and functions within the project governance structure that will be adopted for this implementation.
4.2. 4.2 Key Roles

Role – indicate
name of resource Responsibility
Executive Sponsor
Stanton, David
• Ultimately responsible for the success of the project and its alignment
with the organization’s strategy and portfolio direction
Business Owner
Nekus, James
•
maximize the overall value of the deliverable results
Project Manager
Holewinski, Rob
•
produces and manages the schedule, keeps project within time, cost,
Business Analyst
Brown, Allen
•
System Architect
Triquenaux, Ollivier
•
Engineering Lead
Pandza, Dejan
• Responsible for analysis and design of Engineering enhancement
and operational integrities
Application
Manager
Brockway, Brian
•
including user/data interfaces as well as ongoing application support
and enhancements
Procurement Lead
Litwa, Robert
• Responsible for negotiating terms and agreements with the project
vendors and ensuring the vendors’ deliverables meet the terms of
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4.3. 4.3 Organization Chart
4.4. A. Steering Committee
Steering Committee
David Stanton James Nekus Michael Salas Joseph Jacko
Brian Brockway Dejan Pandza Vendor Exec Mohammed (Rally)
Zerhouni
Rob Holewinski

4.5. B. Project Team Structure

4.6.
4.7. C. Project Resource Plan

Note – A Phased Resource Plan is provided and listed to Appendix E

4.8. C. Project Resource Plan

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5. 5. SOLUTION SUMMARY
At a high level, the Solution Summary for the PPM Platform is to identify, execute, and report the
common framework and attributes for the main steps of a Capital Project:
 Qualify – Gather project Details and Estimate project Costs and timeline
 Plan – Assign Project Manager to schedule project design and execution
 Design and Prepare – Bid and award design contract, construction, inspections, and parts &
materials
 Execute – Produce daily and weekly reports, manage construction costs and change orders
 Close – update As-built and close-out projects in all systems
Each macro process step corresponds to a project status; sub-statuses below this level provide
additional detail and visibility

5.1. Each “Milestone” needs to be marked Complete or “N/A”
to move to the next phase.

Key Solution Metrics:
• Support approximately 75 PPM Platform Users
• Support approximately 46 Business/Operating Units
• Support 5 Regions for Management, Consolidation, and Reporting
• Support 1000+ Funding Projects (FP)
• Support 5000+ Work Orders (WO)
• Support 4 Type of Asset Responsibilities - Plant, Network, Blankets, & Roll-ups
• 126 Business Requirements are listed (See Appendix B)
• 113 Technical Requirements are listed (See Appendix C)
•
5.2. 5.1 Business Solution
At a high level, the Business Solution will be to gather and incorporate multiple data sources and
supply data to the PPM Platform to gain greater visibility for project attributes and costs:
The common organizational guidelines will be to incorporate best practices alignments and
processes across Business Units:
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•
• A single project number will be use to track a project for its entire lifecycle
•
•
• A unified PPM platform will align approval pathways and provides greater control and visibility
to project costs and change orders:
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•
• The application/data stack will consist of interfaces from PeopleSoft (ERP), Kronos (Time &
Entry), and Concur (Expense Management) to PowerPlan to track project costs
5.3.
Note – * Kronos is a future state prospect.

• For Utility Rate Recovery data, Capital additions by project, plant account and anticipated In-
Service month will need to be captured:
* Kronos
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• The PPM platform will be governed on an Annual & Quarterly Budgetary process. Projects
are scoped and delivered at the Business Unit (BU) and Utility level; the BU General Manager
is ultimately accountable to deliver the total capital plan

5.4. 5.2 Functional Solution
• At a high level for the Functional Solution, the PPM platform will gather and feed required data
to PowerPlan to lessen the burden of Accounting interaction by the Project Manager:
•
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• • The Project manager will have the authority to determine which direct costs are associated
with their project by applying filters at launch
• Reporting will be available directly in the unified PPM platform creating consistent views
across all Business Unit’s thus removing the burden created by using Excel (.xls)
spreadsheets:

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• •
• Metrics and KPIs will exist at multiple levels to allow multiple views depending on the user:

5.5. 5.3 Technical Solution
At a high level for the Technical Solution, will be to implement and deploy a hybrid model for the
PPM platform:
o On Premises (Infrastructure onsite) -
 Hyperion application used for Profit & Loss (P&L) and Cash Flow planning
(Existing Suez NA model)
 Contain PowerPlan for Capital Asset Accounting (Existing Suez NA Model).
 Oracle PeopleSoft 9.2
• Program Management & Project Costing modules
• Move project master from PowerPlan to Project Costing
•
o Software as a Service (SAAS) –
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 Oracle Enterprise Planning & Budgeting Cloud Services (ePBCS)
•
• The Current “As Is” ecosystem is predominantly configured for Accounting Management
forcing Project Engineering to adapt their practices to a Financial model rather than an
Operational one:
As Is
•
• The future “To be” ecosystem will be to reposition Project Engineering to focus on core
Operations while Accounting Management will be altered to better support the Engineering
and Operations Function:

To Be:
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Note – Kronos (HCM) is a future state prospect
5.6.

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21 [Title]
5.7. 5.4 Service Level Agreement (SLA)
The SLAs below apply to the recommended Oracle Cloud ePBCS solution:

A. Hours of Operation
The Cloud Services are designed to be available 24 hours a day, 7 days a week, 365 days a year,
except during maintenance periods, technology upgrades and as otherwise set forth in the
agreement, the ordering document and the Oracle Cloud Service Level Objective Policy.
B. Service Availability
Commencing at Oracle’s activation of SUEZ NA production service, Oracle works to meet the
Target Service Availability Level, or Target Uptime, of 99.5% in accordance with the terms set
forth in the Cloud Service Pillar documentation for the applicable Cloud Service (or such other
Target System Availability Level or Target Uptime specified by Oracle for the Cloud Service in
such documentation).
The foregoing is contingent on SUEZ NA adherence to Oracle's recommended minimum technical
configuration requirements for accessing and using the Services from SUEZ NA network
infrastructure and SUEZ NA user work stations as set forth in the Cloud Services Program
Documentation.
C. Measurement of Availability
Following the end of each calendar month of the Services Period, Oracle measures the System
Availability Level or System Uptime over the immediately preceding month by dividing the
difference between the total number of minutes in the monthly measurement period and any
Unplanned Downtime by the total number of minutes in the measurement period, and multiplying
the result by 100 to reach a percent figure.
D. Reporting of Availability
Oracle will provide SUEZ NA with access to a Customer notifications portal. This portal will provide
metrics on the System Availability Level for Cloud Services purchased under the ordering
document. For those Cloud Services for which such metrics are not available via the Customer
notifications portal, Oracle will provide metrics on the System Availability Level upon receipt of a
Service Request submitted by SUEZ NA to Oracle requesting the metrics.
E. Definition of Unplanned Downtime
“Unplanned Downtime” means any time during which the Services are not Available, but does not
include any time during which the Services or any Services component are not Available due
generally to factors outside of the control of Oracle. Specific conditions to be spelled out in Oracle
Cloud Service Level Objective Policy.
F. Monitoring
Oracle uses a variety of software tools to monitor the availability and performance of the Oracle
Cloud production service as applicable and the operation of infrastructure and network
components. Oracle does not monitor, or address deviations experienced by any non-Oracle
managed components used by SUEZ NA in the Services, such as non-Oracle applications. G. Monitored Components
Oracle monitors the hardware that supports the Oracle Cloud Services, and currently generates
alerts for monitored network components, such as CPU, memory, storage, database, and other
components. Oracle’s Operations staff monitors alerts associated with deviations to Oracle
defined thresholds, and follows standard operating procedures to investigate and resolve 5.5
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Business Case
Engineering Project Portfolio Management (PPM)
22 [Title]
5.8. 5.5 Work Breakdown Structure (WBS)
[This should include a list of the 6 phases, major sub phases, and major milestones.]
• Ideation
o Project Seed Proposal (Gate 1)
• Definition
o Business Case (Gate 2)
 Determine Project Team
 Determine Steering Committee
 Select 3rd Party System Integrator
 Project Team Kickoff Meeting
 Develop Resource Plan
 Agree High Level Requirements
 Develop Project Plan
• Analysis & Design
o Prepare Requirements Document
o Functional design
o Technical/Architecture Design
o User Design Review and Sign off
• Delivery
o Application Build
o Testing
o Data Conversion
o Data Validation
o Parallel Testing
o Training
o User Acceptance Testing
• Implementation
o Production Migration
o Selected User go-live testing
o Communication
o Go-live
• Close (Gate 3)
o Close Purchase Orders with Vendors
o Document Lessons Learned

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Business Case
Engineering Project Portfolio Management (PPM)
23 [Title]
6. 6. PROJECT
SCHEDULE/MILESTONES/DELIVERABLES

7. 7. ASSUMPTIONS
[List and describe factors that potentially affect all aspects of project planning. Assumptions generally involve a degree
of risk and may have an impact on the project if they are false.]
# Assumption % Confidence
Assumption will
remain valid
1 Internal resources are available for project tasks 50%
2 System Integrator has resources with relevant technical expertise 75%
3 Project Management can be unwound from PowerPlan 50%
4 No major scope changes 50%
5 Business prioritization does not impact project timeline 30%

8. 8. RISK ASSESSMENT
[List any known risks that would impact this project as well as anything that this project is dependent on.]
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Business Case
Engineering Project Portfolio Management (PPM)
24 [Title]
Risk Impact %
Likelihood Mitigation
Future state proposal does not
Requirements
High 30% Stage Gate Approach – Phase 1
resources High 50% Re-
assign new resources
interfaces
Med 20% SI subcontracts work
perform
Data Cleansing effort impacts
schedule High 50% resources
Scope changes during design Med 50%
Categorize any major scope changes
through approval process
Low user adoption High 25% Multiple Mock-
Room Pilots
Utility wins new business
impacting project prioritization High 10% Defer project or
schedule
impacts Rate Case functionality High 20% Test and Create Mock-up during UAT
9.

10. 9. DEPENDENCIES
There are several key activities and systems that are integral to the success and schedule of the
Engineering Project Portfolio Management (PPM) project. Below is a list of the dependencies and their
respective impacts.
Dependency Impact Relationship to PPM
Utility Controller Lucasys Project-
Unwind the Project Management
functionality from PowerPlan.
st
High ster will be moved
and will require modifications to PowerPlan.

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Business Case
Engineering Project Portfolio Management (PPM)
25 [Title]
10. PROJECT BUDGET
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Business Case
Engineering Project Portfolio Management (PPM)

26 [Title]
11. 11. OTHER CONSIDERATIONS/ALTERNATIVE
SOLUTIONS
Other Consideration and Alternative vendor solutions were measured during the RFI stage.
Alterative Vendors included:
• Infor
• Invision
• Oracle
• PowerPlan

A lengthy process was measured for the Strengths & Concerns to rule out other Vendor Solutions.
Please see Appendix D for RFI Vendor Response Compassion’s.

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Business Case
Engineering Project Portfolio Management (PPM)
27 [Title]
12. APPENDIX A:
• PPM Project Financials:
PPM Project Financials .xlsx
13. APPENDIX B:
• Business Requirement Listing (from RFP):
Attachment D - Business Requireme
14. APPENDIX C:
• Technical Requirement Listing (from RFP):
Attachment E - Technical Requireme
15. APPENDIX D:
• Vendor Response Comparisons (from RFI):
Project Bison RFI Vendor Response Co
16. APPENDIX E:
• PPM Seed Proposal
2B.EngineeringProPortfolioMgt(PPM
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Seed Proposal (Project Funding) Request

Page 1 of 9
A new seed (project) proposal request with an estimated total cost equal or greater than $200k (or smaller dollar efforts that may be of high risk or have material project inter-dependencies) has to be submitted to the Portfolio Governance Committee (PGC) for approval and to request seed funding. Seed funding is utilized to conduct the define phase of the Project Life Cycle ending with the production of a detailed Business Case. Please contact the BTS PMO for scheduling a submission to the PGC. Proposed Project Name: Data Reservoir
Proposed Project ID: ePMO00238
Business (Executive) Sponsor: Rodolphe Bouichou (Acting President)
Business (Executive) Sponsor Title: President, Utility Operations
Business (Day to Day) Owner: Marshall Thompson
Business (Day to Day) Owner Title: VP & General Manager, SUEZ Water Idaho
Initiating Business Unit(s): 055 – Utility Westchester / Environmental Services Bayonne / Advanced Solutions
Business Unit(s) Funding Seed Proposal: 055 – Westchester / 305 – BTS
Business Unit(s) Funding Remainder of Project: 305 – BTS
Benefiting Business Unit(s): 055 – Westchester / Environmental Services Bayonne / Advanced Solutions Document Author: Ed Hackney Ollivier Triquenaux

Description of the Proposed Project:
Background:
In recent years, Suez North America has attempted more than 3 times to build a Data Warehouse to increase
the value generated from its data scattered across multiple applications; unfortunately, all failed. The last initiative in this area was conducted in 2017 focusing on the metering domain. However, due to lack of budget and executive commitment to pursue at the time, the initiative was cancelled.
Considering these observations, a new approach, focusing on Business Use Cases, was undertaken to create
the case for change. We partnered with a vendor called Intricity in late 2019 to mobilize the organization at the highest level with a Data Strategy and Roadmap. Following workshops and interviews with the Utility Division
Stakeholders, a comprehensive plan was established prioritizing 4 high-level Business Use Cases:
• Customer
• Water Quality
• E&HS
• Asset Management
Following playback sessions with Utility, Environmental Services, and Advanced Solutions Executive Management, the choice was made to tackle Purchase Water Reduction (analogous to NRW) and Metering anomalies in SUEZ Water Westchester and Suez Environmental Services Bayonne as the first Business Use Case.
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Seed Proposal (Project Funding) Request

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Opportunity:
SUEZ North America is contemplating to implement the previously defined Data Management Strategy and Roadmap starting with the Purchased Water Reduction / NRW / Meter Anomalies Business Use Case in SUEZ Water Westchester and Suez Environmental Services Bayonne. Following a data visualization-driven approach, it is expected to start integrating all the necessary unconnected internal and external data sources into a single unified platform to derive insights and increase value.
The prescribed approach is to model and prototype end-state analytics with Business Stakeholders while coaching the technical team to develop the appropriate skills and behaviours to become self-sufficient towards the 3rd or 4th Business Use Cases implementation.
It is not anticipated that every system contributing to Purchase Water Reduction / NRW / Meter Anomalies will be fully modelled and integrated in the first phase, but all systems will be identified as potential/future contributors to the definition and modelling refinement of NRW/Meter Anomalies. High Priority and High-Value systems that contribute to Purchase Water Reduction / NRW / Meter Anomalies and have direct impact on Purchase Water Reduction / NRW / Meter Anomalies in Westchester and Bayonne will be modelled first and that priority will be established in collaboration with the Business and IT.
During the process of data profiling of the NRW / Meter Anomalies source systems, Data Quality of those systems and their impact on modelling will be assessed. From this, recommendations and rules for how to best correct and prepare those systems for the incorporation into a consolidated Data Warehouse – we shall brand it our Data Reservoir - will be made. Parallel to the effort of Data Profiling and Modelling, Data Definitions and Governance standards will be established for the purpose of creating naming conventions and definition standards the BUs and Corporate can leverage across Utility, ES and AS.
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Seed Proposal (Project Funding) Request

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Business Goals/Objectives
This first Business Use Case’s goal is to ingest, model and visualize all SWWC and Bayonne scattered systems’ data into a central repository to answer the question of “how to optimize/reduce Purchased Water / NRW / Meter Anomalies”.
A logical data model will be completed and start to be physicalized into an Enterprise Data Warehouse (EDW) leveraging modern Cloud technologies. The data model will:

• Be supported and prioritized by the Business
• Have a priority defensible by identified High-Value Business Requirements
• Leverage a standard set of definitions and naming conventions that align with the industry and logically fit the Suez North America use of the Enterprise Data Warehouse.
• Have appealing visuals developed that enable to uncover insights and take actions at first glance independently from the BI platform
• Identify situations where Data Quality conflict exists between systems and contains logic/rules to conform/address these where it makes sense to do so in the EDW Load.
• Create Data Lineage across the Data Pipeline to ensure full end to end traceability enabling factual interpretation of data and insights when concerns arise
• Leverage a security-centric focus based on user roles and permissions built into the logic of the EDW
• Be extensible across all lines of business
This overall effort is intended to demonstrate the path of building the foundations of future healthy Data Management practices in Suez North America. The aim is to ultimately:

• Focus the organization on strategic questions to be answered and ensure successful delivery of responses by following a well-proven and methodological approach driven by prioritized Business Use Case
• Reduce too many ad-hoc requests from corporate and operational colleagues as well as overcome “access to data” frustration by promoting self-service,
• Streamline the technology landscape by implementing a single source of truth for insights through the
Enterprise Data Warehouse/ Data Reservoir instead of the multiple existing databases solving tactical issues,
• Refactor previous legacy developments into the standards practices leveraging the target architecture to achieve cost savings
• Develop clear Data/Insights Operating Model principles between Corporate and the BUs to cross pollinate
good practices across the organization
• Elevate Data Culture and Literacy across the organization by establishing a common Taxonomy/Ontology and Governance empowered by Business Stakeholders communities
• Lay out the baseline to further undertake Lean Business Process Management activities underpinned by the insights and actions undertaken due to analytics
• Develop skills, platforms and practices around data management and analytics that support optimizing
operations in Utility, ES and AS
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Seed Proposal (Project Funding) Request

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Scope:
In
c
l
u
s
i
o
n
:

Pe
o
p
l
e
: • SWNY and SW Westchester Division representatives
• Utility/ES/AS Division representatives (as Sounding Board)
• BTS Architect and Analytics Teams
• BTS Application Owners
Pr
o
c
e
s
s
e
s
:
•
• SWWC Meter Operations
• SWWC T&D Operations
• SWWC Planning, Scheduling and Maintenance
• SWWC Production Operations
• Environmental Services Smart Metering
•
Te
c
h
n
o
l
o
g
y
:
Source Systems:
• SCADA Historian / eOPS
• Sensus AMI Metering
• Aclara AMI Metering (incl. Aclara One)
• Leak Loggers
• Oracle CC&B
• ESRI GIS
• Infor EAM Data Pipelines Systems:
• Fivetran for Ingestion
• Amazon S3 for Storage
• Snowflake for Orchestration and Transformation
• Azure Data Catalog for Data Definition Standardization
•
Ex
c
l
u
s
i
o
n
:

Pe
opl
e
: • Utility Holding representatives outside of those listed above
• Other Advanced Solutions representatives outside of those listed above
• Environmental Services Representatives outside of those listed above
Pr
o
c
e
s
s
e
s
:
All other processes not listed previously
Te
c
h
n
o
l
o
g
y
:
All other technologies not listed previously

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Seed Proposal (Project Funding) Request

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Suez North American Benefit Impact Matrix

LOB At Project Leverageable Comment
Utility Yes Yes Utility will benefit from this project
ES No Yes ES will benefit from this project
AS No Yes AS could benefit from having a data lake (reservoir) available to analyze a select portion of the same kind
available to analyze different sources of data such as

Financials (all costs are initial estimates)
Effective 9/12/2016, it has been determined that all seed proposals should be expensed “OPEX”. Seed Proposals can only be capitalized when an exception is granted per PMO.

Capex Opex
Internal Costs:
FTE ($95/hr Blended):$228,570 $181,070 $47,500
Misc Intercompany:$0 $0 $0
Total Seed Funding Internal Costs:$228,570 $181,070 $47,500
External Costs:
Professional Fees $294,550 $216,600 $77,950
Vendor Costs:$0 $0 $0
Hardware/Equipment/Assets:$0 $0 $0
Software:$45,000 $30,000 $15,000
Travel/T&E:$10,000 $8,000 $2,000
Education/Training:$0 $0 $0
Misc (10% Contingency):$29,455 $21,660 $7,795
Total Seed Funding External Costs:$379,005 $276,260 $102,745
Total Defintion (Seed Funding) Request: $607,575 $457,330 $150,245
INPUTS:
EDIT ONLY BLUE CELLS
Defintion (Seed Funding) Phase:
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IPUC DR 139 Attachment 3
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Seed Proposal (Project Funding) Request

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Funding (for all costs noted above):
Is there funding available from the current year’s budget?
If no, will this project replace a current ongoing project?
Please provide explanation detailing how this project will be funded:
The Utility Division and BTS will be funding this project endeavour.
If none, state the non-financial benefits.
Financial (ROI, IRR, Direct Cost Reduction, etc.):
• Optimization/Reduction in Purchased Water costs
• Increase in work efficiency and reduction in costs per job by appropriately locating and categorizing events
• Improvement in meter readings accuracy by spotting abnormalities to baseline (e.g. Tampering, Thefts, etc.)
• Potential reduction in the amount of data reports by cutting the development costs and resource time for other subsequent engagements (Model once, roll-out many)
Non-Financial:
• Increase reliability and confidence in data by deriving insights from a single source of truth
• Improvement Business Stakeholders satisfaction by higher data accuracy and quality
• Improvement of process efficiency and data lineage by implementing state of the art Data Management practices
• Elimination of ad-hoc data profiling and system massaging by focusing the organization on what matter most
• Increase Data Literacy by defining a standard catalog of Data Definitions and Meaning
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IPUC DR 139 Attachment 3
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Seed Proposal (Project Funding) Request

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TIMELINE

The following schedule will drive the engagement with Intricity to develop the Data Management practices for the first Business Use Case (e.g. Purchase Water Reduction in Westchester):

An agile delivery approach will be followed to ensure rapid appropriation of the results by the organization as well as enable quick pivoting in case of significant hurdles:
Planned Sprint Start Date End Date
Sprint0 2/17/2020 2/24/2020
Sprint1 2/24/2020 3/09/2020
Sprint2 3/09/2020 3/23/2020
Sprint3 3/23/2020 4/06/2020
Sprint4 4/06/2020 4/20/2020
Sprint5 4/20/2020 5/04/2020
Sprint6 5/04/2020 5/15/2020
Sprint7 5/18/2020 5/22/2020
The following deliverables are expected to be produced through the engagement:
• Project Plan: Detailed project plan and schedule of events alongside with both internal and external resources involved.
• Logical Solution Architecture: High-level illustration of the layout of the data flow from the
transaction system to the BI solution via the Enterprise Data Warehouse.
• Logical Data Model: Representation of the tables (facts, dimensions, bridges) and the key relationships between them.
• Dashboards / Business Intelligence Reports: With the Suez NA Analytics team, development of Dashboards, Reports and Visualizations in Power BI uncovering insights related to Purchase Water Reduction in Westchester. Visuals are expected to be pulling data from the Snowflake platform.
• Data Cataloging Infrastructure: Implement Data Catalog infrastructure to capture, manage and
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Seed Proposal (Project Funding) Request

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•of the data definitions and their associated calculations. This is used to populate the Data Catalog.
• Data Quality Recommendations: Documents aligned by source system that outline areas of data inaccuracy and incongruence that would pose risks to the integrity of the future Data Warehouse.
Includes recommendations about how those risks can be mitigated.
• Business Process Optimization: Mind Map that outlines Business Process improvements determined with the business while gathering analytical business requirements. This is aligned

Resources (For Definition Phase/Business Case Development Only)
structured engagement) while on boarding internal resources to transition capabilities in house over time:
Functional Role Named Resource of Time Start Date through
Hours (Capex) Hours (Opex)
Hours (Total / Auto-Calc)
FTE Cost (Capex) FTE Cost (Opex)
Cost * (Total / Auto-
Business Sponsor Thompson, Marshal 14% 80 30 110 $ 7,600 $ 2,850 $10,450
Hernandez, Roberto 21% 128 32 160 $ 12,160 $ 3,040 $15,200
Business SME Cursio, Nick 10% 64 16 80 $ 6,080 $ 1,520 $7,600
Business SME Brenner, Matthew 10% 64 16 80 $ 6,080 $ 1,520 $7,600
Business SME Diangelo, Michael 10% 64 16 80 $ 6,080 $ 1,520 $7,600
Business SME Moolick, John 10% 64 16 80 $ 6,080 $ 1,520 $7,600
Business SME Telesco, John 10% 64 16 80 $ 6,080 $ 1,520 $7,600
Business SME Idoni, Robert 10% 64 16 80 $ 6,080 $ 1,520 $7,600
Business SME Seguinot, Alise 10% 64 16 80 $ 6,080 $ 1,520 $7,600
Business SME Kolkebeck, Keith 10% 64 16 80 $ 6,080 $ 1,520 $7,600
Business SME Graham, George 10% 64 16 80 $ 6,080 $ 1,520 $7,600
Business SME 10% 64 16 80 $ 6,080 $ 1,520 $7,600
Relationship Hackney, Ed 21% 128 32 160 $ 12,160 $ 3,040 $15,200
John, Bhindu (ext) 23% 110 70 180 $ 20,350 $ 12,950 $33,300
Hillam, Mark (ext) 67% 400 120 520 $ 90,000 $ 27,000 $117,000
Architect Triquenaux, Ollivier 46% 300 60 360 $ 28,500 $ 5,700 $34,200
Bhandaru, Rajeshwar 36% 220 60 280 $ 20,900 $ 5,700 $26,600
Hillam, Glenn (ext) 34% 220 40 260 $ 60,500 $ 11,000 $71,500
TBD Intricity (ext) 36% 160 120 280 $ 36,000 $ 27,000 $63,000
Pena, Eduardo 23% 100 80 180 $ 9,500 $ 7,600 $17,100
26% 200 0 200 $ 19,000 $ - $19,000
Scully, Lorna 18% 110 30 140 $ 10,450 $ 2,850 $13,300
Kleyner, Arkady 4% 30 0 30 $ 9,750 $ - $9,750
Security Stravitz, Andrew 1% 0 8 8 $ - $ 760 $760
Procurement Crowley, Jeff 1% 0 8 8 $ - $ 760 $760
Internal Cost 1906 500 2406 $181,070 $47,500 $228,570
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IPUC DR 139 Attachment 3
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Seed Proposal (Project Funding) Request

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ExternalCost 920 350 1270 $216,600 $77,950 $294,550
Contingency (10% of External) $21,660 $7,795 $29,455
RISKS
Risk People, Process, or Impact
Timely and secured extraction of production data from SCADA Historian (fallback on eOPS) Internal-Tech Time, Dollars
Standardization of the Purchased Water / NRW / Meter Anomalies definitions and calculations (approval from Sounding Board)
Internal-Process Scope, Time & Dollars
Timely system access and connections (e.g. Sensus, Aclara, Internal-Tech Scope, Time & Dollars
Spin up of Target Data Management Architecture External-Tech Scope, Time & Dollars
Technology Stack, etc.) External-Process Scope, Time & Dollars
Dependencies (Entire Project Lifecycle)
Dependency Description Internal/External People, Process, or Tech
Date Required of
SPOT 2023: Validated definition of Non-Revenue Water (NRW) and Metering Anomalies External-Process 2/17/2020

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IPUC DR 139 Attachment 3
Page 9 of 9
Requirement Expected Result Comments Weight Criteria to be assessed 
durin  benchmark
Criteria to be assessed 
durin  POV
Criteria for 
benchmark
Criteria for 
POV Comments Weight Criteria for 
benchmark
Criteria for 
POV
Coverage: OS
Windows XPSP2 and later agents support for workstations or Servers 
Available
Supported 4 YES YES 1 0 2 YES
Windows 7 and later agents support for workstations or Servers Available Supported 4 YES YES 1 0 2 YES
Windows 8 & 8,1 and later agents support for workstations or Servers 
Available
Supported 4 YES YES 1 0 2 YES
Windows Server 2003SP2 and later agents support for workstations or 
Servers Available
Supported 4 YES YES 1 0 2 YES
Windows Server 2008SP2 and later agents support for workstations or 
Servers Available
Supported 4 YES YES 1 0 2 YES
Windows Server 2008R2 and later agents support for workstations or Servers 
Available
Supported 4 YES YES 1 0 2 YES
Windows Server 2012SP2 and later agents support for workstations or 
Servers Available
Supported 4 YES YES 1 0 3 YES
Apple OS 10.10‐10.15 Agent Available Supported 2 YES NO 1 0 2 YES
RedHat Linux 6‐7.7 Agent Available Supported 3 YES YES 1 0 3 YES
Ubuntu 16.04 and later support Supported 2 YES NO 1 0 2 YES
Acceptable time frame for supported OSs upon release to the public Up to 2 weeks 3 YES YES 1 0 3 YES
Compliant with software
SCADA /DCS listed below No interaction 4 YES YES 1 0 3 YES
Cohabitation with old existing antivirus No interaction 3 YES YES 1 0 3 YES
Access Management
AD Integration Integrates with Active Directory to ensure compliance 
with company's password policy requirements 4 YES YES
1 0
3 YES
2FA 2FA is enforced to access the application 3 YES YES 1 0 3 YES
SSO SSO support to allow seamless enterprise access 3 YES NO 1 0 3 YES
Granular role‐based access Multiple roles exist that restrict permissions based on 
pre‐defined roles 4 YES YES 1 0 3 YES
Multi‐Tenancy support Login and full Multi‐Tenancy platform operations 
support (RBAC)3 YES YES 1 0 3 YES
Full RestFull API support Supported 3 YES YES 1 0 2 YES
Deployment, Maintainance and host Requirement  
Pushed to endpoints via automated tools Endpoints can be deployed through SCCM, JAMF, and 
Satellite.3 YES YES 1 0 3 YES
Seamless host installation No reboot is needed 4 YES YES 1 0 2 YES
Seamless host upgrade push Ability to update the host with no user interference or 
downdown via console manager 4 YES YES 1 0 3 YES
RAM utilization under 200MB RAM utilization is under 120MB 4 YES YES 1 0 2 YES
CPU utilization under 1% CPU utilization is under 1%.4 YES YES 1 0 2 YES
Anti tampering protection Advanced service and driver hardening 4 YES YES 1 0 3 YES
Update weight Don't have daily updates of several Mo 4 YES YES 1 0 2 YES
Update manually Update Agent manually using USB key 4 YES YES 1 0 2 YES
Daily data exchanged between sensor and console Between 5 and 10 Mo 4 YES YES 1 0 3 YES
Size of data stored on the system Under < 1 Go 4 YES YES 0 0 1
Peer‐to‐peer update distribution The host can distribute updates to other hosts on LAN, 
saving bandwidth 4 YES YES 1 0 2 YES
On premise management console Host communicate with local management console 4 YES YES 1 0 3 YES
Hybrid Deployment SaaS Management Console and On premise virtual 
appliance to forward data from endpoints to Cloud 
appliance
4 YES YES
1 0
3 YES
Detection 
Off‐network detection Detect potentially malicious activity when not 
connected to the corporate network, in particular 
regarding recent & known malwares
4 YES YES
1 1
4 YES YES
Processes Detect running processes, process starts, process stops, 
and cross process interaction.4 YES YES 1 0 3 YES
Command line Provides command line visibility.  4 YES YES 1 0 3 YES
Registry settings Detects malcious registry changes.4 YES YES 1 0 3 YES
DNS Requests Detect DNS requests sent from host.4 YES YES 1 0 2 YES
Network Connections Detect network connections from host.4 YES YES 1 0 2 YES
DLLs Detect suspicious activity associated with DLLs.4 YES YES 1 0 3 YES
Suspicious user and workstation behavior Identifies suspicious user and workstation behavior.4 YES YES 1 0 2 YES
Incorporates threat intelligence into detection scheme Provides contextual threat intelligence into detection 
scheme.4 YES YES 1 0 2 YES
Incorporates MITRE ATT&CK into detection scheme Provides MITRE ATT&CK technique scheme into 
detection scheme.4 YES YES 1 0 2 YES
SUZ-W-20-02 IPUC DR 139 Attachment 4
Page 1 of 4
Requirement Expected Result Comments Weight Criteria to be assessed 
durin  benchmark
Criteria to be assessed 
durin  POV
Criteria for 
benchmark
Criteria for 
POV Comments Weight Criteria for 
benchmark
Criteria for 
POV
Indicator of compromise Ability to upload IOCs (i.e. IP, domain, file name, file 
hash, etc.) for bulk search.4 YES YES 1 1 4 YES YES
Known malicious activity Supported 4 YES YES 1 1 4 YES YES
Daily updates of intelligence Daily updates intelligence feeds and/or detection 
schema.4 YES YES 1 0 3 YES
Advanced Threat Protection Detect potentially malicious activity when not 
connected to the corporate network, in particular 
regarding recent & known malwares
4 YES YES
1 1
4 YES YES
Prevention
Malicious file Prevent execution of malicious files, DLLs, or 
applications utilinzing both ML and signiture base 
detection 
4 YES YES
1 1
4 YES YES
Integrate with sandbox Integrate and prevent execution via any sandbox 
integration.3 YES YES 1 0 3 YES
Virtual patching Provides the same functionality as software patches 
without the software patches themselves 4 YES YES 1 0 3 YES
Defusion (post‐infection)
Allow to defuse malicious network activity Prevent internal or external malicious connection 
establishment 
Prevent Lateral movement
4 YES YES
1 0
3 YES
Allow to defuse malicious file actiivty Prevent malicious file tampering  (create, delete or 
modify) 4 YES YES 1 0 3 YES
Whitelist/Blacklist Capability
Hash Ability to whitelist/blacklist based on MD5, SHA1, and 
SHA256 hash files.4 YES YES 1 0 3 YES
File Name Ability to whitelist/blacklist based on file name.4 YES YES 1 0 2 YES
File Path Ability to whitelist/blacklist based on file path.4 YES YES 1 0 2 YES
Certificate Ability to whitelist executables based on certificate 4 YES YES 1 0 3 YES
Application Ability to whitelist/blacklist based on application name, 
version and vendor.4 YES YES 1 1 4 YES YES
False Positive
Manual False Positives reclassification Ability to flag activity as false positives and prevent 
similar detections from occurring.4 YES YES 1 1 4 YES YES
Automated False Positive reclassification Ability to automatically recalssify activity as false 
positives and prevent similar detections from occurring. 4 YES YES
1 1
4 YES YES
Investigations
Near real‐time search of information Ability to obtain instant search results for files, 
computers, IPs, etc. in 5 minutes or less.3 YES YES 1 0 3 YES
 Historical data Data is available for endpoints for a minimum of 6 
months 3 YES YES 1 0 3 YES
Host‐based metadata Host‐based metadata is available for hunting.3 YES YES 1 0 2 YES
Syslog Syslog available for SIEM integration (Splunk or others).4 YES YES 1 1 4 YES YES
Memory retrieval Ability to obtain memory snapshot or memory dump 
which points to the smoking gun forensics 3 YES YES 1 0 3 YES
API/Ticket Tracking API available to allow for tracking of detection 
investigations with pertinent information regarding the 
detection (i.e. IP address, host name, user, date/time 
occurred, suspicious activity, etc.) to allow for ticket 
creation.
4 YES YES
1 0
3 YES
Remote‐shell Open a remote‐shell on the host from the management 
console 3 YES YES 1 0 2 YES
Incident Response
Remediation ‐ Stop process Ability to kill process based on predefined activity 
classification.4 YES YES 1 0 3 YES
Remediation ‐ Remove file Ability to remove file based on predefined activity 
classification.4 YES YES 1 0 3 YES
Remediation ‐ Clean persistencies Ability to restore base base configuration based on 
predefined activity classification.4 YES YES 1 0 3 YES
Host Isolation Ability to isolate infected hosts from the network.4 YES YES 1 1 4 YES YES
Unmanaged devices (IOT and rogue) device isolation Ability to isolate or roam non‐compliant unmanaged 
hosts from the network (via NAC)4 YES YES 1 0 3 YES
Restrict device access Ability to restrict device accessibilty based on 
predefined activity classification.4 YES YES 1 0 3 YES
Restrict device operations Ability to restrict activities based on predefined activity 
classification.4 YES YES 1 0 3 YES
3rd party integration support Ability to block IPs that were flagged as part of an attack 
OOTB via enterprise firewalls, SWG, etc.3 YES YES 1 0 2 YES
SUZ-W-20-02 IPUC DR 139 Attachment 4
Page 2 of 4
Requirement Expected Result Comments Weight Criteria to be assessed 
durin  benchmark
Criteria to be assessed 
durin  POV
Criteria for 
benchmark
Criteria for 
POV Comments Weight Criteria for 
benchmark
Criteria for 
POV
Automated precanned IR recipes support Ability to apply contextual precanned IR recipes based 
on attack subject and threat classification.3 YES YES 1 0 2 YES
Software distribution Ability to distribute and install software to the host 3 YES YES 1 0 3 YES
 Attack Surface Discovery
Discover applications Ability to discover communicating applications.4 YES YES 1 0 3 YES
Discover IOT devices Ability to discover and classify IOT devices.4 YES YES 1 0 This should be 3 YES
Discover OT devices Ability to discover and classify other OT devices 4 YES YES 1 0 Security Fabri 3 YES
Discover rogue devices Ability to discover and rogue (no agent) devices.4 YES YES 1 0 Security Fabri 3 YES
 Vulnerabiliy Assessment and Patching YES
Discover vulnerable applications Ability to discover vulnerable communicating 
applications.3 YES YES 1 0 3 YES
Allow patching/virtual patching upon a vulnerability detection Ability to patch or virtual patch (communication access) 
vulnerable communicating applications.3 YES YES 1 0 Leads to auto 3 YES
Attack Scenarios
Privilege Escalation YES YES 0 0
Sticky key backdoor exploit
copy c:\windows\system32\sethc.exe
copy cmd.exe into sethc.exe's place
c:\windows\system32\cmd.exe
Reboot, hit Shift 5 times
Activity is detected within execution.
Ability to provide instantaneous prevention.
4 YES YES
1 0
3 YES
Run net localgroup administrators <user ID> from command prompt Activity is detected within execution.
Ability to provide instantaneous prevention.4 YES YES 1 0 2 YES
Known Malware YES YES 1 1 4 YES YES
Ransomware ‐ Hueristic detection of ransomware type behavor, described 
here: https://zeltser.com/detect‐impede‐ransomware/
Activity is detected within execution.
Ability to provide instantaneous prevention.4 YES YES 1 0 3 YES
VirusTotal Activity is detected within execution.
Ability to provide instantaneous prevention.4 YES NO 1 0 3 YES
Unknown Malware YES YES 0 0
RAT (Remote Access Trojan) ‐ detected via activity not fingerprint Activity is detected within execution.
Ability to provide instantaneous prevention.4 YES YES 1 0 3 YES
USB Devices YES YES 0 0
Bad USB devices Activity is cotrolled within execution based on USB type 
policy
Ability to provide instantaneous prevention.
4 YES YES
1 0
3 YES
Allowed USB Devices Activity is audited.4 YES YES 1 0 2 YES
Scripts YES YES 0 0
Malicious Powershell Activity is detected and stopped 4 YES YES 1 1 4 YES YES
Malicious Cscript Activity is detected and stopped 4 YES YES 1 1 4 YES YES
Malicious Office macros Activity is detected and stopped 4 YES YES 1 1 4 YES YES
 Compliance Requirements
 Compliant with IEC62443 Comply others? (NIS/LPM/…)3 YES YES
 Compliant with Payment Card Industry Data security standards (PCI DSS) Comply 2 YES NO 1 0 2 YES
 Compliant with HIPAA Comply 2 YES NO 1 0 2 YES
 Compliant with GDPR Comply 3 YES YES 1 0 2 YES
Monitoring & Reporting
Classification of threat severity Threat should be classified by severity 4 YES YES 1 0 3 YES
Create custom dashboards Ability to create dashboards to monitor threats, hosts, 
deployment status, etc…4 YES YES 1 0 3 YES
Send automatic report Ability to send reports periodically 4 YES YES 1 0 3 YES
Troubleshooting
Readable logs to troubleshoot application crashes Ability to debug application that crashes 4 YES YES 1 0 3 YES
Vendor support escalation Ability to submit a ticket to the vendor to help 
troubleshooting 4 YES YES 1 0 3 YES
Change control Ability for administrators OT to unlock EDR agent 4 YES YES 1 0 2 YES
Support 24/7 support 4 YES YES 1 0 3 YES
MSSP
MSSP Ability to handle alerts by the vendor 4 YES YES 1 0 3 YES
Type of SCADA / DCS
Editors Products
Areal Topkapi Weight 1 0 108 102
Siemens PCS7 Weight 2 4 100%94%
Siemens WINCC Weight 3 21
Arc Informatique PCVue Weight 4 78
Schneider Citect
Schneider Remote SCADA Clear Scada
Schneider Foxboro Evo Scada
Schneider Foxboro Evo IAScada
Schneider Pacis
SUZ-W-20-02 IPUC DR 139 Attachment 4
Page 3 of 4
Requirement Expected Result Comments Weight Criteria to be assessed 
durin  benchmark
Criteria to be assessed 
durin  POV
Criteria for 
benchmark
Criteria for 
POV Comments Weight Criteria for 
benchmark
Criteria for 
POV
Schneider Hybrid DCS (PES)
Schneider Monitor Pro
Wonderware Intouch
Rockwell RS‐View 32
Rockwell FactoryTalk View
Rockwell PlantPax
Codra Panorama E2
Ordinal Software Induscreen / COOX
Honeywell Experion
Emerson Ovation
Yokogawa OpreX
Yokogawa Centum VP
Omron  Cx Supervisor
ABB 800xA
GE Cimplicity
GE Proficy Machine Edition
Emerson Delta V
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Page 4 of 4

Business Case
Stratus Cloud- Phase 1 (Finance)
Status Information
Document Change Record

Version
Status
Date
Executive Sponsor
Business Owner Brian Brockway (Financial Applications)
Louis Martin-Culet (Infrastructure)
Brian Brockway
1.0 03/15/2019 Initial Document – Draft
1.1 03/19/2019 PMO – Joseph Jacko Edits
1.2 03/20/2019 PMO – Ed Ham (Updated financials and other minor edits)
1.3 03/21/2019 PMO – Ed Ham (Updated financials)

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Business Case
Stratus Cloud Phase 1 (Finance)
2

Contents
1. EXECUTIVE SUMMARY 3
1.1 BACKGROUND 3
1.2 OBJECTIVE 3
A. Current State 3
A. Problem Statement 4
2 PROPOSED SOLUTION AND PRICING 4
2.1 KEY BENEFITS 4
A. Qualitative 4
B. Quantitative 4
2.2 FUNDING SOURCE 5
3. BUSINESS REQUIREMENTS SUMMARY 6
3.1 IN SCOPE 6
3.2 OUT OF SCOPE 6
4. IMPLEMENTATION APPROACH 6
4.1 GOVERNANCE 6
4.2 KEY ROLES 6
4.3 ORGANIZATION CHART 9
A. Steering Committee 9
B. Project Team Structure 9
C. Project Resource Plan 10
5. SOLUTION SUMMARY 11
5.1 BUSINESS SOLUTION 11
5.2 FUNCTIONAL SOLUTION 11
5.3 TECHNICAL SOLUTION 12
5.4 SERVICE LEVEL AGREEMENT (SLA) 13
5.5 WORK BREAKDOWN STRUCTURE (WBS) 13
6. PROJECT SCHEDULE/MILESTONES/DELIVERABLES 14
7. ASSUMPTIONS 14
8. RISK ASSESSMENT 15
9. DEPENDENCIES 15
10. PROJECT BUDGET 16
11. OTHER CONSIDERATIONS/ALTERNATIVE SOLUTIONS 17

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Business Case
Stratus Cloud Phase 1 (Finance)
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1. 1. EXECUTIVE SUMMARY
1.1. 1.1 Background
The hardware infrastructure that supports PeopleSoft, PowerPlan and Hyperion is physical infrastructure
purchased over five years ago and nearing end of life. Following our “Cloud First” strategy this business
case proposes to “lift and shift” our PowerPlan and PeopleSoft “in house” environments and move them
to Oracle’s Cloud Infrastructure (OCI).
Why Oracle and not Amazon/Microsoft/Google? The reason being, SUEZ NA has a significant Oracle
footprint (PeopleSoft, EBS and CC&B) which will all benefit greatly from a cost and licensing perspective
moving to OCI. This proposal aligns with the SUEZ Group strategy with the recently signed agreement with
Oracle to move Water France CC&B to the same platform.
This project will dramatically change the funding model for this infrastructure. Changing from a five year
upfront capital investment, with five-year growth projections, to a yearly OPEX fee for what is used. This
also means test and development environments not in use can be switched off further reducing costs.
This eliminates the five-year infrastructure upgrade cycles and shifts the future investments from CAPEX
to OPEX for what is used.
The scope of the first phase of our Stratus Cloud program aims to move the majority of our physical
infrastructure to the cloud. We are starting with PeopleSoft, PowerPlan and Hyperion Planning as their
hardware is nearing end of life and their management contracts are up for renewal. The plan is to first
move PeopleSoft, PowerPlan and Hyperion Planning to achieve $375K in savings year 1, a $356K savings
in year 3 and a $687K savings in year 4. Following the deployment of Woodstock, we can move our Oracle
EBS environment to the same platform to achieve greater savings.
In September 2019, BTS will go out to tender for the management contracts for both
PeopleSoft/PowerPlan and EBS to try and drive greater savings. CC&B would be a separate project
scheduled for 2020.
This business case is seeking $1.03M (external costs of $546k) for the transition of our environment to
OCI, which was budgeted in our BTS department plan under Stratus Cloud. This aforementioned savings
noted above will be used to fund the OCI OPEX costs. This results in no new capital required for this
infrastructure in the future as they will be housed in the cloud.
1.2 Objective
A. Current State
In 2013, in preparation for the Upgrade/Reimplementation of PeopleSoft to Version 9.2, 14 production
servers (9 physical, 5 virtual) and 7 test servers were purchased. The test servers are currently located in
the Navisite datacenter in Andover Massachusetts and the production servers are located at our (Equinix)
datacenter in Secaucus, New Jersey. At the time that the new production servers were purchased,
additional hardware to support the production servers (2 chassis, an additional VM host, and some
additional items) were also purchased. In our test environment, additional physical and virtual servers
were procured through Navisite. Navisite serves as the system and database administrator for the
PeopleSoft, PowerPlan and Hyperion Production and Non-Production Environments. From a storage
standpoint, the PeopleSoft and PowerPlan applications use the corporate data storage solution (which
many other applications including CC&B utilize).
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Business Case
Stratus Cloud Phase 1 (Finance)
4
A. Problem Statement
The infrastructure that PeopleSoft, PowerPlan and Hyperion Planning are installed on is nearly six years
old and is end of life. Most servers (like laptops and desktops used daily) last between 3-6 years before
they need to be replaced. However, for applications like PeopleSoft, PowerPlan and CC&B, replacing the
servers also involves a significant investment to reinstall the databases and applications on the hardware,
and a period of regression testing to ensure that everything is working as expected. This is a cycle that
SUEZ has taken part in 3 times over the last 15 years for the PeopleSoft application alone (2003-2006,
2009-2010, 2013-2015). Now as we look to replace the servers used by the Financial Stack: we propose a
different way of procuring and managing our infrastructure.
2. 2 PROPOSED SOLUTION AND PRICING
As Phase I of Project Stratus Cloud, we propose utilizing Oracle Cloud Infrastructure (OCI) as the
Production, Disaster Recovery and Non-Production environment to install and operate our financials
applications.
2.1. 2.1 Key Benefits
2.1.1. A. Qualitative
• More predictable cash flow (monthly Opex cost compared to a five-year purchase cycle)
• Less capital spending for Servers leads to more capital available for utility projects
• More flexibility to scale up or scale down quickly (CPU/Memory/Storage)
• Only pay for what we use (Non-Prods can be shut down when not in use).
2.1.2. B. Quantitative
• Reduction of $850K over 5 years in costs for servers leased from Navisite
• Reduction of $375k in year 1, $356K in year 3 and $687K in year 4 in server refresh, project-
related, network, storage and data center savings
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Business Case
Stratus Cloud Phase 1 (Finance)
5
• Return on Investment (ROI).

