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From YouTube: Public Works Commission
Description
March 16, 2022
A
Hello,
everybody
thanks
for
joining
us
for
this
work
session
of
the
public
works
commission
for
the
city
of
boise,
and
I
will
call
us
to
order
and
I
will
start
with
a
quick
roll
call
to
get
us
going.
So
when
I
say
your
name
please,
let
me
know
that
you're
here,
commissioner
ellis
here,
commissioner
crowley.
B
A
C
Thank
you,
chair
gravatt.
This
is
a
review
of
our
own
budget
for
fy23.
If
you
recall,
this
is
just
another
step
in
the
budget
process
for
the
fiscal
year
we
had
an
overview.
In
january
february,
we
had
the
capital
review.
This
will
be
our
o
m
review
and
then
we'll
be
wrapping
up
in
april.
I
think
heather
will
have
a
slide
to
this
effect,
so
I'll
turn
it
over
to
our
chief
administrative
officer,
heather
buchanan,.
D
D
So
as
steve
mentioned,
we'll
be
talking
about
our
fiscal
23
operations
and
maintenance
budget
for
the
public
works
department
and
our
various
funds,
and
the
presentation
today
is
for
information,
only
we'll
be
concluding
all
the
series
of
budget
presentations
next
month
with
our
cash
flow
and
rates
and
we'll
ask
for
a
motion
from
the
commission
at
that
time
for
approval
of
the
budget
and
various
items
associated
with
that.
So
without
further
ado,
we'll
get
started.
D
Maybe
there
we
go,
and
here
we
go
as
steve
mentioned.
This
is
just
a
timeline
of
the
budget
process,
as
I
won't
belabor
the
point
he
already
mentioned.
The
details
we're
in
march
we're
talking
about
the
o
m
budget
and
our
fte
requests
next
month
will
be
rates
and
cash
flow
where
we
will
ask
for
the
motion
from
the
commission.
D
So
just
a
quick
look
at
where
we
are
with
the
boise
economy
and
how
that
maybe
pertains
with
to
our
public
works
department.
Boise
is
still
seeing
strong
economic
growth,
even
despite
the
inflation
that
we're
seeing
as
well
boise
unemployment
rate
is
at
two
percent
right
now.
Our
average
assessed
home
value
for
the
city
of
boise
has
increased
by
almost
26
percent
for
tax
year.
D
So
we're
assuming
that,
even
though
our
population
for
the
state
is
growing
at
2.9
percent,
we're
being
a
bit
conservative
here,
showing
that
our
account
numbers
and
revenue
in
turn
will
grow
by
one
percent
investment
interest,
we're
showing
it
half
a
percent
that
may
be
conservative
as
well.
Interest
rates
may
start
going
up
to
as
they
try
and
help
curb
inflation.
But
right
now
we're
assuming
it
half
a
percent
if
we
have
either
more
growth
or
a
higher
interest
rate.
That
does
help
us
on
the
revenue
side.
D
So
the
conservatism
benefits
the
fund.
If
we
are
a
little
low
there
on
the
cost
side,
our
personnel
assumptions
for
labor
medical
and
benefit
costs.
We
have
three
percent
for
our
labor
increases,
four
percent
from
medical
benefits
and
two
percent
for
other
benefit
costs
and
then
for
general
inflation
for
our
operations
and
maintenance,
we're
currently
using
1.15
and
I'm
sure,
you're
all
thinking.
Why
are
you
using
that
when
we
just
said
inflation
at
seven
and
a
half
percent
we're
trying
to
be
somewhat
conservative?
D
We
try
went
through
our
entire
budget
and
our
first
step
was
to
index
all
accounts
by
the
1.15
year-over-year,
and
that
gave
us
a
starting
point,
and
then
we
went
through
every
accounting
unit,
literally
a
line
by
line
and
looked
at
what
the
cost
issues
were
for
each
of
those
accounting
units.
What
the
specific
account
was
in
that
accounting
unit
to
see
if
we
needed
to
deviate
from
that
starting
point,
we're
trying
to
be
very
cost
conscious.
D
As
we
know,
our
expenditure
budget
impacts
all
of
our
users
and
the
rates
that
they
have
to
pay,
but
also
trying
to
be
realistic
about
the
costs
that
we
have.
So
some
of
the
areas
that
we
see
increases
would
be
chemicals
and
I'll
speak
to
this
in
a
minute
further.
But
chemicals
are
one
of
the
areas
that
we
see
very
large
increases,
and
so
that
would
have
been
an
example
of
where
we
adjusted
that
inflation
in
a
specific
account,
so
I'll
walk
through
the
budget
fund
by
fund.
D
D
D
So
you
saw
in
our
february
presentation
a
review
of
our
capital
improvement
plan.
So
this
is
just
a
recap
of
what
you
saw
at
that
time.
Lander
street
phase
two.
This
is
the
second
year
that
would
be
included
for
this
budget,
so
it
includes
the
primary
clarifiers
and
secondary
system
improvements.
We've
started
this
project
in
fiscal
22.
It's
just
barely
getting
kicked
off
and
then
for
our
west
boise
treatment
facility.
The
tertiary
filtration
project
is
continuing.
D
That's
to
address
additional
phosphorus
requirements.
There.
We
have
a
couple
projects
for
capacity
improvements
that
one
that's
just
labeled
cap,
just
straight
capacity.
Improvements
are
for
near-term
improvements
that
we
need
to
make
and
then
the
capacity
phase.
One
is
a
larger
improvement
for
additional
capacity
at
the
facility,
we're
making
upgrades
to
our
communications
center
and
uv
channels,
one
and
two
upgrading
the
equipment
in
those
channels
for
increased
treatment,
and
then
the
recycle
program
water
program
is
in
its
second
year
in
fiscal
2023.
D
So
this
is
continuing
that
program
as
we
move
forward
and
then
our
continuing
on
our
collection
system.
We
have
large
and
small
diameter
rehabilitation
in
addition
to
miscellaneous
trunk
and
lateral
extensions
and
then
a
list
of
other
projects,
including
a
watershed,
exhibit
expansion,
which
is
part
of
that
water
and
climate
change
that
we're
making
to
the
facility.
And
then
our
major
repair
maintenance
projects
an
amount
for
each
of
our
different
facilities
there.
D
So
then,
we'll
jump
in
and
just
to
give
a
kind
of
a
perspective
of
things
that
are
happening
in
our
department
as
far
as
the
operational
side
and
it
a
lot
of
it's
encompassed
in
our
planning
work
in
october
of
2020,
the
water
renewal
utility
plan
was
adopted
so
we're
over
about
a
year
and
a
half
out
from
that
time
frame.
So
right
now,
then
we're
in
the
capital
plan
execution
phase.
D
So
a
lot
of
those
projects
I
just
mentioned
are
part
of
the
that
longer
term
utility
plan
strategies,
so
we're
executing
on
those
plans
we're
also
in
the
middle
of
a
staffing
plan,
we're
doing
planning
work
for
that,
so
that
plan
recommendations
will
be
coming
to
staff
in
may.
For
that
there
will
be
a
solids
handling
plan
that
will
be
undertaken
this
year
and,
of
course,
we're
in
the
middle
of
a
financial
plan
which
you've
heard
quite
a
bit
about
you'll
hear
more
about
this
afternoon.
D
So
we're
in
the
planning
and
execution
phase
of
that,
and
then
for
fiscal
2023.
There
will
be
an
energy
plan
and
an
asset
management
plan,
and
also
of
note
this
year
and
haley's
team
is
working
with
deq
to
get
the
idp
ipds
permit
issued,
and
we
expect
that
to
be
complete
by
july
2022,
so
and
so
just
an
example
of
the
implementation
plan
for
the
utility
plan.
I
just
took
a
snippet
of
the
overall
schedule
just
to
give
an
example,
so
it
shows
our
fiscal
it's
a
little
difficult
to
read.
D
There
are
years
here
so
there's
fiscal,
22,
23,
24
and
25.
So
the
and
down
the
side
there
are
categories
of
work.
The
first
one
is
people,
there's
financials
two
of
the
other
categories
I
believe,
are
assets
and
utility
management,
and
so
in
the
people
category,
as
we
mentioned,
there's
the
staffing
needs
assessment,
that's
being
currently
undertaken,
so
that
will
be
in
fiscal
22
and
then
we'll
continue
the
work
with
internal
communications
next
year
and
then
workforce
development
from
2023
through
2025
bless.
D
So,
just
an
example
of
how
we
have
a
lot
of
those
plans
and
implementation
schedule
laid
out
for
our
different
items
and
just
showing
how
those
are
working
across
in
the
coming
years
bless
you
so
for
the
water
renewal
budget,
then
we'll
talk
about
the
similar
format
for
each
of
our
funds.
