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From YouTube: Public Works Commission
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A
A
C
A
Second,
it
motion,
and
second
all
those
in
favor,
please
indicate
by
saying
aye,
aye
aye
aye
oppose
the
same
sign
hearing
none
the
motion
carries,
and
now
we
will
head
on
to
the
first
item
on
our
regular
agenda
being
the
20
Mile
South,
Farm,
2023,
minimum
and
anticipated
commodity
pricing,
and
with
that
I
will
turn
it
over
to
staff.
Thank.
D
You
chair-
and
this
is
an
annual
presentation
given
by
our
farm
manager,
Ben
neidigger-
that's
going
to
go
over
the
minimum
commodity
pricing
that
we'd
like
to
set
for
the
farm,
but
given
that
we
have
several
new
commission
members,
we
wanted
to
provide
a
little
more
background
information
to
kind
of
like.
Why
is
why
do
we
own
a
farm?
Where
did
it
come
from
when
we
talk
about
minimum
pricing
Etc?
What
is
what
does
that
look
like?
D
So
it's
going
to
be
a
little
longer
than
maybe
we've
done
in
years
past.
Just
to
give
that
background
information,
so
with
that
I
will
turn
it
over
to
Ben.
E
Oh
there
we
go
okay,
perfect,
all
right,
well,
Commissioners.
Thank
you
very
much
for
having
me
again.
My
name
is
Ben
neider
I'm,
the
biosol
program
manager
for
the
city
very
fortunate
to
have
that
role
and
I
oversee
the
20
Mile
South
Farm
operation
and,
like
Steve,
said
today,
I'm
looking
for
your
approval,
we
will
be.
E
We
will
be
asking
for
a
motion
to
accept
the
minimum
commodity
prices
for
the
2023
crop
season
and
I
will
be
providing
some
background
also
of
the
farm
and
also
looking
at
some
anticipated
2020
through
Revenue
projections
for
you.
So
this
is
a
really
important
part
of
our
annual
sales
process
every
single
year,
just
to
provide
a
really
quick
background.
There
was
a
lot
of
information
in
your
packet,
but
we
do
allocate
our
Commodities
on
a
three-year
rotating
schedule,
so
we
are
currently
in
the
last
of
the
three-year
allocation
schedule.
E
So
once
these
minimum
commodity
prices
are
approved
by
the
commission,
they
then
go
to
city
council
for
approval
once
approved
there.
We
can
enter
into
contracts
with
our
customers.
So
that's
really.
This
is
a
legal
requirement
or
a
requirement
that
legal
department
has
determined
that
needs
to
be
done
every
single
year
before
we
enter
contracts
with
our
customers,
so
I'll
pause
there.
Any
questions
about
that
process
and
how
kind
of
that
works.
E
To
you,
okay,
great,
thank
you
so
really
quick
background
of
the
farm
wanted
to
want
to
kind
of
set
the
set
the
stage
here
and
talk
a
little
bit
about
how
the
20
Mile
South
Farm
really
fits
into
the
greater
utility.
So
you
may
have
seen
this
slide
before,
but
we
really
talk
about
in
water
renewal.
You
know
this
concept
of
Wastewater.
We
used
to
term
ourselves,
wastewater
treatment
facilities,
wastewater
treatment
plants
and
really
there
isn't
any
waste
in
our
wastewater
treatment
plants.
E
We
like
to
think
of
these
as
resources
that
we
can
utilize
beneficially,
recycle
for
for
the
better
good
for
our
for
our
greater
utility.
So
we
treat
about
30
million
gallons
of
waste
water
per
day
at
our
two
water
renewal
facilities
and
the
Waterside,
of
course,
is
treated
and
discharged
to
the
Boise
River.
You
know
my
colleagues
in
public
works
were
really
proud
of
what
we
what
we
discharge
in
our
effluent
to
the
Boise
River.
E
It's
used,
Downstream
for
recreation,
fishing,
swimming
drinking
water,
Downstream,
and
then
we
have,
of
course,
our
biosods
that
are
recovered
and
used
out
of
our
farm
to
be
beneficially
recycled
for
nutrients.
For
the
crops
that
can
then
be
sold
and
and
that
Revenue
returned
to
the
water
renewal
fund,
we
have
our
struvite
recovery
facility
down
at
West
Boise
that
we
cover
phosphorus
for
fertilizers
to
grow
crops,
that's
marketed
through
a
third
party.
We
have
methane
that
we
recover
to
heat
buildings
and
some
of
the
other
facilities
down
at
the
water
renewal
facilities.
E
We
have
this
whole
research
development
component
of
our
greater
utility.
So
so
really
we
fit
really
very
well
into
that.
Overall
utility
goals
of
of
of
Public,
Works
and
and
for
the
city
so
really
brief
overview
of
the
farm
and
I'll
get
more
into
the
Commodities
we
grow
in
just
a
second,
but
the
primary
crops
we
grow
are
alfalfa,
corn
and
wheat,
and
if
I
refer
to
Hay
I
am
referring
to
the
Alfalfa
hay
that
we
grow.
E
It's
not
a
grasshave,
it's
all
Alfalfa
for
what
we
produce
everything
we
produce
has
sold
to
local
dairies
for
feed,
with
the
exception
of
the
wheat
grain.
Now
that
grain
is
sold
to
a
local
Granary
and
it
can
be
used
here
locally
for
food
production
or
scent
overseas
used
regionally
they're
worldwide.
Traders
and
sellers
in
the
in
the
wheat
market,
so
we
do
everything
at
the
farm
with
City
personnel
we
own
all
the
property.
We
have
a
crew
of
14.
E
This
is
a
map,
so
if,
if
you're
not
familiar
with
the
with
the
region
out
there,
if
you
go
out
south
of
kunamora
very
south
end
of
Cloverdale
Road
and
Nicholson,
that's
where
we're
located.
So
this
is
a
aerial
photograph
of
most
of
the
farm.
So
if
I
know,
some
of
you
have
been
out
there
before,
but
we
are
bordered
on
two
sides
by
the
BLM
Birds
of
Prey
the
morning
Nelson
National
Conservation
Area.
E
So
it's
pretty
remote
out
there
we're
about
seven
and
a
half
miles
of
the
Snake
River,
which
you
can
see
out
there
in
the
distance.
The
Southwest
have
very
few
neighbors,
which
is
is
nice
in
terms
of
nuisance,
complaints
and
things
like
that.
We
don't
have
to
deal
with
very
much
that
and
then
we
also
have
four
families.
E
E
So
like
I
said
this
is
how
we
fit
into
the
greater
utility.
So
the
city
would
not
be
in
the
farming
business
if
it
were
not
for
the
class
B
biosols
that
we
produce,
so
we
produce
about
4
000
dry
tons
on
an
annual
basis.
The
city
of
Boise,
so
we
take
those
biosolids
and
apply
all
those
out
at
the
farm.
E
So
here's
a
picture
of
us
doing
some
application
out
there
on
a
cornfield
and
I
just
really
love
this
nutrient
cycle,
where
we,
this
concept
of
really
consuming
food,
which
we
produce
biosolids
from
our
water
renewal
facilities
that
we
can
in
turn
use
to
refeed
the
soil,
grow
crops
and
and
have
that
nice
cycle.
So.
E
And
real
briefly
on
the
crop
pricing
policy:
this
is
a
picture
of
Us
loading
corn
seed
into
our
corn
planter,
which
is
always
a
pretty
exciting
time
in
the
spring,
but
we're
really
sensitive
to
impacts
on
the
local
market,
so
the
city
is
the
largest
or
the
20
Mile
South
Farm
is
the
largest
contiguous
Farm
in
Ada
County,
so
Simplot
owns
a
little
bit
more
land
than
we
do,
but
we
are
the
largest
farm,
so
a
contiguous
farm.
E
So
we
are
large
enough
and
we
produce
enough
of
the
Commodities
that
we
grow,
that
we
could
really
set
the
market
rate
if
we
desire
to
do
so.
So
we
are
really
sensitive
to
any
impacts
in
the
local
market.
I
think
one
of
the
fears
when
we
got
into
the
farming
business
full-time
was
a
a
small
farmer
down
the
road
that
said,
you
know
they're
going
to
have
to
sell
because
they
can't
possibly
compete
with
what
the
city's
producing
out
there.
E
If
we
were
undercutting
prices-
and
things
like
that,
so
we
are
really
sensitive
to
what's
going
on
in
the
local
market
and
regionally
we
strive
to
set
Equitable
prices.
You
know
we
want
to
demonstrate
that
you
could
buy
corn,
for
example,
from
us
at
20
miles
south
farm
for
a
very
similar
price
that
you
would
buy
from
another
producer
down
the
road
or
in
Twin
Falls
or
any
anywhere,
regionally
or
locally.
E
So
in
an
Ideal
World,
we
would
have
citable
referenced
prices
for
everything
we
produce,
but
that's
just
not
realistic,
especially
for
the
corn,
which
we'll
go
into.
We
don't
have
a
reference,
so
we
have
to
kind
of
deviate
from
that
and
for
the
triticale
as
well.
So
we
we
have
to
cite
market
news
reports
and
University
pricing
guides,
so
we
have
to
do
a
little
bit
more
math,
there's
more
given
back
with
the
customers.
We
had
to
provide
some
information.
E
F
You
yeah
Mr
nediger,
just
a
quick
question
about
the
farm.
How
unique
is
Boise
for
having
this
type
of
farm
up
for
a
scale
of
City
this
size
and
having
farms
for
using
biosolids
and
and
being
in
this
business?
My
sense
is
it's
Unique,
but
I
just
don't
know.
Do
you.
E
Yeah,
it's
a
great
question
and
I
appreciate
the
question.
So,
commissioner,
members
of
commission,
we
are
very
unique
from
the
standpoint
that
we
own
and
operate
the
entire
facility.
There
are
quite
a
few
other
Farms
that
are
or
municipalities.
I
should
say
that
will
provide
their
biosolids
oftentimes
to
a
contract
farmer
that
they
own
the
property
and
they
do
the
actual
farming.
E
So
the
two
closest
examples
that
I'm
aware
of
is
Denver
Metro,
so
Denver
Metro,
they
own
I,
don't
know
20,
000
or
so
Acres
near
Denver,
and
they
take
biosolids
from
seven
or
eight
different
municipalities
down
there.
I
think
the
City
Denver
actually
does
the
application,
but
then
they
have
a
contract
farmer
that
does
the
actual
farming
and
growing
of
the
crops.
E
So
then
they
have
some
type
of
Revenue
sharing
agreement
where
they
get
some
kind
of
a
cut
from
from
what
they
produce
but
and
then
the
City
of
Calgary
Alberta
has
a
large
municipally
owned
Farm
in
a
similar
setup
where
they
have
a
contract.
Farmer
that
has
the
actual
farming
and
both
of
those
operations
have
quite
a
large
portion
of
their
acreage
in
dry
land.
Wheat
non-irrigated,
wheat,
so
a
little
different
than
our
operation,
which
is
fully
irrigated
but
yeah.
Those
are
the
two
closest
examples.
There
are
lots
of
smaller
operations.
E
Smaller
municipalities,
they'll
have
a
deal
with
the
farmer
down
the
road,
but
the
fact
that
we
own
and
operate
the
entire
facility
is
really
unique.
A
E
Commissioners
yeah
getting
into
the
Commodities
that
we
produce
so
just
a
little
background
on
on
the
crops
that
we
grow
and
kind
of
how
that
process
works,
starting
with
the
silage
corn.
So,
like
I
said
this
is
what
we
put
the
most
effort
into
every
single
season,
because
there
is
not
a
referenced
citable
price
for
us
to
use.
So
when
I
turn
silage
corn,
every
portion
of
the
Corn
plant
is
is
chopped
into
these
trucks.
So
we
go
from
corn,
that's
10
or
11
feet
tall
in
in
September
October.
E
These
Choppers
come
through
and
again
this
is
the
buyers
that
hire
these
chopping
out.
Custom
harvesting
outfits
to
come
through
with
their
trucks
and
their
equipment
to
harvest
in
our
fields,
and
then
corn
is
actually
hauled
directly
to
the
buyer's
location
and
styled
in
these
large
pits
or
it's
covered
in
tarps.
You
see
a
lot
of
them
around
Southern
Idaho
a
lot
of
times.
E
They'll
have
tarps
and
old
tires
and
things
on
top,
and
then
they
remove
that
portion
of
the
silage
they
need
to
use
every
day
for
their
ration
for
their
Dairy
and
then
cover
it
back
up
kind
of
how
that
process
works.
So
in
terms
of
what
we
do
like
I
said,
we
put
the
most
effort
into
pricing
the
corn.
There
are
no
citable
reference
documents
we
can
use
during
Harvest
we're
shooting
for
a
Target
moisture
for
the
corn,
which
is
kind
of
interesting.
E
So
it's
a
very
wet
product,
so
we
actually
have
a
drying
oven
at
the
20
miles
south
farm,
so
we're
taking
samples
drying
it
down
and
we're
shooting
for
a
Target
moisture
of
70
percent
for
the
buyer
and
that's
when
it
where
it
entails
properly
from
65
to
70
percent,
and
there
are
a
lot
of
times
doing
the
same
thing
at
their
location
and
we're
talking
back
and
forth
on.
We've
got
63
percent.
We
need
to
chop
a
little
faster,
we're
getting
66
and
we
need
to
slow
down.
E
So
there's
always
some
negotiations
taking
place
during
Harvest,
but
we
set
a
price
at
70
percent,
moisture
so
and
that's
on
a
sliding
scale
so
because
you're
not
going
to
hit
70
every
single
time,
but
that's
an
equivalent
price.
So
if
the
actual
moisture
at
Harvest
is
say,
63
percent,
it's
an
equivalent
to
what
the
price
would
be
at
70
percent.
So
if
that
makes
sense,
so
we
set
the
price
at
70,
but
we
do
have
a
sliding
scale
for
what
the
actual
moisture
is
during
Harvest.
