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From YouTube: PWSA Blue Ribbon Panel Presentations - 8/28/17
Description
In its first public session, IMG highlights work done to date, provides initial observations on PWSA troubles, and provides materials on various ways water systems can be restructured.
A
Hi
good
morning,
everybody
thank
you
for
coming
in
today
we
are
opening
up
the
mayor's
blue-ribbon
panel
to
further
our
discussions
that
we
had
earlier
regarding
the
future
of
PWSA
today,
so
I
appreciate
everyone's
participation.
We
do
have
some
members
of
the
panel
also
on
the
phone
appreciate
the
audience
being
here.
Today's
is
an
update
is
to
really
give
the
opportunity
for
Steve
Steckler
and
his
team
at
infrastructure,
Management
Group
the
opportunity
to
talk
to
us
and
the
public
about
all
the
work
that
they've
been
doing
over
the
last
several
months.
A
He
has
a
presentation
prepared,
there's
been
a
deep
dive,
a
lot
of
conversations
happening
within
PWSA
to
understand
sort
of
how
we
got
to
where
we
are
and
starting
to
look
at
potential
recommendations
to
come
back
in
the
future,
so
that
we
can
give
the
residents
of
the
city
the
kind
of
water
and
soar
authority
that
they
deserve.
I
have
to
say
that
over
the
last
six
months
as
well,
you
have
had
a
lot
of
hard
work
by
the
people
at
petaboys,
say
by
the
board.
Independent
of
this.
A
This
process
has
been
going
on
its
own,
not
meant
to
interfere
with
the
operations
of
the
authority,
but
with
the
leadership
at
PWSA.
The
board
Deb
Ulis
Titian,
who
is
the
the
board
chair
that
took
over
with
the
help
of
some
of
the
former
board
members
Alex
Thompson
who's
here
with
us
at
the
table,
there's
been
a
lot
of
progress
made
just
in
in
any
interim
six
months.
So
that
being
said,
today's
order
is
going
to
be
about
a
half
hour
presentation
led
by
mr.
A
Steckler
he'll
then
come
to
the
table
and
open
up
himself
and
his
team
to
questions
by
the
panel.
My
challenge
is
ask
hard
questions.
Nothing
is
out
of
bounds
if
you
have
concerns
or
advice
relating
to
their
presentation.
Please
do
so.
As
I
said
from
the
very
beginning,
the
mayor
felt
very
strongly
that
that
all
of
this
should
happen
in
a
very
public,
open,
transparent
manner.
So
this
meeting
today
is
being
televised
to
the
public
as
well,
so
any
before
we
get
started
any
questions
or
input
by
members
of
the
panel
or
on
the
phone.
A
Be
part
of
the
presentation
today,
but
as
well,
but
we
there
will
be
another
meeting
today-
was
sort
of
a
sort
of
to
catch
up
and
to
sort
of
frame
what
the
roadmap
is
going
to
look
like
over
the
next
couple
months.
This
is
the
first
of
three
public
meetings
that
we'll
have
that'll
lead
to
a
set
of
recommendations.
It
was
very
clear
when
we
engaged
IMG
that
there
be
a
menu
of
options.
This
process
is
not
being
intended
to
lead
to
any
singular
outcome.
A
It's
it's
meant
to
sort
of
provide
City
Council,
the
mayor
or
the
controller,
the
board,
all
the
public
officials,
with
a
set
of
options
as
to
what
the
future
path
of
PwC
it
could
be
we'll
go
through
some
of
those
today,
and
so
this
is
the
first
of
a
series
of
three
meetings.
I
believe
the
next
one
is
the
middle
of
next
month
and
then
followed
in
early
October
meant
to
bring
this
process
to
a
conclusion
so
sure.
C
Some
good
lively
discussion,
not
just
a
Q&A
but
discussion
of
the
options
in
the
process
we're
going
through
as
we
investigate
which
of
these
alternatives
is
best
for
the
city
of
Pittsburgh
and
for
its
ratepayers
infrastructure.
Management
Group
is
serving
as
the
the
lead
firm
of
course,
but
we
have
technical
technical
subcontractors
that
include
tetra
Tech,
which
has
a
local
office
here
of
several
hundred
people.
C
Uber
lytx,
which
specializes
in
asset
management,
would
work
in
charin
those
of
the
operations
specialists
and
evolve
EA,
which
is
a
green
infrastructure,
a
specialist
firm
on
the
finance
side
when
I
say
Finance,
I'm,
referring
to
the
liabilities,
balance
sheets,
revenues,
etc.
Pws
of
PWSA
that
includes
Grant
Thornton
and
the
Meridian
group.
The
legal
team
consists
of
West
Group
and
Buchanan
Ingersoll
community
outreach,
actual
size
and
again
evolve,
EA
because
of
their
relationship
with
the
environmental,
local
environmental
community
and
on
ratepayer
impact.
C
C
The
work
for
this
panel
is
organized
around
three
meetings
today,
of
course,
we
will
cover
the
work
plan,
progress
to
date
and
our
initial
observations,
the
September
12th
meeting
I,
think,
is
going
to
be
a
great
one
and
for
those
folks
who
aren't
here,
that's
the
meeting
I
think
that
you
really
want
to
be
at
because
we
have
two
featured
speakers
presenters
at
that
meeting.
These
folks
are
both
very
distinguished
individuals
from
their
respective
cities.
C
We
will
have
Lauren
brookie,
who
is
a
member
former
chairman
and
member
current
member
of
the
board
of
directors
of
the
Tulsa
Metro
top
metropolitan
utility
Thor
Authority,
which
is
a
combined
water,
sewer
Authority,
somewhat
similar
to
PWSA.
It's
actually
a
little
larger
and
they
have
been
in
the
process
of
a
massive
internal
improvement
restructuring
for
the
past
several
years
and
she
has
graciously
agreed
to
come
out
and
share
her
experience
with
those
reforms
in
Tulsa
also
she'll
be
joined
by
Dan.
C
Evans
dan
has
an
equally
distinguished
member
of
the
community
and
businessman
in
Indianapolis,
and
he
in
Indianapolis,
the
water
and
sewer
utility
had
been
operated
by
public
employees
and
then
by
private
contractor
employees
by
a
private
contractor
and
then
in
2011
they
were
transferred
to
a
private
nonprofit
public
trust.
It's
actually
one
of
the
largest
public
trusts
in
the
country.
C
They
already
controlled
the
gas
and
steam
and
heat
in
Indianapolis,
as
well
as
a
number
of
other
water
and
a
number
of
other
utilities
around
Indianapolis,
but
they
operated
as
a
non-profit
very
much
as
a
as
a
hospital
nonprofit
like
PC,
UPMC,
I'm,
sorry,
wouldn't
function
and
that's
a
very
interesting
model
and
they've
been
quite
successful.
The
and
Dan
will
come
and
tell
you
all
about
that
dennis.
C
November
8th
includes
the
Cheeseman
will
also
have
the
initial
observations
on
PW
essays
finances.
Our
finance
team
and
legal
teams
are
just
getting
started
now.
The
capital
improvement
planning
which
tetra
Tech
will
be
overseeing
their
that
the
analysis
of
that
process
and
that's
very
critical
as
we'll
learn
through
this
process.
There
are
a
couple
of
a
couple
of
huge
to
huge
challenges
hanging
over
PWSA.
C
One
is
the
organization,
but
the
other
is
its
capital
improvement
needs
and
that
that
need
is
so
large
that
it's
imperative,
for
the
sake
of
the
rate
payers
in
PWSA
that
that
be
done
properly
and,
finally,
the
legal
implications
for
the
restructuring
options.