2.2. 2.2 Funding Source

Check all Business
Units that apply Funding Business Unit Name Indicate funding amount (if
partial funding provided)
X Business Technology Services
Utility Operations
Treatment Solutions
Environmental Services
Engineering Technical Services
Business Development
Legal
Communications
Finance
Human Resources
Environmental Health Safety
Internal Audit
3.

Item 0 1 2 3 4 5
Project Costs:
Project Related Costs (920,500)
Less: Internal Costs 374,300
Contingency for Ext. Costs @ 20%(109,240)
Contingency for Int. Costs @ 0%-
Net External Project Costs (655,440)
Additive External Operating Costs (Oracle Cloud)(195,000) (195,000) (195,000) (195,000) (195,000)
Cost Savings on Navisite Infrastructure 170,000 170,000 170,000 170,000 170,000
Cost Savings on Internal Infrastructure 0 400,000 381,000 712,000 12,000
Cash Flows (655,440) 375,000 (25,000) 356,000 687,000 (13,000)
Return on Investment (ROI)31%
Payback 2.9 Years
Year
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Business Case
Stratus Cloud Phase 1 (Finance)
6
4. 3. BUSINESS REQUIREMENTS SUMMARY
The key requirements from a business standpoint are as follows:
• (New) Production environment for PeopleSoft, PowerPlan, Hyperion Planning and Perceptive
functions at the same responsiveness or better than the current production environments
• Disaster Recovery is enabled for this solution for PeopleSoft and PowerPlan
• Ability to add resources (CPU, Memory, Storage, or potentially additional servers) quickly when
needed.
4.1. 3.1 In Scope
A description of processes or items that are included in this project.
People BTS Infrastructure and Financial Applications Support. Navisite, Select
Business Users for Testing
Business Processes Procurement, Accounting, Inventory, Accounts Payable, Accounts Receivable
(PS only), Time Entry, Budget and Forecasting
Systems PeopleSoft, PowerPlan, Hyperion Planning, Perceptive (formerly known as
ImageNow)

4.2. 3.2 Out of Scope
A description of processes or items that are not included in this project.
People
Business Processes Business Processes that are run outside of PeopleSoft, PowerPlan and
Hyperion Planning
Systems Any systems other than PeopleSoft, PowerPlan, Hyperion Planning,
Perceptive (formerly known as ImageNow)
5. 4. IMPLEMENTATION APPROACH
5.1. 4.1 Governance
An effective project governance structure is crucial to a successful project particularly the closure of open
issues and rapid decision making.

To achieve these goals, we will use a two-level governance structure comprised of a steering committee
and a project management team. This structure is in alignment with the BTS PMO governance framework.
5.2. 4.2 Key Roles
Responsibility
Sponsor
Michael Salas
•
• Maintains final authority to set priorities, approve scope, and settle issues
• Works with Steering Committee to set future program direction
• Overall SUEZ responsibility for project success
System Owner • Clarifies business priorities and strategy
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Business Case
Stratus Cloud Phase 1 (Finance)
7
Brian Brockway (BTS
Financial
Applications), Louis
Martin-Culet (BTS
Infrastructure)
•
• Provides key user resources.
• Member of the steering committee
• Member of the project management committee
Steering Committee
(See Chart)
•
• Sets business priorities and approves scope for the program
• Resolves escalated program issues to overcome roadblocks
• Monitors the progress and the organizational impacts of the program
• Makes decisions on key project issues
• Provides strategic direction on the program risk mitigation
Project Manager
Ed Ham
•
• Develops overall program plan and resource plan
• Resolves project level issues and escalates as necessary
• Reports to Steering Committee on project status via regular updates
BTS Infrastructure
Team
(See Chart)
•
Infrastructure including integration with existing domain.
• Responsible for provisioning the Oracle Cloud Infrastructure (Containers,
Subnets, Servers, etc.)
• Participate in the Performance Testing of the applications on the new
infrastructure
• Records results from testing
BTS Finance Technical
Team
(See Chart)
•
database setup and application installation of non-
Production).
• Responsible for unit testing and validation of the applications post
installation.
• Participate in the Regression Testing of the applications on the new
infrastructure
• Participate in the Final User Acceptance Testing of the applications on the
new infrastructure
• Participate in the Performance Testing of the applications on the new
infrastructure
• Records results from testing
BTS Finance
Functional Team
(See Chart)
• Responsible for Regression testing of the applications on the new
infrastructure including all integration points between applications.
• Coordinate and participate in the Final User Acceptance Testing of the
applications on the new infrastructure
• Coordinate and participate in the Performance Testing of the applications
on the new infrastructure
• Records results from testing
Test Manager • Coordinates and facilitates overall test plan
• Collects issues from test team and drives issue resolution of same
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Business Case
Stratus Cloud Phase 1 (Finance)
8

(TBD) • Provides status of overall testing as needed
Business Users

• Assist with Final User Acceptance Testing of the applications on the new
infrastructure.
• Assist with Performance Testing of the applications on the new
infrastructure
• Records results from testing
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Business Case
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5.3. 4.3 Organization Chart
5.3.1. A. Steering Committee
Project Sponsor: Michael Salas
Steering Committee
Michael Salas Brian Brockway Louis Martin-Culet Ollivier Triquenaux

5.3.2. B. Project Team Structure

Michael SalasExecutive
Sponsor
Brian BrockwayBusiness Owner Financial Apps
Louis Martin-CuletBusiness SponsorInfrastructure
BTS Finance Functional
Swapnil Dalvi
Ed HamProject Manager
BTS Finance Technical 3rd Party Contractors
Brian Kwon
Antoinette
Senise
Infrastructure Track Lead (TBD)
Architecture Track Lead
Javier Carbonell
Security Track Lead
Brij Reddy
Irma Cooper
NavisiteCustomer Manager
Navisite DBA
Perceptive Manager
Perceptive Analyst
Paul Zhang
Mainak Das
Ollivier TriquenauxAndrew Stravitz
Test Track Lead
TBD
System Integrator Infrastructure
(TBD)

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Business Case
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10
5.3.3. C. Project Resource Plan

Project:Stratus Cloud Phase 1
Project ID:
FTE blended rate per hour $95 Note: External FTES use suggested blended rate of $115 per hour
Functional Role Named Resource Internal / External
Start Date
(same for
all)
End Date
FTE Available
Hours
(Auto-Calc)
Percentage of TimeStart through End Date
Hours
(Auto-
Calculated)
Internal FTE Cost *(Auto-Calculated)
External FTE Cost *(Auto-Calculated)
Total FTE Cost *(Auto-Calculated)
SUEZ NORTH AMERICARESOURCE PLAN *
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6. 5. SOLUTION SUMMARY
6.1. 5.1 Business Solution
In Phase I, the Primary Financial Applications, including PeopleSoft, PowerPlan, Hyperion Planning and
Perceptive (formerly known as ImageNow) will be installed on the Oracle Cloud Infrastructure. The
solution will initially be used to house the SUEZ Non-Production and UAT environments. However, after
performance and UAT Testing, the Production environment will be migrated to Oracle Cloud
Infrastructure as well.
The Solution was validated via a Proof of Concept (POC) that was conducted in Jan-Mar 2019. In this 45-
60 day proof of concept, a team consisting of SUEZ employees, Navisite and Oracle experts installed a
Non-Production version of PeopleSoft, PowerPlan and Hyperion Planning using copies of Production. After
installation and tuning, the SUEZ team validated the environment and compared the performance of the
POC environments against existing Production and Non-Production environments. Our experience was
post-tuning, the SUEZ Non-Prod POC responded similar to our existing Production Environments.

6.2. 5.2 Functional Solution
From a functional standpoint, accessing and utilizing the applications in scope for Phase I would be
accessed exactly the same way they are today and should look approximately the same to users:
PeopleSoft would be accessed via Web Browser (or in the case of the Development team, via Terminal
Server to access Development Tools). PowerPlan would continue to be accessed via Citrix Client. Hyperion
Planning would continue to be accessed via Web Browser and SmartView Excel Add-In. Perceptive would
continue to be accessed via Client application (Purchase Entry users) or Web Browser (Purchase Approval
and other users).

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Business Case
Stratus Cloud Phase 1 (Finance)
12
6.3. 5.3 Technical Solution
As part of the planning for the proof of concept, a proposed “to-be” technical solution for our Financials
Production, Disaster Recovery and Non-Production environments were drafted. Drafts of those solutions
are included below:

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Business Case
Stratus Cloud Phase 1 (Finance)
13
6.4. 5.4 Service Level Agreement (SLA)
Not Applicable
6.5. 5.5 Work Breakdown Structure (WBS)

Phase Sub-Phase Milestones
Ideation Organization of Internal Resources
Finalizing of 3rd Party SOWs
Definition
Analysis & Design

Delivery
-Prod Application Installs

-Prod Applications Installed

Sign-off
-off

ons Installed
Implementation
Close

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Business Case
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14
7. 6. PROJECT
SCHEDULE/MILESTONES/DELIVERABLES

8. 7. ASSUMPTIONS
# Assumption % Confidence
Assumption will
remain valid
1 Navisite Application Management Fees for the Cloud Infrastructure will be
currently pay today
90%
2 Oracle Cloud Infrastructure Costs were fixed for 3 years. Expect appx a 3%
increase per year beginning in year 4
90%
3 Navisite Project Costs are based on a competitive bid that was done before
the POC began. However, based on the time that has passed since the
quotes were obtained in late 2018, the project costs for the PeopleSoft,
PowerPlan and Hyperion application installs may change a small amount
80%
4 Hyland Project Costs for Perceptive Installation are estimated based upon
the current Woodstock project and may change
50%

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Stratus Cloud Phase 1 (Finance)
15

9. 8. RISK ASSESSMENT

Risk Impact %
Likelihood Mitigation
Delays in the Woodstock Project
resource needs
High 75%
As this is an internally managed project
with vendors that we currently utilize for
ongoing operations, we can adjust the
length and timing of the project without
incurring significant additional cost
10. 9. DEPENDENCIES
None identified

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10. PROJECT BUDGET

Totals
Description of Services
Project Costs
Seed Proposal through Business Case Completion
Project Costs
Business Case Costs through Project Completion
Operating Costs
03/31/2019-
12/31/2019(if applicable)
Operating Costs
2020
Operating Costs
2021
Operating Costs
2022
Operating Costs
2023
Operating Costs
1/1/2024-
03/31/2024(if applicable)
Total
Project Team ($95/hour)$0 $470,500 $0 $0 $0 $0 $0 $0 $470,500
Michael Salas (10% Alloc. 4 mo)$6,080 $6,080
Joe Jacko (10% Alloc. 4 Mo)$6,080 $6,080
Edward Ham (50% Alloc. 5 mos) - Ext $50,600 $50,600
Brian Brockway (50% Alloc. 5 mo)$41,800 $41,800
Louis Martin-Culet (20% Alloc. 5 mo)$16,720 $16,720
Test Manager - TBD (75% Alloc. 5 Mo) - Ext $45,600 $45,600
Nancy Sullivan (10% Alloc. 5 Mo)$8,360 $8,360
Rudy Ciprian (5% Alloc. 5 Mo)$4,180 $4,180
Brij Reddy (50% Alloc. 4 mo)$30,400 $30,400
Swapnil Dalvi (30% Alloc. 4 mo)$18,240 $18,240
Irma Cooper (20% Alloc.4 mo)$12,160 $12,160
Brian Kwon (25% Alloc. 4 mo)$15,200 $15,200
Javier Carbonell (25% Alloc.4 mo)$15,200 $15,200
Antoinette Senise (25% Alloc. 4 mo)$15,200 $15,200
Paul Zhang (25% Alloc 4 mo)$15,200 $15,200
Mainak Das (10% Alloc. 4 mo)$6,080 $6,080
Ollivier Triquenaux (10% Alloc. 5 mo)$8,360 $8,360
Andrew Stravitz (5% Alloc. 4 mo)$3,040 $3,040
Business Testing (1600 Hours)$152,000 $152,000Professional Services $0 $450,000 $0 $0 $0 $0 $0 $0 $450,000
System Integrator for Infrastructure - Ext $150,000 $150,000
Naviste - Ext $200,000 $200,000
Hyland - Ext $100,000 $100,000
External Hosting Services $0 $0 $146,435 $195,246 $195,246 $199,640 $205,628 $51,874 $994,069
Oracle Cloud Infrastructure (1-3)$146,435 $195,246 $195,246 $48,812 $585,739
Oracle Cloud Infrastructure (4)$150,828 $50,276 $201,104
Oracle Cloud Infrastructure (5)$155,352 $51,874 $207,226Other #3 $0
Total By Year $0 $920,500 $146,435 $195,246 $195,246 $199,640 $205,628 $51,874
Internal Contingency (1-20%) -->0%$0
External Contingency (1-20%) -->20%$109,240
20% Total Project Contingency $109,240 $109,240
Cumulative Total $1,029,740 $1,176,175 $1,371,421 $1,566,667 $1,766,307 $1,971,935 $2,023,809 $2,023,809
Project Costs Ongoing Costs
(Show 5 Full Years)
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11. 11. OTHER CONSIDERATIONS/ALTERNATIVE
SOLUTIONS
[At a summary level, list considerable alternative solutions that can be justified for this project.]
The following other solutions were considered:
1) Instead of moving the Finance application stack to Oracle Cloud Infrastructure, SUEZ could
purchase new Infrastructure to replace the servers that are coming to the end of their service life.
If we chose this option, we would likely spend 400-500k for new servers. Moreover, we would
need to engage Navisite (or another 3rd party provider) to perform the setup, database
installations and application installations on those servers. The vendor cost to perform these
installations would run between $150k and $200k. If we took this option, we would be covered
for another 4-5 years until the servers once again reached end-of-life. This would require a
significant capital investment now, as well as a project cost very similar to the cost required to
install and validate the applications on the Oracle Cloud Infrastructure. As a result, Oracle Cloud
Infrastructure was deemed to be the better option to minimize cash flow and smooth out the
procurement cycle.
2) Instead of moving the Finance application stack to Oracle Cloud Infrastructure, SUEZ could
consider an Alternate Cloud Infrastructure (such as Microsoft Azure) as the Infrastructure
Platform of choice. We received a quote for Azure Infrastructure that was about 30k more
expensive per year than Oracle Cloud Infrastructure. Additionally, there are certain benefits we
receive by using Oracle Cloud Infrastructure for Oracle Databases and Applications (effectively
reducing the cost of our Oracle Database licenses on a per CPU basis). Finally, SUEZ Group has
signed an agreement with Oracle for a similar project, and is recommending that Oracle Cloud
Infrastructure be used for Oracle Applications. As a result, the Oracle Cloud Infrastructure was
selected over Azure (or other Cloud Infrastructures like Amazon) for the Oracle workloads.

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Business Case

Status Information
Document Change Record

Version
Status
Date
Executive Sponsor
Author(s) Douwe Busschops, Jennifer Cupper, Joseph Gentile, Michele
Sbrocco
0.1 08/17/2018 First Draft
0.2 08/19/2018 Updates of Sections 4.1 - 4.8 (J. Gentile)
0.3 08/20/2018 Updated with draft version of Project Team Schedule (Sec 4.3
B) [J. Gentile]
0.4 08/24/2018 Updated Section 1 with input from Michele Sbrocco [J.Gentile]
0.5 09/5/2018 Updated formatting and sectioning
0.6 09/05/2018 Updated Sections 4.6, 4.7 & all of Sec 5. Deleted Sec 4.71 &
4.72
0.7 09/06/2018 Updates to Sections 3.1, 6, 7, 8, 9, & 10
0.8 09/07/2018 Review and update Michele and Jen
0.9 09/07/2018 Final review and adjustments DBU

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Contents
1. EXECUTIVE SUMMARY 4
2. OBJECTIVES 5
3. BACKGROUND 6
3.1 CURRENT STATE 6
3.2 INDUSTRY TRENDS 6
3.3 CUSTOMER EXPERIENCE 6
3.4 FUTURE STATE 8
4 PROPOSED SOLUTION AND PRICING 8
4.1 SELECTION PROCESS 8
4.2 SELECTED SOLUTION 10
4.3 KEY BENEFITS 13
4.3.1 Qualitative 13
4.3.2 Quantitative 14
4.4 FUNDING SOURCE 14
5. BUSINESS REQUIREMENTS SUMMARY 15
5.1 IN SCOPE 15
5.2 OUT OF SCOPE 16
6. IMPLEMENTATION APPROACH 17
6.1 GOVERNANCE 17
6.2 KEY ROLES 18
6.3 ORGANIZATION CHART 19
A. Steering Committee 19
B. Project Team Structure 19
C. Project Resource Plan 20
6.4 RISK MITIGATION 21
6.4.1 Purpose 21
6.4.2 Risk Mitigation Approach 21
6.4.3 Procedure 21
6.5 ROLL-OUT APPROACH 22
6.6 PROJECT METHODOLOGY 22
6.7 PROJECT ASSURANCE 23
6.8 SUCCESS CRITERIA 24
7. SOLUTION SUMMARY 24
7.1 BUSINESS SOLUTION 24
7.2 TECHNICAL SOLUTION 24
7.3 FUNCTIONAL SOLUTION 24
7.4 KEY FEATURES 25
7.5 WORK BREAKDOWN STRUCTURE (WBS) 25
8. PROJECT SCHEDULE/MILESTONES/DELIVERABLES 26
9. ASSUMPTIONS 26
10. RISK ASSESSMENT 27
11. DEPENDENCIES 27
12. PROJECT BUDGET 28
13. OTHER CONSIDERATIONS/ALTERNATIVE SOLUTIONS 29
APPENDIX A – VENDOR COMPARISON MATRIX 30
APPENDIX B – TRANSACTION COST PROPOSAL COMPARISON 31
APPENDIX C – USER STORIES MYSUEZWATER.COM 32
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1. 1. EXECUTIVE SUMMARY
SUEZ Customer Journey Mapping and CX Strategy work revealed significant Customer dissatisfaction with
the current online payment experience. Adoption of online payment channels has grown over the years,
partly driven by making convenience fees part of the rate base, but many Customers remain dependent
on traditional channels (checks, banks). SUEZ Customer research reveals a significant interest in online
payments, which is also supported by broader market and technology trends.

Our existing partnership with Western Union has been in place for over 15 years. While contracts, costs
and services have been managed and evolved over time, the Customer & Digital team initiated a full
review of the current payment channels, opportunities in the market regarding costs and functionality, as
well as a roadmap for future payment options. The goal of this review was to identify the best payment
partner for SUEZ, based on features, implementation costs, transactional costs as well as the future
roadmap. In addition, the team collaborated with our long-time web partner Melity to define the
requirements for a frictionless SUEZ payment experience on mysuezwater.com.

On an annual basis, the Utility group processes around 5.8 million payments. Almost 1 million of those
payments are in scope for this proposal, since they are being processed by Western Union. In the current
Western Union model, these payments incur a total cost of $1.7 million in transaction fees. The majority
of those costs ($1.1 million) is absorbed by SUEZ through rates. Our Utility Customers pay just over $0.6
million of those costs through convenience fees. Our analysis finds that by renewing the contract, SUEZ
can reduce costs by $0.4 million per year, contingent on VISA approving the application of Utility
transaction rates for Credit Card payments. Convenience fees for Customers are not affected in this new
proposal.
The objective of this project is to develop a best in industry online payment experience, providing our
Customers with the payment options and channels they desire, while significantly reducing transaction
costs and achieving internal operational efficiencies.
After extensive evaluation of 5 major parties in the payment industry, the team recommends extending
the contract for payment services with Western Union, based on their newly proposed transaction fees,
and leveraging the newly developed Next Gen Speedpay Platform, while rebuilding our online experience
on mysuezwater.com for seamless integration with the help of Melity. Western Union came out on top of
our evaluation since they offer the same cost reductions as proposed by alternative vendors, are the only
vendor to offer solutions for all requirements, presented a superior roadmap, and require significantly
less efforts for implementation than any other vendor.
The proposed project is planned to be completed 6 months after start of the project, and the requested
implementation budget is $750k + contingency.
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2. 2. OBJECTIVES
The objective of this project is to create a seamless online payment experience for Utility Customers, while
reducing transaction costs as well as achieving operational efficiencies.
The seamless online payment experience will be achieved by upgrading to the latest version of Western
Union’s payment platform, offering significant improvement for web service based integrations, as well
as offering a range of new payment channels previously unavailable to our Customers. Examples include
recurring card payments, accepting American Express, and offering support for “wallets” like Apple Pay or
Paypal in the near future. In collaboration with our web partner Melity, the team will redesign and rebuild
the payment experience on mysuezwater.com to seamlessly integrate the full transaction in our website,
without the need for our Customers to leave the site.
Based on current payment volume and mix, vendors included in our market scan, including Western Union
indicated SUEZ can reduce absorbed transaction costs by approximately $400k per year based on VISA’s
Utility Rates. VISA requires all payments processed through our platform to be free of convenience fees.
Currently, SUEZ absorbs close to 70% of the fees as part of our rates and after approval of Pennsylvania’s
current rate case, that number will go up to roughly 80%. Based on recent requests, various vendors have
expressed optimism about SUEZ being granted the Utility Rate for payment processing. In case VISA does
not approve this request (processing time for this request can be upwards of 3 months), costs will remain
the same per transaction as they are today. Each vendor included in our market discovery made their bids
dependent on VISA (and other merchants) rates.
In addition to a reduction in transaction costs, the accounting team has identified a reduction of 40 hours
per month. This reduction can be achieved by aligning the batch payment files processed in CC&B with a
new payment reconciliation solution implemented last year, which will eliminate the need for manual
reconciliation of these payments.
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3. 3. BACKGROUND
3.1. 3.1 Current State
• Over the years we have implemented some payment options but no enough to keep up with the current
demand that our customers are accustomed to when paying bills online. Currently, we are using an older
Western Union payment processing system which has been in place for 10 years. Web and IVR customers
are asking for a more seamless way to pay their bill without being redirected to Western Union, a 3rd party
payment vendor, which then asks for their 14 digit account number and zip code. The current payment
options available for our customers are limited to:
• Mail-in checks through the lockbox or at local business units
• Initiate a payment through a Customer bank’s website
• Pay in person through Western Union, at local business unit, local banks or APS (NJ)
• Sign-up for Direct Debit processing through the BNY/Mellon via the local business unit or on
mysuezwater.com
• Make a 1 time ACH payment (Fees) through Western Union on mysuezwater.com, mobile
devices or through the IVR
• Pay by Visa or Mastercard via Western Union, on mysuezwater.com or through the IVR in which
the customer pays fees.
• Pay with an ATM card via Western Union, on mysuezwater.com or through the IVR

With an upgrade to the latest Western Union payment processing system, Suez will benefit with the ability
to offer additional payment options to our customers, as well as new features to our CSR’s.
3.2. 3.2 Industry Trends
The ability to be with consumers wherever and whenever opens the door to create a digital relationship
that goes beyond receiving and paying bills. It's an opportunity to reach a broader segment of customers
and expand an organization's messaging. People are on the go, and their expectation is that their bills can
go with them. Consumers want to pay their bills whenever, however and wherever it's most convenient
for them. The number of options for how people can make payments is expanding as innovation and
consumer adoption accelerate in digital, mobile and social channels. Overhauling existing payments
infrastructures is a must for payments today. Replacing inflexible systems with open and agile frameworks
is key to compete. Utility Customer’s expectations are increasing rapidly, driven by (digital) experiences
in other industries. Our Customers no longer compare us with other utilities or municipal systems. Instead,
they expect service experiences delivered by market leaders such as Amazon, Netflix, Disney, Uber and
Apple.
3.3. 3.3 Customer Experience
JD Power has been conducting and improving its website evaluation surveys for over 15 years. Since 2012,
it has specialized a website evaluation survey for Utilities to measure satisfaction with Utility websites.
The survey is based on JD Power’s extensive experience regarding customer satisfaction. It currently
includes >65 utilities and SUEZ is in the process of finalizing the contract with JD Power to evaluate
mysuezwater.com. Input from the survey will be used to improve our website throughout, as well as after
the project.
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The survey focused on the following pain points for Utility Customers:
1. Set up an online account (if applicable)
2. Account log in
3. View consumption history
4. Review account information
5. Make a payment
6. Research water saving information
7. Update service
8. Report outages (if applicable)
9. View outages (if applicable)
10. Locate contact information
11. Perform account and profile maintenance
The scope of this business case includes functionality to implement or improve 2 of the 11 topics, while 9
others were already implemented satisfactorily during phases 1 & 2. In short, implementing the proposed
scope will bring SUEZ to the top of Utility websites.

In 2016, JD power reviewed the mysuezwater.com site and the following are some of the evaluator complaints regarding the
payment process:
• “Don't charge 1.99 to make an online payment. None of the other utility companies charge me.”
• “Wasn't directed to right page, went to profile. Chronic problem with site always difficult or impossible to
pay online.”
• “I am already logged into the website, why is it asking me for my account number? I do not have that
memorized, this is silly.”
• "It would be easier if a payment could be made with the same login info for my Suez account, not needing to
also enter the entire account number."
• "It's making me login in again and I don't know my account number off hand so I have to go back and get the
info, too difficult and time consuming."

SUEZ Customer Experience Strategy
SUEZ partnered with KPMG to look into the full customer journey to capture the current customer
interactions and design the future customer experience. The following were the findings:
High friction payments, limited options –although many payment options are available, they are not easy to
execute and there are inconsistent fee structures across BUs. Payment methods are not understood by
customers. Modern payment methods (e.g. reoccurring credit card, or payment wallets) are not available.
Feedback received from customers:
• “There is no auto pay with credit card available. It would be great if there can be an auto pay with credit
card.”
• “The only way to easily pay bill is with direct pay from bank account, other options are too convoluted -
that's why we switched it over to my account instead of my husband's.”
• “The company needs to offer more payment options with regards to electronic payment. I should not have
to pay to make an electronic payment. I should be able to select the date for payment. Other major utilities
offer free electronic payment that will not be withdrawn prior to due date. Some also offer the option to
pay whenever I choose.”
• “Making a payment online is not that easy. I liked the way it was set up previously when all a customer
needed to do was hit the" quick payment " tab and it was done.”
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• “The bill payment process seems primitive in relation to other bills I pay online.”

3.4. 3.4 Future State
Through a marketing campaign after the launch of this project, we will drive customers to
mysuezwater.com to pay their bills seamlessly, hassle-free and securely. Once the customer is logged onto
mysuezwater.com they should be able to easily make a payment for single as well as multiple accounts
and update their account profile which includes a new payment wallet. Customers that have a web
account, are more likely to pay early when selecting a reoccurring credit card payment which will increase
our cash flow.
All payment history and any messaging will be in the customer’s messaging center on the website, for
example, informing the customer of expired credit cards prior to bill due date or payments made for
specific accounts and amounts.
New, and highly anticipated payment methods will be made available to Customers. Initially services will
be expanded to include recurring card payments, American Express, improved mobile and IVR payments.
Over time, services like Apple Pay, Google Wallet, Paypal and Amazon Pay will be added as well.

4. 4 PROPOSED SOLUTION AND PRICING
4.1. 4.1 Selection process
The project team explored the market for alternatives to Western Union. During the Seed Proposal phase,
extensive conversations, demos and proposals were received from 5 major payment vendors:
1. Western Union – current provider for online payments, as well as phone/IVR, walk in/cash and
eBilling payments
2. BNY Mellon – current provider for check, home banking, as well as direct debit payments (totaling
roughly 80% of current payment volume)
3. CSG – current provider of bill print and imaging services. Recently developed ability to support
online payments.
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4. FIS Global – one of the world’s largest providers of financial technology solutions
5. Stripe – technology company building payment infrastructures for the internet. Primarily focused
on companies with strong development capability. Clients include Lyft, salesforce, Amazon and
Kickstarter
Each of these companies have been evaluated on the following criteria:
1. Meets Current Functional Requirements
2. Ability to Meet Future Strategic SUEZ Objectives
3. Company Overview/Experience in Marketplace
4. Implementation Cost/Effort
5. Transaction Costs
Based on current services offered to our customers, business requirements expanded beyond online
payment processing, and included eBill payments, IVR/Phone payments, a network of cash locations, CSR
portal, PCI compliance, support for convenience fees, and the ability to manage 23 utility companies with
customized configuration on one integrated platform for example.
After collecting and standardizing all information, all vendors have been ranked on each of the 5 criteria
for an overall comparison.

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4.2. 4.2 Selected solution
The results of the vendor evaluation are summarized in the table below. Overall, Western Union came out
favorably on all criteria and is therefore the preferred solution for achieving our objectives. More details
per criteria are outlined below the table.
Functional requirements
Western Union turned out to be the only company that could meet all current requirements. Even though
most vendors presented what initially seemed to be a full solution, each revealed significant limitations
after more thorough review and exploration. Details are available in Appendix A, but in short, the ley
limitations included:
• BNY/Mellon: would not be able to offer walk in/cash payments, and do not currently support
convenience fees
• CSG: does not offer walk in/cash payments, nor does it offer IVR solutions. Presented payment
solution did not. Unable to answer whether CSR Payment platform is available, or support for
certain CC&B validation files. Payment platform as a whole did not seem very mature.
• FIS Global: does not support walk in/cash payments. Could not confirm support for certain
validation files or return files.
• Stripe: Offers webservices and infrastructure to support payments, but SUEZ will have to build
their own solution for phone/IVR, eBill, WalkIn payments, as well as develop their own CSR
Payment platform.
Regarding future roadmaps and requirements, Western Union again came out on top. Their new Next Gen
Speedpay platform positions them perfectly in line with SUEZ’s vision for seamless convenient payments.
The other providers mostly were not able to present a clear roadmap, or only a very limited one which in
most cases did not include any plans for wallets like Apple Pay or Google Wallet.
Implementation efforts
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Depending on the level of current integrations with our website and billing system, in combination with
the need to search for additional vendors to fill gaps in vendor’s offering, the team ranked the
implementation efforts needed in each of the following areas:
• Website
• Payment solution (including CSR platform)
• IVR/Phone
• eBill integration
• Walk-in / Cash
• CC&B development
• Change Management
• Finance/Accounting impact
• Organizational Impact
The results of this assessment are shown in the table below. Again, indicating Western Union having a
clear preference over the other vendors.
Transaction costs
Appendix B offers a full overview of the proposed transaction costs and how that would affect SUEZ. The
analysis in Appendix B includes a breakdown per Utility CIS division, payment channel, payment amounts
and payment volume, to simulate what the total transaction costs will be under each proposal. In addition,
the costs are shown for both SUEZ (fee absorb model), as well as the Customer (for companies where a
convenience fee still applies). The evaluation does not yet take into account pending decisions to absorb
fees in Pennsylvania and Owego/Nichols, which are still pending business or regulatory approval. Both
BNY/Mellon as well as Stripe were unable to provide a final pricing proposal, based on their inability to
support convenience fees for our Customers.
This leaves the following summary for Western Union, FIS and CSG.
In the current pricing proposal, total transaction costs for SUEZ and our Customers combined are
estimated at $1.685 million. SUEZ absorbs $1.06 million, and our Customers pay $0.625 million in fees.
All three proposals received assume VISA approval for applying the Utility rate, and all three proposals
came to similar total transaction cost levels per year.
• Western Union $1.278 million
• FIS $1.317 million
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• CSG $1.353 million
The distribution between SUEZ and Customers varied between proposals. Since one of the key Customer
complaints about the current payment process is about the convenience fees, the project team decided
to not increase the Customer fee, but instead assume they stay the same. That approach allows to isolate
the full cost savings on SUEZ side, which in all cases are roughly $350k to $400k. Given the relative
proximity of each proposal, and the fact that a best and final offer was not yet negotiated with the
involvement of our procurement team, the cost comparison shows a clear potential for savings, and a
slight advantage for Western Union, but no big differences.
Conclusion
Overall, Western Union came out favorably on all criteria and is therefore unanimously the preferred
solution for achieving our objectives.

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4.3. 4.3 Key Benefits
This projects directly supports the Utility Balanced Scorecard item:
• Increase use of Web Self-Service by 30%

In addition, it is a key Customer Experience project for the Utility group and closely aligns with other
Customer Experience proposals such as the IVR & Call Center upgrade.

The project supports the Corporate and Utility Strategy and goals by achieving the following benefits:
• Customer Satisfaction
• Regulatory Satisfaction and Support
• Drive adoption rates of Self Service
• Reducing DBO and transaction costs

Customer Satisfaction
Our customers have come to expect an easy to use digital channel as part of our basic service model. SUEZ
is no longer competing against other Utilities alone for digital customer satisfaction. Developments over
recent years have exposed customers to a wealth of digital processes and ground breaking technologies
that have increased their awareness level as well as expectations for the SUEZ online presence. In short
customer expectations can be summed up as such: if the pizza place around the corner can tell exactly
when my food will arrive, than why can’t my water company tell me when the service truck will arrive?
Customer Satisfaction is a key benefit of this project. Delivering on these expectations is a key requirement
nowadays, not just for the younger demographic. Our customer satisfaction surveys indicated a strong
need and perceived value for digital services.
4.3.1. 4.3.1 Qualitative
Significant improvement in Customer Satisfaction through:
• Seamless online payment experience on mysuezwater.com
• Addition of high demand new payment options (recurring card payments)
• Profile to view their wallet and add/edit credit cards
• Customer can schedule a future payment online

Significant improvement in CSR Satisfaction through:
• Reducing the number of customer calls regarding questions about making payments.
• CSR can view pending payments to answer customer inquiries.
• Ability to block credit card numbers that are fraudulent—less labor intensive for CSR and less
impact on our cash flow.
4.3.2.

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4.3.3. 4.3.2 Quantitative
• Through resolving a current issue preventing automated reconciliation of Western Union
payments as part of this project, Accounting expects to reduce their reconciliation efforts by 40
hours per month.
• The received proposals indicate a potential cost savings of $400,000 per year in transaction costs
that are absorbed by the Utilities. These savings are contingent on Visa approving SUEZ’s
application for Utility rates.
• The estimated savings above do not yet take into account the current Rate Case proposal in
Pennsylvania, which proposes to absorb convenience fees as well. Between the current
agreement, and the new proposal, SUEZ can save an additional $55,000 per year.

4.4. 4.4 Funding Source

Check all the Business Units that apply
Funding Business Unit Name Internal Cost Amount External Cost Amount 20% Contingency Total
Business Technology Solutions
X Utility Operations
Seed Proposal -
$47,880 $71,000 N/A $118,880
Project - $354,240 Project - $404,475 Project - $151,743 $910,458
Advanced Solutions
Treatment Solutions
Environmental Services
Engineering Technical Services
Business Development
Legal
Communications
Finance
Human Resources
Federal Services
Environmental Health Safety
Internal Audit
TOTALS $402,120 $475,475 $151,743 $1,029,338
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5. 5. BUSINESS REQUIREMENTS SUMMARY
In an effort to streamline the customer experience when making a payment on mysuezwater.com, SUEZ
will be working with multiple vendors to allow customers to make a payment on the website without
being passed to a 3rd party as well include the Suez backend CS reconciliation processes.
5.1. 5.1 In Scope
BTS application teams, Customer & Digital, Architecture team, Web
design and development team, Finance and Accounting teams

Utility Customer Service Payments and Reconciliation processes
mysuezwater.com, CC&B, PeopleSoft, MuleSoft

See Appendix C for a full overview of the mysuezwater.com user stories that will be implemented in this
project.
• Ability to process credit cards from multiple banks
• Ability to process all credit card types (Visa, MasterCard, AmEx, Discover, Apple Pay, Google Pay,
Amazon, and PayPal)
• Ability to add payment options to the existing accepted payments.
• Ability to process ATM, ACH
• Application(s) which support the processing of the following:
o eBill payments
o IVR payments
o Web Payments
o In-person payments at walk in payment locations
• Ability to use tokenized API’s
• Separate application(s) dedicated for CSR's for viewing of transaction information
• Ensure the convenience fees are displayed up front to customers.
• Support for one payment file for multiple batches and types with the ability to support multiple
Business Units
• Support recurring payments
• The ability to Email Suez batch team to process payment file (control report)
• The ability to support a customer file to verify account and balance information.
• The ability to support a stop file to accept cash payments.
• The ability to support an e-returns file for processing returns.
• PCI Compliance Level II
• Customer Wallet Storage
• Western Union Customer Service application to view payments, run reports for reconciliation, etc.
• Provide training materials and training sessions on the upgraded application, Next Gen
• Will fix a current issue that exists with the batch file for reconciliation.

Key deliverables in relation to this functionality:
o UX Design
o Design
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o Site Map & User Flows
o API Architecture Designs
o Content / Copy
o Tagging / Taxonomy
o Development of web functionality
o End-of-sprint functionality demonstrations
o Integration of Oracle APIs
o Integration with SendGrid mail service and SMS delivery service for customer
notifications
o Test Plan & Scripts
o Training
5.2. 5.2 Out of Scope
A description of processes or items that are not included in this project.
People
Business
Processes
Systems
Kiosks

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6. 6. IMPLEMENTATION APPROACH
6.1. 6.1 Governance
An effective project governance structure is crucial to a successful project – particularly the
closure of open issues and rapid decision making. The majority of project related issues and
requests will be handled among the local BTS & Business teams, Melity and Western Union. Only
those critical requests that cannot be resolved at the lower levels should be brought to the
steering committee. All issues brought to the steering committee must be presented by the
business and/or project team member making the request.
The following sections outlines the key roles and functions within the project governance
structure that will be adopted for this implementation.

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6.2. 6.2 Key Roles
Role Responsibility
Executive Sponsor
· Approves key deliverables after soliciting input from others
· Maintains final authority to set priorities, approve scope, and settle issues
· Works with steering committee to set future program direction
· Overall SUEZ responsibility for project success
Steering Committee
· Sets business priorities and approves scope for the program
· Resolves escalated program issues to overcome roadblocks
· Monitors the progress and the organizational impacts of the program
· Make decisions on key project issues
· Provide strategic direction on the program risk mitigation
Business Owner

· Communicates business issues
· Member of the steering committee
· Member of the project management committee
Project Manager
· Provides day-to-day Project Management
· Identifies issues and drives issue resolutions
· Develops overall program plan and resource plan
· Resolves project level issues and escalates as necessary

Business Analyst · Manages the gathering of solution requirements
· Ensures solution meets SUEZ process requirements

Application
Development Lead
· Advocates process design that aligns to global SUEZ technology footprint
· Participates in steering committee meetings as appropriate
· Timely delivery of BTS deliverables
· Participation in status meetings
· Manage relation with vendor and ensure timely delivery of vendor deliverables
Change Management
Lead
· Analyze and Document Change impact to Suez Organization
· Develop and execute Change Management Plan
· Develop all Change Management materials
Test Lead
· Manage test phase of project
· Ensure BTS Test Methodology is applied correctly
· Report on testing progress
· Assist in definition of test cases
Architecture Lead · Serves as a Subject Matter Expert on all Architecture concerns
· Builds all required Suez Architecture Documentation as related to the solution
Melity Team Project
Manager · Identifies issues and drives issue resolutions within Melity Team
· Provides project status via regular updates to the Project Manager
Payment Vendor Project
Manager · Identifies issues and drives issue resolutions within Western Union Team
· Provides project status via regular updates to the Project Manager
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6.3. 6.3 Organization Chart
6.3.1. A. Steering Committee
Executive Sponsor: David Stanton
Business Owner: Michele Sbrocco
Steering Committee
Michael Salas David Stanton Douwe Busschops
(TBD)
TBD – Melity Team Lead Nancy Sullivan

6.3.2. B. Project Team Structure

6.3.3.

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6.3.4. C. Project Resource Plan

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6.4. 6.4 Risk Mitigation
A Risk Mitigation Strategy will be implemented in order to manage the risks that arise during the project.
6.4.1. 6.4.1 Purpose
Risk Mitigation is a structured process for identifying, documenting, tracking and mitigating the negative
impact and maximizing the positive impact of project risks throughout the lifecycle of the project. The
goal of risk mitigation is the reduction of probability and severity of risk on the project. Risk Mitigation
does not necessarily eliminate risk, but attempts to reduce the negative exposure to risk.
A Risk is viewed in two dimensions:
• Risk Likelihood - the likelihood that a certain risk will materialize
• Risk Impact - the anticipated impact (cost, time, quality) if the risk materializes
6.4.2. 6.4.2 Risk Mitigation Approach
This strategy includes:
• Identifying and logging risks
• Socializing the risk with the risk owner
• Prioritizing risks, including establishing clear guidelines and definitions for discrete risk priorities
(e.g. showstopper/executive, high, medium, low, etc.)
• Assigning risks to person(s) responsible for performing impact analysis as required
• Tracking and reporting risks statuses
6.4.3. 6.4.3 Procedure
Risks can be raised by any project stakeholder, including project team members, the client, third-party
integrators, or vendors. Risks will be logged in the risk log and/or Status Report, categorized, prioritized
and given an owner. A risk response will be developed for the risk and a risk owner will be assigned. Risks
will be ranked as follows:
 High - A “High” priority risk may span multiple teams and it is considered to have significant impact
and high probability of occurrence. If the risk becomes an issue, the issue will result in direct
slippage of key milestones and deliverables, and is reviewed at project meetings. The Risk Owner
records risk mitigation/contingency plans for the risk and enters the resolution once the risk is
closed.
 Medium - A “Medium” priority risk may span multiple teams and it is considered to have some
impact and probability of occurrence. If the risk becomes an issue, the issue type may cause
slippage to activities and successor activities but not to the key milestones or deliverables. This
risk is reviewed at project meetings. The Risk Owner records risk mitigation/contingency plans for
the risk and enters the resolution once the risk is closed.
 Low - A “Low” priority risk may be easily managed within the team and does not require direct
involvement of Project Mitigation. Low risks are considered to have minimal direct impact to
project resources, activities & schedule and the probability of occurrence is minimal. This risk is
reviewed at project meetings. The Risk Owner records mitigation/contingency plans for the risk
and enters the resolution once the risk is closed.
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Once the Risk has been formally documented, it’s assigned to an owner for monitoring the risk. Risks will
be controlled according to a response plan for each risk and will be closely monitored. Monthly Risk
Assessments will be conducted during the Project Steering Committee Meetings to:
 Revisit risks defined at Project Start and include new risks as appropriate.
 A security focused risk assessment strategy.
 Categorize, assess and analyze the probability and severity of each risk.
 Determine symptoms that would indicate that risks may be occurring.
 Prepare a mitigation and response plan for each risk.
 Add/Update risks in the steering committee status report.

6.5. 6.5 Roll-Out Approach
6.5.1.1. The configuration and development work will go through 4 stages of
quality testing to ensure it is developed according to plan. Unit, integration,
and user acceptance are all testing waves that will be performed to verify
accuracy and quality. Over the course of the build process, the QA team will
conduct testing to ensure all applications and processes are functioning
according to the specifications. SUEZ BTS will provide necessary support to
complete this testing. A formal UAT and signoff will ensure that the
application to be rolled out meets the SUEZ business needs.
6.5.1.2. Results of the UAT will be submitted, which will track status and progress
of all issues. Issues will be assigned severity based on the impact on solution
performance:
1. Critical/Highest: Issue results in site not functioning
2. High: Major issue that does not affect overall site performance / functionality
3. Low/Medium: Minor issue with high concern
4. Lowest: Minor issue with low concern

6.6. 6.6 Project Methodology
The project will follow SUEZ’ software development life cycle process as detailed below:
1. Ideation: Project preparation and resource assignment. Understand all roles and
responsibilities as well as integrated and localized processes.
2. Definition: Defining requirements and functionalities needed from all users to ensure the
solution meets all goals.
3. Analysis & Design: Create a highly usable and useful experience that ladders up to SUEZ’s
brand promise.
4. Delivery: Build and test a scalable and flexible platform that will power the solution
5. Implementation: Final quality assurance, internal roll out/training and launch the site to
ensure an optimal presence free of any bugs.
6. Close - Affirmation of project deliverables and execution of product support.
In parallel with the standard SUEZ SDLC, this project will implement an agile-like methodology during the
delivery phase. Similar to the process implemented as part of our lessons learned from the
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mysuezwater.com phase 2 project, our web development phase will be broken up into two-week length
sprints, each of which will focus on the development of one or more specific features. These features will
be presented to the team as part of a sprint demonstration at which time, the team will provide feedback
on the developed features and design elements.
As demonstrated when implemented in mysuezwater.com phase 2, this agile development will also
reduce project risk of incomplete requirement development as well as reduce the number of defects
detected during testing.
6.7. 6.7 Project Assurance
The project managers will provide effective project management in completing the work on time and in a
satisfactory manner. The project managers will have day-to-day responsibility for progress and quality of
the work for their respective work streams. The project managers will manage all aspects of the budget,
scope, and people and resources. The project managers will provide regular status reports to the steering
committee, which will describe the progress of all tasks and will raise any issues or concerns.
The following mechanisms will be used for project control and management:
Mechanism Description Purpose
Issue Log (Part of Weekly
Status Report)

information about issues and a log
of their status/disposition.
To ensure that all issues are
addressed quickly, and those team
members can assess the impact of
the issue
Key Business Decision
along with recommendations, that
requires a decision by the Steering
Committee.
To summarize those issues requiring
received in a timely manner.
Change Request (CR) and
Log

requested change to the scope of
contracted cost or schedule, and a
log that shows their status.
To present potential changes in a way
included or deferred appropriately.
Incident Report (IR) and
Log

resolution of each IR.
To ensure that all reported defects
are identified, tracked and corrected
as appropriate.
Weekly Status Report* During the project lifecycle, a
weekly status report will indicate on
track and at risk project action items
and tasks.
The weekly status report will be
formatted to visualize project health
and summarize those issues requiring
management decisions.
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Mechanism Description Purpose
Development Sprints Two-week periods focusing on the
sets.
In support of more agile development
requirements, even if there are other
requirement phase
Feature Demonstration
development that will take place at
the end of every spring.
Allows the team to provide feedback
on the developed features and design
development as well as reduce the
testing

6.8. 6.8 Success Criteria
The project will be deemed a success if the following criteria are met:
 Delivery of all functional improvement areas as defined in this document
 Successful delivery of Training and Change Management program to prepare organization for
implemented solution
 Adherence to the base-lined project scope with all variations being managed via Change
Control
 Adherence to the base-lined project cost with all variations being managed via Change Control
 Adherence to the base-lined project schedule with all variations being managed via Change
Control
 Management of project risk as specified in the risk register

7. 7. SOLUTION SUMMARY

7.1. 7.1 Business Solution
The Business Solution details can be found in Sections 1.2 & 1.3 of this document
7.2. 7.2 Technical Solution
The Technical Solution can be found in the attached architecture document- Appendix D.
7.3. 7.3 Functional Solution
The Functional Solution details can be found in Section 2 of this document.
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7.4. 7.4 Key Features
The Key Features of the project can be found in Section 3 of this document.
7.5. 7.5 Work Breakdown Structure (WBS)
Organization of Internal
Resources Formal Contract with Melity
Definition
Finalizing Layout Wireframes Sign-Off
Analysis & Design
Content Review Copy Sign-Off
Delivery
Development of end-to-end API’s
Testing
Testing Sign-Off
Training Sign-Off
Implementation
Close

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8. 8. PROJECT
SCHEDULE/MILESTONES/DELIVERABLES

Phase Description Duration Start Finish
Project
Initiation
Contract Negotiation and signing with Melity and Western
Union 30 days Mon 10/1/18 Fri 11/9/18
Requirements Gathering of project requirements across all project tracks 30 days Thu 11/1/18 Wed 12/12/18
Design Final designs of all web pages, architecture, and API's 30 days Mon 11/19/18 Fri 12/28/18
Development Development of all Web, Mulesoft, and CC&B components 40 days Mon 12/24/18 Fri 2/15/19
Test End-To-End Testing of Entire Solution 20 days Mon 2/18/19 Fri 3/15/19
Training to all impacted resources 50 days Mon 1/7/19 Fri 3/15/19
Deployment Deployment of Payments Solution across all tracks (Web,
MuleSoft, CC&B, WU) 1 day Mon 3/18/19 Mon 3/18/19

The Project Deliverables will include, but are not limited to:
Deliverable Owner
Sprint Demonstrations Melity Team

9. 9. ASSUMPTIONS

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# Assumption % Confidence
Assumption will
remain valid
1 All planned resources for this project will be made available 100%
2 Visa giving SUEZ the waiver for utility rates ?
3
project.

