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A
B
A
D
That
was
why
that
the
asset
management
plan
was
done
on
a
fee
fee-for-service
basis
as
they
over
went
over
the
our
minimum
population
requirements,
but
it
doesn't
really
matter
because
even
the
small
communities,
when
we
do
asset
management
plans,
we
do
them
on
a
fee-for-service
basis,
because
the
ohio
epa
and
the
ohio
water
development
authority
and
our
other
partners,
they
don't
cover
that
in
our
grant
program.
So
when
we
do
those
services,
we
have
to
recover
our
costs,
I'm
nathan,
davis.
The
mayor
invited
me
to
come
this.
D
D
D
For
quite
some
time
now-
and
it's
kind
of
kind
of
we
have
two
things
here:
we
kind
of
have
the
overall
asset
management
plan
for
the
water
system,
which
is
now
required
by
the
ohio
epa
and
then,
along
with
that
is
the
rate
analysis,
which
kind
of
ties
in
what
you
know
the
component
to
make
the
components
and
suggested
components
of
that
asset
management
plan
work.
That's
what
we're
going
to
I'm
going
to
talk
about
here
today.
D
D
D
We
were,
I
worked
with
the
water
utility
staff
and
including
the
mayor,
including
john,
the
financial
director
there
and
over
since
sometime
last
summer,
all
the
way
through
around
february,
we
worked
together
to
put
the
plan
together
for
ironton,
and
a
lot
of
this
is
rules
and
regulations
that
are
required
by
the
in
the
ohio
administrative
code.
Here's
the
chapter
that
that
those
are
called
for.
So
a
lot
of
the
you
know.
D
A
lot
of
your
plan
is,
is
components
and
aspects
such
as
your
contingency
plan
and
other
things
that
you
already
had
it's
kind
of
bringing
those
together.
So
we
kind
of
have
a
lot
of
these
already.
These
components
that
you
already
have
that
are
in
the
asset
management
plan
are
your
operation,
metrics
and
general
data
of
the
water
system.
That's
all
in
there
there's
a
schematic
of
your
water
plant,
there's
the
contingency
plan,
which
is
updated
annually.
D
There's
your
various
rules
and
regulations
of
your
water
system
that
have
been
passed
by
ordinance
by
council
and
then
there's
your
best
management
practices
such
as
valve
exercising
and
other
things
that
we'll
talk
about
a
little
bit
more
one
of
the
big
first.
Steps
of
an
asset
management
plan
is
coming
up
with
an
inventory
which
we
did.
We
inventory
the
ironton
system
pretty
thoroughly
and
and
what
you
wanna,
and
that
is
a
what
it
is,
is.
D
Basically,
this
plan
has
been
presented
to
the
utility
staff
to
ryan
the
off
operator
to
brett
the
superintendent
and
then
also
the
mayor
and
john.
There
is
an
an
excel
spreadsheet
and
then
there
that
has
various
appendixes
in
it
and
then
there's
also
a
word
document
which
is
kind
of
a
summarization
of
the
plan.
So
anytime
I
refer
to
an
appendix
such
as
this
case
the
inventory
appendix
k
it
is
in
those
spreadsheets
okay.
D
What's
the
probability
of
failure
for
those
components,
each
of
these
components
and
then
what's
the
consequence
of
failure
for
those
components,
and
that
way
it
kind
of
gave
us
a
way,
a
weighted
score
and
kind
of
gave
us
what
our
priorities
are
in
terms
of
identifying
capital
improvement
projects
and
identifying.
You
know
what
what
needs
the
most
attention.
D
This
is
just
kind
of
an
example.
I
know
you
can't
see
all
these
numbers,
but
this
is
in
your
appendixes.
This
is
just
an
example
of
your
appendix
k,
which
is
the
inventory
it
went
through,
for
example,
all
of
your
wells.
It
identified
all
your
tanks,
it
identified
your
meters
and
by
size
it
identified
the
different
hydrants
in
terms
of
what
years
they
were
installed
and
then
there
was
also
we
did
a
good
inventory
of
the
utility
trucks
and
equipment.