So,
on
the
left
hand,
side
shows
a
pie
chart
of
our
revenues
right
hand.
Side
is
a
pie
chart
for
expenditures.
D
The
water
renewal
fund
is
an
enterprise
fund,
which
means
that
the
revenues
from
fees
and
charges
that
we
charge
up
to
our
customers
support
the
services
that
we
do
provide.
So
you
can
see
between
the
rate
revenues
and
the
wholesale
revenues
the
majority
of
our
fund
is
paid
for
by
those
revenues.
We
do
have
a
little
bit
of
an
offset
with
crop
revenues
and
miscellaneous
revenues,
which
would
be
which
would
primarily
include
interest,
so
those
two
items
help
us
offset
the
cost
that
otherwise
we
would
have
to
charge
to
our
customers
for
service.
D
Our
fund
is
very
capital
intensive,
so
depreciation
is
one
of
our
large
operational
expenses
at
about
14
and
a
half
million
each
year.
So
it
also
shows
you
some
other
items
that
mention
chemicals.
Our
chemical
costs
annually
are
roughly
2
million
dollars.
We
also
have
utilities
at
2.9
million,
so
this
would
be
our
power
costs
and
our
own
water
costs
and
to
power
our
facilities
followed
by
repair
maintenance.
D
So
in
comparison
then,
year
over
year,
this
graph
shows
how
our
budget
and
actuals
have
compared
since
2017
through
our
proposed
budget
for
2023
fiscal
years.
2017
through
2021
are
our
actual
expenditures
and
revenues.
For
those
years,
and
then
22
is
our
current
budget
and
obviously
2023
is
the
proposed
budget
we're
talking
about
so
the
blue
across
the
bottom
represents
our
personnel
expense
orange
in
the
middle
on
this
one
is
our
depreciation
and
then
the
gray
on
the
top
of
the
bars
represents
the
total
of
our
other
o
m
expenditures.
D
The
green
dash
line
across
the
top
represents
our
operating
revenues,
so
you
can
see
in
each
year
we
have
a
net
gain
in
the
fund
and
that's
in
purposeful.
We
expect
to
charge
that
difference
so
that
we're
recovering
the
cost
to
pay
for
our
initial
phosphorus
investments
in
our
facilities
and
also
building
up
a
little
bit
of
cash
balance
so
that
we
can
fund
our
future
cap
capital
investments.
D
So
for
fiscal
2021,
maybe
of
note
our
expenditures
look
to
be
slightly
lower
than
prior
years,
and
that
is
because
of
the
impacts
of
coven
19
on
our
operations.
You
would
think
that
some
of
those
things
would
have
cost
us
more,
but
the
things
that
we
were
able
to
acquire
did
cost
more,
but
then
some
things
we
had
supply
chain
issues,
so
we
may
have
had
a
lesser
actual
incurred
cost.
C
Chair
commissioners,
we've
been
working
pretty
diligently
on
some
of
our
staffing
priority
priorities
for
fy
23
and
beyond,
and
internally
within
the
city
we've
been
talking
with
other
directors
and
the
mayor's
office
just
to
try
to
get
our
arms
around
just
broad
staffing
issues.
It's
not
unique
to
us,
I'm
sure
you
all
are
in
your
places
of
employment,
probably
having
challenges
on
staffing
issues.
Our
hr
director
shared
information
with
council,
probably
about
a
month
ago,
and
she
shared
that
there
are
approximately
two
openings
for
every
employee
in
idaho.
So
it's
it's!
C
It
is
a
really
tough
market
for
us,
so
we
went
back
within
public
works
and
started
to
talk
about
kind
of
where
we
are
on
retaining
our
existing
talent,
filling
vacancies
and
these
new
ftes
that
we're
going
to
be
requesting
and
as
we
started
talking
through
it
it
really
it
came
back
to.
We
need
to
really
prioritize
our
existing
talent,
our
existing
staff.
So
that's
our
first
priority
and
we
have
a
couple
of
things.
C
You'll
see
there
that
we're
going
to
start
to
implement
to
make
sure
that
we're
keeping
staff
that
that
are
doing
great,
that's
doing
great
work
for
the
city
that
we're
prioritizing
that
we
currently
heather
alluded
to.
We
currently
have
30
plus
vacancies
across
public
works
and
that's
created
a
significant
challenge.
I
want
to
say
that's
between
12
and
15
vacancy
rate,
which
is
abnormally
high
for
us.
C
Typically
we're
likely
in
the
three
to
five
percent
range,
so
we're
working
on
ways
to
address
those
vacancy
issues
a
lot
of
times.
They
are
one-off
issues
that
pop
up
that
you
just
have
to
react
to
and
that's
not
easy
for
hr.
So
you
can
imagine.
Our
hr
department
is
just
inundated
with
with
a
lot
of
requests
for
help.
C
That's
our
second
priority
and
then
our
our
last
priority
is
to
start
to
address
the
new
ftes
that
we
need
to
address
the
drivers
moving
forward.
You
all
saw
the
utility
plan.
You
know
the
scale
of
the
work
that
needs
to
get
done
there,
the
increase
in
the
capital
improvement
program,
so
we
just
need
to
start
opening
up
capacity
to
get
that
work
done.
We
do
want
to
get
more
efficient
with
our
work.
C
C
We
want
to
develop
some
internal
organizational
development
change
management
capabilities
within
public
works,
so
you'll
see
that
that
request
on
there
as
well.
So
I
just
want
to
take
a
second
to
go
through
that
these
are
issues
I
have
never
faced
in
my
career
to
this
magnitude,
we're
just
trying
to
work
our
way
through
it
and
again,
I
don't
think
we're
in
a
unique
spot
here,
but
I
just
wanted
to
spend
some
time
on
that
and
I'll
turn
it
back
over
to
heather.
D
Thank
you
steve,
so
the
last
slide
for
the
water
renewal
fund,
then,
are
our
fte
resource
request.
So
there's
a
list
of
11
there's,
actually
12
positions
listed
we're
asking
for
11
new
fte
and
I'll
explain
that
in
a
minute,
so
I'll
walk
through
the
list
and
the
first
one
is
a
water
quality,
environmental
tech,
and
this
is
related
to
our
id
ipds.
I
don't
know
why
I'm
having
a
hard
time
with
that
one
today
sorry
ipds
permit
implementation.
D
The
next
two
are
for
utility
billing.
One
is
a
billing
specialist
and
the
other
one
is
a
collector
and
the
collector
each
of
our
collectors
on
average
collect
about
a
hundred
thousand
dollars
just
over
a
hundred
thousand
dollars
monthly.
So
by
adding
a
collector,
it
helps
us
it's
not
new
revenue
that
we're
charging
but
helps
us
collect
on
revenue
that
may
be
delinquent.
So
in
adding
that
fte
it
pays
for
itself
and
then
it
also
helps
to
pay
for
the
billing
specialist
that
we're
adding
and
probably
several
others
on
the
list.
D
So
we
feel,
like
those
two,
are
really
important:
to
generate
the
revenue
or
collect
the
revenue.
We
are
charging
the
next
one
is
an
administration
support
coordinator.
Our
administrative
staff
are
important
members
of
our
team
because
they
help
all
of
our
other
staff
that
are
working
on
programs.
Our
projects
do
their
jobs,
so
we
called
this
one,
a
force
multiplier
and
it's
allowing
us
to
create
capacity
in
some
of
our
existing
positions
by
offloading
some
of
the
administrative
items
that
people
just
generally
do
in
their
day-to-day
work.
D
So
we
feel
this
position
is
an
important
one
to
help
leverage
some
of
the
addition,
the
existing
capacity
we
have
the
percent
for
art
coordinator,
is
related
to
the
percent
for
art
or
our
public
works
art
plan
that
we
presented
to
you
several
months
ago.
The
plan
was
recently
completed
and
to
do
that,
implementation
we
need
a
coordinator
to
help
us
do
that,
so
this
person
will
partner
with
a
matching
person
in
the
arts
department
and
help
us
implement
that
plan
for
public
works.
The
city
has
a
percent
for
art.
D
Ordinance
and
part
of
that
is
a
point.
Four
percent
of
all
of
our
capital
projects,
certain
types
of
capital
projects
gets
calculated
and
is
allocated
to
our
education
and
maintenance.
So
this
position
will
be
funded
out
of
that
already
existing
budget.
For
that
point,
four
percent,
and
then
we
need
a
phosphorus
removal
wastewater
operations
supervisor
with
the
new
ipds
permit
we're
starting
year
round
operations
at
the
phosphorus
removal
facility.
So
we
need
a
supervisor
to
help
manage
the
staff
there.
