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A
A
A
A
A
A
B
C
D
B
B
E
Trigger
vap,
I
think
we
want
to
start
with
minute
approval
of
minutes
of
the
last.
That's
right.
D
E
B
B
D
Seconded
by
commissioner
colette
all
are
there:
is
there
any
discussion,
all
those
in
favor
of
the
motion,
please
indicate
by
saying
aye
aye
and
he
pose
the
same
sign
hearing
none.
The
motion
carries
all
right
and
now
we
are
on
to
our
regular
agenda
and
the
first
item
on
the
agenda
is
the
election
of
a
vice
chair.
F
Position.
Excuse
me:
commission,
chair
gabot.
D
F
Just
for
point
of
clarification
and
order
on
the
agenda
as
it
sits
with
the
agenda,
there
was
a
request
to
approve
minutes
both
from
a
january
or
excuse
me.
A
june
2nd
meeting
and
a
june
16th
meeting
believe
that
the
motion
that
was
put
forward
and
passed
would
be
sufficient
for
the
last
meeting,
which
would
be
june
16th.
F
D
B
D
All
right
and
a
second
from
commissioner
ellis
all
those
in
favor
of
the
motion,
please
indicate
by
saying
I
I
I
any
oppose
the
same
sign
hearing
none.
The
motion
carries
and
thank
you
for
for
catching
that,
all
right
and
now
back
to
where
we
were
after
a
rocky
start.
D
D
A
Is
that,
commissioner
ellis,
I
am
going
to
put
my
name
in
the
hat,
and
I
know
that
you
and
I
had
had
a
short
conversation.
So
I
didn't
know
if
it
was
appropriate
that
I
speak
up
or
if
you
were
planning
to
speak
up
about
that.
D
A
Okay,
I
think
I
would
like
to
learn
more
about
the
duties,
but
I
would
presume
at
this
time
that
a
vice
president
would
step
in
when
the
president
is
not
there
and-
and
I'm
not
sure
if
there's
other
duties,
but
I
do
have
an
interest
just
to
help
out
wherever
is
needed.
D
So,
thank
you,
commissioner
ellis.
Are
there
any
other
commissioners
who
would
like
to
indicate
their
interest
or
speak
to
the
interest
of
commissioner.
D
C
D
A
E
Thank
you,
chair
gravette,
so
heather
buchanan,
our
chief
administrative
officer,
is
going
to
make
a
presentation
on
the
rental
capacity
charge,
and
this
is
more
of
the
administration
of
how
we
would
actually
implement
the
charge.
We
we
talked
in
the
previous
meeting
about
what
the
actual
charge
would
be
and
now
there's
just
the
logistics
of
how
do
we
implement
you
know
how
long
do
we
allow
someone
to
be
under
the
rental
capacity
charge
concept?
So
she's
got
a
presentation
throughout
the
presentation.
H
B
H
So,
as
chair
and
commission
members,
as
steve
mentioned,
and
you
obviously
know,
last
month
we
proposed
a
rental
capacity
charge
a
new
fee
within
our
overall
rate
structure
for
the
water
renewal
fund,
and
the
commission
approved
that
new
fee
to
be
added
to
our
overall
structure,
and
then
we
also
did
say
that
we
want
to
come
back
and
discuss
some
of
the
implementation
questions
with
the
commission
and
get
feedback
on
how
we
should
answer
those
questions.
H
As
we
talked
about
last
month,
there
are
two
components
of
our
water
renewal,
financial
needs
or
basically,
our
revenue
needs
for
our
watering
oil
fund.
There's
the
operation
and
maintenance
side
of
the
house
and
the
capital
investment
side.
So
the
operation
and
maintenance
side
is
our
day-to-day
operations.
These
are
funded
by
service
charges,
basically,
the
monthly
rates
we
send
out
bills
to
our
customers
on
a
monthly
basis.
So
it's
the
monthly
rates
that
are
paid
there.
Interest
earnings,
there's
also
crop
revenues
and
a
few
other
miscellaneous
revenues
there
on
the
capital
investment
side.
H
This
is
for
constructing
our
facilities
and
it's
funded
by
connection
fees
and
also
our
service
charges.
So
some
of
those
monthly
revenues
that
we
receive
as
well
the
portion
that
we're
going
to
focus
on
today
is
a
subset
of
the
connection
fees,
so
just
a
refresher
on
the
connection
fees.
This
is
when
a
new
user
decides
to
connect
to
our
system,
they're
required
to
pay
a
connection
fee
and
that
connection
fee
is
proportional
to
their
estimated
usage
based
on
flow
bod,
tss
and
ammonia.
H
At
this
time,
we'll
be
changing
that
structure
in
the
future,
but
those
are
the
four
components
right
now
and
we
sometimes
refer
to
this
capacity
as
purchase
capacity.
So
as
I
talk
about
purchase
capacity
through
the
rest
of
presentation,
that's
what
I'm
referring
to
and
there
are
times
when
a
customer
exceeds
their
purchase
capacity
and
we'll
refer
to
this
as
an
exceedance
and
that's
where
the
rental
capacity
charge
comes
in.
We
either
have
to
determine
whether
they
purchase
more
capacity
or
if
they
rent
capacity.
H
If
it's
an
instance
where
it's
something
short-term
or
one-time
need,
if
we're
selling
that
additional
capacity
in
those
instances
we'll
have
idle
capacity
in
our
system
and
that's
not
a
good
situation
for
either
our
customer
base
overall
or
the
system
itself,
and
so
we
agreed
last
month,
you
approved
the
idea
of
a
rental
capacity
charge.
H
So
how
do
we
determine
an
exceedance?
So
you
saw
this
graphic
a
little
bit.
Last
month
we
have
our
water
renewal
facility.
The
blue
portion
of
the
box
represents
our
the
purchase
capacity
within
our
system
and
then
there's
some
level
of
reserve
capacity
in
the
system.
When
we
have
a
new
customer,
the
customer
decides
they
want
to
come
in
and
purchase
capacity.
H
So
that's
relatively
equal
to
the
amount
of
the
their
flow
and
loading
usage
that
they
have
in
the
system
and
then
they
begin
their
facility
begins
discharging
to
our
our
system
at
the
end
of
each
month.
