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HomeMy WebLinkAboutAudit Reports - Public - Intelligent Transportation System Unit Audit - This report is intended for the internal use by the City of Glendale, and may not be provided to, used, or relied upon by any third parties. Proprietary & Confidential FINAL DRAFT REPORT The City of Glendale INTELLIGENT TRANSPORTATION SYSTEM UNIT AUDIT March 9, 2022 Moss Adams LLP 999 Third Ave, Suite 2800 Seattle, WA 98104 (206) 302-6500 Intelligent Transportation System Audit Report FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY Table of Contents Executive Summary 1 A. Objective 1 B. Conclusions 1 Detailed Report 4 A. Introduction 4 B. Background 4 C. Objective 4 D. Scope and Methodology 5 Commendations 6 Observations and Recommendations 7 A. Intelligent Transportation System 7 B. City Fiber 14 Appendix A: Peer Benchmarking 19 A. Transportation and Traffic Management 19 B. Fiber 20 Appendix B: Sample Emergency Fiber Optic Repair 23 A. Scope of Solicitation 23 B. Instructions to Offerors 23 C. Scope of Work/Specifications 24 D. Terms and Conditions – Special 24 Intelligent Transportation System Audit Report | 1 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY EXECUTIVE SUMMARY Moss Adams LLP (Moss Adams) was contracted by the City of Glendale (the City) to perform an audit of its Intelligent Transportation System Unit (ITS, ITS Unit, or the Unit). Based on the priorities and perception of need within the City, this audit included both traditional ITS performance as well as the management of the City’s fiber-optic network infrastructure. Moss Adams interviewed representatives from ITS, Transportation Services, Engineering Services, Water Services, IT, and the Police Department to understand challenges and opportunities for improved telecommunications in the City. Where feasible, we compared ITS and fiber practices to peer cities. The audit was conducted between October 2021 and February 2022. This engagement was performed in accordance with Standards for Consulting Services established by the American Institute of Certified Public Accountants. Accordingly, we provide no opinion, attestation, or other form of assurance with respect to our work or the information upon which our work is based. This engagement was also performed consistent with the guidance issued by the Institute of Internal Auditor (IIA)’s International Professional Practices Framework (IPPF). This report was developed based on information gained from our interviews and analysis of performance in comparison to peer practices. The procedures we performed do not constitute an examination in accordance with generally accepted auditing standards or attestation standards. Our objectives for this engagement were to evaluate: • Staffing levels, performance, equipment, and system functionality in comparison to industry standards and peer cities in the Phoenix metropolitan area • Risks related to operating the fiber-optic network, including organization, staffing, planning, and redundancies Observations and recommendations were grouped into two categories outlined below: ITS and City Fiber. A summary of these observations and recommendations are provided below and are further detailed in Section III of this report. OBSERVATIONS AND RECOMMENDATIONS ITS 1. Observation The ITS Unit’s programs and responsibilities have grown significantly in recent years, with staffing remaining consistent. At these levels, staffing does not appear to be adequate to fulfill the requirements of the Transportation Management Center (TMC) and fiber-optic network management. Recommendation Given the expansion of traffic management and fiber services, the City should consider adding two full-time employees to the ITS Unit to support departmental goals and customer needs. Intelligent Transportation System Audit Report | 2 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY OBSERVATIONS AND RECOMMENDATIONS 2. Observation The ITS Unit currently lacks a formalized method to evaluate the efficacy and outcomes of the ITS program. Recommendation The ITS Unit should establish an evaluation process and reporting system to capture key performance indicators (KPIs) to ensure that TMC work is aligned with industry standards and meets the needs of the community. 3. Observation The ITS Unit currently does not have a schedule or systematized asset management method to track the maintenance, replacement, or funding requirements for aging equipment. Recommendation A. The ITS Unit should assess the viability of integrating ITS asset information, which is currently spreadsheet-based, into the City’s asset management software. B. The ITS Unit should develop a revised maintenance plan with pricing to proactively address upcoming needs and required funding. 4. Observation ITS Unit policies and procedures are either underdeveloped or not documented leading to continuous change and uncertainty. Recommendation The ITS Unit should inventory current policies and procedures to determine which require updating or development and create a prioritized schedule to address policies and procedures gaps. CITY FIBER 5. Observation The City currently lacks a unified strategy for fiber to comprehensively support expansion, installation, maintenance, or associated costs. Recommendation A. The City should develop an outcome-based, long-term plan for its fiber network that is rooted in operational needs, aligns with the City’s strategic plan and master plan, and utilizes performance measures to assess progress towards goals. B. The City should assess and formalize funding sources for fiber network installation and maintenance throughout its life cycle. C. The City should consider elevating the fiber program to an enterprise- level function with formalized roles, responsibilities, and authority. 6. Observation The City lacks a comprehensive inventory of its fiber network, which negatively impacts current and planned construction and expansion. Recommendation The City should expand the existing contract to inventory ITS-owned fiber networks to include the entire City-owned fiber network regardless of department ownership. 7. Observation Due to minimal staff and turnover among technicians, the City sometimes experiences longer repair times when faced with disruptions to the fiber network. Intelligent Transportation System Audit Report | 3 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY OBSERVATIONS AND RECOMMENDATIONS Recommendation Given the high level of specialized expertise and the increased reliance on fiber, ITS should continue efforts to establish an on-call fiber repair contract. Intelligent Transportation System Audit Report | 4 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY DETAILED REPORT Moss Adams was contracted by the City to perform an audit of its ITS Unit. Based on the priorities and perception of need within the City, this audit included both traditional ITS performance as well as the management of the City’s fiber-optic network infrastructure. Moss Adams interviewed representatives from ITS, Transportation Services, Engineering Services, Water Services, IT, and the Police Department to understand challenges and opportunities for improved telecommunications in the City. Where feasible, Moss Adams compared ITS and fiber practices to peer cities. The ITS Unit, located within the City’s Transportation Department, deploys ITS to support the safe and efficient movement of people and goods in Glendale and the region. The Unit also manages the City’s fiber-optic infrastructure. The ITS Unit’s goals and day-to-day work are oriented towards safely and efficiently moving the traveling public through the City via the use of traffic signals, Closed Circuit Television (CCTV) cameras, Dynamic Message Signs (DMS), and other technology-based components. ITS deployment is focused on traffic management, traffic signal timing, incident management, and traveler information dissemination. ITS is also central to traffic management activities related to large-scale festivals, sporting events, and concerts in Glendale. ITS staff manage transportation system monitoring and advanced information processing capabilities during periods of attendee arrival and departure. In addition, the ITS Unit