E
So,
with
the
old
rule
of
thumb,
we
do
have
a
citable
reference
documentation
of
shell
corn
prices,
so
shell
corn
prices
are
published
daily
by
Big,
D
who's,
our
grain
buyer
and
they
send
it
to
us
an
email
every
single
day.
So
we
do
have
a
reference
there
and
there
are
some
University
pricing
methodologies.
Some
they
go
way
back,
but
the
general
rule
of
thumb
is
to
take
eight
times
the
shell
corn
price
and
you
can
do
a
little
bit
of
math
and
come
up
with
a
silage
corn
price.
E
That's
a
very
moist
product.
So,
that's
generally
what
we
do
if
you
would
take
that
pricing
so
far
this
year
would
result
in
corn
at
about
58
dollars,
a
ton
which
is
probably
not
realistic.
That's
pretty
high
we're
about
45
dollars
in
our
sales.
Last
year,
if
you
looked
at
the
Futures
price
future
shell
corn
price,
that
would
result
in
a
price
of
about
42
dollars,
a
ton
which
is
probably
a
little
bit
low.
So
we
kind
of
feel
like
we'll,
probably
be
in
between
those,
so
we're
calling
around
to
other
producers.
E
Steve
has
a
pretty
good
Network
that
he
he
talks
to
and
we're
Consulting
with
other
producers,
seeing
what
they're
selling
their
corn
for
so
there's
Word
of
Mouth
that
gets
considered
as
well,
and
then
there's
also
a
an
agricultural
publication
called
the
Hoyt
report
that
we
reference
and
that's
a
we
have
to
pay
for
that.
That
is
a
subscription
based,
I
think
it's
150
bucks
a
year
and
they
send
report
every
Friday,
so
sometimes
it'll
reference
porn
prices
in
there,
and
it
has
been
one
so
far
this
spring
at
55
a
ton.
G
E
Another
really
good
nugget
that
we
generally
will
use
is
US
Department
of
Agriculture
insurers,
crop
fields
for
all
sorts
of
Commodities,
but
they
ensure
corn
this
spring
for
46.50
going
into
the
2023
for
Ada
County.
So
we
kind
of
take
all
that
information
to
kind
of
establish
a
range
of
pricing
and
then
have
a
negotiation
with
our
buyers.
How
that
generally
will
work
so
we're
thinking?
E
Corn
will
probably
be
very
similar
to
last
year,
maybe
44
to
46
dollars
a
ton
ton
at
70,
moisture
and
we'll
kind
of
watch
and
see
what
does
the
rest
this
spring,
but
so
far,
what
that's
the
best
information
we
have
at
this
point
and
I
do
have
a
revenue
slide
for
each
one
of
these
Commodities
we
produce.
So
you
can
see
on
the
left
left
side
here.
The
left
axis.
That's
the
gross
revenue
we've
received
on
an
annual
basis
that
comes
off
the
bar
charts
and
then
on
the
other
y-axis.
E
That's
the
annual
sales
price.
That's
referenced
with
the
line,
so
you
can
see
that
we're
about
45
dollars,
we're
anticipating
for
a
sales
price,
with
an
overall
gross
revenue
over
two
million
dollars
for
a
corn
crop
this
year,
which
is
pretty
fantastic.
So
if
we're
actually
able
to
produce
and
grow
a
crop,
it's
it's
hard
to
stay
in
March
1st
that
we
had
a
long
ways
to
go,
but
hopefully
it
all
all
pans
out
for
us
and
corn.
E
Like
I
said
we
put
a
lot
of
effort
into
this
one
because
it
is
about
40,
40,
plus
percent
of
our
overall
gross
revenue
for
the
farm.
So
that
is
the
corn.
The
next
commodity
is
our
Alfalfa
or
hay,
and
Alfalfa
is
unique
because
it
is
a
perennial
prop.
So
we
plant
that
one
time
and
then
it's
harvested
multiple
cuttings
per
year.
E
We
generally
get
three
to
five
cuttings
a
year
for
about
four
years
and
then
we'll
start
seeing
a
little
reduction
in
the
yield,
so
we'll
tear
it
out
and
go
into
the
next
crop
in
our
rotation
in
that
field.
So,
but
it's
kind
of
nice
because
it
goes
dormant
in
the
winter
and
then
comes
back
in
the
spring.
We
start
irrigating
and
grows
back
and
we
get
multiple
cuttings
again.
So
we
do
every
portion
of
the
Alfalfa
hanging
process
with
farm
equipment,
Farm
personnel
with
our
crew
of
14..
E
B
E
Know
four
foot
by
four
foot
by
six
foot:
long
they're
they're,
not
the
50
Pounders
you
throw
in
the
back
of
a
pickup
they're,
big,
big
large
scale,
more
efficiency,
I
guess
from
a
farming
standpoint,
and
they
are
priced
by
the
by
the
ton
once
it's
in
the
bail.
E
So
once
it's
in
the
bail,
it's
in
the
stack
yard,
each
one
of
our
Parcels
each
one
of
our
Fields
is
sold
as
its
own
lot,
so
we'll
go
through
and
we
actually
sample
randomly
sample
the
Bales
in
that
lot,
send
it
off
to
three
different
labs
and
they
analyze
for
a
whole
Suite
of
information
that
the
dairy
customers
really
peruse.
But
the
one
we're
in
the
one
parameter,
we're
really
interested
in
is
called
the
relative
feed
value.
It's
that
relative
feed
value.
E
We
take
the
average
of
all
those
samples
we
sent
off
and
that
determines
how
we
sell
the
Alfalfa.
So
there
are
two
commodity
prices:
the
Hoyt
report
that
I
referenced
earlier
and
then
there's
a
free
report
that
comes
out
every
single
Friday
from
the
Department
of
Agriculture.
It's
just
called
the
Idaho
weekly
hay
report,
and
that
has
prices.
So
they're
they're
calling
around
to
other
producers
and
other
buyers
and
seeing
what
they
bought
Alfalfa
for
that
previous
week,
and
it
gives
us
a
reference
of
what
we
can
sell
our
commodities
for.
G
E
For
a
week
say
we're
bailing
Tuesday,
Wednesday
Thursday,
we
don't
know
what
the
price
is.
The
buyer
doesn't
know
what
the
price
is.
The
reports
come
out
on
Friday,
we
take
the
average
price
and
it's
it's
done.
So
there's
not
a
lot
of
there's
no
negotiation.
Sometimes
we
feel
like
we,
you
know,
got
got
a
low
price.
Sometimes
the
buyer
feels
like
they
got
a
low
price,
but
overall
it's
gonna
even
out.
We
think
in
the
long
run,
so
pretty
easy
for
us
to
price
the
the
alfalfa.
E
And
here's
a
similar
slide
for
Alfalfa
Revenue
over
the
last
10
years
and
and
2023
projected
you
see
on
the
line
there
that
we
had
an
average
sales
price
last
year
of
over
280
dollars
per
ton,
which
is
pretty
remarkable.
We
were
selling
I
think
our
maximum
sales
was
about
330
dollars
for
some
premium
quality,
so
commodity
prices
definitely
have
have
increased
pretty
rapidly
over
the
last
two
years,
so
we're
anticipating,
maybe
an
average
price
around
240
this
year,
I
think
last
year
was
pretty
high
and
I.
E
Don't
think
buyers
are
going
to
continue
to
pay
that
much
so
maybe
a
little
bit
lower
this
year
is
what
we're
anticipating.
We
do
have
a
few
more
acres
in
production,
so
we
are
looking
at
it
anticipating
an
overall
larger
gross
revenue
than
we
did
last
year
and
then
halage
and
triticale.
E
So
Alfalfa
halage
is
the
first
part
of
the
Harvest
is
very
similar
to
how
we
do
the
bailed
alfalfa
hay,
but
then
in
turn,
instead
of
letting
it
dry
on
the
ground
for
several
days
to
maybe
a
single
percent
moisture,
we
will
harvest
it
and
for
this
Commodities
we
shoot
for
64
moisture
at
Harvest
and
that's
just
a
where
it
in
Styles
the
the
best
for
the
buyer,
so
we're
shooting
for
a
Target
moisture
again.
E
They
bring
in
their
Chopper,
shoot
it
into
trucks,
and
it's
in
style
that
their
location,
just
like
the
corn,
is
done.
You
know
in
a
pit,
so
in
terms
of
the
halage,
we
also
price
that,
based
on
those
two
previously
mentioned
reports
the
Hoyt
report
in
Idaho
weekly
hay
report,
and
so
it's
based
on
the
actual
sales
price
at
the
time
of
harvest
very
transparent.
Again,
we
actually
do
some
math
to
calculate
out
what
it
would
be
at
64
percent
moisture
rather
than
single
digit,
moisture
and
then
looking
forward
to
2023.
E
So
looking
at
pretty
good
revenue
from
Alfalfa
halage
as
well-
and
we
generally
will
only
do
halage
chopping
during
the
first
cutting
and
the
fifth
cutting
potentially
we'll
do
it
in
times
when
we're
seeing
some
rain
coming,
because
the
rain
damages
the
Alfalfa
when
it's
on
the
ground.
So
we
do
have
that
flexibility.
If
the
Choppers
are
available,
we'll
call
the
buyer
and
say
hey.
E
Would
you
like
to
come
in
and
chop
this
and
get
it
off
our
field
when
it's
you're
going
to
get
the
best
quality
Alfalfa
or
it's
going
to
get
probably
get
rained
on
next
week?
So
we
have
some
negotiations
there
and
then
triticale
I
did
have
in
your
packet.
E
We
weren't,
anticipating
growing,
some
traditionally
fall
kind
of
came
in
like
a
crazy
wild
man
last
fall
and
it
was
like
a
light,
switch
flipped
and
we
needed
about
10
more
days
to
get
all
of
our
wheat
planted
and
our
triticale
planted,
because
those
are
generally
planted
in
the
fall
and
then
harvested
the
the
following
summer
as
we
generally
grow
a
winter
wheat
and
we
had
about
four
fields
that
we
didn't
get
in
last
year.
E
So
we
were
going
to
plant
some
spring
trade
Achilles,
which
we've
never
done
before,
but
seed
seed
was
hard
to
come
by
and
a
buyer
and
us
had
a
little
discussion
last
week
and
we're
not
going
to
be
growing
trip
Kelly
in
2023,
so
I
took
that
one
off
the
off
the
slide
here.
But
triticale
is
another
hybrid.
E
E
And
finally,
the
winter
wheat,
so
the
winter
wheat
is
a
little
bit
unique
from
the
other
Commodities
we
grow,
because
we
can
forward
contract
the
wheat.
So
we
actually
get
a
price
every
day,
like
I
mentioned
from
Big
D
who's,
our
our
buyer
of
our
Meridian,
it's
a
commodity
market,
so
the
price
fluctuates
every
day.
Sometimes
it's
really
moving.
E
Sometimes
it's
kind
of
staying
static,
but
one
thing
we've,
you
know
in
my
work,
history
out
20
miles
south
one
thing
I
find
interesting
is
how
the
the
overall
World
Market
really
impacts
prices
here,
even
locally
and
regionally.
E
So
a
good
example
that
was
last
year
when
Russia
invaded
the
Ukraine
prices
in
right
here
locally
went
up
a
dollar
and
eighty
cents
like
overnight,
a
bushel
which
is
a
huge
leap
so
like
a
25,
30
leap
overnight,
so
because
they're,
two
of
the
large
world's
largest
grain
producers
in
the
world,
so
any
kind
of
instability
or
things
like
that
can
really
jack
up
prices
on
on
the
counter.
E
E
The
first
one
is
the
grain
like
you
mentioned,
and
then
we
also
get
the
straw,
which
is
the
stem
portion
of
the
winter
wheat,
so
the
winter
wheat,
the
city
actually
sends
out
a
request
for
proposals
every
single
year
and
we
hire
a
custom
combining
outfit
to
come
in
and
harvest
all
of
our
wheat
for
us
and
take
it
to
Market.
The
reasoning
behind
that
is
those
combines
they're.
E
You
know
they're
roughly
a
million
dollars
a
piece
and
you
need
two
or
three
of
them
to
complete
harvest
in
a
timely
fashion,
and
you
know
with
our
small
acreage.
It
would
take
a
many
years
to
pay
off
a
fleet
of
combines.
Plus
you
need
another
operator
or
two
to
run
those.
So
it's
been
more
economical
for
us
to
hire
somebody
from
the
outside
that
they
rotate
around
and
do
thousands
and
thousands
of
Acres
that's
kind
of
how
they
make
their
make
their
living.
E
So
so,
in
terms
of
the
actual
wheat
grain
you
can
see,
as
commodity
prices
have
have
increased
pretty
drastically
the
last
two
years.
Last
year
we
sold
weed
at
over
eight
dollars,
a
bushel
which
is
pretty
pretty
crazy,
eight
dollars
and
fifty
cents
a
bushel
and
starting
in
2020.
Another
thing
we've
done
with
our
wheat
grain
is
we're
growing,
certified
seed
wheat
now,
and
that
includes
going
to
Big
D
and
we
actually
have
to
be
inspected
several
times
throughout
the
year.
E
But
if
you're
growing
a
similar
type
of
wheat
on
the
same
field
for
several
years
in
a
row
and
that
field
history
is
clean,
you
can
be
certified
for
seed
wheat
get
about
another
about
another
dollar,
a
bushel
for
for
producing
seed,
wheat
with
those
inspections
and
things.
So
it's
another
little
kick
a
revenue.
That's
been
helping
helping
out
on
that
end,
so
wheat
prices
are
dropping
a
little
bit
they're
down
about
11
from
this
team
time
last
year,
so
we
are
anticipating
a
little
bit
less
Revenue.
E
We
have
some
smaller
acreage
in
wheat
this
year.
Looking
at
forecasting
about
seven
dollars,
a
bushel
we're
hopeful
that
it
will
come
back.