For
our
monitored
customers,
we
measure
their
monthly
usage
between
the
flow
and
the
loadings,
and
when
we
we
say
loadings,
that's
the
bod,
tss
and
ammonia
and
we
compare
that
to
their
purchase
capacity.
H
H
So
I've
got
a
couple
of
examples
and
kind
of
format.
You
saw
this
one
last
month
and
I've
got
another
example
as
well.
So
for
this
example
that
we
saw
last
month,
a
customer
came
to
us
in
advance
and
notified
us
that
they
were
doing
some
construction
on
their
facility
and
there
would
be
a
series
of
months
that
they
would
need
to
exceed
capacity.
H
So
we
determined
what
we
would
need
to
do
and
in
this
case
the
customer
actually
in
their
contract
had
a
rental
clause
set
up
they're,
the
only
ones
that
at
the
time
did
have
that
clause
set
up.
So
we
were
then
able
to
rent
capacity,
but
were
any
of
our
other
customers.
We
would
not
have
been
able
to
rent
that
capacity,
so
the
orange
line
that
goes
across
the
middle
of
the
graph
is
representative
of
their
purchase
capacity.
H
H
So
for
the
first
few
months
october
through
december,
they
were
well
under
their
purchase
capacity,
but
then
starting
january
through
august
in
this
example
that's
when
they
were
doing
their
construction
and
where
they
exceeded
their
capacity.
So
anything
on
the
blue
bar
above
the
orange
line
is
where
we
were
renting
capacity
with
them
once
they
completed
their
construction
in
september,
their
usage
again
dropped
below
their
originally
purchased
capacity,
so
on
a
month-to-month
basis,
their
operational
bill.
H
They
pay
for
that
full
amount
of
usage
for
the
operation
of
our
facility,
but
during
the
months
where
they
were
constructing,
they
only
needed
to
pay
an
incremental
amount
to
rent
that
capacity
and,
as
you
can
see,
it
would
be
silly
for
us
to
sold
them
capacity
up
to
their
highest
usage,
which
would
have
been
in
february
because
on
a
normal
month-to-month
basis,
they
would
not
need
that
much
capacity,
and
so
this
was
a
construction
example.
The
next
example
is
more
of
an
operational
example.
H
This
customer
needed
does
quarterly
cleanings
of
their
facility,
so
they
occasionally
exceed
their
capacity.
So
in
may
they
same
situation
here.
The
orange
line
is
their
purchase
capacity
in
may.
They
slightly
exceeded
just
a
tiny
amount
because
of
their
cleaning
the
rest
of
the
time
up
through
january.
H
They
were
well
within
their
purchase
capacity,
and
then
there
was
a,
I
don't
recall
exactly
the
situation
it
wasn't
related
to
their
purchase
or
to
their
cleaning,
but
for
three
months
in
a
row
there
was
a
system
issue
that
they
had
where
they
well
exceeded
their
capacity
and
for
them
the
bod
amount
that
they
exceeded.
It's
not
significant
for
our
overall
water
renewal
system,
but
for
their
individual
system
use
for
their
facility.
It
is
very
significant,
so
it
you
can
see
in
april
that
their
usage
dropped
back
down
below
what
they
had
originally
purchased.
H
So
for
those
times
when
they
were
above,
we
could
have
rented
them
capacity,
since
we
knew
it
was
just
a
short
term
incident,
and
in
this
case
we
didn't
have
a
rental
clause
in
their
contract
or
the
rental
fee
in
place.
Yet
we
just
had
to
ignore
it
and
not
charge
them
which
isn't
the
best
situation
for
any
of
our
customers,
so
so
keep
that
operational
ideas
in
mind.
H
There
are
things
like
routine
maintenance,
cleaning
of
facilities,
and
occasionally
we
have
an
instance
where
the
customer
may
have
on-site
pre-treatment
and
they
due
to
an
operational
error
in
their
system,
they
may
still
exceed
our
the
capacity
that
they've
purchased,
which
happens
off
and
on
so
so.
Those
are
my
examples.
H
I
think
the
key
things
to
keep
in
mind
with
the
examples
are
the
reason
for
that
exceedance,
maybe
the
time
or
duration,
that
that
exceedance
is
going
to
happen
and
then
notification
period,
notification
to
our
operations
staff
is
very
important
so
that
they
can
handle
whatever
exceedance
or
whatever
is
coming
to
them
in
the
plan.
If
they
can
anticipate
that
that
helps
them
tremendously.
H
So
now,
basically,
we've
determined
we
may
have
an
exceedance
now.
What
do
we
do
with
that
exceedance?
So
here's
the
first
of
our
questions
that
we
wanted
to
post
to
you
rental
versus
purchase.
So
when
should
a
customer
have
to
rent
virtu
versus
purchasing
capacity
following
an
exceedance
and
our
recommendation,
the
rental
capacity
charges
should
be
for
times
when
it's
an
infrequent
need
a
short-term
need
or
an
isolated
incident
capacity
purchase.
H
If
there's
frequent,
overages
or
a
known
capacity
need
like
the
known
capacity
need,
could
be
if
a
if
they're
increasing
their
production
in
their
facility.
We
have
various
food
manufacturers
or
food
producers
and
other
manufacturing
companies
within
our
system.
So
if
they're
increasing
their
throughput,
it
may
result
in
an
increased
need.
So
I'd
like
to
get
any
feedback
from
the
commission
on
this
one,
if
there's
anything
else
that
you
might
recommend
on
the
rental
versus
purchase.
D
And
with
that,
I
will
ask
my
fellow
commissioners
if
they
have
any
input
on
the
rental
versus
purchase
discussion
as
we've
had
it
so
far,.
C
H
Chair
commission,
member
crowley,
we
have
probably
about
nine
monitored
customers,
and
that
would
apply
to
this.
Initially,
this,
the
rental
capacity
of
charge
is
set
up
so
that
we
eventually
could
apply
it
to
all
of
our
customer
base.
If
we
choose,
but
initially
it's
set
up,
so
it
will
be
working
mainly
with
our
monitored
customers,
and
the
reason
being
is
that
we
need
to
be
able
to
sample
or
know
the
difference
between
what
their
purchase
capacity
is
and
their
actual
usage
on
a
monthly.
H
Chair,
commissioner,
crowley,
that's
a
very
good
question.