manages the City’s fiber-optic infrastructure. Traditionally, fiber networks in the City were largely used by transportation, public safety, and utility functions; however, use of fiber has expanded to increase connectivity for nearly all City departments. Over the past several years, more and more communities nationwide have been investing in publicly owned telecommunications networks. Given the reliance on system connectivity to support efficient operations, fiber-optic networks have become a component of the City’s overall infrastructure. Our objectives for this engagement were to evaluate: • Staffing levels, performance, equipment, and system functionality in comparison to industry standards and peer cities in the Phoenix metropolitan area • Risks related to operating the fiber-optic network, including organization, staffing, planning, and redundancies Intelligent Transportation System Audit Report | 5 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY In order to obtain an understanding of existing performance and opportunities to increase efficiency and effectiveness in ITS, we performed the following procedures: • Interviews and Focus Groups: We conducted interviews and focus groups with staff members and stakeholders, which included approximately 13 City employees. Participants included representatives from ITS, Transportation leadership, and other key City departments (e.g., Police, Water, Engineering, IT). • Document Review: We reviewed multiple documents, including but not limited to: ○ Organizational charts ○ Department budgets spanning fiscal years 2018 through 2021 ○ Applicable internal policies and procedures ○ Equipment inventory ○ Fiber cut documentation over the last three fiscal years • Detailed Analysis: We examined performance by evaluating strengths, challenges, and risks to the City in traffic and fiber management using all information available to us. • Industry Standards Research: Based on the functional areas included in the staffing review, we conducted research to understand industry best practices and guidance for ITS and municipal- owned fiber networks. • Peer Benchmarking: Where feasible, we conducted peer benchmarking on both traditional ITS functions (e.g., traffic management) as well as fiber management. Peer benchmarking results are included in Appendix A. We worked with ITS personnel and leadership to obtain the most current information and insights. The audit was conducted between October 2021 and February 2022. Intelligent Transportation System Audit Report | 6 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY COMMENDATIONS Although the focus of the engagement was to identify opportunities for improvement, it is important to note the areas of strength that can be leveraged for further improvement within the City. The following is a list of commendations that the Moss Adams team would like to note: • Strong Relationships: ITS and key users of fiber networks in the City appear to maintain good relationships with regular communication and understanding of roles and responsibilities. • Event Management Partnerships: The ITS team reports strong partnerships with other agencies to support streamlined event management that efficiently and effectively guides traffic for large events within City limits. • Teamwork and Dedication: The ITS team manages a significant amount of work on behalf of the City, which often requires working outside of traditional business hours. All members of the team reported strong teamwork and dedication to their role at the City. • City-Owned Fiber Committee: The City recently convened a City-owned Fiber Committee comprised of several departments including ITS, IT, Water, and Police. The goal of this committee is to better achieve a City-wide approach to fiber. We would like to thank the ITS team and other City departments for their willingness to assist us in this assessment process. These commendations, coupled with our observations and recommendations, provide an overview of areas of strengths and weaknesses that can help improve operations of and reduce risk to the City. Intelligent Transportation System Audit Report | 7 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY OBSERVATIONS AND RECOMMENDATIONS 1. Observation The ITS Unit’s programs and responsibilities have grown significantly in recent years, with staffing remaining consistent. At these levels, staffing does not appear to be adequate to fulfill the requirements of the Transportation Management Center (TMC) and fiber-optic network management. Recommendation Given the expansion of traffic management and fiber services, the City should consider adding two full-time employees to the ITS Unit to support departmental goals and customer needs. The ITS Unit is currently staffed with three full-time employees, including one ITS supervisor and two ITS technicians. In the event the ITS supervisor is out of office, the Transportation System Administrator can provide backup for this position; however, this role is not regularly involved in all Unit activities. This team is responsible for managing day-to-day and event traffic management activities, which include: • Signal re-timings of intersections and corridors to meet traffic demands • Remote traffic monitoring/management and ITS operations from the Traffic Management Center (TMC) • Semiannual maintenance program for ITS infrastructure • ITS infrastructure installation, monitoring, and repair (e.g., CCTV and DMS at intersections) • Blue stake underground ITS infrastructure • Management of traffic for events in the Sports and Entertainment Districts • Coordination with and support for the City’s Capital projects In addition to traffic management duties, the ITS team is responsible for managing significant portions of the City’s fiber network infrastructure. As programs have expanded, the subsequent increase in workloads has led to an increasingly reactive environment as staff strive to meet customer needs and strategic planning efforts are deprioritized. Since 2017, the number of signaled intersections has grown by 3%, active monitoring of CCTV cameras has increased by 37%, and the number of managed fiber miles has increased by 12%. Despite program growth, the ITS Unit staffing structure has remained stagnant, as shown in the organizational chart below. Furthermore, in summer 2021, one ITS technician who had significant experience with fiber maintenance left the City leading to subsequent recruiting efforts that revealed challenges in finding qualified talent due to the unique skillset required to support the specialized needs of the team, which includes both signal timing and fiber management. Intelligent Transportation System Audit Report | 8 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY FIGURE 1: CURRENT ITS UNIT ORGANIZATIONAL CHART In 2017, the City published a Transportation Strategic Plan that was intended to guide work over the next 25 years. Within this plan, several growth objectives were outlined, including installing communications infrastructure at 100% of intersections and installing CCTV at 95% of signalized intersections by 2032. As noted below and in Appendix A, the City has approximately one quarter of the staffing levels as three other peer agencies, which also suggests the need for additional staffing to support growth. QUESTION CITY OF CHANDLER CITY OF GILBERT CITY OF MESA CITY OF SCOTTSDALE CITY OF GLENDALE Number of traffic signals 232 217 488 as of 12/20/21 310 signals and 14,000 streetlights 207 Number of traffic cameras Over 700 137 Almost all intersections have video detection as well 256 as of 12/20/21 195 Currently 159 CCTVs. 