10. 10. RISK ASSESSMENT
Risk Impact %
Likelihood Mitigation
All vendor contracts may not be
signed by the start of the
project
High 15%
Four Weeks of Project initiation time
has been allocated to the start of the
contracts

11. 11. DEPENDENCIES
This project has a direct dependency to the completion of the scheduled migration to the latest
version of Next Gen, which Western Union has scheduled for the month of November. The vendor
costs within this document are dependent on Visa giving SUEZ the waiver for utility rates. Testing
resources have been allocated as part of this project to perform regression testing to ensure the
migration is complete, and has no impact to existing functionality.
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12. PROJECT BUDGET

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12. 13. OTHER CONSIDERATIONS/ALTERNATIVE
SOLUTIONS
Section 1.3 details the alternative solutions that were explored as part of this process

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13. APPENDIX A – VENDOR COMPARISON MATRIX
Vendor Selection Matrix Sheet.xlsx
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14. APPENDIX B – TRANSACTION COST PROPOSAL
COMPARISON
Costs comparison 08152018.xlsx

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15. APPENDIX C – USER STORIES
MYSUEZWATER.COM
Payment Stories_08.17.18_Par

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16. APPENDIX D – ARCHITECTURAL OPTIONS
Payments Technical Architecture.docx
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SPB-Suez Paperless Billing

Status Information
Document Change Record

Version
Status
Date
Executive Sponsor
Business Owner
Author(s) Jenifer Cupper, Joseph Gentile
Version Date Description
0.1 04/22/2020 Preparation of initial draft
0.2 05/14/2020 Completed Draft w/ Updated Budget Information
0.3 06/04/2020 Includes updates from requirements sessions leading to June PGC
0.4 06/08/2020 Includes updated project timeline and financials
0.5 06/08/2020 Updated Objectives and Benefits
0.6 06/09/2020 Review Douwe Busschops
0.7 06/10/2020 Updates based on review
0.8 6/11/2020 Final Draft to submit
0.9 6/12/2020 Includes Feedback from PMO
0.10 6/12/2020 Updated Budget Numbers to reflect additional resources
0.11 6/12/2020 Updated cost models to include additional resource

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Contents
1. EXECUTIVE SUMMARY 3
2. BACKGROUND AND OBJECTIVES 4
2.1 BACKGROUND 4
2.2 OBJECTIVE 4
2.3 CURRENT STATE / DISCOVERY INSIGHTS 4
3 PROPOSED SOLUTION AND PRICING 6
3.1 SUEZ NORTH AMERICA BENEFIT IMPACT MATRIX 8
3.2 KEY BENEFITS 9
A. Qualitative 9
B. Quantitative 9
3.3 FUNDING SOURCE 9
4. BUSINESS REQUIREMENTS SUMMARY 11
4.1 IN SCOPE 11
4.2 OUT OF SCOPE 11
5.0 IMPLEMENTATION APPROACH 12
5.1 GOVERNANCE 12
5.2 KEY ROLES 12
5.3 ORGANIZATION CHART 13
A. Steering Committee 13
B. Project Team Structure 14
C. Project Resource Plan 14
6. SOLUTION SUMMARY 15
6.1 SUEZ GROUP SOLUTION OFFERING EVALUATION 15
6.2 BUSINESS SOLUTION 15
6.3 FUNCTIONAL SOLUTION 15
6.4 TECHNICAL SOLUTION 16
6.5 SERVICE LEVEL AGREEMENT (SLA) 18
6.6 WORK BREAKDOWN STRUCTURE (WBS) 18
7. PROJECT SCHEDULE/MILESTONES/DELIVERABLES 20
8. ASSUMPTIONS 21
9. RISK ASSESSMENT 21
10. DEPENDENCIES 22
11. PROJECT BUDGET 23
12. APPENDIX 24

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1. 1. EXECUTIVE SUMMARY
The objective of this project is to replace an external vendor currently used for eBilling by utilizing the seamless
online payment experience launched in 2019. As a result, we expect to improve the Customer Experience, increase
adoption of eBilling, as well as significantly reduce costs, supporting both Customer First, as well as the SPOT 2023
Wave 2 initiative focused on Customer Service Performance Improvements.
SUEZ has been offering an electronic billing (eBill) solution since 2008. eBill is an electronic option for SUEZ
customers to receive their bill. The bill is sent to the customer's email address with a secure pdf attachment. This
option is available to all SUEZ customers we service. The eBill provides the same bill image print customers receive
with the ability to pay directly through the eBill and view all of the correspondence included with the bill. In addition
to being more cost effective than a traditional paper bill, it also offered a better payment experience than our old
Western Union portal. With the launch of the Customer Payments project in November 2019, that situation changed.
Our new, seamless online payment experience is much better than the eBill, does not suffer from known limitations
with PDF eBills, and adoption of our web features has significantly outperformed eBill adoption as well. This
positions us perfectly to further benefit from these investments, and replace the current, external eBill solution, with
an even more cost-effective solution that leverages mysuezwater.com. In addition to reducing costs by replacing
an external vendor, this proposal will detail how the increased adoption of our website, will allow us to significantly
increase paperless billing adoption, increasing the benefits even further.
The total implementation costs of this project are $793k (+20% external contingency = $884k). The most likely
scenario developed for this proposal projects annual cost savings of more than $500k, implying a payback period
of just 1.6 years. The total projected implementation time is roughly 6 months.

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2. 2. BACKGROUND AND OBJECTIVES
2.1. 2.1 Background
As 2020 started, our priorities were to implement a Voice of Customer platform, allowing us to systematically collect,
analyze and act on customer feedback, as well as the mysuezwater.com redesign project, cleaning up navigation
and improving the customer experience. Unfortunately, with the introduction of Covid-19 and the shutdown of both
commercial and industrial companies for an extended period of time, as well as the stay at home initiative that has
been in effect, cost restrictions were implemented which put a halt on these two projects. With a shift to cost
savings, a new initiative, SPB-Suez Paperless Billing emerged and better fits into the current priorities.
2.2. 2.2 Objective
The objective is to phase out our existing eBill vendor, Striata, and move to in-house process utilizing
mysuezwater.com, CC&B, CSG (bill/print vendor) and Sendgrid (our email vendor). By doing this, we would be
utilizing the seamless online payment experience launched in 2019 and expect to improve the Customer
Experience, increase adoption of eBilling, as well as significantly reduce costs.
2.3. 2.3 Current State
The current eBill was implemented in 2008 and we partnered with Striata for this functionality. Since then, there
have been updates to the look and feel of the eBill, the UW to SUEZ rebranding, in addition to new payment options
added. For any division that has convenience fees associated with online payments, eBilling offers a free option if
the customer pays by ACH, checking or savings account. We currently have 656,144 customers in our Customer
Care & Billing platform, 32.6% or 214,000 of those customers utilize eBill (25% or 164,698 of which have a web
account and 7.5% or 49,284 do not).
SUEZ benefits of eBill:
• Reduce Print / Postage Costs • Reduce Bill Delivery Time
• Reduce Carbon Footprint • Reduce DBO/DSO
• Improve Customer Satisfaction • Leverage Customer Self Service
• Secure • One click payment
Below are screenshots of the current eBill payment experience. Convenience fee is absorbed by the Division (left)
or if convenience is paid by customer (right):
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The eBills are sent in the form of a secure PDF from CSG that is then processed and sent through Striata, our eBill
vendor. The eBill also includes customer stored preferences as well as URL’s infused with inserts and onserts.
Anything that is included in a paper bill is included in the eBill PDF, such as payment options & saved payment
data.
After all of the eBills are sent out, a reconciliation process is done to ensure the customer received them. If the eBill
email bounces, a paper bill is generated, and the customer receives a notification that the eBill could not be delivered
to the email address on file. If this happens 3 times in a row, the customer is unsubscribed. We analysed each
channel the customer has access to receive their bill as well as the difference in cost from the old eBill to our
proposed solution. Currently, we pay for the PDF to be processed & stored as well as when the PDF is included in
the eBill email that is sent to customers.
During the discovery phase of this project which lasted from mid-April to May, interviews were held with stakeholders
and process owners, data mapping & documentation of key service functions was completed as well as a true cost
comparison of eBill and our paper bills. Today 32% of our customers are signed up for eBill and we spend $406,800
a year on processing with our external vendor, Striata. While the current eBill is much cheaper than print and
postage bills that are sent to customers, further cost reductions are possible. Converting paper bill customers over
to eBill will contribute to the additional cost savings as well as moving forward with our proposed solution.

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3. 3 PROPOSED SOLUTION AND PRICING
The new Paperless Billing solution replicates existing eBill functionality, while improving the Customer Experience, removing our current vendor from the SUEZ landscape. This will be achieved by benefiting from recently introduced payment features, and continuing to build on our scalable digital platform. Below is the high level flowchart:
For the purpose of this proposal, SUEZ customers can be categorized in 4 groups:
A. Existing eBill customers, who already have a web account (165k out of 214k eBill customers)
o These customers will migrate to the new Paperless billing solution, and benefit from the improved
experience.
B. Existing eBill customers without a web account (49k out of 214k eBill customers)
o These customers will be encouraged to activate their web accounts, and continue benefiting from
our paperless billing solution. Expected conversation rates range from 50% to 80% for the purpose
of this business case.
C. Existing web customers without eBilling (104k out of 269k web customers)
o Similarly as above, these customers will also be actively encouraged to leverage their existing web
account to switch to paperless billing. Expected conversation rates range from 10% to 50% for the
purpose of this business case.
D. Customers who are not subscribed to eBilling, nor have a web account.

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In 2019, SUEZ saw a growth in
eBilling adoption of 3% of our
customer base. In the same year,
web adoption grew by 7.4% of our
customer base. For the purpose of
this business case, we will assume
the very conservative assumption of
continued growth at 3%
To evaluate the feasibility of this business case, and assess the potential benefits, the project team has developed three scenarios, ranging from conservative to optimistic in terms of projected conversion rates of customer types B and C above. A more detailed breakdown of all associated costs can be seen in Appendix A. The summary of our scenarios is given below. Conservative scenario The (10/50) approach is considered
conservative and assumes that we
can get 10% of the current web customers but are not signed up for eBill, to sign up for our new paperless solution
as a result of promotional activities. These customers are contributing to cost savings by moving away from
expensive print and postage bills.
In addition, this scenario assumes that 50% of current eBill customers who don’t yet have a web account, activate
their profile and thereby stay on eBilling instead of reverting back to paper.
This scenario would result in a payback period of roughly 2 years, and yields cost savings upwards of $300k per
year afterwards.

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Neutral scenario (most likely)
The (30/65) approach is considered neutral, most likely and assumes that we can get 30% of the current web
customers but are not signed up for eBill, to sign up for our new paperless solution as a result of promotional
activities. These customers are contributing to cost savings by moving away from expensive print and postage bills.
In addition, this scenario assumes that 65% of current eBill customers who don’t yet have a web account, activate
their profile and thereby stay on eBilling instead of reverting back to paper.
This scenario would result in a payback period of roughly 1.6 years, and yields cost savings upwards of $500k per
year afterwards.

Optimistic scenario
The (50/80) approach is considered optimistic and results in the highest benefits. It assumes that we can get 50%
of the current web customers that are not signed up for eBill, to sign up for our new paperless solution as a result
of promotional activities. These customers are contributing to cost savings by moving away from expensive print
and postage bills.
In addition, this scenario assumes that 80% of current eBill customers who don’t yet have a web account, activate
their profile and thereby stay on eBilling instead of reverting back to paper.
This scenario would result in a payback period of roughly 1.2 years, and yields cost savings upwards of $600k per
year afterwards.

3.1. 3.1 SUEZ North America Benefit Impact Matrix

LOB Comment

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AS No No mysuezwater.com is not utilized by AS
customers
M&S No No mysuezwater.com is not utilized by M&S
customers

3.2. 3.2 Key Benefits
A. Qualitative
Significant improvement in Customer Satisfaction by:
• Seamless payment experience
• Ease of clicking on the eBill email to deep link them to make a payment
• Customer ability to open the PDF when logged in.
• eBill no longer going to spam folder
• No issues opening eBill on customer devices.
Significant improvement in CSR satisfaction by:
• Handling less calls from customers walking them through how to open their eBill.
• CSR ability to view eBill the same day it’s billed to help the customer.
B. Quantitative
Improved satisfaction with our eBilling experience will lead to an increase in both eBill & web adoption as well as a
migration of current paper bill customers to the web and/or eBill. This increase in eBill customers will also bring an
increased awareness of the automatic payment features on the website.
The (30/65) approach is our most likely scenario and assumes that we can get 30% of the current web customers
to sign up for our new paperless solution as a result of promotional activities. These customers are contributing to
cost savings by moving away from print and postage bills.
In addition, this scenario assumes that 65% of current eBill customers who don’t yet have a web account, activate
their profile and thereby stay on eBilling instead of reverting back to paper.
After the 1.5 year payback period, we will have cost savings exceeding $500,000 each year with this new solution.

3.3. 3.3 Funding Source
Check all the Business Units that Funding Business Unit Name Internal Cost Amount External Cost Amount 20% Contingency (External vendor) Total
Business Technology
X Utility Operations $194,560 $598,520 $91,320 $884,400
Advanced Solutions
Treatment Solutions
Environmental Services
Engineering Technical Services
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Business Development
Legal
Communications

Human Resources
Federal Services
Environmental Health Safety
Internal Audit
TOTALS $194,560 $598,520 $91,230 $884,400
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4. 4. BUSINESS REQUIREMENTS SUMMARY
In an effort to streamline the eBill customer experience, SUEZ will be working with our internal systems (CC&B,
Mulesoft, CX Digital) as well as outside vendors (CSG, Sendgrid and Melity) to create a seamless eBill process that
will include a SUEZ reconciliation processes. Refer to Appendix B for business requirements.
4.1. 4.1 In Scope
A description of processes or items that are included in this project.
People

Business Processes
Systems

4.2. 4.2 Out of Scope
A description of processes or items that are not included in this project.
People
Business Processes
Systems

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5.0 IMPLEMENTATION APPROACH
4.3. 5.1 Governance
An effective project governance structure is crucial to a successful project – particularly the closure of open issues
and rapid decision making. The majority of project related issues and requests will be handled among the local BTS
& Business teams, and Melity. only those critical requests that cannot be resolved at the lower levels should be
brought to the steering committee. All issues brought to the steering committee must be presented by the business
and/or project team member making the request.
The following sections outlines the key roles and functions within the project governance structure that will be
adopted for this implementation.
4.4. 5.2 Key Roles
Role – indicate
name of resource Responsibility
Executive Sponsor
Rodolphe Bouichou
· Approves key deliverables after soliciting input from others
· Maintains final authority to set priorities, approve scope, and settle issues
· Works with steering committee to set future program direction
· Overall SUEZ responsibility for project success
Steering Committee
(See Section 5.3)
· Sets business priorities and approves scope for the program
· Resolves escalated program issues to overcome roadblocks
· Monitors the progress and the organizational impacts of the program
· Make decisions on key project issues

Business Owner
Douwe Busschops
· Clarifies business priorities and strategy
· Communicates business issues
· Member of the steering committee
Project Manager
Joseph Gentile
· Provides day-to-day Project Management
· Identifies issues and drives issue resolutions
· Develops overall program plan and resource plan
· Resolves project level issues and escalates as necessary

Product Owner
Jennifer Cupper

· Ensures solution meets SUEZ process requirements

Application
Development Lead
Julien Bellorgey
· Advocates process design that aligns to global SUEZ technology footprint
· Participates in steering committee meetings as appropriate
· Timely delivery of BTS deliverables
· Participation in status meetings
· Manage relation with vendor and ensure timely delivery of vendor deliverables
Change Management
Lead
Nancy Sullivan
· Analyze and Document Change impact to Suez Organization
· Develop and execute Change Management Plan
· Develop all Change Management materials
Test Lead
Elizabeth Young
· Manage test phase of project
· Ensure BTS Test Methodology is applied correctly
· Report on testing progress
· Assist in definition of test cases

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4.5.
4.6.
4.7.
4.8. 5.3 Organization Chart
A. Steering Committee
Project Sponsor: Rodolphe Bouichou
Business Owner: Douwe Busschops
Steering Committee
Rodolphe Bouichou Michael Salas Douwe Busschops Nancy Sullivan
Jennifer Cupper Matthew Elefant –
Melity Team Lead
Joe Jacko
Architecture Lead
Ollivier Triquenaux
· Serves as a Subject Matter Expert on all Architecture concerns
· Builds all required Suez Architecture Documentation as related to the solution
Melity Team Project
Manager
Kruti Gandhi
· Provides day-to-day Project Management for Melity Team
· Identifies issues and drives issue resolutions within Melity Team
· Provides project status via regular updates to the Project Manager
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4.8.1. B. Project Team Structure

C. Project Resource Plan

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5. 6. SOLUTION SUMMARY
5.1. 6.1 SUEZ Group Solution Offering Evaluation
Below is an evaluation of relative SUEZ Group Worldwide product offerings.

5.2. 6.2 Business Solution
We have gone through discovery and scoping with the teams to gain an understanding of how the eBill process
works today and ensure what is being proposed is beneficial to the customers, CSR’s as well as SUEZ.
Further details of the Business Solution can be found in Section 3 of this document.
5.3. 6.3 Functional Solution
The Functional Solution details can be found in Section 3 of this document.
5.4.

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5.5. 6.4 Technical Solution
The following High-Level diagram of the solution architecture was constructed & approved by the SUEZ Architecture
team:

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5.6.
5.7.
5.8.
5.9.

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5.10. 6.5 Service Level Agreement (SLA)
Severity 1 (Critical) Severity 2 (Medium) Severity 3 (Low)
Business and Financial exposure

The application failure
creates a serious business
The application failure creates a low
business and financial exposure.
their job.
client to be unable to perform some
small portion of their job, but they are
and requests for information.
The application failure causes the
minor portion of their job, but they
other tasks.
clients.
small number of clients. affect one or two clients.
workaround to the problem
There may or may not
problem.
workaround to the problem.

Response and Resolution Plan
Response Time*

Severity 1 (Critical)* Severity 2 (Medium) Severity 3 (Low)

hour(s)
The maximum acceptable response
time is in 14 hours after call logging.
The maximum acceptable response
time is 26 hours.
* Will get highest level of attention.
The maximum acceptable The maximum acceptable resolution
time is 1 to 4 business day.
The maximum acceptable resolution
time is 5-8 business days.

5.11. 6.6 Work Breakdown Structure (WBS)
Phase Sub-Phase Milestones
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Initiation Organization of Internal Resources
Finalizing Contracts
Formal Contract signing with Melity
Definition Requirements
Webpage Wireframe Construction
Requirements Sign-Off
Wireframes Sign-Off
Analysis & Design Webpage Designs Construction
Technical Requirements Construction
Design Sign-Off
Technical Requirements Sign-Off
Delivery Development of Website pages
Testing Testing Sign-Off
Implementation
Close
Hand-Off Hand-

6.

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7. 7. PROJECT
SCHEDULE/MILESTONES/DELIVERABLES
Phase Description Duration Start Finish
Project
Initiation Formal Contract signing with Melity 5 days Fri 6/18/20 Fri 6/24/20
Requirements Gathering of project requirements across all project tracks 43 days Mon 6/28/20 Fri 8/24/20
Design Final designs of all web pages and solution architecture 51 days Tue 6/23/20 Fri 8/13/20
Development Development of all Web components 80 days Mon 7/20/20 Fri 11/12/20
Test End-To-End Testing of Entire Solution 20 days Mon 11/13/20 Mon 12/14/20
Training Building of Training Materials and the execution of training
to all impacted resources 120 days Mon 8/24/20 Tue 12/22/20
Deployment Pilot Release of Paperless Billing to Single Business Unit 6 days Tue 12/15/20 Wed 12/22/20
Monitoring Monitoring of Pilot Release and implementing any needed
updates 20 days Wed 12/23/20 Wed 1/20/21
Deployment Full Release of Paperless Billing to all Business Units 6 Days Thu 1/21/21 Thu 1/28/21

The Project Deliverables will include, but are not limited to:
Deliverable Owner
8.

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9. 8. ASSUMPTIONS
# Assumption % Confidence
Assumption will
remain valid
1
Notifications to all customers that their ebill .pdf is ready to be viewed
must be sent after the completion of processing of all .pdfs on our
servers.
100%

10. 9. RISK ASSESSMENT
Risk Impact % Likelihood Mitigation
Due to the SUEZ North
America vacation policy in
response to the COVID-19
issues regarding resource
availability throughout the life
cycle of the project.
Medium 30
developed with the some flexibility
in the milestone requirements and
for some resource fluidity.
Developm
response to COVID-19,
including Collections
High 30
resources will be communicated as
the project plan.
The Convenience fee for ACH
payments as well as the party
who is responsible for paying
this project.
High 50
As part of the scope of this project
we will be exploring this Risk with
ACI, and determine the best course
of action
The current target date for the
available that week to support
the release
Low 50
Resources will be evaluated as the
project approaches the target
piloted launch will be made to the
Project Steering Committee
11.

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12. 10. DEPENDENCIES
There are no external project dependencies to report at this time.

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11. PROJECT BUDGET

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13. 12. APPENDIX A
Conservative scenario
10% Web/non-eBill Adoption: 10% of current web profiles without eBill will adopt this new solution through promotions
50% eBill/non-web adoption: 50% of current eBill accounts without web profile yet, will register online and not revert back
to paper billing.

Neutral scenario
30% Web/non-eBill Adoption: 30% of current web profiles without eBill will adopt this new solution through promotions
65% eBill/non-web adoption: 65% of current eBill accounts without web profile yet, will register online and not revert back
to paper billing.

Optimistic scenario
50% Web/non-eBill adoption: 50% of current web profiles without eBill will adopt this new solution through promotions
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80% eBill/non-web adoption: 80% of current eBill accounts without web profile yet, will register online and not revert back
to paper billing.

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14. APPENDIX B
15. BUSINESS REQUIREMENTS

BR1 Customers must have a web account to enroll in ebill
BR2 Ebill payment through ACH will be free for customers (no convenience fee)
1. Customers with a web account should be able to enroll in
ebill

have a web account should be able to register for a web
account in order to keep using ebill
customers when migrated to the web profile page and my profile
in the ebill notification

through the payment checkout process ac
payment’ page
and bill due date when they receive ebill notification (BU
specific rule applies)

not show a due date on the bill. Not a specific “Due
Date”. They show a date to pay by to avoid the
Late Payment Charge.
(Divisions 046, 049, 053, 055, 200). This will also
include Divisions 201 and 202
brought on board with SUEZ
send a welcome email in ebill
able to create a web account on their behalf
(created by CSR) until then their ebill request will remain
pending
same should be updated in CCB

fee when paying their ebill logged in users
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12. Customers non-delivery of email will result in a notification
to CC&B

13. API will be needed to report bounce email to CCB
requirement.
API/endpoint. CC&B needs to post that information to a given endpoint so that web can process the notifications.
implemented? Bill open, bill pay, insert reviewed, create
should be sent:
a. Enrollment welcome email b. Unsubscribe email c. Ebill sent action required- customers to make a payment
d. Ebill action not required- payment confirmation email
e. AR1- this email will be to notify of payment past due date
ensure customers enrolled in ebill are not getting
too many bill related notifications
•
a web account
advance of changeover to give customers a chance to
create accounts
paper bill after the promotional campaign ends
•
easy account setup options (who want to create accounts) sent to the customer and once they enter the OTP,
it finishes the account creation process and syncs
up their data over to the site. We’ll just have the
Person ID + Name + Email and encrypt it into a
link.

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24. Customers with multiple accounts who opted in for a web
account through the email link- all their water accounts
should be synced to their mysuezwater web account upon
first log in
•
automatically be added to their account.

do not have all their water accounts added to their web
account- (Edge Case)

- accounts are automatically sync’d up to a user’s profile when they log in
•
- If a user has not logged in and a bill is received
account automatically upon receipt of that request
•
customers whether they are enrolled in ebill or not.
‘Add account’ link should be removed
to ebill users update text to make this a general bill ready to view
for non-ebill web and ebill web customers
should receive an email notification
pay should receive a notification
16.
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MEMO
UNITED WATER 200 Old Hook Road -750-3413

TO:FROM: M. Algranati, R. Bouichou DATE: June 17, 2013 2 B. Camus, : Harrington Park Office

Purpose of this Memo: The purpose of this memo is to review the financial implications of three options for office space for the
New Jersey corporate headquarters. As discussed in the previous memo dated September 13, 2012, the main reasons for exploring new
options for the NJ headquarters are:
• Lease in Oradell has expired.
• Overabundance of office space in Northern NJ has caused the market to be extremely favorable to renters.
• Remote location of Harrington Park (no public transportation, amenities or hotels nearby).
• Employees and departments are currently split between multiple locations.
• Upgrading HP office to house more employees costs $M’s and still cannot achieve full consolidation.
• Current offices are not “green”.

Before going into each scenario, a few key points to keep in mind:
• HP office is owned by UWNJ and is included in rate base on a proportional basis between regulated and ES activities – current breakdown is approximately 50% (i.e. UW earns on 50% of investments in the building)
• HP office operating expenses are included in the regulated revenue requirement also on a proportional basis – current breakdown is approximately 50% (i.e. UW recovers 50% of the building opex)
• The sale of the HP office would require varying degrees of approvals (depending on the purchaser) including the NJ BPU
• The book basis of the building is ~$7.4M and any profit on the sale of the building would be split
with NJ customers
Scenario one: Maintain the status quo Assumptions:
• Keep all current space in Oradell
• No relocation of employees to HP
• Only basic CAPEX on HP office ($4M-$6.5M) occurring in year 3
• Replacement CAPEX after 10 years $3.7M (in 2012 US$), i.e $5M in nominal $ assuming 2.5% inflation
• Annual Maintenance $150K-$350K
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NPV over 20 years (assumes 5% WACC):
Summary: The NPV over 20 years ranges from ($10.6M) to ($8.2M) depending on the level of initial investment and the annual maintenance costs. Scenario two: Upgrade HP building and reduce space in Oradell Assumptions:
• Reduce space (and cost) in Oradell by 1/3rd
• Relocate 70 employees to HP
• Spend $8.9M-$11.3M on HP Building
• Replacement CAPEX after 10 years $3.7M (in 2012 US$)
• Annual Maintenance $150K-$350K
• Does not include any new furniture (range would be from $1.0M to $1.5M)
NPV over 20 years (assumes 5% WACC):
Summary: The NPV over 20 years ranges from ($11.8M) to ($9.4M) depending on the level of
investment and the annual maintenance costs.

Scenario three: Sell HP Building in year two and rent new space in one location

Assumptions: • Sell HP office for $6- $10M in year two
• Rent 85,000 square feet in new location to accommodate all HP and Oradell employees, i.e.
10,000 sqft less than the current situation (HP 68 sqft and Oradell is 27sqft) • Eliminate all space in Oradell
• First year rent is $26.5/sqft (room for negotiation)
• Twelve months free rent • Purchase all new furniture ($2M investment)
• Proceeds invested in regulated utilities (fully recovered in rates).

Total Renovation Investment
$8.90M $10.30M $10.65M $11.01M $11.36M
$150,000 $(9,391) $(10,029) $(10,188) $(10,347) $(10,507)
$200,000 (9,713) (10,350) (10,510) (10,669) (10,828)
$250,000 (10,035) (10,672) (10,831) (10,991) (11,150)
$300,000 (10,356) (10,993) (11,153) (11,312) (11,471)
$350,000 (10,678) (11,315) (11,474) (11,634) (11,793)
An
n
u
a
l
Ma
i
n
t
e
n
a
n
c
e
Total Renovation Investment
$4.07M $5.47M $5.82M $6.18M $6.53M
$150,000 $(8,235) $(8,853) $(9,008) $(9,162) $(9,317)
$200,000 (8,557) (9,175) (9,329) (9,484) (9,639)
$250,000 (8,878) (9,496) (9,651) (9,806) (9,960)
$300,000 (9,200) (9,818) (9,973) (10,127) (10,282)
$350,000 (9,521) (10,140) (10,294) (10,449) (10,603)
An
n
u
a
l
Ma
i
n
t
e
n
a
n
c
e
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Summary: The NPV over 20 years ranges from ($2.9M) to ($5.7M) depending on the sale price and the
rental cost.

Conclusion: The most advantageous scenario from an NPV standpoint is #3. The main driver of this result
is the ROI at 100% for investments in utility plant vs. a prorated share (50%) in the building.
Furthermore, a 10% decrease in space rented improves the NPV by $1.2M.
Sale Price
$6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000
$0 $(5,738) $(5,117) $(4,926) $(4,639) $(4,352)
$1 (5,374) (4,754) (4,563) (4,276) (3,988)
$2 (5,011) (4,391) (4,200) (3,913) (3,625)
$3 (4,648) (4,028) (3,837) (3,549) (3,262)
$4 (4,285) (3,664) (3,473) (3,186) (2,899)Re
d
u
c
t
i
o
n

o
f

An
n
u
a
l

B
a
s
e

Ren
t

(
p
e
r

RS
F
)
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SUEZ
461 From Road, Suite 400 Paramus, NJ 07652 Tel: [phone]
United Water has changed its brand to SUEZ
Head office –461 From Road, Suite 400, Paramus, NJ 07652 – Tel: [phone] – www.suez-na.com

FROM TO
DEPARTMENT DATE
SUBJECT CC
Purpose
The purpose of this memo is to justify an investment $1.021M of capital to replace the legacy and aging storage
Infrastructure of Suez North America (SUEZ-NA) whose five-year lease expires in February 2019.

Current Challenges
• Legacy HP storage lease (5 years) is expiring in February 2019
• Supporting legacy storage switch infrastructure lease (5 years) is expiring in February 2019
• Maintenance and support for legacy HP 3PAR storage and switch infrastructure cost has increased
significantly.
• Recent disaster recovery test highlighted the speed of the storage solution in DR would hinder business
operations due to the age and the added systems implemented over the last 2 years
• Storage performance is not adequate for the growing needs of applications, new projects, business
integration(AS) and Data Center consolidations

Our strategy is to review cost effective solution, which is redundant, reliable and facilitates our migration to the cloud in
2020.

Current Storage used in SUEZ-NA:
• HP 3PAR - Tier 1 Storage (Production and Disaster Recovery) - lease contract (5 years) is expiring in
February 2019
• Hitachi – Tier 1 Storage (Production Only)

Buying out the existing lease was not feasible as it would involve $650k per year of OPEX, the five-year-old infrastructure
would have failures and it would not fix the current performance issues with disaster recovery. Depreciating this new
storage asset over five years would mean a lower P&L impact and will allow SUEZ NA to sell the storage system back to
the vendor in 2020 and recoup approximately 40% of the investment.

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United Water has changed its brand to SUEZ
Head office –461 From Road, Suite 400, Paramus, NJ 07652 – Tel: [phone] – www.suez-na.com
Recommendation
The recommendation is to invest $1.021M of capital in new storage from Hitachi to replace our storage infrastructure
lease ending in February 2019 and enable disaster recovery plan with adequate performance. Going with the same
architecture as what we already have will allow SUEZ-NA to implement quickly and not pay any excess lease payments.

The costs associated with this solution are detailed below.

Vendor Hardware Quote Internal Resources
Insight (Hitachi) $ 979,075 2 30 Days $26,999 (15 Days
T&M)
T&M)
Note even through the Insight(Hitachi) solution is more expensive, however it will involve less internal time to implement (due to existing knowledge), less risk and also includes bundled upgrades to the existing system (valued at $31k) which equates to more than the net difference.
Overview
Five years ago the SUEZ NA IT department invested in a five-year lease for the storage infrastructure, this lease expires
in February 2019. This storage infrastructure, which is old and prone to failure, operates some of our critical business
systems and data files.

With the lease expiring in February 2019, there is an immediate need to replace it, and going with a capital model will
allow SUEZ-NA to flexibly manage the storage and then at the time that we migrate our data centers to the cloud, resell
the hardware back to the vendor.

BTS conducted a thorough evaluation of the different options on the market and have concluded expanding our existing
solution will provide a quicker implementation and added benefits from a manageability point of view.

BTS will work with Insight and Hitachi to implement, configure, and migrate data to the new storage. BTS will also work
with the partner to ensure minimal impact to the organization and business systems. BTS will develop a project plan and
schedule to monitor the progress of the project. As we are using Hitachi storage in the infrastructure, staying with the
Hitachi will also reduce the need for extensive training on a new platform and will enable BTS to perform the work
efficiently and with the minimal need for extensive knowledge transfer.

All work will be completed and be in place to service before the end of the February 2019 calendar year.
Conclusion
The architecture of Hitachi provides performance, with a highly available and scalable platform, resolve bottleneck issues
keep up with data growth by adding more storage space, with a cost effective solution.
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United Water has changed its brand to SUEZ
Head office –461 From Road, Suite 400, Paramus, NJ 07652 – Tel: [phone] – www.suez-na.com

Based on the above information the CFO should approve this 1.021M of capital that is in the 2018 BTS capital plan
($400K budgeted and $632K from other projects) and can be accommodated with the current forecast. This will enable us
to implement this infrastructure quickly to replace the storage system whose lease is expiring in February 2019.

Michael Salas

Chief Information and Digital Officer
BTS

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United Water has changed its brand to SUEZ
Head office –461 From Road, Suite 400, Paramus, NJ 07652 – Tel: [phone] – www.suez-na.com
Appendix

Quote Included parts Cost
SUEZ - Quote00167985
(G700&G350_G200Upg)
* G700 Storage (Prod)
* G350 Storage (DR)
* Existing G400 upgrade -
Flash module
* Existing G200 storage upgrade - Add
70TB SAS + 10TB SSD
556,767.61
SUEZ - Quote00164037
(GEN6)
Production DCX Directors (SAN) 364,718.65
SUEZ - Quote00164456
(G610)
DR SAN Switch 55,901.72
SUEZ - Quote00168904
(PDU)
PDU for DR 1,687.24
SUEZ - Quote00164528 (PS) Professional Services (T&M) 26,999.25 (T&M – Not paying now)
Future accessories cables Will buy as needed 15,000.00
3PAR lease return Shipping cost to HP – Working on it
Total cost should not exceed $ 1,021,075

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1

Business Case
IVR & CALL CENTER PROJECT

Status Information

Document Change Record

Version 1.0
Status FINAL
Date 7/24/2017
Project Sponsor David Stanton
Author(s) Chris Herold, Joseph Gentile, Douwe Busschops
Version Date Description
0.1 7/24/2017 Initial draft
0.2 8/7/2017 Updates after review with Michael Salas, David Stanton and CS
managers
0.3 8/8/2017 Updated budgets, risks and assumptions
1.0 9/12/2017 Finalized after ARB meeting

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2

1. CONTENTS
1. EXECUTIVE SUMMARY 4
2. OBJECTIVES 6
3. BACKGROUND 6
3.1 CURRENT SITUATION ............................................................................................................................................................................. 6
3.2 INDUSTRY TRENDS ................................................................................................................................................................................ 7
3.3 FUTURE SITUATION ............................................................................................................................................................................... 8
3.4 SELECTED SOLUTION AND EVALUATION PROCESS ......................................................................................................................................... 8
3.4.1 Selection process ..................................................................................................................................................................... 8
3.4.2 Selected solution ...................................................................................................................................................................... 8
4. BUSINESS REQUIREMENTS SUMMARY 12
4.1 SCOPE ....................................................................................................................................................................................... 12
4.1.1 PBX ................................................................................................................................................................................. 12
4.1.2 Network/Infrastructure ................................................................................................................................................. 12
4.1.3 Contact Center ............................................................................................................................................................... 12
4.1.4 IVR .................................................................................................................................................................................. 13
4.1.5 Implementation ............................................................................................................................................................. 13
4.1.6 Support / Telecom .......................................................................................................................................................... 13
4.1.7 Support / Network ......................................................................................................................................................... 13
4.2 OUT OF SCOPE ............................................................................................................................................................................ 14
5. KEY BENEFITS 15
5.1 UTILITY CUSTOMER SERVICE .......................................................................................................................................................... 15
5.2.1 Tangible ................................................................................................................................................................................. 15
5.2.2 Intangible............................................................................................................................................................................... 15
5.2 TELECOM BENEFITS ...................................................................................................................................................................... 16
5.2.1 Tangible ................................................................................................................................................................................. 16
5.2.2 Intangible............................................................................................................................................................................... 16
5.3 NETWORK BENEFITS ........................................................................................................................................................................ 16
5.3.1 Tangible: ................................................................................................................................................................................ 16
5.3.2 Intangible: ............................................................................................................................................................................. 17
6 IMPLEMENTATION APPROACH 18
6.1 GOVERNANCE ................................................................................................................................................................................ 18
6.2 KEY ROLES ..................................................................................................................................................................................... 18
6.2 ORGANIZATION CHART ................................................................................................................................................................. 19
A. Steering Committee ................................................................................................................................................................ 19
B. Project Team Structure .......................................................................................................................................................... 20
C. Project Resource Plan ............................................................................................................................................................. 21
6.3 RISK MITIGATION ........................................................................................................................................................................ 22
6.4 ROLL-OUT APPROACH .................................................................................................................................................................. 23
6.5 PROJECT METHODOLOGY .............................................................................................................................................................. 23
6.6 PROJECT ASSURANCE ................................................................................................................................................................... 23
6.7 SUCCESS CRITERIA ....................................................................................................................................................................... 26
7 PROJECT SCHEDULE/DELIVERABLES 27
8 ASSUMPTIONS 28
9 RISK ASSESSMENT 28
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10 PROJECT COSTS 29
APPENDIX I – BIDDER EVALUATION 31

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1. EXECUTIVE SUMMARY
Building a Smart Utility
SUEZ in North America is creating more responsive distribution networks and operations technology platforms that
balance customer demand, supply needs, customer expectations, service reliability, cost and regulatory compliance.
The transformation to these new, smart utilities will help us to:
• Analyze meter data to reduce outages and improve business processes
• Integrate operations systems and processes to improve the performance of distribution networks
• Maximize investment in people, processes and infrastructure through better asset and workforce management
• Improve the effectiveness of customer communications through modern communications tools
• Interface with customers more effectively and improve satisfaction rates

Current State
SUEZ Utility call centers receive roughly 900,000 calls per year, which remains the primary contact channel for our
Customers. The platforms used to process these calls are end of life, non-standardized across locations, difficult to
administer, and do not support the Utility Self Service or Customer Centricity strategies. It is not viable to maintain
the current state. Upgrading the current environment would require an investment significantly higher (total
implementation >$3M) than implementing the proposed solution.
Objectives
The objective of this project is to create a telecom environment that supports the future Customer Self Service vision
of the Utility Group of SUEZ in North America. To deliver on that objective, the current separate telecom environments
leveraged by Utility Operations will be replaced with new, standardized, cloud based solutions for:
1. The telephone and telephony network solutions used within SUEZ Utility Operations (PBX)
2. Contact Center solutions leveraged by Customer Service departments to operate their call centers
3. Interactive Voice Response (IVR) system to allow Customers to perform self-service transactions over the
phone (currently only available for NJ and NY)
4. Quality Management suite to review CSR performance levels and provide coaching for future improvement
5. End-to-end reporting capabilities throughout the telephony environment
Proposed solution and pricing
After extensive evaluation, a combination of Carousel as the implementation partner (long term experience with SUEZ
telecom solutions), combined with the world class solutions of Ring Central for telephony and InContact for Contact
Center solutions, proved to be the winning combination from a technical, functional as well as total cost perspective.
Main solutions to be implemented across all Utility Call Centers:
- Contact Center application
- Interactive Voice Response system for self-service calls
- Infrastructure upgrades
- PBX (telephony backbone)

The project is planned to be completed 14 months after approval of
the Business Case and the requested implementation budget is $1.7
million.
•

Timeframe and Cost
The project is planned to be completed 14
months after approval of the Business
Case and the requested implementation
budget is $1.7 million.
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Key benefits
This projects directly supports the following Utility Balanced Scorecard items:
- Increase use of Self-Service by 30%
- Reduce OPEX/Rev by 1%
In addition, it is a key Customer Centricity project for the Utility group and closely aligns with other Customer
Centricity project proposals such as Web Phase 2.
Implementing a new IVR system and making it available to all Utility call centers will reduce the total call volume
handled by Customer Service Representatives by over 100,000 calls per year. In addition the improved experience
and extended features will drive Customer Satisfaction. The Customer Service teams will benefits greatly from
improved dashboard and reporting capabilities, the ability to define CSR skill based call flows as well as enhanced
coaching and call recording features. Finally, future integrations with other SUEZ applications and processes offer
great additional enhancements after the initial implementation.
From a Telecom perspective, the new solution will reduce annual Support and Maintenance costs by $100,000, and
is less expensive than extending the life of the current platform. In addition, the new platform will make setting up
telecom solutions for new SUEZ locations and contracts significantly easier. Finally, the architecture offers a reliable,
scalable geo-redundant solution, which significantly improves reliability.
Funding Source
[Indicate what Business Unit will provide funding for the project by placing the “X” in corresponding column.]
Check all the Business
Units that apply
Funding Business Unit Name Indicate funding amount (if partial funding
provided)

Business Technology Solutions
X Utility Operations
Treatment Solutions
Environmental Services
Engineering Technical Services
Business Development
Legal
Communications
Finance
Human Resources
Environmental Health Safety
Internal Audit

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2. OBJECTIVES
The objective of this project is to create a telecom environment that supports the future Customer Self Service vision
of the Utility Group of SUEZ in North America. To deliver on that objective, the current separate telecom environments
leveraged by Utility Operations will be replaced with new, centralized, cloud based solutions for:
6. The telephone and telephony network solutions used within SUEZ Utility Operations (PBX)
7. Contact Center solutions leveraged by Customer Service departments to operate their call centers
8. Interactive Voice Response (IVR) system to allow Customers to perform self-service transactions over the
phone
9. Quality Management suite to review CSR performance levels and provide coaching for future improvement
10. End-to-end reporting capabilities throughout the telephony environment
Leveraging the latest SUEZ integration software MuleSoft, this new platform will be integrated with our main
Customer Service system (Oracle CC&B) and be ready for additional future integrations such as Sensus Analytics. The
selected solution supports the BTS cloud-first strategy, and offers the cost benefits, reliability, and quality standards
of a global cloud based telephony solution. In addition, the internal support organization will be prepared to realign
their support model from a network and hardware management role, to a vendor management and continuous
improvement model.
Another fundamental driving factor is SUEZ Water current interactive voice response (IVR) platform is near its “end of
life and support”. In addition it does not offer several critical elements that SUEZ needs now and in the future for its
contact center operations. The existing IVR is tightly integrated with the current Avaya PBX and call recording systems
located in Hackensack. The existing Avaya PBX and call recording systems are also “end of live and support” and do
not meet the needs of the organizations Information Technology vision and Customer Service requirements to
compete in the digital age we are in and should be replaced as one integrated project. Maintaining the existing,
insufficient solution would require an investment that significantly exceeds the proposed solution.
3. BACKGROUND
The SUEZ in North America Utility companies are strategically focusing on increasing Self Service capabilities for their
Customers. Forrester research* indicates that despite online self-service through a website or mobile application is
the most frequently utilized Customer Service channel in 2015, conversations with Customer Service Representatives
via telephone are still the second frequently utilized contact channel and will continue to be a crucial contact channel.
Given the fact that SUEZ’s current platform for Customer Service call center was installed in September 2008, is now
end of support and only available to a subset of all Utility companies, relies on decentralized hardware
implementations, and does not offer the scalability or flexibility of a modern cloud based alternative, the BTS Telecom
and Customer & Digital teams set out to identify opportunities for improvement in collaboration with TTG
(Technologies Trends Group).
* Source: Forrester’s North American Consumer Technographics® Customer Life Cycle Survey 2, 2015
1.1. 3.1 Current situation
Older Avaya call center platforms exist for the call centers in Hackensack, West Nyack and New Rochelle. These call
centers have an obsolete IVR in place as the front end, offering basic self service capabilities. Recently updated Avaya
platforms in Wilmington and Harrisburg are “hanging off” the Hackensack system, without an IVR in front. Other call
centers, such as Boise, Owego/Nichols, Toms River and Rhode Island are running on separate phone systems, without
any integration with the Hackensack or IVR platforms. In addition, a variety of endpoints (phones) are being used in
both the call centers, as well as the local offices. The current systems are difficult to administer, complex to integrate
with Customer Service applications such as CC&B, costly to upgrade and do not offer adequate reporting or quality
management options. A positive finding of the discovery phase research is that the current SUEZ infrastructure can
support more advanced contact center technologies.
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In summary, the current situation is not a viable long term situation. It does not meet requirements to support
increased self service strategies, creates an inconsistent customer experience across the Utility companies, only offer
fragmented reporting capabilities and integration with key SUEZ systems is limited and difficult to expand. Keeping
the current environment up will require significant capital investment given their end of life status.
1.2. 3.2 Industry trends
Research by the International Customer Management Institute show
that the majority of Contact Centers (includes non-Utility) support
traditional contact channels such as inbound and outbound phone
calls, e-mails, postal mail, website self-service and phone/IVR self-
service. A smaller percentage is adding channels such as Social Media,
Customer feedback sites, mobile apps and online chat or SMS for
Customer Service. Throughout the Contact Center industry though, a
trend towards Omni-channel support is clearly visible. Omni-channel is
defined as the ability to seamlessly transition between support
channels throughout the Customer Journey. As such, the capability to
support Omni-channel integrations in the future is a key requirement
for our new platform.
From a vendor strategy perspective**, buyer roles are shifting in two
ways. Whereas telephony used to be considered an enterprise solution
managed and supported by a centralized technology team, Contact
Centers are getting more involved and engaged in selecting, defining and operating their platforms to best meet their
Customers’ needs. Contact Center infrastructure is migrating to the cloud, as well as Customer Relationship
Management and Workforce Optimization solutions. Modern cloud based platforms offer a scalable and flexible
platform for integration with other applications. Standardized, integrated solutions offer consolidated reporting
across all channels to facilitate operations, as well as benefits from a technical support perspective.
Conversations with other utilities indicate that an IVR environment that leverages all available Customer data points
to provide the best possible Customer experience are a key component of the (Digital) Customer Experience Strategy.
Personalized experiences based on account status, and continuous capturing and analysis of Customer feedback
through integrated Voice of Customer solutions ensure a continued growth rate in Self Service adoption rates through
IVR systems. Despite the growth of other self-service channels, telephone calls will remain a critical contact channel
due to Customer demographics and preferences, as well as the nature of certain utility interactions.
**Source: Vendors Battles for the Heart of the Contact Center, Forrester, June 2016

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1.3. 3.3 Future situation
A variety of architectural options have been reviewed during discovery, including:
1. Centralized premises-based “private cloud”
2. Hosted/cloud-based, multi-tenant
3. Hybrid premises/cloud configuration
4. Maintain current platform

Based on technical, financial and operational drivers, the recommended direction is to implement a cloud based
solution. The prime drivers for this recommendation include lower Total Cost of Ownership, including lower CAPEX
need; reliability, redundancy and scalability of the platform, vendor responsibility for updates, maintenance and
compliance. BTS technical resources will adapt from current legacy systems to the new cloud technology.
1.4. 3.4 Selected solution and evaluation process
1.4.1. 3.4.1 Selection process
After narrowing down the playing field to Cloud based solutions during the discovery phase, the Telecom and
Customer & Digital team partnered with Procurement to develop an RFP and evaluate the responses. A shortlist of 6
potential vendors was created based on input from the discovery phase and a review of Gartner Magic Quadrants to
identify industry leaders. All 6 proposals were evaluated based on the following criteria:
1. Company overview
2. Implementation experience
3. Ability to meet SUEZ Strategic Objectives
4. Methodology & Planning
5. Ability to meet requirements
6. Cost
Based on the criteria above, 3 vendors were selected for an on-site presentation to detail their proposal from a
technical, functional, cost and methodology perspective, as well as demo their solutions to both Utility and BTS
stakeholders. A final review by all stakeholders after these on-site sessions identified Carousel/Ring Central/InContact
to be the winning proposal. The combination of Carousel as the implementation partner and their long term
experience with SUEZ, combined with the world class solutions of Ring Central for telephony and InContact for Contact
Center solutions, proved to be a winning combination from a technical, functional as well as cost perspective. For
more details regarding the evaluation of the participating bidders, please see Appendix I.
1.4.2. 3.4.2 Selected solution
1.4.2.1. 3.4.2.1 Business solution
Carousel Industries has partnered with the outright leaders in the Cloud VoIP and Cloud Contact Center markets,
RingCentral and inContact respectively, to deliver a turnkey solution that will meet/exceed SUEZ’s needs Day 1 yet
give SUEZ the flexibility to scale indefinitely long-term.
RingCentral Office is a cloud-based business communications system with enterprise-grade voice, fax, text, online
meetings, conferencing, and collaboration. With RingCentral Office, you can easily connect your office, remote and
mobile employees under one phone system, regardless of their location. Unlike expensive, conventional phone
systems, RingCentral Office is purchased, activated, set up and managed online, which means we manage it and you
use it. By eliminating the need for complex hardware, lengthy installation and technical expertise, you get the
functionality and flexibility to easily connect with customers without high costs or hardware hassle. With one flat,
predictable monthly fee, no contracts, and zero setup costs, RingCentral Office makes your business communication
easy, affordable, and accessible from your home, office, or wherever you need to be.
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inContact is the cloud contact center software leader, with the most complete, easiest and most reliable solution to
help organizations achieve their customer experience goals. Recognized as a market leader by Gartner, IDC, Frost &
Sullivan, Ovum and DMG, inContact continuously innovates in the cloud and is the only provider to offer a complete
solution that includes the customer interaction cloud, an expert service model and the broadest partner ecosystem.
inContact is a part of NICE (Nasdaq:NICE), the worldwide leading provider of both cloud and on-premises enterprise
software solutions, helping organizations of all sizes deliver better customer service, ensure compliance, combat fraud
and safeguard citizens. Over 22,000 organizations in more than 150 countries, including over 80 of the Fortune 100
companies, are using NICE solutions.
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1.4.2.2. 3.4.2.2 Technical solution
1.4.2.3. 3.4.2.3 Functional solution
InContact Customer Interaction Cloud provides a wide-array of feature/functionality which may be of benefit to your
enterprise and business, i.e., Call-back, skill voicemail, agent voicemail, customized IVR treatment, customized routing
strategies, complex CTI-integration.
RingCentral's UCaaS solution provides users with software clients for desktop and laptop computers as well as for
mobile smartphones and tablets to work in conjunction with fixed telephones. Across clients and devices, users enjoy
the full suite of enterprise communications and collaboration features and capabilities. No client lacks any feature or
function.
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The softphone and mobile clients provide full calling,
faxing, SMS texting, audio conferencing, video
conferencing, web sharing, and team collaboration
functionality. With just the click of a button or a tap on
the screen, users can access these features from within
our intuitive, easy to use, and aesthetically pleasing user
interface. Users can manage their settings (including call
handling rules) directly from the mobile client or from the
softphone (a single click from the softphone takes the
user to the web service portal, where full settings and
logs are available).