D
D
What
are
called
programs,
and
so
each
facility
will
have
a
program
manager
assigned
to
that
facility.
So
this
would
be
adding
a
program
manager
for
the
west
boise
facility.
We
added
one
for
lander
street
in
fiscal
22.,
so
the
cost
that
you're
seeing
for
that
one
is
just
an
incremental
difference
between
the
existing
ftu
that
we
have
and
the
benefits
and
salary
for
the
program
manager.
D
D
There's
a
solids
handling
wastewater
operations,
supervisor
that
one's
a
mouthful
and
so
we're
trying
to
work
on
gaining
efficiencies
in
our
solids
handling
plan.
As
we
mentioned
earlier,
there
will
be
a
solids
handling
plan
developed
this
year
and
this
position
will
be
instrumental
in
implementing
that.
Let's
see
the
west
boise
industrial,
instrumentation
and
controls
technician-
and
this
is
also
related
to
the
ipds
permit
implementation,
there's
a
lot
of
additional
requirements
and
data
that
will
be
gathered
and
this
person
will
be
instrumental
in
being
an
instrument
tech.
D
So
a
very
important
role
there
and
last
but
not
least,
is
a
strategic
development,
senior
manager,
there's
c
mentioned
in
his
list
of
items.
One
of
the
focus
areas
from
the
staffing
plan
is
organizational
development,
and
so
this
would
be
a
senior
manager
to
focus
on
that
role,
so
the
total
cost
for
all
the
positions
is
just
shy.
Of
1.1
million
dollars
is
not
currently
added
into
our
budget.
D
C
Sure,
quebec
just
a
comment
on
the
list.
We
had
far
more
needs
than
what
are
appearing
on
the
slides,
so
we're
trying
to
pace
those
out
over
the
coming
years.
So
you'll
see
additional
to
your
fte
requests
in
the
coming
years.
The
11fte
that
represents
about
a
five
percent
increase
on
our
staffing.
So
while
it's
it's
not
lost
on
us,
that's
not
an
insignificant
number,
relatively
speaking,
considering
the
increase
both
in
the
cip
and
the
scale
of
execution.
D
D
You
chair
all
right,
we'll
move
on
to
the
solid
waste
fund
and
the
solid
waste
fund,
just
as
a
quick
reminder
is
handles
all
of
the
materials
management
for
our
compost.
Recycling,
hazardous
household,
hazardous
waste
trash
I'm
for
getting
one
recycling
programs
I'd
set
those
out
of
order,
so
that
didn't
quite
go
as
smoothly
as
I
planned.
D
They
manage
the
hauling
of
our
materials
from
location,
households
or
commercial
locations
to
the
various
disposal,
locations
or,
and
they
also
do
the
operation
of
our
compost
facility.
So
that's
a
significant
portion
of
our
expenditure
budget,
the
other
piece
is
related
to
landfill
and
for
disposal
and
the
operation
of
the
transfer
station.
So
that's
about
20
of
the
budget
as
well.
The
other
miscellaneous
o
m
expense
utilities
a
little.
D
So,
for
a
year,
year-over-year
comparison,
as
with
the
last
slide
from
2017
to
2021,
is
our
actual
expenditures
and
revenues.
22
is
our
current
budget
and
23
is
the
proposed
budget?
Colors
are
slightly
different
on
this
one.
The
personnel
expense
there's
a
little
sliver
at
the
very
bottom
of
all
of
the
bars
it's
a
little
bit
darker
blue
for
the
personnel
expense.
D
The
green
dash
line
are
our
total
revenue,
so
you
can
see
we
operate
pretty
much
right
on
track
and
the
revenues
are
just
covering
the
expenses
in
this
fund.
The
bump
up
between
2017
to
2018
was
when
we
started
our
compost
program,
so
2017
had
a
partial
year
of
compost
operations
and
then
2018
had
the
full
year
of
compost
operations
and
from
that
time
it's
been
pretty
straightforward.
D
We
also
expanded
the
compost
operations
facility
so
where
we
process
the
compost
out
at
our
20
mile
south
farm,
that
facility
was
expanded.
So
we
are
paying
additional
depreciation
to
republic
services
for
that.
So
that's
added
into
that
expenditure
as
well
so
and
we
as
you'll
see
in
a
second
we're
requesting
a
half
of
an
fte.
So
we'll
move
on
to
that,
so
we
are
requesting
a
half
fte
to
add
to
this
fund.
We
already
have
a
hazardous
household
waste
coordinator.
D
The
individual
happened
to
retire
this
year.
That's
been
in
the
position
for
a
very
long
time.
She
was
very
efficient
at
her
job,
and
the
growth
in
the
program
is
also
warranting
that
we
add
another
half
fte,
so
we're
requesting
that
we
will
likely
make
that
request
in
fiscal
2022
as
an
interim
budget
change
request.
But
we
need
to
reflect
that
going
forward
that
it's
not
yet
incorporated
into
our
2023..
D
The
cost
that's
shown
here
is
just
that
incremental
difference
for
the
half
fte,
so
move
on
to
geothermal
fund,
so
so
for
geothermal
fund.
Then
we
also
have
a
strategic
planning
design.
Sprint.
That's
been
underway,
it's
wrapping
up
here
and
we
will
soon
have
recommendations
forthcoming,
which
I've
heard
a
few
of
them
and
I
won't
be
a
spoiler
alert
but
they're
very
exciting.
D
So
so
then,
for
geothermal
fund
revenues
and
expenditures
again
on
the
left.
Are
the
revenues
pretty
much
all
water
sales?
So
it's
an
enterprise
fund
as
well,
so
everything
that
we
all
of
our
expenditures
are
offset
by
the
revenues
that
we
generate
on
the
expenditure
side
we
are.
The
personnel
budget
on
here
shows
larger
than
it
normally
does
we're,
anticipating
the
addition
of
one
fte,
so
we've
incorporated
it
here.
However,
we
are
requesting
general
fund
contribution
to
potentially
fund
that
fte.
D
D
Comparison
you'll
note
that
the
revenues
on
here
represented
by
the
green
dash
line,
are
below
the
expenditure
line
and
that
is
has
been
intentional
for
the
last
few
years.
Since
2019
we've
been
investing
in
our
system
and
doing
very
strategic
repairs
in
2019
we
had
a
very
rough
winter
as
far
as
geothermal
line
breaks,
and
at
that
time
we
determined
the
root
cause
of
that
and
also
a
strategic
repair
plan
going
forward.
So
john
gunderson,
our
geothermal
manager,
is
working
through
that
very
strategically
so
in
each
year.
D
D
Let's
see
and
for
the
resource
request,
this
shows
that
one
fte
that
I
already
mentioned
the
idea
behind
the
position
is
that
john
is
focused.
Our
one
person
that
we
currently
have
for
the
geothermal
fund
he's
really
focused
on
the
operations
and
maintenance
of
the
system
and
keeping
that
operational.
D
D
And
for
our
last
enterprise
fund,
it's
the
municipal
irrigation
fund.
It's
our
smallest
enterprise
fund
for
public
works,
it's
roughly
about
55
000
dollars
for
revenues
and
expenses.
So
again
it
is
an
enterprise
fund.
The
revenues
on
the
left-hand
side
are
representative
of
our
assessments
that
we
charge
to
the
different
users
of
the
system
on
the
right-hand
side
is
the
expenditure
budget?
It's
all
related
to
just
operating
the
system.
There's
no
personnel
in
this,
our
direct
personnel
into
this
budget.
D
And
then
the
year-over-year
comparison
for
the
irrigation
fund.
We
usually
operate
with
a
little
bit
of
a
gain
each
year,
so
this
fund
is
it
pretty
much
holds
its
own.
It's
not
too
challenging.
As
far
as
this
expenditure
side
goes
pretty
status
quo,
then
our
general
fund
just
a
quick
reminder
of,
what's
included
in
our
general
fund.
We
have
the
facility
program
management.
This
is
rob
bosfield's
team
they're
focused
on
the
development
and
construction
projects
related
to
our
general
fund
facilities.
D
So
we'll
talk
about
one
of
his
projects
coming
up,
but
the
their
team
focuses
on
fire
station
buildings
and
any
changes
to
city
hall,
or
things
like
that
that
are
really
strategic
for
the
general
fund,
partnered
with
that
team
as
the
facility
services
and
operations
team.
So
this
team
maintains
all
the
general
fund
facilities
so
same
buildings,
city
hall,
fire
stations
and
whatnot.
So
those
two
two
teams
work
very
closely
together
then
there's
the
municipal
street
lighting,
then
our
newest
division,
which
is
the
climate
action
division
which
includes
climate
action,
air
quality
and
energy.