Some
things
are
going
to
be
more
more
easily
done
legally.
C
Others
are
going
to
have
more
challenges,
let's
say
and
we'll
hear
about
that
at
least
the
the
initial
observations
on
those
tasks
and
finally,
on
Nova
on
November
8th,
we'll
have
the
final
presentation
on
our
final
findings,
including
a
final
assessment
of
the
restructuring
options,
and
we
say
an
assessment:
it's
not
the
same
as
a
recommendation.
We
actually
will
have
both
quantity,
a
quantitative
analysis
in
terms
of
rate
payer
impacts
of
each
of
the
of
the
restructuring
options,
as
well
as
qualitative
issues
with
each
of
the
options,
and
that
includes
implementation.
C
It
includes
durability
and
a
number
of
other
factors
that
will
play
into
your
decision,
about
which
option
you
believe
is
best
and
we
hope
to
guide
you
in
that
regard.
With
the
materials
and
information
presented
to
you
between
now
and
then
we
started
off
the
work
with
a
kickoff
meeting
with
city
officials,
but
also
with
the
PWSA
directly.
C
We
met
with
the
management
and
staff,
as
you
see
up
here
in
the
corner
and
the
we're
able
to
obtain
a
lot
of
information
and
get
an
idea
for
some
of
the
frustrations
that
the
staff
and
managers
are
dealing
with
at
PWSA
and
some
of
the
challenges
that
they're
having
to
use
their
best
efforts
to
try
to
overcome.
We
then
began
our
specialty
team
investigations,
starting
with
our
operations,
maintenance
and
asset
management
folks,
and
they
came
in
and
toured
the
plants
and
interviewed
people
and
continuing
some
of
the
interviews
that
we
had
done
previously.
C
They
went
through
the
information
that
had
been
supplied
by
PWSA
and
they've
reached
some
tentative
conclusions.
They
do
have
more
work
to
do,
however,
so
some
of
the
information
I'm
going
to
be
presented
to
you
today
is
really
a
preliminary
opposite.
Their
preliminary
observations
and
the
restructuring
guidebook
is
is
intended
to
do
a
couple
of
things
which
you
have
in
front
of
you.
C
It's
it's
to
explain
the
explain
each
of
the
options
and
then
provide
you
some
background
material
for
where
these
options
have
been
implemented
or
considered
in
various
cities
around
the
country,
and
you
can
see
that
there
of
it
there.
In
most
cases
there
are
two
sides
to
every
option
and
the
you
could
also
see
that
sometimes
the
opinions
in
favor
of
one
or
the
other
run
passionately
and
their
view
of
the
evidence
and
what
the
evidence
means
in
each
of
the
cities
runs.
One
way
runs
on
both
sides,
so
it'll
be
interesting.
C
C
We
have
some
findings
in
there.
None
of
them
are
very
good,
and
then
this
is
the
first
of
the
panel
education
sessions.
Now
this
part
down
here
defines
what
we
have
just
begun
doing
in
terms
of
the
operations
assessment,
as
well
as
the
maintenance
and
asset
management.
Now
that's
going
to
continue
for
the
next
couple
of
months
with
tetra
Tech's
work
and
evolve,
and
some
of
the
other
who
are
involved
in
the
analysis
of
the
specific
operations
and
assets
condition.
What
are
the
studies
that
are
going
on
things
like
that?
C
That's
going
to
lead
to
this
these
inputs
from
here
and
here
lead
to
a
tactical
financial
and
legal
assessment,
and
that's
essentially
pointing
together
the
pieces
and
say
what
does
it
look
like
we
have
here?
What,
where?
Where
should
we
refine
our
analysis
when
we
go
when
we
go
into
the
home
stretch?
For
the
for
looking
at
the
individual
options
during
this
whole
process,
of
course,
we'll
be
engaged
in
the
community
and
I'm
pleased
to
have
folks
here
from
from
actual
size
and
evolve.
Who
will
be
leading
that
effort
for
community
outreach?
C
It's
a
very
important
part
and,
as
you
can
see,
from
the
briefing
book
communities,
the
community
stakeholders
of
all
kinds
have
very
different
perspectives
on
the
options
that
are
before
PWSA.
But
those
perspectives
may
be
affected
by
what
we'll
find
out
with
regard
to
the
finances
and
projected
great
impacts
of
the
various
options.
C
There
are
three
basic
categories
of
restructuring
options
and
these
are
organized
and
not
any
particular
order,
but
we'll
start
from
right
to
left
the
internal
improvement
option
involves
a
number
of
different
pieces.
It
can
include
selected
outsourcing
PWSA
already
has
some
initiatives
underway
to
improve
some
of
the
customer
service
aspects
where
there's
selected
outsourcing
other
utilities
that
have
done
selected
outsourcing
have
gone
even
much
further,
actually,
where,
essentially,
the
utility
is
divided
into
a
number
of
different
organizational
components
that
are
outsourced.
Engineering
for
services,
for
example,
is
already
outsourced.
C
One
would
argue
to
out
sourced
at
PWSA.
In
other
cases,
all
customer
services
are
out
sourced,
ratemaking
is
outsourced.
A
number
of
all
support
services
are
outsourced,
so
selected
outsourcing
is
an
option,
but
the
operating
organization
itself,
and
certainly
the
assets,
are
not
the
major
internal
restructuring
contract
via
city
contract.
As
an
example,
it
would
happen
in
Tulsa
one
of
the
things.
One
of
the
reasons
we
wanted
Tulsa
here
was
because
of
what
they
have
in
common
with
the
city
of
Pittsburgh.
C
There
is
actually
a
lease
contract
between
the
sea
and
the
PWSA
that
contract
gives
the
city
a
great
deal
of
leverage
over
what
happens
at
PWSA
and
the
fact
that
the
city
owns
the
assets
or
has
beneficial
control
of
the
assets
is,
can
act
as
an
enforcement
mechanism
for
changes.
Internal
changes
that
otherwise
are
not
durable.
As
you'll
see
from
what
you
read
here
and
from
our
discussion
today,
the
big
problem
with
internal
improvement
is
its
durability,
and
one
of
the
aspects
of
internal
restructuring
is
the
internal
improvement.
C
Regionalization
is
something
that's
been
talked
about
from
time
to
time
by
folks
in
the
area
and
given
the
fragmentation,
extraordinary
fragmentation
of
water
and
sewer
services
in
the
Greater
Pittsburgh
region.
It
is
something
to
keep
in
mind
as
we
talk
about
the
options
here.
Every
almost
every
one
of
these
small
systems
out
there
and
not
just
PWSA-
are
facing
very
similar,
very
similar
problems,
crumbling
infrastructure
under
investment
and
and
frankly,
under
management
of
the
assets.
C
The
challenge
for
those
systems
are
almost
as
great
as
they
are
for
PWSA,
and
there
is
a
solid
argument
to
be
made
that
these
these
issues
are
better
addressed
as
via
regionalization,
regionalised
entity,
and
so
improving
PWSA
could
be
depending
upon
the
option.
Selected
could
be
a
first
step
toward
inviting
other
communities
to
come
in
and
join
PWSA
PWSA
is
not
capable
of
being
the
base
entity
for
that
structure
right
now,
but
perhaps
it
could
be
in
a
few
years.
C
C
C
C
The
third
option
involves
a
transfer
of
options,
the
transfer
of
operations,
but
they
are
very
different
and
it's
different
they're,
both
very
different
than
what
occurred
here
under
Veolia.
The
typical
operations
and
maintenance
contract
for
water
and
sewer
systems
in
the
US
has
been
about
it
was
30
years
ago
it
was
5
years.