D
We
came
up
with
the
replacement
costs
for
those
we
determined
what
the
expected
useful
life
remaining
on.
Those
components
was,
and
then
we
did
to
the
far
right
is
the
kind
of
the
ranking
that
I
talked
about
where
we
gave
it
a
one
to
six
ranking
on
probability
of
failure
and
consequence
of
failure
and
then
kind
of
came
up
with
a
total
score.
D
Incidentally,
the
entire
ironton
total
asset
replacement
cost
for
the
entire
water
system
came
out
at
an
estimated
52
million
dollars.
So
that's
kind
of
gives
you
an
idea
of
the
worth
and
the
value
of
your
water
system
there
in
ironton,
once
we
did
that
we
kind
of
went
through
the
plant
and
we
decided
hey
okay.
Now
within
the
system,
there
are
smaller
short-lived
asset
systems
and
parts
that
will
require
attention
or
require
replacement.
D
So
we
went
through
there
and
we
identified.
Those
kind
of
this
is
kind
of
like,
if
you
think
about
this-
and
I
know
you
guys-
are
kind
of
involved
in
this
more
so
I
won't
spend
as
much
time
as
an
as
I
did
on
the
council,
but
it's
kind
of
like
thinking
about
your
car
within
that
car.
There
are
several
other.
We
could
break
that
thing
down
into
various
parts.
You've
got
your
your
suspension.
You've
got
your
transmission.
You've
got
your
motor
you've
got
the
body.
You've
got
the
frame.
D
D
So
that's
kind
of
the
age
that
we
have
on
a
lot
of
our
systems
and,
to
this
point,
we've
kind
of
been
in
america
kind
of
in
this
run
to
failure
mode.
So
if
we
take
a
car,
for
example,
we
can
buy
that
thing
straight
up
the
lot.
We
cannot
change
the
oil.
We
cannot
check
the
tire
pressure.
We
cannot
clean
the
battery
connections,
not
flush
the
system
on
the
coolant,
not
change
the
transmission,
fluid,
etc,
etc,
etc,
and
that
car
will
still
probably
last
us
at
least
45
000
miles.
D
This
has
kind
of
been
going
on
in
europe
for
several
years
because
of
their
age
of
their
infrastructure
is
highly
older
than
ours.
So
it's
a
concept,
that's
taken
on
there
a
lot
sooner
than
it
is
here.
So
if
you
think
about
ironton's
water
system,
you
know
it's
a
like.
I
said
it's
a
53
million
dollar
investment,
but
it's
much
more
important
than
just
your
car
because
it
needs
to
be.
D
So
the
next
thing
we
did
once
we
went
through
the
inventories,
we
decided,
we
determined.
Okay,
we
got
with
the
staff
with
utility
staff
and
we
determine
now
what
preventative
and
predictive
maintenance
tasks
are
not
being
performed
that
are
essential
to
the
long-term
health
of
the
system
due
to
lack
of
funds
or
resources
in
the
water
fund,
and
this
is
all
identified
in
appendix
d
in
appendix
l
of
the
plan.
D
Okay,
so
one
step
at
a
time,
there's
preventative
and
predictive
maintenance.
The
things
that
things
that
we're
not
doing
as
well
a
job
is
that
we
need
to
to
maintain
the
water
system.
Those
needs
were
identified
as
a
a
gis
system
needs
to
be
integrated
into
the
water
system
for
better
tracking
and
better
mapping.
D
They
recently
have
even
brought
up
some
communities
on
findings
and
orders,
or
not
having
a
a
good
valve
exercising
plan
to
make
sure
that
all
the
shut
off
valves
and
isolation
valves
are
in
a
constant
state
of
good
working
order,
there's
additional
annual
maintenance
that
was
identified
that
was
needed
to
the
prv
valves,
to
the
booster
pumps
and
to
the
storage
tanks.
There
was
also
a
little
bit
of
a
training
and
certification
process
to
a
staff
member
for
some
black,
the
backflow
prevention
and
valve
inspection
program.
D
That's
another
item
that
the
ohio
epa
does
pay
close
attention
to
so
once
we
broke
that
down.