D
D
There's
the
major
repair
and
maintenance
there's
always
an
annual
budget
associated
with
repair
and
maintenance
of
our
general
facilities.
This
year
the
request
is
just
over
a
million
dollars
and
then
there's
a
facility,
relocation
project.
That's
started
right
now
and
we're
requesting
an
additional
nine
million
dollars.
Next
year.
The
number
may
change
but
rob's
working
on
consolidation
of
our
various
general
facility
maintenance
facilities,
so
there's
a
parks
facility
of
firefist
parks.
I'm
saying
that
wrong
parks,
fire.
D
Communications,
thank
you,
parks,
fire
and
communication,
so
we're
co-locating
them
for
efficiency
and
then
also
to
free
up
the
land
that
they
sit
on,
so
that
that
can
be
used
towards
some
of
the
city's
housing
initiatives
and
then
the
municipal
lighting
program,
where
always
have
a
public
safety
street
lighting
budget,
and
this
allows
citizens
or
police
officers
to
request
a
street
light
in
their
neighborhood
or
where
there
may
be
a
need
for
public
safety,
and
then
this
spore
light
replacement.
That
should
maybe
be
maybe
better
termed
as
asset
management
instead
of
spore.
D
B
D
Of
plans
that
are
underway
related
to
our
work
in
the
general
fund,
the
you've
probably
seen
a
lot
of
them.
The
climate
action
and
energy
future
plans,
steve
hubble,
has,
in
the
last
year
been
in
front
of
you
to
present
those
plans.
Those
plans
are
in
the
implementation
phase,
currently
we're
looking
at
building
electrification
and
adding
additional
electric
vehicles
doing
some
energy
and
water
assistance,
efficiency,
assistance
for
vulnerable
populations.
So
there's
a
lot
of
really
cool
things
going
on
in
that
in
those
areas
the
facility
program
management.
D
One,
as
I
mentioned
for
streetlights
and
the
other
one
would
be
for
the
gulches
and
drainages
that
our
engineering
team
is
responsible
for
so
general
fund
budget,
and
the
revenues
on
for
this
budget
are
different
from
the
last
ones.
The
revenues
that
we
generate
are
rate
revenues
so
related
to
permit
issuance
and
staff
reimbursement
and
then
there's
a
small
portion.
D
That's
called
indirect
reimbursement,
so
this
would
be
services
provided
to
other
general
fund
or
enterprise
fund
departments,
so
that
would
primarily
be
services
that
the
facility
services
and
operations
team
provides
to
others
for
maintenance
or
repair
of
certain
facilities.
So
we
also
in
the
general
fund,
receive
a
share
of
property
tax
revenue,
and
that
is
not
represented
in
this
graph.
This
year.
D
On
the
right
hand,
side,
then
expenditure,
obviously
service
base.
So
the
majority
of
our
expenditure
is
personnel
followed
by
utilities
and
the
utilities
would
be
for
our
various
general
facilities
and
also
for
street
lighting.
We
have
janitorial
services
a
little
bit
of
professional
services
and
then
minor
r
m
and
other
supplies
so
year
over
year.
Comparison,
it's
fairly
steady.
D
The
green
line
does
represent
our
revenues
and
you
can
see
it
drops
off
in
fiscal
year
2022
and
it's
not
that
we
just
changed
and
lost
a
whole
bunch
of
revenue.
It's
a
change
in
the
allocation
process
for
our
general
fund
revenues,
so
the
differential
there
would
be
the
amount
of
property
tax
revenue
that
supports
our
general
fund
department,
so
that
is
no
longer
being
shown
in
public
works
as
a
department,
it's
being
shown
centrally
for
the
entire
general
fund.
So
it's
just
an
accounting
change
so
going
forward
for
fiscal,
22
and
23.
D
Okay,
we
have
one
resource
request,
permits
and
issuances
are
going
crazy,
as
you
can
imagine,
with
growth
in
the
area,
we
have
a
lot
of
permits
being
submitted
and
needing
to
be
reviewed,
so
we
are
requesting
an
additional
engineer
to
help
us
with
that.
We
may
also
add
into
that
request
a
little
bit
of
consulting
budget
to
help
us
cover
the
need
that
we
have
but
one
engineer
to
go
to
that
plan
review
team.
D
D
The
last
step
will
be
happening
next
month,
where
we'll
review
our
cash
flow
and
rates
and
ask
you
for
approvals
of
all
the
various
pieces
of
our
budget
and
capital,
o
m
ftes
that
we've
presented
to
you
all
in
the
last
couple
months
and
when
we
are
asking
for
budget
or
rates
only
the
fiscal
23
portion
of
the
our
budgets,
even
if
we
show
you
several
years
at
a
time
we're
only
budgeting
and
adopting
one
year
at
a
time.
So
as
a
reminder.
A
E
D
Chair
gravat,
commission
member
ellis-
I
probably
didn't
explain
that
very
well,
so
the
general
fund
still
has
all
the
property
tax
revenue.
The
general
fund
includes
13
other
departments,
so
there's
a
shared
pool,
so
within
the
general
fund,
there's
still
all
the
property
tax
revenue
is
still
deposited
as
a
fund
into
the
general
fund.
D
We
used
to
have
an
accounting
practice
where
that
was
allocated
out
to
each
of
the
individual
departments,
so
it
was
represented
in
each
of
our
individual
budgets
rather
than
in
a
central
location
in
the
general
fund.
So
now
they've
reversed
practice
and
we
used
to
account
for
it
centrally
in
the
general
fund.
So
it's
still
within
the
general
fund
just
not
incorporated
into
our
public
works
budget.
So
we
still
public
work
still
receives
that
support.
E
D
Council,
member
ellis,
it's
a
budgeting
practice
and
our
central
budgeting
office
decided
that
there
are
several
changes
that
they've
made
in
our
budgeting
process.
So
they
preferred
to
go
forward
with
it,
not
included
in
our
budget.
It
doesn't
mean
that
we
aren't
still
receiving
that
support
and
it
doesn't
mean
that
the
revenue
is
not
still
in
the
general
fund.
It's
it's
strictly
a
transat
like
a
kind
of
like
an
accounting
transaction,
but
it's
a
budgetary
transaction
there's.
It
doesn't
make
a
significant
impact
to
our
department.
A
D
Chair
gravatt,
thank
you
for
the
question
we're
currently
in
process
negotiating
with
republic
services.
So
we're
do
we
work
through
the
process
similar
to
how
we
work
through
our
own
budget.
We
look
at
what
impacts
they're,
seeing
and
if
they're
and
often
time,
we
look
reflect
back
at
the
impacts
that
we're
seeing
ourselves
so,
for
example,
this
last
year
they
had
an
issue
with
staffing.
They
were
also
losing
staff.
D
A
A
A
I
wonder
if
there
are
also
opportunities
without
of
our
or
outside
of
the
city
of
boise,
as
an
agency
itself,
if
there
are
other
government
agencies
or
other
organizations
who
are
looking
for
similar
talent,
doing
similar
work
that
may
have
the
ability
and
interest
to
go
in
on
some
of
these
high
demand
occupations
together
to
sort
of
share
resources.
I
know
that's
a
lot.
C
Sure
I
appreciate
the
comment
on
on
equity
and
recruitment.
It's
something
that's
on
kind
of
top
of
mind.
I
don't
have
any
anecdotal
information
that
would
tell
us
that
that,
if
we,
if
they're,
you
know
folks
that
are
perhaps
more
diverse
than
typically
we
would
see
in
public
works
are
leaving,
but
certainly
it's
something
I
can.
C
I
can
bring
up
with
hr
and
just
kind
of
assess
on
the
second
half
of
your
question,
one
of
the
things
we've
been
talking
about
really
high
level
at
this
point,
so
no
decisions
have
been
made,
but
probably
come
back
to
the
commission
with
some
of
these
ideas
is
just
on
workforce
development
like
how
do
we?
How
are
we
more
proactive
in
developing
the
folks,
the
talent
that
we
need,
I
think,
of
models
like
fire
and
police
who
have
their
own
academies?
C
C
C
I'd
like
that
and
trigger
that
just
an
observation.
I
sometimes
I
forget
about
it,
but
we
have
internship
programs
where
we've
brought
folks
into
the
water
renewal
facilities
and
have
heard
again
anecdotally
that
that
leads
to
potential
interest
in
the
career.
So
there
are
things
that
we've
done
in
the
past,
but
we
definitely
need
to
evolve.
This
thing
so
would
be
interested
in
a
conversation.
C
E
Yes,
so
you
addressed
that
the
from
fy
2020
to
fy21
why
it
went
down
in
terms
of
personal
personnel
expense,
but
from
2019
to
2020.
It
goes
up.