1.4.2.4. 3.4.2.4 Service Level Agreements
inContact guarantees 99.99% minimum uptime and will provide credits back in the case that the uptime SLAs are not
met on a daily basis.
RingCentral proactively monitors 13 different SLAs: Continuous monitoring of VoIP QoS Mean Opinion Score (MOS) of
VoIP quality greater than 4 (out of 5). Our vendor-agnostic, commodity-based architecture is fully replaceable and
fault-tolerant, providing a second layer of redundancy

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4. BUSINESS REQUIREMENTS SUMMARY
4.1 Scope
1.4.3. All solutions defined In Scope below will be implemented to all Utility Call Centers and
related offices. The BTS Service Desk will participate in the Pilot for the new cloud based
IVR/PBX solution. Followed by a successful BTS Pilot of the new systems a carefully
scheduled roll out will commence to the Utility Division.
4.1.1 PBX
• Deployment and implementation for current Suez Utility locations
• Support & maintenance provided by vendor
• Licensing and patches completed by vendor
• Scalable for future expansion
• Softphones for all users
• Voice over IP (VoIP) technology.
• Replacement of old digital phones to new VoIP phones
• Replacement of digital based headsets for VoIP based phones
• Sharing of internal data cabling for Personal Computers and VoIP phones.
• Geo-redundant telephony server architecture (active/active)
• Voice mail to email functionality.
• Web based administration and accessibility (web based).
• Free local and long distance outbound calling.
• 2500 minutes of toll free calls per user per month.

4.1.2 Network/Infrastructure
• Upgrade replace existing switches with PoE( Power over Ethernet)
• Add Ring Central Data Centers to Suez/AT&T MPLS Cloud
• VOIP readiness assessment
• Increase bandwidth on AT&T Internet (MIS+) at sites, where necessary
• Push out additional VoIP Class of Service

4.1.3 Contact Center
• Standardized, centralized Contact Center (InContact) platform for all Utility call centers, configured for all
Divisions currently served
• Scalable for future expansion
• Queue management
• Programmable dynamic front end messages
• Skills based routing defined per location
• Real time call center dashboards
• Comprehensive reporting
• Integration with CC&B
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o CTI screen popup with account information
• Call recording, including screen recording
• Quality Management (CSR coaching solution)
• Callback and scheduled calls (from queue or web)
• Softphones for CSRs
• Real time supervisor support capabilities
• Dedicated Supervisor and CSR screens to present critical information
•
4.1.4 IVR
• Definition and development of self service capabilities
• Redesign of Customer specific menus, including custom flows based on account status
• Integration with CC&B
o Self Service transactions in CC&B
o Caller identification based on phone number
• Integration with third party for payment processing
• Speech recognition based menu
• Definition of IVR KPIs
• Comprehensive reporting
• Centralized IVR Management and Administration tools
•
4.1.5 Implementation
• Contract execution
• Project Management
• Requirement definition
• Development
• Unit, Integration and User Acceptance Testing
• Change Management
• Training
• Security and Architecture reviews and compliance
• Post go-live support
•
4.1.6 Support / Telecom
• Definition of future support model of Telecom and Customer & Digital team
• Suez Telecom staff to program PBX, Contact Center and IVR.
• Provide level 1 support for all business units, contact centers and end users.
• Act as technical liaisons between contact centers and vendor support engineers.
• Project ownership of future implementations and expansions.
• Act as single point of contact for all support issues, outages and escalations with cloud provider.
• Partner with cross functional teams for networking and computer telephony interfaces.
4.1.7 Support / Network
• Changes in Network support model (Avaya and Servion go away):
 Tier 1: BTS Service Desk
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 Tier 2: Suez Network and Telecom Staff
 Tier 3: Vendors: Presidio, Cisco-TAC, (adding :Carousel, Ring Central, InContact)
4.2 Out of Scope
The following topics will not be implemented as part of this project.
• Natural Language Processing for Analytics (Advanced Analytics)
• Implementation of telephony solutions beyond Utility Call Centers such as Corporate HQ (exception BTS
Service Desk)
• Implementation of omnichannel solutions (e.g. integration with mail, chat, social media etc). The selected
platform supports omnichannel, but full integration of all contact channels is not in scope for this project. The
full leverage of the omnichannel capabilities will be driven by the completion of all current mysuezwater.com
project integrations, as well as the development of a clear Customer Experience Vision and Strategy.
Telecom:
• Outbound calling campaigns (such as currently used for Collections or Emergencies)
• Confirm – Workforce management & workforce optimizer
Network:
• Environmental Services, Advanced Solutions, and Treatment Solutions/GE are not part of initial project.

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5. KEY BENEFITS
1.5. 5.1 Utility Customer Service
This projects directly supports the following Utility Balanced Scorecard items:
• Increase use of Self-Service by 30%
• Reduce OPEX/Rev by 1%
In addition, it is a key Customer Centricity project for the Utility group and closely aligns with other Customer
Centricity project proposals such as Web Phase 2.
The project supports the Utility Strategy and goals by achieving the following benefits:
• Customer Satisfaction
• Regulatory Satisfaction and Support
• Reduction of 1st and 2nd level call volume, focus on value adding transactions
• Drive adoption rates of self-service channels
• Reducing operational costs for telecom
1.5.1. 5.2.1 Tangible
On an annual basis, the Utility Call Centers receive roughly 900,000 phone calls. In 2016, the three call centers
that are configured to use the IVR (New Jersey, New Rochelle and West Nyack) accounted for 680,000 phone calls
(75% of total). During that year, 47% of all calls offered in NY, NJ and NR selected one of the self service options
in the IVR. For more details regarding 2016 IVR call statistics, please see the table below.
Implementing the IVR for the remaining call centers will likely decrease the total call volume handled by agents
with another 103,000 calls per year (220k x 47%), which is over 11% of the call volume of all Utility call centers
combined.
1.5.2. 5.2.2 Intangible
Customer Satisfaction: Opening up the IVR features to all Utility call centers will allow the full customer based to
benefit from the self-service features, which will make SUEZ accessible for those customers after hours over the
phone and improve convenience. The new experience and leveraging data points from CC&B will significantly
improve the Customer experience from the current IVR solution. In addition, new features such as scheduling
calls, or activating callbacks when waiting in queue will eliminate waiting time for customers, making contacting
the call center a much better experience. Finally, a new, speech activated navigation will make all self-service
features much more user friendly and accessible to all customers by removing the need for touch key driven
menus. The Speech Recognition solution will allow our Customers to access our service offerings by saying what
they’re calling about.
Customer Service teams: The flexibility offered by the InContact solution will allow local managers to define much
more detailed call routes based on CSR skill sets and priority of call type. This will benefit management, CSRs and
Customers through ensuring the Customer is connected to the best equipped CSR. Features to allow local
IVR Menu Options:Calls Percentage
1 -Water Emergency 35,374 5%
2 -Payment 188,929 27%
3 -Account Balance 84,493 12%
4 -Meter Change Appt 46,455 7%
5 -Meter Reading 3,342 1%
6 -Customer Service 329,986 47%
Total 688,579
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management to change and maintain front end messaging increases effectives during emergency
communications. The real time dashboards and extensive reporting capabilities will give managers and supervisors
access to crucial call center statistics to manage their teams. Finally, the enhanced Coaching and Call Recording
capabilities will equip the teams for comprehensive coaching and feedback programs that are unavailable today.
In summary, these solutions directly support the Utility efforts to act more Customer Centric. Both through
improved services and experiences, as well as indirectly through better equipping the call centers to further
enhance the Customer Experience in the future.
Future integrations: A robust, scalable platform that is built with integration as a core capability will allow SUEZ to
further integrate with this platform in the future. Examples of additional integrations include leveraging the
outbound call capabilities to potentially replace third party vendors leveraged currently for Collections and
Emergency outbound notifications. In addition, the Omni Channel capabilities will allow further integration of
additional contact channels (such as social, e-mail, web, chat) to provide CSRs a 360 degree view of all Customer
interactions and Customers a seamless transition between channels.
5.2 Telecom Benefits
5.2.1 Tangible
Operating cost reduction: Current Call Center and IVR solution costs $606,000 per year in Support & Maintenance,
Toll Free numbers, and Phone Circuits. The new solution will cost a combined (internal & external) total of
$495,000, resulting in a reduction of $101,000 per year in external costs. These benefits are achieved through the
inclusion of free long distance & local calls, free toll free minutes, and the elimination of current voice circuits.
These numbers do not include costs for SUEZ BTS Telecom personnel, which is expected to remain roughly the
same.
The above comparison does not take into account that the current system would be due for a significant overhaul
given its end of life status. An initial high level analysis of the current environment and required updates during
the discovery phase of this project revealed that an investment of more than $3M would be required to upgrade
the current platform, which would significantly increase the annual costs mentioned above.
1.5.3. 5.2.2 Intangible
• Quick Deployment and implementation for new Suez locations (ES & Utility).
• Support & maintenance provided by vendor
• Licensing and patches completed by vendor
• Scalable for future expansion
• Sharing of internal data cabling for Personal Computers and VoIP phones.
• Geo-redundant telephony server architecture (active/active)
• Expanded Telephony feature set

1.6. 5.3 Network Benefits
1.6.1. 5.3.1 Tangible:
• With PoE will have a single wire to the desktop (easier troubleshooting and reduced expense).
• With VOIP and QoS will optimize bandwidth utilization of the data network.
• Separate voice circuits will be cancelled (We expect to realize some cost savings even with the augmentation
of the MIS+/ MPLS data circuit bandwidth factored in).
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1.6.2. 5.3.2 Intangible:
• Flexible voice over IP deployment methods:
1. Internet via ISP (Small Non-Regulated sites)
2. VOIP over MPLS (Large Regulated call centers) –Ensure top quality of voice for contact centers.
• Easier troubleshooting – Just 1 circuit to manage for both voice and data.

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6 IMPLEMENTATION APPROACH
1.7. 6.1 Governance
An effective project governance structure is crucial to a successful project – particularly the closure of open issues
and rapid decision making. The majority of project related issues and requests will be handled among the local
BTS team, Carousel and business team. Only those critical requests that cannot be resolved at the lower levels
should be brought to the steering committee. All issues brought to the steering committee must be presented by
the business and/or project team member making the request.
The following structure outlines the key roles and functions within the project governance structure that will be
adopted for this implementation.
1.8. 6.2 Key Roles
Executive
Sponsor
· Maintains final authority to set priorities, approve scope, and settle issues
· Works with steering committee to set future program direction
· Overall SUEZ responsibility for project success
Steering
Committee

· Resolves escalated program issues to overcome roadblocks
· Monitors the progress and the organizational impacts of the program
· Make decisions on key project issues
Project
Manager
· Identifies issues and drives issue resolutions
· Develops overall program plan and resource plan
· Resolves project level issues and escalates as necessary
· Reports to steering committee on project status via regular updates
Business
Analyst

· Ensures solution meets SUEZ process requirements

CC&B Lead

· Participates in steering committee meetings as appropriate
· Timely delivery of BTS deliverables
· Participation in status meetings

Management · Develop and execute Change Management Plan
Test Lead
· Ensure BTS Test Methodology is applied correctly
· Report on testing progress
· Assist in definition of test cases
· Assist in execution of test cases
Lead · Builds all required Suez Architecture Documentation as related to the solution
Service Lead

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· Timely delivery of CS deliverables
· Obtain alignment with local BUs through Process Owners
· Assist in preparation of training and test materials
Team Project
Manager
· Identifies issues and drives issue resolutions within Carousel Team
· Provides project status via regular updates to the Project Manager

6.2 Organization Chart
A. Steering Committee
Project Sponsor: David Stanton
Business Owner: Douwe Busschops
Steering Committee
Michael Salas David Stanton Douwe Busschops Chris Herold
Mark McKoy TBD - Supplier
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1.8.1. B. Project Team Structure

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1.8.2. C. Project Resource Plan

Note: This plan assumes a piloted release plan, in which the solution will be deployed to various business units throughout
the project timeline upon completion of testing and achievement of sign-off for the corresponding locations. After project
approval, the detailed project plan will be determined in cooperation with InContact, Carousel and RingCentral. In addition,
after finalization of the detailed functional and technical requirements (estimated 3 months after start), the detailed
implementation, pilot and rollout schedule will be defined.

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6.3 Risk Mitigation
A Risk Mitigation Strategy will be implemented in order to manage the risks that arise during the project.
1.8.2.1. 6.4.1 Purpose
Risk Mitigation is a structured process for identifying, documenting, tracking and mitigating the negative impact
and maximizing the positive impact of project risks throughout the lifecycle of the project. The goal of risk
mitigation is the reduction of probability and severity of risk on the project. Risk Mitigation does not necessarily
eliminate risk, but attempts to reduce the negative exposure to risk.
A Risk is viewed in two dimensions:
 Risk Likelihood - the likelihood that a certain risk will materialize
 Risk Impact - the anticipated impact (cost, time, quality) if the risk materializes
1.8.2.2. 6.4.2 Risk Mitigation Approach
This strategy includes:
 Identifying and logging risks
 Socializing the risk with the risk owner
 Prioritizing risks, including establishing clear guidelines and definitions for discrete risk priorities (e.g.
showstopper/executive, high, medium, low, etc.)
 Assigning risks to person(s) responsible for performing impact analysis as required
 Tracking and reporting risks statuses
1.8.2.3. 6.4.3 Procedure
Risks can be raised by any project stakeholder, including project team members, the client, third-party integrators,
or vendors. Risks will be logged in the risk log and/or Status Report, categorized, prioritized and given an owner.
A risk response will be developed for the risk and a risk owner will be assigned. Risks will be ranked as follows:
 High - A “High” priority risk may span multiple teams and it is considered to have significant impact and
high probability of occurrence. If the risk becomes an issue, the issue will result in direct slippage of key
milestones and deliverables, and is reviewed at project meetings. The Risk Owner records risk
mitigation/contingency plans for the risk and enters the resolution once the risk is closed.
 Medium - A “Medium” priority risk may span multiple teams and it is considered to have some impact
and probability of occurrence. If the risk becomes an issue, the issue type may cause slippage to activities
and successor activities but not to the key milestones or deliverables. This risk is reviewed at project
meetings. The Risk Owner records risk mitigation/contingency plans for the risk and enters the resolution
once the risk is closed.
 Low - A “Low” priority risk may be easily managed within the team and does not require direct
involvement of Project Mitigation. Low risks are considered to have minimal direct impact to project
resources, activities & schedule and the probability of occurrence is minimal. This risk is reviewed at
project meetings. The Risk Owner records mitigation/contingency plans for the risk and enters the
resolution once the risk is closed.
Once the Risk has been formally documented, it’s assigned to an owner for monitoring the risk. Risks will be
controlled according to a response plan for each risk and will be closely monitored.
Monthly Risk Assessments will be conducted during the Project Steering Committee Meetings to:

 Revisit risks defined at Project Start and include new risks as appropriate.
 A security focused risk assessment strategy.
 Categorize, assess and analyze the probability and severity of each risk.
 Determine symptoms that would indicate that risks may be occurring.
 Prepare a mitigation and response plan for each risk.
 Add/Update risks in the steering committee status report.
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6.4 Roll-Out Approach
1.8.2.4. The configuration and development work will go through 4 stages of quality testing to ensure it
is developed according to plan. Unit, integration, and user acceptance are all testing waves that will be
performed to verify accuracy and quality. Over the course of the build process, the QA team will conduct
testing to ensure all applications and processes are functioning according to the specifications. SUEZ BTS
will provide necessary support to complete this testing. A formal UAT and signoff will ensure that the
application to be rolled out meets the SUEZ business needs.
1.8.2.5. Results of the UAT will be submitted, which will track status and progress of all issues. Issues will
be assigned severity based on the impact on solution performance:
1. Critical/Highest: Issue results in site not functioning
2. High: Major issue that does not affect overall site performance / functionality
3. Low/Medium: Minor issue with high concern
4. Lowest: Minor issue with low concern
6.5 Project Methodology
The project will follow SUEZ’ software development life cycle process as detailed below:
1. Ideation: Project preparation and resource assignment. Understand all roles and responsibilities as well as
integrated and localized processes.
2. Definition: Defining requirements and functionalities needed from all users to ensure the solution meets all goals.
3. Analysis & Design: Create a highly usable and useful experience that ladders up to SUEZ’s brand promise.
4. Delivery: Build and test a scalable and flexible platform that will power the solution
5. Implementation: Final quality assurance, internal roll out/training and launch the site to ensure an optimal
presence free of any bugs.
6. Close - Affirmation of project deliverables and execution of product support.
During development, components from Agile methodology may be applied to concept, develop, test and
improve subsets of functionality in two-week sprints.
6.6 Project Assurance
The project managers will provide effective project management in completing the work on time and in a
satisfactory manner. The project managers will have day-to-day responsibility for progress and quality of the work
for their respective work streams. The project managers will manage all aspects of the budget, scope, and people
and resources. The project managers will provide regular status reports to the steering committee, which will
describe the progress of all tasks and will raise any issues or concerns.
The following mechanisms will be used for project control and management:
Mechanism Description Purpose
Issue Log (Part of Weekly
Status Report)

information about issues and a log
of their status/disposition.
the issue
Key Business Decision
along with recommendations, that
requires a decision by the Steering
Committee.
To summarize those issues requiring
received in a timely manner.
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Mechanism Description Purpose
Change Request (CR) and
Log

requested change to the scope of
contracted cost or schedule, and a
log that shows their status.
To present potential changes in a way
prioritization
included or deferred appropriately.
Log

resolution of each IR.
To ensure that all reported defects
are identified, tracked and corrected
as appropriate.
Weekly Status Report*
weekly status report will indicate on
track and at risk project action items
and tasks.
formatted to visualize project health
and summarize those issues requiring
management decisions.

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1.8.2.6. 6.6.1 Issue Management Procedures
Project issues are one of the key indicators of a project’s progress. For a project to be completed in a reasonable
timeframe, issues must be captured and resolved as quickly as possible. They must also be communicated to
impacted parties and be accessible at any time by the steering committee, stakeholders, and other key employees
/ team members. Sources of issues can include scope changes, delayed feedback, missed milestones, conflicting
requirements, resource conflicts, local regulations and hardware/software delays.
The following process will be used to manage project issues:

The Team Lead or the Project Manager screens the issue and, if necessary, updates the issue
tracker with additional information to place the issue in perspective
The Project Manager will investigate the details surrounding the issue provided on the issue log
and related issues, issue background, potential impact and action take so far
Alternative resolutions to the issue or consideration of the steps that need to be taken before a
final decision can be made
The Program Manager will review the recommendation with the business team. If the business
team agrees to the recommendation, the status of the issue is changed to “Approved”. Any issue
resolution that cannot be
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1.8.2.7. 6.6.2 Change Control
Controlling changes will be a constant task for the joint project management team, due to the nature of the
engagement.

The
above high-level change process diagram depicts the typical change process for this project. A Project Change
Request (PCR) will be the vehicle for communicating change. The PCR must describe the change, the rationale for
the change and the effect the change will have on the project.
6.7 Success Criteria
The project will be deemed a success if the following criteria are met:
• Delivery of all functional improvement areas as defined in this document
• Successful delivery of Training and Change Management program to prepare organization for implemented
solution
• Adherence to the base-lined project scope with all variations being managed via Change Control
• Adherence to the base-lined project cost with all variations being managed via Change Control
• Adherence to the base-lined project schedule with all variations being managed via Change Control
• Management of project risk as specified in the risk register

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7 PROJECT SCHEDULE/DELIVERABLES
Approximate Project Schedule (Note: The project scheduled refined and finalized during the Project Initiation
phase)
Major Deliverables include, but are not necessarily limited to:

Project plan
Post-Deployment Support Plan inContact

Phase Description Duration Start Finish
Project Initiation 30 days Tue 8/15/17 Mon 9/25/17
Requirements tracks 20 days Tue 9/26/17 10/23/17
Design & Development Designing and Building of all Project Deliverables 40 days 10/24/17 12/18/17
Process Re-Designing 64 days Fri 12/1/17 Wed 2/28/18
Test End-To-End Testing of Entire Solution 190 days Mon 9/10/18
Training 130 days Sun 4/1/18 Thu 9/27/18
Change Management the organization, as well as the communication of these
changes
130 days Sun 4/1/18 Thu 9/27/18
Deployment 40 days Tue 9/11/18 Mon 10/5/18
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8 ASSUMPTIONS
All resources documented in Business Case will be available for all
phases of the project 75%
Network Infrastructure can be enabled to support proposed solution 90%
Continued operation of legacy phone system until project completion
will be possible. 80%
Applications being provided in cloud meet Suez data security
requirements 90%
Funding for project will not be cut after project approval 100%
Call Center personnel are able to readily adapt to new system 95%
9 RISK ASSESSMENT
AT&T, Ring Central, InContact)
require additional resources.
High 5% Vendor will perform network readiness
assessment prior to implementation. Work
with vendors to resolve network issues, and
If end-users are not ready or willing to
accept the new solution, a higher rate of
support issues might arise with potential
Medium 5% Define and implement a full scale change
management and test plan.
If not all defined resources are available as
defined in the Business Case, the quality and
High 20% Clearly share expectations upon approval of
project and PMO management of company
resource plan
If system integrations between the new application and CC&B/Mulesoft are more
complex than expected, quality of services
High 20% Detailed documentation of integration
requirements, involvement of Architecture
team, as well as extensive testing.

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10 PROJECT COSTS
As indicated in Chapter 2, the current IVR, PBX and call recording systems are end of life and need to be upgraded or replaced.
Doing nothing will result in critical disruptions of base customer services of the Utility companies and is therefore not an
option.
Alternatively to the proposed solution, the project team also explored the option of upgrading the current IVR, PBX and call
recording systems, instead of implementing a new cloud based platform. This exploration revealed an investment that is
significantly higher than the proposed solution (>$2M for hardware and vendor implementation costs, in addition to the
below mentioned labor costs and contingency). In addition, the annual recurring costs for maintenance and usage would
continue to be higher per year than the proposed new implementation.

The proposed implementation will require the following investments.

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As per the Capital Management team, any costs associated with the implementation of a new asset, including service
agreements executed at the time of initiation, can be considered CAPEX. Costs associated with End User Training are an
exception to that rule. For this proposal, $139,968 is budgeted for End User Training.
In addition, it should be noted there’s an opportunity to capitalize future annual vendor costs, as long as they are part of a
service agreement executed upon initiation of the implementation. We recommend the Capital Management team and Utility
CFO to decide on the exact approach upon approval of the Business Case, during the initiation phase.
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31

2. APPENDIX I – BIDDER EVALUATION
Round 1 evaluation

Criteria 1
Company Overview• Experience in space• Competencies• Financial stability• MWBE certification• Quality of references
12%7.2 9%6.8 8%7.2 9%4.5 5%0.7 1%7.7 9%
Criteria 2
Account Management• Implementation experience• Installation, configuration, integration & optimization capabilities• Lead/Design workshop experience• Ability to develop project documentation including end user training materials • Manage staffing and issue escalation as well as scheduled status reports• Assigned resource experience
14%6.5 9%6.3 9%6.3 9%3.7 5%3.7 5%6.3 9%
Criteria 3
Ability to Meet Strategic SUEZ Objectives• Support strategic vision, mission & business objectives• Streamline technology, optimize processes & improve customer service experience • Create knowledge repository and facilitate knowledge transfer
18%7.0 13%7.2 13%7.2 13%5.5 10%0.7 1%6.7 12%
Criteria 4
Methodology & Planning• Adhere to ITILL framework • Adhere to SUEZ Systems Development Life Cycle (SDLC)• Provide required documentation including Issue Log, Comm Plan, etc.• Requirement definition• Development• Project Management Structure
• PM Organization• Test plan/scenarios and associated documentation, (strategy, approach, support tools, etc)• Training documentation development & Change Management• Post go-live support• Service Level Agreements-Support Maintenance
18%6.5 12%5.8 10%7.5 14%5.7 10%0.7 1%6.3 11%
Criteria 5
RFP Requirements
• Proposed solutions ability to meet all technical and operational requirements for IVR, PBX and accessibility• Replacement of PBX with installation and maintenance of a unified communications VoIP system• Ability to integrate with SUEZ applications, through Mulesoft middleware layer• System scalability• IT Systems Maturity (technology differentiator )

25%7.2 18%6.7 17%7.2 18%5.2 13%0.7 2%7.2 18%
Net Cost (Savings)*
Total cost of ownership, including raw pricing, discounts, rebates, payment terms, internal costs and revenue drivers.13%5.0 7%7.0 9%4.5 6%0.0 0%7.5 10%6.0 8%
100%68%66%69%43%20%67%
Verizon-InContact
Round 1: Rating(1-10)**Round 1: ScoreRound 1: Rating(1-10)**Round 1: Score
MultiNet Interntional/RingCentral
Round 1: Rating(1-10)**Round 1: ScoreRound 1: Rating(1-10)**Round 1: ScoreRound 1: Rating(1-10)**Round 1: Score
Five9Avtex Solutions-InIn/Genesys
Round 1: Score
Carousel-RingCentral & InContact Arrow Systems-MitelWeight(0-100)Criteria Definition Round 1: Rating(1-10)**
FINALISTS DID NOT PROCEED TO ROUND TWO
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Round 2 evaluation

Customer Service Round 2 Evaluation
Category Score Category Score Category Score
Agent 3 Agent 8 Agent 8
Supervisor 3 Supervisor 7 Supervisor 9
IVR 3 IVR 7 IVR 9
Quality Mgmt 3 Quality Mgmt 6 Quality Mgmt 7
Analytics 3 Analytics 6 Analytics 6
Reports/Dashboards 3 Reports/Dashboards 7 Reports/Dashboards 9
Overall fit 3 Overall fit 7 Overall fit 9
Total 3 Total 7 Total 8
Tech team Round 2 Evaluation
Category Score Category Score Category Score
PBX 7 PBX 8 PBX 8
IVR 8 IVR 10 IVR 7
Call recording 9 Call recording 9 Call recording 8
Fault Tolerance 9 Fault Tolerance 10 Fault Tolerance 6
Reporting 8 Reporting 9 Reporting 8
Architecture 7 Architecture 10 Architecture 7
Programming 8 Programming 10 Programming 6
Total 8 9 7
Summary / Average round 2evaluation
Team Score Team Score Team Score
Customer Service 3 Customer Service 7 Customer Service 8
Tech team 8 Tech team 9 Tech team 7
Total/Average 5.5 Total/Average 8 Total/Average 7.5
Ranking Third Ranking First Ranking Second
Avtex Carousel Arrow
Avtex Carousel Arrow
Avtex Carousel Arrow
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CAPITAL EXPENDITURE AUTHORIZATION
CHANGE REQUEST
COMPANY NAME:305 - United Water M&S
PROJECT DESCRIPTION AND REASON FOR CHANGE REQUEST:08/06/15 05:17 PM
IF THE PROJECT SCOPE CHANGED, EXPLAIN:
IF THE COST CHANGED FROM ORIGINAL ESTIMATE (LABOR, MATERIAL, DELAY, ETC.), EXPLAIN:
TOTAL NET PROJECT COST Prior Current Future Project
($1,000s)Years Year Years TotalOriginal Plan 322.6 1,265.5 - 1,588.1 Previous Approved CEA 322.6 1,265.5 - 1,588.1
This Change Request 322.6 1,538.6 - 1,861.2
Variance From Previous Approved CEA 0.0 273.1 0.0 273.1
Percentage Change 17%
Var from App'd CEA &Net Project Cost Var from App'd CEA &Net Project Cost
> 10%All > 10%> $500,000
> 10%> $50,000 > 10%> $500,000
> 10%> $100,000 > 10%> $1,000,000
> 10%> $250,000
APPROVAL SIGNATURE DATE
XX
XX
XX
XX
XX
XX
XX
EVP
CFO
Segment President
Capital Investment Director
Company General Manager
VP-Capital Investments
Co. General Mgr.CFO
VP-Capital Invest.
PROJECT ROUTING/APPROVAL
Sponsor or Company Engineer
See above
Approval Needed Approval Needed
Sponsor Segment President
Capital Invest. Dir.EVP
PROJECT ID: C15J109
PROJECT TITLE: UW WEBSITE PROJECT MANAGER: Douwe Busschops
Development of a customer website which will improve the digital customer service experience and drive digital customer transactions.
Reasons for change request: Change in scope due to NY Division of Human Rights Accessibility directive, need to replace key internal resource
who is on sick leave for the remainder of the project, Aligning timeline with Rebranding effort and additional technical requirement for
hosting provider.
- WCAG compliance due to NYDHR directive $77000
- VPN tunnel hosting provider $25000
- Rebranding alignment $29650
- Oversight role replacing UW resource $112000
- Content development role replacing UW Resource $114525
- Reduction in UW Labor charges -/- $100000
Book2 PAGE1
n/a n/a
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Company Number:305 CAPITAL EXPENDITURE AUTHORIZATION
Project ID:C15J109 CHANGE REQUEST
Project Title:UW WEBSITE
Project Manager:Douwe Busschops
Attachments:
COST DETAILS:
Previous Estimate Revised Estimate Total
No. Of Unit Item No. Of Unit Item Change
Sub-Project ID Item Units Cost Cost Units Cost Cost In Cost
COMMON UW Labor 1 100,000.00 100,000 1 - - (100,000)
1215000000A Sitemap, Wireframes 1 101,500.00 101,500 1 101,500.00 101,500 -
1215000000B Detailed User Experience 1 290,450.00 290,450 1 290,450.00 290,450 -
1215000000C Application Development 1 489,600.00 489,600 1 711,475.00 711,475 221,875
1215000000D QC, UAT, Launch 1 50,500.00 50,500 1 50,500.00 50,500 -
1215000000E CRM Onboard & Bill Pay Streams 1 110,000.00 110,000 1 110,000.00 110,000 -
1215000000F CRM Application 1 45,000.00 45,000 1 45,000.00 45,000 -
1215000000G Hosting Infrastructure Setup 1 2,500.00 2,500 1 27,500.00 27,500 25,000
1215000000F Project Management 1 - - 1 112,000.00 112,000 112,000
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
Total Direct Costs 1,189,550 1,448,425 258,875
Omissions/Contingencies Rate:10,000 Rate:10,000 -
Local Overheads Rate:0.0%- Rate:- -
Corporate Overheads Rate:5.5%65,425 Rate:5.5%80,213 14,788
Total Gross Expenditure 1,264,975 1,538,638 273,663
Total Advances/Contributions - - -
Total Net Expenditure 1,264,975 1,538,638 273,663
CEA-CR 6/1/2011
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1

Business Case
MYSUEZWATER.COM PHASE 2

Status Information

Document Change Record

Version 0.8
Status In Progress
Date 08/29/2016
Project Sponsor David Stanton
Author(s) Matthew Elefant / Douwe Busschops
Version Date Description
0.1 08/04/2016 Initial draft
0.2 08/05/2016 Update after review Douwe and Matthew
0.3 08/09/2016 Updated scope, benefits
0.4 08/19/2016 Updated after review D. Stanton and M. Salas
0.5 08/22/2016 Updated after Exec Summary review
0.6 08/25/2016 S. Goudsmith Update
0.7 08/26/2016 Update budget, resources and GM feedback
0.8 08/29/2016 Layout edits S. Goudsmith

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Table of Contents
1. EXECUTIVE SUMMARY .......................................................................................................................... 3
2. OBJECTIVES ........................................................................................................................................... 5
3. BACKGROUND ....................................................................................................................................... 6
3.1 Our Competition ............................................................................................................................. 6
3.2 Customer Advisory Panels .............................................................................................................. 9
3.3 Utility Market/JD Power ................................................................................................................. 9
4. SCOPE .................................................................................................................................................. 11
4.1 Self-Service / CCB Integration ....................................................................................................... 11
4.2 Messaging Center.......................................................................................................................... 11
4.3 Conservation Tool ......................................................................................................................... 12
4.4 Meter Data Management Integration and Visualization .............................................................. 13
4.5 Organization & Change ................................................................................................................. 14
5. KEY BENEFITS ...................................................................................................................................... 15
6. IMPLEMENTATION APPROACH ........................................................................................................... 18
6.1 Governance ................................................................................................................................... 18
6.2 Key Roles ....................................................................................................................................... 18
6.4 Organization Chart ........................................................................................................................ 20
6.5 Risk Mitigation .............................................................................................................................. 20
6.6 High Level Schedule and Resource Plan ........................................................................................ 22
6.7 Portal rollout approach ................................................................................................................. 23
6.8 Project Methodology .................................................................................................................... 23
6.9 Project Assurance.......................................................................................................................... 24
7. SUCCESS CRITERIA OF THE PROJECT ................................................................................................... 27
8. RISKS .................................................................................................................................................... 28
9. COSTS .................................................................................................................................................. 30
10. RECOMMENDATION/CONCLUSION .................................................................................................. 31

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1. EXECUTIVE SUMMARY
Building a Smart Utility
SUEZ in North America is creating more responsive distribution networks that balance customer demand, supply needs, customer expectations, service reliability, cost and regulatory compliance. The transformation to these new, smart utilities will help us to:
• Analyze meter data to reduce outages and improve business processes
• Integrate operations systems and processes to improve the performance of distribution
networks
• Maximize investment in people, processes and infrastructure through better asset and
workforce management
• Improve the effectiveness of customer communications through modern communications
tools
• Interface with customers more effectively and improve satisfaction rates

Current State The initial phase of the MySUEZWater.com redesign (deployed Nov 2015 in cooperation with our implementation partner Melity, budget $1.8M) implemented a solid, scalable, modern foundation to start driving customer adoption and reinforce behaviors that increase digital engagement. It connects almost 100 North American geographies and provides localized
company and project information for all. SUEZ Customers serviced through CC&B (646k total, 60k ES, 586k Regulated) have access to basic Self-service components, such as viewing their bill and making payments. The scope of the project (due to CCB constraints) was limited to this base framework and does not expose the full scope of Self-service components that our Customers expect from a modern Utility, such as insight in consumption data, online profile management and benchmarking against other households.

Proposed Project As such this next phase is organized around the expansion of services. Through a tighter integration with CC&B we will build:
• A comprehensive account management that provides more control to our customers to manage their own accounts
• Additional user flows to initiate, track and complete service requests, helping to drive a more frictionless experience for our customers while increasing operational efficiencies for our organization
• Tools that will educate our audience on how they currently consume water, skills and tips to be more mindful about how they use resources and how they can engage with SUEZ
• An active, value-drive messaging platform that keeps our customers in the know about developments with their requests (e.g., upcoming appointment), reminders for key account-related events (e.g., bill due), cues for relevant digital engagement (e.g., conservation surveys) and local SUEZ developments
Timeframe and Cost
The project is planned to be completed
10 months after approval of the
Business Case and the requested
budget is $3.9 million.
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In order to enable the aforementioned for our audiences, we will bring out front-end digital interface into a tighter alignment with SUEZ back-end data systems – CC&B and Sensus Meter
Data Management (MDM). This seamless communication with our internal data systems will enable our site to provide vital, evolving and accurate information to our users to help them make better decisions about how they use and conserve water.
Goal This project directly supports the following 2016 Utility Balanced Scorecard items:
• Increase use of Web Self-Service by 30%
• Reduce OPEX/Rev by 1% In addition, it is a key Customer Centricity project for the Utility group and closely aligns with other Customer Centricity project proposals such as IVR and call center upgrades, Sensus Analytics and Customer Service vendor optimization. In expanding our service offerings, it will create a more relevant digital experience that will make it easier than it’s ever been for our customers to manage their accounts, engage with SUEZ and improve their conservation. Additionally, as our customers become increasingly digital-first, it will lead to a range of organizational efficiencies such as decreased customer service calls, printing costs around billing, a tighter window for days billed outstanding (DBO) and a deeper
understanding of the customers at each end point that will prime us to move into our goal of a data-driven, customer-centric relationship ecosystem.

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2. OBJECTIVES
The approach to the redesign for SUEZ’s digital platform was envisioned in 3 high-level stages
or phases. Within each of these phases are rapid iterative sprints. Phases are broken down as
follows:
• Phase 1: Establishing the Foundation - Deploy a scalable platform that offers customers
a streamlined experience focused on driving digital adoption, simplify the billing
processes and opening up servicing options, all supported with a baseline CRM
program.
• Phase 2: Expansion of Services - Extend account management and servicing to fully
bring all available options “online.” Begin to deploy usage insights to develop
additional value-driven, engagement points through an increasingly robust CRM
program.
• Phase 3: Relationship Ecosystem - Leverage an emerging deep well of customer
behavioural data, both online and offline, to create dynamic and personalized site
experiences that aim to create a new generation of “smart” water consumers.
Phase 1 has been completed and launched November 17th, 2015. Phase 2 which is initiating
now, covers 4 main areas which are enabled by increased access to web services through
CC&B and drawing on learnings from Phase 1:
• Account Management: Provide customers with more comprehensive control over their
account, the ability to evolve it as their relationship with SUEZ changes along with tools
that enable a deeper connection with SUEZ
• Servicing: Expand the functionality we offer customers to self-service their accounts
whenever they want without having to engage with a call center or in-person. As such
we’ll be increasing the ability to and the speed with which we can achieve our goal of
moving 80% of customer transactions online.
• Education: Ensure customers feel comfortable with understanding how their bill is
calculated, their consumption patterns, how to improve their usage (and save money)
and expand on their knowledge of the role SUEZ plays in improving their local
environment and communities
• Messaging: Develop a comprehensive and supportive messaging strategy that ensures
customers feel they are fully apprised of all developments with their accounts, service
requests, SUEZ engagements (e.g., new project) and their overall water education.
Messages will be developed to drive customer behavior in support of SUEZ’s Customer
Self-Service vision.
In doing so we’ll be developing a more robust customer-centric approach that sets us up for a
truly data-driven customer relationship ecosystem as we move into the 3rd phase of the
MySUEZWater.com initiative.
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3. BACKGROUND
3.1 Our Competition
3.1.1 Competitive: Overall

Beyond evaluating the digital experience of other water utilities, we originally and continue to
look at the overall utility industry evaluating other brands over 6 key strategic areas. As you’ll
see in the above image, there is some decent parity across the various utilities without any one
truly “getting it”. However, many of them do certain things really well – where we can look for
inspiration when thinking about how to proceed with the evolution of SUEZ in North America
based on the current user expectations set by some of these companies. Our main area of
focus during this next iteration of MySUEZWater.com is an increasingly personalized digital
experience where our site not only talks to our customers but “listens” and responds in kind. In
doing so, we particularly have a strong eye on the content and usability/usefulness
parameters, along with evolving support for commerce (while always being mindful of their
mobile translations).

3.1.2 Gaining a Deeper Understanding About Billing and Charges

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In looking at international utilities we see Severn Trent developing more customer-centric tools
and supporting content. In the past year+ it has deployed a meter reading submission engine,
which we are looking to mimic within MySUEZWater.com. Additionally, when it comes to
understanding your bill Severn not only explain how to read the bill via video, provide a
breakdown of charges and rates within your bill, but also contextualize your bill as a means for
improving the water quality in your neighborhood and throughout the Severn Trent Community.
3.1.3 Educating Customers About Their Water Usage

Comparative examples such as Southern Electric do a good job educating and engaging
customers about their usage. Southern delivers clear, plain language instructions and images to
ensure customers fully understand how to read their meters. Additionally, it provides energy
usage surveys to get to know customers better as well as an array of tips on energy usage
depending on how aggressive they’d like to be in conserving energy. Southern Electric provides
a good starting point but much of this content is static and unresponsive to that specific
customer. Additionally, when it comes to helping consumers understand their own usage we
can draw on the work done by our French counterparts, who have created a simple, intuitive
survey that provides a snapshot of a consumers’ usage with relevant tip content to decrease
consumptions. Our approach would build on these with the aim of making a platform that will
allow us to create an increasingly personalized tool, evolving our engagement strategy as we
know more about our end customers over time.
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3.1.4 Expanding Relevant Customer Messaging and Looking Beyond the Utility Industry
SUEZ in North America’s competition is constantly evolving, but more so than our competition
we need to be mindful of the “competition of expectations” that we exist within – customers
won’t just evaluate us based on our direct competitors or even other utilities but against all the
digital experiences with which they engage. Once such area we’ll look to draw comparisons
from is when it comes to customer messaging and preference enters. We’ll draw from brands
who have a broader, integrated messaging approach such as Amazon, with their messaging
center that acts as a counterpart and a repository to their email and text outreach.