It's
a
little
bit
of
both
we
do
monitor
so,
and
that
kind
of
comes
to
one
of
our
later
questions
as
well.
Sometimes
our
customers
don't
know
that
they've
exceeded
their
purchase
capacity
during
the
month,
and
so
we
will
capture
that,
based
on
our
sampling
and
monitoring
that
we
do
each
month
and
at
the
end
of
the
month,
we'll
report
back
to
them
that
they've
exceeded.
H
There
are
times,
though,
that
our
customers
know
in
advance
that,
for
example,
the
example
with
the
construction.
They
knew
that
the
work
that
they
were
doing
on
their
facility
at
that
time
would
cause
them
to
exceed
their
capacity
or
we've
had
other
customers
that
come
to
us
in
advance.
Knowing
that
they're
adding
on
to
their
facility,
more
production
ability
and
so
they'll,
come
to
us
well
in
advance,
and
let
us
know
that
they
want
to
purchase
capacity.
So
those
are
pretty
clear-cut
ones.
C
I'm
wondering
about
the
pricing
for
the
excess
capacity
or
the
the
criteria
you
have
in
mind
or
the
basis
by
which
the
rental
capacity
has
been
determined.
It's
my
perception
that
the
the
water
renewal
system
is
very
heavily
skewed
towards
fixed
costs
just
by
the
nature
of
a
fixed
utility.
C
You
invest
and
you
have
a
certain
staffing
level.
They
will
not
change
as
a
result
of
variations
in
consumption
or
usage,
that's
made
of
the
facility,
and
so
we're
talking
about
capacity
here,
which
is
synonymous
most
of
the
time
in
fixed
utilities,
with
fixed
costs.
And
so
I'm
wondering
if
the
rental
capacity
charge
is
based
on
the
essentially
a
calculated,
fixed
or
capacity
charge,
that's
equivalent
to
what
it's
actually
going
to
cost
or
what
that
fixed
unit
would
cost
and
and
how
we
recover.
That.
H
Chairman
commissioner
crowley,
your
your
question
is
very
well
pointed
and
correct
that
the
charges
that
we're
looking
at
here
are
primarily
the
fixed
costs
with
this
the
building
of
the
assets.
There
is
also
a
component,
as
I
mentioned,
as
far
as
the
notification,
that
is
operational
that
is
not
captured
in
this
feed
that
we're
proposing
and
considering
right
now,
and
we
need
to
talk
more
as
we're
looking
at
our
fee
structure
to
see
if
there's
an
another,
maybe
operational
fee.
H
That
would
be
paired
with
this
to
incentivize
our
customers
to
notify
us
in
advance.
We've
talked
a
bit
internally
of
that
and
I
think
there
are
pros
and
cons
of
that
as
well.
If
there's
a
fee
for
a
customer
providing
us
advanced
notice,
then
they
may
not
want
to
notify
us
because
they're
going
to
get
the
fee
and
then
sometimes
after
the
fact
if
the
fee
is
after
the
fact
for
because
we've
found
it
without
their
notification,
sometimes
it's
difficult
to
track
that
back
to
the
user
itself.
H
E
Sure
trigger
that,
just
our
clarification
on
on
the
question.
We
are
basing
the
the
rental
capacity
charge
on
how
we
capture
the
the
kind
of
the
fixed
cost
that
it's
it's
based
on
a
portion
of
a
per
eat.
Sfdu,
I
think
that's
fs,
sfde,
sorry
single
family
dwelling
equivalent,
so
whatever
that
fixed
cost
is
to
recover
our
investment
in
the
system.
This
rental
capacity
charge
was
based
on
a
portion
of
that
fixed
cost.
E
D
Of
course,
commissioner
ellis
thank.
A
H
Commissioner
ellis,
I
your
thinking
is
right
on
and
if
you
don't
mind,
I
have
got
that
question
in
one
or
two
more
slides.
I
believe
so.
I
think
we'll
answer
that
one
in
just
a
minute,
if
that's
okay,.
H
D
You,
commissioner,
hilton.
G
Hi,
sorry,
I'm
not
on
video,
I
I
can't
seem
to
get
it
to
work
for
me,
so
I'm
gonna
have
to
do
this
when
you
can't
see
me,
but
one
of
the
things
I'm
wondering
as
we're
talking
about
reserve
capacities-
and
I
recognize
this
is
different
than
the
context
of
capacity
that
I'm
most
familiar
with.
But
I'm
wondering
if
there's
a
minimum
level
of
reserves
that
we
need
to
have
for
the
system
to
operate
smoothly
or
for
regulatory
reasons
or
or
anything
like
that.
G
H
Chair
commissioner,
hilton,
yes,
there
is
a
minimum
level
of
reserve
that
we
are
required
to
have,
and
I
believe
that
once
we
reach
about
85
percent
of
our
overall
capacity,
we're
required
to
start
planning
for
our
next
level
of
capacity.
So
we're
doing
that
already
so
that
we
were
required
to
be
able
to
fulfill
the
needs
of
our
customers
as
they
connect
to
our
systems.
So
we
have
to
anticipate
in
advance
and
have
some
capacity
available.
H
G
H
Chair
commissioner,
hilton,
as
far
as
I
know,
there's
not
a
penalty
that
we
incurred
by
using
that
reserve
capacity.
I
think
that
within
our
npds
permits,
the
penalty
would
be
as
if
we
have
some
sort
of
permit
violation,
because
we've
exceeded
capacity
in
some
faster
or
we
haven't
been
able
to
treat
the
what's
been
sent
to
us
because
of
some
other
exceedance.
E
Character
that
just
one
thing
to
add
to
heather's
answer
is
that
the
the
sfde
is
the
single
family
dueling
equivalent
the
basically
the
existing
capacity
charge
that
we
would
charge
to
a
home
or
to
a
business,
that's
being
updated
in
our
cost
of
service
study.
That's
coming
in
the
next
year
or
two
so
to
commissioners,
hilton's
point
about
if
reserve
capacity
is
being
used
and
it's
causing
you
to
have
to
build
additional
capacity.
E
D
I
have
a
related
question:
are
there
any
particular
elements
or
assets
that
are
the
most
strained
by
these
exceedances,
or
is
it
just
the
the
entire
system
as
a
whole.