I
don't
know
if
it
almost
goes
up
as
much
as
it
goes
down
from
2020
to
21,
and
I
was
thinking
that
that
was
interesting,
because
during
covid
I
wondered,
if
maybe
things
were
just
growing
and
then
all
of
a
sudden
cove
would
change
things,
and
you
said,
like
the
environment
became
very
competitive
and
people
are
leaving.
D
C
D
Some
and
maybe
that's
part
of
the
answer
there
in
2020
with
covid,
we
did
have
additional
expenses
related
to
like
hazard
pay
and
that
type
of
staffing,
so
we
did
have
extraordinary
costs
for
fiscal
22
for
like
our
water,
renewal
operators
and
so
forth,
people
that
had
to
stay
on
the
job,
even
though
the
rest
of
us
were
sent
home.
So
I
would
guess
that
that
difference
is
a
combination
between
having
a
few
extra
positions
that
we
added
in
and
then
that
differential
for
that
hazard
pay.
A
C
Gravette,
thank
you,
heather's,
going
to
give
us
an
overview
of
the
cost
of
service
study.
We
have
not
updated
cost
of
service
for
for
a
bit
and
so
part
of
that
was
by
design
because
we
were
adding.
We
knew
we
were
adding
phosphorus
treatment
at
the
facilities
and
wanted
to
get
that
up
and
running
and
actually
performing
to
get
a
sense
for
the
cost
that
that
was
the
cost
impacts
and
how
we
would
distribute
them
distributed
amongst
the
different
different
users
in
the
system.
C
So
this
is
a
pretty
big
deal
for
us.
This
is
the
first
cost
of
service
update
for
probably
a
decade
or
so,
and
it
really
is
an
important
step
in
that
financial
plan.
We've
we've
we've
got
the
the
needs
financial
needs.
Now
we
want
to
figure
out.
How
do
we?
How
do
we
distribute
that
amongst
the
users
so
I'll
turn
it
over
to
heather
and
we'll
have
there's
a
lot
of
this
is
a
pretty
technical
topic,
so
we'll
stop
periodically
and
see.
D
Thank
you,
steve
and
one
thing
to
note
in
the
packet
I
think
in
the
memo
we
were
originally
requesting
a
motion
for
approval
of
the
succeeding
and
we've
changed
our
request
to
be
informational
only
and
we'll
take
all
the
motions
that
we
requested
or
that
we
had
in
the
memo
and
we'll
move
those
to
next
month
and
we'll
just
include
that
with
the
laundry
list
of
things
we'll
be
asking
you
to
approve,
so
you
have
a
little
bit
of
time
to
soak
and
ask
any
additional
questions.
Maybe
that
are
needed
next
month.
D
If
there
are
any
all
right.
So
our
agenda
for
this
afternoon,
then,
is
the
results
primarily
just
focusing
on
the
results
of
our
financial
analysis.
We
have
a
consultant
fcsg.
That's
helped
us
for
several
years
relating
to
this
financial
analysis
and
we've
really
appreciated
their
work,
and
our
legal
teams
helped
us
a
lot
as
well.
D
A
lot
of
staff
work
has
gone
into
this,
so
it's
been
a
fun
experience
and
a
very
good
learning
experience.
So
we'll
walk
through
the
updated
revenue
requirements.
Analysis
we'll
talk
about
our
cost
of
service
analysis
and
the
results
of
that,
and
then
what
the
excuse
me,
the
proposed
rates
and
then
customer
impacts
and
any
questions
that
the
commission
may
have
and
talk
about
next
steps.
D
So
you've
seen
this
graphic
several
times
and
hopefully
you're
not
totally
sick
of
it
yet,
but
it
talks
about
the
steps
of
our
financial
planning
process.
So
there's
three
major
steps.
First
of
all,
we
need
to
know
what
our
revenue
requirements
are.
So
this
basically
is
the
size
of
the
pie,
and
so
we've
talked
about
that
before.
So
the
revenue
requirements
are
how
big
of
a
pie
we
need
to
have
to
pay
for
everything,
so
it
includes
our
operational
and
capital
needs
for
our
utility.
D
The
next
step
goes
to
the
cost
of
service
study,
which
is
a
lot
of
what
we'll
talk
about
today
and
that's
determining
how
much
the
pie
and
how
we
slice
that
pie
to
address
the
cost
to
serve
each
different
class
of
service
and
then
last
but
not
least,
is
the
rate
design.
So
we
take
those
first
two
components
and
then
we
determine
how
we
establish
rates
that
will
recover
the
revenues
from
each
of
those
different
classes
of
customer
so
that
we
balance
and
come
full
circle.
D
So
just
really
briefly,
then
the
updated
revenue
requirements.
We
first
presented
revenue
requirements
to
you,
I
believe
last
may
and
basically
that
started
the
conversation
about.
Oh,
we
need
to
consider
different
funding
options
and
from
that
became
the
bond
option
that
was
approved
so
things
that
have
changed
from
last
may.
To
now,
our
10-year
cip
has
been
updated.
We've
incorporated
cost
inflation
for
all
of
the
various
projects
in
our
capital
improvement
plan,
so
that
differential
is
about
228
million
dollars
and
that's
in
our
future
value.
So
we
distinguish
future
value
versus
present
value.
D
Future
value
is
the
value
of
that
project
when
we
construct
it
at
the
cost
estimate
when
we're
going
to
construct
that
so
the
cost
went
from
roughly
750
million
dollars
in
that
10-year
window
to
978
million
dollars.
So
that
is
a
pretty
big
deal,
but
we're
seeing
a
pretty
significant
impact
related
to
just
cost
escalation
for
construction
and
materials
and
labor
costs.
D
There
and
then
within
the
original
requirements,
we
had
specific
assumptions
originally
related
to
the
bonding
terms
or
debt
terms
that
we
will
have,
and
now
we
have
a
municipal
on
advisor
on
board
and
we've
updated
those
terms,
so
that's
changed
some
of
the
requirements
there
and
last
but
not
least,
we've
also
updated
our
annual
operating
costs
reflecting
our
preliminary
2023
budget.
So
that's
changed
and
I
believe
that
was
roughly
about
a
four
percent
change
in
those
costs.
D
So
with
all
those
things
combined
together,
we
still
are
right
now,
assuming
that
our
9.9
recommended
rate
increase
that
we
showed
you
a
year
ago.
It's
going
to
work
for
fiscal
2023,
and
one
of
the
things
that's
maybe
important
to
point
out
here
is
that
is
some
of
the
benefit
of
having
the
bond
approval
that
we
asked
for
that
helps
us
distribute
some
of
those
that
cost
increase.
We
saw
on
our
capital
plan.
D
D
So
the
important
thing
with
the
revenue
requirements
is
we're
likely
sticking
with
that
overall
utility
9.9
rate
increase
and
then,
if
we
look
at
the
cost
of
service,
we'll
talk
about
the
what
it
is
so
this
is.
We
talked
about
this
a
little
bit
last
meeting,
so
just
a
refresher.
It
helps
us
establish
a
very
clear,
rational
basis
for
distributing
all
the
costs
of
our
utility
services
and
the
basis
for
that.
D
So
I
thought
this
was
an
interesting
graphic
here.
On
the
left
hand,
side
it
shows
the
number
of
our
customers,
and
so
you
can
see.
93
percent
of
our
customers
are
some
form
of
residential
either
residential
single-family
or
residential
multi-family.
So
that's
the
majority
of
the
people
we
serve.
The
other
seven
percent
would
be
our
sewer
districts
and
we
know
that
sewer
districts
have
residential
and
commercial
customers
as
well,
but
for
our
account
we
count
them
as
one
large
user,
and
then
we
have
a
monitored
commercial
and
monitored
commercial
in
that
seven
percent.
D
So
our
cost
of
service
process
and
this
graphic
very
much
simplifies
the
overhaul
process
and
see
when
I
were
talking
about
this
earlier
today
and
he's
like
you're,
making
it
too
simple.
And
it's
like
well,
there's
there's
a
lot
of
detail
but
trying
to
explain
it
we're
taking
kind
of
that
the
tip
of
the
iceberg
and
explain
the
very
simple
steps.
But
each
step
has
multiple
steps
that
goes
into
it
and
we
are
worked
with
our
consultants,
our
experts,
in
this
area.
We
have
staff
that
are
experts
in
our
legal
team.
D
The
combination
of
all
that
we
want
to
make
sure
that
the
rate
structure
that
we
have
when
we're
done
with
this
is
very
transparent
to
our
users,
and
we
can
go
back
and
very
specifically
define
how
we
came
up
with
the
rates,
but
it's
also
something
that
can
be
very
legally
defensible
if
ever
there
happen
to
be
a
challenge
to
our
rates.