This
is
a
this
is
a
summary
of
that
appendix
l,
for
your
preventative
and
predictive
maintenance
tasks
that
are
needed
that
are
in
the
asset
management
plan,
and
this
is
just
kind
of
a
breakdown
of
those
items
that
I
just
identified
and
we
kind
of
came
up
with
what
was
required
to
do
those
what
the
total
additional
cost
was
and
what
years
and
how
many
years
they
were
needed.
D
Most
of
those
are
in
your
plant,
but
there's
also
some
others,
such
as
meters
and
valves
and
and
hydrants,
and
other
things
of
that
nature.
It's
kind
of
like
breaking
your
car
down.
You
know
that
there's
going
to
need
to
be
a
brake
job
done.
You
know
that,
eventually,
that
ignition
system
is
going
to
be
tuned
up,
you
know
eventually
the
serpentine
belt
after
30
thousand
miles
is
going
to
need
to
be
replaced,
and
you
also
know
after
40
000
miles.
D
So
what
are
the
short-lived
assets
in
the
water
plant
and
the
distribution
system
that
will
require
periodic
replacement?
These
are
all
outlined
in
appendix
l,
and
this
is
an
example
of
it.
We
identified
in
the
treatment
plant.
There
was
filter,
media
valves,
high,
lift
pumps,
chemical
feed
system,
the
building
and
structure
itself.
We
broke
out
the
well
pumps.
D
D
Same
thing
on
your
short-lived
assets,
we
we
slowly
integrated
those
costs
in
over
a
five-year
period,
for
example,
of
the
total
141
000
of
annual
set-aside
for
replacement
of
short-lived
assets.
We
simply
integrated
in
26
000
of
that,
so
only
a
portion
of
that
and
then
worked
up
to
63
000
by
the
next
year
and
67
by
the
third
year,
getting
close
to
that
total
amount
by
the
fourth
year
of
107.,
and
that
goes
from
all
the
way
from
all
the
short-lived
assets
identified
in
your
plant.
D
So
now
we
also
know
that,
no
matter
what,
even,
if
you
replace
short-lived
assets,
even
with
all
the
preventative
and
predictive
maintenance,
eventually
there's
going
to
be
major
rehabilitation,
that's
going
to
need
to
be
done.
For
example,
in
your
car.
You
know
that
the
motor
eventually
is
going
to
have
to
be
rebuilt.
If
you
keep
it
long
enough
on
the
road,
the
the
front
end
is
going
to
have
to
be
rebuilt.
The
transmission
will
probably
at
one
point,
need
an
overhaul.
D
This
is
what
we
want
to
refer
to
in
our
water
system.
Is
our
large
capital
improvement
projects
that
will
require
debt
to
being
able
to
perform,
such
as
a
major
water
plant
rehabilitation
project
or
the
replacement
of
several
thousand
feet
of
water
line?
You're
not
going
to
be
able
to
pay
for
that
in
cash
through
your
budget,
you're
going
to
have
to
probably
finance
that,
so
what
you
need
to
have
is
an
amount
in
your
budget
that
is
set
aside
for
debt
capacity
when
it
comes
to
this
ironton
has
done.
D
D
D
D
You
can
cap
that
and
then
that
way,
you've
got
a
decent
chunk
of
change
set
aside
for
when
that
major
emergency
does
occur,
so
that's
kind
of
what
we
went
through
and
we
identified
that,
and
so
we
identified
all
those
different
components
that
I
talked
about:
preventive
and
predictive
maintenance
coming
from
the
inventory,
short-lived
asset
replacement,
capital
improvement
projects
that
require
debt,
and
then
your
emergency,
escrow
and,
and
that
was
kind
of
the
plan.
And
so
there's
then
a
program.
D
You
have
to
kind
of
get
a
program
started
to
implement
that
plan
and
what
ties
all
that
together
to
become
a
program
is
your
rates,
and
so
that's
where
we
have
to
kind
of
look
at
that
and
be
willing
to
talk
about
that.
Now
rates
must
include
this
asset
management
com,
what
we
call
a
complete
cost
recovery
and
it's
like,
I
said,
we're
kind
of
we're
kind
of
talking
about
a
change
of
culture,
we're
going
from
a
run
to
failure
to
more
of
a
asset
management
type
culture.