20
years
ago
it
became
10
years
and
now,
with
the
recent
IRS
ruling
on
how
you,
how
got
whether
private
operations
and
meetin's
contracts
jeopardize
the
taxes
and
status
of
the
debt
issued
by
the
utility.
C
It's
been
easier
to
move
to
20
years.
So
that's
an
option
and
there
are
benefits
of
it
in
the
PWS
kepi
WSA's
case,
but
it's
an
even
greater.
Even
longer
version
of
that
is
a
long
term
lease
now
in
operations
and
maintenance
contract.
The
assets
themselves
are
continued
to
be
owned
by
PWSA
or
the
city
of
Pittsburgh.
It's
only
the
operations
and
maintenance
and
a
lot
of
the
management
activities
and
support
services
that
are
taken
over
and
become
the
sole
responsibility
of
a
contractor.
C
As
I
said,
it
does
have
it
benefits,
and
there
are
some
places
where
it's
worked
well,
there
are
also
some
places
where
it
hasn't
the
long
term.
Lease
concession
is
something
that
has
been
talked
about
for
a
long
time
in
the
US,
and
it's
actually
occurred
quite
frequently
in
the
US,
with
toll
roads
and
airports
and
other
major
assets,
even
even
city
halls,
even
city
halls,
where
a
developer
will
come
in
and
build
finance
and
operate
a
facility
and
infrastructure
facility
to
the
city's
specifications.
C
The
developer
then
operates
that
facility
for
enough
time
for
him
or
her
to
recover
that
investment
for
investors
to
recover
that
investment.
Typically,
those
concessions
ranged
from
about
40
years
to
99
years.
In
this
situation,
it
will
take
a
long
time,
but
P
WSA's
capital
needs
the
minimum.
Lease
term
would
be
about
50
years,
so
it's
not
the
same
as
selling
it,
because
the
city,
the
city
still
or
the
PWSA
still
owns
those
assets,
but
they
are
leased
for
operations
and
for
improvement
according
to
specifications
established
by
the
city
to
a
concessionaire.
C
For
a
long
term.
There
are
several
cities
of
smaller
cities
in
the
country
that
have
have
used
that
model
recently
to
take
over
systems
and
and
provide
much-needed
repairs
in
systems
that
were
having
persistent
capital
and
operating
problems.
It
can
work
it
can.
Work
very
well
depends
on
how
it's
written
and
depends
on
the
circumstances.
C
So
that's
what
we're
looking
at
with
transfer
about
and
with
the
transfer
you
notice
I
really
have
tried
to
stay
neutral
on
all
of
these
options.
They
all
do
have
their
benefits.
You
cannot
categorically
say
that
one
works
and
one
doesn't.
The
issue
you
will
be
presented
with
is:
does
it
work
best
for
Pittsburgh?
C
Each
of
these?
Each
of
these
options
has
different
implications
for
ratepayers
because
they
have
different
different
implications
for
how
the
multibillion-dollar
capital
improvement
program.
This
necessary
here
is
going
to
be
handled,
handled
poorly
or
planned
poorly.
That
Kaplan
program
will
cause
water
and
sewer
rates
in
the
city
to
skyrocket,
handled.
Well,
those
water
and
sewer
rates
will
go
up,
but
not
as
much
as
they
would
have
in
a
poorly
managed
situation.
C
So,
while
we're
focused
on
the
organ,
but
everyone
focuses
on
the
organization,
it's
the
management
of
that
Capital,
Improvement
Program,
that's
important,
and
whether
it's
regionalization
as
part
of
that
or
not
it
is
the
most
challenging
thing
that
you
will
have
to
get
a
handle
on.
As
you
weigh
these
options,
because
it
really
will
have
multibillion-dollar
implications
for
this
community
over
the
next
thirty
and
four
years.
These
options
implementing
any
of
these
options
will
be
hard
and
noba
challenging.
C
C
The
the
interim
director
and
the
interim
CFO
and
some
other
folks
at
PWSA
have
done
a
yeoman's
effort
within
their
limited
resources
and
within
their
limited
mandate.
However,
I
would
say
those
fall
into
the
category
of
an
initiative
here,
an
initiative
there.
What
is
needed
is
a
holistic
vision
of
how
the
utility
will
be
improved
and
how
it
will
get
how
or
deal
with
its
enormous
challenges
of
improving
its
assets
over
the
next
10
20
and
30
years.
C
Everyone
has
to
buy
in
with
that,
because
it's
going
to
be
expensive,
it's
going
to
be
hard,
and
if
you
have
some
people
saying
well,
I
just
don't
agree
with
that
option,
or
we
should
have
done
something
else.
It
won't
work
because
everyone
has
to
buy
in
all
of
these
people
here.
Does
it
have
to
be
unanimous?
No,
but
it
does
tell
you
that
this
is
a.
This
is
something
worth
the
entire
program
has
to
come
together.
It
has
to
be
bought
into
and
you
have
to
go
forward
with
it.
C
You
can't
do
it
piecemeal,
that's
the
situation
you're
facing
other
utilities
can
do
it
bit
by
bit,
but
not
here,
I
told
you
I'd
share
with
SAR
initial
impressions
and
I
want
to
caution
ahead
of
time.
These
are
initial
impressions.
We
have
early
information
from
our
teams
that
are
out
there.
We
have
a
lot
more
information
coming
in.
Some
of
this
is
going
to
be
startling
to
you,
some
of
it's
going
to
be
a
little
scary.
C
The
operations
and
asset
management,
folks
that
we
had
come
in
were
frankly
shocked
at
what
they
saw.
They
have
seen
a
lot
of
utilities
around
the
country,
large
and
small,
and
for
a
large
utility.
Their
expectations
are
that
it's
going
to
be
that
certain
basic
things
are
going
to
be
there
in
PWS
kpw
essays
case,
most
of
them
weren't
our
impression
it's
at
the
senior
management
level
is
it
that
PWSA
is
barely
holding
on
thanks
thanks
to
its
interim
director,
its
CFO
and
the
yeoman
like
dedication
and
most
of
its
staff.
C
C
The
financial
situation
we
saw
improved
by
the
financial
restructuring
that
the
CFO
is
working
on
now,
but
that's
a
drop
in
the
bucket
compared
to
the
financial
issues
facing
the
utility,
its
structural
and
governance
organization,
are
simply
not
suited
to
its
enormous
operational
and
physical
problems,
nor
its
multi-billion
dollar
repair
ambitions.
This
organization
has
to
step
up
its
game.
It
can't
do
it
by
itself,
and
these
are
some
quotes
here-
are
taken
from
the
various
members
of
the
team
in
their
operations
and
asset
management
review
as
I
the
first
one
mirrors.
C
What
I
said
before
I,
like
the
term
foxhole
valour
of
the
folks
at
PWSA
out
there
for
doing
their
job
in
some
very
difficult
circumstances
and
and
lacking
the
tools
that
they
need.
However,
in
addition
to
that
valour,
we
did
observe
that
there
was
an
entrenched
culture
of
operational
apathy,
a
couple
with
the
absence
of
skill
sets
and
operating
systems
that
are
absolutely
essential
for
our
utility,
its
size
and
I'll
talk
about
an
example
of
that.
C
The
mismatch
is
it's
one
thing
for
Pittsburgh
to
have
an
aging
system
and
demonstrably
worse
condition
than
any
other
water
utility
its
size
in
the
country.
It's
quite
another
to
ask
the
organization,
in
its
current
form,
to
be
able
to
handle
that
situation
and
then
and
the
billions
of
dollars
in
new
expenditures
that
were
required
over
the
next
few
years
to
deal
with
that.