The
current
price
is
about
7.45
right
now
so,
and
we
can
contract
that
today
we
could
contract
it
tomorrow
we
could
say
we're
going
to
contract
50
000
bushels
to
our
buyer,
but
then
come
Harvest
time.
If
we
have
a
large
fire
or
a
hail
storm
or
some
reason
we
don't
grow
a
crop,
we
would.
E
The
city
would
have
to
come
up
with
50
000
bushels
a
week
to
deliver
to
Marcus.
We
would
have
to
buy
that
on
the
open
market,
which
is
obviously
pretty
risky.
So
we
are.
We
are
watching
that
pretty
closely,
sometimes
we'll
forward
contract,
a
small
amount
kind
of
after
the
wheat's
up
off
the
ground.
We
can
kind
of
feel
like
we
have
some
comfort
in
doing
that,
but
it's
a
little
bit
risky
to
do
that
for
contracts
and
then
for
the
wheat
straw
again.
E
This
is
the
stem
portion
of
the
plant,
so
straw
took
off
last
year
and
it
was
priced
at
like
118
dollars.
A
ton
I
think
just
crazy
prices
and
straw
is
also
sold
to
the
dairies,
but
they
generally
use
it
for
bedding
for
the
for
the
dairy
cows.
So
they
can.
E
So
overall
you
can
see
the
last
10
years
of
gross
revenue
for
the
farm.
You
see
last
year,
which
pretty
much
shattered
any
other
previous
record.
The
previous
High
year
was
2014.
We
brought
in
a
little
over
three
and
a
half
million,
and
last
year
we're
just
under
5.3
million,
which
is
pretty
remarkable.
You
know,
and
it's
we
have
a
great
crew
out
of
20
miles
south
farm
and
they
work
hard
to
put
up
high
quality
commodities
for
our
customers.
E
But,
honestly,
it's
it
didn't
have
a
tremendous
amount
of
in
you
know,
impact
on
pricing.
It's
just
Commodities
throughout
everything.
As
we
all
know,
you
know
going
to
the
going
to
the
store
and
buying
a
block
of
cheese
or
a
gallon
of
milk
things
or
things
are
becoming
more
costly
and
it
goes
all
the
way
down.
So
as
a
producer,
we're
in
a
pretty
good
standpoint,
but
overall
prices
across
the
board
are
definitely
much
higher.
E
So
looking
forward
we're
anticipating
revenues
for
2023
of
about
4.7
million
and
that's
without
the
tritical,
so
a
little
bit
different
than
what
I
had
in
your
packet,
but
still
would
be
a
really
banner
year
for
for
20
miles
south
farm
and
for
a
water
renewal
fund.
So.
E
And
then
this
is
a
slide
of
the
last
10
years
of
of
revenues
versus
expenses.
So
I
get
a
lot
of
questions,
especially
from
the
public.
You
know:
does
the
farm
make
money
and
I'm
always
you
know,
definitely
put
the
caveat
in
there
that
the
farm
is
is
part
of
a
much
larger
utility
right.
We're
part
of
the
water
renewal
fund,
we're
spending
many
millions
of
dollars
at
our
water
renewal
facilities
to
treat
water
and
and
have
all
these
products.
E
So
so
you
can
see
there
on
the
2021
and
2022
from
our
overall
biosolid
expenses
and
that's
everything
from
the
trucking
to
the
biosols
management
to
the
entire
farming
operation.
We've
actually
returned
a
little
bit
of
money,
even
with
depreciation
to
our
water
renewal
fund,
which
is
pretty
darn
remarkable.
E
So
that's
why
I
have
that
percentage
in
there
you
know,
even
on
a
bad
year,
we
might
spend
five
percent
of
our
wastewater
treatment,
quote:
unquote:
wastewater
treatment
costs
on
our
biosols
program
and
on
a
really
banner
year
we're
turning
back
over
four
percent
back
to
our
water
renewal
fund,
so
pretty
I
think
a
lot
of
communities
would
kill
to
have
those
types
of
financials
and
we're
really
reaping
the
benefits
of
the
folks
that
identified
this
as
a
good
idea
back
in
the
early
90s
and
in
acquiring
that
ground.
E
E
So
I'll
pause
there
again
before
we
get
back
into
minimum
prices.
That
was
a
lot
of
information
about
what
we
grow
so
be
happy
to
take
any
questions
about
anticipated
pricing
or
or
anything
related
to
the
farm
in
their
operation.
C
I
was
thinking
about
the
it
was
the
corn
slide,
where
you
showed
the
prices
and
there
was
a
dip
in
2019
in
2020
and
I
know.
There's
changes
on
all
of
them
from
year
to
year,
but
there
was
a
significant
drop
and
I
just
wondered.
What
happened
in
that
period.
E
Yeah,
commissioner,
members
of
the
commission,
excuse
me
that's
a
great
question,
so
in
2019
we
actually
reduced
our
acreage
that
we
were
producing
by
quite
a
drastic
amount,
and
that
was
due
to
our
buyers.
Prices
were
increasing
a
little
bit
and
in
the
previous
couple
of
years,
prices
were
down,
so
they
were
buying
extra,
so
our
buyers
actually
had
over
three
years
of
silage
on
their
Dairy,
and
you
know
they
didn't
need
any
more.
So
they
asked
us
to
do
a
kind
of
a
one-year
pause.
So
we.
E
E
Members
of
the
commissions
great
question,
so
we
were
getting
Revenue
before
that
going
way
back
in
the
in
the
mid
90s,
we
actually
did
have
a
crop
sharing
agreement
with
several
other
farmers
and
and
I.
Don't
think
that
worked
out
so
great
from
I
think
there
were
some
negotiations
with
the
crop
agreements
in
terms
of
Revenue
and
the
other
big
thing
was
from
a
biosolids
management
standpoint.
E
We
have
to
demonstrate
from
a
regulatory
perspective
that
we're
not
applying
more
nitrogen
than
what
the
crop
can
utilize
and
that's
not
always
the
farming
mentality.
So
I
think
there
was
some
some
rough
negotiations
where
the
farmer
was
applying
additional
nitrogen
after
we'd
already
applied
biosolids.
E
So
my
my
understanding
was
those
that
went
on
for
a
year
or
two
and
this
that's
when
the
city
really
decided
hey
we're
going
to
jump
into
this
full-time
and
take
over
the
entire
farming
operation
when
that
occurred,
it
was
in
the
mid
90s
sometime
I,
think
in
the
late
90s
96
97
somewhere
in
there
is
when
the
farm
took
over
the
tire
operation.
So.
F
Oh,
thank
you.
Mr
chairman
one.
One
of
the
things
I
was
curious
about
is
you're
you're,
producing
Commodities
and
you're.
Getting
input
from
the
buyers
are
the
buyers
primarily
dairies
and
roughly
what
how
many
are
there?
That's.
E
A
great
question,
so
members
of
the
commission,
we
we
currently
do
business
with
three
large
dairies.
It's
a
mergerdio
dairy
but
she's
actually
sounds
like
they're
gonna,
sell
out
and
be
done.
Finally,
we
just
got
notification
of
that.
So
we've
done,
we've
done
business
with
Margarita,
Lou
and
Vicki
margarito
for
quite
a
long
time
and
then
the
two
really
long-term
customers
are
Liberty
wind
area
off
of
Pullen
Road,
pretty
close
adjacent
to
us
and
Toledo.
So
we
do
business
with
three
three
large
dairies.
E
Right
now
we
have
have
had
some
other
smaller
dairies
come
in
over
the
history
of
the
farm,
but
those
three
have
been
the
main
buyers.
What
we,
what
we
produce-
we've,
also
sold
us
some
feedlots
and
low
quality
Alfalfa
to
some
feedlots
and
things.
But
those
contracts
been
pretty
rare
here
and
then,
like
I,
said,
the
the
wheat
grain
goes
to
a
do,
a
Greenery,
so
it's
not
not
dairy
related,
and
that
is
a
the
wheat
grain
I.
Don't
know
if
I
mentioned
that
that
is
a
food
crop
for
human
consumption.
E
E
Okay,
thank
you
so
getting
back
to
this
minimum
crop
prices,
so
they
are
listed
there
in
exhibit
one
and
I
have
them
up
here
on
the
slide
as
well.
So
we
definitely
do
not
intend
to
sell
any
of
our
Commodities
at
these
minimum
prices.
Like
I
said,
this
is
an
annual
legal
requirement
that
we
are
required
to
do
before.
We
can
enter
into
contracts.
However,
those
minimum
prices
are
established,
so
we
have
some
flexibility
going
forward
into
the
crop
season.
E
So
if
we
were
to
see
a
reduction
in
market
value
between
now
and
the
time
we
Harvest,
it
will
still
allow
us
to
do
sales,
and
it
also
allows
us
for
any
adverse
climactic
impacts.
So
a
couple
of
examples
that
we've
seen
over
the
years,
one
is
with
our
winter,
wheat
Harvest,
so
we're
harvesting
our
wheat
generally
in
July
or
August,
and
that's
usually
a
really
dry
nice
hot
period
and
locally.
E
But
there
have
been
some
times
where
we
experience
some
really
severe
kind
of
monsoonal
type
of
rains,
and
we
have
to
allow
that
wheat
to
really
dry
down
inside
the
seed
head
before
it
can
Harvest.
So
it
basically
sits
in
our
field
and
just
hangs
out
and
if
you
get
a
whole
lot
of
rain
during
that
period,
the
sea
green
will
actually
try
to
re-sprout
it'll
try
to
as
if
it's
in
the
ground,
it'll
try
to
grow
and
once
it
starts
to
re-sprout.
E
It
definitely
lowers
the
quality
pretty
drastically
for
the
for
the
buyer
for
Big
D.
So
we
there
have
been
times
in
the
past
where
we
had
to
go
back
and
renegotiate
with
Big,
D
and
say
or
with
our
buyer
I.
Don't
know
if
it's
big
D
at
that
time,
but
we
had
to
go
back
and
negotiate
and
say
you
know.
I
know
we
contracted
this
weed
at
five
dollars
a
bushel,
but
maybe
it's
only
worth
three
dollars
and
fifty
cents
now
or
something
like
that.
E
So
this
allows
us
to
have
some
flexibility
for
instances
like
that.
Another
example
that's
fairly
frequent,
probably
every
third
year
or
so
would
be
an
early
Frost
and
and
right
around
that
first
of
October,
so,
like
I
mentioned
with
our
silage
corn
crop
we're
shooting
for
that
64
or
70,
moisture
70
moisture
during
Harvest.
If
we
experiencing
severe
Frost,
it
gets
down
in
the
low
20s
that
moisture
will
drop
to
maybe
45
five
percent.
You
know
within
a
day,
and
so
now
it
doesn't
in
style
properly
for
the
buyer.
E
We
have
to
go
back
and
negotiate
and
say:
I
know
it's
not
worth
what
we
contracted
that
now,
let's
come
up
with
some
type
of
an
agreement
where
we're
still
able
to
sell
it.
You
know
we
don't
obviously
have
any
use
or
value
for
thousands
and
thousands
of
tons
of
corn
silage.
So
we
want
to
be
able
to
sell
everything
we
produce
so
so
those
minimum
prices
listed.
There
are
kind
of
listed
with.
E
With
that
in
mind,
some
of
the
previous
things
that
we've
experienced
over
operating
the
farm
for
the
close
to
30
years
now
and
obviously
the
expected
market
price
there
is-
is
what
we
anticipate
act,
the
actual
sales
price
to
be
and
we're
hopeful
that
be
another
Banner
Revenue
year
for
the
farm.
So.
B
A
C
A
D
You
chair
we're
gonna,
go
to
the
next
phase
of
the
budget
process
for
fy23
and
that's
going
to
be
a
discussion
of
the
capital
investment
plan,
but
before
we
do
that,
we
wanted
to
loop
back
on
some
questions
that
were
asked
at
our
previous
commission
meeting.
D
So
Heather's
going
to
give
some
slides
related
to
budget
background
just
to
give
a
kind
of
a
bigger
picture,
look
at
kind
of
where
does
Public
Works
fit
in
and
give
you
some
background
information
on
our
budget
and
then
I'm
going
to
jump
in
and
give
you
some
context
to
the
water
renewal.
Services
requests
there
of
of
the
Enterprise
funds.
We
we
own
and
operate
that's
by
far
our
largest
and
I
wanted
to
spend
some
time.
Just
give
me
some
background
information
on
kind
of
how
we
got
to
today.
D
What
are
the
key
drivers
of
us
of
the
CIP
that
that
we've
come
up
with
what
it
was
in
the
utility
plan.
Many
of
the
Commissioners
were
not
here
when
we,
when,
when
the
commission
recommended
the
utility
plan
to
council,
so
I
just
want
to
give
you
that
background
and
then
I'll
turn
it
over
to
Matt
Millis
to
get
into
the
details
of
the
capital
Improvement
program,
not
just
for
water
renewal
but
for
all
the
Enterprise
funds
in
the
general
fund.
H
Thank
you
Steve,
oh
some
horse
here,
sorry
about
that.
Commission
members,
chair,
gravatt
and
commission
members
I
just
have
a
little
bit
of
background.
H
So
when
we
were
doing
some
one
of
our
last
presentations,
there
was
a
couple
of
questions
that
asked
for
deeper
conversation
and
so
I
just
wanted
to
maybe
show
you
where
I
went
to
get
a
little
bit
of
the
answers,
so
that,
if
you
have
further
questions,
maybe
you
can
dive
in
a
little
bit
and
then
I'll
also
answer
those
questions
so
on
the
city's
website,
there's
quite
a
bit
of
detail
about
like
City
programs
and
also
about
our
City's
budget.
H
So
two
places
I
want
to
maybe
specifically
point
to
it
to
the
first
one,
if
I'm
just
going
into
the
toolbar
here,
I'm
just
going
to
look
for
the
2023
budget.