137 new CCTVs are in process of being procured and installed by 2023 Number, or percent, of pre- emption intersections 100% 100% 75% 85% 27% Total budgeted traffic FTE 4 16 15 16 4 Recommendation Transportation System Administrator ITS Supervisor ITS Technician ITS Technician Intelligent Transportation System Audit Report | 9 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY To best support planned growth and ensure each department’s sustainability, the City should right- size staffing requirements to align with current and anticipated future needs. Based on the current responsibilities of ITS, the City should consider adding a fiber technician and a TCM operator/analyst. The fiber technician can focus specifically on fiber maintenance, installation, and repairs, whereas the TMC operator/analyst would be able to focus on signal timing and traffic management. This proposed structure is represented in the organizational chart below. FIGURE 2: PROPOSED ITS UNIT ORGANIZATIONAL CHART In determining the number of staff required in ITS, the City should consider the following items: • Position responsibilities: The ability to create distinct positions may increase the likelihood of recruiting qualified talent for niche positions. For example, the recruiting strategy to replace the recently vacated ITS technician position was to look for an individual with network, fiber, and signal capabilities. Typically, candidates have two of the three top needed skills. By dividing those responsibilities between two technician positions, the City is more likely to find qualified candidates with greater depth in skill in either signals or fiber networks. • Customer expectations and requirements: Over time, CCTV monitoring expectations are likely to evolve, for example, through partnerships with the Real Time Crime Center (RTCC) or other cities adjacent to Glendale. Currently, monitoring and reporting of traffic feeds is characterized by reactive practices where information is provided on an as-needed basis. This can quickly become deprioritized as the team responds to emergent needs. The City would benefit from dedicated monitoring and analysis to anticipate needs and adapt proactively to support efficient movement of traffic. • Process and system improvements: Improvements in processes and systems will result in greater efficiencies, which may impact staffing needs. For example, asset management of traffic equipment and maintenance plans is currently a manual process that involves tracking individual items in a spreadsheet (see Observation 3). Migrating these processes into a systematized and automated process will contribute to department efficiencies. • Fiber needs and enterprise approach: As the City develops its fiber strategy and plans (see Observation 5), the need for fiber technicians may expand or contract. Additionally, these positions may be reallocated to another department depending upon the City’s approach to managing ongoing enterprise fiber network needs. Transportation System Administrator ITS Supervisor ITS Technician ITS Technician Fiber Technician TMC Operator/Analyst Intelligent Transportation System Audit Report | 10 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY These areas should be reassessed regularly to ensure ITS staffing and processes meet the City’s needs. ITS should determine a threshold for when additional staff are required. In some cases, industry standards or peer benchmarking can be utilized for the calculation. Management Response As part of the findings of this audit, the department concurs with at least two additional FTEs for ITS; one being an analyst and one being an ITS Tech with fiber specialty. The Transportation Department has requested an FTE for an ITS Analyst beginning fiscal year 2023. This request is part of the FY22/23 budget request from City Council. The ITS Division plans on requesting an additional Fiber Tech beginning fiscal year 2024. 2. Observation The ITS Unit currently lacks a formalized method to evaluate the efficacy and outcomes of the ITS program. Recommendation The ITS Unit should establish an evaluation process and reporting system to capture key performance indicators (KPIs) to ensure that TMC work is aligned with industry standards and meets the needs of the community. The City’s 25-year transportation strategic plan, published in 2017, outlines seven objectives and corresponding strategies to guide the Unit’s future goals. While these objectives and strategies provide a clear direction and timeline by which tasks should be completed, there are no additional performance measures that provide the information needed to demonstrate the benefits added to the City and to the community. KPIs provide meaningful, balanced information about operations to guide management decisions, improve alignment around goals, promote transparency and accountability, complement anecdotal evidence with data, and steer the future direction of ITS. Recommendation ITS should establish KPIs in alignment with its objectives and service goals. KPIs should be established using a collaborative, facilitated process to ensure that measures are meaningful, appropriate, and align with the Transportation Department’s operating plan. Each performance measure should have a clearly documented description (what it is), objective (what it is striving to measure), definition (how it is gathered or calculated), and reporting frequency (quarterly or annually). While key performance indicators (KPIs) should primarily focus on measuring output (the result of a program activity) or outcomes (the impact of a program activity), it may also be useful to include some workload measures. Recommended indicators include: • Annual peak hours of excessive delay per capita • Travel time reliability for major thoroughfares • Average travel time to and from relevant points of interest within the City (e.g., hospital, key offices, and schools) • Percentage of intersections with CCTV Intelligent Transportation System Audit Report | 11 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY • Percentage of intersections with communications infrastructure installed • Number of fiber outages • Total duration of fiber outages • Number of events served As part of evaluating the impact of ITS, it is critical to develop consistent KPIs that can be tracked year over year. With this data, stakeholders will be able to see a before-and-after comparison related to the impacts of ITS and its initiatives over time. Appendix A includes performance measures used by peer cities. Management Response The ITS Division concurs that KPI’s shall be established. The City is in process of citywide balanced scorecard initiative to develop tier 2 strategies, initiatives, and KPI’s with an expected completion date of December 31, 2022. 3. Observation The ITS Unit currently does not have a schedule or systematized asset management method to track the maintenance, replacement, or funding requirements for aging equipment. Recommendation A. The Unit should assess the viability of integrating ITS asset information, which is currently spreadsheet-based, into the City’s asset management software. B. The Unit should develop a revised maintenance plan with pricing to proactively address upcoming needs and required funding. ITS currently maintains a spreadsheet-based Transportation System Management (TSM) index that catalogs the quantity, location, life cycle, replacement year, and cost of TSM equipment. Using this index, ITS forecasts the estimated annual cost to replace aging equipment within the City over the next 25 years. According to this spreadsheet, the Unit has 2,256 traffic management assets with approximately $13.5 million in value that include items such as traffic signal cabinets, CCTV, detection loops, pedestrian pushbuttons, illuminated signs, as well as various meters and switches. This index captures a significant amount of critical information, including the life cycle, replacement year, and estimated replacement cost of listed items; however, maintenance of the index is entirely manual and relies on physical inventory counts and inputs to ensure the data is up-to-date. Additionally, there are gaps in the index that relate to fiber as well as stadium and arena parking lots. Finally, there are no policies or procedures regulating equipment counts, defining when new equipment should be added to the index, or establishing the replacement schedule for each piece of equipment. Recommendations To streamline and optimize ITS asset management, the Unit should collaborate with the City’s IT department to evaluate the capabilities of the City’s new asset management system, Lucity, and Intelligent Transportation System Audit Report | 12 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY determine whether it meets ITS’s needs. Having an effective asset management system for all critical City