E
Cherokee
vat.
This
thank
you
for
the
question.
E
I
think
it
depends
on
the
timing
so
as
as
we
we
have
this
chart
that
we
use,
we
call
it
the
spaghetti
chart
and
it's
got
all
of
our
different
system
capacities
based
on
what
the
focus
of
treatment
is.
E
So
we
have
a
bod
spaghetti
chart
that
talks
about
all
the
different
treatment
components
and
that
helps
us
prioritize
which
components
to
add
next,
as
we
address
that
issue,
so,
let's
say
just
off
the
top
of
my
head,
so
we
have
a
flow
issue,
a
constraint
at
the
headworks
which
we
have
at
lander
street,
we're
going
to
add
a
new
headworks
at
lander
street.
That
constraint
will
then
get
pushed
to
the
right
of
our
spaghetti.
Chart
we'll
show
you
those,
maybe
one
of
our
next
meetings.
E
Once
that
happens,
some
other
constraint
exists
in
the
system.
That
then
will
eventually
have
to
address
to
to
keep
that
capacity
expanding.
So
typically,
it
is
focused
for
a
temporal
time
on
a
specific
process.
That's
what
prioritizes
our
cip!
So
when
we
come
to
you
and
say
we
want
to
start,
we
need
to
add
a
headworks.
E
It
could
be
one
it's
an
old
old
facility,
just
needs
replacement
or
it
could
be
a
capacity
project
or
it
could
be
both
in
the
case
of
headworks
atlantis
street.
It's
both.
So
it
does
change
over
time.
So
there's
no
specific,
like
if
somebody's
sending
more
bod
as
in
some
of
heather's
examples,
it
doesn't
necessarily
specifically
strain
all
the
time,
a
certain
system,
because
we
may
have
constraints
in
certain
parts
of
the
system
at
that
time.
If
that
makes
sense,.
D
Yeah,
thank
you.
I
have
an
unrelated
question
so
looking
at
this,
this
new
rental
capacity
charge
starting
are
there
any
instances
in
which
a
user
has
recently
purchased
capacity
where
it
might
have
made
more
sense
for
them
to
rent
the
capacity
that
they
had
previously
purchased.
H
Chair,
that's
a
really
good
question.
I
don't
think
so.
I
think
that
one,
the
example
where
I
had
the
construction
example
that
customer
we
did
have
a
clause
in
their
contract.
Already
it's
been
in
there
historically
that
we
could
do
a
rental
charge
for
them
so
had
we
not
had
that,
we
likely
would
have
wanted
to
sell
them
capacity
to
cover
that
we
didn't
sell
the
capacity
we
just
rented
it
during
that
time.
I
think
for
any
of
the
others
that
have
been
short-term.
H
We've
had
to
just
not
sell
the
capacity
quite
honestly,
so
this
fee
will
help
us
recover
the
cost
rather
than,
and
we
we
don't
have
exceedances
frequently
I
guess
as
well.
So
it's
not
like
we're.
Every
customer
is
having
exceedings
every
single
month.
It's
occasionally
so
cool.
H
H
We
have
several
of
these
that
are
roughly
2,
000
gallons
per
day.
10
accedence
for
them
is
200,
000
gallons,
so
10
is
very
relative
in
depending
on
their
size,
so
that
maybe
is
a
little
bit
of
a
challenge.
H
One
other
thing
to
note
here
is
that
our
city
code
does
allow
us
to
charge
for
basically
any
exceedance
and
determine
so
this
rate
structure
will
allow
us
to
determine
how
to
charge
that.
So
our
recommendation
is
saying
any
exceedance
that
way
we're
not
putting
in
a
place
of
being
having
to
decide
if
it's
10
or
5
percent
or
whatnot.
So
I
don't
know
if
you
have
feedback
on
that
or
a
different
suggestion.
B
Sorry
he
said
I
have
a
question:
is
it
going
to
create
a
whole
lot
more
work
for
the
public
works?
Folks?
If
we
now
have
everyone,
you
know
for
every
tiny
little
amount
as
soon
as
you're.
Over
10
I
mean
what
kind
of
burden
does
that
place
on
your
staff
and
then
do
we
need
to
do
any
more
funds
to
solve
those
positions.
H
Chair
and
commissioner
colette,
that's
a
very
good
question:
we're
already
doing
the
work
on
a
monthly
basis
with
these
monitored
customers
to
review
and
compare
if
they
have
an
exceedance.
We
do
this
every
month
on
every
monitored
customer
and
it's
a
small
subset
of
our
overall
user
base.
At
this
point,
so
it's
not
creating
an
extra
burden.
We
have
staff
in
place.
That's
already
doing
this
work.
The
extra
piece
would
be
just
charging
the
fee,
we're
already
doing
the
calculations
to
determine
the
exceedance.
D
I'll
just
note
that
I
I
do
like
the
staff
recommendation
here
to
keep
it
relatively
equal
for
the
volume,
as
you've
indicated
on
overall
use
of
our
system.
I
think
that's
the
the
best
approach
and
I
it
doesn't
sound
like
we
have
any
regular
residential
exceedance
for
water
use.
H
G
H
There,
even
though
it
varies
a
bit
but
we're
assuming
that
average
overall,
and
so
we
don't
charge
an
incremental
difference
right
now
on
residential
use.
F
H
We
don't
like
we
don't
have
a
way
to
on
a
monthly
basis,
know
what
your
residential
discharges
are.
So
we're
not.
Comparing
that
back
to
the
actual
usage,
we
do
calculate
a
monthly
ccf
for
the
operational
fees
and
charge
that
on
an
annual
basis,
so
there's
a
process
that
we
do
for
that,
but
we're
not
looking
monthly
to
see
if
there's
a
variance
from
that
for
residential
users,
if
that
makes
sense,
yeah
thanks
for
the
clarification.
A
I
thank
you
chairbot.
I
think
I
was
gonna
say
that
I
was
in
favor
of
the
recommendation
as
well,
but
what
went
through
my
mind
to
kind
of
get
there
was,
I
thought.
Well,
let's
say
we
go
with
the
greater
than
10
and
then
and
then
eventually
go
back
to
any
exceedance.
I
thought
that's
going
to
be
harder
for
most
people
and
businesses
to
go
from
that
to
that.