If
I
can
do
this
without
messing
things
up,
I
know
it's
like
as
long
as
I
can
type
while
I'm
doing
this,
so
the
search
pulls
up
the
2023
budget.
So
if
you
click
into
that,
it
pulls
up
the
next
page
and
it
gives
you
some
of
the
brief
highlights.
There's
a
lot
of
description.
H
There
was
a
lot
of
conversation
about
property
tax
and
then
you
can
also
download
the
full
budget
book
I'm
not
going
to
do
that,
because
I'll
take
a
little
bit
of
time,
but
in
that
budget
book
there's
a
lot
of
detail
about
the
whole
city
wide
budget.
It
details
information
about
the
general
fund,
Public
Works
fund,
Library,
Parks
and
Recreation
fire,
you
name
it.
You
can
get
a
lot
of
budget
information
there,
which
is
really
helpful.
So
some
of
the
information
I'm
providing
you
today
came
out
of
the
budget
book
and
some
other
budget
presentations.
H
So
that's
one
of
the
places
and
then
another
place
if
I
go
back.
If
you
just
look
at
down
here
under
government
and
I,
look
in
city
council
all
the
time
when
you
go
through
here,
there's
a
spot
to
look
up,
City
Council
meetings
and
there's
a
whole
list:
I'm
not
going
to
go
through
the
whole
list,
but
you
can
look
at
all
of
our
like
if
we
were
looking
at
today.
If
I
go
to
the
bottom
of
the
list,
like
the
Public
Works
commission
meetings
on
here,
you
can
find
the
videos
the
agenda.
H
What
was
in
the
packet
and
so
forth?
So
it's
super
helpful
there.
You
can
also
go
back
and
look
at
like
Parks
and
Recreation
meetings.
If
you
want
to
City
Council
meetings,
so
I'll
send
out
a
link
or
have
Kathy
send
out
a
link
to
the
budget
Workshop
from
last
year,
which
there's
a
really
good
discussion
about
some
of
the
topics
that
I'm
going
to
talk
about
today.
So
I'll
highlight
that
a
little
bit
more.
H
But
those
are
a
couple
of
places
that
I
find
really
helpful
in
maybe,
as
you're
asked
thinking
of
a
question,
and
if
we
can't
answer
it
in
in
a
meeting
then
maybe
those
would
be
good
places
for
you
to
go
as
well
and
there's
also
other
places
like.
If
you
look
at
Public
Works,
our
utility
plans
highlighted
on
here
lots
of
different
details
about
the
city
and
our
department
as
a
whole.
So
let
me
jump
to
my
presentation
actually.
H
All
right
so
just
a
little
bit
of
budget
background.
So
as
I
noted,
the
these
items
came
up
from
questions
from
the
last
time
that
we
presented.
So
one
of
the
questions
was
how
much
is
Public
Works
portion
of
the
overall
Citywide
budget.
So
this
for
a
fiscal
year
2023
the
total
expenditure
budget
for
the
city
is
862
million
dollars
and
then
Public
Works
has
five
different
funds
that
we
participate
in.
H
The
four
that
are
highlighted
in
blue
are
Enterprise
funds,
so
their
fee
for
service,
and
you
can
see
the
total
budgets
for
each
of
those.
So,
for
example,
the
water
renewal
fund
is
155
million
dollars,
roughly
18
of
the
total
Citywide
budget.
This
year,
Solid
Waste
39
million
dollars
about
4.6
percent
geothermal
is
much
smaller,
so
it
just
barely
registers
at
a
tenth
of
a
percent
Municipal
irrigation
only
forty
five
thousand.
It
didn't
even
register
as
a
percentage
unless
I
carried
decimals
way
out
so
and
then
General
funds.
H
So
the
general
fund
is
a
share
of
multiple
departments.
Public
Works
is
one
of
like
12
departments
that
participates
in
the
general
fund,
so
our
share
of
the
general
fund
is
10
million
dollars
and
so
that's
1.2
percent
of
the
overall
Citywide
budget.
The
total
general
fund
budget
is
I,
believe
306
million
dollars,
so
we're
just
a
small
portion
of
that
general
fund
budget
as
well.
H
So
the
Enterprise
funds,
as
I
noted,
are
fee
for
service
property
tax.
The
general
fund
is
funded
by
property,
tax
sales,
tax,
liquor,
tax
development
fees,
fines
and
forfeitures,
so
there's
quite
a
few
different
revenues.
So
one
of
the
questions
that
was
also
asked
is
what
does
an
average
payment
to
the
city
on
on
a
monthly
basis,
look
like
for
an
individual
or
a
household
in
the
city.
So
it's
a
fairly
complicated
question
to
answer
that,
but
I'm
going
to
highlight
a
couple
areas
that
I
can't
answer
a
bit
there.
H
So
the
first
one
is
property
tax,
so
I
noted
property
tax
helps
fund
the
the
general
fund,
so
our
small
10
million
portion
of
the
310
million
dollars
of
the
overall
general
fund
budget,
so
I'm
not
going
to
give
you
a
primer
and
property
tax.
Just
give
you
a
little
background.
The
link
to
the
video
for
the
budget
hearing
last
year
gives
a
whole
lot
of
detail
which
is
really
informative
about
property
tax
and
covers
a
ton
of
the
nuances.
H
So
for
fiscal
year
2023
the
average
assessed
value
for
homes
in
Boise
was
564
thousand
dollars,
and
you
can
see
it
increased
significantly
from
fiscal
year
2022
as
a
28
increase.
The
exemption
is
the
homeowners
exemption.
H
So
if
you
own
your
home
and
file
for
the
exemption,
you
get
reduction
off
your
assessed
value
of
125
000,
so
that
reduces
the
taxable
value
so
in
2023
that
reduced
the
taxable
value
to
just
shy
or
yeah,
just
shy
of
440
000,
which
makes
that
taxable
value
a
39
increase
over
the
prior
Year,
and
that
was
because
the
homeowners
exemption
was
not
indexed
one
year
to
the
next.
H
The
cities
Levy
rate,
there's
a
formula
that
goes
into
how
the
city
sets
the
formula
or
sets
that
City
Levy
rate,
which
I
won't
go
into
detail.
It's
kind
of
more
complex
in
this
conversation,
but
because
the
value
of
the
taxable
value
for
the
entire
city
increased
so
much
the
city's
level
rate
actually
reduced
significantly
by
21,
almost
22
percent.
So
on
an
average
home
value,
the
city
taxes
would
be
in
2023
about
sixteen
hundred
dollars
the
prior
year.
H
It
was
about
fourteen
hundred
and
fifty
dollars,
so
that
is
so
off
was
an
increase
of
8.9
percent.
So
taxable
value
went
up.
The
levy
rate
goes
down,
so
it
doesn't
mean
that,
just
because
your
taxable
value
goes
up
by
39
that
your
actual
taxes
will
go
up
that
much
so
on
an
annual
change.
That's
right
at
130
dollars
for
the
whole
year
for
the
change
on
a
monthly
tax
amount.
It
is
about
the
same
amount
131
dollars
if
you're,
taking
that
sixteen
hundred
dollars
on
a
monthly
basis.
H
So
that
was
a
lot
of
numbers
really
quickly,
but
it
kind
of
demonstrates
you
how
property
taxes
work
so,
on
a
monthly
basis,
an
average
home
would
be
paying
the
city
roughly
a
hundred
and
thirty
dollars
per
month
for
the
property
tax
portion
of
the
the
general
fund
services
that
they
receive
things
like
sales
tax,
liquor,
tax
development
fees
are
all
usage
based.
H
So
of
course,
if
you
go
out
and
buy
a
new
car
or
purchase
a
lot
of
new
Goods
you're
paying
sales
tax,
the
city
receives
a
share
of
both
sales
tax
and
liquor
tax,
depending
on
a
Statewide
formula.
So
there's
this
wonderful
formula
that
allocates
a
portion
of
that
back
to
the
city,
so
I
won't
go
into
that
detail,
but
it
kind
of
demonstrates
to
you
on
the
general
fund
portion
how
we
receive
funds.
H
So
then,
looking
at
Water,
renewal
fund,
again
water,
renewal,
Solid,
Waste,
fund,
geothermal
and
Municipal
irrigation
are
all
fee
for
services,
so
I'm
going
to
focus
on
residential
bills,
they're
a
little
more
predictable
as
far
as
averages
go.
Commercial
bills
vary
more
because
of
the
size
of
all
the
different
businesses.
So
for
2023,
our
average
monthly
bill
for
residential
water
renewal
is
about
43.50.
H
The
prior
year
was
about
forty
dollars.
We
had
a
seven
and
a
half
percent
rate
increase
for
2023
for
residential
users,
which
equated
to
about
three
dollars,
so
comparing
our
monthly
rates
for
Boise
City
to
our
neighboring
cities
or
Regional.
There's
a
lot
of
bars
here.
So
the
two
that
I'll
point
out
this
one
that's
kind
of
cross-hatched
the
43.50
is
the.
What
was
last
year
proposed.
These
are
slides
from
our
presentation.
Last
year
was
our
last
year
budget.
H
H
Sarah
gravatt,
commission
member
Ellis
wbsd
is
West
Boise
Sewer
District,
so
that's
one
of
the
districts
that
the
city
of
Boise
actually
provides
service
to.
So
the
district
has
it's
within
a
city
of
Boise
City
Limits,
but
they
are
separate
districts,
so
they
have
their
own
collection
lines
and
then,
where
they
connect
to
the
city,
we
provide
treatment
for
their
use
water,
so
their
residential
customers
pay
23
dollars
per
month.
H
Okay,
thank
you
all
right.
So
then,
Solid
Waste
average
bill
for
2023
is
about
22
and
not
quite
50
cents.
This
covers
trash
Recycling
and
compost
services
and
we
had
a
three
percent
rate
increase
in
2023
which
equated
to
about
65
cents
comparables
in
the
region.
Again,
the
crosshatched
blue
bar
is
our
current
rate
of
22.40.
Again,
you
can
see
we're
pretty
comparable
in
the
region.
The
challenge
here
on
Solid
Waste
is
the
difference
in
services
that
are
provided.
H
I
we're
one
of
the
only
municipalities
that
provides
compost
service
to
all
of
our
customers,
included
in
that
22
fee.
A
lot
of
the
other
municipalities
if
they're,
adding
recycling
or
whatever
it
may
be
an
extra
fee.
So
we
try
and
make
it
comparable,
but
the
service
is
provided
across.
The
different
municipalities
do
vary
a
bit
and
then
the
combined.
So
if
we're
looking
at
just
the
watering
oil
and
solid
waste,
a
combined
monthly
bill
is
about
roughly
66
dollars
per
month.
H
So
that
is
my
last
slide
and
I'll
stand
for
any
questions.
If
there
are.
A
Any
questions
from
the
commission,
commissioner,
Lockett.
G
That's
really
helpful.
Can
you
hear
me
now.
G
Thank
you
Mr
chair
and
thank
you
heather.
This
is
really
helpful.
It
really
helps
me
put
some
context
to
some
of
what
we're
talking
about.
I
appreciated
the
comparisons
to
the
different
municipalities
on
each
of
these
items,
and
you
did
a
nice
job
explaining
this
too.
So
thank
you
for
taking
some
extra
time
to
help
me
better
understand
no
question
just
a
comment.
Thank
you.
D
D
Okay,
let
me
pull
up
my
my
slide:
deck.
D
Here,
okay,
so
before
we
wanted
before
we
jumped
into
the
actual
CIP
discussion,
we
thought
it'd
be
helpful,
given
the
new
Commissioners
that
to
provide
some
background
on
the
water
renewal
services,
in
particular
on
the
budget
that
you'll
be
seeing
and
where's.
Where
is
this
coming
from,
where
the
drivers?
How
did
we
get
to
today?
So
that's
what
I
want
to
do
today
and
just
give
you
some
pretty
high
level
views
of
like
what
is
water
renewal?
What
do
we
do?
What
are
the
amounts
of
water
Etc?
D
So
we'll
talk
about
automobile
Services,
we'll
talk
about
some
of
the
changing
utility
drivers
and
I'll
end
with
the
utility
plan
that
was
passed
in
2020
really
was
completed
in
2019,
which
is
really
hard
to
believe.
It's
been
four
years,
but
we'll
talk
about
what
what
where
that
goes,
where
we're
setting
the
the
Strategic
direction
for
the
utility
and
how
that
impacts,
the
capital
Improvement
program.
D
So
brief
introduction
we
are
the
city
of
Boise
water,
renewal,
Services,
we
give
New
Life
to
use
water
and
Ben
mentioned
it
in
his
presentation.
We
are
very
much
focused
on
distancing
ourselves
from
this
idea
that
this
is
a
waste
water.
That's
not
what
we're
about
we're
about
resources,
we're
about
renewal
of
those
resources
and
trying
to
think
of
innovative
ways
that
we
can
give
those
either
back
to
the
community.
D
In
the
case
of
the
compost
program,
for
example,
the
biosolids
the
struvite
program,
Etc
we'd
like
to
think
that
there's
not
a
whole
lot
of
waste
in
our
utilities.
So
this
is
probably
about
six
or
seven
years
ago
we
went
about
kind
of
renaming
and
rethinking
what
we
are
to
the
community
to
better
describe
the
services
that
we're
providing.
D
So
just
to
give
you
a
sense
of
scale.
We
treat
on
a
daily
basis
about
64
feet
of
used
water
if
you
were
to
put
it
on
the
Boise
State.
Unfortunately,
the
turf's,
not
blue,
but
if
you
were
to
try
to
put
that
on
a
football
field,
it'd
be
about
64
feet
high
every
day
and
so
on
an
annual
basis.
We
we
treat
about
10
billion
gallons
of
used
water,
so
it's
a
significant
amount
of
water.