D
D
We
also
want
to
account
every
year
a
little
bit
for
inflation
impact
and
what
we
used
was
a
three
percent
annual
impact
on
inflation
for
the
cost
of
most
of
your
materials
supplies,
parts,
labor
and
electricity.
Because
rarely
do
these
costs
go
down,
they
usually
go
up
a
little
bit
every
year,
so
we
we
accounted
for
that
in
the
rate
study.
D
Once
again,
this
is
all
about
trying
to
set
up
a
system
here,
where
you're
kind
of
getting
away
from
a
run
to
failure
and
more
into
an
asset
management
philosophy
when
it
comes
to
the
maintenance
of
your
water
system.
So
how
were
the
rates
analyzed?
Well,
we
reviewed
the
last
five
years
of
revenue
and
expenditure
reports
in
your
water
fund
and
we
looked
for
trends.
D
D
D
So
we
look
at
our
current
water
rates
for
ironton
now
bear
in
mind.
This
is
just
the
water.
This
is
not
sewer.
This
is
not
trash
or
any
of
that
we're
just
looking
at
just
water
right
now,
your
cost
per
each
1,
000
gallons,
is
6.44
per
month.
There's
also
an
administrative
fee
of
2.50
per
month.
That's
added
that
works
out
to
a
monthly
bill
for
a
forty
four
thousand
five
hundred
gallon
per
month,
customer,
which
is
what
you
know,
the
ohio
epa
and
other
funders
consider
to
be
an
average.
D
That
means
the
average
customer
in
in
ironton
is
paying
around
28.26
per
month
for
their
water.
If
we
take
the
current
annual
medium
household
income,
not
the
average,
the
median
of
ironton,
which
is
identified
by
american
community
survey
at
35
000,
that
means
a
typical
bill
payer
for
their
water
bill
portion
only
is
paying
about
0.97
percent,
not
quite
one
percent
of
their
annual
income
towards
their
water
bill,
and
we
look
at
that
because
that's
kind
of
how
the
funders
when
it
comes
to
low
interest
loans
and
grants
and
things
of
that
nature.
D
D
Now,
after
that,
there's
the
increases
are
not
as
steep
they're
a
lot
less
more
gradual.
For
example,
in
january
of
2022,
there
would
be
a
another
slight
increase
from
876
to
920,
and
the
administrative
fee
would
go
from
258
to
265
and
then
in
2023
you're
talking
about
cents
on
the
dollar,
from
920
to
947
and
from
the
administrative
fee
from
265
to
273,
and
you
can
see
so
on
and
so
on.
After
that.
D
E
D
In
preventative
and
predictive
maintenance,
one
area
that,
when
talking
with
brad
and
ryan
and
the
mayor
that
was
identified
as
inadequate,
was
the
valve
exercising
and
what
what
it
amounts
to
is
is
that,
given
it
was
identified
that
with
brett
and
his
current
staff,
a
vast
majority
of
their
time
is
being
taken
dealing
with
day-to-day
activities,
especially
with
there's.
A
lot
of
we
know.
D
There's
areas
that
they're
having
to
deal
with
a
lot
of
main
breaks
bottom
line
is
they've,
got
the
equipment
that
they
need
to
have
a
nice
velvet
valve
exercise
machine,
but
when
they're
not
able
to
dedicate,
they
would
like
to
work
where
there
was
actually
a
person
who
was
pretty
much
responsible
for
just
valve
exercising
on
an
in
any
given
year.
So
starting
in
2022,
there
was
additional
staff
proposed
valve
exercising
plan.
D
C
D
D
D
D
Yes,
city
building
water
plant
sewer
plant
spray
park
horse
park,
little
league
and
community
service
building,
those
were
the
ones
that
were
identified,
not
not
a
big
cost.
There
we're
only
looking
at
about
eight
thousand
dollars
or
so
to
meter
those
connections
and
the
only
reason
that
it's
recommended
that
those
be
metered
is
because,
even
though
those
are
buildings
are
not
receiving
a
bill
and
are
not
customers,
but
it
will
go
a
long
way
in
being
able
to
have
a
very
accurate
number
on
tracking
your
city's
water
loss.