An
organization
is
so
direct
of
the
bereft
of
the
most
basic
work
culture
and
management
tools
that
we
typically
see
in
even
average
performing
utilities.
C
There
are
pockets
of
technical
acumen
and
skill
throughout
the
organization,
but
most
of
those
folks
and
the
observations
of
our
field
staff
were
either
underutilized
or
overwhelmed
by
the
urgency
of
what
they're
being
asked
to
do.
There
is
no
evidence
of
any
structured
staff,
development
or
training
program
to
correct
this
issue.
We
noticed
bits
and
pieces
of
a
program,
but
for
some
reason
the
employees
don't
take
advantage
of
it
at
the
same
rates
that
we
have
seen
in
other
other
utilities.
Now,
in
this
case,
there's
we
start.
C
The
start
of
the
sentence
here
is:
there
are
appears
to
be
no
technical
ability
to
maintain
the
water
treatment
plant
with
no
evidence
of
a
maintenance
program.
I
think
it's
probably
a
bit
of
a
broad
brush,
but
it
speaks
to
the
fact
that
the
equipment
that
is
there
is
old.
It
is
in
a
difficult
state
of
repair
and
even
some
of
the
some
of
the
equipment
which
has
fairly
basic
technical
understanding
requirements
to
operate.
It
are
not
being
operated
properly:
maintenance,
for
example,
for
a
system
this
size.
C
You
should
be
at
least
recording
your
maintenance
activities
in
a
relatively
stand
in
a
log
that
allows
you
to
retrieve
that
information
to
be
able
to
track
back
through
a
repair
that
doesn't
exist.
The
information
is
kept
on
note,
cards,
index
cards
and
occasionally
a
log
book,
although
many
staff
conducted
themselves
with
integrity,
integrity
and
serious
of
purpose,
seriousness
of
purpose
and
I
do
want
to
stress
that
when
they,
when
our
teams
walked
into
the
plants
and
walked
into
the
equipment
rooms,
they
were
stunned
by
what
they
saw.
C
In
in
some
of
those
cases,
we
wondered
why
they
wondered
why.
Why
is
no
one
tightening
these
bolts
it's
leaking?
Why
is
this
stuff
laying
around
on
the
floor?
It's
a
hazard.
Isn't
somebody
going
to
pick?
Isn't
somebody
going
to
clean
that
up?
This
is
not
to
say
that
PWSA
does
not
need
additional
staff.
It
needs
additional
skilled
staff.
C
The
high
staff
high
level
of
staff
on
short
term
disability
was
stunning
about
20
percent,
that,
according
to
the
information
that
that
they
were
able
to
find
that
is
additional
evidence
of
a
dysfunctional
culture.
It
could
stem
from
either
an
ineffective
safety
program
where
20%
of
the
workforce
gets
hurt
and
goes
on,
disability
or
because
of
a
long-standing
culture
that
accepts
that
kind
of
behavior
in
a
well-run
utility.
Typical,
the
typical
percentage
of
staff
on
short-term
disability
will
be
about
will
be
at
5%
or
below
in
terms
of
setting
priorities.
C
The
SCADA
systems
in
a
water
and
wastewater
treatment
plant
are
essentially
the
what
will
call
it
the
monitoring
system
for
all
of
the
treatment
and
pumping
processes,
it's
kind
of
a
basic
thing:
it's
what
you
get
whenever
you
make
a
utility,
you
have
a
SCADA
system.
Some
of
them
are
fairly
rudimentary
and
some
of
they're
quite
advanced,
but
in
this
case
we
couldn't
find
the
people
who
were
supposed
to
be
monitoring
them.
C
The
system
is
not
very
sophisticated
in
the
first
place
in
the
case
of,
and
in
some
cases
when
we
and
the
people
were
muscle.
Of
course,
they
were
Manning
them,
but
their
knowledge
of
what
to
do
with
this
system,
which
wasn't
capable
of
very
much
with
their
knowledge
of
what
to
do
with
this
system
was
pretty
rudimentary,
meaning
that
they
had.
They
have
been
there
a
long
time,
but
they
had
ever
been
trained
on
the
basics
of
how
to
use
and
understand
the
information
coming
out
of
these
systems.
C
Almost
every
piece
of
rotating
equipment
seen
at
the
water
treatment
plant
or
other
than
the
newly
installed
items
was
the
condition
of
significant
neglect
body.
Seals
were
leaking
with
evidence
of
scaled-up
chemicals
and
fresh
leakage
that
could
have
been
prevented
with
a
little
tightening
and
some
easily
accessible
bolts.
I
would
characterize
PWSA
as
one
of
the
largest
irrigation
systems
in
the
country.
C
It
produces
roughly
23
23
billion
gallons
of
year
a
year
in
drinkable
water.
More
than
50%
of
that
ends
up
in
the
ground
doesn't
make
it
to
customers
houses.
That
is
an
incredible
loss,
virtually
real,
truly
unprecedented
for
a
system
this
size
now
Atlanta's
system
is
quite
a
bit
bigger
and
it
does
have
a
lot
of
water
loss,
but
it
doesn't
approach
this.
C
One
approach
to
asset
management
is
to
say
that
if
it's
going
to
be
that
you
replace
it
every
five
years,
your
place
apart
over
ten
years,
every
20
years,
you
build
a
new.
You
build
this,
a
new
one
of
these
every
ten
years
or
another,
one
of
these
every
thirty
years
or
the
like.
That's
typically
and
it's
reliable,
and
it's
why
people
say
I'm
we're
doing
the
maintenance
we're
doing
it
proactively.
We
have
it
all
planned.
C
C
It's
an
example:
Milwaukee's
wastewater
system
was
considered
one
of
the
best
run
in
the
country.
It
had
won
all
kinds
of
awards
for
water,
for
its
treatment
processes
for
its
stormwater
control,
and
they
were
justifiably
very
very
proud,
the
Aruban
fact
even
proud
of
the
of
the
bio
product
that
they
sold
called
milorganite.
Now,
though,
you've,
probably
if
you
play
golf,
you
probably
had
it
on
your
golf
courses
out
there.
They
were
very
proud
of
that.
Even
the
little
lost
money
on
every
bag.
C
The
contractor
came
in
though
a
private
operator
came
in
in
1997,
and
their
comment
was
yes.
This
is
a
very
well-run
system
and
it's
like
shooting
fish.
In
a
barrel.
They
had
such
a
large.
They
were
the
opposite
of
risk
based
decision
making.
They
had
such
a
large
operating
margin
in
there
that
they
really
didn't
have
to
pay
attention
to
what
was
going
on
down
there
because
they
operated
with
a
huge
safety
safety
margin
there
that
safety
margin
was
very
expensive.
C
It
had
been
costing
the
ratepayers
of
Milwaukee
unnecessarily
millions
of
dollars
a
year,
so
United
Water
came
in
and
essentially
without
laying
off
any
employees
essentially
replaced
that
that
paradigm,
by
installing
a
protocols
and
tech
and
technology
that
dramatically
that
allowed
it
to
get
dramatically
better
information
about
what
was
going
on
in
the
sewage
collection,
stormwater
collection
and
treatment
system.
With
that
information,
they
were
able
to
have
much
better
information
they'd
had
before
on
what
was
happening
to
the
equipment
out
there
in
terms
of
its
risk
of
failure.
C
So
when
I
talk
about
a
good
asset
management
approach
versus
a
normal
asset
management
approach,
that's
what
I
mean
PWSA
right
now
uses
a
fairly
fairly
rudimentary
approach
to
asset
management,
and
it's
understandable.
It
doesn't
have
the
systems
that
do
a
whole
lot
else.