D
D
Our
team
collects
over
a
million
Boise
River
data
points
on
an
annual
basis,
and
part
of
that
is
permit
requirements
that
we
have
under
the
Clean
Water
Clean
Water
Act
other
is
additional
data
points
that
we
collect
to
help
inform
some
of
the
decision
making
within
the
utility
I
mentioned
the
30
million
gallons
a
day
that
we
treat.
D
We
do
about
730
000
water
quality,
lab
analyzes
on
an
annual
basis,
that's
mostly
to
meet
the
permanent
requirements
and
establish
that
we're
actually
treating
the
used
water
to
the
level
as
required
and
making
sure
that
we're
protecting
the
Boise
River.
We
have
a
100
service
uptime
at
the
facilities
we
rarely.
If
ever
have
shut
down
the
facilities.
We've
had
little
blips
on
power,
blips
and
stuff.
We
do
have
backup
power.
D
D
D
D
So
Ben
alluded
to
this
and
I
I
don't
want
to
belabor
it,
but
we
are
putting
the
renew
and
renewal.
So
you
can
see
some
of
the
examples
and
Ben
already
covered
it
in
his
slide,
but
it
is
something
we
take
very
seriously.
D
We
were
one
of
the
first
utilities
to
have
what
we
call
struvite
a
struvite
manufacturing
facility
at
our
at
our
West
Boise
renewal
facility
and
that's
where
we
pull
the
phosphorus
back
out.
We
process
it
and
now
we
put
it
back
on
the
open
market
and
we're
selling
it
to
a
local
fertilizer
company.
I
want
to
say,
there's,
probably
20
25
now
other
utilities
that
are
doing
the
the
struvite
process.
D
And
running
back
in
I,
think
of
2016.,
then
I
mentioned
the
biosolids.
We're
very
proud
of
that
program
and
Ben
does
an
absolutely
amazing
job.
He
and
the
team
out
there
are
all
over
it
and
making
sure
that
that's
a
well-run,
well-run
facility.
Then
he
mentioned
the
methane
to
heat
buildings,
and
it's
always
something
that
we're
looking
to
try
to
maximize.
We
don't
use
all
the
methane
to
heat
all
of
the
buildings
on
site.
D
So
I
have
this
slide.
This
is
the
Lander
Street
facility
and
I
think
we
affectionately
referred
to
it,
that
this
is
one
of
our
Glamor
Shots
of
of
Lander,
it's
a
beautiful
picture
and
it
captures
the
interesting
kind
of
uniqueness
of
Lander
Street.
This
is
a
facility
that
was
built
in
1949.
It
was
built
based
on
a
bond
that
was
passed
at
that
time,
an
initiative
that
the
League
of
Women
Voters
took
on.
D
They
sent
out
the
letters
to
the
community
to
say
that
we're
seeing
outbreaks
of
Cholera
Etc
in
the
Boise
River
and
we
as
a
community,
want
to
do
something
about
it
and
I
have
a
really
cool
picture
from
another
presentation.
I
can
show
you
another
time,
but
it
has
the
actual
letter
from
the
League
of
Women
Voters.
D
It
is
now
coming
to
its
end,
end
of
life,
end
of
useful
life,
and
so
in
many
ways
when
we
started
the
utility
planning
process,
that
generation
back
then
took
on
some
really
heavy
stuff.
There
was
nobody
requiring
them
to
do
it.
D
The
EPA
didn't
exist
at
the
time
the
Clean
Water
Act
wasn't
around,
but
this
community
said
we
think
it's
the
right
thing
to
do,
and
so,
as
we
got
into
our
utility
planning
process,
we
started
asking
ourselves
the
question
like
what
is
it
that
our
community
expects
of
us,
because
it's
kind
of
our
generation's
turn
to
step
up
and
set
that
that
next
big
course
for
for
where
the
utility
needs
to
go.
So
we
I
love
this
picture.
We
love
this
picture
on.
D
The
Lander
Street
facility
is
a
great
example
of
that
replacement
of
Aging
assets.
That's
that
National
dialogue,
you're
hearing
about
infrastructure
funding
the
bills
are
coming
due
on
a
lot
of
the
original
infrastructure
that
were
that
was
built
around
cities.
So
I
have
some
examples
of
that
being
a
key
driver
that
we
didn't
have
to
deal
with
really
in
the
city
of
Boise,
say
15
20
years
ago.
That
was
not
a
big
issue,
so
this
isn't
I
don't
want
to
paint
a
picture
that
somebody
somehow
missed
the
boat
on
on
these
big
costs.
D
They
just
weren't
due
then,
but
we're
we're
the
kind
of
unfortunately
we're
in
the
barrel
when
some
of
these
big
costs
are
coming
and
we
have
to
take
care
of
it,
and
so
that
was
a
big
driver
and
we'll
get
into
some
of
those
details
here
in
a
second,
so
this
planning
process
that
we
started.
We
really
wanted
to
think
differently
about
how
we
were
going
to
do
it
and
so
going
back
to
that
our
generation's
turn.
If
it's
our
generation,
we
want
to
do
it
differently.
D
So
we
really
started
with
a
community
engagement
piece.
We
didn't
go
to
the
community
with
a
bunch
of
solutions
that
say
pick
one.
It
really
started
with
big
picture.
First
of
all,
do
you
even
know
who
we
are?
Do
you
know
what
Wastewater
is?
Do
you
know
who
provides
you
that
service,
and
so
one
of
our
first
surveys
was
very
enlightening
and
somewhat
disheartening,
but
but
it
was
really
informative.
It
helped
set
some
of
the
Baseline
questions
that
we
went
back
to
the
community
to
ask.
So
we
did
start
with
the
citizens.
D
We
used
a
ton
of
data,
we're
trying,
with
this
plan,
to
proactively
manage
risks
like
climate
change,
like
drought
issues
coming
our
way
in
the
future.
We
do
like
to
talk
about
the
triple
bottom
line
approach:
it's
not
just
the
financial
question.
Yet
this
is
a
very
important
point,
but
what
we
find
with
boy
scenes
and
I'll
show
you
some
survey
responses.
D
Boy
scenes
often
will
pay
a
little
bit
more
for
better
value
and
I'll
talk
about
how
that
got
framed
in
the
utility
plan,
and
then
we
couldn't
ignore
affordability,
Heather
had
the
slide
with
the
monthly
rates.
Those
are
real
rates
paid
by
real
citizens
that
is
not
lost
on
us
and
we're
constantly
considering
ways
that
maybe
we
could
be
more
affordable.
Our
affordability
programs
probably
can
evolve
and
we'll
be
back
in
front
of
you
probably
talking
about
some
ideas.
Once
the
e-wrap,
the
emergency.
F
D
Assistance
program
under
covid
is
going
to
go
away,
something's
going
to
have
to
fill
that
void.
So
that's
something
we'll
be
talking
to
you
about
in
the
future.
So,
in
the
end,
what
we
tried
to
do
is
frame
up
the
potentially
viable
Solutions
around
these
boundary
conditions.
You
see
around
the
Box,
the
financial
capacity
we
have
to
pay
for
it.
What
are
the
stakeholder
interests?
We
started
with
the
community.
What
do
they
expect
of
us?
D
What
are
the
asset
conditions
to
say
to
start
framing
up
yeah
we're
at
this
unfortunate
time
where
we
do
have
to
start
replacing
some
of
these
big
assets
and
then
what
are
the
other
system
demands?
What
is
coming
to
us
in
the
future
growth?
What
are
the
capacity
constraints
that
we
have
and
again
going
back
to
driven
by
our
community?
D
This
is
something
we
took
very
seriously
and
different
from
how
we've
done
in
the
past,
and
we
had
three
phases:
three
major
phases
of
community
engagement
and
over
that
process
we
had
about
2
500
citizens
engaged
throughout
the
process,
some
at
a
very
deep
level,
some
at
a
very
peripheral
level.
The
tools
that
we
use
surveys,
open
houses,
focus
groups,
we
had
an
advisory
group
of
citizens
that
we
met
with
for
six
seven
months
about
three
hours.
D
Commissioner
Ellis
was
on
that
Advisory
Group
about
three
hours
a
month,
really
getting
into
the
nuts
and
bolts
of
here's.
What
we
could
do.
We
need
your
feedback
to
help
Drive
some
of
these
big
decisions
we've
got
to
make,
and
then
we
had
various
events
that
we
were
at
I.
Think
where
a
tree
fort
was
an
example
of
event.
We
were
present
with
a
with
a
table
asking
folks
for
their
input,
so
this
kind
of
captures
some
of
the
evolving
drivers
for
the
utility
and
that
utility
plan
was
really
focused
on
clarifying.
D
What
are
those
needs
to
address
those
unique
drivers
that
are
coming
our
way
in
the
utility
plan?
We
did
develop
a
prioritization
process
to
set
that
strategic
direction
for
the
utility,
and
so
in
the
Triangle
to
the
right.
You
can
see
I
think
in
years
past,
most
of
what
drove
our
financials
and
the
utility
were
related
to
regulatory
requirements
and
the
capacity
piece
that
we
were
we've
been
growing
as
a
city,
obviously,
and
so
those
were
really
the
primary
drivers.
D
But
what
we're
seeing
now
the
new
drivers
that
we
have
to
address
are
that
asset
condition
and
replacement.
That's
becoming
a
very
big
portion
of
our
of
our
CIP,
our
Capital
Improvement
program,
and
then
we
also
have
that
Community
expectations
piece
at
the
top,
and
that
gets
to
the
interaction
that
we
had
with
the
community
to
better
understand
what
they
expected
of
us
and
they
were
very
clear
about.
It
was
really
interesting
as
we
started
these
surveys
and
The
Advisory
Group.
D
We
got
very
good
feedback
about
what
they
expected
of
us
and
I'm
going
to
get
to
that
here
in
a
second
towards
the
end.
I
think
I
have
the
comments
that
we
got
from
I
have
some
quotes
from
The
Advisory
Group,
but
an
example
of
a
community
expectation
that
we
heard
loudly
and
clearly
was
the
Recycled
water
program.
There
was
an
expectation
to
keep
that
water
local
as
best
we
could
and
so
we'll
talk
about.
How
does
that
manifest
itself
in
the
utility
plan,
so
I
just
want
to
break
down
each
driver.
D
Just
very
I
think
I
have
a
slide
for
each
one,
just
kind
of
framing.
What
do
we
mean
by
those
descriptions
and
and
what
are
the
key
areas
that
that
cause
us
or
result
in
investment
being
needed?
So
let's
talk
about
capacity
planning,
we're
a
growing
community
and
in
our
world
of
of
water
renewal
planning.
It
really
comes
down
to
flows
and
loads,
and
that's
what
you
think
it
is
right.
D
Just
to
give
you
an
example:
I
don't
want
to
get
too
wrapped
around
the
axle
on
the
details
of
it,
but
we
try
to
re
re,
revisit
not
review
but
revisit
the
flows
and
loads
every
two
to
three
years
to
make
sure
that
we're
tracking
on
how
the
city
is
growing
and
what
we're
seeing
coming
into
the
facilities.
So
we
have
lots
of
data
that
tells
us
what's
coming
to
the
facilities,
so
you
can
see
there
the
lines
that
are
projected
out
into
the
future.
The
the
reddish
line
is,
is
the
current
projection.
D
We
have
a
high
growth
rate
projection
that
if
we
saw
an
increased
level
of
growth,
how
would
that
affect
the
needs
of
capacity?
And
then
we
have
the
utility
plan.
What
we've
actually
developed
out
of
the
utility
plan
is
that
Gray
Line,
you
can
see
how
those
lines
interact
and
we're
trying
to
hit
a
sweet
spot
to
not
build
too
much
capacity
and
be
sitting
on
it,
but
also
not
to
have
enough
capacity
to
address
the
needs
of
the
community,
a
growing
community
and
it's
a
little
sweet
spot
that
we
work
on.
D
I
may
try
to
anticipate
a
question
that
that
dot,
the
kind
of
that
pop-up
there
that
you
see
around
2017,
that's
related
to
this
as
we
refer
to
it
as
affectionately
as
the
snowmageddon.
We
had
significantly
increased
flows
off
of
that
event
for
months
on
end
I
think
it
was
January.
12Th
I
got
the
call
from
Marcia
at
about
7
pm
at
West
Boise.
D
We
were
up
against
a
really
high
flow
and
we
had
a
discussion
about
how
we're
going
to
handle
that,
but
that
2017
was
a
was
a
remarkable
and
anomalous
year,
just
based
on
that
snowmageddon,
the
increased
flows,
but
those
are
the
kind
of
things
we're
looking
at.
So
this
translates.
D
So
this
is
just
a
hydraulic
capacity
right,
the
the
million
gallons
per
day
that
we
get
there's
a
very
complicated
chart
that
we
call
the
spaghetti
chart
and
it's
got
lines
going
just
about
every
which
way
and
it
it's
starting
to
get
to
not
just
flow
but
bod
capacity
to
TSS
capacity
to
phosphorus
capacity,
and
so
these
lines
interact
in
ways
every
time
I
look
at
it.
It's
just
like
it's
it's
a
little
bit
mind-numbing,
but
it
does
mean
a
lot
when
the
right
people
are
looking
at
it
and
they're.
D
Saying
about
this
time
is
when
we're
going
to
need
a
new
clarifier,
because
the
bod
or
this
this
is
lining
up
with
that
number,
and
this
number
so
just
a
heads
up.
That's
in
about
six
years.
We
need
to
start
designing
a
new
clarifier,
for
example,
so
we
use
these
numbers
to
help.
Try
to
build
out
what
the
capacity
constraints
are.
D
The
regulatory
requirements
are
several
fold.
Many
of
them
are
our
expectations
of
the
community
right.
D
Some
folks
will
point
to
like
the
Clean,
Water,
Act
or
EPA,
as
the
driver
I
would
maybe
suggest
it's
it's
different
and
in
part
because
we
establish
what
the
beneficial
uses
of
the
river
are
and
that's
a
community
discussion
with
the
DEQ
and
EPA
to
say
what
do
we
want
to
use
this
water
body
for
and
if
we
agree
on
that,
then
there's
standards
that
we
have
to
meet
in
that
water
body
to
support
those
uses.