assets in place can help ITS minimize the total costs of obtaining, maintaining, and operating assets. An automated system may also offer features such as in-depth data analysis and real-time data collection, which can provide various advantages as the City continues to grow and expand its transportation technology. Having a complete history of critical assets, from acquisition to end-of-life, provides the basis for an accurate assessment of obtaining future assets, including funding requirements by fiscal year. A key challenge for ITS has been the ability to sufficiently fund annual maintenance and replacement of transportation assets. Notably, interviewed staff commented that maintenance plans quickly become irrelevant due to the lack of funding. As a result, preventative maintenance is deferred which places the City at heightened risk of costly equipment failures. This also forces the Unit into a reactive position where maintenance work is postponed until issues of higher priority are solved first. ITS should develop an updated maintenance forecast that can be used to inform the Unit’s budget request. Sufficient funds should be allocated in a multi-year plan to replace equipment. Given the limited funds available in a resource-constrained public sector environment, practical budgeting and prioritization will be required. Items that require replacement should be prioritized based on safety, utilization, and other factors critical to sustaining operations. Likewise, preventive maintenance and repair should be adequately budgeted to ensure that assets are maintained to maximize useful life. In the case of equipment that needs replacement, ITS should assess whether the existing equipment is still the most effective way to provide services or if other technologies would be more effective. Management Response The ITS Division concurs with these recommendations. This effort is already underway department wide. Transportation is identifying documentation and personnel needs for each division for a successful transition to the Lucity asset management platform. 4. Observation ITS Unit policies and procedures are either underdeveloped or not documented leading to continuous change and uncertainty. Recommendation The ITS Unit should inventory current policies and procedures to determine which require updating or development and create a prioritized schedule to address policies and procedures gaps. ITS currently lacks detailed and up-to-date policies and procedures that provide clear guidance for common activities including signal timing procedures and dynamic messaging regulations. When policies and procedures are absent or underdeveloped, staff may lack a consistent understanding and approach to the work. In situations where procedures are documented, there is not sufficient oversight or training regarding these procedures to ensure consistent application. This is mainly due to limited staff capacity (see Observation 1) and is especially true for highly specialized roles, such as the fiber technician. The Intelligent Transportation System Audit Report | 13 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY loss of institutional knowledge associated with staff departures, combined with insufficiently documented policies and procedures, can result in reduced efficiency and effectiveness. Recommendation To support operational continuity, ITS should inventory current procedures, determine what additional procedures need to be created, and establish a prioritized schedule for developing and updating policies. Given the current limited staff capacity, priority focus should be given to: • Highly specialized subject areas • Regulatory and/or compliance-related functions • Functions impacted by high turnover For procedures, which are much more operational than policies, ITS should develop a step-by-step guide to ensure processes are performed appropriately, consistently, and in a timely manner. Once procedures are updated, they should be available in a centralized location, such as an intranet, for employees to easily reference. City departments should also receive communication on any policy or procedure change that impacts their workflow or roles and responsibilities. While procedures are critical to consistency and effectiveness, ITS should also provide training and hold personnel accountable for implementing them. Due to the historical lack of training and staffing constraints (see Observation 1), there is elevated need for training and expectation-setting for the adoption of guidelines. ITS should also consider how procedures are communicated during new employee onboarding. As procedures evolve over time, training should be revised and redelivered to ensure consistency. ITS should also develop expectations to guide regular reviews by policy and process owners. In general, policies and procedures should be reviewed annually or when significant changes occur that impact their topic area. Well-developed and properly applied procedures will help increase employee accountability, smooth employee transitions, and ultimately improve ITS’s ability to serve customers. Management Response The ITS Division concurs with this finding. The ITS Division utilizes The Manual of Uniform Traffic Control Devices (MUTCD) as the main source of guidelines and standards in the area of for signal timing. The Division also has set policies on clearance intervals (vehicle and pedestrian) that is in line with the MUTCD guidelines. Additionally, the ITS Division will continue to review and develop policies and procedures specific to the city’s needs to promote efficiency and safety, including for dynamic sign messaging by December 31, 2022. Training will also be developed to coincide with initial policy and procedure distribution, along with ongoing training as changes/additions occur. Intelligent Transportation System Audit Report | 14 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY 5. Observation The City currently lacks a unified strategy for fiber to comprehensively support expansion, installation, maintenance, or associated costs. Recommendation A. The City should develop an outcome-based, long-term plan for its fiber network that is rooted in operational needs, aligns with the City’s strategic plan and master plan, and utilizes performance measures to assess progress towards goals. B. The City should assess and formalize funding sources for fiber network installation and maintenance throughout its life cycle. C. The City should consider elevating the fiber program to an enterprise-level function with formalized roles, responsibilities, and authority. Historically, most of the City’s fiber funding came from transportation grants that require fiber to be used for transportation purposes, which led to its management by the ITS Unit. Over time, other departments with available funding (e.g., Water and Police) also began to install and leverage fiber networks. As a result, the City’s approach to laying and maintaining fiber has been largely ad hoc and reactive, rather than proactive and focused on greater enterprise needs. The City’s entire fiber network is primarily installed and maintained by ITS, either through transportation grants, or at the direction of other City customers such as Water Services or RTCC. Staffing constraints in ITS, combined with current and anticipated expansion, pose challenges to the sustainable management of the City’s fiber network. The City recently formed a City-Owned Fiber Committee that includes an Assistant City Manager, department directors, IT, and transportation. This committee meets monthly to discuss needs and prioritization. This group is an important part of developing the infrastructure of the fiber program and has significant potential to meet the evolving needs of the City’s fiber program. Recommendations Strategic Planning As installation and maintenance needs continue to grow, the City-Owned Fiber Committee should develop a comprehensive planning and performance reporting framework, consisting of a City-wide fiber plan that includes performance metrics and regular reporting of actual-to-planned performance. The committee should build on strong executive-level collaboration and integrate the fiber plan with the City’s Master Plan