A
H
Chair,
commissioner
ellis,
thank
you
for
that.
That's
a
good
point,
and
one
thing
to
point
out
as
well,
is
that
our
customers
that
are
in
this
category
they
expect,
if
they
exceed
capacity,
that
they
do
pay
for
it.
So
if
we
were
going
to
something
different
than
that,
if
we
were
going
to
the
greater
than
10
percent,
that
would
be
different
than
what
they're
used
to
or
accustomed
to
at
this
point.
H
Question
then,
and
so
length
of
rental
period.
I
think
this
goes
back
to
the
previous
question.
How
long
can
a
rental
period
last
a
minimum?
Obviously
it
has
to
be
one
month,
but
should
it
be
up
to
six
months
or
up
to
a
year?
H
And
after
we've
done
quite
a
bit
of
discussion
within
staff,
our
recommendation
came
down,
maybe
two
points,
and
so
it
goes
back
to
those
examples
that
I
had
at
the
beginning
of
the
presentation
for
something
that's
operational
related,
and
this
would
be
where
you
know,
there's
a
maintenance
that
they're
doing
a
short.
You
know
a
small
maintenance
issue
or
they're
doing
a
facility
cleaning.
Quite
often
our
customers
do
a
quarterly
cleaning
cleaning
or
buy
monthly
cleaning,
or
something
like
that
or
if
there's
something
that's
an
operator
error.
H
We
have
one
customer
that
they've
had
an
operator
error
occasionally,
but
it
takes
a
couple
months
for
them
to
get
their
pre-treatment
equipment
back
operating
properly.
So
so
we
were
suggesting
in
this
case
that
it
would
be
up
to
three
months
or
potentially,
if
there's
something
completely
out
of
the
blue,
we
could
negotiate
with
them.
H
If
it's
a
rare
occurrence,
but
most
of
the
time
it
would
be
three
months
and
then
for
something
construction
related
the
example
that
I
gave
where
our
customer
was
expanding
their
facility
or,
if
they're,
installing
additional
pre-treatment
equipment
or
something
that
would
affect
their
flows
and
loadings.
We
could
allow
up
to
12
months,
and
the
caveat
here
may
be
like
in
our
current
market.
Construction
is
pretty
challenging
getting
supplies.
H
We
have
to
order
many
months
in
advance,
so
we
may
have
to
be
a
little
bit
more
flexible
on
this
and
one
in
the
short
term,
but
the
12
months
in
most
cases,
should
cover
it.
We
have
one
customer
currently
that
they're
doing
construction
now
and
expect
it
to
last
for
like
18
months,
so
we
would
have
to
make
an
exception
for
them
in
this
case,
but
they're
ordering
equipment
that
has
a
very
long
lead
time.
H
So,
like
your
feedback
on
this
one,
please.
D
Any
questions
or
comments
from
the
commission
on
the
duration
of
the
rental
period,
commissioner
collette.
B
Yes,
thank
you
chair.
What's
the
benefit
of
having
two
different
lengths
of
time?
Why
not
just
say
up
to
12
months
and
in
some
instances
it'll
be
two
or
three
months
in
some
instances,
it'll
be
12
months
I
mean.
Is
there
a
benefit
in
having
the
two
different
categories.
H
Chair
and
commissioner
or
commission
member
colette,
that's
a
good
question.
We
could
simplify
it
and
just
say
you
know
up
to
12
months
and
then
leave
that
to
staff
to
negotiate.
H
I
think
maybe
the
benefit
is
giving
a
little
bit
of
sideboard
so
that
within
we
don't
want
to
create
a
situation
where
our
customers
can
use
the
fee
to
their
benefit.
This
fee
is
much
lower
than
that
what
they
would
have
to
purchase.
E
Oh
sorry,
just
the
point
of
clarification
and
heather.
Maybe
you
can
confirm
this
in
most
cases
where
we
have
an
operationally
related
exceedance,
we're
finding
out
after
the
fact
in
many
cases
on
the
construction-related
exceedance
folks
are
reaching
out
to
us
saying
hey
next
year,
we're
going
to
have
construction
going
on.
So
I
think
it
feels
like,
if
folks
going
to
be
proactive
on
the
construction
side
and
and
alluding
to
heather's
comments
about
just
the
our
construction
market.
Right
now
is
really
difficult.
We
felt
like
a
12-month
window
was
reasonable.
E
H
Chair
and
commissioner
hilton,
that's
a
very
good
question
and
I
think
it
depends
on
the
situation.
For
example,
we
do
have
one
customer
right
now
that
would
be
in
a
situation
where
we
know
it's
going
to
be
18
months,
because
they
are
trying
to
purchase
equipment,
but
once
they
get
that
equipment
in
place,
their
loadings
would
drop
significantly.
H
So
I
think
it
would
be
on
a
situational
basis,
and
what
we
were
thinking
in
policy
would
be
that
if
we
were
going
to
exceed
something
at
12
months,
we
would
go
and
ask
for
director
approval
of
that,
so
that
it
takes
a
a
level
above
just
our
staff,
to
make
that
decision,
and
our
customers
then
would
also
be
able
to
acknowledge
that
it's
a
special
instance
that
we're
allowing
that
that
it's
not
normal
day-to-day
business.
H
D
You
I
have
a
question
about
looking
at
these
two
categories:
sort
of
intuitively.
It
makes
sense,
but
I
wonder
if
there's
a
way
that
you
have
conjured
for
defining
operational
versus
construction
related
in
a
more
formal
way,
so
that
there
wouldn't
be
any
necessarily
gray
area
between
the
two
or
if
there
are
any
related
policies
in
other
municipalities
that
have
similar
codes,
that
we
could
borrow
from
for
those
definitions
or
for
other
components
of
of
this
proposal.
D
H
That's
a
very
good
point,
so
our
loose
definition
right
now
are
the
kind
of
the
categories
that
we
noted
there.
We
will
based
on
the
discussion
today
and
the
approval
of
the
recommendation
actually
be
writing
a
policy
so
that
it's
very
specific.
So
in
that
policy
we
can
define
exactly
the
caveat
around
what
operational
is
and
construction
so
that
it's
very
clear-
and
we
can
point
back
to
that.
If
there's
a
question
with
our
customers.