D
D
There's
no,
no
any
estimated
savings.
No
of
what
now
what
that
would
help
you
do
is
determine
down
the
road.
You
know
I
mean
a
lot
of
communities
will
identify
themselves
as
having
a
30
or
even
highs,
40
or
50
percent
water
loss,
but
a
lot
of
times
once
you
go
through
a
complete
awwa
standard
water
audit
and
determine
take
in
everything
that
is
needs
to
be
taken
into
account
there
a
lot
of
times.
It's
determined
that
it's
more
than
not
something
is
meters
or
something
like
that.
D
F
D
D
D
It
is
a
rough
estimate.
Yes,
it
is
a
rough
estimate
now,
there's
other
things
that
have
to
be
taken
into
consideration
such
as
obviously
such
as
leaks,
there's
also
a
calibration
of
your
meters.
There's
water,
that's
used
in
flushing,
there's
the
water,
that's
used
at
your
unmetered
locations,
so
yes,
it
gives
it
will
give.
A
D
A
rough
estimate,
but
in
order
to
to
really
analyze
that
water
loss
and
come
up
with
a
very
good,
accurate,
solid
percentage,
there's
just
some
other
things
that
have
to
be
taken
into
consideration,
but
you
you're
correct.
That
is
what
you
should
be
monitoring
at
a
minimum
every
year
when
looking
at
your
system-
and
I
know
ryan-
has
done
a
good
job
of
at
least
analyzing-
that
to
some
degree
in
some
of
the
charts
and
and
spreadsheets
that
he's
already
keeping.
B
D
B
D
Unaccounted
for
water
they'll
call
it
non.
The
term
they
use
now
is
non-revenue
water.
We
used
to
just
call
it
water
loss.
Now
it's
referred
to
as
non-revenue
water
is
the
new
quote-unquote
buzzword,
but
yes,
john
you're
correct.
That
would
be
something
else
that
would
need
to
be
taken
into
account.
A
D
Is
actually
a
chart
in
that
in
your
asset
management
plan,
it
would
be
the
last
appendix
and
it
determined
through.
We
me
the
mayor,
john
brett
and
ryan
worked
through
that
pretty
extensively
on
a
couple
of
different
meetings
and
analyzing
the
finances
and
the
number
that
we
came
up
with
right
now
is
it's
a
dollar
64
per
thousand
gallons.
G
G
Okay,
my
my
second
question
was:
did
you
factor
in
a
three
percent
annual
increase
in
your
numbers
because
we've
been
discussing
on
council
implementing
little
by
little
either
cost
of
inflation
based
on
consumer
price
index
or
a
cost
of
living
adjustment
that
wasn't
quite
at
three
percent?
So
did
you
factor
that
three
percent
into
your
numbers.
G
E
G
D
Well,
there's
probably
some
slight
variation
on
the
fact
of
it,
because
there
it
depends
on
how
your
software
like,
if
they
go
to
4
000.
If
they
go
to
4
000
and
one
gallons,
are
you
know,
are
they
going
to
be
charged
a
whole
another
644,
or
does
it
have
to
go
all
the
way
to
5
000
before
that
additional
644
is
added
in
so
there
could
be
a
little
variation
there.
D
G
G
D
D
D
You
know
it's
not
it's
not
a
reason.
You
know
we
don't
look
at
someone's
rates
and
say
well
they're
only
at
.85.
We
got
to
raise
them.
Well,
no!
That's
based
on
you
know
how
you're
covering
your
standard
daily,
o
m,
what
preventative
and
predictive
maintenance
tasks
you're
doing
or
not
doing,
and
so
on
that
we
talked
about
in
the
asset
management
plan.
I
just
I
just
want
to
reiterate
that.
That's
that's
what
we
work
towards
and
we
do
look
at
that
percentage
and
make
sure
that
it's
not
way
out
of
line.