D
So
if
we
want
human
contact
recreation
in
the
Boise
River,
that
has
very
specific
implications
for
us
on
what
we
can
discharge
to
the
river,
and
we
take
that
very
seriously,
and
we
hear
often
from
the
community
that
we
hope
you're
not
just
doing
the
bare
minimum
just
to
meet
a
permit.
We
hope
that
you're
doing
right
by
the
river
and
there's
there's
questions
about
like
everybody
would
have
an
opinion
like
how
much
more
treatment.
D
So
the
key
constituents
that
we
look
at
ammonia
phosphorus
temperature
emerging
constituents,
TSS
is
done
on
there's
a
lot
of
different
types
of
constituents
that
we
track.
We
just
got
new
permits
issued
to
us
from
the
DEQ
the
ipds
permits
were
issued
back
in
2022.
The
DEQ
was
a
fabulous
partner
with
us.
It
was.
We
asked
a
lot
of
Staff.
We
were
asking
for
some
pretty
Innovative
stuff
in
our
permit.
D
An
EPA
was
involved
as
well
and
over
probably
about
a
four
to
well,
probably
six
year
period.
Many
many
meetings
working
through.
How
do
we
get?
How
do
we
manage
the
the
expectations
of
the
DEQ
and
the
needs
that
they
have
to
have
in
the
permit,
with
what
some
of
the
Innovative
stuff
that
we
wanted
to
do
proud
to
say
that
we
got
where
we
needed
to
go
by
2022?
We
have
those
new
permits
and
then
the
destination
is
also
a
Big
Driver
of
permanent
requirements.
D
I
mentioned
the
river
has
a
very
specific
beneficial
uses
that
the
community
expects
to
want
to
be
able
to
use
the
river
for,
but,
as
we
start
to
think
about
a
recycled
water
program,
it's
a
different
kind
of
Suite
of
of
requirements
that
we're
going
to
have
to
start
considering,
because
if
we
do
things
like,
for
example,
Aquifer
recharge,
that's
a
different
set
of
constituents
that
we
have
to
be
concerned
about
because
that
potentially
impacts
the
drinking
water
aquifer.
That's
a
very
that's
a
different
animal.
D
So
those
are
a
big
high
level
overview
of
the
regulatory
requirements
under
the
Clean
Water
Act
and
Community
expectations,
and
then
just
a
couple
slides
on
asset
condition,
replacement
I
mentioned
these.
Previously
these
are
some
slides
oops.
These
are
some
slides
up
above
of
the
Lander
Street
facility,
where
we
have
concrete
spalling.
D
None
of
these
are
facing
imminent
failure,
but
they
are
certainly
to
a
point
where
we
need
to
be
proactively
replacing
it.
We
had
a
consultant
do
some
structural
evaluations
of
various
basins
that
Lander
and
the
general
conclusions.
We've
got
about
10
more
years
left
so
that
I
feel
like
we're,
hitting
a
sweet
spot
of
just
in
time,
replacement
we're
not
replacing
it
too
early,
but
we're
leaving
some
useful
life
on
the
table.
But
we
are
planning
to
time
it
just
about
right,
so
we
don't
have
any
catastrophic
failures.
D
That's
a
that's
a
dance
that
we
have
to
do,
but
I
think
Atlanta
Street,
for
example,
I
think
we're
getting
pretty
close
on
the
bottom
there.
The
bottom
middle
just
a
good
example
of
the
collection
system,
so
the
pipelines
that
we
own
and
operate
throughout
the
system.
That's
the
Joplin
main
replacement
so
on
the
left
was
the
Joplin
main,
probably
2016,
2017
time
frame,
and
you
can
see
it's
not
in
great
shape.
Those
are
those
lines.
D
Hanging
down
are
not
supposed
to
be
that
those
are
gaskets
and
it
was
not
in
great
condition
and
not
that
it
was
imminently
facing
collapse,
but
it
was
like
we
needed
to
get
in
there
and
replace
that
pipe.
So
you
can
see
the
replacement
over
on
the
right.
That's
the
new
Joplin
main,
that's
a
60
inch
main
going
into
the
West
Boise
facility
and
that's
truly,
like
the
art
main
artery,
going
into
that.
D
D
They
looked
at
all
of
the
pipelines
in
the
system.
The
type
of
pipeline
when
they
were
installed
and
the
mile
installed
and
I'll
direct
your
attention
to
a
couple
things
on
the
very
far
left.
There's
some
bars
bars
there,
that's
like
1898,
so
we
have
some
pipeline
in
the
system
that
was
installed
way
back.
Then
you
can
see
it
going
from
the
left
all
the
way
over
to
the
right
and
then
that
middle
there
you
see
some
really
tall
bars.
D
D
We
were
doing
that
much
work
into
a
two-year
window,
so
this
is
indicative
of
us
trying
to
look
at
this
and
saying:
okay,
how
do
we
start
the
you
could
take
this
and
flip
it
and
say
basically
there's
our
replacement
schedule,
but
we
know
those
Peaks
have
to
be
shaved,
and
so
the
team
is
doing
really
good
work
to
try
to
figure
out.
How
do
we
prioritize
and
flatten
this
out
so
we're
making
a
consistent
investment
year
over
year
to
start
replacing
those
those
pipes?
D
D
D
And
then
we
talked
about
Lander
Street,
so
we're
going
to
be
making
some
significant
Capital
Investments
at
Lander,
and
this
is
just
a
snapshot
of
the
phases
that
we're
currently
going
through
so
phase
one
was
completed
back
in
2020.
Well,
I
guess
the
land,
the
head
works
is
still
not
fully
complete.
We're
almost
done,
but
we're
happy
to
report
that
we
are
currently
under
budget
for
phase
one
a
little
bit
behind
schedule
based
on
submissions.
We
have
at
the
headworks
phase,
two
kicking
off
and
you'll
see
that
in
the
CIP
phase
two
landistry
replacement.
D
You
can
see
the
Yellow
Boxes
there
lots
of
work
going
to
be
happening
as
part
of
phase
two,
and
then
we
won't
be
done
at
that
point.
Face
reel
kick
off
in
2030.,
at
which
point
we'll
have
a
relatively
relatively
brand
new
facility,
but
it'll
take
a
a
pretty
big
effort
from
staff
and
the
consultants
and
the
contractors
in
the
valley.
D
And
then
Community
expectations
that
last
little
bit
above
on
the
triangle
again
going
back
to,
we
wanted
to
do
it
a
little
differently,
this
time
and
really
start
with
the
community,
and
this
is
just
some
examples
of
some
quotes-
not
really
quotes.
I
guess
this
is
the
feedback,
as
we
summarized
it
from
both
The
Advisory
Group
and
the
community
surveys,
and
so
I
won't
read
these
to
you,
but
you
can
see,
generally
speaking,
there's
support
for
one.
D
D
I
think
somewhat
unique
to
Boise,
not
just
Boise,
but
this
community
has
consistently
over
the
years
supported
initiatives
that
are
in
effect,
charging
you
more
for
better
outcomes
of
Foothills.
Levy
is
a
great
example
twice
that
Levy
passed
and,
in
effect,
we're
charging
our
citizens
more
to
protect
that
open
space
and
that's
a
value
that
they've
told
us
very
resoundingly
that
that
they
want
to
see
move
forward.
D
And
so
we
see
similar
things
when
we
talk
about
water
renewal
and
the
willingness
to
pay
a
little
bit
more
for
Approved
outcomes
and
then
I'll
just
conclude
with
the
utility
plan.
The
recommended
approach-
and
this
is
a
couldn't-
be
more
simplified,
so
I
don't
mean
to
insult
anyone,
but
we
wanted
to
keep
it
pretty
high
level.
There's
just
a
lot
a
lot
to
this.
D
This
original,
the
the
original
background
with
West
Boise,
Lander,
Street
and
20
miles
south,
was
to
emphasize
that
we
have
these
existing
assets
and
in
many
ways
these
are
the
bulk.
D
These
are
Big,
you
know
big
dollars
that
we're
trying
to
figure
out
and
best
plan
for
the
community,
so
we'll
be
focused
on
the
existing
assets
and
all
the
pipeline.
You
don't
see
on
the
slide.
That's
a
big
part
of
the
Kaplan
program
is:
is
asset
replacement
you'll,
see
that
when
Matt
shows
you
the
detailed
slides,
but
as
we
started
thinking
about
the
Recycled
water
program
and
enhance
the
river,
for
example,
enhance
the
river
was
where
the
community
told
us
we'd,
really
like
you
to
focus
on
not
just
meeting
the
minimums.
D
What
more
could
you
do
reasonably
to
meet
a
higher
water
quality
standard
in
the
Boise
River?
D
And
so
we
we're
piggybacking
that
on
with
our
regulatory
approach,
with
the
DEQ
on
innovative
ways
to
meet
temperature
requirements,
so
we're
going
to
be
showing
to
you
you'll
see
in
the
CIP
there's
some
enhanced
River
projects
where
in
lieu
of
chillers
and
mechanical
means
of
temperature
mitigation,
we're
going
to
try
to
do
some
natural
restoration
of
the
the
river
projects
that
will
help
promote
the
fishery
side,
Channel,
restoration,
Etc
and
then
the
third
facility
that
we're
proposing
currently
is
in
the
southeast
of
Boise.
D
That's
our
industrial
recycled
water
program
just
remind
you
that
this
was
finalized
in
19,
past
and
20
with
Council.
That
was
well
before
we'd
heard
about
Micron
expansion,
although
we
hope
that
something
like
this
would
happen.
That
was
part
of
the
reason
that
we
did.
D
It
was
to
say
well
what,
if
we
build
a
recycled
water
facility
in
the
industrial
area
that
we
could
promote
for
companies
that
value
that
kind
of
an
outcome,
they
could
come
to
that
area
of
town,
so
we're
working
with
micron
between
what
their
needs
are
and
what
the
community's
needs
are.
We're
trying
to
balance
all
of
those
and
we
continue
to
work
with
Micron
and
I,
think
we're
going
to
land
in
a
good
spot.
A
D
Like
50
years
40
years,
and
a
component
of
that
will
always
have
to
be
Aqua
recharge
right,
we
have
we're
generating
a
water
source.
We
hope
to
have
enough
customers.
We
can
just
give
that
or
not
give.
We
will
sell
that
water
back
to
those
customers,
those
industrial
customers,
but
if
somebody
has
a
you
know,
is
down
for
a
day
or
a
week
or
leaves
the
city
we
have
to
have
a
place
for
that
water
to
go.
So
we
kind
of
call
it
our
fat
spot
in
the
line.
D
D
Let's
get
the
third
facility
figured
out
first,
we
don't
know
where
that
one's
going
to
be
yet,
but
but
that's
going
to
be
something
that
will
add
so
one
of
the
the
biggest
recommendations
out
of
the
utility
plan
was
that
any
major
new
capacity
that
we
bring
online
will
be
recycled
water
so
anywhere
like
we're
not
going
to
expand.
D
Lander
Street
to
be
that's
currently
about
11
million
gallons
a
day,
we're
not
going
to
expand
that
to
be
30.,
we're
going
to
put
that
new
capacity
towards
recycled
water
and
and
one
of
the
big
drivers.
There
is
climate
issues,
drought
issues,
and
that
was
something
that
came
out
of
the
the
Outreach
for
the
community.
Excuse
me,
okay.
That
was
a
lot
of
me
talking.
A
I
Thank
you
got
a
lot
of
notes
here,
so
we'll
try
to
be
brief,
but
got
a
few
numbers
that
I
need
to
refer
back
to,
but
chair
gravatt
members
of
the
commission
pleasure
to
be
here
this
evening
to
talk
about
our
2024
capital
budget
build,
and
so
what
I'd
like
to
do
is
kind
of
talk
about
the
particularly
the
water
renewal
facilities
and
the
budget
for
2024,
and
then
talk
a
little
bit
more
in
a
little
less
step
from
the
geothermal
Capital
fund
and
solid
waste
and
so
forth.
I
So
water
renewal
is
definitely
our
most
Capital
intensive
fund
within
Public
Works
and
so
I'd
like
to
spend
the
most
time
on
that.
This
presentation
this
evening
is
is
purely
informational.
There
is
no
motion
that
we
require
so.
I
I
will
move
on
to
our
budget
process
one
almost
exactly
one
month
ago,
we
were
here
on
February
1st
to
talk
about
the
2024
budget
process
and
I
provided
sort
of
a
budget
overview
that
kind
of
talked
a
little
bit
about
the
funds
and
what
we
expected
to
to
see
for
each
fund
and
an
overview
of
what
we
had
adopted
for
the
2023
o
m
budget.
So
what
I'm
going
to
do
tonight
is
continue
on
to
now
discuss
our
Capital
Improvement
plans
and
last
time
we
did
not
have
real
numbers.
I
We
just
had
an
overview
and
kind
of
re-familiar
make
you
familiar
again
with
the
with
the
process
and
our
funds
and
so
forth.
So
tonight
we
do
have
actual
numbers
that
we
would
like
your
consideration
to
review.
In
addition
to
this
presentation
in
your
budget
agenda
in
your
or
meeting
agendas,
there
was
a
informational
packet
with
extensive
tables,
spreadsheets
and
also
a
long
list
of
project
descriptions
that
laid
out
each
project
in
great
detail.
What
I
might
not
be
able
to
answer
this
evening?
I
I
The
April
5th
Public
Works
commission
meeting
we'll
be
talking
about
the
operation
of
Maintenance
expenses,
projected
revenues
and
then
we'll
tie
it
all
up
together
on
May
3rd,
where
we'll
be
discussing
cash
flow
as
well
as
rates
and
potential
charges,
and
it
will
be
in
that
May
3rd
meeting
that
we
will
look
to
the
commission
for
a
motion
to
recommend
our
information
to
proceed
on
to
the
city
council.