D
H
D
H
I
think
we
can
move
on
all
right
so
grace
period,
then
as
we're
implementing
a
new
fee.
The
question
is:
should
we
allow
a
grace
period
for
a
certain
period
of
time
with
the
implementation,
and
we
initially,
the
staff
discussion-
was
that
makes
perfect
sense.
We
should,
of
course,
do
that,
but,
as
I
mentioned
earlier,
our
customers
that
are
in
this
category
expect
to
purchase
capacity.
H
So
if
we're
allowing
this
rental
capacity
charge,
it's
actually
a
benefit
to
them,
and
it's
also
a
benefit
to
our
entire
system,
as
we
noted
that
it
helps
us
to
keep
our
reserve
capacity
for
times
when
it
should
actually
either
be
sold
or
held
as
reserved.
So
we
felt
that
the
grace
period
is
not
actually
needed.
It's
our
customers
will
be
thankful
for
having
it
and
it
also
benefits
us
to
manage
that
reserve
properly.
So
we're
not
recommending
the
grace
period.
H
The
alternative
is
that
we're
going
to
be
doing
outreach
to
our
customers
as
we
implement
this
fee
in
the
next
couple
of
months.
We
have
several
things
other
things
that
we
need
to
touch
base
with
these
customers
and
so
we'll
be
including
the
discussion
of
the
rental
capacity
charge,
what
it
means
to
them,
how
that
we'll
be
working
with
them
if
there's
an
exceedance,
so
I
think
the
education
should
cover
the
difference
in
the
timing
of
a
grace
period.
Instead,.
H
So
I
think
this
was
also
one
of
commission
member
crowley's
questions.
Can
the
exceedance
be
noted
in
advance
or
in
arrears,
and
I
think
that
we've
discussed
that
it
could
be
either
as
steve
mentioned,
advance
notice
is
often
given
to
us
if
we
know
a
customer's
constructing
on
their
facility
or
something
like
that.
H
Arrears
also
happens
just
naturally,
if
a
customer
ex
is
doing
their
cleaning
process
and
maybe
uses
extra
cleaning
product
that
month,
they
may
exceed
accidentally,
and
so
since
we
treat
whatever
comes
down
the
pipe
to
our
facility,
it's
difficult
for
us
to
say
a
notification
in
a
rear,
so
to
speak,
is
not
acceptable.
It's
hard
for
us
to
say
that
so
we
prefer
advanced
notice
and
want
to
encourage
our
customers
to
notify
us
in
advance,
but
we
feel
we
also
have
to
accept.
H
I
don't
know
if
you
call
a
notification
in
arrears,
it's
not
exactly
that
or
just
letting
us.
You
know
we're
discovering
it
in
arrears
as
well.
So
education,
I
think,
is
also
the
key.
We've
had
recent
meetings
with
our
large
users
just
to
talk
to
them
about
our
overall
financial
plan
and
what
things
are
coming
along
that
will
financially
impact
them
and
it's
been
interesting
and
they
appreciate
that
outreach,
and
they
also
feel
that
it's
educational
for
them
and
lets
them
know
what
what
we're
doing
in
our
system.
H
H
Seems
so,
and
then
I
think
this
is
my
last
question.
So
if
a
customer
is
renting
capacity,
we
wondered
if
that
rental
capacity
fee
should
be
applied
against
the
cost
of
a
purchase
and
in
most
cases
I
think
our
feeling
was
no
and
that's
because
the
rental
capacity
is
in
lieu
of
actually
purchasing
the
capacity.
H
The
one
exception
may
be
if
we
have
a
new
customer,
that's
connecting
to
the
system,
for
example
a
brewery
and
we're
not
exactly
sure
what
their
flows
and
loadings
will
be.
We
could
potentially
say
you
know
after
six
months
of
monitoring
will
determine
what
your
baseline
level
flow
and
loadings
are,
and
then,
during
that
time
they
would
have
paid
rental
to
us.
We
could
apply
that
rental
fee
towards
the
purchase.
H
C
F
C
F
D
H
None
so
I
think
we're
to
the
point
we
can
summarize
and
so
the
recommendations
that
we
made,
and
I
think
we
didn't
have
any
significant
changes
from
them
so
feel
free
if
you
feel
that
they're
not
stated
as
you
want
them
to
be,
but
we're
saying
that
all
exceedances
should
be
charged
for
whether
it's
as
a
purchase
or
rental
in
terms
of
a
rental
that
those
should
be
when
we
have
a
short-term,
isolated,
infrequent
situation
in
an
operational
case
that
would
be
up
to
three
months,
so
the
short
term
would
be
three
months.
H
Construction
related
issue
would
be
up
to
12
months.
We
would
not
have
a
grace
period
we're
going
to
do
education.
Instead
of
that
we
will
be
having
advance
or
arrears
notification.
I
guess
you
could
call
that
and
then
the
only
time
we
would
allow
a
rental
capacity
charge
to
apply
to
a
purchase
is
if
it's
for
a
very
new
customer
any
other
time
it
would
not
apply.
G
Hi
chair,
I
just
I
don't
have
additional
comments
or
questions.
I
just
want
to
thank
staff
for
laying
this
out.
In
this
way.
It
was
really
helpful
to
understand
the
problems
that
we're
trying
to
solve,
and
I
really
appreciated
the
additional
information
and
discussion
so
so
thank
you
and
and
with
that
I
I
would
move
to
approve
the
proposed
rental
capacity
charge
as
described
in
the
memo
in
this
presentation.
D
E
Chair
gravette,
thank
you
for
the
introduction
and
haley
falconer.
Our
environmental
division
manager
is
going
to
give
a
presentation
on
since
approval
of
the
plan
in
october
of
20
staff's
been
working
diligently
on
identifying
the
key
next
steps
to
lay
the
foundation
for
implementation
of
the
plan.
E
I
Thank
you,
steve,
chair
commissioners,
thank
you
for
having
me
today,
as
steve
mentioned,
really
a
kind
of
status,
update
of
where
things
are
and
what's
coming
and
when
what
you'll
be
seeing
more
of
as
we
move
forward,
I
thought
I'd
bring
back
this
graphic.
You
all
have
seen
a
fair
amount
of
this
over
the
last
several
years,
but
we
talk
about
this.