In terms of tighter management over messaging and user preferences, consumer packaged
goods brands do a great job of giving control to their customers around the frequency with
which they receive messages and the topics they’d like to hear from them about.
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As we move into conceptualizing and ideation during this project, we’ll draw on inspiration from
best-in-class digital experiences not just from the water utility in particular or the utility industry
in general, but also from across a wide range of industries and disciplines.
3.2 Customer Advisory Panels
SUEZ Utility companies organize periodic Customer Advisory Panels (CAP). During these
meetings, SUEZ has a dialogue about ongoing initiatives, future plans, customer needs and any
other topic relevant for our customers and stakeholders. During Q1 of 2016, the CAPs of New
York, New Jersey and Westchester were asked to provide feedback on mysuezwater.com.
While most members praised the look and feel of the new website, a clear desire was
expressed to expand and improve the site in relation to payment options, account information,
localized content, company information and how to navigate to these components.
In addition, the most recent Customer Satisfaction survey indicated a desire for improved online
services with significant impact on Satisfaction levels.
3.3 Utility Market/JD Power
JD Power has been conducting and improving its website evaluation surveys for over 15 years.
Since 2012, it has specialized a website evaluation survey for Utilities to measure satisfaction
with Utility websites. The survey is based on JD Power’s extensive experience in regards to
customer satisfaction. It currently includes >65 utilities and SUEZ is in the process of finalizing
the contract with JD Power to evaluate mysuezwater.com. Input from the survey will be used to
improve our website throughout, as well as after the project.
The survey focuses on most important interactions for Utility Customers:
1. Set up an online account (if applicable) 2. Account log in 3. View consumption history 4. Review account information 5. Make a payment 6. Research water saving information 7. Update service
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8. Report outages (if applicable) 9. View outages (if applicable)
10. Locate contact information 11. Perform account and profile maintenance The scope of this business case includes functionality to implement or improve 7 of the 11 topics, while 2 others were already implemented satisfactorily during phase 1. In short, implementing the proposed scope will bring SUEZ to the top of Utility websites.
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4. SCOPE
4.1 Self-Service / CCB Integration
In an effort to streamline existing backend processes, expand to accommodate additional types
of customer needs and enable a more seamless engagement platform we’ll be bringing
MySUEZWater.com in a closer alignment with CC&B and its web services.
From a customer centric standpoint not only will customers notice faster processing times but
we’ll be able to be more communicative as to their service requests and our progress in
completing them (see 4.2 for more detail). We’ll provide them more control over and expand
their ability to self-service their accounts-,whether that’s simply updating the phone numbers we
have on record, submitting a meter read to verify their monthly billing or allowing them to
reschedule service appointments, through a simplified and more intuitive user interface.
SUEZ will benefit from “tighter” backend customer service workflows, as we remove offline
processing components from the start and stop service customer requests. Additionally, we’ll
speed up the current start service flow by allowing customers to upload supporting
documentation related to their identification or residence to aid our customer service
representatives in completing those requests. Lastly, we’ll have a more accurate data picture of
our customers given a fully integrated data stream between the site and CC&B.
Key deliverables in relation to this functionality:
• UX Design
• Design
• Content / Copy
• Tagging / Taxonomy
• Development of web functionality
• Integration of Oracle APIs
• Process redesign
• Testing
• Training
Critical dependency on Mulesoft middleware to be available for development API’s for
integration
4.2 Messaging Center
This component of our scope will act as a facilitator or “hook” for our site. It will allow us to
create a more evergreen / “always on” approach to customer engagement where we move from
engagement touch points around just a monthly bill or addressing service issues to a more
supportive, active relationship with our customers and proactively drive customer behaviour
through our messaging.
Currently the site offers some initial messaging that assist new online account holders in the on-
boarding process, letting them know requests have been received and assisting in core account
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issues (e.g., forgot password). This new phase aims to build a comprehensive system with the
customer at the center. We’ll develop targeted messaging across billing & payments, service
appointments, water education, SUEZ developments and overall account management. In
addition to this expansion of topic areas we’ll allow customers to receive updates via SMS as
well as email ensuring they receive the appropriate message on their most relevant device at
the right time.
SUEZ will benefit from increased efficiencies around our billing process that will aim to help
decrease days outstanding with strategically placed billing reminders leading up to due dates
and gentle but direct messages for past due bills. When it comes to service appointments by
building out reminders and the ability to confirm / reschedule appointments will decrease costs
associated with missed appointments.
Key deliverables in relation to this functionality:
• UX Design
• Design
• Content / Copy
• Tagging / Taxonomy
• Development of web functionality
• Integration of Oracle APIs
• Integration with SendGrid mail service and SMS delivery service
• Testing
• Training
4.3 Conservation Tool
While we collect detailed data around our meters / end points we don’t know much about our
customers that leverage those end points. As such we’re looking to develop a light but
informative survey for our customers where we implicitly propose a value exchange – we
provide them a look at how their water usage stacks up along with tips for how to improve it. In
exchange we get to understand more about their water usage behaviours through a water
conservation survey.
We’ll ask them questions about the size of their household, the appliances they have and how
much water they use throughout the day on various activities. While our initial survey will be
simple, we’ll be developing a survey tool that we can build from and create more detailed
surveys over time to learn more about our customers’ dynamic usage patterns.
In developing the platform to interpret their inputs and provide them relevant information we’ll be
working with Black & Veatch as well to develop an algorithm to analyse their usage and present
the appropriate results and personalized conservation tips. Lastly, as just information and
education may not appeal to all customers, we’ll identify other ways to provide them value for
their involvement with our survey through rebates and other rewards, if applicable in their
region.
Key deliverables in relation to this functionality:
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• UX Design
• Design
• Content / Copy
• Tagging / Taxonomy
• Development of web functionality
• Development of conservation algorithm
• Development of behaviour driving messaging, tips and recommendations
• Testing
• Training
4.4 Meter Data Management Integration and Visualization
In relation to our expanded education around water usage behaviours covered in the
conservation survey / tool and more detailed content around rates and charges, we want to
expand our customers’ understanding of their usage patterns. To do that we want to break down
our customers’ usage with interactive data visualizations that look to showcase their current
usage (level of detail dependent on their meter type) and various ways to manipulate it, such as
comparing it to their own historical usage or to similar (but anonymized) customers.
Interactive elements will be built that will provide additional value to customers. For example,
the messaging center will alert customers when individual, pre-set water budgets are near their
thresholds. Additionally, we’ll be able to detect and alert customers to “water emergencies”
related to leaks, broken pipes or backflow issues, fully leveraging the capabilities of smart
meters.
Key deliverables in relation to this functionality:
• UX Design
• Design
• Content / Copy
• Tagging / Taxonomy
• Development of web functionality
• Integration with Sensus analytics
• Process redesign
• Testing
• Training
Critical dependency on Sensus analytics project to deliver API’s for integration.
Critical dependency on Mulesoft middleware to be available for development API’s for
integration

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4.5 Organization & Change While phase 1 delivered a modern, scalable web platform with strong improvements to the user
experience, the impact to Utility operations was limited. Phase 2, on the other hand, will have a
significant impact on operations, in particular to Customer Service. Not only will CS processes
change, they will become a key component in driving adoption of these new online services with
our customer base. For that reason, a strong Change Management foundation is critical to the
success of this project. The graph below illustrates the main activities that will be organized to
ensure successful adoption of this project throughout the organization.
In addition to preparing the organization for using the improved web platform, a strong support
organization is key to the successful adoption of this platform by our customers. For that reason,
the future support organization will be defined as a deliverable of this project. Areas to consider
as a minimum for this organization are:
• Leadership, Vision/Strategy
• Technical / Development
• Data analytics
• Content Development and Communications / Campaigns
• Customer Service Support
• Process / Performance Improvement

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5. KEY BENEFITS
This projects directly supports the following 2016 Utility Balanced Scorecard items:
• Increase use of Web Self-Service by 30%
• Reduce OPEX/Rev by 1% In addition, it is a key Customer Centricity project for the Utility group and closely aligns with other Customer Centricity project proposals such as IVR & Call Center upgrades, Sensus Analytics and Customer Service vendor optimization. The project supports the Corporate and Utility Strategy and goals by achieving the following
benefits:
• Customer Satisfaction
• Regulatory Satisfaction and Support
• Conservation initiatives
• Reduction of 1st and 2nd level call volume, focus on value adding transactions
• Drive adoption rates of Cost and DBO reducing service channels
• Develop Customer profile (beyond the meter)
Customer Satisfaction Our customers have come to expect an easy to use digital channel as part of our basic service
model. SUEZ is no longer competing against other Utilities alone for digital customer satisfaction. Developments over recent years have exposed customers to a wealth of digital processes and ground breaking technologies that have increased their awareness level as well
as expectations for the SUEZ online presence. In short customer expectations can be summed up as such: if the pizza place around the corner can tell exactly when my food will arrive, than why can’t my water company tell me when the service truck will arrive? Customer Satisfaction is a key benefit of this project. Delivering on these expectations is a key requirement nowadays, not just for the younger demographic. Our customer satisfaction surveys indicated a strong need and perceived value for digital services.
Regulatory Satisfaction and Support, Conservation initiatives
In addition to satisfying our customers directly, satisfying Regulators is a second key benefit. Regulators are exposed to the same developments as referred to above. In addition, being
Value

n = 1147
all Service

n = 647
ne Services

n = 414
18%
39%
20%
28%
22%
23%
37%
20%
31%
10%
8%
14%
6%
10%
11%
% Strongly Agree/Agree
47%
62%
43%
% Excellent Value for the Money /

Excellent % Very Good Value for the Money /

Very Good % Good Value for the Money /

Good
% Marginal Value for the Money /

Fair % Poor Value for the Money /

Poor
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more closely focused on Utilities, they have been exposed to the giant leaps some Electric and Gas Utilities have made over the past years, especially driven by emergency response
strategies and requirements. SUEZ has lost its comparative lead in this space over the past years and our Regulators are expecting and encouraging us to catch up. In addition, Regulators are increasingly focusing on conservation efforts by SUEZ, such as the progressive plan that SUEZ has proposed implementing in its New York utility. The proposed conservation tool directly supports those efforts.
Reduction of 1st and 2nd level call volume, focus on value adding transactions Providing Customers online alternatives for Call Center processes will not only drive satisfaction levels, it will also allow SUEZ to focus more effort on the scenarios that require Customer Service expertise. First level support contacts, that include Bill Review, Account Balance and Payment inquiries are transaction types that many customers prefer to do online at a time of
their preference (instead of during call center hours). Shifting these transactions to a self-service environment will allow SUEZ to focus on the areas where our expertise adds more value to the customer experience (for example emergencies/outages, collection processes, payment
arrangements, field work/meter change). In fact, even second level calls can significantly benefit from the availability of Account and Consumption data online, as illustrated by this anecdote from the City of Toronto:

Drive adoption rates of Cost and DBO reducing service channels Our first iteration of MySUEZWater.com has shown that an improved online web presence can
significantly improve adoption rates of other services. Key services promoted to our Customers include Direct Debit and eBill, since these services significantly drive down costs and improve cash flow through reduced DBO. Direct Debit ensures all customers pay their bill on the due
date (which on average is between 15-18 days, depending on the company), while our DBO in May 2016 was 23.5 days. Monthly Direct Debit subscriptions have more than doubled since the launch of the new website. Customers paying through their eBill show an even greater potential.
The graph below shows the distribution of the number of days it takes eBill customers to process a payment after receiving the eBill. As shown, >45% pays within 3 days. Each day of
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reduced DBO across our customer base is worth $1.5 million in reduced AR and $150k in Carrying Cost reduction.

Develop Customer profile (beyond the meter) The final key benefit to highlight in this document is how an improved web presence will build the foundation needed to gain better understanding of our Customer. In today’s practice, our visibility of Customer behaviour is mostly limited to meter data. Gathering data on online behaviour, contact channel preferences, household characteristics, attitudes towards conservation and much more will allow us to develop a wealth of information that can be used in our business cycle for promotional campaigns, rate design, forecasting and a unique way for SUEZ to distinguish itself through innovative service offerings for potential clients.
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6. IMPLEMENTATION APPROACH
6.1 Governance
An effective project governance structure is crucial to a successful project – particularly the
closure of open issues and rapid decision making. The majority of project related issues and
requests will be handled among the local BTS team, Melity and business team. Only those critical
requests that cannot be resolved at the lower levels should be brought to the steering committee.
All issues brought to the steering committee must be presented by the business and/or project
team member making the request.
The following structure outlines the key roles and functions within the project governance structure
that will be adopted for this implementation.
6.2 Key Roles
· Approves key deliverables after soliciting input from others
· Maintains final authority to set priorities, approve scope, and settle issues
Executive Sponsor · Works with steering committee to set future program direction
· Monitors the progress and the organizational impacts of the program
BTS Project Manager/PMO · Develops overall program plan and resource plan
BTS CS Lead
· Assist in preparation of training and test materials
BTS Team Lead
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· Manage test phase of project
· Ensure BTS Test Methodology is applied correctly
BTS Test
Lead · Report on testing progress
· Assist in execution of test cases
Manager · Develop all Change Management materials

Conservation · Ensure vendor deliverables are completed on time and meet expectations
Melity System
Development · Identifies issues and drives issue resolutions
Technical · Participates in steering committee meetings as appropriate

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6.4 Organization Chart Please see below for the proposed project Organization Chart. As indicated in the Scope
section of this document, the project will deliver a proposed organizational structure to operate
and maintain the website after completion of the project.

6.5 Risk Mitigation
A Risk Mitigation Strategy will be implemented in order to manage the risks that arise during the project.
6.5.1 Purpose
Risk Mitigation is a structured process for identifying, documenting, tracking and mitigating the
negative impact and maximizing the positive impact of project risks throughout the lifecycle of the project. The goal of risk mitigation is the reduction of probability and severity of risk on the project. Risk Mitigation does not necessarily eliminate risk, but attempts to reduce the negative exposure to risk. A Risk is viewed in two dimensions:
 Risk Probability - the likelihood that a certain risk will negatively affect a project
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 Risk Impact - the anticipated monetary cost if the risk occurs

6.5.2 Risk Mitigation Approach
This strategy includes:
 Identifying and logging risks
 Socializing the risk with the risk owner
 Prioritizing risks, including establishing clear guidelines and definitions for discrete risk priorities (e.g. showstopper/executive, high, medium, low, etc.)
 Assigning risks to person(s) responsible for performing impact analysis as required
 Tracking and reporting risks statuses
6.5.3 Procedure
Risks can be raised by any project stakeholder, including project team members, the client,
third-party integrators, or vendors. Risks will be logged in the risk log and/or Status Report, categorized, prioritized and given an owner. A risk response will be developed for the risk and a risk owner will be assigned. Risks will be ranked as follows:

 High - A “High” priority risk may span multiple teams and it is considered to have
significant impact and high probability of occurrence. If the risk becomes an issue, the issue will result in direct slippage of key milestones and deliverables, and is reviewed at project meetings. The Risk Owner records risk mitigation/contingency plans for the risk and enters the resolution once the risk is closed.
 Medium - A “Medium” priority risk may span multiple teams and it is considered to have some impact and probability of occurrence. If the risk becomes an issue, the issue type may cause slippage to activities and successor activities but not to the key milestones or deliverables. This risk is reviewed at project meetings. The Risk Owner records risk mitigation/contingency plans for the risk and enters the resolution once the risk is closed.
 Low - A “Low” priority risk may be easily managed within the team and does not require direct involvement of Project Mitigation. Low risks are considered to have minimal direct impact to project resources, activities & schedule and the probability of occurrence is
minimal. This risk is reviewed at project meetings. The Risk Owner records mitigation/contingency plans for the risk and enters the resolution once the risk is closed.
Once the Risk has been formally documented, it’s assigned to an owner for monitoring the risk. Risks will be controlled according to a response plan for each risk and will be closely monitored. Monthly Risk Assessments will be conducted during the Project Steering Committee Meetings to:
 Revisit risks defined at Project Start and include new risks as appropriate.
 A security focused risk assessment strategy.
 Categorize, assess and analyze the probability and severity of each risk.
 Determine symptoms that would indicate that risks may be occurring.
 Prepare a mitigation and response plan for each risk.
 Add/Update risks in the steering committee status report.
 Getting all brand documentation on time.
 Getting copy on time.
 Getting visual assets o
 Speedy enough legal review.
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 Getting ample time and a dedicated lead from the tech team. Competing tech projects.
Note: If change control is required then details of the Risk will be submitted for background
information as part of the Change Control process.
6.6 High Level Schedule and Resource Plan
The high level timings for this project and planned resources are shown below.
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6.7 Portal rollout approach
The configuration and development work will go through 4 stages of quality testing to ensure it is
developed according to plan. Unit, integration, and user acceptance are all testing waves that
will be performed to verify accuracy and quality. Over the course of the build process, the QA
team will conduct testing to ensure all applications and processes are functioning according to
the specifications. SUEZ BTS will provide necessary support to complete this testing. A formal
UAT and signoff will ensure that the application to be rolled out meets the SUEZ business needs.

Results of the UAT will be submitted, which will track status and progress of all issues. Issues will
be assigned severity based on the impact on site performance:

1. Critical/Highest: Issue results in site not functioning 2. High: Major issue that does not affect overall site performance / functionality 3. Low/Medium: Minor issue with high concern 4. Lowest: Minor issue with low concern
The business team will be responsible for verifying and signing off on all resolved issues prior to
go-live.
6.8 Project Methodology
Implementation Methodology
The project will follow SUEZ’ software development life cycle process as detailed below:

1. Discovery: Project preparation and resource assignment. Understand all roles and responsibilities as well as integrated (Channel Advisor) and localized processes (order to cash process). 2. Design: Create a highly usable and useful experience that ladders up to SUEZ’s brand promise.
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3. Development: Build a scalable and flexible platform that will power the site. 4. Deployment: Final quality assurance, internal roll out/training and launch the site to
ensure an optimal presence free of any bugs. During development, components from Agile methodology will be applied to concept, develop, test and improve subsets of functionality in two-week sprints.
6.9 Project Assurance
The project managers will provide effective project management in completing the work on time and in a satisfactory manner. The project managers will have day-to-day responsibility for progress and quality of the work for their respective work streams. The project managers will manage all aspects of the budget, scope, and people and resources. The project managers will
provide regular status reports to the steering committee, which will describe the progress of all tasks and will raise any issues or concerns. The following mechanisms will be used for project control and management:
Mechanism Description Purpose
Issue Log (Part of Weekly Status Report)

A standardized record of information about issues and a log of their status/disposition.
To ensure that all issues are
addressed quickly, and those
team members can assess the
impact of the issue
Key Business Decision

A concise statement of an issue,
along with recommendations,
that requires a decision by the
Steering Committee.
To summarize those issues
requiring management decisions,
and to present them so that
decisions are received in a timely
manner.
Change Request (CR) and
Log

The definition of a proposed or
requested change to the scope
of the project that alters the
contracted cost or schedule, and
a log that shows their status.
To present potential changes in a
way that allows classification and
prioritisation, so that they can be
included or deferred
appropriately.
Incident Report (IR) and
Log

During System and Acceptance
Testing, a record of defective
system operation, or of deviation
from expected results, and a log
that shows the classification and
resolution of each IR.
To ensure that all reported
defects are identified, tracked and
corrected as appropriate.
Weekly Status Report* During the project lifecycle, a
weekly status report will indicate
on track and at risk project
action items and tasks.
The weekly status report will be
formatted to visualize project
health and summarize those
issues requiring management
decisions.

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25

6.9.1 Issue Management Procedures
Project issues are one of the key indicators of a project’s progress. For a project to be completed in a reasonable timeframe, issues must be captured and resolved as quickly as possible. They must also be communicated to impacted parties and be accessible at any time by the steering committee, stakeholders, and other key employees / team members. Sources of
issues can include scope changes, delayed feedback, missed milestones, conflicting requirements, resource conflicts, local regulations and hardware/software delays.
The following process will be used to manage project issues:

6.9.2 Change Control
Controlling changes will be a constant task for the joint project management team, due to the nature of the engagement.

The Team Lead or the Project Management Office screens the issue and, if necessary, updates
the issue tracker with additional information to place the issue in perspective

”.
ding upon the priority of the issue
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26

The above high-level change process diagram depicts the typical change process for this
project. A Project Change Request (PCR) will be the vehicle for communicating change. The PCR must describe the change, the rationale for the change and the effect the change will have on the project.

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27

7. SUCCESS CRITERIA OF THE PROJECT
The project will be deemed a success if the following criteria are met:
• Delivery of four functional improvement areas to mysuezwater.com as defined earlier in this document
• Successful delivery of Training and Change Management program to prepare organization for improved web presence
• Adherence to the base-lined project scope with all variations being managed via Change Control
• Adherence to the base-lined project cost with all variations being managed via Change Control
• Adherence to the base-lined project schedule with all variations being managed via Change Control
• Management of project risk as specified in the risk register

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28

8. RISKS
Following an effective risk management strategy allows one to identify project’s strengths,
weaknesses, opportunities and threats. For a successful project it’s crucial to recognize the
risks because achieving a project’s goals depends on planning, preparation, results and
evaluation that contribute to achieving strategic goals. This will be ensured by following a risk
management process which includes identifying risks early on, taking ownership on risks
identified, estimating and prioritizing risks, analysing and managing the risks. For the SUEZ
phase 2 there will be certain technical dependencies on SUEZ BTS and external parties that
can cause some risk if not available when required. Below are some such dependencies that
have been identified:
Risk Impact Likelihood Mitigation
time needed by
SUEZ to review and
approve proposals
and designs can
impact timeline and
project costs
scope of work agreement.
PM will monitor deliverables/actuals on a
monthly basis, inform SUEZ of status or project
and escalate potential risks in advance
Review/approval dates will be planned in
advance
required CC&B APIs
for messaging and
account
management can
impact timeline and
project cost.
gathered through numerous meetings and
workshop to ensure required web services are
made available by CC&B.
A thorough PM monitoring and escalation
process plan will be developed and executed.
availability of data for
multiple accounts
and billing
requirements can
impact the project
scope and timeline.
various test cases will be published in advance
to ensure data availability.
integration of web
services made
available by CC&B
into the web
application.
for CC&B integration.
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29

If Sensus API’s are
not
available/functioning
in a timely manner, it
will impact the scope,
timeline and or cost
of the project.
communicated to the required members of the
various teams.
A Project Manager will be constantly monitoring
the progress and notify the team of any major
issues during the process. An escalation plan
will be in place to deal with any such issues.
availability to support
process roll out to
supply availability of
calculator.
communicated for Black and Veatch roll out.
Test cases will be published in advance to
ensure proper testing is being conducted.
availability to verify
customizations for
specific local
markets.
reason an alternate resource in similar BU will
be identified.
resources for UAT
and timely signoff for
deployment.
and an escalation plan will be shared within the
team.
UAT schedule will be shared early on in the
project to make sure required SUEZ resources
are available at the time of UAT.
Communications
resources to
review/approve new
content
Communications team.

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30

9. COSTS
The planned implementation costs are detailed below. These costs do not include current operational costs (hosting and maintenance for example) since they are not impacted by the
project, nor the operational costs for the to-be-defined support organization.
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31

10. RECOMMENDATION/CONCLUSION
Approval of the business case including the following key points:
• Approval of the budget for implementation
• Approval of continued work with preferred third party developer (Melity)
• Approval of defining required internal support organization needed to achieve benefits
outlined in this business case (proposed organization and operational budget subject to
separate approval)
• Approval to recruit required internal resources to staff the project

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United Water
CC&B System Upgrade
Statement of Work

Client: United Water
Contractor: PricewaterhouseCoopers LLP
Project: CC&B System Upgrade
Disposition: FINAL
Execution Date: September 14, 2015
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Table of Contents
1. Exhibits .................................................................................................................... 4
2. Document Control ................................................................................................... 5
2.1. Revision History ............................................................................................................ 5
3. Introduction ............................................................................................................. 6
4. Project Goals and Scope of work ........................................................................... 7
4.1. Project Goals ................................................................................................................. 7
4.2. Project Scope ................................................................................................................ 8
4.3. Assumptions .................................................................................................................. 8
4.4. Design ………………………………………………………………………………...11
4.5. Infrastructure ................................................................................................................ 12
4.6. Porting and new development (Construct) .............................................................. 13
4.7. Data Migration ............................................................................................................. 14
4.8. Testing (Implement) .................................................................................................... 15
4.9. Training ......................................................................................................................... 16
4.10. Cutover ......................................................................................................................... 17
4.11. Operate & Review ....................................................................................................... 17
5. Implementation Methodology for Scope Delivery ............................................... 19
5.1. General Description .................................................................................................... 19
5.2. Project Phase Definitions ........................................................................................... 19
5.3. Assess Phase .............................................................................................................. 20
5.4. Design Phase .............................................................................................................. 25
5.5. Construct Phase .......................................................................................................... 29
5.6. Implement Phase ........................................................................................................ 34
5.7. Operate Phase ............................................................................................................ 39
5.8. Project Management .................................................................................................. 40
5.9. Quality Management .................................................................................................. 42
5.10. Deliverable Acceptance Process .............................................................................. 43
6. Exhibit A: RFP UW Custom Components ............................................................ 44
7. Exhibit B: Project Timeline ................................................................................... 54
8. Exhibit C: Project Organization & Staffing .......................................................... 55
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8.1. Project Staffing ............................................................................................................ 56
8.2. UW Team Responsibilities ........................................................................................ 58
8.3. PwC Team Responsibilities ....................................................................................... 63
9. Project Change Request Process ........................................................................ 66
9.1. Initial Request .............................................................................................................. 66
9.2. Initial Analysis Response ........................................................................................... 66
9.3. Review by Project Managers .................................................................................... 67
9.4. Review by UW Change Management Committee ................................................. 67
9.5. Approval by UW Project Manager ............................................................................ 67
9.6. Final Approval by UW ................................................................................................. 67
9.7. Contract Amendment ................................................................................................. 67
10. Professional Arrangements .................................................................................. 67
10.1. UW Approved Change Request Rates by Level .................................................... 68
10.2. Incident Reporting and Resolution Process ............................................................ 68
10.3. Payment Release Process ........................................................................................ 70
10.4. Milestone Payments ................................................................................................... 70

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1. Exhibits

Exhibit A
Exhibit B
Exhibit C
RFP UW Custom Components
Project Schedule
Project Organization & Staffing

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2. Document Control
2.1. Revision History
Author Date Version Modification
PwC 08/24/2015 DRAFT 4

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3. Introduction
This Statement of Work ("SOW") is governed by and subject to the provisions of the Master
Service Agreement dated August 27, 2014 (the “MSA” or “Agreement”), the terms of which are
incorporated herein, between United Water (UW) and PricewaterhouseCoopers LLP, a Delaware
limited liability partnership (“PwC”). Any terms used in this SOW and not otherwise defined will
have the same meaning as in the MSA. If there is a conflict between the MSA and the SOW, the
SOW shall prevail.
This SOW covers the upgrade of the Solution components specified in Table 1.1 (the “CIS
Solution”), including services to be performed by PwC (“Services”), United Water’s (Client)
responsibilities, PwC responsibilities, and certain assumptions related to the upgrade of the CIS
Solution (collectively, the "CC&B System Upgrade Project"). This SOW sets forth the objectives,
Deliverables, and staffing for the CC&B System Upgrade Project.
Table1.1:
CIS Solution Components
• CC&B v2.5
• CC&B Reports
• CC&B Queries
• CC&B Interfaces
• CC&B Database v12.1.0.1
• CC&B WebLogic v12.1.3.0

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4. Project Goals and Scope of work
4.1. Project Goals
Upgrade UW current version of the CC&B application from version 2.3.1 to version 2.5. In
addition to the technical upgrade and where feasible eliminate current 2.3.1 customizations
and find opportunities to eliminate unnecessary To Dos and cloned baseline programs as
well as review the existing Customer Service business processes in search of process
optimization opportunities.
To accomplish these goals the project team will:
 Seek opportunities to replace customizations with baseline functionality, eliminate
redundant/unnecessary To Dos and cloned baseline programs and identify
opportunities to optimize the existing Customer Service Business Processes.
 Port extensions and interfaces listed in Exhibit A from CC&B v2.3.1 to CC&B v2.5.
 Confirm the functionality, performance, behavior, and integrity of the upgraded CIS
solution by performing various tests of the upgraded solution.
 Deliver the solution within the constraints of the approved project budget and a
scheduled implementation not to exceed eleven (11) months, ten months for the
upgrade activities with a one month stabilization and support period.
 Provide post production support after the upgrade to CC&B v2.5 until the end of the
scheduled eleven (11) months of the project.
The successful completion of this project includes the following:
 The current version of CC&B is upgraded to version 2.5 and is operational in the
Production Environment in accordance with the agreed upon Project Plan and SOW.
The solution will be considered operational and ready for Production use once all in-
scope test cycles are complete and UW has provided PwC with the Acceptance to
proceed with the Cutover.
 Extensions and interfaces are delivered, implemented and transitioned to a functional
Production Environment in accordance with the agreed upon Project Plan and SOW.
 Any data required from the current installation of CC&B v2.3.1 has been migrated
and is resident in the new version of CC&B v2.5.
 Any outstanding issues assigned to PwC and related to PwC Deliverables as part of
the CC&B System Upgrade Project are resolved in accordance with the approved
project documentation.
 Any outstanding issues assigned to UW and related to the UW deliverables as part of
the CC&B System Upgrade Project are resolved in accordance with the approved
project documentation.
 Current Version of Oracle DB Engine is ported to an Oracle supported version as per
Oracle installation requirements and is operational in the Production Environment.

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4.2. Project Scope
The work tasks and Deliverables identified in this SOW will be included in a detailed Project
Plan developed and maintained throughout the CC&B System Upgrade Project. Any
changes to activities or tasks related to this SOW that impact the cost or the schedule will be
communicated in an associated Project Change Request Form and follow the Project
Change Request Process set forth in section 9 of this SOW. Although deviations from the
plan are not necessarily scope changes, if a Project Manager believes that scope change is
likely to occur, then he or she will prepare the required documentation to process the Project
Change Request Form. New Requirements identified during the course of the project will
follow the Project Change Request Process. The PMO team will document and track
decisions via the RAID Log (Risks, Action Items, Issues and Decisions) as an audit trail for
project decisions.
4.3. Assumptions
4.3.1. Project Management
1. Project management includes schedule management, scope management, issue
management, risk management and resource management.
2. Upon execution of this SOW, the parties will agree upon and execute an initial high-
level Project Plan that is consistent with the contents of this SOW. The parties
agree to use diligent efforts to adhere to the time frames outlined in the Project Plan.
PwC Project Manager will subsequently build out a more detailed Project Plan in
Microsoft Project with assistance from the UW Project Manager. The Project
Managers have the right to agree to minor changes in the Project Plan that will not
impact the deliverables, budget, or overall Project Schedule set forth in Exhibit B.
For example, the Project Managers may agree to reschedule workshops to mutually
agreeable dates provided that the Project Schedule is not impacted.
3. Any change to the Project Plan that impacts Project Schedule, Resources,
Deliverables, or Charges must be approved by both parties in accordance with the
Project Change Request Process.
4. PwC will manage the delivery of all PwC-provided Deliverables, resources, and
services pursuant to this SOW and/or Change Orders to the SOW and the deadlines
set forth in the Project Schedule.
5. PwC and UW Project Managers will meet at least once each week to review Project
status, risks and issues, and other topics. Minutes will be maintained by the UW
PMO Support resource and stored on UW’s SharePoint project site. All project
minutes will be reviewed and approved by the PwC and UW PM’s.
6. The Project Plan will contain both UW and PwC tasks and other dependencies to
UW concurrent projects which have or will potentially have an impact on the CC&B
System Upgrade Project.
7. UW Core Team members will be assigned full time to the CC&B System Upgrade
Project, SMEs and Testing resources will be available as needed to meet the project
schedule.
8. UW will provide all existing documentation (Functional and Technical Design
Documents, Conversion, Business Process Documentation and Test Cases) plus
documentation of changes made up to the project initiation.
9. UW will be responsible for coordinating required activities with third party entities
both within UW and outside (credit bureaus, banks, etc.).
10. Responsibility assignments for each Deliverable are detailed in Section 5 - Project
Approach in this SOW, which refers back to the RACI chart (RACI chart defines the
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roles and responsibilities throughout the project as: Responsible, Accountable,
Consulted and Informed).
11. UW will be responsible for managing the response to requests from internal and
external auditors and any other external regulators and will be ultimately be
responsible for the creation/update of any documentation required for these
purposes.
12. PwC will leverage its industry-leading experience, project tools and accelerators,
and proprietary methodology to deliver the CC&B System Upgrade Project.
13. As a general guideline, the parties will conduct CC&B System Upgrade Project
activities during UW’s normal business hours (8-5, Monday-Friday).
14. Where reasonable and appropriate, from a procedural and economic standpoint,
UW is committed to minimizing enhancements to CIS Solution applications; PwC is
committed to working with UW to help minimize enhancements to the CIS Solution.
15. The parties acknowledge that changes to the scope of the services, as outlined in
this SOW, may impact the Project Schedule and/or the budget.
16. UW shall be solely responsible for its use of the CIS Solution and for compliance
with laws, regulations, and licenses applicable to UW in such use. PwC will not be
providing legal advice and will not be responsible for identifying or raising any legal
issues or otherwise rendering any legal services, all of which are the sole
responsibility of UW or UW's legal counsel.
17. UW and PwC will commit resources to the project as determined by PwC and UW
Project Managers. UW roles included as Exhibit C (UW Staffing) to this SOW should
be utilized for directional purposes to help UW anticipate resource needs and timing;
however, actual needs may vary, and UW should be prepared to make resource
changes as needed.
18. After the first phase of scoping is completed (roughly November), we will open a
dialogue on the scope, budget, schedule and interdependencies of the project. To the
extent the PwC scope would increase due to any de-customization, PwC will give UW a
firm price change order commitment at that time for UW to make informed decisions.
4.3.2. Project Facilities
1. Appropriate workspace at one UW Project Facility will be available for up to 15 PwC
personnel while these personnel are onsite. This includes secured workspace,
located in proximity to UW personnel, phones, and voicemail access, network
printers for the team, as well as copier and fax access. In addition, appropriate
meeting space will be provided to hold status meetings and conduct
training/workshop and strategy sessions.
2. PwC will provide laptops and all office productivity software for PwC’s personnel.
UW shall provide access privileges and any needed equipment that may be
necessary in order to permit PwC personnel to connect to UW's network.
3. UW will provide a facility at UW Project Site to conduct workshops for up to 20
participants.
4. UW will provide one (1) training rooms at UW Project Site with a capacity for up to
twenty (20) participants. Unless otherwise agreed by the parties, UW will limit the
number of UW participants to thirteen (13) per training session.
5. UW and PwC will agree on web and phone conferencing services and adhere to all
UW security policies to be used for wide area meetings through the duration of the
CC&B System Upgrade Project.
4.3.3. Project Timeline
1. The CC&B System Upgrade Project is defined in the Project Plan as outlined in
Exhibit B (Project Schedule), which contemplates the completion of the CC&B
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System Upgrade Project within ten (10) months, plus one (1) month of post-
implementation support. PwC will produce a Project Plan defining the activities and
assignments in support of the CC&B System Upgrade Project in accordance with
this SOW.
2. UW and PwC will mutually agree on any changes to the go-live dates defined in
Project Schedule. In the event that the planned Project Schedule must be extended,
a Change Request will be executed in accordance with the Change Procedures that
will be defined between PwC and UW PM’s at the onset of the project.
3. All parties agree that in the conduct of their project responsibilities, particularly in
communicating among each other, they will do so in earnest and with a reasonable
sense of urgency.
4.3.4. Project Staffing
1. Both parties will provide qualified resources to meet the mutually agreed-upon
Project Schedule and milestones for the implementation of the CIS Solution.
Individuals will be assigned to the CC&B System Upgrade Project in accordance
with the approved Project Plan.
2. Any UW resource identified as full-time must have their current position backfilled so
that their focus is 100% on project activities.
3. The normal workweek for full-time onsite PwC staff assigned to work on the CC&B
System Upgrade Project will consist of four (4) days onsite at UW Project Site and
one day offsite during their assigned periods for the CC&B System Upgrade Project.
4. PwC onsite work schedule will vary depending on project needs. PwC staff
schedules will be provided to the CC&B System Upgrade Project Management
Office and communicated weekly to UW.
5. PwC and UW key resources and SMEs will be located at UW Project Site for
Design. After Design, an agreed-upon resource location plan will be jointly created
between UW and PwC. PwC and UW may agree to exceptions to this guideline as
CC&B System Upgrade Project needs dictate.
6. PwC will utilize both onsite and offsite resources to deliver the CC&B System
Upgrade Project.
4.3.5. Additional Assumptions
1. PwC will rely upon the accuracy and completeness of data, documentation and
other information furnished by UW. Where documentation does not match the
Production version of UW code, PwC will consult with respective UW SME’s as
needed.
2. UW will make a reasonable attempt to freeze changes to its Production version of
CC&B commencing with the start of the project. This includes environment, scope
additions and modifications, and changes in interfacing systems. It is expected that
UW comply with unforeseen legal or regulatory requirements and that these types of
changes will follow the Change Procedures.
3. UW will provide an instance of MS SharePoint 2010 or Microsoft SharePoint 2013
that supports PwC’s ePMO tool that will be utilized as the project repository.
4. UW acknowledges that team members traveling from outside the New Jersey
Metropolitan area will need to work from home for a period of sixty (60) consecutive
calendar days prior to their time on the project reaching twelve (12) months in order
to avoid Long Term Assignment fees being assessed by the US federal government.
PwC will monitor the income tax consequences of its employees and partners
assigned at project sites that might extend for a year or more. Accordingly, PwC
may remove the employee or partner from providing services to Client under this
engagement to address adverse tax consequences. If Client objects to tax
mitigation strategies adopted by PwC, the Client agrees to reimburse PwC the
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amounts PwC compensates the impacted employee related to the aforementioned
income taxes consequences.
5. Travel and out of pocket expenses are included in the fixed fee contract and will be
managed by PwC.
6. The Delivery Acceptance Process is outlined in Section 5.10 of this SOW.
7. PwC will migrate UW rates into the classic CC&B Rate engine.
4.4. Design
4.4.1. Business Processes
1. UW is responsible for providing up to date current state business process
documentation. PwC will update business processes as needed for processes that
are impacted as a result of the optimization/de-customization activities.

2. UW will develop step-by-step procedures based on the future state processes and
the approved policy changes associated with each process.
4.4.2. Design
1. PwC will update existing Functional Design Specifications and Technical
Specifications as needed for Interfaces and Extensions when a material change to
either the functionality or development is made.
2. Functionally knowledgeable Subject Matter Experts from UW will be available as
needed throughout the design activities.
3. No changes to existing formats/file layouts for Bills, Field Orders, Receipts and
Letters, and website service are anticipated for the upgrade Project since PwC will
upgrade the CIS Solution following existing file formats. Any changes that may be
required will follow the Change Procedures.
4. In the event that UW’s requirements, as defined in this SOW, necessitate a change
to UW applications other than the CIS Solution Applications, UW shall implement
such changes as needed in accordance with timing parameters set forth in the
Project Plan for the CC&B System Upgrade Project.
5. Web team will have access to, and be involved in design sessions, and project team
will cooperation in prototyping to ensure CC&B developments are compatible with
online self-service components and aligned with UW’s strategic online vision.
6. UW is responsible for providing the existing data in a compatible format that will
interface to the CIS Solution Applications (e.g., data formats and layouts of UW’s
existing GIS system). In the event changes are needed to the data formats and
layouts to these interfacing systems, UW shall be responsible for making such
changes.
7. As part of an iterative process and prior to the commencement of PwC Development
efforts, UW will follow the process outlined in section 5.10 “Deliverable Acceptance
Process” for all specifications that were updated. Optimization
1. PwC will review and analyze existing UW To-Dos and will provide recommendations
to the UW business team designed to help to eliminate or suppress redundant or
unnecessary To-Do’s.
2. PwC will review and analyze existing UW customizations for programs that have
been cloned and will provide recommendations to the UW business and technical
teams designed to help eliminate cloned programs where CC&B may offer baseline
alternatives.
3. Business Process optimization will be focused around customizations that change
as a result of the upgrade and for the 87 Customer Service Business Processes
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which may be identified as candidates for optimization after being reviewed.
4. Once Scope is complete and approved, a re-scoping and re-planning effort may
result in a new project plan and potentially lower or higher budget.
4.5. Infrastructure
4.5.1. Environment Assumptions
1. UW has procured and configured the servers based on Oracle recommended
specifications that will be part of a shared infrastructure to CIS Solution Applications.
2. UW will configure the hardware, operating system, network, and desktop
environments to support and operate the CIS Solution. PwC will support UW with
the installation and configuration of the database system.
3. PwC and UW will jointly be responsible for the installation, management, and tuning
of the CIS Solution.
4. UW will be responsible for having available the project Infrastructure properly
configured in accordance to Oracle’s requirement for the installation and
configuration of CC&B version 2.5, its own UW Technology standards and to
support the project environments and project timeline.
5. All backup and restore activities are the responsibility of UW.
6. UW is responsible for configuration and management of UW desktop environment
required for the CIS Solution.
7. UW is responsible for all anti-virus support on UW CIS Solution-related servers and
workstations.
8. During the CC&B System Upgrade Project, UW will monitor CIS Solution
infrastructure and notify PwC of problems.
9. UW will provide PwC with 24/7 remote access as appropriate to the CC&B System
Upgrade Project infrastructure, servers, and CIS Solution applications at
commencement and for the duration of the project. PwC will provide environments
required at project commencement and will deliver a subsequent Production
Infrastructure & Sizing Plan during the Assess Phase.
10. UW is responsible for configuring and implementing the Batch Scheduler application
job flows for the CIS Solution in the Test and Production environments.
11. PwC and UW will remain reasonably current on CIS Solution software versions and
patches. Software patches generally do not require a change control.
4.5.2. Hardware & Software
1. UW will be responsible for having available at the start of the project the required
Infrastructure (hardware and operating system) properly configured in accordance to
Oracle’s requirement for the installation and configuration of CC&B Release 2.5 that
meets UW Technology standards in order to support the project environments.
2. All license and maintenance costs for software components required by the CIS
Solution are procured by UW, and such amounts are excluded from PwC’s fees and
expenses.
3. UW will be responsible for procurement, installation, and management of the CIS
Solution third-party equipment and CIS Solution third-party software, operating
systems, and network for the CIS Solution Applications.
4. UW’s infrastructure will include system storage sufficient for all environments.
5. PwC and UW will jointly pre-tune the production environment prior to the start of the
Performance testing activities.
6. The CC&B System Upgrade Project technical environment will be available for PwC
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staff to install baseline software at the time of project initiation. Any problems with or
delays in the successful installation and acceptance of project hardware, system
software, and database software will affect the project schedule. Any impacts to the
project schedule would follow Project Change Request Process. Changes would be
‘communicated and acknowledged’ by PwC and UW.
7. Nonproduction will be configured at the outset of the CC&B System Upgrade
Project. Timing of the Production configuration will be defined in the Project Plan.
8. PwC will conform to UW’s documented policies and procedures, as provided by UW
to PwC, for the management of project infrastructure and the production
environment for the CIS Solution.
4.6. Porting and new development (Construct)
4.6.1. Reports & Queries
1. Existing reports and queries are required by UW in the Upgraded CIS Solution. UW
will be responsible for the porting of required reports and queries and for correcting
any defects associated to reports and queries reported during testing. These
reports and queries will be thoroughly tested during the project test lifecycles.
2. UW will be responsible for the development of any new Queries and Reports
identified as needed during the CC&B System Upgrade Project.
3. Interfaces to UW data warehouse and jobs will be the responsibility of UW.
4.6.2. Interfaces
1. PwC will retool COBOL Interfaces into JAVA and will port existing JAVA Interfaces
into CC&B v2.5. Interfaces which are not part of Exhibit A will be considered
through the Change Request Process.
2. PwC will determine the appropriate programming tools for porting interfaces in order
to deliver the CC&B System Upgrade Project.
3. Technical Designs for changes to non CC&B (to interfacing systems - i.e., third-party
systems) will be the responsibility of UW Technical team.
4. UW will make an application specialist available to participate in interface design
and mapping exercises, in accordance with the Project Plan.
5. UW is responsible for any modifications/changes to the SOA layer that may result
from this upgrade.
6. UW will be responsible for projects that interface to CC&B and run in parallel to the
CC&B System Upgrade Project. These projects will be managed as separate
initiatives and coordinated with the CC&B Project Management Office.
4.6.3. Enhancements
1. PwC will retool COBOL enhancements into JAVA and will port existing JAVA
enhancements into CC&B v2.5. Enhancements which are not part of Exhibit A will
be considered through the Change Request Process.
2. PwC will determine the appropriate programming tools for porting enhancements in
order to deliver the CC&B System Upgrade Project.
3. PwC will assist UW in working with its third-party vendors to identify any changes
required as the result of moving to the Upgraded software platform. UW retains
responsibility for working with its third-party vendors to cause such changes to be
made in a timely manner in accordance with the Project schedule.
4. UW will make the changes to necessary peripherals (e.g., Receipt Printers, Field
Order Printers, Scanners, etc.) and make these available for the testing phases.
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5. Items listed in Exhibit A: RFP UW Custom Components as In Scope - Simple
Definition follow Oracle development standards and do not have custom logic
embedded within the code.
4.7. Data Migration
4.7.1. Migration of Data from CC&B v2.3.1 to CC&B v2.5
1. The only source in-scope for data migration will be CC&B v.2.3.1.
2. UW will provide staff knowledgeable with the CC&B v2.3.1 custom data structure in
order to provide information about data content to PwC staff. PwC and UW will
analyze and develop a data mapping specification document. PwC will lead the
data migration effort.
3. UW will assist with data mapping, document review, data validation, balancing or
any other mutually agreed upon tasks that will contribute to a successful data
migration.
4. UW will provide the data extract in the agreed upon format to PwC.
5. PwC will perform monthly Data Migrations (Conversions) over the course of the
implementation and a minimum of 2 official Mock Data Migrations. PwC will only be
responsible for programmatic data cleansing. This will be an iterative process and
will result in numerous data cleanup issues being resolved and others being
identified for manual resolution. Manual data clean-up activities are the
responsibility of UW. PwC will provide feedback from data quality analysis, data
migration development and testing to assist in identifying data issues affecting the
data migration process.
6. Except as required in connection with the performance of the Services defined under
this Scope of Work, PwC will not remove UW data from UW premises.
7. The data will remain as-is during the data migration process unless it is
stated/agreed differently in the data migration strategy document (i.e. Billing cycles
will remain as-is for the purpose of the CC&B System Upgrade Project).
4.7.2. Data Migration Strategy
1. PwC will develop a Data Migration Strategy Deliverable which will identify the tasks
related to migrating the data.
2. Data migration activities are limited to data within the CC&B version 2.3.1
Production data structure.
4.7.3. Data Validation and Balancing
1. PwC Data Migration Lead will be responsible for running migration processes and
presenting data to UW’s data verification and validation (V&V) team for review and
verification.
2. In accordance with the Data Migration Strategy, for each successful Data Migration
test, UW will review and verify a statistical sampling (based on parameters defined
in the Data Migration Strategy) of migrated data, as well as balancing reports and
totals provided by PwC as part of the data migration testing process.
3. Any anomalies will be recorded using the agreed issue tracking tools and reviewed
by UW and PwC. Wherever feasible, PwC will use defined data elements that are
available in CC&B v2.5.
4. UW is responsible for data reconciliation between the legacy (source) systems and
the new version of CC&B.
5. PwC will be responsible for conducting a minimum of two (2) Mock Data Migrations
of full production data to test the data migration process and confirm the integrity of
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the Data Migration. UW will review the results of the Mock Data Migrations in
accordance with this SOW and as specified in the Migration Strategy. Additional
Mock Data Migrations will be conducted, as needed, until acceptable results are
attained.
4.8. Testing (Implement)
4.8.1. Testing Assumptions
1. PwC is responsible for leading the testing effort and the development of the overall
Testing Strategy and related Test Plans.
2. Each Ported Interface and Extension will undergo Unit, Integration and User-
Acceptance Testing. Timeframe for such testing must be consistent with the overall
project timeline (11 months).
3. PwC will lead the testing effort and UW will be responsible for test execution. PwC
will provide up to three (3) resources to support UW Test execution efforts.
4. UW will conduct testing utilizing the test scenarios, cases, and scripts developed
during the previous UW CC&B implementation. PwC will provide UW access to its
Test Cast Library. UW will be responsible for the development of the test scripts for
Testing all new Interfaces and Enhancements. PwC will support test script
development with 3 of its PwC resources.
5. Upon execution of test scripts, UW will validate the functional defects indicated by
test incidents against documentation and/or design and configuration Deliverables.
6. Any defect determined to be caused by baseline code will be referred by UW to
Oracle for resolution. Neither PwC nor UW has the right to change baseline code.
7. For the testing of interfaces, UW is responsible for providing data from interfacing
applications in a format specified in the Technical Designs.
8. UW will provide sufficient testers for Data Migration, Integration, and User
Acceptance Testing who have been trained during CC&B System Upgrade Project
and are familiar with UW's business requirements and business processes.
9. PwC will provide and configure for UW the testing software (HP ALM) during the
project to manage and execute System and User Acceptance Testing. All testing
metrics will be reported from this tool.
10. PwC will provide and configure for UW the performance testing software (HP
LoadRunner) to manage and execute Performance Testing.
11. UW staff will execute test scripts or scenarios, report defects following the test
defect reporting process, and retest defects that have been resolved.
12. PwC will be responsible for unit testing of Enhancements, Interfaces and
Configuration. UW will be responsible for unit testing development ported by UW.
13. The testing phases will include the following:
o Unit Test – A first time test of an isolated Enhancement or Interface component
typically performed by a programmer with limited functional or end-user support.
o Alpha Testing – A high level test of Interfaces and Enhancements prior to
delivery to UW project team to ensure that the components operate consistent to
the approved specifications, prior to Integration/User Acceptance Testing.
o Integration Testing – Test of combined features and functions to simulate the life
cycle of an account, a premise, a customer, etc. as it cycles through UW’s
business processes. Integration testing will test a variety of scenarios over time,
covering different types of customers and business situations.
o User Acceptance Test – Test to confirm that the delivered Oracle Solution, in
conjunction with the documented procedures will meet the business needs User
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Acceptance testing may consist of production parallel testing of daily
transactions, key account testing, and/or scripted testing, along with other
methods deemed appropriate by UW. At the successful conclusion of this Phase
of testing, UW will formally accept the new system.
o Performance Testing - Testing specified CC&B batch programs and CC&B online
transactions for performance load and stress as defined in the performance test
plan. An analytical report on performance results is provided in comparison to
pre-defined performance targets and/or benchmarks defined in the performance
test plan. Performance and tuning recommendations based on analysis of
performance test results are provided. This type of tests validates the
performance of the proposed Solution in the production environment including
the operating system, the database and the network communication.
14. In the event that errors, deficiencies, problems, or incidents related to PwC's
delivered components are discovered during a test phase that are not caused by
events beyond PwC’s control and assigned to PwC to resolve, then PwC will resolve
such items.
15. In the event that errors, deficiencies, problems, or Incidents related to UW's
delivered components are discovered during a test phase and assigned to UW to
resolve, then UW will be responsible for resolving all such items.
16. If participation by an Third Party Vendor is required for the testing of Interfaces, UW
is responsible for all contractual arrangements and payments for this effort.
Negotiation, management, and payment of these arrangements are not the
responsibility of PwC.
17. For the testing of interfaces, UW is responsible for providing data from interfacing
applications in a mutually agreed format required for testing. UW will provide
adequate Integration Testing environments for all systems being interfaced.
18. PwC is responsible for performance testing of the CIS Solution. UW is responsible
for performance testing of third-party systems that interface to the CIS Solution.
4.9. Training
4.9.1. Project Team Training
1. Core Team and Technical training will be delivered onsite by PwC and consists of
five (5) business days of the following:
• Core team training (functional and technical team members) includes three (3)
days of PwC methodology training (terminology and approach) and navigation of
the new user interface along with new functionality available in CC&B v2.5.
• Technical team training includes two (2) days of the System Development Kit,
Portal and Framework CC&B v2.5 training.
4.9.2. End User Training
1. UW will be responsible for delivering the Training to the End Users. PwC will
provide support to assist UW training team during delivery of End User Training.
Support will include phone or email support addressing UW trainer’s system
functionality questions and questions arising out of the training sessions (parking lot
items).
2. UW will provide existing End User training materials to PwC. PwC will update
existing End User training materials to reflect new User Interface navigation and
changes to business processes.
3. UW will be responsible for producing hard copies of end user training materials that
will be used during end user training.
4. UW will be responsible to ensure that all training attendees have undergone training
for the existing version of CC&B and have working knowledge of existing business
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processes and procedures.
5. UW will be responsible for managing and maintaining any learning management
systems (LMS) related to training.
6. UW will be responsible for detail scheduling of end users for training.
7. UW will provide business subject matter experts in each business area to support
the development of the End User training materials.
4.9.3. Change Management
1. All external communications (customers, regulators, external audit, etc.) and
outreach to customers will be conducted by UW. UW will also own the execution of
communications activities to key stakeholders.
2. PwC will collaborate with UW to prepare communications that provide the
organization with information about the project and its accomplishments.
3.
4.10. Cutover
4.10.1. Cutover Planning & Testing
1. PwC will create the Cut-over Strategy and a detailed Cut-over Checklist. UW will
review the Cut-over Strategy and checklist and provide feedback as per the
Deliverable Acceptance Process in section 5.10.
2. PwC in collaboration with UW will establish Go/No-Go Criteria during development
of the Cut-over Strategy. The Cut-over strategy will be defined and refined during
two Mock Cut-overs.
3. Data will be migrated in accordance with the Data Migration Strategy as defined in
Section 5.4.4.
4.11. Operate & Review
4.11.1. Post Production Support
1. During month 11, PwC and UW will be jointly responsible for help desk support
during and after the Cut-over. At the conclusion of month 11, UW will solely assume
the help desk support function.
2. PwC onshore Post-Implementation Support resources will be located at UW Project
location.
3. UW will provide side-by-side support resources at its field offices.
4. Post-Implementation Support will be performed during normal business hours of UW
business units, with the exception of Severity Level 1 issues. (In a Level 1, the
Application is inoperable). PwC will also support batch operations over the course
of the Post Production support month.
5. UW's core team will be dedicated and available 100% during the post production
support period.