wherever possible to lay additional fiber as efficiently as possible. To develop the fiber plan, the City should first conduct a needs assessment to evaluate how much fiber is required for current and anticipated future operations. This effort should be informed by all City departments and ideally look to the future to appropriately plan for the location and capacity of the network. These needs should then be assessed in relation to the City’s Master Plan to take advantage of upcoming construction, thereby reducing total cost of laying additional fiber. The City of Intelligent Transportation System Audit Report | 15 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY Santa Monica, a pioneer of municipal fiber networks, reported cost reductions of up to 90% by coordinating fiber and conduit installation with other capital projects or in joint trenching with other entities0F 1. The City should also develop appropriate review and approval protocols during the procurement process to ensure that the right departments, for example ITS and others, are able to maintain the right access to various components of the fiber network such as conduits or strands. Using this information, the City should develop a 5- to 10-year plan that outlines where, when, why, and how fiber will be laid to create a comprehensive municipal fiber network. On an ongoing basis, the City-Owned Fiber Committee should monitor progress against the plan and use data to report on outcomes, new needs, and other considerations over time. This will help the City verify, quantify, and improve data-driven decision making. In addition, providing frequent, accessible, transparent, credible, and accurate performance reports can increase public trust. Finally, the fiber plan should serve as a high-level decision-making framework that provides a foundation for evaluating new initiatives, project prioritization, and strategies. This comprehensive planning framework will help the City-Owned Fiber Committee to evaluate and prioritize issues in an evolving environment. Funding As the City’s fiber network grows and departments seek to integrate into the existing framework and plan for expansion, there have been challenges in determining the appropriate bearer of associated costs. Funding conflicts exist beyond the installation phase and have been noted when departments consider maintenance and repair. Without a formalized strategic plan, clear roles, responsibilities, or authority, these issues are likely to increase and negatively impact the goals of the City. The City should evaluate the funding structure through all phases of its fiber program as outlined in the fiber plan. While historically fiber installation has been funded through transportation grants, there is an opportunity for the City to develop a funding structure that incorporates other revenue streams. In developing this structure, the City should consider both the upfront costs of laying fiber and conduits as well as the long-term costs of fiber maintenance and repair. To support a sense of fairness across City departments, the City-Owned Fiber Committee may wish to develop a cost allocation plan for departments to each contribute funding to this service. Two peer agencies, Mesa and Scottsdale, require each department to bear their own costs, while other cities tend to absorb costs within ITS. Typically, IT-related costs are allocated based on full-time employees, the number of workstations, and/or volume of data utilizations. Roles, Responsibilities, and Authority ITS is currently responsible for monitoring all City fiber projects from planning, installation, maintenance, and repair. ITS coordinates with several City departments including IT, Water Services, Library, and Police to provide fiber services. Within the City’s current organizational structure, ITS may not be positioned to provide optimized enterprise fiber services. ITS also currently lacks the appropriate staffing to effectively coordinate overall City fiber initiatives and does not have the appropriate authority to direct strategic fiber decisions, which can result in unclear roles, responsibilities, and levels of decision-making authority. 1 Santa Monica City Net: An Incremental Approach to Building a Fiber Optic Network Intelligent Transportation System Audit Report | 16 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY When separated from the overall strategic function of the City, ITS is not always connected to, or informed about, City strategies and policies that could impact fiber expansion or maintenance. Effective fiber management requires clearly defined roles, responsibilities, and authority for each participant in the process. The City-Owned Fiber Committee should develop a matrix that clarifies roles, responsibilities, and levels of decision-making authority for the fiber program. Overall, the goal of the matrix should be to define and standardize expectations. Relevant responsibilities should be incorporated into impacted job descriptions and annual performance reviews. The benefits of establishing clear roles and responsibilities through the enterprise lens are outlined below: • Better understanding of what services are needed and provided: When evaluated through an enterprise lens, clarifying roles, responsibilities, and authority can be used to inform and influence fiber services from strategy through operation, maintenance, and repair allowing greater insight into services levels provided. • Standardization: This provides City-wide benefits and optimizes processes, but also a common way of working, a common look and feel, and a common service model for employees. Standardization also offers the potential to provide a single point of service, no matter the customer. • Improved collaboration within and across functions: Clear roles, responsibilities, authority, and subsequent expectations makes it easy for work to be passed between individuals or groups or to be worked on collectively. It also better enables work to pass between different functions at the appropriate hand-off points. • Better service and customer experience: Tied closely with standardization, City departments and external stakeholders that know what to expect and are able to receive service in a consistent way, tend to have an improved experience. • Increased control and governance. Managing roles, responsibilities, and authority through an enterprise lens sets a strong foundation that can be used to implement needed internal controls and provide greater insight as well as higher-level reporting. Management Response The department will work with the fiber committee to establish a citywide strategic fiber plan and determine the appropriate role/responsibilities of all parties—the strategic fiber plan will be presented to the City Manager’s Office by December 31, 2022. 6. Observation The City lacks a comprehensive inventory of its fiber network, which negatively impacts current and planned construction and expansion. Recommendation The City should expand the existing contract to inventory ITS-owned fiber networks to include the entire City-owned fiber network regardless of department ownership. The City has undergone several iterations of fiber installation at various points in time; however, documentation of installed fiber across the City has been irregular. As a result, the City does not have Intelligent Transportation System Audit Report | 17 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY a consolidated map of installed fiber, which has led to incidences of cuts during construction resulting in some disruptions to key services and repairs that can be costly. As noted previously, as the fiber network grows, the importance of having a consolidated and up-to-date view of the network infrastructure will become increasingly important. Recommendation ITS has taken steps to contract mapping of the ITS fiber network; as of February 2022, this work was initiated but not completed. Due to the increasingly integrated nature of the City’s fiber network, the City-Owned Fiber Committee should consider developing a request for proposals (RFP) to solicit bids to map the entire City-owned network. RFP elements could include some or all areas of a mapping project such as an assessment of