We've
got
this
cartoon
here,
but
ultimately,
what
I'll
be
sharing
today
is
how
are
we
going
to
start
making
progress
towards
the
implementation
of
the
utility
plan?
I
So
when
we
talk
about
on
on
paper
here,
a
third
facility,
a
recycled
water
program
aqua
for
recharge,
as
well
as
all
of
the
investment
that's
occurring
in
our
existing
facilities,
there's
a
lot
that
needs
to
happen
for
us
to
get
there,
and
so
this
really
today
is
those
early
activities
to
implement
what's
in
the
utility
plan,
so
that
is
our
the
backbone
of
this
and
our
guiding
document,
but
really
kind
of
the
the
parts
and
pieces
of
how
we
get.
There
is
what
I
want
to
share
today.
I
So
the
next
slide
has
is
probably
not
particularly
readable,
but
I
can
share
the
document
out
or
point
you
to
it
in
the
utility
plan,
but
we
have
it's
not
readable
at
all,
but
that's,
okay,
there's
really
that's
why
I
have
the
right
side
of
this,
which
is
intended
to
say,
there's
really
four
big
categories
of
work
that
we've
been
doing,
and
so
that's
the
people
and
the
processes
that
exist
to
get
us
to
where
we
need
to
be
the
policies
that
we
need
to
develop.
I
The
pricing,
which
is
just
a
nice
p,
word
to
encompass
the
work
that
heather
and
her
group
have
been
doing
on
the
financial
approach
and
then
the
programs
and
projects,
and
so
certainly
over
the
last
several
months.
You
all
have
heard
the
most
about
the
last
two,
so
we're
knee-deep
in
the
pricing.
How
do
we
pay
for
this
plan
that
has
been
approved
as
well
as
the
programs,
the
lander
street
program
work?
I
That's
been
shared
the
west
boise
program
and
the
recycled
water
program
that
are
in
development,
so
those
pieces
are
ones
that
have
been
front
and
center,
but
wanted
to
touch
a
little
bit
today,
particularly
on
the
processes
and
policy,
we'll
be
back
and
kind
of
looking
at
the
people
side.
Really,
the
staffing
needs
assessment
that
was
identified
in
the
utility
plan.
You
know
who
and
how
many
folks
do.
We
need
to
be
able
to
implement
that
that's
really
kind
of
in
the
next
stage
of
this,
not
in
this
early
out
items.
I
So
the
first
thing
I
want
to
talk
about
is
a
touch
on
the
policies
and
pricing-
the
right
graphic
here
you
all
have
seen
before,
but
it's
a
really
important
indicator
of
of
why
the
need
for
this
change
so
we're
going
from
that
20
million
a
year
to
80
million
a
year,
cip
and
well.
The
the
big
piece
for
this
year
is
really
the.
How
do
we?
How
do
we
fund
this?
The
implementation
of
the
financial
plan,
which
heather
has
led
and
talked
about
over
the
last
several
months?
I
There's
also
the
sort
of
other
pieces
of
this
on
how
do
we
get
there
and
so
a
few
of
the
the
components
that
we've
been
looking
at.
Of
course,
today
we
talked
about
the
policy
around
the
rental
rates,
so
I
do
not
need
to
belabor
that,
but
we're
also
developing
policies
and
procedures
around
things
like
baseline
capacity.
So
what
is
the
the
baseline
purchase
capacity
as
we
move
into
this
financial
plan
and
what
are
some
of
our
other
policies
like
reserve
capacity,
which,
of
course,
we
touched
on
tonight?
I
I
A
big
area
of
effort,
probably
the
most
substantial
area
of
effort
in
the
last
six
months-
has
been
around
our
capital
improvement
plan.
Our
cip
process
updates.
So
over
the
last
several
years,
we've
really
been
working
on
refining
that
process
and
building
building
a
process
by
which
we're
prioritizing
projects
that
get
into
the
cip
and
we're.
What
we're
doing
right
now
is
really
embedding
kind
of
those
updates,
advancing
those
updates
and
then
incorporating
the
work
that
the
programs
are
doing
as
well.
I
So,
ultimately,
when
we
bring
a
cip
forward
to
public
works
commission
and
then
it
gets
incorporated
into
the
budget,
we
want
that
to
have
projects
that
are
prioritized
across
those
key
areas
that
we
talked
about
in
the
utility
plan.
So
we
look
at
capacity
condition,
regulatory
requirements
and
level
of
service,
and
we've
made
tremendous
progress
in
how
we
do
that
prioritization.
But
now
to
make
that
leap
from
where
we
have
been
to
where
we're
going
on
the
cip.
I
It
is
a
complex
puzzle
because
of
the
kind
of
depth
of
work
that's
happening
and
the
changes
that
are
occurring
across
the
organization
with
the
creation
of
the
program
so
really
working
to
keep
those
all
advancing
together
and
to
keep
those
puzzle
pieces
together
so
we'll
also
over
the
next
year,
be
working
on
really
the
next
six
months,
the
level
of
service
metrics.
So
we
talked
about
this
in
the
context
of
community
expectations
during
the
utility
plan
development,
and
that's
that's
really.
How
do
we?
I
I
And
then
the
last
significant
update
is
really
on
the
business
case.
Evaluation
tool
really
exciting
stuff.
This
is
an
important
tool
that
we've
been
using
to
evaluate
from
from
various
equipment
to
big
projects
to
the
entirety
of
the
utility
plan.
So
it's
a
way
for
us
to
capture
non-monetary
risks
and
benefits
and
really
compare
these
different
areas
against
each
other
and
the
tool
we
have
right
now
is
complicated.
So
we're
looking
to
simplify
that.
I
But
also
to
reflect
then
those
level
of
service
metrics
and
make
sure
that
what
we
have
in
the
tool
is
again
reflective
of
this
whole
program.
So
that
is
to
steve's
point
really
back
of
house
but
really
important
as
we
move
forward
with
evaluating
programs
and
projects
and
then,
ultimately,
in
the
next
couple
of
years,
we'll
do
a
risk
and
benefit
update
on
the
utility
plan
as
a
whole.
I
We
talked
a
lot
about
the
flexibility
of
that
plan
and
making
sure
that,
as
we
update
the
risks
and
benefits,
we're
still
on
the
same
travel
itinerary
for
the
utility
plan,
a
couple
more
big
things
that
we're
working
on
right
now,
one
is
a
phosphorus
treatment
strategy.