D
D
F
In
the
water
department,
we
didn't
do
much
more
than
the
lights
and
the
hvac
stuff,
because
they
were
way
too
high
on
the
cost
of
the
things
they
wanted
to
do
for
the
water
department,
so
that
yeah
there
wasn't
much.
It
was
almost
like
a
wash
to
do
the
improvements
and
pay
for
it
up
front.
With
that
bond
now
it'll
be
able
to
be
paid
for
from.
I
might
need
a
little
bit
more
help
from
john.
F
F
I
just
so
nathan,
with
the
rates
that
you've
proposed.
That
also
incorporates
what
that
life
expectancy
is
of
everything
that
we're
going
to
be
changing
at
those
years.
So
those
rates
actually
account
for
what
we
can
expect
to
be
paying
not
only
to
keep
us.
You
know
up
with
the
cost
of
inflation,
but
also
with
what
we're
expected
to
have
break
down,
say:
20,
22,
25,.
D
F
And
to
clarify:
that's,
you
know
we're
we're
taking
in
the
life
expectancy,
but
that
doesn't
mean
if
you
know,
pumps,
water
pump,
number
three
doesn't
go
down
by
its
expected
2024
date.
You
also
still
go
ahead
and
replace
it,
because
that's
what
you
raised
the
rates
for
that's
what
the
rates
said
that
we
were
supposed
to
do
right.
D
F
F
D
F
With
nate
klein's
question
about
you
know
with
the
residents
and
stuff,
I
think
if
we
commit
to
these
rates
the
way
we
can,
you
know
explain
to
them
that
it's
the
safety
of
it.
You
know
to
reassure
them
that
hey
these
are
the
improvements
that
we
are
making
over
these
years
as
well,
that
those
rates
are
going
to
account
for.
Would
you
say
that?
F
D
Good,
yes,
it's
kind
of
it's
it's
like.
Instead
of
waiting
for
the
fire
to
occur
before
you
go
out
and
put
out
the
fire,
it's
identifying,
you
know
the
conditions
of
when
that
fire
is
most
likely
to
start
occurring
and
replacing
the
component
before
that
occurs.
So
there
is.
That
is
definitely
a
strategy
and
a
concept
that
that
this
is
this
is
taking
into
an
account.
F
D
It's
raising
it's
raising
the
rates
to
a
make
sure
you
can
cover
your
daily
operation
and
maintenance.
You
know
all
those
fixed
costs
that
you
already
have
it's
raising
the
rates,
also
to
ensure
that
we're
you
know
to
there's,
there's
preventive
and
predictive
maintenance
that
we're
not
doing
that.
We
need.
D
F
Yeah,
I
was
just
the
questions
I
was
asking
was
to
kind
of
get
more
clarification
out
of
it,
for
if
anybody
still
had
questions
about
how
I
I
think
the
selling
point
on
it
is,
is
that
we
are
making
the
improvements
that
we
need
to
we're,
not
just
raising
the
rates
to
have
a
cash
cow
set
aside
any
day
fund,
but
we
do
have
a
small
amount.
You
said
two
percent
on
the
rainy
day
fund
to
cover
those
emergencies
right,
you're,
not
doing
anything
unnecessary
right.
E
A
E
A
A
F
D
You
know,
four
to
five
million
dollars,
and
I
think
when
certain
preliminary
engineering
reports
were
performed
and
shown
to
the
epa,
I
think
the
epa
came
to
the
realization
that
it
would
made
more
financial
sense
for
colgrove
to
purchase
water
from
ironton
who
has
capacity
and
who
is
moving
forward.
You
know
with
maintaining
their
system.
I
think
the
the
epa
views
ironton
in
a
good
light
and
I
think
they
view
it
as
a
practical
means
of
instead
of
providing
additional
grant
funds
or
whatnot
to
cole
grove.
D
D
If
you're
selling
water,
if
you're
in
the
bulk
water
business,
there
does
need
to
be
some
profit
there
and,
and
obviously
that's
all
going
to
come
down
to
to
iron,
and
you
guys
thoughts
and
your
final
decisions
on
that.
But
in
terms
of
you
know,
practicality,
I
think
ohio
epa
is,
is
favorable
for
that
and
would
like
to
see
that
happen.