its current documentation, renewed mapping, and uploading of information into the City’s GIS as elements to the potential RFP. Once this mapping is complete, the City, or its selected vendor, should load the information into its GIS software and asset management system. Up-to-date geospatial data offers visibility into the City’s upcoming needs and spatial limitations. This information will also be key to optimizing expansion opportunities. This will help the City pinpoint where an issue has occurred and be able to respond quickly and accurately. This will also reduce the instances where the City needs to send out techs, or contractors, every time a question comes up, which is costly and time-consuming. Finally, where feasible, fiber planning can be coordinated with any City master planning activities to reduce the volume of construction needs, associated costs, and timelines. Management Response The ITS Division concurs with the finding. ITS is currently using OSP Insight database software for the fiber inventory. The database needs to be brought current and then it needs to be continually updated. As part of the current budget process, the Transportation Department has requested two FTE’s. One of their tasks will be to geo-locate underground infrastructure for ITS, Traffic Signals, and Street Lighting divisions. If these two FTE’s are not approved then the Transportation Department will evaluate other options with the fiber committee. 7. Observation Due to minimal staff and turnover among technicians, the City sometimes experiences longer repair times when faced with disruptions to the fiber network. Recommendation Given the high level of specialized expertise and the increased reliance on fiber, ITS should continue efforts to establish an on-call fiber repair contract. Various City departments are becoming increasingly reliant on the City’s fiber network. Transportation, Water Services, Police, Fire, and Library are just a few City functions that have integrated their own networks into the City’s and depend on consistent uptimes to maintain Intelligent Transportation System Audit Report | 18 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY operational continuity. In this environment, the need for immediate action to repair disrupted lines resulting from natural occurrences, such as ice, wind, downed trees, extreme heat, or manmade damage caused by construction, digging, boring, or scraping is becoming more critical. Recommendation As noted in Observation 1, the ITS team is understaffed and not well-equipped to respond to cut lines or other emergency disruptions. Partner departments are very appreciative of ITS’s current efforts to communicate and address disruptions with a sense of urgency, noting that due to resource constraints, it can take several hours for disruptions to be fixed. It will be important for ITS to have support for emergency situations on an ongoing basis, especially in the event that they coincide with traffic emergencies. While the City determines the future state of the fiber network, it’s placement within the City and corresponding roles, responsibilities, and authority, it is recommended that the City move forward with its plans to develop an RFP to retain an on-call contract for emergency fiber repair. This vendor would be responsible for addressing emergency needs and communicating with ITS, or designee, on the issue and timeline for repair. A sample emergency fiber optic repair bid is provided in Appendix B. Management Response The ITS Division concurs with this finding. The ITS Division is currently in the process of developing a Job Order Contract or On-Call Contract to assist with emergency and other work to augment or repair capabilities. The RPF will be issued with a target date of contract award by June 30, 2023. Intelligent Transportation System Audit Report | 19 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY APPENDIX A: PEER BENCHMARKING For this engagement Moss Adams focused on five peer cities identified by ITS as common partners for peer benchmarking. Peer benchmarking focused on two main areas: transportation and fiber. Results are informed by direct outreach, and review of any supplementary documentation provided. Information from our peer benchmarking research is provided in the table below. QUESTION CITY OF CHANDLER CITY OF GILBERT CITY OF MESA CITY OF SCOTTSDALE CITY OF GLENDALE Number of traffic signals 232 217 488 as of 12/20/21 310 signals and 14,000 streetlights 207 Number of traffic cameras Over 700 137 (PTZ) Almost all intersections have video detection as well 256 as of 12/20/21 195 Currently 159 CCTVs. 137 new CCTVs are in process of being procured and installed by 2023 Number, or percent, of pre-emption intersections 100% 100% 75% 85% 27% Total budgeted traffic FTE 4 16 15 16 4 Staffing structure for TMC/ITS ● Titles and number of staff City Transportation Engineer (1) Signal Systems Engineer (1) Signals System Analyst (2) Traffic Engineer (1) Traffic Operations Center (TOC) ITS Engineer (1) ITS Analyst (2) ITS Field Staff Supervisor (currently vacant hiring soon) ITS Specialists I, II, II (7) (Signal technicians) Also, a Traffic Engineering study group (Assistant Traffic Engineer+ 4 people) ITS Engineer (1) Sr. Transportation Engineer (1) ITS Analyst (2) ITS Operation Supervisor (1) ITS Operations Foreman (2) ITS Technician Trainee/Tech1/Tech 2 (7) ITS Contract Specialist (1) Traffic Engineer Principal (1) manages TMC, Traffic Signals and Streetlights programs and staff: ITS Engineer (1) ITS Analyst (1) TMC Operators (2) ITS Signal Supervisor (1) ITS Signal Tech III (3) ITS Signal Tech II (4) ITS Signal Tech I (3) Under the City Traffic Engineer is the Transportation Systems Management (TSM). TSM is comprised of the ITS, Traffic Signal, and Barricades Divisions. The TSM is managed by Transportation Systems Administrator (1). The ITS Division is led by the ITS Supervisor (1) with ITS Technicians (2). Does the City have any TMC/ITS growth or expansion goals over the next 3-5 years? The City has a solid foundation of data collection from the TMC which provides real- time data related to roadway and traffic conditions; however, the data is not stored. There are plans to expand TMC operations to include more data collection – the communication media (fiber) exists, but it requires integration of data collection tools into existing devices (e.g., detection zones for counts) that will require time and resources. The City is also looking into cloud computing and eliminating local servers. The City also plans to expand TMC operations to include data collection for connected vehicle technology. For more in-depth look at the I believe the field staff add a technician every 30 intersections so they should get another one soon. They are not under the TOC. They will move under Traffic Engineering end of this month. Adding (1) ITS Technician next fiscal year Evaluating adding another network/comm/software focused position No Infrastructure: Transportation will increase number of signals, miles of fiber, and CCTV’s mostly in the newly annexed area around the L303/Northern Parkway. Transportation is planning to upgrade TMC equipment with possible relocation. Staffing: ITS has requested an additional staff (ITS Analyst) beginning fiscal year 2023. An additional ITS staff is desired. Intelligent Transportation System Audit Report | 20 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY QUESTION CITY OF CHANDLER CITY OF GILBERT CITY OF MESA CITY OF SCOTTSDALE CITY OF GLENDALE City’s goals for the TMC/ITS please see the “Transportation Master Plan, 2019 Update” How does the City measure success? (e.g., signal down instances, average delay, queue length?) ● Are those results available? Yes, a combination of all those things, as well as others (such as crash history). As far as communication to the signals, all intersections are connected with fiber, so communication would only go down if a controller or cabinet is damaged by a vehicle/lightning strike or a power outage. In regard to delay, the TMC evaluates and optimizes the signal timing on a yearly basis. Travel times along with number of citizen complaints concerns and even compliments. We are looking at using Signal Performance Measures (SPM) data