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5. Implementation Methodology for Scope Delivery
5.1. General Description
PwC shall use its proprietary methodology including, without limitation, PwC’s Transform
Methodology in the delivery of UW’s Upgrade Project. PwC’s Transform Methodology
encompasses five distinct phases: Assess, Design, Construct, Implement and
Review/Operate.
The Exit Criteria for all activities includes the completion of all the tasks in the Project Plan
that are subordinate to the activity and that all the tasks have been completed in all material
aspects in accordance with this SOW unless otherwise jointly agreed to by the PwC and UW
Project Managers.
All Deliverables identified in this SOW are based on PwC’s Transform Methodology tailored
for upgrades.
For each deliverable identified, there will be at a minimum a responsible party and a party
that is accountable for producing the deliverable. Designation can also include a party that is
consulted for the purpose of completing the deliverable and a party that is informed after the
deliverable is completed and may be required to take some action as a result of the
deliverable. The Deliverable Acceptance Process is outlined in Section 5.10.
The following letters will be used along with the deliverable to designate responsibility.
Accountable (A) – Party who is ultimately accountable for the correct and thorough
completion of the deliverable or task.
Responsible (R) – Party responsible for participating in the completion of the deliverable.
More than one party can be responsible for the deliverable, however only one of the parties
would be accountable for the deliverable.
Consulted (C) – Parties whose opinions are sought, typically subject matter experts; and
with whom there is two-way communication for the purpose of completing the deliverable.
Informed (I) – Those who are kept up-to-date on progress, often only on completion of the
task or deliverable; and with whom there is just one-way communication.

5.2. Project Phase Definitions
Management activities are on-going throughout the project. These activities are related to all
project delivery phases described below.
1. Assess
• The Assess phase is the first life cycle phase, includes project start up activities, and
defines the plan and processes for each subsequent work stream. Existing
documentation and customizations are collected in order to start validating the
porting strategy for each custom object and business process.
2. Design
• Flushes out design requirements for UW customizations, aligned with the strategies
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to deliver the Oracle Solution by establishing the scope of the remaining project
activities. Design is a critical phase; a strong well thought out design reduces risk
and the likelihood of significant gaps later in the project.
3. Construct
• Port the Oracle Solution to the new version of CC&B, by migration of the
configuration and the solution elements as defined in the Design phase. These
elements are documented and defined in the approved Scope Document and other
approved deliverable documentation.

4. Implement
• Migrates the organization to the new version of CC&B. It includes activities used to
transition business process, and technology solution elements to meet the defined
project Scope. It also includes the solution testing activities, the training, and other
support activities, as well as the preparation for production Cut-over activities.
5. Operate
• Maintains and operates the Oracle Solution as developed in earlier phases. The key
objective is to provide effective operations of both business and technical solutions
within clearly defined parameters. The Operate phase addresses project activities
that are performed after a solution has been implemented, specifically post
implementation support.
5.3. Assess Phase
The objectives of this phase are to:
• Conduct Project Kickoff Meeting.
• Establish project environments.
• Install and verify the new CC&B version 2.5.
• Prepare for Upgrade Sessions.
• Develop and Approve Project Plan.
• The major activities and Deliverables associated with this phase are listed below.
5.3.1. Activity –Status Reporting
Description
These are recurring activities and deliverables that occur weekly and monthly throughout the
phases of the project.
PwC, with assistance from UW is responsible for the following status reporting:
1) Project Schedule - This weekly deliverable, defines the updated task, actual work,
remaining work, percent complete and milestone completions including resource updates
and timeframe updates. Both parties will commit to staffing and resources to identified
project schedule needs.
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2) Monthly Risk Assessment Log and Report - The report will document all identified risks,
actions assigned and mitigations.
3) RAID Log (Risks, Action Items, Issues and Decisions) - Report that lists these items as
well as responsible resource and due date. (Report will be managed by PwC Team and
regularly at least weekly with UW).
4) Defects will be tracked in the testing software (HP ALM) as agreed to by UW and PwC.
5) Weekly Status Reports - Status reports will document prior accomplishments, upcoming
activities, past due activities and action to recover, events, estimated completion dates,
key decisions, staffing issues, vacation, risks, and issues.
6) Monthly Steering Committee Presentations - This presentation will summarize the current
project status and describe the upcoming activities for UW Steering Committee monthly
review. Project problems and concerns will also be presented and discussed in these
meetings.
7) Weekly Project Management Meetings - Each week there will be a project management
meeting the PwC and UW Project Management team. This meeting will review all
aspects of the project status and establish the next week’s work priorities.
Entry Criteria
• Contract Signing.
Deliverables

Develop Initial Project Plan R,A R,C
R,A R,C

Exit Criteria
Approval of:
• Initial Project Plan by UW and PwC.
• Project Charter & Guiding Principles.
• Process to address RAID items.
• Process to report Weekly and Steering Committee Status Reports.

5.3.2. Activity – Conduct Project Kickoff
Description
Convene a meeting of all identified full-time and part-time project team members. Provide
initial orientation overview and distribute Key Project Activities.
Entry Criteria
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• Signed SOW.
• Initial Project Plan.
• Key Project Activities reviewed with Project Team Leads.
• Complete Kickoff Presentation materials.
Deliverables
Kick Off Meeting PwC
UW

Exit Criteria
• Kickoff meeting conducted.
5.3.3. Activity – Install Project Hardware, Database and System
Software
Description
UW technical staff will provide Services to install the development and production hardware
servers and Third Party Applications that will be used during the implementation project at
UW facilities. UW will install and configure Hardware, Database and System Software in
accordance with the specific installation parameters provided by Oracle for installation of the
CC&B 2.5 application. PwC will review the installation to verify that the installed hardware
and software are acceptable and adequate as per Oracle’s specifications.
Entry Criteria
• Hardware, database and system software configuration specifications provided by Oracle
to UW.
Deliverables
System Installation, Certification and Ready for Use PwC UW
Acquire, Install, and Configured Initial Project Infrastructure
Acquire Development Servers I R,A
Install Development Servers I R,A
Install Operating System I R,A
Install Database I R,A
Confirm installation ready for installation of Oracle CC&B v2.5 R R,A

Exit Criteria
• Project hardware and system software is configured and installed in accordance with the
specifications and usable for all project purposes.
5.3.4. Activity – Install base CC&B version 2.5
Description
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PwC shall install the baseline product of the Oracle CC&B Application at UW location,
conduct the appropriate testing to verify that the software and associated databases were
properly installed, configured, and set up. Commencing with the baseline installation
process, UW will assign one of its designated technical team members to monitor the
installations and PwC shall have on-site technical staff to provide knowledge transfer to UW
so that UW staff may learn how to configure and install any subsequent versions of the
Oracle CC&B System or associated Environments. .
The initial software will be the software that is currently off the shelf without any functions
omitted and as configured by Oracle in the Demo Environment. Over the life of the project,
several CIS Environments will be defined and developed to include: development, test,
training and production). PwC will create the first environment of the upgraded CC&B
Application and UW will provide a technical resource to shadow the environment creation.
For knowledge transfer purposes, UW will assume the responsibility with PwC support for this
activity with the remaining environments.
UW will be responsible for the creation, set up and verification of their customer self-service
application for project use.
Entry Criteria
• Project hardware installed and verified.
• PwC was provided with the necessary access to UW database and environments
including operating system access to perform the installation of CC&B version 2.5, root
access is required to install CC&B 2.5.
Deliverables
Install Baseline Application PwC UW
R,A I
C,I R,A

Exit Criteria
• PwC has demonstrated that the new version of CC&B can perform basic functions using
test or sample data.
• PwC technical staff has provided knowledge transfer Services to UW to facilitate the
ability of UW staff to configure and install any subsequent versions of Oracle CC&B
System or associated Environments.
• Completed installation checklist provided to UW by PwC.

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5.3.5. Activity – Prepare for Upgrade Sessions
Description
At project commencement, PwC functional and technical team members will review UW
customizations including functional and technical specifications as well as business
processes impacted by the customization to identify candidates for de-customization. For
items identified as a candidate for de-customization, PwC will determine if an upgrade
session is warranted and will prepare all materials needed to conduct the needed Upgrade
Sessions. These materials will include: agendas, schedule, participant names, participant
roles, and required participant preparation.
Entry Criteria
• CC&B Release 2.5 is installed and available to the project team.
Deliverables
Prepare for Upgrade Sessions PwC UW
Extensions and Interfaces to identify candidate customizations and R,A R,C

Exit Criteria
• All Upgrade session materials have been reviewed and approved by UW.
• BRD list is review and approved for completeness as per the Deliverable Approval
Process outlined in section 5.10.

5.3.6. Activity – Communication Plan
Description
The Communication Plan will include:
• The Communication Plan will be developed by PwC and UW Project Managers in
accordance with UW Communication policies.
Entry Criteria
• Start of the Upgrade Project.
Deliverables
Develop Communication Strategy and Plan PwC UW
R,C R,A
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Develop Communication Strategy and Plan PwC UW
Document Audience Assessment I R,A
Plan Communication Initiatives I R,A
Map Communication Planning Process I R,A
Develop Communication Strategy and Plan R,A C,I
Review and Approved Communication Strategy and Plan C,I R,A

Exit Criteria
• Approved Communication Plan.

5.3.7. Activity – Core Team Training
Description
PwC will deliver Core Team and Technical training to prepare the Project Team for the
performance of assigned project activities.
Core Team and Technical training will consist of five (5) days of classroom training, which will
be delivered by a PwC trainer.
Core Team training (functional and technical team members) includes three (3) days of PwC
methodology training (terminology and approach) and navigation of the new user interface
along with new functionality available in CC&B v2.5 such as the new Rate Engine.
Technical team training includes two (2) days of the System Development Kit, Portal and
Framework CC&B v2.5 training.
PwC will provide Core Team training materials electronically and UW will produce enough
hard copies of the training materials for each attendee.

Entry Criteria
• Installation of Base Oracle CC&B application.
Deliverables
Project Planning PwC UW
I R,A

Exit Criteria
• A total of five (5) days of training provided for fifteen (15) UW Core Team Members. The
Core Team training and Knowledge Acquisition deliverables are accepted by UW.

5.4. Design Phase
The objectives of this phase are to:
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• Establish and maintain all application environments.
• Confirm and define high-level designs for interfaces and Extensions.
• Update Design Specifications for changes to Interfaces and Extensions.
The major activities and Deliverables associated with this phase are listed below.
5.4.1. Activity – Create and maintain CIS Solution Environments
Description
Various technical environments in which components of the CIS Solution, relevant Third
Party Applications, relevant databases, and Interface systems reside and are operable will be
needed throughout the duration of the project. As these are needed, in accordance with the
Project Plan and SOW, they will be created and configured. This is a recurring activity and
will occur during this phase and all subsequent phases. PwC will provide a "Production
Infrastructure & Sizing Plan" during the Assess phase that documents environment and
infrastructure needs.
Entry Criteria
• Oracle CC&B installation documentation is available to UW.
Deliverables

Create Initial CC&B Environments PwC UW

Exit Criteria
• Project Environments are configured and operational.
• Environments verification certification is delivered to project team.
• Activity is ongoing throughout duration of project.

5.4.2. Activity – Conduct Upgrade Sessions
Description
The purpose of this activity is for PwC to gather UW business Requirements for Extensions
and Interfaces for use during the Upgrade Sessions that have been identified as candidates
for de-customization. During the Upgrade Sessions, PwC will also provide and review
optimization recommendations with UW around: Business Processes impacted by de-
customization, To-Do processing and cloned program solutions.
UW and PwC shall be responsible for taking notes during the Upgrade Sessions. UW and
PwC shall be responsible to review and compare the notes. If no inconsistencies are
identified, the notes will be approved by UW and PwC. Mutually agreed upon changes will be
agreed upon and the notes will be updated.
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PwC will also provide UW with meeting agendas, talking points and PwC notes for
compilation into the final meeting notes.
PwC will define the agenda and facilitate the Upgrade Sessions.
Entry Criteria
• All Upgrade Sessions preparatory materials completed.
• Installation of the hardware, system software, and database software, as well as
installation of the base CC&B 2.5 software is complete.
Deliverables

Conduct Upgrade Sessions R,A R,C
Review candidates for De-customization R,A R,C
Review Business Processes impacted by de-customization R,A R,C
Recommend optimized Business Processes impacted by de-
customization R,A R,C
recommendations for de-customization, business process
implications and associated pro’s and con’s for each R,A C,I
C,I R,A
R,A R,C

Exit Criteria
• Upgrade Sessions complete and Project Scope and Solution Documents are approved
as per the Deliverable Acceptance process outlined in section 5.10.

5.4.3. Activity – Update Functional Specification & Business Process
Documentation
Description
During this activity, PwC will update as needed existing UW Functional Specifications and
Business Processes documentation to account for changes that had an impact on the
existing documentation. These changes could be a result of de-customization or Business
Process optimization. UW will review the updated documentation and provide comments and
questions to PwC in accordance with Section 5.10 of this SOW. PwC will address
outstanding questions, comments and concerns in a mutually acceptable manner.
Entry Criteria
• Upgrade Sessions completed.
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Deliverables

Update existing Functional Specifications for Interfaces and
Extensions R,A C
Review and Approve Functional Specifications for updated
Interfaces and Extensions C,I R,A
Update existing Business Process documentation that were
Optimized as a result of technical upgrade R,A C
Review and Approve Business Process documentation that
were Optimized C,I R,A
Exit Criteria
• Updated documentation approved by UW.

5.4.4. Activity – Data Migration Strategy & Plan/Data Mapping
Description
PwC will define and create the Data Migration Strategy & Plan to migrate data from the
current CC&B release to the new release. The Data Migration Strategy & Plan will define
how the data will be migrated and will also contain details on migration validation and
balancing procedures.
PwC will also prepare a Data Mapping Specification. UW will provide sufficient information to
assist PwC to prepare this material.
The Data Mapping Specification will identify how the CC&B Upgrade Toolkit will be applied to
the existing data of the source system. The Upgrade Toolkit will facilitate the data migration
from UW existing CC&B installation to the Upgraded version of CC&B.
This Specification defines the data mappings between the legacy and the target system as
well as the data that is missing from a legacy perspective and target system perspective and
the method for resolving the data gaps. The data mapping document will include a high level
description of any custom data manipulation required. Each field for all applicable legacy
system tables will be mapped to the target systems tables and fields.
Entry Criteria
• None.
Deliverables
Data Migration Strategy & Plan and Data Mapping PwC UW
Exit Criteria
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• Approved Data Migration Strategy and Data Mapping as per the Deliverable Acceptance
process outlined in section 5.10. Data Mapping Specification will continue to be amended
due to the development of configuration and the results from various testing phases.
Data Mapping Specification will not be finalized until Go-Live.
5.4.5. Activity – Develop Testing Strategy
Description
This activity is the process of defining the overall testing approach for this project, which will
be documented in the Testing Strategy deliverable. PwC, will create a Testing Strategy
Document to show the roadmap for planned testing phases including relationship to other
project activities.
Entry Criteria
• Completion of Upgrade Sessions.
Deliverables
Testing Strategy PwC UW
Exit Criteria
Approved Upgrade Project Testing Strategy as per the Deliverable Acceptance process
outlined in section 5.10.
5.5. Construct Phase
The objectives of this phase are to:
• Port Interfaces, Extensions, Reports and Queries.
• Retool from COBOL to JAVA Interfaces and Extensions.
• Alpha test ported and retooled Interfaces and Extensions.
• Develop Test Plans for Integration/User Acceptance and Performance Testing.

The major activities and Deliverables for this phase are as follows:
5.5.1. Activity – Port/Retool Interface Programs

Description
The purpose of this activity is to port, unit Test, and alpha Test Interfaces. COBOL Interfaces
will be retooled from COBOL to JAVA.
Unit test results will be documented by PwC and available to UW.
Entry Criteria
SUZ-W-20-02 IPUC DR 139 Attachment 13
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• Completion of Upgrade Sessions.
• Scope Document Approved.
Deliverables
Port and Deliver of Interfaces PwC UW
R,A I
I R,A
R,A I
R,A I
R,A I
R,A I

Exit Criteria
• Ported Interfaces delivered and ready for project use.

5.5.2. Activity –Port/Retool Extensions

Description
The purpose of this activity is to port, unit Test, and alpha Test Extensions. COBOL
Extensions will be retooled from COBOL to JAVA.
Unit test results will be documented by PwC and available to UW.
Entry Criteria
• Completion of Upgrade Sessions.
• Scope Document Approved.
Deliverables

Port/Retool CC&B Extension Components R,A I
Port Third Party Extension Components I R,A
Unit Test of CC&B ported Extension Components
by PwC Developer R,A I
I R,A
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Port and Deliver Extensions PwC UW
needed
Deliver Extension CC&B Components with related Specifications
to Alpha Test Team R,A I
R,A I
R,A I
Exit Criteria
All Extension Deliverables for this activity have been delivered to and Accepted by UW as per
the Deliverable Acceptance process outlined in section 5.10.
5.5.3. Activity – Develop Test Plans
Description
The purpose of this activity is to develop plans containing guidance for the following testing
activities: Performance/Stress and Integration/User Acceptance testing. The test plans will
specify the objectives, steps, roles and responsibilities, durations, and test data required to
support all phases of testing.
During this activity, PwC will develop a Test Plan and directions for testing for each of the
Testing cycles.
Entry Criteria
• None.
Deliverables

Define Test Procedures R,A R,C
Define Test Roles and Responsibilities R,A R,C
Define Test Criteria I R,A
Define Test Scripts I,C R,A
Develop Test Plan R,A C,I
Review Test Plan C R,A

Define Test Procedures R,A R,C
Define Test Roles and Responsibilities R,A R,C
Define Test Metrics R,A R,C
Define Test Scripts R,A R,I
Develop Test Plan R,A C,I
Review Test Plan R,C R,A
Exit Criteria
Test Plans have been reviewed and approved by UW as per the Deliverable Acceptance
process outlined in section 5.10.
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5.5.4. Activity – Develop Test Cases and Scripts
Description
During the conduct of this activity, test scripts will be developed by UW for all testing phases.
The intent is to use existing UW test cases and scripts supplemented with PwC’s test case
library.
The tests performed are business focused and are intended to demonstrate that the systems,
procedures, and technology satisfy UW Requirements.
UW staff will develop the Test Cases and Scripts with the assistance of three (3) PwC staff.

Entry Criteria
• Updated Design Specifications.
• Availability of existing Test Cases and Scripts.
• PwC Library of Test Cases.
Deliverables

Develop Performance/Stress Cases and Scripts R,A C
Update/develop Integration/User Acceptance Test Cases and
Scripts C R,A
C R,A

Exit Criteria
• Integration / User Acceptance and Performance testing materials approved, ready and
available for testing as per the Deliverable Acceptance process outlined in section 5.10.

5.5.5. Activity – Training Plan
Description
This activity develops a training approach that outlines learning goals and objectives for
major target audiences. It collects data points and develops a comprehensive training
program for the project and on-going support. Some of the components of the plan include:
• Create detailed time-lines and milestones.
• Assess end user training requirements.
• Create a high-level preliminary end-user training schedule.

Entry Criteria
• None.
Deliverables
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Develop Training Strategy & Plan PwC UW
Identify CIS training sessions R,A C,I
Finalize the list of participants and assign users to one or more user
classifications I R,A
I R,A
I R,A

Exit Criteria
• Training Plan Deliverable approved by UW as per the Deliverable Acceptance process
outlined in section 5.10.
5.5.6. Activity – Update/Develop Training Materials
Description
PwC will Update existing training materials or develop new training materials as needed to
account for changes in the User Interface and to existing Business Processes. PwC will be
responsible for updating any existing Role Based Help Guides utilized by the organization.
Entry Criteria
• Training Plan.
Deliverables
Development of Training Materials PwC UW

Exit Criteria
• Training Materials approved by UW as per the Deliverable Acceptance process outlined
in section 5.10.
5.5.7. Data Migration and Validation (first pass)

Description
As described in the Data Migration Plan, PwC will lead the Data Migration process.
Once the data migration processing is complete, UW will validate the migrated data. These
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Mock Data Migrations will be performed regularly throughout the Project, according to a
schedule mutually agreed between PwC and UW.
UW staff assigned to review migrated data will compare the data migrated against UW’s
existing CC&B installation.
Data Migration testing also attempts to identify issues that may cause data to be migrated
incorrectly or that may be omitted during the migration process. It is anticipated that
additional data migration issues will be revealed during subsequent testing activities as the
migrated data is used with the application software and UW configuration in Integration
Testing and User Acceptance Testing.
The Data Migration Plan will define how data migration related issues will be tracked and
resolved.
First Pass Execute Data Migration encompasses the successful data migration of all data
elements from the Legacy to the Target system and successfully complete the Data Migration
Audit and Control Procedures as defined in the Data Migration Strategy.

Entry Criteria
• Data Migration Plan.
• Data Mapping Specification.
Deliverables
PwC UW

Exit Criteria
• The First Pass Data Migration is approved by UW as per the Deliverable Acceptance
process outlined in section 5.10.

5.6. Implement Phase
The objectives of this phase are to:
• Confirm that the project is still on track to deliver the expected activities as defined in this
SOW.
• Execute Testing Activities.
• Deliver Train the Trainer Training.
• Deliver End-User Training.
• Prepare for Cutover.
• Cut-over to a fully tested production environment.
• The major activities and Deliverables associated with this phase are listed below.
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5.6.1. Activity – Execute Integration/User Acceptance,
Performance/Stress Test
Description
During this activity, the testing team will execute Test Scripts to determine if the Upgraded
CIS Solution operates in a consistent manner with the pre-upgraded solution. PwC’s staff will
support the testing activity by reviewing test results, proposing resolutions to problems,
implementing approved resolutions. UW will manage the technical Infrastructure
configuration of the Upgraded CIS Solution with the assistance of PwC.
UW testing team staff will be supplemented with other UW and three (3) PwC staff. They will
conduct the test in accord with the approved Test Specifications and Test Plan. The testers
will document any and all Incidents that are encountered during the conduct of the testing.
Incidents will be assigned an initial Severity by UW tester. UW and PwC Project Managers
will review the Severity and, if necessary, adjust the Severity. For any test that results in an
error or incident, UW will retest the resolution provided by PwC or UW. If the problem is not
resolved, then UW and PwC will determine the best approach for retesting the defect.
PwC will work with UW to create a CIS Disaster Recovery Plan, based on UW’s current
Disaster Recovery standards. This plan will serve as an application and database backup
and recovery strategy to support the ongoing operation of the CC&B Application. In order to
test the response of this setup, planned outages will take place and tools will be used to
make sure performance falls within the defined requirements.
Entry Criteria
• Integration/User Acceptance and Performance/Stress Test Cases and Scripts are
available.
• Individual Interfaces and Extensions are released to the respective Test Environments.

Deliverables
Execute Integration/User Acceptance Testing PwC UW
R,A

Exit Criteria
SUZ-W-20-02 IPUC DR 139 Attachment 13
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• Testing is completed when all test cases and script components have been executed and
project management approves the listing and resolution schedule for Non-critical defects.
Workarounds for Non-critical defects classified of High Importance will require project
management approval and documented through the Change Request process.

5.6.2. Activity – Prepare for and Deliver End User Training
Description
PwC will deliver two (2) sessions of Train the Trainer training for up to 25 UW staff. This
training will consist of ten (10) business days of training, scheduled consecutively.
Deliver training to UW End Users. Training sessions identified during training needs
assessment, will be executed according to the schedule defined by UW training lead.
Training data and material need to be available prior to the beginning of this task.
Entry Criteria
• Training Schedule defined and communicated to trainers and end users.
• Training Material and Data created.
• End Users Invited to Training Sessions.
Deliverables
End User Training Preparation PwC UW

Exit Criteria
• Train-the-trainer training complete and Training Schedule executed by UW in accordance
with this SOW.
• Completion of scheduled End User Training.
5.6.3. Activity – Prepare CC&B Release 2.5 Production Environment
Description
During the conduct of this activity, the production hardware and software Environment will be
configured.
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UW will install, and validate the installation of production hardware, system software, and
Infrastructure as per Oracle’s specifications.
PwC will verify that the Production Environment is complete and ready for production use.
Entry Criteria
• Production hardware has been acquired.
Deliverables
Prepare Production Environment PwC UW

Exit Criteria
• Production Environment ready for Cut-over of the new CC&B release 2.5.
• Notice of Production Environment Readiness delivered to PwC by UW in accordance with
this SOW.

5.6.4. Activity – Data Migration and Validation (Final Pass)
Description
PwC and UW will execute a final data migration run to validate the data migration process.
The final data migration process will need to validate that all data elements from the Legacy
to the Target system are properly migrated utilizing the Data Migration and Verification and
Control Procedures.
Additional activities may be conducted for additional Data Migrations until the Verification and
Control Procedures are successfully completed in accordance with the approved Data
Migration Plan and the Integration Test Plan Deliverables.
Entry Criteria
• Successful completion of the First Pass Data Migration and Validation.
Deliverables
PwC UW

Exit Criteria
• The Final Pass Data Migration is approved by UW.

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5.6.5. Activity – Cut-over to CC&B Release 2.5 Operations
Description
The purpose of this activity is to initiate use of the new CC&B release in day-to-day
operations by UW and to cease use of the current CC&B 2.3.1 release.
PwC will develop and provide UW a transition strategy and plan that will include business
hand-over procedures, system operations hand-over procedures, ongoing knowledge
acquisition, and a roll-off strategy for knowledge transfer.
PwC will also prepare a Cut-over plan and a detailed Cut-over Checklist. The tasks included
in the Cut-over Checklist will be implemented and completed by both UW and PwC.
During this activity, all components of the new release, related Third Party applications and
related application databases will be migrated to the Production Environment. Other
applications with which or to which the Upgraded CIS Solution Interfaces or integrates to will
also be migrated to the appropriate Production Environment.
UW with the assistance of PwC will develop a Production Staffing Plan to identify its Post
Production Support requirements to include IT and Business support needs.
PwC will develop and provide UW an application run-book that will allow UW’s Technical
Staff to manage, troubleshoot and administer the Upgraded CC&B application after the Cut-
over.
The CC&B 2.3.1 System will cease to be used for day-to-day operations upon the successful
Cutover.
PwC will provide onsite assistance during this time and will be responsible for coordinating
and validating that all necessary modules have been migrated to the production Environment.
PwC will provide written notification that the Production Upgraded CIS Solution is operational
and ready for use and UW will provide written notification of their approval to move to
production.
Entry Criteria
• UW informs PwC of Go/No-Go decision.
Deliverables
Cut-over Planning PwC UW
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Cut-over Planning PwC UW
Cut-over
Execute Cut-Over Plan R,A R,C
Execute Cut-over R,A R,C
Go/No-Go Report R,A R,C
Cutover Authorization C,I R,A
Identify Roles and Responsibilities R,A R,C
Review Criteria for Classification of Incidents R,A R,C
Release New CC&B v2.5 to Production Environment R,A R,I

Exit Criteria
• Decision to begin using the New CC&B Release 2.5 for operations has been made and
agreed to by PwC and UW.
• A signed document authorizing Go-Live Date is signed by UW Executives and delivered
to UW and PwC Project Managers.
• Upgraded CIS Solution is in Production.

5.7. Operate Phase
The objectives of this phase are to:
• Transition system responsibilities to UW.
• Close out project and plan for post-implementation activities.
• Distribute Post Close-Out Checklist.
The major activities and Deliverables associated with this phase are listed below.
5.7.1. Activity - Support Production Operations
Description
The purpose of this activity is to support UW in the resolution of functional and technical
issues and errors, jointly referred to as “issues” related to the operation of the technical
upgrade. In this phase, PwC shall support the Upgraded CIS Solution as specified herein
during month 11.
If defects are determined to be due to errors in the PwC delivered components, PwC will
implement those defect resolutions and will follow UW’s existing defect resolution process
Also during this period, PwC will deliver to UW a Project Close-Out Checklist.
Entry Criteria
• Cut-over is complete and CC&B v2.5 is in Production.
Deliverables
Post Production Support PwC UW
R,A R
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Exit Criteria
• Provision of Notice of Final System Acceptance to PwC provided.
• Final Acceptance is defined are follows:
o Final Acceptance: After the successful completion of the technical upgrade,
successful resolution of all Severity 1and 2 Incidents assigned to PwC, successful
deployment to production of all Extensions, Interfaces and assigned to PwC, UW
shall issue to PwC a Notice of Final System Acceptance.

5.8. Project Management
UW will at its discretion determine who from its organization will act as the Project Manager.
UW Project Manager will act as UW’s agent and establish the lines of authority and relevant
Project protocols.
PwC and UW will execute the overall Upgrade Project management. PwC’s responsibilities
are to initiate the Upgrade Project, plan and direct the work performed for the remainder of
the project, and communicate important information to UW.
PwC Project Manager shall be responsible for the planning and execution of the project. PwC
Project Manager will be responsible for project management and project management
knowledge transfer throughout the project and can assist UW or UW-directed personnel as
necessary for Delivery of Change Management and project communications. As detailed in
the approach described below, PwC Project Manager’s objective will be to establish an
effective project management office leveraging established PwC methods, templates, and
tools.
5.8.1. Project Management Approach
PwC shall work with UW in managing the Upgrade Project. PwC shall use Transform
Methodology along with its pre-defined PMO tools throughout the duration of the project.
These tools are a collection of project management leading practices that have been
developed and used by the onsite PwC team. The toolkit provides the following: Technical
and functional status reports that roll up on a weekly and monthly basis, suggested file
directory structure for the project team, project performance scorecard, suggested document
naming conventions, template for tracking project team member’s schedules, and process
that supports issue tracking and Change Request management.
PwC and UW shall store all project Deliverables on the designated SharePoint drive.
In accordance with the terms of the Agreement, PwC shall deliver all final version
documentation and information at the conclusion of the project, or earlier if requested by UW,
in electronic formats (for example, the Microsoft Product suite, Visio, Word, etc.) where
possible.
Steering Committee Meetings – Steering Committee will meet at least once monthly to
discuss project status, project related issues (those project issues that cannot be resolved at
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the project level), Change Requests and related options will be reviewed so that UW Steering
Committee can make an informed decision on whether to move forward with the change.
5.8.2. Project Management Deliverables and Outcomes
The project management team will be responsible for the activities and associated
Deliverables listed below.
Responsibility Matrix

Develop Project Charter R,A C
Develop Status Report Templates R,A C

Meetings
Other Activities

5.8.3. Project Management Office
Subject to the assumptions listed in this SOW, the Project Manager commitment is included
in Exhibit 6-8-3.
Exhibit 6-8-3
Resource Breakdown
Resource Role Proposed
Commitment
Proposed Resource
UW Executive Sponsor Part-time TBD
UW Project Manager Full-time TBD
UW PMO Support Part-time TBD
PwC Quality Assurance
Partner
Part-time Phil Daniele
PwC Engagement Partner Part-time Carlos Bello
PwC Project Manager Full-time Peter Tomas

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5.9. Quality Management
Subject to the assumptions set forth in this SOW and the fulfillment of the associated
responsibilities by UW, PwC shall be responsible for the quality of services to be provided by
PwC (or any of its Subcontractors) under this SOW.
PwC agrees that Services rendered under the Project shall be performed in a manner
substantially consistent with the level of care and skill ordinarily exercised by other similar
vendors under similar circumstances at the time the Services are performed.

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5.10. Deliverable Acceptance Process
The acceptance procedure for all deliverables outlined in this SOW will be as follows:
PwC will work with UW personnel to gather input and review draft deliverables as they are
developed. UW personnel involved with a deliverable will be the UW team members or
persons authorized to approve a specific deliverable.
When a deliverable is complete, PwC will schedule a meeting to address UW questions
related to the deliverable. UW personnel will review the deliverables prior to the meeting and
come prepared to raise questions and/or concerns to the PwC team. Deliverable meetings
can consist of document reviews, design reviews, presentation reviews, program demos, or
other activities to confirm that the deliverable is ready for the UW acceptance.
After the Deliverable meeting, UW will have a specific number of days (as outlined in the
table, Deliverable Review Process) or mutually agreeable timeframe to accept the
deliverable. The Acceptance Form should be physically signed and archived with the project
documentation.
If the deliverable does not meet its associated specifications, UW will provide PWC with a
single version (typically a marked version of the documents) outlining what deficiencies exist
within the deliverable. A summary of this rejection will also be entered by UW into the defect
tracking tool. If required, both UW and PwC will meet to discuss the deficiency of the
deliverable in detail.
Acceptance of a Deliverable is achieved upon the earlier of: (i) the date of the Notice of
Acceptance, (ii) the expiration of the Acceptance Period for such Deliverable without PwC’s
receipt of Client’s Notice of Nonconformity, or (iii) the date a Software Deliverable is placed
into Client’s production environment (in any case, the “Acceptance”).

Table: Deliverable Review Process
Walkthrough and prepares list of questions

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6. Exhibit A: RFP UW Custom Components

RICEF ID BPD ID Area Type Configuration Program
Type
Program Name Status Scope LKP
Active In Scope E016MTR
Active In Scope E016MTR
Active In Scope E016MTR
Active In Scope E016MTR
Active In Scope E016MTR
Active In Scope E017MTR
Active In Scope E023BIL
Active In Scope E027BIL
Active In Scope E028BIL
Active In Scope E029BIL
Active In Scope E029BIL
Active In Scope - Simple
Definition
Active In Scope E033BIL
Active In Scope E035BIL
Active In Scope E036BIL
Active In Scope E044BIL
Active In Scope E046BIL
Active In Scope E046BIL
Active In Scope E063BIL
Active In Scope E066BIL
Active In Scope E096BIL
Active In Scope E099BIL
Active In Scope E109BIL
Active In Scope E113BIL
Active In Scope E128FINActiveIn Scope E129FIN
Active In Scope E137FIN
Active In Scope E140FINActiveIn Scope E144FIN
Active In Scope E147FIN
Active In Scope E149FIN
Active In Scope E150FIN
Active In Scope E152FIN
Active In Scope E153FIN
Active In Scope E154FIN
Active In Scope E154FIN
Active In Scope E156FIN
Active In Scope E157FIN
Active In Scope E162FIN
Active In Scope E163FIN
Active In Scope - Simple
Definition
Active In Scope E166COL
SUZ-W-20-02 IPUC DR 139 Attachment 13
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SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 45 of 71

RICEF ID BPD ID Area Type Configuration Program
Type
Program Name Status Scope LKP
Active In Scope E166COL
Active In Scope E166COL
Active In Scope E166COL
Active In Scope E166COL
Active In Scope E167COL
Active In Scope E175COL
Active In Scope E176COL
Active In Scope E177COL
Active In Scope E178FIN
Active In Scope - Simple
Definition
Active In Scope E183COL
Active In Scope E184COL
Active In Scope E191COL
Active In Scope E196COL
Active In Scope E216CST
Active In Scope E216CST
Active In Scope E219CST
Active In Scope E220CST
Active In Scope E221CST
Active In Scope E222CST
Active In Scope E223CST
Active In Scope E224CST
Active In Scope E225CST
Active In Scope E226CST
Active In Scope E226CST
Active In Scope E227CST
Active In Scope E230CST
Active In Scope E232CST
Active In Scope E234CST
Active In Scope E239CST
Active In Scope E249CST
Active In Scope E250CST
Active In Scope E251CST
Active In Scope E253CST
Active In Scope E255CST
Active In Scope E269FLD
Active In Scope E272FLD
Active In Scope E273FLD
Active In Scope E277FLD
Active In Scope E277FLD
Active In Scope E283FLD
Active In Scope - Simple
Definition
SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 46 of 71

RICEF ID BPD ID Area Type Configuration Program
Type
Program Name Status Scope LKP
Active In Scope - Simple
DefinitionActiveIn Scope E285FLD
Active In Scope E285FLD
Active In Scope E287FLD
Active In Scope E288FIN
Active In Scope E289COL
Active In Scope E291FIN
Active In Scope E292BIL
Active In Scope E296BIL
Active In Scope E298CST
Active In Scope E298CST
Active In Scope E300CST
Active In Scope E301FIN
Active In Scope E301FIN
Active In Scope E302FIN
Active In Scope E307CST
Active In Scope E307CST
Active In Scope E307CST
Active In Scope E307CST
Active In Scope E307CST
Active In Scope E309CST
Active In Scope E311FIN
Active In Scope E312FIN
Active In Scope E314MTR
Active In Scope
Active In Scope I001MTR
Active In Scope I001MTR
Active In Scope I003BIL
Active In Scope I003BIL
Active In Scope I003BIL
Active In Scope I005FIN
Active In Scope - Simple
DefinitionActiveIn Scope - Simple
Definition
Active In Scope I006FIN
Active In Scope I006FIN
Active In Scope I006FIN
Active In Scope I007FIN
Active In Scope I011COL
Active In Scope I011COL
Active In Scope I014CST
Active In Scope I016CST
Active In Scope I017CST
SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 47 of 71
RICEF ID BPD ID Area Type Configuration Program
Type
Program Name Status Scope LKP
I019CST 5.2.8 Customer
Service
Batch CM-GLDL Java com.splwg.cm.domain.customerinfo.account.batc
h.CmGeneralLedgerDownloadV2Batch
Active In Scope I019CST
I020CST 5.2.9 Customer
Service
Batch CMLTRPRT Java com.splwg.cm.domain.admin.letterTemplate.batc
h.CmLetterPrintExtractV2Batch
Active In Scope I020CST
I021CST 5.2.9 Customer
Service
Batch CM-EBDWN Java com.splwg.cm.domain.customerinfo.person.batch
.CmDownloadEbillWelcomeFileBatch
Active In Scope I021CST
I021CST 5.2.9 Customer
Service
Batch CM-EBUPB, CM-
EBUPU,
CM-EBUPS, CM-
EBUPW
Java com.splwg.cm.domain.customerinfo.person.batch
.CmUploadEbillFileV2Batch
Active In Scope I021CST
I023CST 5.3.1 Customer
Service
Batch CM-ADVAL Java com.splwg.cm.domain.premise.batch.CmAddress
ValidationBatch
Active In Scope I023CST
I023CST 5.3.1 Customer
Service
Batch JSP ext_accountPersonsPage.jsp Active In Scope I023CST
I023CST 5.3.1 Customer
Service
User Exit JSP ext_accountTabMenu.jsp Active In Scope I023CST
I023CST 5.3.1 Customer
Service
Batch JSP ext_addressValidator.jsp Active In Scope I023CST
I023CST 5.3.1 Customer
Service
Batch JSP ext_addressValidatorProxy.jsp Active In Scope I023CST
I023CST 5.3.1 Customer
Service
User Exit JSP ext_personCorrespInfoPage.jsp Active In Scope I023CST
I023CST 5.3.1 Customer
Service
Batch JSP ext_personTabMenu.jsp Active In Scope I023CST
I023CST 5.3.1 Customer
Service
Batch JSP ext_premiseTabMenu.jsp Active In Scope I023CST
I024FLD 6.1.1 Field
Services
Batch CM-KEYDL Java com.splwg.cm.domain.customerinfo.batch.CmKe
yMeterExtractV2Batch
Active In Scope I024FLD
I026FLD 6.1.10 Field
Services
Batch CMDGFODL Java com.splwg.cm.domain.admin.dispatchGroup.batc
h.CmFieldWorkOrderPrintBatch
Active In Scope I026FLD
I028BIL 1.2.1 Billing Batch CM-MUP0A, CM-
MUP0P
Java com.splwg.cm.domain.common.batch.CmMeterC
onsumptionUploadBatch
Active In Scope I028BIL
I029FIN 3.4.1 Finance Batch CM-APDL Java com.splwg.cm.domain.batch.adjustment.CmAPC
heckRequestExtractBatch
Active In Scope I029FIN
I029FIN 3.4.1 Finance Batch CM-APUL Java com.splwg.cm.domain.batch.adjustment.CmAPC
heckRequestUploadBatch
Active In Scope I029FIN
I030COL 4.2.5 Collections Batch CM-COWU Java com.splwg.cm.domain.customerinfo.account.batc
h.CmExtractCashOnlyAccountsBatch
Active In Scope I030COL
I030COL 4.2.5 Collections Batch CM-COSTG Java com.splwg.cm.domain.customerinfo.account.batc
h.CmPopulateCashOnlyStagingBatch
Active In Scope I030COL
I031FIN 3.2.1 Finance Batch CM-AAEXT Java com.splwg.cm.domain.customerinfo.account.batc
h.CmActiveAccountsExtractBatch
Active In Scope I031FIN
5-Points 5Points Finance Batch CM-FWDRA Java com.splwg.cm.domain.batch.adjustment.CmForw
ardRefundAdjV2Batch
Active In Scope 5-Points
5-Points 5Points Meter
Reading
Batch CM-BVHVL Java com.splwg.cm.domain.meterread.batch.CmHiLoB
illSwitchBatch
Active In Scope 5-Points
5-Points 5Points Meter
Reading
User Exit JSP ext_meterEquipmentGrid.jsp Active In Scope 5-Points
5-Points 5Points Customer
Service
Algorithm Type CM-TDCRHLCHA Java com.splwg.cm.domain.common.installation.CmIn
stallationToDoCharCreationAlgComp
Active In Scope 5-Points
5-Points 5Points Meter
Reading
Constant Class Java com.splwg.cm.domain.meterread.CmMRConstant Active In Scope - Simple
Definition
5-Points
5-Points 5-Points Meter
Reading
Algorithm Type CM-TDHILO Java com.splwg.cm.domain.admin.customerClass.Cm
AddBillMsgForTDHiLoConsumption
Active In Scope 5-Points
Light00002004 Collections Algorithm Type CM-WOAPADJ COBOL CMPLA3PX Active In Scope Light0000
2004
Light00011089 Billing Algorithm Type CM-FCVAL Java com.splwg.cm.domain.rate.rateComponent.CmCo
mputeFacilityChargeForMultipleSpAlgComp
Active In Scope Light0001
1089
Light00011115 Field
Services
User Exit JSP ext_fieldOrderMainPage.jsp Active In Scope Light0001
1115
Light00011115 Field
Services
User Exit JSP ext_reportRedirect.jsp Active In Scope Light0001
1115
Light00012954 Finance User Exit JSP ext_adjustmentMaintenanceMainPage.jsp Active In Scope Light0001
2954
Light00012954 Billing User Exit JSP ext_adjustmentMaintenanceTransferPage.jsp Active In Scope Light0001
2954
Light00012954 Billing User Exit JSP ext_billBillSegmentPage.jsp Active In Scope Light0001
2954
Light00012954 Billing User Exit JSP ext_billSegmentMainPage.jsp Active In Scope Light0001
2954
Light00012954 Finance User Exit JSP ext_paymentEventTenderPage.jsp Active In Scope Light0001
2954
Light00012954 Finance User Exit JSP ext_paymentMainPage.jsp Active In Scope Light0001
2954
CCB_148288 Billing User Exit JSP ext_billableChargeLineCharGrid.jsp Active In Scope CCB_148
288
CCB_148288 Billing User Exit JSP ext_billableChargeLineGrid.jsp Active In Scope CCB_148
288
CCB_149323 Customer
Service
Algorithm Type CM-TDCR-DFRL Java com.splwg.cm.domain.common.installation.CmIn
stallationControlCentralToDoRoleDefaultingAlgCo
mp
Active In Scope CCB_149
323
CCB_150011 Finance User Exit JSP ext_paymentQuickAddGrid.jsp Active In Scope CCB_150
011
CCB_151838 Finance Page Maintenance Payment Java com.splwg.cm.domain.payment.CmPaymentMain
tenanceExtension
Active In Scope CCB_151
838
CCB_151838 Finance Business
Component
Java com.splwg.cm.domain.payment.CmPaymentStat
us_Impl
Active In Scope CCB_151
838
SUZ-W-20-02 IPUC DR 139 Attachment 13
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SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 49 of 71