I
So
what
I'm
going
to
do
is
just
quickly
talk
about
capital
projects,
Steve
laid
an
excellent
foundation
for
what
I'll
talk
about
I'll,
keep
it
very
simple
and
high
level.
Capital
is
very
important
to
our
financial
planning
process,
because
it
has
the
I
would
say.
Probably
one
of
the
greatest
impacts
on
our
planning-
and
the
reason
is,
is
because
one
you've
got
some
very,
very
large
projects
that
are
of
a
great
magnitude
relative
to
our
operational
expenses
and
then
two.
I
We
also
have
a
lot
of
variability
where
operation
and
maintenance
tends
to
be
quite
predictable
and
and
escalating
with
inflation.
You
know,
according
to
the
number
of
people,
but
capital
projects,
as
you'll
see,
can
be
up
and
down
every
single
year,
which
presents
some
challenges
in
making
sure
that
we
have
good
for
steady,
predictable
user
rates
as
we
Define
Capital
within
the
city
from
an
accounting
perspective.
I
We
look
at
that
as
a
physical
asset,
with
a
three-year
useful
life
or
greater
that
costs
more
than
ten
thousand
dollars,
and
as
we
look
at
it
specifically
for
public
works.
These
are
the
facilities.
These
Capital
assets
are
the
facilities
that
we
are
using
to
provide
these
key
Services
to
to
our
public.
I
I
Drivers,
condition,
regulatory
level
of
service
and
capacity,
so
I
probably
won't
spend
much
time
on
this,
but
as
we
develop
our
projects,
it's
with
the
intent
of
meeting
anyone
or
a
combination
of
these
goals
shown
in
the
Strategic
plan
within
our
our
utility
I
want
to
explain
just
a
little
bit
of
the
hierarchy
that
may
help
explain
or
help.
You
understand
some
of
the
the
structure
of
the
recommendations
that
we
have.
I
First
of
all,
the
utility
itself
is
the
water
renewal
utility
and
that
encompasses
everything
that
water
renewal
does
the
Second
Step
as
we
go
down?
Is
the
programs
and
the
programs
may
be
based
upon
one
actual
location
or
the
Assets
in
one
place,
or
it
could
be
a
set
of
services
that
are
provided
throughout
the
city?
I
So
our
programs
right
now
would
be,
for
example,
the
Lander
Street
water
renewal
facility,
the
West
Boise
water
renewal
facility,
our
upcoming
recycled
water
program,
that
will
provide
service
largely
to
the
southeast
area
of
the
city,
as
well
as
our
collection
system,
which
is
approximately
the
900
almost
almost
a
thousand
miles
of
pipe
that
snakes
through
the
entire
city.
That
brings
the
what
used
water
to
our
water
renewal
facilities.
I
So
each
one
of
the
programs
has
a
very
specific
need
in
one
way
or
another.
Some
may
be
facing
aging
infrastructure,
as
Steve
mentioned,
with
Lander
Street,
some
may
be
facing
capacity
needs,
some
may
be
facing
maybe
a
little
bit
more
Regulatory,
Compliance
updates
than
maybe
another
program.
I
So
as
we
look
at
each
program
and
the
specific
needs
of
each
one,
we
then
develop
our
set
of
projects,
and
so,
for
example,
I've
listed
two
right
here.
That
will
talk
a
little
bit
more
in
detail,
but
the
Lander
Street
primary
clarifiers
and
the
West
Boise
tertiary
filtration
are
there
specifically
to
solve
the
problems
or
the
issues
that
come
with
the
programs.
For
example,
it
could
be
adding
capacity
or
it
could
be
solving
a
phosphorus
treatment
concern
to
help
maintain
our
our
Regulatory
and
permit
status.
I
So,
with
the
projects
that
we
Define,
we
also
have
to
find
a
way
to
fund
our
projects
and,
up
until
recently,
the
traditional
model
that
we
have
followed
within
the
city
is
to
use
basically
cash
coming
in
from
one
connection
fees
and
then
to
the
monthly
user
rate
revenues.
I
So
with
the
connection
fees,
that's
a
one-time
charge
that
new
development
pays
for
basically
that
unit
of
development's
capacity.
It
will
utilize
Within
the
water
renewal
facilities.
So,
for
example,
a
single
family
home
that
is
provide
paying
the
payment
of
a
connection
fee
will
provide
that
home
with
282
gallons
of
treatment
capacity
and
about
a
pound
and
a
half
of
constituent
treatment.
I
Supplement
that
that
that's
a
basically
a
one-time
fee
that
we
use
to
recover
the
cost
of
capital
that
we
have
already
invested.
The
second
step
is
using
our
user
rate
revenues
which
are
charged
monthly
to
each
one
of
our
customers,
residential
or
commercial,
for
the
services
that
they
provide.
As
Heather
pointed
out,
a
single
family
home
would
pay
per
month
approximately
43
dollars
and
47
cents.
Now
the
connection
fee
revenues
are
intended
just
for
Capital,
the
user
rate
revenues,
not
only
funds
Capital,
but
it
also
funds.
I
So
one
of
the
challenges
that
you'll
see
as
we
look
at
our
projects
is,
we
have
some
years
where
we
have
very
very
large
capital
projects
and
if
we
were
to,
for
example,
take
this
to
an
analogy
of
buying
a
house.
If
I
was
going
to
out
to
buy
a
house
and
I
was
unable
to
access
the
mortgage
industry,
you
know
get
a
mortgage.
I'd
probably
have
to
work
five
jobs
to
be
able
to
save
up
enough
money
to
ultimately
buy
my
house.
That's
going
to
take
a
lot
of
time.
I
It's
going
to
take
a
lot
of
work,
so
what
we
typically
will
do
is
we
will
go
into
a
mortgage
which
will
allow
us
to
amortize
the
cost
of
our
home
over
30
years
with
12
12
equal
payments.
I
One
of
the
tools
that
the
Sid,
the
voters
of
Boise
City
have
provided
us
with
through
a
recent
bond
election
is
570
million
dollars
of
bond
authorization
that
we
have
received.
This
is
a
fantastic
tool
for
us
to
be
able
to
take
the
costs
of
of
projects
that
will
come
in
and
rather
than
having
to
save
up
user
fees
and
connection
fees
to
pay
for
those
projects.
We're
able
to
use
those
bonds
to
amortize
that
over
a
period
of
time.
I
So
again,
we
receive
570
million
dollars
of
authorization
in
2022
we
issued
80
or
the
equivalent
of
80
million
dollars
in
bond
proceeds,
and
then
we've
also
committed
with
the
water
infrastructure,
finance
and
Innovation
act
or
were
referred
to
often
as
withia
another
399
million
dollars
of
project
of
of
funding.
That
will
help
us
fund
projects
out
through
fiscal
year
2031..
I
In
addition
to
that,
we
always
look
for
State
revolving
funds,
which
are
not
always
available
to
us
they're
more
for
communities
that
have
a
greater
need
than
what
Finance
the
financial
capacity.
That
Boise
has.
We
also
look
for
Grants,
which
are
oftentimes
difficult
to
find,
and
then
we
also
receive
a
little
bit
from
developer
reimbursements,
and
that
is,
as
a
developer,
builds
a
subdivision
they'll
put
in
pipe
and
if
it's
pipe
that
is
oversized
over
depth
or
off-site,
meaning
it's
pipe
that
we
would
have
built
ourselves.
I
They
get
reimbursed
from
our
connection
fees,
and
so
we
get
a
little
bit.
Maybe
a
million
dollars
a
year
in
benefit
coming
from
developers
who
have
built
pipe
for
us
any
questions
on
our
Capital
funding
source.
That
was
a
lot
of
information
and
we
will
be
coming
back
on
May
3rd
to
talk
about
this
in
much
greater
detail.
G
M
yeah,
all
right
so
Matt
under
under
other
funding
sources.
My
question
is,
in
addition
to
those
wifia
dollars:
are
there
any
one-time,
covid
monies
federal
dollars
available
from
any
of
the
coveted
relief
funds
or
any
other
one-time
Capital
dollars
that
we
could
use
so
that
we
don't
have
to
use
the
revenue,
bonds
and
pay
interest
on
those.
I
Sure,
chair
gravatt,
commissioner
Lockett,
that's
an
excellent
question
and
in
the
past
we
have
received
covid
funds
that
we
have
utilized
for
a
variety
of
different
sources.
I
think
some
of
it
went
for
operation
and
maintenance
expenses,
but
I
would
refer
to
Heather
if
you
have
any
or
Steve.
D
Yeah
I
can
jump
in
commissioner
Lockett.
We
have
there's
been
a
various
sources
of
covert
related
funding,
most
of
its
based
on
kind
of
covering
costs
that
are
related
to
operations.
D
We
are
applying
for,
in
fact,
I
just
signed
I
think
the
the
Bureau
of
Reclamation
has
a
water
smart,
Grant
opportunity.
It's
called
the
title
16
program
and
it's
related
to
recycled
water,
and
so
we
initiated
the
the
process
I
think
so
it
requested
a
one
million
dollar
planning
grant
that
if
we
get
will
lead
to
significantly
increased
levels
of
funding
for
the
actual
capital
projects,
so
we're
looking
in
various
sources
for
any
grant
opportunities.
A
lot
of
the
covid
money.
A
lot
of
the
infrastructure
money
has
been
going
through.
D
The
state
has
been
funneled
through
the
state
program,
so
you
can
see
like
the
srf
has
been
bolstered
with
with
some
of
the
infrastructure
funding
the
grants,
the
actual
kind
of
maybe
free
money,
if
you
call
it
that
hasn't
materialized
as
much
as
as
maybe
some
folks
thought,
we're
always
checking
keeping
tabs.
A
lot
of
the
professional
organizations
will
join
calls
that
they'll
go
over
the
latest
on
the
infrastructure
bill,
for
example,
but
a
lot
of
it
is
being
routed
through
the
state
for,
like
srf
loans,
actual
debt
financing.
I
The
2044
CIP
build
so
far
has
been
largely
based
upon
the
planning
that
was
done
a
year
ago
as
we
prepared
the
2023
CIP.
So
a
year
ago
we
were
here
with
a
set
of
projects
that
we'll
look
at
in
just
one
second,
that
were
based
upon
recommendations
from
the
water
renewal
utility
plan.
But,
as
we've
proceeded,
we
have
found
that
maybe
their
the
current
construction
market
and
bidding
Market
requires
a
little
bit
of
adjustment
in
our
in
our
spend
spending
recommendations.
So
what
we've
done
is
essentially
aligned.
I
Our
budget
for
24
with
the
23
budget
looked
a
little
bit
more
carefully
at
what
the
spend
recommendation
would
be
for
2024
and
then
we'll
work
forward
as
we
come
a
year
from
now.
As
we
prepare
the
2025
budget,
we
will
be
working
to
align
our
10-year
CIP
with
more
with
what
our
actual
spending
curve
and
the
economic
conditions
that
we'll
talk
about
in
just
a
second
are
are
looking
like.
I
Just
one
just
one
thought
as
we
go
into
this
next
stage,
we're
going
to
see
a
lot
of
10-year
projections
and
as
we
are
here
talking
about
the
24
budget,
we
are
only
looking
at
the
projects
that
we
need
for
2024.
We're
not
looking
for
a
budget
recommendation
for
25
and
on
those
are
just
simply
there
to
look
for
a
planning
person
to
look
at
for
a
planning
perspective.
But
we
are
truly
only
focused
on
on
the
spend
at
this
moment
for
2024.
I
So
this
is
the
capital
project
schedule
that
we
had
brought
back
to
the
public
works
commission
one
year
ago,
as
we
prepared
the
2023
budget,
and
so
there
is
it's
actually
kind
of
a
simple
graph.
But
there
is
a
lot
going
into
into
this.
So
This
budget
right
here
was
estimated
to
be
about
779
million
dollars
to
be
spent
through
2032,
with
an
estimated
annual
spend
of
about
89
million
dollars
per
year.
I
What
I'd
like
to
focus
your
attention
on
is
in
fiscal
year
2024
we
had
a
estimated
spend
of
107
million
dollars
as
we
program
this
for
2023..
I
So
as
we
have
gone
through
the
last
year
and
as
as
we've
also
evaluated
the
projects
that
we
need.
I
think
that
we
have
found
that
the
overall
projects
identified
in
the
23
CIP
build
are
good
projects
and
pretty
good
cost
estimates
too.
What
we're
trying
to
identify
is
with
some
of
the
challenges
that
we're
seeing
in
our
current
economy.
What
is
an
appropriate
annual
spend
so
I
think
I
think
the
overall
costs
are
good.
I
Certain
materials
can
delay
a
project
which
means
that
if
some
materials
are
the
kind
of
the
bottleneck,
we
won't
be
able
to
proceed
with
the
planning
construction
of
certain
projects
within
there
are
Public
Works.
We
have
about
a
14
vacancy,
so
about
45
of
about
350.
Some
ftes
within
Public
Works
are
vacant
right
now
and
just
that
lack
of
ability
throughout
all
divisions
is
creating
some
slowdown
on
planning
and
and
construction
and
then.
I
Finally,
as
we
look
at
again
things
like
The
Meta
facility,
the
Micron
fabrication
facility,
a
couple
hospitals,
there's
airport
projects
or
our
own
projects
that
are
taking
capacity
away
from
the
contractor
Market
we're
quite
concerned
about
what
that
means
in
terms
of
available
subcontractors.
For
us
to
do
our
projects.
D
Maybe
I'll
just
jump
in
for
a
second
chair
gravatt
in
the
commission
like
these
are
the
things
that
are
just.
It
feels
very
unpredictable
right
now
and
I
I'm
not
wired
to
deal
well
with
unpredictability.
It's
just.
It's
really
hard
right
now
to
try
to
figure
out
where,
where
do
you
try
to
set
some
of
these
numbers
and
I?