That's
really
intended
for
the
lowest
common
denominator.
C
C
It
can't
be
done
in
two
stages.
First
can
first,
is
to
deal
with
the
with
the
organization
to
equip
it
with
the
resources
that
it
needs
and
to
address
the
most
critical
problems.
Now,
that's
a
limited
budget:
it's
not
multi
billion
dollars.
That
means
that,
once
that
happens,
then
the
organization
would
be
capable
of
dealing
with
the
multi
billion
dollar
decisions
that
it's
going
to
face
and
dealing
with
its
infrastructure.
That's
what
we
mean
by
a
holistic
strategy
that
is
bought
into
by
every
by
the
stakeholders.
D
The
outreach
that
we
are
setting
up
my
firm
is
located
here
in
Pittsburgh
in
East,
Liberty
actual-size,
and
we
will
be
setting
up
this
week.
A
website
microsite
PWS,
a
blue-ribbon,
org
comm
and
on
that
site.
The
documents
that
you
have
before
you,
as
well
as
Steve's
presentation
and
a
Q&A,
will
be
posted
as
well
as
any
other
meeting
notes
that
we
have
along
the
way.
D
We
can
sort
and
make
sure
that
we're
addressing
the
concerns
of
the
city
residents
and
that's
why
we
require
the
zip
code
we'll
be
sharing
those
comments
with
the
committee
as
they
do
their
investigation
and
as
we
expand
our
Q&A
section
of
the
site,
hopefully
addressing
as
many
concerns
as
possible.
We
have
found
that
this
is
the
best
way
to
reach
as
many
residents
that
want
to
participate
in
the
conversation
in
the
short
period
of
time.
That
we
have
to
do
it
I'm
also
going
to
reach
out.
D
We've
already
started
the
process
of
reaching
out
to
the
libraries
in
the
city
of
Pittsburgh
and
leaving
copies
of
both
the
report.
You
have
in
front
of
you
as
well
as
the
presentation.
So
if
someone
doesn't
have
a
computer
but
want
to
go
ahead
and
access
those
documents,
they
can
go
to
their
local
library
in
the
city
and
do
that
as
well
and
read
them.
They
won't
be
able
to
take
them
with
them.
They
can
read
them
there
and
leave
them
for
the
next
person
that
might
want
to
see
it.
D
E
Are
it
our
work
and
our
out
our
kind
of
record
of
our
conversations
will
be
on
the
website
so
that
anybody
can
access
that
information
and
that
those
concerns
can
be
shared.
I
know
that
there
are
shared
concerns
among
many
groups,
and
so
we
want
to
make
sure
that
they
know
that
they're
heard
and
that
the
team
can
respond
to
those
issues.
C
And
Christine
is
also
going
to
be
working
with
scepter
tech
to
bring
even
more
petrotech
already
special
has
a
strong
expertise
in
green
infrastructure,
but
her
firm
really
focuses
on
that
area
and
in
the
case
of
sewer
and
especially
storm
water,
the
green
infrastructure
component
could
be
one
of
those
pieces
that
saves
that
read
that
reduces
the
capital
improvement
program
needs
perhaps
dramatically.
So
it's
also,
even
though
it's
not
the
primary
part
of
what
we're
doing
we're,
taking
into
consideration
the
processes
at
PWSA
that
take
green
infrastructure
into
consideration.
C
The
beginning
of
the
book
contains
a
description.
The
narrative
on
the
options
we'll
be
exploring
and
I
would
advise
you
to
read
that
and
understand
what
those
options
are.
I
actually
can't
say
to
you
now,
which
of
these
options
is
going
to
turn
out
to
have
the
most
favorable
economic
picture.
I
can't
even
tell
you
which
of
the
ones
that
are
going
to
be
relatively
easy
to
implement.
Although
certainly
internal
improvement
is
always
the
easiest
implement.
C
C
The
reason
those
options
do
vary
in
terms
of
their
impact
on
ratepayers.
They
vary
for
several
different
reasons.
For
example,
one
of
the
questions
you
have
yeah
we
have
to
pose
here
is
if
the,
if
the
capital
improvement
program,
let's
focus
on
that
for
a
moment,
not
the
organization.
If
the
capital
improvement
program
is
going
to
be
literally
billions
of
dollars
over
the
next
30
40
years,
can
it
be
financed
with
taxes,
imp,
debt
or
can
it
has
to
be?
Does
it
have
to
be
financed
with
private
financing?
Taxable
financing?
C
The
future
needs
of
the
capital
program
to
their
entire
rate
base.
That's
an
important
situation,
because
if
you
don't
share
the
cost
with
a
larger
rate
base,
then
all
of
those
costs
have
to
be
paid
for
by
the
users
but
by
PW
essays
current
users.
If
your
scenario
is
internal
improvement,
couple
with
regionalization,
then
everybody
in
the
region
is
in
the
same
boat.
C
Logic
would
tell
you
that
a
lot
of
economies
of
scale
and
a
lot
of
efficiencies
can
be
gained
through
regionalization,
but
that
first,
but
the
first
step
for
anything
like
that
has
to
occur
with
the
improvement
of
PWSA
to
make
it
an
attractive
base
and
in
the
future,
a
regional
authority,
probably
wouldn't
even
be
called
PWSA.
It
would
be
something
else
and
its
governance
would
change
or
change
with
the
membership
with
community
membership.
So
what
we're
looking
for
in
each
of
these
options
is
what
are
the
operations
and
maintenance
savings?
C
C
What's
the
optimal
value
based
capital
program,
the
capital
programs
are
not
even
though
the
needs
are
obvious,
it's
they
will
be
done
differently.
There
will
be
different
priorities,
part
of
it's
a
personal
opinion,
part
of
it's
an
engineering
perspective,
but
they
will
differ
depending
on
which
the
options
are
selected
and
the
efficient,
effective
support
services,
the
back-office,
the
customer
service,
the
billing,
the
meters
one
observation
is,
is
if
the
utility
were
to
be
transferred
to
a
to
a
local
gas
or
electric
company,
or
something
like
that.
C
The
first
thing
they
will
do
is
to
replace
all
of
those
meters.
One
because
meter.
Reading
right
now
is
a
tedious
task.
The
other
is
because
what
happens
if
the
old
meters
which
pittsburgh
has
the
old
meters
actually
start
to
to
lose,
lose
their
precision,
so
the
household
actually
ends
up
paying
for
less
water
than
they
actually
use
over
time.
So
newer
meters
don't
have
that
problem
they're
all
connected.
They
all
talk
to
each
other,
the
as
far
as
far
as
the
the
billing
goes
again.
C
I'll
wrap
up
by
saying
that
in
our
next
meeting
that,
oh
by
the
way,
I
should
add
that
we
we've
tried
in
the
book
here
to
provide
I.
Think
we
already
mentioned
this.
We've
tried
to
provide
mixed,
balanced
perspective,
not
balance,
but
certainly
one
where
you
can
see
both
sides
of
how
people
look
at
the
same
issues
and
by
hearing
what
they
think
of
these
of
these
options
from
both
sides.
I
think
it's
you
can
probably
arrive
at
your
own
perspective.
C
C
C
A
Just
thank
you,
I
think
just
impressions,
maybe
we'll
talk.
Obviously,
as
I
said
earlier
for
the
panel.
Whatever
was
on
your
mind
in
terms
of
questions,
I
do
want
to
say
that
institutional
change
really
starts
with
a
candidate,
honest
assessment
of
self
and
if
there's
any
precip
rep.