RICEF ID BPD ID Area Type Configuration Program
Type
Program Name Status Scope LKP
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope - Simple
Definition
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope - Simple Definition
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
Active In Scope
SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 50 of 71
RICEF ID BPD ID Area Type Configuration Program
Type
Program Name Status Scope LKP
CCB_191865 Finance Batch CM-GLGRS Java com.splwg.cm.domain.billing.batch.CmGLMonthl
yTCRevenueBatch
Active In Scope CCB_191
865
CCB_191865 Business
Component
Java com.splwg.cm.domain.batch.util.CmCommonMet
hods_Impl
Active In Scope CCB_191
865
CCB_192769 Finance Batch CM-GLDCA Java com.splwg.cm.domain.customerinfo.account.batc
h.CmGeneralLedgerDailyCashAccrualV3Batch
Active In Scope CCB_192
769
CCB_194922 5Points Change Handler Meter Equipment Java com.splwg.cm.domain.meterread.meterEquipmen
t.CmMeterEquipment_CHandler
Active In Scope CCB_194
922
CCB_194962 Meter
Reading
Batch CM-MBDNJ, CM-
MBDNR, CM-MBDNY,
CM-MBDOW, CM-
MBDWC
Java com.splwg.cm.domain.meterread.batch.CmMeter
ReadMobileAdapterBatch
Active In Scope CCB_194
962
CCB_194962 Meter
Reading
Constant Class Java com.splwg.cm.domain.meterread.CmMobileConst
ant
Active In Scope - Simple
Definition
CCB_194
962
CCB_194962 Meter
Reading
Constant Class Java com.splwg.cm.domain.meterread.CmNeptuneCon
stant
Active In Scope - Simple
Definition
CCB_194
962
CCB_195363 Finance Batch CM-GLTSP Java com.splwg.cm.domain.payment.batch.CmGLMon
thlyTSPaymentsBatch
Active In Scope CCB_195
363
CCB_195440 5Points Customer
Service
Batch CM-TDCLS Java com.splwg.cm.domain.todo.batch.CmAutoCompl
eteDuplicateTDBatch
Active In Scope CCB_195
440
CCB_195440 5Points Customer
Service
Business
Component
Java com.splwg.cm.domain.todo.CmCreateToDo_Impl Active In Scope CCB_195
440
CCB_199357 Customer
Service
Batch CM-RDSUP Java com.splwg.cm.domain.customerinfo.account.batc
h.CmRedssonCreateCCBatch
Active In Scope CCB_199
357
CCB_199357 Customer
Service
Constant Class Java com.splwg.cm.domain.customerinfo.account.Cm
RedssonConstant
Active In Scope - Simple
Definition
CCB_199
357
CCB_199947 Finance Batch 049-SURC Java com.splwg.cm.domain.customerinfo.serviceAgree
ment.batch.CmDailySurchargeBatch
Active In Scope CCB_199
947
CCB_202721 Customer
Service
Business
Component
Java com.splwg.cm.domain.batch.util.CmMessageHel
per_Impl
Active In Scope CCB_202
721
CCB_203185 Finance Batch CM-GLBRC Java com.splwg.cm.domain.billing.batch.CmGLMonthl
yConsumptionBatch
Active In Scope CCB_203
185
CCB_203185 Meter
Reading
Business
Component
Java com.splwg.cm.domain.batch.util.CmUOMConvert
or_Impl
Active In Scope CCB_203
185
CCB_205521 Algorithm Type CM-XFRVAL Java com.splwg.cm.domain.admin.serviceAgreementT
ype.CmTransferAdjustmentValidationAlgComp
Active In Scope CCB_205
521
CCB_205521 Customer
Service
Custom Message Java com.splwg.cm.domain.customMessages.Service
AgreementCustomMessageRepository
Active In Scope - Simple Definition CCB_205
521
CCB_208428 Sensus
AMI
Meter
Reading
Batch CM-MDANJ Java com.splwg.cm.domain.meterread.batch.CmMeter
ReadFNSensusBatch
Active In Scope CCB_208
428
CCB_208428 Sensus
AMI
Meter
Reading
Business
Component
Java com.splwg.cm.domain.meterread.CmFNSensusA
dapter_Impl
Active In Scope CCB_208
428
CCB_208428 Sensus
AMI
Meter
Reading
Extract Definition Java com.splwg.cm.domain.meterread.CmFNSensusV
FlexRecord
Active In Scope CCB_208
428
CCB_208554 Meter
Reading
Custom Message Java com.splwg.cm.domain.customMessages.CmMet
erCustomMessageRepository
Active In Scope - Simple Definition CCB_208
554
CCB_208554 Meter
Reading
Batch CMSTKLOC Java com.splwg.cm.domain.meterread.meter.CmMass
TransferMeterStockLocationBatch
Active In Scope CCB_208
554
CCB_210736 Meter
Reading
Change Handler Meter Read Java com.splwg.cm.domain.meterread.meterRead.Cm
MeterRead_CHandler
Active In Scope CCB_210
736
CCB_210738 Collections Business
Component
Java com.splwg.cm.domain.batch.util.CmDateTimeHel
per_Impl
Active In Scope CCB_210
738
CCB_210738 Collections Batch CMADMELG Java com.splwg.cm.domain.customerinfo.account.batc
h.CmCreditReviewEligibilityBatch
Active In Scope CCB_210
738
CCB_211173 Finance User Exit JSP ext_paymentQuickAddPrintControl.jsp Active In Scope CCB_211
173
CCB_212495 Billing Page Maintenance Billable Charge Java com.splwg.cm.domain.billing.bill.billableCharge.C
mBillableChargeMaintenanceExtension
Active In Scope CCB_212
495
CCB_212495 Billing Custom Message Java com.splwg.cm.domain.customMessages.CmBill
MessageRepository
Active In Scope - Simple Definition CCB_212
495
CCB_213054 Customer
Service
Custom Message Java com.splwg.cm.domain.customMessages.ToDoCu
stomMessageRepository
Active In Scope - Simple Definition CCB_213
054
CCB_213568 Customer
Service
Algorithm Type CM-VAL-ROLE Java com.splwg.cm.domain.todo.toDoType.CmValidate
ToDoAssignmentAlgComp
Active In Scope CCB_213
568
CCB_228383 Algorithm Type CM-BCHGCAN Java com.splwg.cm.domain.admin.customerClass.Cm
CancelBillableChargesAlgComp
Active In Scope CCB_228
383
CCB_231094 Finance Batch CM-GLARV Java com.splwg.cm.domain.customerinfo.account.batc
h.CmGeneralLedgerArchiveBatch
Active In Scope CCB_231
094
Itron Fixed
Network
Batch CM-MDALA, CM-
MDAPA
Java com.splwg.cm.domain.meterread.batch.CmMeter
ReadFNAdapterBatch
Active In Scope Itron
Fixed
Network
Itron Fixed
Network
Batch CM-MDBLA, CM-
MDBPA
Java com.splwg.cm.domain.meterread.batch.CmMeter
ReadFNBaselineBatch
Active In Scope Itron
Fixed
Network
Itron Fixed
Network
Business
Component
Java com.splwg.cm.domain.meterread.CmFNAdapter_I
mpl
Active In Scope Itron
Fixed
Network
Itron Fixed
Network
Constant Class Java com.splwg.cm.domain.meterread.CmFNConstant Active In Scope - Simple
Definition
Itron
Fixed
Network
Uncategorized Billing Algorithm Type CM-ACCTFLD COBOL CMPRGAPX Active In Scope Uncategor
ized
Uncategorized Business
Component
Java com.splwg.cm.domain.batch.util.CmCharacteristi
cTypeReader_Impl
Active In Scope Uncategor
ized
E301FIN 3.1.1 Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmBatchStatFlgLookup
_Impl
Active In Scope - Simple
Definition
E301FIN
I001MTR Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmBusinessUnitRouteT
ypeLookup_Impl
Active In Scope - Simple
Definition
I001MTR
E044BIL Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmDynamicBillMessag
eOptionTypeLookup_Impl
Active In Scope - Simple
Definition
E044BIL
E216CST Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmFireLineSATypes_I
mpl
Active In Scope - Simple
Definition
E216CST
E175COL Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmPayPlanTypesNoLet
ter_Impl
Active In Scope - Simple
Definition
E175COL
SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 51 of 71
RICEF ID BPD ID Area Type Configuration Program
Type
Program Name Status Scope LKP
Patch?Lookup
Implementation
JAVA com.splwg.cm.api.lookup.cmQualExceptions_Imp
l
Active In Scope - Simple Definition #N/A
E162FIN Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmSecurity_Impl Active In Scope - Simple
Definition
E162FIN
E301FIN Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmTenderSourceFlgLo
okup_Impl
Active In Scope - Simple
Definition
E301FIN
E301FIN Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmTenderTypeFlgLook
up_Impl
Active In Scope - Simple Definition E301FIN
E314MTR Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmToDoTypes_Impl Active In Scope - Simple
Definition
E314MTR
Uncategorized Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmTopLevelDomainLoo
kup_Impl
Active In Scope - Simple
Definition
Uncategor
ized
Uncategorized Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmTownCodeLookup_I
mpl
Active In Scope - Simple
Definition
Uncategor
ized
CCB_163446 Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmUomMultLkupLooku
p_Impl
Active In Scope - Simple Definition CCB_163
446
E044BIL Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmValueDeriveMethod
ForMessageParmsLookup_Impl
Active In Scope - Simple
Definition
E044BIL
E044BIL Lookup
Implementation
JAVA com.splwg.cm.api.lookup.CmValueSourceForMes
sageParmsLookup_Impl
Active In Scope - Simple
Definition
E044BIL
E044BIL Lookup
Implementation
JAVA com.splwg.cm.api.lookup.ExternalSystemTypeLo
okup_Impl
Active In Scope - Simple Definition E044BIL
E033BIL Lookup
Implementation
JAVA com.splwg.cm.api.lookup.SchemaConstantOption
Lookup_Impl
Active In Scope - Simple
Definition
E033BIL
I020CST File Definition API JAVA com.splwg.cm.domain.admin.letterTemplate.CmG
eneralLetterTemplate
Active In Scope - Simple
Definition
I020CST
CCB_176076 Table
Implementation
JAVA com.splwg.cm.domain.admin.printer.CmPrinter Active In Scope - Simple Definition CCB_176
076
CCB_176076 Service Program
Implementation
JAVA com.splwg.cm.domain.admin.printer.CmPrinterMa
intenance
Active In Scope CCB_176
076
CCB_157286 Business
Component
JAVA com.splwg.cm.domain.batch.util.CmFileHelper_I
mpl
Active In Scope CCB_157
286
CCB_194962 Helper API JAVA com.splwg.cm.domain.batch.util.CmFixedFormat
Helper_Impl
Active In Scope CCB_194
962
CCB_195363 Helper API JAVA com.splwg.cm.domain.batch.util.CmMergeFiles_I
mpl
Active In Scope CCB_195
363
CCB_203185 File Definition API JAVA com.splwg.cm.domain.billing.CmGLConsumption
Record
Active In Scope - Simple
Definition
CCB_203
185
CCB_191865 File Definition API JAVA com.splwg.cm.domain.billing.CmGLTCRevenueRe
cord
Active In Scope - Simple
Definition
CCB_191
865
CCB_167557 Helper API JAVA com.splwg.cm.domain.customerinfo.account.Cm
CallOrder
Active In Scope - Simple Definition CCB_167
557
CCB_167557 Helper API JAVA com.splwg.cm.domain.customerinfo.account.Cm
CollectionCallOrder
Active In Scope - Simple
Definition
CCB_167
557
I030COL Table
Implementation
JAVA com.splwg.cm.domain.customerinfo.account.Cm
CoStageDwn_Impl
Active In Scope - Simple
Definition
I030COL
CCB_167557 Helper API JAVA com.splwg.cm.domain.customerinfo.account.Cm
EmergencyCallOrder
Active In Scope - Simple
Definition
CCB_167
557
CCB_231094 File Definition API JAVA com.splwg.cm.domain.customerinfo.account.Cm
GLDLArchiveRecord
Active In Scope - Simple Definition CCB_231
094
CCB_162790 File Definition API JAVA com.splwg.cm.domain.customerinfo.account.batc
h.CmActiveAccountsExtractDetailRecord
Active In Scope - Simple
Definition
CCB_162
790
I009FIN File Definition API JAVA com.splwg.cm.domain.customerinfo.account.batc
h.CmGeneralLedgerDetailRecord
Active In Scope - Simple
Definition
I009FIN
CCB_192769 File Definition API JAVA com.splwg.cm.domain.customerinfo.account.batc
h.CmGeneralLedgerMCARecord
Active In Scope - Simple Definition CCB_192
769
I009FIN File Definition API JAVA com.splwg.cm.domain.customerinfo.account.batc
h.CmGeneralLedgerTrailerRecord
Active In Scope - Simple
Definition
I009FIN
CCB_157286 Helper API JAVA com.splwg.cm.domain.customerinfo.person.CmP
ersonCharacteristicHelper_Impl
Active In Scope CCB_157
286
CCB_208747 Custom Message JAVA com.splwg.cm.domain.customerinfo.premise.util.
CmPremiseMessageRepository
Active In Scope - Simple Definition CCB_208
747
CCB_184311 Helper API JAVA com.splwg.cm.domain.meterread.CmFNAclaraAd
apter
Active In Scope CCB_184
311
CCB_184311 Helper API JAVA com.splwg.cm.domain.meterread.CmFNAclaraBa
seline
Active In Scope CCB_184
311
CCB_184311 Helper API JAVA com.splwg.cm.domain.meterread.CmFNBase Active In Scope CCB_184
311
CCB_184311 Helper API JAVA com.splwg.cm.domain.meterread.CmFNItronAdap
ter
Active In Scope CCB_184
311
CCB_184311 Helper API JAVA com.splwg.cm.domain.meterread.CmFNItronBase
line
Active In Scope CCB_184
311
CCB_184311 Helper API JAVA com.splwg.cm.domain.meterread.CmFNWrapper Active In Scope CCB_184
311
CCB_184311 Helper API JAVA com.splwg.cm.domain.meterread.CmNeptuneAda
pter_Impl
Active In Scope CCB_184
311
CCB_194962 File Definition API JAVA com.splwg.cm.domain.meterread.CmNeptuneRec
ord
Active In Scope - Simple
Definition
CCB_194
962
CCB_162863 Page Maintenance JAVA com.splwg.cm.domain.meterread.meterRead.Cm
CompoundMeterRegisterReadEst
Active In Scope CCB_162
863
CCB_195363 File Definition API JAVA com.splwg.cm.domain.payment.CmTSPaymentR
ecord
Active In Scope - Simple
Definition
CCB_195
363
CCB_182476 Algorithm Type JAVA com.splwg.cm.domain.rate.rateComponent.CmRa
teEligibilityBySATypeAlgComp
Active In Scope CCB_182
476
I019CST User Exit JSP ext_ajax.jsp Active In Scope I019CST
CCB_161105 Custom XSL XSL cmCurrentToDo.xsl Active In Scope CCB_161
105
CCB_148799 Custom XSL XSL cmLabelValueGrid.xsl Active In Scope CCB_148
799
Base Custom XAI
Schema
XSL CM-CDxAddEnvelope.xsl Active In Scope Base
Base Custom XAI
Schema
XSL CM-CDxRemoveEnvelopeNMS.xsl Active In Scope Base
SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 52 of 71

SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 53 of 71

7. Exhibit B: Project Timeline
The Project timeline is provided in below. Assuming a start date of September, this timeline is
reliant on the assumptions agreed to by the Parties in formulating this SOW.

SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 54 of 71
8. Exhibit C: Project Organization & Staffing
The proposed project organization structure to be implemented upon project initiation is
provided in Exhibit 9.
Exhibit 9
CC&B System Upgrade Project Team’s Organization

PMO Office
SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 55 of 71
8.1. Project Staffing
Both parties will provide qualified resources to meet the mutually agreed-upon Project Plan
and Milestones.
Individuals will be assigned to the project in accordance with the Project Plan.
A summary of the Key staff members identified for the project is identified in Exhibit 9-1. Full
staffing will be defined during the Assess Stage and will be consistent with Assumption 2.6.7.
Exhibit 9-1
CC&B System Upgrade Project Staffing Summary
Resource Name Resource Role Group
Phillip Daniele Engagement QA PwC
Carlos Bello Engagement Partner PwC
Peter Tomas Project Manager PwC
Brian Scanlon Functional Lead PwC
Justin Gonzales Technical Lead PwC
Leky Lecaroz Solution Architect Subject Matter Advisor PwC
Eric Perez DBA & Application Subject Matter Advisor PwC
Paravasu Collur Infrastructure & Technology Subject Matter
Advisor
PwC
Imran Kumte Data Migration Lead PwC
TBD Executive Project Sponsor UW
TBD Project Manager UW
TBD Functional Lead UW
Test Lead UW
Change Management Lead UW
TBD Training Lead UW
TBD Technical Lead UW

SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 56 of 71
Recommended technical and functional United Water staffing during the project phase is as
follows. Actual staff numbers will be dependent on the specific capabilities of the individuals
selected to work on the project. For instance Business Analysts, Testers and Trainers may be the
same if they possess the skills to fill multiple roles.
Resource/role Description Count
Full/part-
time
Executive
Sponsor
Senior Executive 1 PT
Executive
Stakeholders
Executives who are responsible for and own the CIS Solution 3 or
more
PT
Project
Managers
Functional & Technical Project Managers responsible for the CC&B Migration
project
2 PT
Functional Lead Functional focus and liaison for business rules among project functional
resources and United Water
1 FT
Technical Lead Technical and technology focus and liaison among all technical resources
assigned to project
1 FT
Business
Analyst
Functional focus on CC&B functionality 5 FT
Report
Developers
To port existing CC&B reports and queries. Full time during development
activities.
2 FT
Test Lead Lead a team of System Testers in testing specific areas of the CIS Solution
and project, including testing roles-based permissions. Full time only during
testing activities.
1 FT
System Testers Software Quality Assurance Analysts assigned to the Test Lead during the
testing phase (recommended from the same pool of end users above). Full
time during testing activities.
5 FT
Training Lead Leads the training team to ensure that the UW End Users are trained and
ready to operate the new solution
1 FT
Training
Specialists
Conduct End User Training; number of testers will be driving by the impact of
Business Process changes. Full time only during training activities such as
participating in Train-The-Trainer training and delivery of End User Training.
3 FT
Database
Administrator
Perform Oracle database actions and tasks in support of project activities,
including: backups, restores, refreshes, tuning, and go-live
script development
1 PT
Enterprise
Security
Specialist
Focus on securing the CIS Solution and related servers/applications per UW
Security Standards
1 PT
SysAdmin Effective at provisioning, installation/configuration, operation, and
maintenance of operating system software and related infrastructure.
Ensures that system hardware, operating systems, software systems, and
related procedures adhere to UW IT polices. Responsible for support,
maintenance, research and development to address and meet
1 PT
Infrastructure
Specialists
Database server, application server, network, desktop, etc. resources
needed to service the project; as-needed participation
1-2 PT
Data Migration
Analyst
Support the PwC Data Migration Team with balancing and the data clean-up
activities.
1 PT
Project
Management
Office
Provides project management and administrative support 1 PT
SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 57 of 71
8.2. UW Team Responsibilities
The responsibilities of UW Project Team members will be assigned to them by the UW
Project Manager. Some team members may fulfill several roles during the course of the
project.
8.2.1. UW Project Manager
UW Project Manager will monitor and manage the UW Project Plan activities and their
progress; initiate appropriate changes in scope to the software Requirements, design, and
Configurations; and initiate appropriate changes to UW business personnel on the project as
required as well as changes to business processes. UW Project Manager is also responsible
for the success of end-user training and the overall readiness of the business. UW Project
Manager’ tasks include:
• Direct UW staff and activities relating to UW’s responsibilities.
• Coordinate inter-project activities and change management from UW’s perspective.
• Provide information and status to UW Executive Steering Committee.
• Manage the Contract from UW’s perspective.
• Delivery of UW Deliverables, such as Third Party components, test execution, Project
Scope Management as to UW staff.
• Management of all project issues relating to UW.
• Attainment of project objectives relating to UW.
• Management of schedule, budget, and quality to conform to defined metrics from UW’s
perspective.
• Formally report and update potential project risks and issues impacting the project.
Provide day-to-day direction to UW members of the project team who are producing
Deliverable(s).
Communicate and coordinate the activities of UW third-party vendors.
• Review Project Change Response Forms submitted by PwC.
• Review of all technical specifications and code.
• Review the design and implementation of the Extensions and Interfaces submitted by
PwC.
• Participate in management meetings and conference calls for review, status, issue
management, and coordination.
• Provide written project status reports weekly on all UW deliverables and activities.
• Assist in development and maintenance of team Project Plan.
• Formally report and update potential project risks and issues impacting the project.

SUZ-W-20-02 IPUC DR 139 Attachment 13
Page 58 of 71
8.2.2. UW Functional Lead
UW Functional Lead will provide ongoing review of all aspects of the implementation
including functional project planning and testing. UW Functional Lead is responsible for the
reviewing or overseeing the review of functional Deliverables received from PwC for each
Extension and Interface.
UW Functional Lead will be responsible for reviewing or delegating the review of functional
specifications for each Extension, Configuration setting and Interface delivered by PwC.
When the construction of the, Extensions and Interfaces is complete, UW Functional Lead
and the rest of the Business Analysts will manage and assist in the Integration/User
Acceptance Test planning and execution.
UW Functional Lead will participate in the Upgrade Sessions, working closely with the various
business and technical analysts in charge of the Interfaces and Extensions. This person will
also take a lead role in planning the Integration/User Acceptance Testing effort. In addition,
the Functional Lead will help perform post-implementation reviews for ultimate UW
acceptance of the new version of CC&B.
• UW’s Functional Lead will also perform the following tasks:
• Assist in development and maintenance of functional team Project Plan.
• Direct UW functional staff assignments and activities.
• Quality control of UW functional work products.
• Coordination with other teams and team leaders.
• Participate in management meetings and conference calls for review, status, issue
management, and coordination.
• Provide day-to-day direction to members of UW’s functional team.
• Review Project Change Response Forms submitted by PwC.
• Provide UW functional team written project status reports.
• Formally report and update potential project risks and issues impacting the project.
• Work at the direction of UW Project Manager.
8.2.3. UW Technical Lead
UW Technical Lead will be responsible for managing UW technical staff assigned to the project.
UW’s Technical Lead will coordinate activities of resources and manage Delivery of software and
Services pursuant to the Contract and/or Change Requests to the contract. This includes
verifying that all such UW commitments are included in the Project Plan.
UW’s Technical Lead will also perform the following tasks:
Manage the contractual third party Interfaces.
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Participate in management meetings and conference calls for review, status, issue management,
and coordination.
Provide day-to-day direction to members of UW’s technical team.
• Provide written project status reports.
• Assist in development and maintenance of team Project Plan.
• Formally report and update potential project risks and issues impacting the project.
• Direct UW technical team staff assignments and activities.
• Coordinate activities with other teams and team leaders.
• Manage the design and implementation of new third party Interfaces.
• Manage Unit and System Testing of third party Interfaces.
• Manage support of all technical Environments, applications, databases, software tools,
and project team hardware & software residing in UW’s infrastructure.
8.2.4. UW Business Analysts
UW Business Analysts are employees who possess subject matter expertise and are
empowered to make business decisions on behalf of UW. UW Business Analysts are chosen
from the principal business areas (one individual may provide support in more than one
functional area):
• Billing
• Credit and Collections
• Call Center
• Field Services
• Accounting
• Cash
• New Development
• Dispatch

UW Business Analysts are assigned to the project on a full-time basis for all aspects of
Configuration, development, testing, and Cut-over to production. UW Business Analysts will
be capable of reviewing and revising business processes. They will also fill a key role in
conducting end-user training.
UW Business Analysts will also perform the following tasks:
• Define business Requirements and solutions for assigned domain.
• Assist with the review of functional specifications.
• Coordinate with other program coordinators and program manager.
• Research UW user needs.
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• Facilitate definition of solution options.
• Define system functionality.
• QA functional implementation.
• Assist with development and deployment of business processes.
• Review catalog of test cases/scope of testing.
• Develop test cases and scripts.
• Conduct Integration/User Acceptance Testing of Extensions and Interfaces
delivered by PwC.
• Conduct Integration/User Acceptance Testing of Reports delivered by UW.
• Evaluate functional Deliverables.
8.2.5. UW Training Lead
UW Training Lead will be responsible for the Delivery of the overall training program. UW
Training Lead will also oversee training Delivery to UW End Users and help confirm
workforce readiness of UW staff. The training lead is also responsible for:
• Provide written project status reports.
• Assist in development and maintenance of team Project Plan.
• Formally report and update potential project risks and issues impacting the project.
• Provide day-to-day direction to members of UW training team.
8.2.6. UW DBA (Part Time)
A UW part time DBA will be assigned to the project to assist with project activities. The DBA
will work with PwC during the development process and will assist with Table Configuration in
the Oracle Database. UW DBA will be responsible for the following tasks:
• Maintain Oracle Database.
• Perform regular database updates.
• Review, adjust, and manage databases, and disk and memory sizing
Requirements as necessary.
• Provide export scripts, hot backup scripts.
• Perform nightly database backups.
• Maintain all necessary project technical Environments and contents including
but not limited to databases, utilities, and tools.
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8.2.7. UW SysAdmin (Part Time)
UW SysAdmin will be responsible for the following tasks:
• Install any new required system software.
• Maintain all necessary project technical Environments including but not limited
to operating systems, utilities, and tools.
• Support Operating system installations and upgrades.
• Configure and manage storage devices.
• Allocate and manage disk storage space.
• Monitor, maintain and analyze system error logs.
• Create and manage system startup and shutdown procedures.
• Perform any application software function requiring operating system root
privileges.
• Assist application staff in troubleshooting application problems.
• Assist application staff in creating scripts for managing application software.
• Coordinate upgrades of hardware.
• Manage network access to systems.
• Configure network Services including FTP, NFS, Remote login, SMTP, Time
daemon.
• Maintain user access through System Security Administration.
• Establish user groups and permissions for files and directories.
• Create login scripts, and restrict user access to operating system.
• Analyze CPU performance and tune accordingly.
• Analyze virtual memory performance and tune accordingly.
• Analyze I/O performance and tune accordingly.
• Recover project environments from backups in the event of a failure.
• Create volume groups, logical volumes and file systems.
• Create directory structure for application and databases.
• Allocate disk storage space.
8.2.8. UW Development Staff
UW Development Staff will be responsible for:
• Design activities associated with reports, queries, scripts and Third Party applications.
• Development activities associated with reports, queries, scripts and Third Party
applications.
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• Testing activities associated with reports, queries, scripts and Third Party applications.

8.2.9. UW Program Management Office Support
UW Program Management Office Support is responsible for performing numerous tasks including
UW team member time and expense reporting, purchase ordering, and tracking project budget
and expenditures. UW Program Management Office Support is also responsible for the creation
of presentations and other documents at the request of UW Project Sponsor or UW Project
Managers.
UW Program Management Office Support will also perform the following tasks:
• Maintain Project Management reports.
• Distribute and collect Time & Status reports to/from all assigned staff.
• Implement procedures for maintenance of staff and project work papers.
• Maintain project working papers and documents.
• Record and maintain meeting minutes.
• Maintain and distribute project communications.
• Compile and distribute project status reports.
• Assist with development of steering committee materials.
• Assist with maintenance and tracking of project issues.
8.3. PwC Team Responsibilities
8.3.1. PwC Engagement Partner
PwC Engagement Partner is responsible for overall delivery of the solution. He will coordinate
and help ensure that the project is receiving the appropriate attention from PwC by bringing
needed resources from PwC CC&B Practice, PwC Utilities Practice and PwC Oracle Practice.
The PwC Engagement Partner will provide support to PwC Project Manager. He will meet
regularly with UW Project Sponsor and participate in Executive Steering Committee meetings, as
needed.
8.3.2. PwC Quality Assurance Partner
PwC Quality Assurance Partner is responsible for the quality the PwC team delivers to UW. He
will coordinate and help ensure that the project expected UW benefits. The PwC Quality
Assurance will provide support to PwC Project Manager. He will meet regularly with UW Project
Sponsor and participate in Executive Steering Committee meetings, as needed.
8.3.3. PwC Project Manager
PwC Project Manager will be responsible for the day to day activities of managing the project. In
addition, PwC Project Manager will work with UW project team and UW Project Manager in the
development of a combined Project Plan. PwC Project Manager will coordinate activities of PwC
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resources and manage the Delivery of contracted professional Services pursuant to the contract,
Change Requests to the SOW, or both. PwC’s Project Manager will facilitate that the project will
be completed on time and within budget.
PwC’s Project Manager will be responsible for the following:
• Overseeing PwC’s Deliverables and responsibilities are fulfilled on time and that PwC
has adequate resources dedicated to this project.
Overseeing that of the tasks in the Project Plan are completed as scheduled and within budget.
Participate in management meetings and conference calls for review, status, issue management,
and coordination.
Provide day-to-day direction to all PwC team members.
Administer project Change Request in accordance with the Project Change Request process.
Review Project Change Requests Form with UW to determine the impact of the request and, if
approved, allocate the resources required to meet the request.
Adhere to PwC’s project management processes outlined in Section 5.8.
Provide written project status reports that will include Project Plan updates.
Create a comprehensive project work program incorporating project activities and resources, with
formal weekly and monthly reporting of progress.
Facilitate the Deliverable process to ensure all Requirements are met before the Extensions are
placed into operation in UW’s Production Environment.
Report and update potential project risks and issues impacting the project.

8.3.4. PwC Technical Lead
PwC’s Technical Lead will be responsible for managing the technical staff during the project.
PwC’s Technical Lead will coordinate activities of resources and manage Delivery of software
and Services pursuant to this SOW and/or Change Requests to this SOW. This includes verifying
that all such commitments are included in the Project Plan.
PwC’s Technical Lead will also perform the following tasks:
Manage the porting of the contractual Extensions and Interfaces.
Participate in management meetings and conference calls for review, status, issue management,
and coordination.
Provide day-to-day direction to members of PwC’s technical team.
Review Project Change Request Forms to determine the impact of the request and, if approved,
allocate the resources required to meet the request.
• Provide PwC technical team status reports.
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• Assist in development and maintenance of team Project Plan.
• Formally report and update potential project risks and issues impacting the project.
• Direct PwC’s technical team assignments and activities.
• Develop and implement methods encompassing quality control of work products.
• Coordinate activities with other teams and team leaders.
• Maintain project files (i.e.: Directory management).
• Manage the design and implementation the new Interfaces and baseline Extensions.
• Manage Unit and System Testing.
• Assist with support of all technical Environments, applications, databases, software
tools, and project team hardware & software.
• Provide recommendations of the number of databases required, database uses, and
disk and memory sizing Requirements of the databases.
8.3.5. PwC Functional Lead
PwC Functional Lead will be responsible for ongoing direction, review and assistance with
aspects of the implementation and porting of Interfaces and Extensions including functional
project planning, Configuration, and testing and is responsible for the updating of Functional
Design Specifications. PwC Functional Lead will provide functional post-implementation support
and assist in Extension needs.
PwC Functional Lead manages the Unit and Alpha Tests for completed Extensions, Interfaces
and Configuration settings.
In addition, PwC Functional Lead will perform post-implementation reviews for ultimate UW
acceptance of the new system.
PwC’s Functional Lead will also perform the following tasks:
• Participate in management meetings and conference calls for review, status, issue
management, and coordination.
• Provide day-to-day direction to members of PwC’s functional team.
• Review Change Requests to determine the impact of the request and, if approved,
allocate the resources required to meet the request.
• Provide written project status reports.
• Assist in development and maintenance of team Project Plan.
• Formally report and update potential project risks and issues impacting the project.
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• Direct PwC’s functional team staff assignments and activities.
• Develop and implement methods encompassing quality control of work products.
• Coordinate activities with other teams and team leaders.
8.3.6. PwC Data Migration Lead
PwC Data Migration Lead will be responsible for extracting data out of CC&B version 2.3.1,
conduct any required data transformation and migrate it into the new CC&B 2.5 version,
establishing that the data is migrated as documented in the Data Migration Strategy.
As Data Migration, they will be responsible for formally reporting and updating potential project
risks and issues impacting the project.

9. Project Change Request Process
During the course of the project, issues or perceived needs may occur that have the potential to
change the Project Plan or contents of this SOW. It’s the responsibility of every member of the
team to actively participate in the management of the changes. Management doesn’t mean
approval or denial – it means identifying the changes before they go into effect; weighing the
costs and benefits; calculating the effect of implementation on the schedule, budget and quality of
the project; and considering all factors; and assigning responsibility to those changes approved
for implementation.
Two categories of Change Request are possible: one that can be approved by the Project
Managers and one that can only be approved by UW Executive Steering Committee. UW Project
Manager or UW Executive Sponsor is responsible for determining if the requested change
requires UW Executive Steering Committee action.
The following process will be used by project team members for all changes.
9.1. Initial Request
Project staff (either UW or PwC) will complete the Project Change Request Form and submit it to
UW Project Manager. In such event, the parties will reverse the roles in the process set forth
below for PwC initiated change.
9.2. Initial Analysis Response
UW Project Manager will deliver the Request to PwC Project Manager for analysis. The assigned
PwC staff will assign a number and complete a Project Change Response Form. The Project
Change Response Form must describe the change, and include other relevant information, such
as the rationale for the change, the resources required to implement the change, the cost
charged for the change, the effect upon the schedule as a result of the change, the risk
associated with the change, the effect the change will have on the project, and any other relevant
factors. The assigned PwC staff person will deliver the completed Project Change Response
Form along with the Project Change Request Form to UW’s Project Manager within five (5)
Business Days of assignment to the analysis.
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9.3. Review by Project Managers
PwC and UW Project Managers will review the completed documents within five (5) Business
Days of receipt, unless mutually agreed to by UW Executive Sponsor and PwC Project Manager.
Changes that do not change functional scope, technical scope, budget, do not delay attainment of
Milestones, do not reduce quality of work products or Deliverables, and do not modify any of the
terms and conditions of this Contract may be approved in writing by PwC and UW Project
Managers. The Project Plan will be amended and approved in writing by both PwC and UW
Project Managers to include the change. UW Executive Steering Committee will be advised of all
such changes by UW Project Manager as needed.
Change Request and Response Forms that impact functional or technical scope or budget, delay
attainment of Milestones, and reduce quality of work products or Deliverables will be provided to
UW Executive Steering Committee, as needed, for review and consideration after the completion
of review by the Project Managers.
9.4. Review by UW Change Management Committee
Copies of all completed and approved Project Change Request Forms and Project Change
Response Forms will be provided to members of UW Change Management Committee. The
committee members will review the Change documents for inter-department or inter-application
dependencies or impact.
9.5. Approval by UW Project Manager
In the event the Project Change Response Form is approved by UW Project Manager and/or UW
Executive Steering Committee, as appropriate, UW and PwC Project Managers will finalize the
proposed Project Plan incorporating the additional tasks and resources necessary to implement
the requested change. The proposed Project Plan will be updated within five (5) Business Days
after approval of the request and approved in writing by PwC and UW Project Managers.
9.6. Final Approval by UW
Upon receipt of the revised proposed Project Plan, UW Project Manager will obtain the final
approval from UW Executive Sponsor. Work may not begin on the requested change until the
Project Change Response Form, associated Project Change Request Form, and Contract
Amendment have been duly executed by the authorized representatives from PwC and UW and
have been delivered to UW and PwC Project Managers.
9.7. Contract Amendment
All Project Change Request and Response Forms that are approved by the authorized
representatives of UW and of PwC shall be effective as of the date specified on the Change
Response Form and shall be subject to the provisions of this Contract to the same extent and
with the same effect as if originally set forth herein.
10. Professional Arrangements
The fees and expenses paid to PwC will be fixed for the scope and timeline outlined in this SOW.
This is a Fixed Price Contract and PwC will provide the Deliverables within the timeframes set
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forth in the agreed upon Project Plan. Unless otherwise provided for herein, changes in the
scope or timeline will result in a Project Change Request Form and are only part of the
agreement when executed by the parties as set forth herein.
10.1. UW Approved Change Request Rates by Level
Should a change in scope occur in the project, the hourly rate schedule provided in Exhibit 11-1
will be used to price out changes in accordance with the Project Change Request and Response
Forms as set forth in this SOW.
Exhibit 11-1
Hourly Rate Schedule

10.2. Incident Reporting and Resolution Process
10.2.1. Reporting
Incident reports are used to document real or perceived problems with the
Extensions and Interfaces. They are the sole mechanism for recording such items.
When an Incident is encountered, a person will prepare an Incident report and submit
it to UW Project Manager or delegate. The report will be logged and delivered to
PwC Project Manager.
PwC will be responsible for resolving incidents arising from PwC deliverables and
Category
Level I (1-
2 years)
Level II (2-
5 yrs)
Level III (5+
yrs)
Project Manager N/A N/A $363
Engagement Partner N/A N/A $484
QA Partner N/A N/A $484
Functional Lead N/A N/A $298
Technical Lead N/A N/A $298
Migration/Conversion Lead N/A N/A $298
CC&B SME - Solution Architect N/A $202 $298
CC&B SME - Infrastructure N/A $202 $298
CC&B SME - DBA N/A $202 $298
PMO Analyst $160 $202 N/A
Functional Analyst $160 $202 $298
Offshore Developer $66 $77 $88
Offshore Performance Tester $66 $77 $88
Onshore Developer $160 $202 $202
***Fixed Price Grand Total includes fixed expenses calculated with hourly rate
Change Request Rates - UWM&S CC&B 2.5 Upgrade RFP
Rate Card for Fixed Fee Services
*Rates do not include expenses
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UW will be responsible for resolving issues arising from UW deliverables.
10.2.2. Diagnosis
Prior to Go-Live, UW and PwC will review all Incident reports and assign a Severity
Level in accordance with the Pre Go-Live Incident Resolution Service Levels. After
Go-Live, UW and PwC will review all Incident reports and assign a Severity Level in
accordance with the Post Go-Live Incident Resolution Service Levels. If the Project
Managers cannot agree on the Severity, the incident will be escalated to UW
Executive Sponsor. UW Executive Sponsor has final authority for assigning a
Severity to an Incident.
Incident reports with an agreed Severity or a Severity assigned by UW Executive
Sponsor will be assigned to PwC for diagnosis and definition of a proposed
resolution.
In addition to the MSA, PwC and Client understand and agree that the
implementation of this SOW will be enhanced by the timely and open resolution of
disputes or disagreements between the parties. Each party agrees to use
commercially reasonable efforts to cause disputes or disagreements to be
considered, negotiated in good faith, and resolved without undue delay. In the event
that any dispute or disagreement between the parties cannot be resolved to the
satisfaction of PwC’s and Client's project manager within fourteen (14) days, then
the dispute or disagreement shall be promptly elevated to PwC’s Engagement
Partner and to the Client Project Sponsor for consideration.

10.2.3. Severity Levels:
1. Level 1 Incident (Critical) Defect is where the application is inoperable or a major
functional failure exists or prevents use of the application.
2. A Level 2 Incident (High) Defect is where the business operations decrease
system effectiveness and efficiency and would not prevent use of the application,
but result in a financial or operational impact to UW.
3. A Level 3 Incident (Medium) Defect is where the functional error, decreases
system efficiency in manner that does not impact overall operational
performance, but would not prevent use of the application.
4. A Level 4 Incident (Low) Defect is where the error (e.g. spelling or description)
might decrease system efficiency, but would not prevent use of the application.
5. Both UW and PwC will classify each Incident at the appropriate level. In
response, PwC may provide additional information that could impact UW’s
classification of a particular Incident.
10.2.4. Proposed Resolution
The responsible party (PwC or UW) will define and document the means by which the
Incident can be resolved. UW will review the proposed resolution and, if it is acceptable,
will authorize PwC to implement the resolution.
10.2.5. Resolution Implementation
The responsible party (PwC or UW) will implement the approved resolution and will follow
its prescribed methodology to do so. Any resolutions that involve changes to the
production CC&B 2.5 System will be unit and system tested by PwC. After completion of
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testing, PwC will inform UW that the resolution is ready for UW testing or final review.
10.2.6. Resolution Signoff and Incident Closure
UW will test or review the implemented resolution. Upon completion of testing or other
review whereupon UW determines that the Incident is resolved, UW will inform PwC and
the Incident will be closed. If the test or review results are not in conformance with the
specifications, the Incident will remain open and PwC will continue to work to resolve the
Incident.
10.3. Payment Release Process
The following steps will be used in approving for payment a PwC invoice in conformance with
the provisions of this Contract:
 When all Deliverables related to a Milestone payment are Accepted by UW, PwC will
submit an invoice to UW Project Manager.

 Payment will be made electronically to PwC within 30 days of invoice date.

 Throughout this project, UW shall maintain the right and obligation to Accept Deliverables
as outlined in the Deliverable Acceptance Process section of this SOW.
10.4. Milestone Payments
The following identify the Milestones for which PwC may submit an invoice and receive payment.
PAYMENT MILESTONE (% of fixed fee)
for Milestone
Payment
Amount
Start-up Project 5.00% $211,526
CC&B v2.5 Training 10.00% $423,052
Data Migration Strategy Delivered 10.00% $423,052
Testing Strategy Delivered 10.00% $423,052
Completion of Upgrade Workshops 10.00% $423,052
First Pass Data Migration Delivered 7.00% $296,136
Final Pass Data Migration Delivered 7.00% $296,136
Development delivered 10.00% $423,052
Train The Trainer Training Delivered 6.00% $253,831
Completion of UAT 10.00% $423,052
Go-Live 10.00% $423,052
Completion of Post Production Support 5.00% $211,526
Total 100.00% $4,230,520

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This is a fixed fee Contract not to exceed $4,230,520 for the Scope of Work herein and the
Extensions and Interfaces listed in Exhibit A.
IN WITNESS WHEREOF, the parties hereto have caused this SOW to be executed by their duly
authorized representatives as of the date of the second signature below.
UW PwC
By: By:
Name: Ilinca Ford Name: C
Title: Senior Director of IT Title: Principal________________
Date: ______9/15/2015______________ Date: 09/14/2015 __________________
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Business Case
CONSOLIDATED FINANCIAL REPORTING

Status Information

1.

2. CONTENTS

1. EXECUTIVE SUMMARY ............................................................................................................................ 2
2. CURRENT STATE ...................................................................................................................................... 4
3. PROBLEM STATEMENT ........................................................................................................................... 5
Version 2.2
Status Final
Date 05/10/2017
Project Sponsor Mathieu Le Bourhis
Author(s) Allen Brown & Robert Holewinski
Version Date Description
2.0.3 4/25/2017 AB & RH – draft after Project team review
2.0.4 4/26/2017 AB & RH – draft after review with BB
2.05 4/27/2017 AB & RH – draft after review with JJ
2.06 5/01/2017 AB & RH – draft after review with BB
2.07 5/02/2017 AB & RH – draft after review with BB
2.08 5/03/2017 RH – draft after review with JJ
2.09 5/04/2017 RH – after SS and MS review
2.10 5/09/2017 RH after OT/BB Review
2.2 5/10/2017 JJ & MS Comments
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Business Case-BTS January 27, 2021
4. BUSINESS REQUIREMENT SUMMARY ................................................................................................. 6
5. IMPLEMENTATION APPROACH .............................................................................................................. 8
6. SOLUTION SUMMARY ............................................................................................................................. 12
7. PROJECT SCHEDULE/MILESTONES/DELIVERABLES ..................................................................... 24
8. ASSUMPTIONS ......................................................................................................................................... 25
9. RISK ASSESSMENT ................................................................................................................................. 25
10. DEPENDENCIES ....................................................................................................................................... 26
11. OTHER CONSIDERATIONS/ALTERNATIVE SOLUTIONS & RECOMMENDATION ........................ 27
12. PROJECT BUDGET .................................................................................................................................. 27
13. APPENDIX: ................................................................................................................................................ 28

3.

1. EXECUTIVE SUMMARY
•
• SUEZ North America (SUEZ NA) Accounting is responsible for collecting financial results from all
of its Business Divisions and reporting consolidated US GAAP audited financial statements to
external creditors and other external parties. Management financial reporting is provided to
Operations Management by the Financial Planning & Analysis (FP&A) team to monitor the
performance of the North American business divisions. SUEZ NA must also report four separate
IFRS financial statement packages to its parent company, SUEZ Group in Paris.
•
• There are two distinct accounting legacy systems currently being used by the North American
business divisions to collect and summarize financial data:
•
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Business Case-BTS January 27, 2021
• ERP Accounting System • Business Division
• PeopleSoft • Utilities, Environmental Services, and Mgmt. & Services
• Oracle EBS • Advanced Solutions
1.1 Objectives

The objectives for this project are to provide the following:
• Cash Flow (CF) Report by Division as well as Management Profit & Loss (P&L) and Balance Sheet (BS) reports
• SUEZ NA Consolidated GAAP Financial Statements (includes BS, P&L, GAAP CF and Statement of Equity)
• Auto interface to SMART Magnitude Corporate Consolidation and Reporting system (SUEZ
Group in Paris) which includes BS, CF and various account detail by Flow Codes.
• Currency translation for the legal entities reporting in Canadian Dollars and calculation of
Currency Translation Adjustments (CTA) 1.2 Proposal

Design, build, and deploy a Consolidated Financial Reporting system to consolidate the financial
information from the two ERP Accounting Systems and to provide a) Management Reports, b)
SUEZ NA Audited Financial Statements and c) an auto interface to report to SUEZ Group. The
reporting database will contain the ‘one version of the truth’ and will be part of the extended
monthly closing process to function as the financial reporting book of record. A “drill back” feature
will enable views into the supporting GL Journal line details from the respective accounting
systems.
• The key benefits of the proposed system are to:
• Provide Cash Flow by Business Division reporting which is a critical part of the business review and is currently not available
• Reduce the manual processes in consolidations and reporting to produce GAAP financial statements
• Provide a scalable solution that can address future business acquisitions or reorganizations
• Support the extended close process by adding functionality for top-side adjustments, CTA, eliminations and workflow
• Provide audit trails and enhance internal controls
•
• The Project Team evaluated two different vendor solutions. The first option was the existing
• Corporate Consolidation and Reporting application (SMART) used by the SUEZ Group in Paris. The second vendor option was Oracle and their solution is available either as a) cloud based (FCCS) or b) on-premise (HFM).
•
• 1.3 Conclusion:
•
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• After a careful evaluation by the project team, SMART was ruled out because it could not meet the Business Requirements for this project – it could not support the multiple organizational levels required for SUEZ NA Management Reporting.1
•
• The project team is recommending the Oracle Cloud Solution – FCCS 2 because of the speed to deployment, the lower cost of implementation, the out of box functionality for the derivation of most Cash Flow movements, the shifting of IT infrastructure support services to the vendor, and the Oracle ‘cloud first’ product roadmap. The associated risk is the immaturity of the product. (see section 13 Appendix – A) Solution Evaluation Matrix) 1.4 Project Funding and Return on Investment:
The project has an estimated five year total cost of ownership of $1,012K based on the recommended Oracle FCCS cloud solution which includes an annual subscription fee that covers
hosting, maintenance, and software upgrades. The project funding is included in the BTS budget (see section 12. Project Budget). While the project does not generate an ROI, the primary justification for the investment is:
• Cash Flow by Division Reporting – generate a cash flow movement report for each of the Divisions within SUEZ NA as part of the monthly management reporting.
• Risk - Reduce the risk of errors in the audited financial statements that are inherent in the current spreadsheet based consolidation process.
• Compliance – Address the external auditor’s comments in their review of prior year financial statements, that a Consolidated Financial Reporting tool should be deployed.
• Efficiencies - An expected reduction of approximately 150 hours per annum in the preparation of the annual audited financial statements and the monthly cash flow reporting to SMART Magnitude by a senior manager or equivalent. It should be noted that the new
business requirement of Cash Flow by Division reporting will add one and a half day in the monthly closing process irrespective of the proposed system.
2. CURRENT STATE

• The current state of Consolidated Financial Reporting at SUEZ NA includes External (GAAP), Management, and SUEZ Group Reporting consisting of the North American Business Divisions (Utilities & Environmental Services, M&S, Treatment Solutions and Advanced Solutions). The
Business Divisions, respectively, have their own distinct accounting systems PeopleSoft, and Oracle EBS. Collectively, the separate ERP systems present a challenge to consolidate and report in a timely manner due to the unique chart fields maintained in their respective general
ledgers. In addition there is no Cash Flow by Division reporting which is a business critical requirement for operations to review their results and evaluate the Cash Flow.

1 Project team member held a meeting with Paris SMART team – 3/28/2017

2 This recommendation is still subject to FCCS meeting all of the SUEZ NA detailed requirements during the technical
design sessions.