So
it's
that's
very
important
to
us.
D
So
the
four
basic
steps
we
start
off
with
taking
our
system
functions
and
defining
those
and
allocating
costs
to
those
different
system,
functions
and
I'll
show
that
in
a
minute
and
then
there's
a
cost
sharing
group.
So
we
have
two
cost
sharing
groups.
Then
we
go
to
the
next
step
of
cost
components.
D
So
we'll
walk
through
each
step
in
a
little
bit
more
detail,
so
functionalizing
the
system
cost.
So
this
is
where
we
take
our
revenue
requirement
or
our
various
costs
for
the
system
and
allocate
to
the
different
functions
that
we
have
within
our
system.
So
large
functions
would
be
treatment.
Our
collection
system,
our
billing.
F
D
And
overhead,
so
those
are
really
broad
categories,
but
then,
when
you
break
it
down
further
within
treatment,
then
there's
several
different
components.
We
have
a
general
item
and
then
the
different
constituents
that
we
treat
biochemical
oxygen,
oxygen,
demand
or
bod
total
suspended
solids
or
tss
total
nitrogen,
which
we
currently
are
measuring
with
ammonia
and
then
total
phosphorus,
which
is
our
new
component
that
we're
adding
in
and
then
we
also
have
treatment
flow.
D
The
next
step
is
then
looking
at
which
cost
sharing
groups
align
with
the
different
functions,
and
this
is
due
to
us
having
wholesale
customers,
which
are
those
sewer
districts.
There
are
some
costs
that
we
should
not
allocate
to
those
wholesale
customers,
so
we
are
able
to
separate
it
out
by
having
these
two
cost-sharing
groups.
One
is
the
joint
group,
which
is
a
cost
shared
by
all
users,
including
the
sewer
districts,
and
then
the
retail
means
that
it's
just
our
city
of
boise
direct
customers,
excluding
those
sewer
districts.
D
So
we
don't
allocate
the
majority
of
our
collection
system
to
their
in
this
process
to
the
on
that
group,
and
then
next
is
the
cost
components
and
you
will,
when
you
look
at
the
matrix,
it
looks
like
the
functions
and
the
cost
components
are
almost
the
same
thing
and
they're
very
related,
but
they're
not
exactly
the
same
thing.
This
allows
us,
especially
in
the
treatment
general
portion,
to
allocate
that
function
across
different
cost
components,
because
that
general
function
applies
to
both
r2
treatment
flow
to
body,
tss,
nitrogen
and
phosphorus
across
the
board.
D
And
then,
in
the
fourth
step,
this
is
our
fourth
and
final
step,
and
then
we
get
to
start
seeing
results.
So
then
we
start
allocating
to
our
customer
classes,
and
so
this
is
where
the
demands
that
each
of
those
customer
classes
get
allocated
back
to
the
different
functions,
and
so
the
table
that's
shown
here.
D
Kind
of
goes
back
to
that
one.
The
first
pie
chart
where
we
were
looking
at
the
residential
versus
all
the
other
uses,
and
so
it
separates
it
out
in
that
manner.
So,
for
residential
uses,
for
example,
for
treatment
flow,
40
of
the
treatment
flow
is
related
to
residential
use
and
then
the
other
59
is
for
all
those
other
customers
which
were
only
seven
percent
of
our
total
account
of
customers.
D
So,
and
you
can
see
that
I
won't
belabor
the
point
going
across,
but
this
helps
to
identify
the
breakout
between
each
of
those
different
functions
of
where
those
costs
get
distributed
and
the
primary
drivers.
One
thing
I
would
point
out
is
the
last
one
on
the
table
is
the
strength
constituent
for
total
phosphorus.
That's
our
new
constituent
that
we're
adding
to
the
model
and,
as
you
can
see,
the
majority
of
that
cost
is
driven
by
the
other
users,
so
our
commercial,
monitored
customers
and
wholesale
customers.
D
So
that's
an
important
piece
to
note
so
then,
when
we
look
at
that
allocating
those
demands
against
the
customer
cost,
then
we
look
at
what
our
expected
revenues
are
compared
to
our
current
rate
structure.
So
the
next
table
then
defines
that
so
across
the
going
left
to
right
are
the
different
customer
classes
and
then
the
rows
in
the
table
are
the
rates
before
and
after
the
cost
of
service.
So
if
we
look
at
the
residential
multi-family
column,
you
can
see
that
we
should
be
with
our
current
rate
structure.
D
D
When
we
look
across
and,
for
example,
our
monitored
commercial
category,
we're
currently
collecting
about
3.8
million
dollars
and
we
need
to
collect
about
4.4
million
dollars,
so
that
differential
will
result
in
a
higher
rate
increase
for
that
customer
group
and
within
that
group
there
are
individual
users
that
will
also
have
varied
impacts.
So
for
certain
one
of
those
users
they
may
see
a
higher
impact
than
that
16
and
a
few
others
may
have
a
little
bit
lower
impact
there.
D
D
A
A
The
something
that
always
comes
up
is
emerging
constituents,
which
was
not
a
component
in
the
matrix
that
you
presented
of
the
the
treatment
costs
overall,
and
I
just
want
to
double
check
again,
as
as
we
do
that
we
are
paying
attention
to
these
emerging
constituents
and
will
integrate
these
treatment
costs
into
any
proposal
like
that.
Should
that
need
a
rise
and
also
that
the
the
cost
with
the
existing
technology
that
we
have
for
treatment
of
many
of
these
emerging
constituents
is
exceedingly
high
relative
to
treatment
of
other.
D
So
constituents
gravada
can
answer
the
first
part
of
that,
and
maybe
someone
else
can
speak
to
the
exceedingly
high
cost,
but
as
far
as
the
emerging
constituents,
it's
something
that
we're
not
currently
treating
for.
I
know
we're
studying
and
analyzing
that
so
as
far
as
how
we
allocate
our
costs,
we
allocate
the
cost
of
our
program
to
the
constituents
and
flow
that
we
currently
are
treating.
D
So
when
we
know
more
and
if
we,
if,
when
we
start
treating
for
emerging
constituents
or
as
they
come
up
and
phosphorus,
is
a
good
example,
it's
as
constituent
that
we're
now
treating
for
that
we
weren't
previously
treating
for
so
it
gets
added
into
our
cost
of
service
study.
We
allocate
costs
to
that
and
then
customers
pay
based
on
that
need
basis.
So
so
we
move
forward.
C
C
F
F
So,
while
it's
dedicated
to
industrial
process,
there
we'll
get
a
really
good
understanding
of
the
removals.
We
get
for
a
wide
variety
of
emerging
constituents
across
each
of
those
treatment
technologies.
Then,
when
it
comes
time
to
evaluate
that,
for
our
other
facilities,
we'll
have
a
good
understanding
of
what
treatment
technologies
will
do
kind
of
will
approach,
we'll
use
for
which
emerging
constituents
to
help
or.
A
D
Chair
gravat,
thank
you
for
the
question.
Yes,
we'll
need
to
do
the
same
thing
so
that
new
facility
will
change
what
we're
treating
for
and
so
we'll
need
to
decide
how
to
allocate
those
costs
according
to
our
different
customer
classes,
if
we
want
to
separate
out
how
and
create
a
completely
new
rate
structure,
potentially
we
just
will
need
to
study
that
before
we
make
a
decision,
but
we'll
go
through
a
very
similar
process,
as
we've
done
now,.
A
D
A
Because
the
the
thing
that
I'm
I'm
interested
in
knowing
is
the
potential
for
difference
in
the
measurement,
if
we
measure
over
the
past
two
years
versus
the
coming
two
years,
for
example
right
as
everybody
is
staying
at
home,
I
wonder
if
this
over
represents
the
residential
flow
versus
any
of
the
commercial
flow.
Anything
like
that.
D
C
E
Thank
you.
I
was
thinking
of
the
very
last
slide.
You
showed
us
where
it
showed
how
we
yeah
yeah
that
one,
I'm
just
wondering,
can
you
recap
what
you
said
in
instances
of
like
monitored
commercial,
less
boise,
sewer,
district
and
garden
city
sewer
district,
where
were
the
cost
of
service
is
higher
than
what
we
were
getting
from
revenue
you?
I
think
you
said
that
will
reflect
how
we
will
have
to
change
the
the
we
will
have
to
have
a
rate
increase
for
those
areas.
Is
that
right?
Is
that
what
you
said.
D
D
So
the
purpose
then,
is
making
sure
that
we're
aligning
the
rates
for
each
of
the
different
customer
classes,
with
the
cost
of
serving
that
class.
So
some
of
our
guiding
principles
we
have
a
fixed
charge,
which
is
a
monthly
charge.