If
anybody
questions
whether
or
not
the
mayor's
committed
the
change
here
in
and
isn't
afraid
of
the
political
fallout
from
taking
a
hard
look
at
the
existence
of
this
Authority,
we
would
not
have
allowed
your
presentation
to
occur
today.
A
So
I
think
that
we're
open
on
his
candid,
you
know
with
with
respect
to
what
were
what
we've
inherited
the
work
that
we've
done
has
an
administration.
So
the
commitment
is
here
and
again
all
of
you
sort
of
heated
the
mayor's
call
to
come
to
the
table
and
work
on
behalf
of
the
public,
with
with
respect
that
you're
all
busy
folks
as
volunteers
and
so
I
just
appreciate
your
time,
and
so
with
that
would
open
up
for
questions.
A
F
F
You
know
in
environments
like
this
about
consensus
on
things,
but
I
think
most
of
us
would
agree
in
this
room
that
the
consensus
is
that
the
service
hasn't
been
run
well,
there's
systemic
issues
and
another
consensus,
perhaps
might
be
that
cost
of
service
will
have
to
inevitably
go
up
and
that's
not
something
that
I
think
you
know
kind
of
any
one
of
us
wanted
to
hear,
but
I
think
it.
It
states
the
reality
of
where
we
go
from
here.
F
So
my
question
to
you,
though,
is
before
we
even
get
to
the
point
of
deciding
who
does
what
and
what
mode
Audi
we
use
is.
What
does
that
budget?
Look
like
you
know
what
this
is:
a
convergence
of
the
capital
plan
and
the
you
know
the
improvement
of
the
authority,
as
is
what
does
all
that
look
like,
and
how
do
they
converge
with
the
replacements
that
are
necessary?
The
improvements
for
the
assets,
so
we
can
get
to
an
intersection
of
defining
the
improvement
plan.
F
F
C
Well,
let's
start
with
capital
program,
since
that's
the
primary
variable
here,
the
CFO
has
already
begun
a
rate
study
to
that
it
takes
what
a
what
I
would
probably
call
it
this
fairly
call
at
this
point:
hypothetical
replacement
needs
and
repair
needs
for
the
system
over
the
next
10
20
and
30
years,
and
that
study
is
not
yet
finished
and
I.
Think
when
it
is,
you
have
to
wait
to
see
how
that
is
implemented
and
through
what
option.
C
The
options
do
make
a
difference
at
the
capital
program,
the
repairs
program
to
bring
it
to
an
acceptable
level.
It
is
not
an
acceptable
level.
You
will,
and
also
you
will
it's
unnecessary
and
too
expensive
to
bring
it
to
a
pristine
level.
That
means
replacing
the
all
the
pipes
that
have
any
leaks,
all
the
pumps
that
need
repaired,
all
of
the
the
processes
and
repairs
that
need
to
be
made
it's
breathtaking,
but
you
can
get
the
system
to
a
very
good
and
sustainable
state
of
repair.
C
By
less
than
that,
however,
we
are
talking
about
billions
of
dollars
here
that
doesn't
have
to
be
spent
immediately.
It
needs
it
can
be
spent
over
the
next
20-30
years.
It
can
be
financed
over
an
even
longer
period.
Recently,
DC
water
financed
some
of
its
improvements
over
a
hundred
years
and
there
was
plenty
of
appetite
for
those
bonds
shockingly.
C
So
this
is
not
a
problem
that
has
to
hit
the
current
generation
of
ratepayers
with
every
single
dollar,
but
it's
going
to
be
large,
but
PWSA
has
an
efforts
underway
to
size
the
capital
improvement
program
according
to
various
scenarios
and
now
again
I'm
gonna.
Let
them
speak
to
the
precision
to
those
levels
and
I
know
they're,
not
quite
prepared
to
do
that.
So
I
hesitate
to
say
what
I'm
that
what
I'm
talking
about
is
anything
more
than
they're
hypotheticals.
At
this
point,.
B
Steve
a
few
questions.
Firstly,
as
Kevin
said,
I
appreciate
the
language
you
used,
the
the
bluntness
of
it
that
you
did
not
pull
punches
and
we
need
to
hear
that
I
do
have
a
specific
question
in
that
regard,
though
you
said
one
of
your
slides
said:
PWSA
is
a
failed
organization,
atop
a
dangerous
and
crumbling
structure.
Yes,
what
do
you
mean
by
dangerous?
What's.
B
C
In
the
sense
that
they
are
that
many
of
the
buildings
are
actually
buckling,
their
foundations
are
are
undermined.
They
the
conditions
we
observed
were
we
felt
to
be.
That
would
be
dangerous,
not
necessarily
to
the
public,
but
certainly
people
working
them
working
among
among
them.
There
are
facilities
that
need
to
be
fixed
now
and
Bob
and
and
his
team
are
really
working
to
do
that,
they're
doing
so
on
a
shoestring
budget.
That's
why
I
said
I
want
to
separate
the
longer-term
capital
program
from
sort
of
the
immediate
organizational
and
short-term
fix
I.
A
B
Three
sort
of
technical
questions
you
have
to
go
deeply
into
them
now,
because
I'm
sure
this
will
be
coming
out
as
you
go
for
with
your
study,
but
in
the
in
the
briefing
book,
which
looks
very
good,
you
say
dirt.
Durability
risk
can
improve
considerably
one
ownership
of
the
assets
and
responsibility
for
operations
are
separated.
Could
you
explain
that
in
the
servo
sort.
B
C
And
so
that's
why
we've
we
separate
those
two.
When
we
talk
about
the
problem
of
durability,
you
can
have
a
capital
program
and
anyone
can
implement
that
according
to
the
strictures
of
the
plan,
but
organizations,
whether
they're,
public
or
they're
private,
if
they're
not
faced
with
either
competition
or
constant
attention
to
efficiency,
tend
to
retreat
back
to
their
norm.
If
you've
ever
had
a
business-
and
you
didn't
have
competition,
you
got
to
admit
you
probably
got
a
little
lazy.
Public
organizations
work
the
same
way
when
there
isn't
an
impetus
to
stay
absolutely
focused.
C
There
is
some
slippage
most
of
the
time
that
slippage
is
not
material
here,
it's
important
a
private
operator-
and
this
is
again
our
experience.
A
private
company
that
takes
over
a
water
and
sewer
utility
ideally
will
come
in
to
every
day
that
the
manager
or
supervisors
come
in
to
their
job.
They
are
thinking
about
how
do
I
reduce
the
cost
of
what
I'm
doing
and
maintain
the
quality
of
service
that
we
are
committed
to
some.
C
Absolutely
focused
on
that
and
I
have
to
say
at
first
I
didn't
completely
understand
that
until
I
saw
the
private
operators
come
in
to
a
utility
that
had
not
that
had
been
previously
managed
in
fairly
well
and
sort
of
startled
by
the
fact
that
yes,
there's
pressure
from
the
top
or
that,
but
that's
also
what
they
did.
That's
the
consciousness
of
what
they
do
and
that
staying
that
focused
on
the
efficiency
of
your
operations,
while
maintaining
quality
is
a
really
challenging
thing
to
do.
C
You
can
be
pretty
good
at
it,
but
pretty
good
at
it
won't
beat
your
competition
out
there,
so
that's
now
and
so.
Making
that
durable
requires
something
in
addition
to
culture.
In
addition
to
a
good
attitude,
it
requires
systems
and
that's
what
you're
here
for
that's
what
you'll
hear
from
Tulsa.
Is
they
faced
a
privatization
threat?
They
knew
they
would
have
to
change
when
they
decided
to
go
with
internal
improvement.