So
one
of
the
key
points
that
we
talked
about
this
in
one
of
our
last
pwc
meetings
is
the
flexibility
that
we'll
have
in
the
in
the
upcoming
mpds
permit.
I
That
has
a
combined
load
for
phosphorus
and
what
that
does
is
gives
us
the
flexibility
on
where
phosphorus
is
removed
and
one
of
the
things
we're
working
on
now
is
really
defining.
What
does
that
look
like?
Where
do
we
want
to
remove
how
much
phosphorus
at
which
of
our
systems
and
when?
And
so
it
is
proving
to
be
a
really
fun
challenge
to
tackle,
but
this
becomes
one
of
the
immediate
baseline
conditions
for
informing
the
work
that
the
programs
are
doing
and
the
projects
that
need
to
be
constructed.
So
this
is
happening
right
now.
I
How
do
we
best
utilize,
the
phosphorus
removal
facility
and
move
forward
in
a
way
that
balances
both
the
treatment
and
regulatory
need
with
cash
flow
and
cost
constraints?
So
that's
something
that's
in
progress
right
now
and
we'll
be
making
making.
I
guess
substantial
progress
and
decisions
over
the
next
few
months
and
then
the
last
thing
which
is
new
to
us
in
a
lot
of
ways.
I
It
was
we're
developing
a
programmatic
environmental
document,
and
so
this
takes
the
community
engagement
that
we
did
and
the
technical
work
and
really
overlays
it
in
the
community
and
in
space,
and
it
will
serve
as
the
foundational
document
for
any
environmental
documentation.
We
need
for
federal
or
state
loan
funding,
so
whether
it's
an
eis
or
through
the
nepa
process.
I
So
this
ties
back
into
the
the
financial
approach
as
well
as
a
document
that
we
know
will
need
in
the
event
that
we
do
have
that
bond
financing,
and
so
that's
kind
of
the
things
that
are
happening
right
now,
in
addition
to
the
financial
approach
and
the
projects
and
programs
well
kind
of
in
the
the
short
to
medium
term,
future
actions
that
we
can
be
back
and
talk
about,
certainly
the
continued
program
development
and
how
the
programs
and
the
utility
work
and
our
projects,
all
intertwine
that
is
continuing
and
really
promise,
is,
has
the
promise
of
really
streamlining
our
work
and
is
something
that's
we're
super
primed
for
right
now
and
is
going
to
be
really
key
in
delivering
that
that
cip,
that
I
showed
I
mentioned
the
recycled
water
policies
earlier
were
certainly
not
there
now,
but
as
we
get
into
the
development
of
that
program,
those
will
be
front
and
center,
and
then
we've
mentioned
affordability
and
it's
tied
to
the
financial
approach.
I
But
that
is
another
area
of
continued
work
for
the
utility
and
just
to
mention,
I
think,
on
the
recycle
water
side.
We
will
be
back.
I
think,
with
more
information
on
that,
specifically
that
wasn't
included
today,
but
is
certainly
ramping
up
in
the
near
future,
and
with
that
I
would
stand
for
any
questions.
D
Well,
I
will
just
say:
I'm
super
excited
to
continue
to
be
involved
in
the
process
of
really
really
building
out
and
beefing
up
our
water
renewal
policies.
I'm
really
excited
to
do
a
lot
of
community
engagement.
Community
education
be
involved
in
those
efforts
and
to
see
all
the
good
we
can
do
for
the
city
of
boise.
So
thank
you
for
your
continued
work
and
continued
education
of
us
as
we
reach
out
to
our
communities.
F
D
All
right
now
with
that,
I
think
that's
it
for
our
agenda
requests.
I
will
turn
it
over
to
steve
or
director
burgos,
if
you
have
any
any
other
updates
for
the
commission.
E
Check
our
vat
just
one
thing,
and
then
I
would
open
it
up
to
any
questions
that
that
the
commissioners
may
have
on
the
staff
reports
that
were
included
directors
reports,
rather
that
were
included
in
the
the
packet
just
to
congrats
to
staff.
I
think
there
were
a
couple
of
commissioners
that
were
able
to
join
us
for
our
climate
action
roadmap
event
that
we
had
on
the
on
the
plaza
back
a
couple
weeks
ago.
It's
all
coming
together
running
together.
Rather
just
congratulations
to
steve
hubbell
and
the
team.
E
There
was
a
ton
of
work
that
went
into
that
and
on
an
expedited
schedule,
and
they
just
they
really
did
a
bang-up
job
on
on
getting
that
pulled
together
to
a
point
where
we
really
have
some
very
tangible
goals
that
are
set
and
tangible
actions
that
we're
going
to
take
to
address
climate
issues
on
a
wide
range
of
topics.
So
just
wanted
to
acknowledge
staff
and
the
work
that
they
did
there
and
then
I'll
stand
for
any
questions
that
the
commissioners
may
have
on
the
director's
reports
that
were
included
in
the
packet.
D
Seeing
none,
I
would
just
second
director
burgos's
enthusiasm
for
the
recent
climate
action
event
that
was
super
successful
and
my
fellow
commissioners,
if
you
haven't
already
taken
a
look
at
some
of
the
initiatives,
I
believe
that
the
time
capsule
is
still
being
built
out.
So
I
would
encourage
you
to
share
out
that
that
message
and
that
initiative
with
your
networks.
D
G
B
D
And
he
opposed
the
same
sign
and
hearing
none.
The
motion
carries
and
we
are
adjourned.
Thank
you,
everybody
for
your
hard
work.
I
would
encourage
you
at
our
next
meeting
to
if
you
are
able
to
attend
in
person.
I
think
that
in-person
interaction
is
going
to
help
us
have
some
really
robust
conversations
as
we
continue
our
work
forward.
So
I
look
forward
to
seeing
some
of
you,
if
not
all
of
you
in
person
at
our
next
meeting.
B
I
don't
have
my
kids,
I
will
be
there
so
glad,
and
I
was
so
sorry
that
I
missed
the
event.
Two
weeks
ago
I
was
traveling
with
my
new
job,
but
I
can't
wait
to
meet
you
all
in
person.