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• The SUEZ NA External (GAAP) Financial Reporting, in its current state, is a manually intensive
process that occurs on an annual basis (approximately 200 man hours/year for draft). The final
product is an audited financial statements that are used primarily by external creditors. Collected
and aggregated via MS Excel templates, the process has many inherent inefficiencies. The main
repository for the GAAP reporting is a MS Excel template3.
• The GAAP consolidation and reporting template is a 25MB MS Excel file consisting of
twenty-two (22) tabs, is extremely large, cumbersome to navigate and incorporates many
adjustments with limited transparency for external audit review.
Monthly Management Reporting consists of Consolidated North America results as well as
reporting at the Division level. The reporting is performed in Excel spreadsheets with data being
sourced from the PeopleSoft General Ledger utilizing nVision reports and PS trees.
• The maintenance of the trees, the nVision reports, and the cell references/formulas in the
spreadsheets involves a complex interdependent set of rules and logic that is vested in a single in-house resource.
The IFRS reporting system used at the Paris Headquarters is known as “SMART”. The IFRS
reporting packages are input or uploaded to SMART based on pre-defined rules established by
the SUEZ Group (approximately 24 hours/year for P&L and BS plus 100 hours/year for cash flow.
Cash Flow is part of the SUEZ Group Reporting and requires the input of supplemental schedules.
• SUEZ NA is currently dependent on the SMART system for its own Consolidated Cash
Flow report.
3. PROBLEM STATEMENT

The SUEZ NA Consolidated Financial Reporting must include the financials from three business
divisions, Utilities, Environmental Solutions, and Advanced Solutions plus the Management &
Services center. Two distinct and separate ERP systems are being used: PeopleSoft (Utilities,
ES, and M&S) and Oracle E-Business Suite (AS). The consolidation of AS into the SUEZ NA
results for Management Reporting purposes is new in 2017. AS results are manually entered into
PeopleSoft at a summary level to provide a crude aggregation into the SUEZ NA results. The
problems with the current state that need to be addressed are as follows:
• Cash Flow by Division which is the most critical part of the business review process is not available.
• Excel based solution for GAAP reporting does not provide the controls and audit trails to ensure the integrity of the data in the financial statements.
• Lengthy manual process to produce the audited SUEZ NA GAAP Consolidated Financial Statements.
• Difficulty adapting to reporting changes as required by SUEZ Group.
• Management reporting is done in Excel and leverages a complex system of PeopleSoft trees and nVision reports that is difficult to manage and maintain.
• There is no common chart of accounts to map the data from the different ERP general ledgers.

3 SUEZ NA2015 Consol FS.xls (25MB)
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• Management reporting does not include a full view into the AS results.
• The processes for top–side adjustments, currency translation adjustments and intercompany eliminations after the ledgers are closed is manual and is not transparent.
• There is no automated workflow in the extended close process to provide visibility and control to financial management.
• There is no efficient method of drilling down into balances at consolidated organization levels to the source data for analysis.
• Limited in-house resources that have the necessary knowledge and skill sets to perform the administration of the current state Consolidations and Reporting.
Together all of the above problems result in a lengthy financial closing process that is subject to the risk of manual data manipulation errors. The SUEZ NA Accounting team spends a significant amount of time managing data in Excel and re-entering data into downstream systems rather than analyzing data and being a pro-active business partner to the Operations Teams. The external auditors have commented on the need for a Consolidated Financial Reporting software solution that has audit trails back to the original books of record. Lastly, there is a critical business need for accurate and timely cash flow reporting and forecasting because of the capital intensive nature of the business.

4. BUSINESS REQUIREMENT SUMMARY

The objective of the Business Requirements Summary is to gather requirements from the SUEZ
NA Financial Reporting team, to collaboratively evaluate and recommend a vendor solution that
will consolidate the results from the two distinct and different ERP systems, PeopleSoft and
Oracle-EBS, and provide Cash Flow at Division level. The tool must also support External (US
GAAP) Reporting, SUEZ NA Management Reporting and IFRS based reporting to the SUEZ
Group in Paris with multiple currency capabilities.
4. 4.1 COMMON OUTLINE FOR FINANCIAL REPORTING.
To develop a common outline for Financial Reporting consolidating data to bridge data from two
different accounting systems, PeopleSoft & Oracle EBS:
A. Identify Dimensions required for financial reporting
B. Identify required values for each dimension
C. Map source data to destination outline
4.2 Identify and develop components for SUEZ NA GAAP Reporting:
A. P&L and Balance Sheet
B. Statement of Stockholders Equity
C. Statement of Cash Flows
D. Intercompany Eliminations
E. Supplemental Schedules
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F. Footnotes
Refer to Section 13. APPENDIX
4.1.1.1. 4.3 Identify and develop components for SUEZ NA
Management Reporting
A. Profit & Loss - Consolidated and by Division
B. Balance Sheet - Consolidated and by Division
C. Cash Flow – Consolidated and by Division
4.1.1.2.
4.1.1.3. 4.4 Capture and support ‘IFRS Adjustments’:
4.1.1.4. Capture, identify, and support IFRS Adjustments when
reporting to SUEZ Group HQ.
4.1.1.5.
4.1.1.6. 4.5 Cash Flow:
4.1.1.7. Ability to automatically calculate the majority of Cash Flow
movements, including the impact of currency translation, and to
provide an easy to use facility to enter non cash adjustments.

4.1.1.8. 4.6 Drill down to lowest level of data
4.1.1.9. The ability to drill down to the lowest level of data from an
organizational and account perspective to research the
components of a balance at an aggregate level.

4.1.1.10. 4.7 Visibility to Source GL Account Balances
4.1.1.11. The ability to view the composition of the account balances in
their native state including their source ERP and local GL account
number.

4.1.1.12. 4.8 Drill back to Source System
4.1.1.13. The ability to drill back to source system (PeopleSoft & Oracle)
in real time to analyze Journal Line details.

4.1.1.14. 4.9 Reporting Results to SUEZ Group
4.1.1.15. Build and deploy an auto interface to SMART that extracts,
transforms, and loads the data in the appropriate format and the
Flow Codes from the local general ledgers to the SUEZ reporting
system- SMART.

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4.1.1.16. 4.10 Additional Financial Reporting (Future design
consideration)
Although Regulatory Reporting (Commission & Rates) is out of scope for this project, the system
design should provide the foundation for a potential future date enhancement to generate the
Regulatory Reporting from the Consolidation and Management Financial Reporting Tool.

Note - During design sessions it may be determined to include 8-digit account numbers from
PeopleSoft to support NARUC or Regulatory reporting capabilities.

4.11 Scope
Scope-
Inclusions
People Business Function - Accounting, Finance, BTS, and System Reporting
Business Divisions – Utilities, ES, AS, and M&S
Business Processes Financial Reporting, Accounting, Financial Planning & Analysis, Close,
Consolidations, Eliminations, Management Review, Management Adjustments

PeopleSoft, Oracle Financials EBS, Hyperion Planning (Ability to obtain source
data), and Smart Magnitude (Outbound)

4.12 Out of Scope
Scope-
Exclusions
People Any group outside of Accounting, Finance, BTS or Rates.
Note – Treatment Solutions (TS) is NOT in scope as of March 2017
Business Processes Data Entry at a sub-module level (Pre-GL)
Systems Systems other than PeopleSoft, Oracle Financials, or Hyperion Planning.

5. 5. IMPLEMENTATION APPROACH

5.1 Governance

An effective project governance structure is crucial to a successful project – particularly the
closure of open issues and rapid decision making. The majority of project related issues and
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requests will be handled among the local project, BTS, and vendor teams. Only those critical
requests that cannot be resolved at the lower levels should be brought to the Steering Committee.
All issues brought to the Steering Committee must be presented by the business and/or project
team member making the request.
The following structure outlines the key roles and functions within the project governance structure
that will be adopted for this implementation.

5.2 Key Roles

Role Responsibility.
Sponsor · Maintains final authority to set priorities, approve scope, and settle issues · Works with steering committee to set future program direction ·

Steering Committee
· Resolves escalated program issues to overcome roadblocks · Monitors the progress and the organizational impacts of the program · Make decisions on key project issues
BTS Project Manager/PMO
· Identifies issues and drives issue resolutions · Develops overall program plan and resource plan · Resolves project level issues and escalates as necessary · Reports to steering committee on project status via regular updates
BTS Team Lead · Participates in steering committee meetings as appropriate · Timely delivery of BTS deliverables
BTS Business Analyst
· Ensure solution meets SUEZ process requirements · Timely delivery of analytical deliverables · Assist in preparation of training and test materials
Role Responsibility
Business Owner
· Make key business decisions for the project · Ensure availability of resources · Communicate the project’s goals throughout the organization
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Infrastructure · Identifies issues and drives issue resolutions · Resolves project level issues and escalates as necessary
BTS Change
Manager
· Develop and execute Change Management Plan
· Develop all Change Management materials
SUEZ-NA SME’s · Ensure solution meets SUEZ process requirements
· Obtain alignment with local BU’s

5.3 Organization Chart

A. Steering Committee

B. Project Team Structure

Business Sponsor:
Mathieu Le Bourhis

Business Owner:
Steering Committee
David Altamura Brian Brockway
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C. Project Resource Plan

Alina Rocha Business Owner
* Rob Holewinski
Project Manager
Finance
Sumeet Sikka
Accounting
David Altamura
Accounting
Eduardo GarciaTorrejon
FP & Corp Fin
Tracey Moore
Financial Control
Tim Green
FP&A
BTS
* Allen Brown, BA
Brian Brockway
App Dev
Ollivier Triquenaux
Architecture
Swapnil Dalvi
Configuration
Ed Lynch
IT Risk & Security
Nancy Sullivan
Change Mgmt.
Mark Janovic
Training
Vijay Chawla
Infrastructure
Advanced Solutions
Ellen Haddock
Internal Reporting
Procurement
Jeff Crowley
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6. 6. SOLUTION SUMMARY

6.1 Business Solution

The proposed Future State for SUEZ NA Consolidated GAAP, Management & SUEZ Group
reporting is to build and deliver a robust Consolidation & Management Financial Reporting Tool
(CMFRT) to automatically interface and import data feeds from the distinct accounting systems
(PeopleSoft and Oracle EBS) to enable consolidation, currency translation/CTA, intercompany
eliminations, and produce financial statements based on the business requirements of this project.
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The Hierarchal structure will leverage what has already been established as business units’ roll-
up trees in both PeopleSoft and Hyperion Planning applications. Below is a high level view of the
current SUEZ NA roll-ups:

The CMFRT will contain a Common Outline which will be built to contain common dimensions and reporting structures that bridge the data from the two distinct ERP accounting systems (PeopleSoft and Oracle EBS). The CMFRT will consist of:
• 6.1.1 Common Entity Structure - The common entity structure will leverage the PeopleSoft Tree structure that is already in existence today for both GAAP & Management reporting – See attached in Appendix B – PS Rollup.xlsx 6.1.2 Common Chart of Account Structure:
•
CMFRT
PeopleSoft
Oracle EBS
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a. P&L Common – Profit & Loss common accounts to bridge SUEZ NA P&L reporting;
• See attached Appendix C – CMFRT_P&L Common.xlsx
• b. BS Common - Balance Sheet common accounts to bridge SUEZ NA BS reporting;
• See attached Appendix D – CMFRT_BS Common.xlsx
•
c. MR – Management Reporting to bridge common accounts for MR reporting; See attached Appendix E – CMFRT_MR Common.xlsx
• d. SUEZ NA CF – SUEZ NA Cash flow accounts;
See attached Appendix F – CMFRT_SUEZ NA CF.xlsx
•
e. SUEZ NA Equity – SUEZ NA Statement of Equity accounts;
See attached Appendix G – CMFRT_SUEZ NAEquity.xlsx
•
f. Common Dimension Structure – Common Dimensionality that are business requirements for the CMFRT design (HFM or FCCS);
See attached Appendix H – CMFRT_Dimensions.xlsx
•
•
• 6.1.3 Financial Reports – a robust system report writer tool will exist to enable and support the creation and production of standard Financial Statements/Reports for the SUEZ NA business divisions. The reports that can be delivered through the report writer are as follows:
•
a. P&L and Balance Sheet reports
b. Statement of Stockholders Equity reports
c. Statement of Cash Flows reports (both GAAP and Management Reporting
Format)
d. Supplemental Schedules
e. Footnote
f. Management Reports
System based financial reports delivered through the report writer along with the ‘drill back’
functionality will aid in any audit exercise to show transparency to the financial data compared
to the current process of MS Excel spreadsheets where data integrity could be comprised.
• 6.1.4 Cash Flow – A critical item to this project is the capture of cash flow movement by Business Division, i.e. Utilities, Environmental Services, Advanced Solutions and Mgt. &
Services. A Cash flow dimension will be utilized to report and analyze movement for cash and non-cash items to better capture:
•
a. Cash Balance increase/decrease b. Change in Working capital
c. Cash received from investments/acquisitions/disposals
d. Cash paid out to reduce debt e. Foreign Exchange (FX) impact
• A cash flow dimension design should automate data movement by business rules and to
minimize user input. Specific cash flow design considerations should be given to capture:
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• a. Currency translation
b. Reclasses between financial statements c. Intercompany eliminations
d. Populate beginning and ending cash accounts
e. Cash Flow validation
•
6.2 Technical Solution
The Technical Solution for the CMFRT would be a web-enabled user interface conforming to a current internet browser standard, i.e., MS Internet Explorer, Google Chrome, or Firefox supporting Single Sign-on (SSO) architecture. A framework would be enabled that could be
tailored quickly to specific user needs. The CMFRT will be web-based architecture which lets users input, consolidate, and access
global financial information quickly, easily, and securely from any SUEZ NA location using a standard browser. In addition, Relational or OLAP cube data storage ensures mission critical data is available to SUEZ NA users anywhere at any time.
The CMFRT should be used on the traditional Windows environment but should be
adaptable to Linux or Solaris operating system platforms.

Data storage would be either in a vendor proprietary database solution or an open database
solution, i.e., Oracle database or MS SQL server. Data environments would consist of both Production and Development representing both “Production” and “Development” applications.

As noted previously the Oracle FCCS Hosted Cloud solution is the recommended approach at this time. This will be fully validated during future technical design sessions. A. Oracle FCCS - Hosted Cloud solution that is secured and certified by Oracle
•
• Vs.
• B. Oracle HFM - on premise solution, i.e., SUEZ NA secure network server topology

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6.2.1 Oracle FCCS Cloud Solution - Cloud computing is a type of computing that relies
on sharing computing resources rather than having local servers or personal devices to
handle applications. Cloud computing is comparable to grid computing, a type of computing
where unused processing cycles of all computers in a network are harnessed to solve problems
too intensive for any stand-alone machine. A ‘pure’ cloud solution transfers the infrastructure
management to the vendor.
6.2.2 Oracle HFM On-Premises Solution (On-Prem) - On-premises is the software and
technology that is located within the physical confines of an enterprise – often in the
company's data center – as opposed to running remotely on hosted servers or in the cloud. By
installing and running software on hardware located within the premises of the company, internet
technology (IT) staff has physical access to the data and can directly control the configuration,
management and security of the computing infrastructure and data.
Note – SUEZ NA will contract with a managed service provider to host their On-Prem solution.
Key Benefit and Disadvantages (Cloud versus On-Prem Solution)

Oracle FCCS Cloud Solution
Key Benefits: Disadvantage:
Less services required by third party
Hosting service provider
Subscription Fees could increase frequently
Storage Costs are reduced Premium Support is an added cost
Faster setup and deployment Security Policy (Not a substitute for robust in-
house security)
On-Demand Services (ramp-up on service delivery)
Less mature markets and industries
Oracle
HFM on-
Premise
FCCS
hosted
cloud
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Easier access for Mobile Users Control (software and hardware reside in the
hands of the vendor)
Keeping current with Technology Customizations (typically configurable and not
customized

Oracle HFM On-Prem Solution
Key Benefits: Disadvantage:
Lower Long-term cost (can spread costs over a longer period of time) Greater risks for hardware failure
Lower monthly costs – software
maintenance fees
Disaster Recovery & backup (must be
architect)
Virtualization (share other internal needs at
owners discretion)
Upgrades (slower release time to execute)
Customization (suited to client’s needs)
In-House knowledge transfer
Greater control over destination

•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
• 6.3 Functional Solution
• The Functional solution for the CMFRT will be finalized after a design session has been
commissioned and completed to identify which key data elements would be needed to interface
from the respective GL ERP accounting systems. The design is to take a pre-defined Trial Balance
exported from their respective GL system (PeopleSoft and Oracle EBS). The Trial Balance file
would be imported to the CMFRT staging area to the GL source data (Business Units, chart of
accounts, and dimensions) would be mapped/translated to the defined CMFRT
dimensions/values.
Trial Balance Trial Balance Mapped
PeopleSoft Oracle CMFRT
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Business Units Business Units Business Units
Chart of Accounts Chart of Accounts Chart of Accounts
Dimensions Dimensions Dimensions

Once the Trial Balance is imported and mapped to the respective CMFRT Business Units, Chart
of Accounts and Dimensions a transformation would follow to translate, calculate, and consolidate
data based on local GAAP requirements. Once the data is analyzed and reconciled, it would be
ready for the next reporting stage level (SUEZ Group):
Consolidation & Management Financial Reporting Tool Process (CMFRT):
CM
F
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T

S
t
a
g
e

L
e
v
e
l

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i
a
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B
a
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e
CM
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G
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Start
GL Data is mapped to target dimensions
Audited Financial Statements (GAAP - Annual)
Target data is transformed, translated, consolidated
Target Data is reconciled
GL Data export (BU-COA-Dimensions)
No
Financial Statements submitted to Suez HQ
Management ReportsYes
6.4 Vendor Software Evaluation
• The project team has done a careful due diligence to review two vendors and three solutions and weigh them against corporate strategic alignments and best practices in the market place.
•
• Below is a matrix of the summary highlight for the Vendor Software evaluation for this project:

Vendor Software Advantages Disadvantages
Oracle Cloud Solution – FCCS
(recommended)
•
• Out-of-the-box model for Cash Flow
• Configuration vs coding
• Out-of-the-box features (Close Mgr. & Dashboard reporting, Drill back to
•
• Not many FCCS implementations in the marketplace
• Custom Dimensions limited to two
• Custom Business rules are limited
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• Less time to implement
• Less outsourced IT involvement
needed (System & Database Adm.)
• Upgrade path is easier.
• extensive than internal installation
•
•
• Sub
increases
•
Oracle On-premise Solution – HFM (runner up)
•
• Custom calculations and scripts
• Synergies with Hyperion Planning
• More Custom dimensions are available (unlimited)
•
•
• CapEx Model
• Greater outsourced IT involvement needed Administration)
• Longer time to implement
SMART SUEZ Group Consolidation Solution (eliminated)
• More aligned with Corporate strategic objectives
• SUEZ NA admin costs
• Less costly to implement
• Can support SUEZ NA GAAP
• Existing Cash Flow model
• SUEZ NA Consolidation and one input
to SMART
• Direct access to data by SUEZ Group
•reporting
• Not enough levels to support SUEZ NA management reporting – multiple reporting levels are needed
• Limited IS support
• No Actual vs Budget reporting
• No local GAAP reporting experience
• Remote admin means longer SLAs
• Less control
• Less analytical capability
•
•
•
6.4.1 Oracle Cloud FCCS – Oracle Financial Consolidation & Close
Cloud Services (FCCS) is a market leader in the consolidated financial
space offering an end to end vendor solution package. FCCS would
be a fully integrated web-hosted solution. Powerful analytics,
dashboards, reports, and analysis for greater financial insight and no
infrastructure investment is required.

• Oracle FCCS is a solution that can be configured to fit SUEZ NA organizational requirements. Using best practices, coupled with pre-seeded content, the system will allow SUEZ NA to build an application that meets its business needs without having extraneous functionality that is not required. It will enable SUEZ NA to combine a world class consolidation solution with the ability
to tailor the solution to fit its own unique requirements
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•
Key Benefits for Oracle FCCS:
• Easy to use and maintain
• No Infrastructure investment is required
• Configuration rather than programing and coding
• Leading edge technology
• Robust Dashboard reporting
• Automate the collection of a large percentage of cash flow movements reporting using
standard out of the box functionality (Movement Dimension)
• Mobile ready (Able to use FCCS on a tablet)
•
• FCCS will be driven by a hosted solution in which the SUEZ NA organization will subscribe to a user-license model
•
•
• 6.4.2 Oracle HFM – Oracle Hyperion Financial Management (HFM) is Oracle’s other complementary market leading product in the consolidated financial space as an “on premise” solution. Oracle Hyperion Financial Management is a financial consolidation and reporting application built with advanced Web technology and designed to be used and maintained by the finance team as an autonomous solution. It provides financial managers the ability to rapidly consolidate and report financial results, meet global regulatory requirements, reduce the cost of
compliance and deliver confidence in the numbers
•
Key Benefits for Oracle HFM:
• Global Consolidation features
• Scalable web architecture
• Dynamic Audit trails
• Powerful reporting and analysis tool
• Robust data integration
•
• However, considerable thought will have to be given by the organization to secure and deliver an on premise infrastructure by weighing hardware and support investments
•
6.4.3 SMART - is a SAP-BPC Financial Reporting product that the SUEZ Group uses to
consolidate and report its financial results on a global basis from the data provided by its reporting
units and subsidiaries. i.e., SUEZ NA. Currently, SUEZ NA makes IFRS adjustments to its US
GAAP based results and manually inputs or uploads the six data packages to SMART on a
monthly basis except for January, July and October. Supplemental schedules are required to
generate the Cash Flow Reporting. This process satisfies the SUEZ Group reporting requirements
but does not address the SUEZ NA Consolidated GAAP Financial Statements or the SUEZ NA
Management Reporting.
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The proposed SUEZ Group SMART solution is that the SUEZ NA trial balances from the local
General ledger systems would interface with SMART by translating its (GAAP + IFRS
Adjustments) results using what’s called SMART code mappings. SMART code mapping
translates the local Chart of Accounts to SMART accounts and legal entities to SMART reporting
units via a Data-link module and mapping tables.
Once the results are loaded to SMART using mapping tables, SMART will report SUEZ NA GAAP
Financial Statements and Management reports based on the use of roll-ups and a customizable
(‘trade’) dimension’.
SMART is a strategic product already in-place at the SUEZ Group in Paris. SMART has built in
synergies and would potentially offer SUEZ NA a lower cost of implementation.
Key Benefits for SMART Magnitude:
• Central Corporate Administration
• Lower Implementation costs unless a new application is customized for SUEZ NA
• Existing synergies between SUEZ Group & SUEZ NA
• One application for SUEZ NA and SUEZ Group Reporting
•
•
•
•
•
•
•
•
•
•
•
6.5 Technical Consultant Evaluation:

This project will engage a Technical Consultant to leverage their specific experience with design, development, testing, deployment, and training of Financial Close and Consolidation Systems.
SUEZ NA looks to utilize best practice guidance to ensure a successful delivery and deployment of a leading edge Consolidation and Financial Management Reporting Tool. The following is a listing of the Consulting firms who will be included in the RFI:
Technical Consultants Service Highlights
1. Top-Down Consulting
•
• 20 years’ experience
• 1000+ EPM implementations
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• 500 clients
• Oracle Platinum Partner
• Assisted with SUEZ Hyperion Planning project
2. Oracle Consulting Services
•
• Industry Cloud Solution
• 13000 experts in 145 countries
• Serving 20M users
3. InterRel
•
• Oracle Platinum Partner
• Will adopt a RApid Cloud Evolution (RACE) methodology
4. US Analytics •
• Oracle Platinum Partner
5. EdgeWater Ranzal
•
• Oracle Platinum Partner
• 1000+ customers
•
6. Huron Consulting Group
•
• Public Company
• EPM Practice leader
•

6.6 Service Level Agreement (SLA)
The SLAs below apply to the recommended Oracle Cloud FCCS solution:

A. Hours of Operation
The Cloud Services are designed to be available 24 hours a day, 7 days a week, 365 days a year,
except during maintenance periods, technology upgrades and as otherwise set forth in the
agreement, the ordering document and the Oracle Cloud Service Level Objective Policy.

B. Service Availability
Commencing at Oracle’s activation of SUEZ NA production service, Oracle works to meet the
Target Service Availability Level, or Target Uptime, of 99.5% in accordance with the terms set
forth in the Cloud Service Pillar documentation for the applicable Cloud Service (or such other
Target System Availability Level or Target Uptime specified by Oracle for the Cloud Service in
such documentation).
The foregoing is contingent on SUEZ NA adherence to Oracle's recommended minimum technical
configuration requirements for accessing and using the Services from SUEZ NA network
infrastructure and SUEZ NA user work stations as set forth in the Cloud Services Program
Documentation.
C. Measurement of Availability
Following the end of each calendar month of the Services Period, Oracle measures the System
Availability Level or System Uptime over the immediately preceding month by dividing the
difference between the total number of minutes in the monthly measurement period and any
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Unplanned Downtime by the total number of minutes in the measurement period, and multiplying
the result by 100 to reach a percent figure. D. Reporting of Availability
Oracle will provide SUEZ NA with access to a Customer notifications portal. This portal will provide
metrics on the System Availability Level for Cloud Services purchased under the ordering
document. For those Cloud Services for which such metrics are not available via the Customer
notifications portal, Oracle will provide metrics on the System Availability Level upon receipt of a
Service Request submitted by SUEZ NA to Oracle requesting the metrics.
E. Definition of Unplanned Downtime
“Unplanned Downtime” means any time during which the Services are not Available, but does not
include any time during which the Services or any Services component are not Available due
generally to factors outside of the control of Oracle. Specific conditions to be spelled out in Oracle
Cloud Service Level Objective Policy.
F. Monitoring
Oracle uses a variety of software tools to monitor the availability and performance of the Oracle
Cloud production service as applicable and the operation of infrastructure and network
components. Oracle does not monitor, or address deviations experienced by any non-Oracle
managed components used by SUEZ NA in the Services, such as non-Oracle applications.
G. Monitored Components
Oracle monitors the hardware that supports the Oracle Cloud Services, and currently generates
alerts for monitored network components, such as CPU, memory, storage, database, and other
components. Oracle’s Operations staff monitors alerts associated with deviations to Oracle
defined thresholds, and follows standard operating procedures to investigate and resolve
underlying issues.
6.7 Work Breakdown Structure (WBS)

• Ideation
o Project Seed Proposal (Gate 1)
• Definition
o Business Case (Gate 2)
 Determine Project Team
 Determine Steering Committee
 Project Team Kickoff Meeting
 Agree High Level Requirements
 Develop Project Plan
• Analysis & Design
o Prepare Requirements Document
o Functional design
o Technical/Architecture Design
• Delivery
o Application Build
o Testing
o Data Validation
o Parallel Testing
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Business Case-BTS January 27, 2021
o Training
o User Acceptance Testing
• Implementation
o Production Migration
o Selected User go-live testing
o Communication
o Go-live
• Close (Gate 3)
o Close Purchase Orders with Vendors
o Document Lessons Learned

7. 7. PROJECT
SCHEDULE/MILESTONES/DELIVERABLES

The following is the project schedule with major milestones.
The project schedule assumes that the business case is approved in May and that a Technical
Consulting firm is contracted with to assist with the system design, build, training, and deployment.
The schedule includes parallel testing across two accounting close cycles – September and
October. The Production deployment will occur with the November accounting close in the month
of December.
The primary risks to the project schedule are:
• SUEZ Security & Architecture Review that assesses the risks involved in deploying the
Oracle FCCS cloud based solution
• Contract negotiations with Oracle and the selected third party professional services firm
• Validation of the prior year actual, and current year actual, budget, and forecast data
loaded to Hyperion against legacy reports
• Availability of internal resources

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8. 8. ASSUMPTIONS

# Assumption
% Confidence
Assumption will
remain valid
1 Security review is successful and contract is executed with Oracle 95%
2 Professional services contract is signed and project starts as planned 90%
3 Finance team is available for detailed requirements workshops and data
validation
60%

9. 9. RISK ASSESSMENT
The matrix below identifies potential risks to the success of the Consolidated Management Financial
Reporting Project:
Risk Impact %Likelihood Mitigation
Extended Procurement negotiations with
Technical Consulting Services firm Medium 50% process and conduct regular
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Security and Architecture review of Oracle
cloud solution delay Medium 40% possible and ensure vendor
Oracle FCCS (cloud solution) is relatively
new and subject to issues High 50% adopter list to obtain priority
service and be able to steer
resources to participate in functional High 40% engage multiple SMEs, and work
Resource availability for testing and data
validation High 40% provide test scripts and validation
Data validation process runs past schedule High 30% 10.
11. 10. DEPENDENCIES
There are several key activities and systems that are integral to the success and schedule of the
Consolidation and Management Financial Reporting Tool project. Below is a list of the dependencies and
their respective impacts.
Dependency Impact Relationship to CMFRT
Acceptance of product output by
SUEZ Group & other major
stakeholders (multiple)
High
validate the output of the SUEZ NA Financial Reporting
tool that is selected. Other major stakeholders include
internal and external auditors and SUEZ NA Executive
High
Third Party technical consulting
service High requires professional services from a certified Oracle
PeopleSoft & Oracle EBS General
Ledger data integration High consolidation and management financial reporting
Hyperion Planning High consolidation and management financial reporting
Oracle FDMEE/Data Source
Manager High between the ERPs and FCCS that holds the source data
12.

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13.
14.

15. 11. OTHER CONSIDERATIONS/ALTERNATIVE
SOLUTIONS & RECOMMENDATION

After a vigorous review, the Project team recommends the selection of the Oracle Cloud Solution
- FCCS product and services as the tool to move forward with in the funding and deployment for
the CMFRT.
The primary reasons for not recommending the other two solutions are listed below:

Oracle HFM (Runner Up):
• Longer implementation
• More involvement of outsourced IT resources require to implement and maintain
• Software patches and upgrades require internal coordination and effort
SMART (Eliminated):
• Not enough levels to support the SUEZ NA Management Hierarchy
• Unproven with Local GAAP reporting

16. 12. PROJECT BUDGET

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BELOW IS THE PROJECTED BUDGET FOR THE RECOMMENDED
ORACLE CLOUD SOLUTION - FCCS:

17. (THE BUDGET FOR THE ALTERNATIVE, ORACLE ON-PREMISE SOLUTION - HFM, CAME IN
AT $1,024K OR APPROXIMATELY $12K MORE - SEE SECTION 13 APPENDIX I)

18. 13. APPENDIX:

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19. A) SOLUTION EVALUATION MATRIX:
Solution Evaluation Matrix-5-9-17v3.xlsx
20. B) CMFRT_PS_ROLLUP.XLS – THE COMMON ENTITY STRUCTURE WILL
LEVERAGE THE PEOPLESOFT TREE STRUCTURE:
CMFRT_PS_Rollup.xlsx C) CMFRT_P&L_Common.xls – Profit & Loss common accounts to bridge SUEZ NA P&L
reporting:
CMFRT_P&L_Common.xlsx D) CMFTRT_BS_Common.xls - Balance Sheet common accounts to bridge SUEZ NA BS
reporting:
CMFRT_BS_Common.xlsx E) CMFRT_MR_Common.xls – Management reporting to bridge common account for MR
reporting:
CMFRT_MR_Common.xlsx F) CMFRT_SNACF.xls – SUEZ NA Cash flow accounts:
CMFRT_SNACF.xlsx

21. G) CMFRT_SUEZNA EQUITY.XLS – SUEZ NA STATEMENT OF EQUITY
ACCOUNTS:
CMFRT_SNAEquity.xlsx H) CMFRT_Dimension.xls - Common Dimension Structure – Common Dimensionality that
are business requirements for the CFMRT design:
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CMFRT_Dimensions.xlsx
22. I) ORACLE HFM BUDGET AND FCCS VS. HFM COST COMPARISON:
HFM Budget and FCCS Cost Comparis
SUZ-W-20-02 IPUC DR 139 Attachment 14
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SUZ-W-20-02 IPUC DR 140 Page 1 of 2
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cooper/Cary
REQUEST NO. 140:
Regarding the File, "Appendix D Net Salvage history," submitted by the Company
as an attachment to the depreciation study, please provide invoices and itemized
supporting documentation for the costs of removal that were incurred by the
company for the following accounts:
a. 331. Transmission and Distribution
b. 333. Services
c. 334. Meters

RESPONSE NO. 140:
Please refer to the notes and example provided in the attachment to this data response.
As demonstrated in the summary of PowerPlan transaction flow, all project costs are
initially booked to a capital clearing account (18404). The charges are then split between
CWIP (Account 10700) and RWIP (Account 10810) and eventually close out to Cost of
Removal (Account 10900) upon completion of the project. The percentage of the projects
costs allocated to Plant in Service versus Cost of Removal is assigned in PowerpPlan at
project inception. True-up entries occur when the initial allocation percentages are
adjusted in PowerPlan making it challenging to trace back costs to source journal
transactions.

To find charges for cost of removal, source journal transactions must be manually
identified which is a lengthy process because of the number of accounts involved,
derivation transactions (splitting of costs) and accruals. In the attachment to this
response, the Company provides an example of the net cost of removal transactions for
plant account 334-Meters in 2017 total $114,518 and the selection of source journal
SUZ-W-20-02 IPUC DR 140 Page 2 of 2
entries as captured in clearing account 18404 showing the derivation journal entries and
true up journal entries and eventually what posts to the cost of removal account.
Because of the time consuming nature of this response to identify the cost of removal
for the plant accounts and period requested, the Company proposes to set up a call to
demonstrate the cost of removal process in PowerPlan on a select sub set of projects.
Prior to 2015 when the Company implemented PowePlan Fixed Assets Management
Software, cost of removal allocations were done manually via monthly retirement forms
submitted by the engineering department to the Fixed Assets Department.

CASE NO. SUZ-W-20-02

Response No. 140

Excel Spreadsheet Provided Separately
in Native Format
SUZ-W-20-02 IPUC DR 141 Page 1 of 1
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cagle
REQUEST NO. 141:
Please update the workpaper provided with the Application labeled "M&S Shared
Assets" with actual amounts through December 31, 2020.

RESPONSE NO. 141:
Please see attached.

CASE NO. SUZ-W-20-02

Response No. 141

Excel Spreadsheet Provided Separately
in Native Format
SUZ-W-20-02 IPUC DR 143 Page 1 of 2
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cary
REQUEST NO. 143:
Regarding Production Request Response No. 87, please respond to the following:
a. Why does the Company anticipate the comprehensive tank inspections cost
to be $45,123 going forward instead of the $16,538 cost from 2017 to 2019?
b. How many backup generators has the Company added since 2017?
c. Please provide the 2019 Northwest Power Systems generator maintenance
costs and the number of backup generators included in the maintenance
costs.
d. Was Account 50655 adjusted for the coding change that is now captured in
Account 50400? If so, please explain why and provide the adjustment amount.
If not, why not?

RESPONSE NO. 143:
a. The tanks maintained during the test year are a representative annual cost
expected in the future. Historical costs from 2017 through 2019 are not
representative of average annual cost because of the low number of the
inspections actually completed during that time. During 2017 the Company
had difficulty getting certified divers who were willing and able to perform tank
inspection work. In 2018 several of the tanks which were scheduled for
inspection could not be safely accessed because they did not have proper
railing and safety tie offs. During 2019 and 2020 modifications were made to
all tanks to meet these new safety standards and inspections resumed.

Tank inspections result in repairs that the inspection company can make at
the time of the inspection upon our approval. As our reservoirs age we are
seeing the need to take care of problems as they are identified to get the most
SUZ-W-20-02 IPUC DR 143 Page 2 of 2
life out of our investment. The maintenance performed this way allows us to
keep the reservoir in service while repairs are being made.
b. The number of backup generators in the system has essentially remained
relatively steady since 2017, however several smaller portable generators
were replaced with stationary units.
c. The 2019 Northwest Power Systems invoices totaled $76,306 including
$3,440 which was capitalized to C19C100 for replacement of power generator
block heaters. These costs covered maintenance work for 40 units - 39
generators and 1 fire pump at the Columbia water treatment plant.
d. Account 50655 was not adjusted from its test year level of expense. Whether
maintenance and repair costs are captured in account 50655 as was
happening previously, or now in account 50400 due to purchasing card coding
changes, does not impact the overall expense. No adjustment was requested
for these costs in either account, nor was account 50400 adjusted based on
historical comparisons or averages.

Account 50400 is being adjusted from its test year level of expense by only
three items; $4,995 for a Badger Daylighting invoice that was incurred but not
reflected in the test year due to a vendor invoicing error, $20k of additional
SOC water testing, and reduced by $18,917 due to extraordinary Digline costs
not expected to reoccur.
SUZ-W-20-02 IPUC DR 144 Page 1 of 3
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cary
REQUEST NO. 144:
Regarding Production Request Response No. 88, please respond to the following:
a. Please provide the length of time the monitoring waivers allow for the
reduction of repeat monitoring frequency.
b. When will the Company know the effect of the new protocols on every
supply source in the SUEZ system?
c. Please provide a list of each supply source the Company knows will be
affected by the new protocol and the total cost change for each supply
source.

RESPONSE NO. 144:
a. Monitoring waivers are reductions in the repeat monitoring frequency for
certain inorganic and organic chemical contaminants. For chemical
monitoring requirements, monitoring schedules are based on compliance
periods established by EPA’s standard monitoring framework. A compliance
period is defined as a three-year calendar term within a nine-year
compliance cycle. Depending on the category of waiver, monitoring waivers
can cover anywhere from one compliance period up to a full nine-year
compliance cycle before a waiver renewal is needed. Without waivers,
systems serving over 3,300 persons must take a minimum of two samples
during one year in a three-year compliance period.

b. To date, the Idaho Department of Environmental Quality (ID DEQ) has not
processed our monitoring waivers. They estimate the waivers should be
completed by mid to late summer 2021.
SUZ-W-20-02 IPUC DR 144 Page 2 of 3
c. Every active source of supply will be affected by the new monitoring waiver
protocol. SUEZ currently has 73 active sources. If we are required to monitor
each source twice in one year during the next three years, the following cost
calculations would apply:

73 sources / 3 years ~ 25 sources monitored per year.
Each of the 25 sources would require two SOC tests per year.
25 sources * 2 SOC samples = 50 samples per year.
SOCs (approx. $1,200 each): 50 samples * $1,200 = $60,000 per year.

The impact of the stricter monitoring requirements is not yet understood as DEQ
has not made any final determinations using the new waiver process. We
anticipate a reduction in the number of waivers that we will receive. Our 2021
budget estimate was based on some waivers remaining in place with an
anticipated 44 samples to be taken.

A table of all sources anticipated to be affected by the new waiver process is
provided below.

SUZ-W-20-02 IPUC DR 144 Page 3 of 3

STATUS STATUS STATUS
16th ST ACTIVE FIVE MILE #12 ACTIVE OVERLAND ACTIVE
27th ST ACTIVE FLOATING FEATHER ACTIVE PARADISE ACTIVE
AMITY #2 ACTIVE FOXTAIL #2 ACTIVE PIONEER ACTIVE
ARCTIC INACTIVE FRANKLIN PARK ACTIVE PLEASANT VALLEY ACTIVE
BALI HAI ACTIVE FRONTIER #2 ACTIVE RAPTOR ACTIVE
BEACON ACTIVE GODDARD #2 ACTIVE REDWOOD CREEK ACTIVE
BERGESON ACTIVE HIDDEN VALLEY #1 ACTIVE RIVER RUN ACTIVE
BETHEL ACTIVE HIDDEN VALLEY #2 ACTIVE ROOSEVELT #1 ACTIVE
BIF ACTIVE HILLCREST ACTIVE ROOSEVELT #3 ACTIVE
BROADWAY ACTIVE HILTON ACTIVE SETTLERS #2 ACTIVE
BROOKHOLLOW ACTIVE HP ACTIVE SPURWING ACTIVE
BYRD INACTIVE HUMMEL INACTIVE SUNSET WEST ACTIVE
CASSIA #1 ACTIVE IDAHO INACTIVE SWIFT #1 ACTIVE
CASSIA #2 ACTIVE ISLAND WOODS #1 ACTIVE SWIFT #2 ACTIVE
CENTENNIAL ACTIVE ISLAND WOODS #2 ACTIVE TAGGART #1 ACTIVE
CHAMBERLAIN #1 ACTIVE JR FLAT ACTIVE TAGGART #2 ACTIVE
CHAMBERLAIN #2 ACTIVE KIRKWOOD ACTIVE TEN MILE ACTIVE
CLIFFSIDE ACTIVE LA GRANGE ACTIVE TERTELING ACTIVE
CLINTON ACTIVE LICORICE ACTIVE VETERANS ACTIVE
COLE ACTIVE LOGGER ACTIVE VICTORY ACTIVE
COLUMBIA WTP ACTIVE LONGMEADOW INACTIVE VISTA ACTIVE
COUNTRY CLUB ACTIVE MAC ACTIVE WESTMORELAND ACTIVE
COUNTRY SQUARE ACTIVE MAPLE HILL #1 ACTIVE WM SPRINGS MESA #2 INACTIVE
COUNTRYMAN INACTIVE MAPLE HILL #2 ACTIVE WM SPRINGS MESA #3 ACTIVE
DURHAM ACTIVE MARDEN WTP ACTIVE WILLOW LANE #1 INACTIVE
EDGEVIEW ACTIVE MARKET ACTIVE WILLOW LANE #2 ACTIVE
FISK ACTIVE MCMILLAN ACTIVE WILLOW LANE #3 ACTIVE
SUZ-W-20-02 IPUC DR 145 Page 1 of 1
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cary
REQUEST NO. 145:
Regarding Production Request Response No. 89, please respond to the following:
a. Please provide all the alternative customer notification systems the
Company considered prior to choosing the Notify system.
b. Please provide all quotes the Company received when looking for a
customer notification system.

RESPONSE NO. 145:
a. A sweep of the market was done and no other products were found to contain
the GIS integration piece that was required by the business.

b. That evaluation was conducted by an employee who no longer works for the
Company, so we do not have access to the list of companies that were
evaluated or documentation that may have been collected during that process.
Notify was an upgraded solution to a product that we had already implemented
at SUEZ (Rapid Alert). We had an existing relationship with the vendor, were
happy with their product and the support provided. At the time, Notify was the
only product available that met the business requirements, specifically, that it
had the ability to be integrated with both CC&B and GIS and allowed selecting
customers spatially using operational layers found in our secure GIS portal. In
addition, the cost of Notify is very reasonable ($0.32 per customer per year)
for unlimited use. In comparison, the cost of a single Televox Company
automated phone call costs between $0.12 and $0.15 per call. For these
reasons, we chose Notify as our customer notification product.

SUZ-W-20-02 IPUC DR 146 Page 1 of 1
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cary
REQUEST NO. 146:
Regarding Production Request Response No. 90, please respond to the following:
a. What is the amount of the maximum annual fee for the Cityworks license? Is
SUEZ-Company-wide-close to exceeding the maximum annual fee or
1,000,000 service connections? Please explain.
b. Please explain why the Cityworks license number of employees increased by
20 employees when comparing the test year and proforma year numbers, but
the number of employees in the Payroll Expense adjustment only increase by
ten employees.

RESPONSE NO. 146:
a. The maximum annual fee for Cityworks is $300,000.00 per year for up to
1,000,000 service connections with and incremental increase of $10,000.00
per 50,000 service connections. SUEZ Company-wide is not close to reaching
this maximum number. Cityworks is currently used in only two SUEZ business
units with no plans to expand its utilization. Other SUEZ business units piloted
and implemented different technology to meet their specific requirements.

b. Cityworks users have expanded slowly as we bring more employee groups
into the system. We recently added the field customer service and meter
reading department to the system, along with newly hired employees which
required each new user to have a license for Cityworks.
SUZ-W-20-02 IPUC DR 148 Page 1 of 1
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cary
REQUEST NO. 148:
Regarding Production Request Response No. 92, how often will confined space
training be performed?

RESPONSE NO. 148:
Confined space training is performed annually. It is done for a change of positions, for
new hires, or when performance indicates a need for further training.

SUZ-W-20-02 IPUC DR 149 Page 1 of 1
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cary
REQUEST NO. 149:
Regarding Production Request Response No. 94, please provide a list of all chemical
assessments the Company has performed in the last five years. Include the
individual cost for each chemical assessment

RESPONSE NO. 149:
In the past 5 years, there was one chemical Exposure Assessment performed by a third
party consultant (Industrial Hygiene Resources).

In 2019, chemical exposure assessment was conducted at a well head for a cost of
$14,160 during the well cleaning process. The assessment reports suggests annual
monitoring to track exposures and to ensure appropriate protective measures are
effective. It is the intent of our new EHS&S Manager to adhere to this recommendation
and conduct chemical/asbestos monitoring annually.

SUZ-W-20-02 IPUC DR 150 Page 1 of 2
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cary
REQUEST NO. 150:
Regarding Production Request Response No. 95, is every Company employee
required to have every item of PPE on the list and does every employee receive each
item of PPE? Please explain.

RESPONSE NO. 150:
No, PPE requirements are not the same for all personnel. Personnel whose job is
performed in an office environment require no PPE. Any employee whose work takes
them into the field for any SUEZ job involving work, supervision, or inspection is required
to wear proper PPE and a SUEZ uniform.

PPE requirements are described under the Code of Federal Regulations sited in
previous response including 29 CFR 1910 and 29 CFR 1926. Basic requirements are
the same for all field personnel. Hard Hat, Safety Glasses, High Visibility Vest, Protective
Toe Footwear, Hearing Protection, Cut Resistant Gloves. [See 29 CFR 1926.95 (a)].
When engaged in High Potential Risk situations, additional PPE is required. Beyond
basic PPE, all employees must be properly trained on its use [See 29 CFR 1910.132 (f)].
The training is a considerable budgetary expense.

High Potential Risk Situations include:
Confined Space Entry: Full or half face respirator; Fall protection harness, self-
retracting lanyards and ropes, Chemical resistant clothing, gloves and boots, personal
lighting, Testing and monitoring equipment, Ventilating equipment, Communications
equipment, Lighting equipment meeting requirements of 29 CFR 1926.56, Barriers and
shields, Ladders, Rescue and emergency equipment including tripods davits and cable
winches.
SUZ-W-20-02 IPUC DR 150 Page 2 of 2
Working at heights: Fall protection harness and lanyards; including Self Retracting
Lanyards and beam clamps.

Excavation and Trenching: Fall protection (in excess of 5’ in depth), shoring or support
systems, rescue equipment and communication equipment.

Hot Work: Fire resistant clothing (FR), Welding helmets, Gloves, Aprons, and metatarsal
protective foot wear.

SUZ-W-20-02 IPUC DR 151 Page 1 of 2
SUEZ WATER IDAHO INC. CASE SUZ-W-20-02 EIGHTH PRODUCTION REQUEST OF THE COMMISSION STAFF
Preparer/Sponsoring Witness: Cary
REQUEST NO. 151:
In the 2019 Suez Water Annual Report (page 3), the Company shows Operating
Expenses of $407,098 for chemicals (ACCT# 618 - Chemicals). Please explain why
this amount is 21% higher than the prior year of $335,785, while during this same
period the amount of water sold declined by 6%.

RESPONSE NO. 151:
The difference in chemical expense from 2018 to 2019 was predominantly driven by an
accounting error that reduced 2018 expenses, elimination of chlorine generator systems,
changes in commodity prices, and to a lesser extent by chemicals used for well
maintenance. The 2018 expense included a ($39k) credit due to an accounting error
which overstated chemical inventory for 2017. This error was corrected in 2018, which
reduced expense for that year.

With the maintenance required for Hypochlorite generation systems and capital
replacement costs, the Company has migrated to salt delivery at several well sites. This
change has increased purchased chemical costs but reduced power consumption,
capital investments for end of life replacements of these units, and down time required
to maintain and repair these systems.

Chemical prices for Caustic Soda went from $0.1833 per lb. in 2018 to $0.1940 during
2019, an increase of approx. 6%, Clarifloc prices went from $0.45 per lb. in 2018 to $0.56
in 2019 an increase of 24%, and bulk Salt prices went from $0.090 per lb. in 2018 to
$0.095 per lb. in 2019 and increase of nearly 6%. While the company has negotiated
contracts with the limited suppliers in the area, commodity prices do fluctuate and
specifically Clarifloc had not changed in a number of years. Chemicals used for well
SUZ-W-20-02 IPUC DR 151 Page 2 of 2
maintenance and rehabilitation are also included in this overall cost and can vary
somewhat from year to year.

For reference, water produced during 2019 totaled 14,442 MGL with an associated
chemical expense of $407k, which is comparable to the 2020 level of 14,734 MGL at an
expense of $410k.