We
call
it
also
our
base
fee
as
a
funny
name,
but
it's
we
wanted
the
same
fee
to
be
applied
to
all
of
our
customers,
so
that
was
one
of
our
guiding
principles.
D
So
right
now
the
first
part
of
the
table,
the
upper
part
that
says
water,
renewal,
utility,
the
9.9
rate
increases-
are
what
we
showed
you
this
time
last
year,
based
on
our
revenue
requirements
for
the
overall
utility.
So
if
we
were
just
doing
you
know,
based
on
our
current
rate
structure,
we
would
say
everybody
would
pay
9.,
9.9
percent
more
and
we're
projecting
that
to
be
for
the
next
three
to
four
years.
D
So
if
you
look
at
fiscal
year
2023
by
the
different
customer
classes,
you
can
see
single-family
and
multi-family
residential
we're
estimating
that
we
would
have
a
seven
and
a
half
percent
rate
increase
rather
than
the
nine
percent,
so
their
rate
increase
can
be
slightly
lower
because
we
need
to
start
adjusting
down
them.
We
still
need
to
increase
over
time,
but
not
quite
as
much
to
get
them
to
full
cost
of
service,
so
overlaying.
D
Then,
when
we
look
at
monitored
commercial,
for
example,
as
we
noted
in
the
last
slide,
there
are
that
group
is
paying
less
than
we
should
collect
from
them,
based
on
the
cost
of
service,
so
we're
anticipating.
We
need
to
have
a
16.8
rate
increase
for
that
group.
Overall,
each
user,
as
I
mentioned
before
the
users
in
that
group,
based
on
their
different
demand
and
flow
and
loading
strengths,
will
have
a
slightly
different
change
than
the
16.8
percent,
but
that's
the
average
for
that
group.
D
D
We
are
working
really
hard
to
stick
within
that
rate
increase.
As
we've
noted
before
in
the
budget
presentation,
we
are
facing
cost
increases
with
capital,
construction,
operational
cost
increases
and
whatnot,
so
we
are
doing
everything
we
can
to
still
fit
within
the
boundaries
that
we've
defined,
but
we
evaluate
that
each
year
and
we'll
come
back
and
readjust
if
we
need
to
so
then
the
draft
and
monthly
charge.
I
won't
belabor
the
point
too
much
on
each
of
these
slides,
so
this
is
the
monthly
charge.
Currently
it's
nine
dollars
and
25
cents.
D
D
Then
flow
charges
by
customer
class,
so
one
thing
to
note:
the
residential
multi-family
and
unmonitored
commercial.
Their
rates
are
based
on
ccfs
and
then
the
monitored
commercial
and
eagle
sewer
district
are
a
dollar
per
daily
annual
average
of
thousand
gallons
so
they're
different
metrics
and
hard
to
equate.
But
they
come
down
to
essentially
the
same
cost
allocation
so
just
showing
that
they're
gradually
increasing
over
time
as
well.
One
thing
to
note
within
our
eagle
sewer
district
contract
because
they
have
their
own
collection
system.
D
D
We
assume
a
basic
strength
for
each
of
them
for
the
unmonitored,
but
if
they're
monitored,
then
we
separate
it
out.
So,
as
you
can
see
on
the
table,
our
existing
charges,
we
do
not
have
a
fee
for
phosphorus,
but
over
the
next
three
years
that's
being
incorporated
in
and
you
can
see
that
the
cost
per
pound
of
phosphorus
to
treat
is
pretty
expensive.
So
next
year
per
pound
of
phosphorus,
that
will
be
treated
it's
at
thirteen
hundred
dollars
and
then
for
all
the
other
constituents.
D
So
then,
let's
look
at
a
few
customer
bill
impacts,
so
the
graphs
will
all
look
very
similar.
So
I
apologize
for
that,
but
just
trying
to
give
you
a
magnitude
more
than
anything
of
impact,
so
we'll
start
with
single
family
residential
again
this
is
the
majority
of
our
customers
are
in
this
category.
So
this
is
based
on
an
average
home
with
about
just
shy
of
six
ccf
of
use
so
of
water
use
on
a
monthly
basis.
D
D
An
example
I
have
two
examples
for
monitored
commercial
ones
from
one
of
our
larger
users
and
the
next
one
will
be
from
one
of
our
smaller
users.
So
this
monitored
user
has
more
flow
and
the
constituents
for
this
user
are
less,
but
the
caps
on
the
the
black
colored
caps
across
the
bars.
That's
representing
the
addition
of
the
phosphorus
element
to
the
bill
as
we
go
forward
over
time,
and
so
you
can
see
it
that
piece
increases
pretty
significantly
each
year
because
that
rate's
increasingly
going
up
each
year.
D
D
And
then
this
is
a
smaller
monitored
commercial.
This
is
one
of
our
local
governments.
Actually,
so
they
have
a
variety.
Their
flow
is
less,
but
the
constituents
that
they
have
in
the
flow
are
fairly
substantial,
so
the
their
charge
is
more
for
the
strength
side
of
their
bill
than
the
flow
portion.
So
it's
going
up.
D
There
will
also
be
a
request
next
month
for
approval
of
rates,
so
you'll
see
those
again
all
the
motions
that
we
have
that
we
were
originally
asking
for
this
month,
we're
moving
to
next
month
and
then
we'll.
If
you
are
approving
those,
then
we
will
prepare
a
transmittal
from
the
commission
to
counsel
for
the
then
council
to
approve.
So
the
sample
proposed
motion
is
here,
so
the
first
one
is
moving
approval
of
the
recommended
cost
of
service
analysis,
including
that
three-year
phase-in
period.
D
The
next
piece
would
be
moving
approval
of
the
fiscal
2023
rates
as
presented
so
that
we
can
fund
the
water
renewal
utility
plan
and,
as
I
mentioned,
we
are
only
requesting
approval
of
2023
rates.
The
2024
and
2025
rates
were
shown
as
an
example
or
an
estimate,
and
we
will
readdress
those
this
time
next
year
and
then
we'll
also
ask
you
to
allow
us
to
forward
your
recommendations
to
counsel
yep.
This
will
be
for
april
yep.
It's
not
we're
not
asking
for
that
motion
today
or
we'll
be
asking
these
motions
for
next
month.
C
C
So
if
you
wanted
to
review
the
material
come
back
in
april,
if
you
had
questions
or
if
you
had
something
during
the
month,
if
you
wanted
to
shoot
us,
an
email
feel
free
to
do
that.
It's
just
a
lot
of
information
and
wanting
to
give
you
a
chance
to
to
digest
it,
and
then
we
can
get
the
motions
on
for
next
for
an
april.
A
B
Thank
you,
mr
chair.
I
was
wondering
if
it
would
be
possible
to
get
a
copy
of
heather
slydek
as
much
of
it
as
similar
to
what
we
received
with
our
notice
of
the
meeting,
but
there's
some
additional
slides
that
I
thought
were
very
helpful
regarding
weight
design
and,
what's
called
rate
spread
among
the
classes
of
service.
B
I
was
curious
also
about
maybe
getting
a
copy
of
the
cost
of
service
study
itself
that
went
into
the
development
of
the
numbers
I'm
interested
in
seeing
what
portion
of
the
water
renewal
operation
is
considered,
fixed
costs
and
which
are
variable
and
how
the
rate
design
was
considered.
Taking
those
variations
into
into
account.
D
Chair
gravatt,
commission
member
crowley,
we
certainly
can
do
that.
The
the
formal,
like
a
full
report
is
not
completely
drafted,
but
I
think
with
the
technical
report.
That's
in
appendix
c
and
the
slides
and
whatnot
I
can
answer
the
questions
that
you
have
about
the
fixed
versus
variable
cost.
I
think,
as
you
know,
that's
very
important
and
I
think
I
could
highlight
for
you
pretty
quickly,
so
you
can
see
what
those
costs
are
and
I
think
answer
the
question.
B
A
I
have
one
question
that
I
don't
know
that
we're
able
to
answer,
but
looking
at
the
full
city,
the
rate
the
the
cost
of
service
increase
proposed
to
the
west
boise
sewer
district,
I'm
one
I
know
they
operate
independently,
I'm
wondering
about
the
potential
cost
changes
to
residents
of
boise
out
there
and
how
how
converse?
How
might
I
navigate
conversations
with
folks
who
are
concerned
about
rate
increases
that,
in
here
look
like
they
might
be
a
bit
different
from
the
rest
of
the
city.
D
As
far
as
allocation
the
city
allocates
and
charges
west
boise
sewer
district,
then
the
district
should
do
a
similar
process
that
we're
doing
to
allocate
costs
to
their
individual
customers.
So
customers
can
anticipate
that
their
rates
will
go
up
in
turn,
as
we
are
raising
our
rates
for
the
cost
of
service.