C
They
worried
about
slippage
back
to
the
same
old
way
of
doing
business
and
that's
why
they
focused
their
effort
on
putting
in
information
systems
and
monitor
formance
monitoring
systems
and
providing
new
tools
that
collected
all
that
performance
data
underneath
the
surface.
So
that
was
so
that
management
and
the
board
of
directors
could
see
it.
B
C
Assumes
that
the
public
stand
with
managed
competition,
a
fair
managed
competition
in
which
the
employees
have
a
reasonable
chance
to
win
that
competition
assumes
that
the
public
and
private
competitors
are
on
equal
terms
in
terms
of
their
knowledge,
in
terms
of
their
training
and
in
terms
of
the
tool
sets
that
are
available
to
them
in
this
particular
case
that
so
starting
with
the
tool
sets
are
so
widely
divergent
from
any
operator
would
bring.
In
the
skill
level,
the
licensing
I
mean
the
the
lack
of
licensed
engineers.
Operating
Engineers
in
PWSA
is
breathtaking.
B
C
B
C
A
C
B
G
Thank
you
for
your
presentation,
I,
appreciate
hearing
your
findings
this
morning.
I
had
two
questions
and
one
relates
to
the
transparency
and
outreach
I
appreciate
that
you'll
have
a
website
available
and
that
you'll
be
able
to
track
community
resident
responses
on
that
and
the
that
the
libraries
will
have
information
as
well,
but
I
don't
know
if
that
necessarily
goes
out
enough
to
the
outreach
component.
The
transparency
certainly
but
related
to
outreach
I
would
have
envisioned
some
more
direct
coverage
with
the
community,
just
as
PWSA
had
had
community
meetings.
G
When
we
had
the
issue
with
DEP
and
the
lead
service
lines
and
the
elevated
lead
levels
and
in
water
there
was
an
opportunity
throughout
the
city
to
have
the
customers.
The
rate
payers
come
and
have
a
conversation
and
learn
more
about
that
process
and
become
engaged
in
that,
and
so
I
would
anticipate
and
want
to
see.
Perhaps
some
of
these
community
style
meetings
across
the
city
as
well
to
really
have
that
back
and
forth
interaction.
That
I
think
is
necessary.
G
G
G
D
C
All
of
that
has
there
was
a
flurry
of
activity,
I
think
in
July
and
I
haven't
and
certainly
where
our
legal
folks
have
been
paying
attention
to
it.
A
lot
of
attention
to
it,
because
that's
our
perspective
is
that
that's
premature
and
I'm
concerned,
and
my
concern
was
that
she
would
lose
local
stakeholder
faith
if.
A
C
A
Solution,
I
can
weigh
in
it.
Just
in
terms
of
the
conversation
to
Harrisburg.
There
was
a
bill
that
was
passed
through
the
Senate,
the
house
bill
had
been
amended
and
sort
of
back
into
the
house,
so
unfortunately,
Harrisburg
is
is
gridlocked
on
the
budget
right
now
and
that
being
said,
the
administration
you
know
I
personally,
was
up
there
two
times
lobbying
on
behalf
of
the
bill.
You
know.
A
Governance
regarding
how
you
spend
money
right
now,
the
authority
itself
is,
you
know
accountable
to
the
appointed
members.
There
would
be
a
requirement
that,
for
instance,
that
the
prosecution
of
a
long
term
capital
improvement
plan
is
open
and
and
subject
to
regulation
by
the
PUC.
So
there
are
elements
of
the
bill,
they're
bad
parts
to
it
and
again
you're
giving
up
sort
of
self-governance
as
a
municipal
authority,
but
there
was
a
lot
of
good.
So
so
the
answer
is
it's:
it's.
It's
moved.
You
know
the
conversations
have
occurred.
A
C
Yeah
I
would
I
would
say
that
there,
if
there
is
a
transfer,
if
the
IFV
preferred
option
here,
is
to
transfer
the
utility
even
to
a
public,
non-profit
trust,
but
also
to
a
either
a
private
investor,
owned
utility
or
via
a
concession
that
will
immediately
go
under
PUC
regulation
automatically.
The
question
I
I
that
we
primarily
had
is:
is
this
organization
capable
of
dealing
with
the
PUC
and
dealing
with
the
expectations
of
the
PUC
with
regard
to
the
capital
program
and
the
management
of
the
and
and
then
dealing
with
with
higher
rates?
A
One
last
point
on
that
as
well.
We
made
it
very
clear
that
any
move
toward
PUC
oversight.
We
would
not
accept
if
that
were
being
done,
to
make
a
decision
about
the
future
of
the
authority,
for
instance,
to
privatize
the
authority,
or
you
know
that
the
PUC,
as
has
been
done
in
the
past
in
Philadelphia,
where
the
gasworks
were
you
know,
perhaps
that
political
authority
through
Harrisburg,
was
made
to
sort
of
manipulate
the
local
authority
towards
a
particular
outcome.
A
The
future
of
this
authority's
going
to
be
made
by
the
residents
of
the
city
of
Pittsburgh
through
all
of
us,
the
recommendations
we
made
through
our
elected
officials,
it
City,
Council
and
folks,
the
mayor
and
as
well
as
the
board
members
of
PWSA,
and
so
to
the
extent
that
there
was
a
move
and
how
berg
to
push
this
authority
toward
a
particular
outcome.
That's
something
that
was
not
acceptable
to
us.
H
Question
on
whether
or
not
and
I
appreciate
your
report
and
I
appreciate
sort
of
the
comments
and
some
of
them
as
someone
that's
been
in,
you
know,
in
this
organization
for
a
few
years
rang
true,
some
did
not
so
I
guess.
The
question
is:
is
there
was
a
deep
operational
dive
into
taking
a
look
at
PWSA?
Is
that
correct,
as.
H
C
H
Know
the
meters
are,
are
old
and
need
to
be
replaced
with
new
meters
once
again
be
helpful
to
know.
Well,
what's
the
inventory
because
I
think
everybody
that's
aware
of
the
meters
are
aware
that
the
authority
replaced
all
its
meters,
at
least
it's
residential
meters
a
few
years
ago
to
two
and
a
half
three
years
ago.
So
if
those
are
old
meters
now
and
nor
they
were
wrongly
purchased,
I'll.
C
Should
professor
Floyd's,
the
the
people,
who
did
the
review,
do
have
their
notes
and
I
have
their
draft
reports?
The
some
of
the
pieces
I
pulled
out
of
those
reports
are
they're,
not
that
they're,
not
the
they're,
not
the
scariest
parts
of
the
reports,
so
you
know
we'll.
We
can
certainly
have
those
I
wanted
to
make
sure
that
we
we
were
thorough
but
at
the
same
time
I
wanted
to
make
sure
that
the
panel
was
attentive
to
the
issues
that
we
did
see
out
there.
I
Is
similar
to
two
Alexes,
given
that
PWSA
is
doing
kind
of
their
own
internal
capital
planning,
which
is
no
small
feat
to
go
20
30
years
out?
Do
you
have
any
recommendations
to
get
us
to
that
baseline
so
that
we
do
have
a
clearer
understanding
of
what
that
capital
program
should
look
like
and
then
from
there
what
our
risk
assessment
appetite
should
be
when
it
comes
to
whether
it's
traditional
asset
management
or
the
risk-based
asset
management
I
want.
E
A
A
C
C
All
the
sudden,
the
capital
program
changes
all
of
a
sudden
priorities
change,
and
so
it's
never
quite
cast
in
stone,
but
now
this
is
very
much
a
close
relationship.
We
don't
have
the
time
or
the
resources
to
second-guess
what
Bob
and
his
team
are
up
to.
Instead,
it's
you
know:
how
can
that
process
be
improved?