to gauge performance as well in the very near future. ITS Performance metrics currently tracked and reported for ITS are Class A Signal Preventative Maintenance High Priority Trouble Calls Response within one hour, and Signal Audits. Data available on the mesa data portal: https://data.mesaaz.gov/stories/s/Transportat ion-Department-Performance-Measure- Dash/8s3m-mgpx Number of signal emergency responses Number of signal preventative maintenance Total travel time reduction Percentage of streetlight repairs completed within 10 days after reported Signal connectivity up time and percent of signal with communication. How is inventory managed? ● System for inventory management ● Count frequency Items are re-ordered as they are used from the supply. No formal inventory system. I am not sure in the past this has always been in the street departments oversight responsibility there is an inventory not sure how accurate or up to date it is. As technicians move under the Traffic Engineer and many of these things will be solved, determined, and discussed in the coming months. We have a custom software for signal equipment inventory that we are currently converting to CityWorks. This is outside of the City’s warehouse system. Citywide inventory and work order system in- house developed by IT. Now we are in a process to migrate to Lucity system. Basic spreadsheets, staff verification. Infrequent inventory; as needed or for project information. Does the City conduct preventative maintenance (PM)? ● How often? Major preventive maintenance is performed every 2 years, minor preventive maintenance twice a year. Yes, per their previous supervisor they do a PM at each signal twice a month. Signal PMs and monitor maintenance performed once/year each so two trips to each intersection per year. No set PMs for comm or network equipment currently in place. Yes, annual preventative maintenance. A maintenance plan is in place. Currently not systematic, on a reactive basis. Are TMC/ITS policies and procedures documented? ● How are they stored? ● Do they get updated? A Practices & Procedures Manual, which we have in the TMC. Reviewed and updated as needed. More in-depth review process is completed every 4 years. Signal timing is, currently there are a lot of moving parts that are hard to define. There is an ongoing plan, and many are documented many are not. Due to the current situation in Gilbert our analysts are doing more plan review and field inspections than they spend in the TOC, this will change and balance out more in the future. Policies and procedures are stored in Word/Excel files on the City network file system. Yes. They are documented for internal use only. Some policies and procedures. Stored on a common Transportation drive or printed copies. Updated when needed or time permits. QUESTION CITY OF CHANDLER CITY OF GILBERT CITY OF MESA CITY OF SCOTTSDALE GLENDALE Number of road miles where fiber is installed 136 90+/- depending on how it’s measured. Miles not known. 90% of signalized intersections are on fiber. 175 104 miles Does the City have an updated map of its fiber network? Is it in GIS? A .kmz file of current routes, is always being updated. We do try to keep our map updated in GIS we work closely with GIS staff and we provide them the information. This is mostly to help with blue stake and future planning etc. We do have plans to get our infrastructure on a fiber Conduit is documented in GIS. Fiber and splices are in progress of being documented in 3GIS. Yes, it is in GIS with OSP insight —a fiber optic network management—software. Basic AutoCAD map and in GIS using OSP insight software. Needs to be updated and audited for accuracy. Intelligent Transportation System Audit Report | 21 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY QUESTION CITY OF CHANDLER CITY OF GILBERT CITY OF MESA CITY OF SCOTTSDALE GLENDALE management software platform in the coming years. Which department manages the City’s fiber network? ● Installation ● Maintenance Development Services - Communications Utility Franchise Division Installation and major maintenance performed by contractors. City will perform minor maintenance. The City is currently pursuing avenues to perform all installations and maintenance in house. TOC manages all outdoor fiber in the City for all departments. IT group handles some older outdoor multimode between a couple buildings and whatever fiber they have in buildings. We work closely with our IT group and a very robust plan to meet all the departments need for many years to come. Transportation manages the ITS fiber network. DoIT manages the City’s IT network. We do share fiber cable and/or conduit pathways but rarely strands. Each department is responsible for its own network including IT, ITS and Water Dept. ITS oversees designs (consultants) and installation (contractors) of fiber. ITS staff perform maintenance of fiber outside City buildings. IT Department performs Maintenance of fiber inside City buildings. Total budgeted fiber FTE (not included in traffic FTE count) 2 3 3 0- additional staff 0- additional staff Staffing structure for Fiber network management ● Titles and number of staff Fiber Specialist (1) Outside Plant Fiber System Specialist (1) (currently one position but looking to expand into two positions.) ITS Network Engineer (1) ITS Fiber Specialist (2) Day to day it is ITS Engineer then ITS Network Engineer (mostly servers but also network) The bulk of the work is the done by the two fiber specialists. All the staff above are part of TOC. We completed a Transportation Systems Management Operations plan that addressed what we are working towards with organization and roles of current and future staffing. ITS Network & Communications Administrator (1) ITS Network Engineer (1) ITS Communications Specialist (2) ITS Analyst (1)- accounted for in traffic FTE count Same staff for TMC/ITS manages the City’s outdoor single mode fiber network How are new fiber installs funded? Local and Grant funding Mostly all City funds. We recently had a 500+million-dollar bond go through that will cover about $5million a year in City fiber network expansion. We did a fiber optic strategic build out plan a couple years ago and are following that. The plan included all departments but is being completed by the TOC. Developers are required to install CONDUIT as part of half street improvements, CIP projects, Operations budget. IT, ITS and Water Dept jointly fund the fiber through capital and bond money. Mostly by applying for MAG - ITS Federal CMAQ competitive grant projects with minimum 5.7% local match. Others are local projects funded by departments initiating the projects. Who pays for maintenance of the cables? Operations and Maintenance funds from the Communications Utility Franchise Division Fiber is the TOC/Traffic Engineering/Streets responsibility depending on the issue. The TOC resides in Public Works. The owning department. Each department is responsible for their own. ITS Who are the consumers for the City’s Fiber network? ● City functions only (Water, Police, etc.) ● Commercial vendors The City does not allow commercial vendors to utilize the fiber networks, but this is something the City is looking into. All departments within the City use the fiber network: Traffic, Water, Police, IT (serves remaining City departments). All departments Fire, Police, Water, Wastewater, Parks, Storm Water, IT etc. The manager’s office is looking into other opportunities that’s all I know The City rents conduit but not cable. The non-ITS fiber supports City function such as Water, Police, Fire. ITS, Water, and IT cover the rest of City departments. All City functions only: Water, Police, Fire, Library, Parks and Recreation, etc. No commercial vendors Intelligent Transportation System Audit Report | 22 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY QUESTION CITY OF CHANDLER CITY OF GILBERT CITY OF MESA CITY OF SCOTTSDALE GLENDALE Does the City have any growth or expansion goals of its fiber network? The City currently has a $13million 10-year CIP plan to upgrade the fiber network based on the City’s recently completed Fiber Master Plan. Yes. It is all included in our FOSB (fiber optic strategic buildout plan) which matches projects/funding to development & CIP planned projects. There are also some CIP projects just for fiber as needed. All new arterial roads will have quad duct installed on both sides of the road. Other wireless expansion is happening outside of ITS. Yes. The City is in the process of developing a Fiber Communication Master Plan. Yes, Transportation is currently looking to an Engineering firm for design of fiber connections to newly annexed areas around L303/Northern Parkway. There’s a project under construction on Glendale Ave. for one mile of fiber initiated by Water Services Department. There are also fiber projects in final design stages for connecting community recreation buildings initiated by Parks and Recreation Department. Intelligent Transportation System Audit Report | 23 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY APPENDIX B: SAMPLE EMERGENCY FIBER OPTIC REPAIR1F 2 The following sample contract can be used to guide the development of the City’s own emergency fiber optic repair on-call contractor. This document should be thoroughly reviewed and customized to suit the unique needs, providers, and policies and procedures relevant to the City’s ITS unit and procurement processes. [SAMPLE CLIENT] desires to establish a fixed price contract with a fiber optic cabling contractor to provide emergency fiber optic cable repair services for cable cuts or outages resulting from natural occurrences, such as ice, wind, downed trees, tornado, or manmade damage caused by construction, digging, boring, or scraping. This is a fixed price bid, and an award will be made to multiple offerors. Awards will be made to all responsive and responsible offerors. Offerors not responding to the initial solicitation may be added to the awarded vendors’ list provided the vendor furnishes evidence of responsibility and responsiveness to [THE CLIENT’S] original fixed price bid as authorized by the solicitation. The effective date of this contract is the first day of the Maximum Contract Period as specified on the final statement of award. For bids where award statement is not required, the effective date of the contract will be the issue date on the Purchase Order. The initial term of this agreement is one year from the effective date as stated on the award document. At the end of the initial term, and at the end of each renewal term, this contract shall automatically renew for a period of one year, unless contractor receives notice that the [THE CLIENT] elects not to renew the contract at least 30 days prior to the date of renewal. Said renewals may be less than, but will not exceed, four additional one-year periods. Regardless, this contract expires no later than the last date stated on the final statement of award. This contract is open for bidding until the original five-year term of the contract expires. Regardless of when additional bids are received and awards made, all contracts awarded under this solicitation will terminate on the maximum expiration date stated on the final statement of award. Information for Offerors to Submit – In addition to information requested elsewhere in this solicitation, offerors must complete and reattach Section VI, Bidding Schedule along with Table 1, Emergency Contact Escalation Sheet, to online bid document. 2 Clemson University. Emergency Fiber Optic Repair Services. http://media.clemson.edu/procurement/buy/Sample%20Solicitations/EmergencyFiberOpticCableRepairServices.pdf Intelligent Transportation System Audit Report | 24 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY The successful bidders must perform the following work as needed: • The contractor must provide skilled technicians capable of restoring cut or broken aerial or buried fiber optic cable per industry standards and manufactures specifications. • The contractor must notify PUPS (811) prior to any digging. • The contractor must provide all heavy equipment (e.g., bucket truck, backhoe, and trencher). • The contractor must provide crews capable of excavation and restoration of existing cable-in- duct. Excavation procedures may take place under concrete, asphalt, gravel, and/or bare ground. • The contractor must be capable of excavating and restoring these surfaces to their pre-excavated condition. • The contractor must be capable of cutting into and restoring existing plow-ducts without causing harm to the existing cables inside. • The contractor must also possess the crews, tools, and equipment necessary to provide new cable-induct installations related to restoration or replacement efforts of portions of the overall cable network. • The contractor must provide all the splicing materials, underground duct, handholes, locate wire, and mule tape necessary for any restoration. The owner will provide the cable for the individual tasks. • The contractor must be capable of repairing aerial installations including but not limited to installing new steel messenger, cable lashing, and pole hardware. • The contractor must prepare a written report of the incident to send to CCIT including itemized list of materials used, labor schedule, number of fibers spliced and splice loss readings for each splice, and pictures of before and after conditions. The intent of this contract is to ensure that any fiber optic cable belonging to [THE CLIENT] damaged by a natural or manmade event receives priority response and repair services; however, this contract may be used to assist [THE CLIENT] in routine fiber optic cable maintenance as well. It will be the contractor’s responsibility to provide whatever materials and services are necessary to repair a cut/broken fiber optic cable and restore the circuits as quickly as possible. Permanent restoration plans will be determined and executed after the emergency has been resolved. Permanent restoration may or may not involve the services of the emergency repair contractor. It is expected that the materials the contractor provides will be billed to the owner at a reasonable market rate based on a minimum 10% discount off list price. See Section VI, Bidding Schedule, attached. • The contractor must provide specialized and skilled fiber technicians capable of restoring cut or broken aerial or buried fiber optic cable per industry standards and manufactures specifications. Intelligent Transportation System Audit Report | 25 FOR INTERNAL USE OF THE CITY OF GLENDALE ONLY • The contractor agrees to respond on-site to emergency outage requests within a one-hour period on any given day and at any given time during the contract term. • The contractor must maintain crews and equipment on standby within a reasonable distance from the project site ([THE CLIENT]) to meet the one-hour response time requirement. • The contractor must be capable of responding with workers and machinery to repair a damaged fiber optic cable within one hour of being notified. • The contractor is required to provide the owner and the owner representative with an escalation sheet of telephone numbers that will be used when emergency situations arise. • The contractor must own and operate one or more mobile fiber optic splice trailers with fusion splicing and OTDR testing equipment. • The contractor must own and operate bucket trucks, trenchers, horizontal boring machines, and other tools and equipment needed to respond to emergency fiber optic cable repairs. • Standard Hours – All labor rates quoted are considered standard time and shall be charged from Monday through Friday, 7:00 a.m. – 5:00 p.m. • Non-Standard Hours – An after-hour rate of 1.5 times the standard rate shall be charged for any time worked Monday through Friday, 5:00 p.m. – 7:00 a.m., as well as Saturdays, Sundays, or holidays. • Travel time and lodging for personnel shall not be billed to [THE CLIENT]. Only actual hours on- site will be billable time and the responsibility of [THE CLIENT]. • The contractor must not assign the whole or any part of this agreement without the advance written approval of the owner. Any assignment will be subject to all terms and conditions of the contract between the owner and the contractor. • The contractor will be responsible for all permitting and restoring the site to its original condition. • The contractor will be responsible for any damages to persons or property resulting from their work.