D
One
thing
to
know-
and
I
should
have
had
it
in
my
slide
deck
and
I
apologize-
I
don't.
We
do
a
comparison
of
rates
across
our
neighboring
cities
and
neighboring
districts
for
comparison
of
residential
costs.
Our
city
of
boise
customer
currently
is
paying,
as
we
saw
about
forty
dollars
a
month,
a
residential
customer
in
west
boise,
who
our
district
is
paying
20
a
month.
So
you
can
anticipate
that
you
know
to
get
them
up
to
cost
of
service
they
they
need
to
pay
more
of
the
share
of
the
cost.
A
C
F
Sure,
yes,
clarification!
Thank
you
steve!
Thank
you
chair,
just
in
thinking
about
it
a
little
bit
more
and
not
wanting
to
kind
of
give
a
too
short
of
an
answer
in
the
middle
of
the
cost
of
service
presentation.
It's
really
kind
of
multiple
pronged
approach
to
emerging
constituents
that
we're
taking.
F
So
we
talked
about
the
kind
of
data
and
understanding
of
what
it
is
that
we
have
it's
the
technology
kind
of
treatment
technology,
of
what
we
have
today,
what
we're
piloting
and
what's
coming,
I
think
a
big
piece
of
this
and
part
of
the
science
that
we're
really
tracking
and
investing
in
is
understanding
the
risk
that
we're
mitigating.
So
it's
a
it's
a
big
and
complex
topic,
and
certainly
when
we're
communicating
with
the
public
and
understanding
the
concerns,
we
also
want
to
recognize
and
and
start
to
quantify
and
understand
what
it
is.
F
When
we
talk
about
emerging
constituents
in
water,
what's
the
risk
we're
mitigating
to
balance
with
the
the
costs
and
expenses
of
the
additional
treatment?
So
that'll
certainly
be
a
part
of
this
and
as
we're
bringing
back
the
data
and
sharing
that
with
the
commission
wanting
to
anchor
that
to
what
is
the
risk
now
and
how
are
we
then
considering
what
the
risk
may
be
in
the
future,
so
we're
we're
definitely
making
those
decisions
kind
of
rounded
in
all
of
those
things
so.
C
Thank
you,
chair
gravette,
so
just
an
update
for
the
commission.
We
have
been
working
on
some
of
the
logistical
kind
of
framework
documents
for
the
subcommittees.
So,
for
example,
we
sent
the
chair
a
template
for
a
chartering
document
that
would
lay
out
the
kind
of
the
framework
of
the
subcommittees,
with
templates
for
the
agenda
and
and
minutes.
But
probably
the
meatiest
document
that
we
shared
with
the
chair
was
our
perspective
on
proposed
topics.
C
So
let
me
I'm
gonna
pull
that
document
up,
so
I
can
read
from
it
so
we're
we
propose
to
chair
gravad
and
it'll
be
up
for
discussion,
and
I
think
we
probably
want
to
wait
until
the
april.
We
were
just
talking
about
maybe
waiting
until
the
april
meeting,
because
we
don't
have
as
many
of
the
commission
members
on
on
the
call.
So
we
can
throw
this
out
and
be
thinking
about
it
for
feedback.
In
april.
C
Those
are
some
example
topics
and
then
the
recycled
water
program
would
be
a
part
of
that
that
particular
subcommittee.
So
the
community
engagement
approach
to
recycled
water,
the
program
policy
there's
going
to
be
a
lot
of
policy
decisions
that
we
have
to
make
pilot
testing
approach,
facility,
setting,
etc.
C
C
The
solid
waste
program
so
focusing
on
things
like
the
reduce
and
reuse
program,
development,
recycling
policy,
orange
energy
bag
program
policy,
financial
considerations,
rate
analysis
and
then
an
example.
Discussion
for
that
that
subcommittee
could
be
proposed
policies
to
building
electrification.
So
what
are
the
types
of
topics
we
want
to
cover
and
the
outcomes?
We
need.
You'll
see
that
in
the
document
as
well
and
then
last
but
not
least,
on
the
proposed
topics,
we
had
ideas
for
future
subcommittees.
C
Two
were
on
the
docket
one
just
focused
on
community
engagement,
broadly
on
all
the
topical
areas
that
public
works
is
engaged
in,
which
is
which
is
a
fair,
pretty
wide
breadth
of
topics,
and
then
the
implementation
of
the
public
works
arts
master
plan,
so
those
might
be
subcommittees
as
we
start
to
ramp
up
we're
trying
to.
You
saw
the
request
for
an
fte
for
the
for
arts.
C
Once
we
get
that
person
on
board,
then
we
can
start
to
ramp
up
the
implementation
of
the
arts
master
plan
as
we
spend
money
and
we
start
building
up
that
percent
for
our
program.
So
that's
a
broad
overview.
So
again,
just
recap:
two
subcommittees
that
were
proposing
water,
renewal
and
climate
action
chair,
and
I
just
discussed
at
the
break
just
kind
of
I
think
we
want
to
wait
until
april
to
have
a
little
bit
more
of
a
discussion
we'll
we
can
for
these
documents
on
to
the
commission.
A
One
is
supporting
staff
in
some
of
the
biggest
and
most
impactful
decisions
that
we
have
coming
up
in
the
city
of
boise
this.
This
would
be
a
really
effective
means
for
us
to
leverage
our
position
as
members
of
this
commission
to
outreach
and
engage
folks
around
the
city
to
help
make
these
really
really
big
decisions,
and
then
also,
I
think
I
put
my
second.
A
My
second
note
in
that
first
in
that
first
point,
but
it's
also
driven
by
the
the
interest
and
enthusiasm
of
us,
so
do
keep
that
in
mind
as
we
move
forward
that
these
subcommittees
will
be
as
successful
as
we
make
them
to
be
so.
Consider
your
interest,
your
availability
and
your
drive
to
see
success
in
these
areas,
as
we
are
moving
forward
to
support
staff
and
support
our
neighbors
in
creating
the
kind
of
city
that
we
want
to
see
moving
forward.
A
So
between
now
and
our
next
meeting,
I
would
encourage
you
to
talk
amongst
your
networks
to
generate
interest
to
measure
interest
in
these
different
areas
and
come
to
our
upcoming
meetings,
ready
to
engage
in
the
who.
What
where,
when,
why,
the
the
pros
and
cons
the
benefits
and
costs
of
moving
forward
in
this
direction,
so
that
this
is
as
effective
a
means
for
us
to
make
these
decisions,
as
it
can
be
so
right
now
I'll
open
it
up
to
the
commission
for
any
of
your
initial
reactions.
B
Thank
you,
mr
sure.
I
like
the
idea
a
lot
about
setting
up
the
subcommittees
for
the
commission.
One
one
thought
I
had
was
in
addition
to
the
the
committee
topics
or
names
that
steve
suggested
that
we
include
geothermal
somewhere
in
there.
I
think
that's
another
really
interesting
opportunity
for
the
city
and
one
that
we
touched
on
briefly
today
with
the
new
position
that
was
suggested,
I
think,
by
heather,
on
the
strategic
side
of
the
geothermal
operation.
C
A
Awesome,
I
think
those
are
some
really
fantastic
comments.
So
thank
you
for
those
definitely
trying
to
think
of
ways
to
integrate
the
geothermal
component
into
the
subcommittee
structure.
I
think
that's
a
there's
a
lot
of
promise
there
and
the.
I
remember
the
second
part
of
the
thought
that
I
lost
earlier
recognizing
the
amount
of
work
that
we
as
a
commission
have
to
undertake
as
well
and
some
of
the
decisions
that
will
be
on
our
plate
for
recommendations.
A
I
believe
that
pursuing
this
subcommittee
structure
on
these
water
renewal
and
climate
action,
some
of
these
big
meaty
topics
will
allow
us
to
make
more
informed
decisions,
as
we
do
make
recommendations
for
the
way
that
this
the
city
runs.
So
this
is
another
way
for
us
to
get
more
in
the
weeds
and
work
through
some
of
the
more
nuanced
facts
and
figures
of
these
two
components
and
bring
back
what
we
learn
on
those
subcommittees.
A
F
A
F
A
E
A
Oppose
the
same
sign
hearing,
none
the
motion
carries
and
we
are
adjourned.
Thank
you,
folks.
I
would
also
just
before
we
wrap
up,
encourage
you
in
our
future
meetings.
The
opportunity
is
available
for
us
to
attend
in
person
now
that
the
rates
of
covet
19
are
lowering
in
our
community.
So
if
you
are
comfortable
and
open,
I
will
see
you
here
on
the
diocese
for
our
next
public
works
commission
meeting
by
the.