What
are
the?
What
are
the
needs
right
now
for
improving
that
process?.
J
Blue-Ribbon
panel
right,
so
it's
a
council
person
and
board
member
and
the
Advisory
Committee
to
the
panel.
Thank
you
for
your
report
and
it's
been
a
long
process
of
continuing
to
turn
over
stones.
We
keep
saying
this
right.
We
want
to
know
where
the
problems
are
and
for
too
long,
no
one
was
looking
under
those
rocks
to
find
out
what
the
problems
were.
So
thank
you
to
everybody
here
for
for
being
willing
to
take
that
hard.
Look.
J
Your
presentation
certainly
was
disturbing
on
our
water
plant,
but
so
two
things
really
are
impressive
right
that
we
have
such
a
dire
situation
at
the
water
plant
it's
distressing
and
we
need
to
know
that
and
we
need
to
know
how
to
move
forward,
but,
secondly,
that
we're
losing
fifth
percent
of
her
water
is
also
something
we've
known
for
a
while
right,
but
that's
not
at
the
water
plant.
If
we
had
a
magic
wand
today
and
could
just
kind
of
plop
down
a
brand
new
water
plant,
we'd
still
be
losing
50
percent
of
the
water
right.
C
J
The
majority
of
your
presentation
today
was
the
most
immediate
and
distressing
situation
that
we
need
to
fix
the
water
plant.
But
let
us
not
forget
to
keep
in
front
of
us
that
we
have
a
thousand
miles
of
water
distribution
lines
and
1500
miles
of
sewer
transmission
lines
that
are
really
the
bulk
of
the
system,
and
it
is
my
daily
experience
right,
because
that's
why
the
street
is
the
sinkhole
is
in
the
street.
That's
why
someone's
basement
is
filling
up.
J
J
We
have
mobility
issues,
we
have
redevelopment
in
some
places
and
still
depopulation
in
others.
We
know
that
we
need
it's
literally,
a
50
mile
square
square,
mile
radius
of
a
water
system
that
we're
rebuilding
and
so
and
I
said
it
before
I
think
when
we
started
this
process.
Let's,
let's
keep
in
front
of
us
the
system
that
we
need
to
build
as
we're
thinking
through
what
are
the
financing
and
what
are
the
governance
structures
that
we
need
to
create?
So
I
just
wanted
to
remind
us
that
it's
well
the
water
plan
and
Aspinwall.
J
C
Councilman
I
think
you're
absolutely
correct
that
that
the
vast
majority
of
the
expenditures
in
the
long
term
capital
program
will
be
underground,
and
unfortunately,
that
will
be
the
most
challenging
for
the
city
as
a
city
as
a
whole
to
deal
with.
The
good
news
is,
is
that
more
information
is
being
gathered
on
the
underground
structures,
none
of
its
very
encouraging,
but
yes,
you're
correct
and
it
does
take
a
different,
and
that
means
there
will
be
a
different
approach.
Some
of
these
options
will
be
probably
a
little
better
at
dealing
with
underground
infrastructure
than
others.
Hey.
K
Yes,
so
Steve,
thank
you
for
your
report.
If
you
you
walk
into
the
water
treatment
plant
today,
you'll
see
a
plaque.
Plaque
is
right
at
the
entrance
to
the
lab
and
it
says
that
the
building
was
dedicated
in
1969,
so
we're
almost
50
years
into
in
1969.
That
was
a
state-of-the-art
plant
and
it
was
built
by
local
contractors
and
engineering
firms
here
who
built
it
to
the
specifications
but,
as
we
all
know,
almost
50
years
later,
it
needs
some
attention.
K
K
I
think
that
the
it's
clear
that
what
we
have
now
is
not
sustainable
but
and
that
we
need
some
type
of
restructuring
and
some
type
of
investment,
but
I
want
folks
at
home
to
know
that
there
are
a
lot
of
folks
who
spent
the
this
past
weekend.
Working
24/7,
dealing
with
issues
and
and
I
think
that's
important.
I
think.
A
That's
very
well
said:
I
again
when
we
started
this
conversation
to
prep.
For
this
meeting,
there
was
a
clear
directive
by
the
mayor's
office
that
there
should
be
no
sugarcoating
that
the
the
presentation
you
saw
today
was
the
first
time
I
saw
it
and
just
in
terms
of
our
commitment
to
the
process,
but
that
that's
sort
of
a
picture
of
where
we
are
right
now
and
we've
hired
folks
to
come
in
here
and
inform
us
on
the
status
and
just
echo
Alex's
point.
We
do
have
people
working
very
hard.
A
Every
day,
we've
made
a
lot
of
progress,
even
in
the
last
six
months,
dealing
with
issues,
regulatory
issues
with
the
DEP
safety
issues
and
the
like.
So
this
is
a
candid
assessment
to
inform
some
very
hard
decisions
that
we
have
to
make
here
about
the
future
of
this
authority
and
and
and
and
I
think
that
that
candor
is
something
that
is
necessary.
You
know
for
us
to
to
make
those
decisions,
but
it
doesn't
portray
the
fact
that
we
have
you
know
very
hardworking,
dedicated
people
which
I
think
came
through.
A
There
are
plans
and
and
I
think
we
know
what
we
need
to
do.
It's
the
question
on.
How
do
we
get
there
and
what
what's
the
best
structure
for
us
to
have
the
resources
and
the
expertise
to
deliver
and
and
I?
Think
that's,
that's!
That's
really
what
this
engagement
is,
at
least
from
our
perspective
here
from
the
city
was
intended
to
procure.
L
A
You
mr.
Roy
I
just
want
to
echo
I,
think
Michelle,
encouraging
the
team
to
have
you
know
a
public
meeting
where
you
know
we
can
sort
of
be
vulnerable
and
talk
about
these
issues
and
have
people
show
up
and
ask
those
questions.
That's
something
that
I
think
is
essential
and
so
we'll
work
with
you
to
echo.
The
comments
made
that
you
know
we
should
be
and
again
this
is
sort
of
the
starting
line.
A
Okay,
so
our
next
public
meeting
on
this
will
be.
Is
it
September,
12th,
and
so
just
for
the
we
did
release
a
copy
this
morning
for
the
mayor's
office
as
part
of
the
press
release
for
today,
an
electronic
copy
of
the
briefing
book,
so
that
is
available
on
a
city's
website,
will
also
be
make
sure
that
we're
communicating
the
website
that
that
you
guys
are
setting
up
to
make
sure
that
you
know
all
of
the
documents
that
are
leading
this
or
open
for
public
review
and
in
common.
A
So
with
that
I
just
appreciate
your
time
throughout
this
process.
You
know
this
started
from
even
selecting
this
team
and
I
know
some
of
you
sort
of
agreeing
to
stay
on
to
help
guide
us
through
the
future
of
this
Authority
is
something
that
I
personally
and
I
know
the
mayor
appreciates
very
well.
It's
a
lot
of
hard
work
ahead
of
us,
a
lot
of
time,
you're
all
very
busy
people
and,
on
behalf
of
the
residents
I,
just
appreciate
your
attention
and
your
participation
in
this.
A
It's
probably
the
one
of
the
most
important
things
that
that
we'll
do
as
an
administration
is,
you
know
not
kick
the
can
down
the
road
any
further.
You
know
expend
the
public,
the
political
capital
to
make
the
right
decisions
here,
because
it's
it's
one
of
the
most
important
things
that
we
have
ahead
of
us
and
I
can't
think
of
a
better
group
of
people
to
sit
around
the
table
and
try
to
do
it
together.
So
thanks
for
your
time
today
and
meeting
adjourn.