Think
in
addition
to
these
pressures
that
we're
seeing
in
the
labor
market,
the
construction
Market
internally
we're
still
trying
to
ramp
up
ramp
up
our
capacity
to
get
the
throughput
for
these
size
of
projects?
D
I
think
just
having
an
honest
assessment,
we're
not
at
that
rate
just
yet
so
part
of
the.
What
we
want
to
do
over
the
next
year
to
Matt's
point
is
just
kind
of
let's
reset
level
set
our
the
CIP,
based
on
what
we
think
may
be
happening
with
a
fair
amount
of
knowing
that
there's
a
lot
of
uncertainty
going
into
that,
but
then
what's
more
realistic
for
our
spend
for
our
staff
for
for
the
Contracting
Community,
what
can
they
do
we're
starting
to
hear
from
some
of
the
contractors
like?
D
We
don't
think
you
can
actually
do
that,
just
just
from
a
labor
availability,
knowing
what
else
is
going
on
in
the
valley.
So
those
are
some
pretty
big
challenges.
We're
going
to
have
to
start
working
through
so
the
next
year
as
Matt
described
it
we're
going
to
really
kind
of
level
set.
Take
a
step
back.
Let's
talk
to
the
Contracting
Community,
let's
have
a
better
discussion
about
what
we
can
get
through
with
our
own
staff.
D
I
Great
thank
you
Steve,
and
that
actually
basically
explains
my
my
next
two
slides.
So
just
as
Steve
had
mentioned
for
2024,
what
we're
trying
to
do
is
is
look
critically
at
what
the
actual
spend
would
be
estimated
to
be
for
2024
and
that's
considering
not
only
new
money.
I
That
would
be
added
for
the
fifth
with
53
million
dollars,
but
that
would
also
consider
almost
80
million
dollars
that
would
be
coming
from
budget
available
in
2023
that
may
not
potentially
be
spent
passed
on,
and
so
on
top
of
your
55
million,
you
have
a
total
annual
amount
of
130
million,
so
that
would
be
spent
within
2024.
So
so
the
first
step
was:
let's
estimate
what
the
need
would
be
for
24
and
then
also
just
as
Steven
mentioned.
I
We
feel
like
the
overall
total
need
is
good
for
the
next
10
years.
It's
just
a
matter
of
what
should
the
spend
Curve
will
be.
Look
like
what
should
it
look
like,
so
what
we'll
do
is
in
fact
actually
starting
about
two
weeks
ago,
we
have
started
to
seriously
go
back
to
each
project.
Reevaluate
the
total
cost
reevaluate
a
spend
curve.
So
as
we
come
back
from
2020
as
we
come
back
for
the
2025
budget,
build,
we
will
have
perhaps
the
same
total
amount.
I
It
just
may
be
shifted
back
a
little
bit
as
opposed
to
the
projections
that
we
have
here
so
so
I'm
going
to
talk
just
briefly
about
our
project
phasing.
When
we
put
a
project
on
the
CIP,
not
every
project
is
just
ready
to
be
designed
and
and
starting
construction
there's,
actually
a
fair
amount
of
time
that
is
spent
to
evaluate
what
is
this
project
or,
first
of
all,
what
is
a
problem
that
we
have?
Second
of
all,
what
kind
of
project
would
fix
that?
I
Third,
what
would
this
project
look
like
from
a
design
and
then?
Finally,
the
final
step
would
be
to
actually
construct
that
project,
and
so,
as
we
go
through
our
project
planning
and
we
put
CI
projects
on
the
CIP,
we're
also
looking
at
what
stage
of
development
is
each
project
so
in
this
graph
here
this
table.
This
is
strictly
looking
at
the
projects
just
for
fiscal
year
2024,
and
what
you
can
see
is
the
legend
with
the
keys
with
the
legend
key
at
the
bottom,
with
the
colors.
I
The
further
left
you
are,
the
more
exploratory,
the
more
nebulous,
the
more
you
know,
exploratory
the
project
is
when
you
finally,
and
then
you
finally
get
to
you,
move
to
the
right.
You
get
to
the
gray
where
it's
the
actual
construction
and
your
estimates
for
what
that
will
cost
are
pretty
well
defined.
So,
as
you
can
see,
we
have
approximately
three
percent
just
only
one
project:
that's
in
the
pre-discovery
OR
Discovery
phase,
which
is
the
enhance
the
River
Project.
I
You
have
about
42
percent
of
the
costs
that
are
in
final
design,
indicated
by
the
blue,
and
then
you
also
have
about
55
percent,
which
is
in
Gray,
which
is
ready
for
construction,
and
so
the
majority
is
in
construct
is
ready
for
construction
or
in
the
case
of
the
utility
building
software
ready
for
purchase,
and
that
is
expected
to
be
a
good
estimate
of
what
projects
would
be
completed
within
2020
or
not
completed,
sorry
constructed
within
2024..
I
So
we
also
talk
about
project
drivers,
and
this
was
essentially
the
pyramid
that
Steve
presented
in
his
slides,
where
we
look
at
maybe
I
don't
have
the
same
order,
but
we've
got
condition
capacity,
Regulatory
and
level
of
service
or
doing
more
than
the
minimum
for
our
community.
I
So
as
we
look
at
our
projected
CIP
through
2032
apologize
2033,
we
do
have
projects
I,
think
that
just
didn't
get
copied
over
right.
But
as
we
look
at
the
projects
for
20
out
for
2032,
you
can
see
that
the
first
two
drivers,
condition
and
capacity
are
pretty
consistent
year
after
year
and
it's
something
that
we're
always
working
to
to
expand
capacity
within
the
facility
and
address
aging
infrastructure
and
and
condition
concerns.
I
What's
creating
that
Spike
that
you've
seen
in
25
to
27,
you
can
see,
is
the
regulatory
requirements
and
we're
pushing
hard
to
be
able
to
get
those
projects
done
to
meet
our
permit
requirements
and
so
forth
and
then,
at
the
very
very
bottom.
You've
got
your
level
of
service
improvements
which
are
fairly
low
for
the
first
couple
years,
but
then
ramp
up
just
a
little
bit
as
we
go.
So
you
know
just
to
Steve's
Point
condition.
Capacity
are
two
of
the
biggest
drivers
that
we
have
and
are
driving
our
overall
CIP
I'll.
I
Make
one
other
comment
on
this
slide.
As
you
see
the
the
blue
dash
line
and
then
the
the
green
dash
line,
so
one
other
element
that
we
do
in
our
planning
is.
As
we
look
at
our
project
costs,
we
come
up
with
an
overall
combined
estimate
that
matches
those
data
labels
at
the
top
of
each
vertical
column.
I
But
at
the
same
time,
if
we
have
a
project
that
is
just
beginning,
it's
in
that
exploratory
stage,
we
don't
really
know
exactly
how
much
or
how
little
it
could
be.
So
we
take
the
absolute
worst
worst
case
as
if
all
projects
were
going
to
be
over
cost
they're
going
to
be
to
full
inflation.
Everything
is
going
to
work
against
us
and
that
kind
of
gives
us
our
our
blue
line.
If
everything
works
out
really
well,
we
get
exceptional
prices
that
we
have.
D
And
just
a
real
quick
comment
on
those
the
dashed
lines.
Some
of
that
goes
back
to
the
the
accuracy,
the
cost
estimates.
So
when
we're
early
in
a
project
say
it,
we
refer
to
it
as
a
class.
5
estimate,
that's
typically
where
you've
gotten,
maybe
two
to
four
percent
along
in
the
concept
of
the
project.
D
There
is
really
related
to
some
of
the
cost
estimate,
accuracy
or
lack
thereof
early
and
early
in
the
process
right
you're,
going
to
see
that
variability,
and
so
that
we
don't
necessarily
plan
around
that
upper
dashed
line.
But
we
want
to
know
it's
like
okay,
that
if
certain
things
fell
certain
ways
or
we
didn't
scope,
it
very
well
that
we
might
see
higher
costs.
We
just
want
to
kind
of
have
a
sense
for
where
would
that?
Where
would
that
land?
So,
okay,.
I
So
before
I
move
on
just
just
for
your
information
as
we
look
at
the
relative
percentages
of
each
one
of
those
drivers,
condition
is
about
46
percent
of
the
overall
10-year
projection
capacity
is
about
30
percent
regulatory
is
about
16
percent
and
then
level
of
service
is
about
nine
percent.
I
So
that
brings
us
to
kind
of
the
high
level
summary
of
particularly
the
water
renewal
fund,
but
a
lot
of
the
concepts
that
are
going
to
carry
over
to
our
other
funds
as
well.
So
I'll
stop
here
for
just
a
second.
If
there's
any
questions
on
what
we've
discussed
so
far
before
we
actually
move
into
the
very
specific
projects
for
each
fund.
F
I
F
One
thing
that
sort
of
looked
like
an
anomaly
that
made
me
curious:
the
2024
when
you
look
at
the
driver,
the
capacity
driver
is
pretty
constant.
All
the
way
through,
except
for
2024
and
I,
didn't
really
I,
couldn't
really
figure
out.
Why
that
is
it's
really
noticeable?
How
much
the
drop
there
and
I
sort
of
understand
it,
but
why?
Why
do
you
think
the
capacity
component
in
24
is
so
different,
yeah.
I
The
the
the
commercial
or
chair
gravatt,
commissioner
weren't,
so
that's
a
that's
a
great
question.
I
I
can
share
my
thoughts
and
then
I'll
pass
it.
So
as
we
as
we
looked
at
our
capital
projects
for
2024,
we
talked
very
clearly
with
our
program
managers
to
get
what
their
estimated
spends
would
be
for
2024
and
some
of
the
projects
that
we
thought
that
we
were
going
to
be
constructing.
On
some
of
these
larger.
You
know
capacity
type
projects.
They
were
still
looking
at
more
of
a
design
final
design
phase.
It
wasn't
quite
ready
for
actual
big
construction
dollars,
so
that
was
pushed
back
a
little
bit.
D
I
think
Matt
hidden.
Another
thing
I
would
add:
is
that
likely
in
2024?
What
that's
showing?
Is
that
we're
going
to
be
designing
the
capacity
right,
we'll
be
studying
and
designing
what
the
capacities
are,
and
then
you
see
it
grow
in
the
out
years?
That's
that's.
Building
right,
that's
actually
getting
it
constructed,
so
I
suspect.
That's
part
of
the
story
as
well.
Yeah.
I
You
very
much
sure,
okay,
so
now
we'll
talk
a
little
bit
about
the
individual
projects
that
we
have
forecasted
for
fiscal
year.
2024
and
again,
these
correspond
with
the
project
descriptions
that
were
provided
in
the
packet
with
your
in
the
budget
report
that
was
included
in
your
agenda
packets,
so
I'm
going
to
start
with
the
water
renewal
and
we're
going
to
talk
about
the
collection
system
program,
and
so
this
is
very
much
a
programmatic
expense.
I
This
deals
with
the
repair
and
maintenance
of
all
the
collection
lines
that
we
have
within
the
city
and
there's
always
a
need.
It's
almost
considered
to
be
repair
maintenance
rather
than
a
one-time
CIP
project,
but
this
is
always
a
consistent
and
you've
seen
this
for
the
last
several
years
and
probably
will
see
it
for
many
many
years
into
the
future.
I
So,
with
our
collection
program,
we
are
looking
to
request
15.7
million
dollars
for
the
rehabilitation
of
large
diameter,
small
diameter
and
even
lift
stations.
That's
been
a
little
bit
of
a
change
where
we've
moved
list
stations
into
this
CIP
project
that
will
allow
us
to
do
a
number
of
collection,
Lines
within
2024
I.
Believe
the
need
is
perhaps
a
little
greater
than
what
that
provides,
but
that
is
that
is
our
request.
I
In
addition
to
that,
we're
requesting
648
thousand
dollars
of
trunk
and
lateral
extensions,
and
that
is
where
the
city
oftentimes
has
to
extend
a
lateral
ahead
of
a
achd
or
an
Idaho
Transportation
Department
project,
or
even
come
in
to
serve
an
area
that
does
not
at
the
moment
have
sewer
or
sorry
water,
renewal,
services.
I
So
this
is
just
a
quick
map
of
the
city's
collection
lines,
and
so
the
two
primary
projects
or
sets
of
projects
that
are
forecasted
for
2024
is
one
just
general
system-wide
small
diameter
rehab
projects
and
so
just
as
a
fun
fact,
one
mile
of
small
diameter
rehab
costs
about
a
million
dollars,
and
so,
as
you
get
into
larger
pipes
that
gets
more
and
more
and
more
expensive.
I
I
We
also
have
the
South
Boise
Interceptor,
so
I
apologize
for
the
acronym
with
no
explanation,
but
that's
a
South
Boise
Interceptor
line
where
they're
realigning
it
from
one
area
with
next
to
Garden
City
to
another
I,
don't
know
the
specifics,
but
that
is
the
the
change
in
the
movement
of
that
Interceptor
is
a
as
an
important
project.
I
The
next
slide
here,
oops
I,
guess,
that's
it
I
thought.
I
had
a
slide
that
showed
our
collection
system
divided
by
the
size
of
pipes
and
probably,
if
you
looked
at
the
graphic
you'd
see
that
ninety
percent
of
our
pipes
are
large
or
sorry
small
diameter
pipes
with
a
few
very
large
interceptors
that
can
be
expensive
to
repair
and
replace
so
next
I'll
move
on
to
the
Lander
Street
program,
and
so
there's
two
projects
within
the
Lander
Street
program.
The
first
one
is
the
primary
clarifiers,
which
is
50
capacity
related
in
50
percent,
condition
related.
I
That's
an
ongoing
project.
That'll
take
us
out
through
2031
and
for
this
stage
of
design,
which
is
nine
hundred
and
forty
thousand
dollars
that
that's
essentially,
our
budget
request
for
2024.
now,
940
000
might
look
like
a
small
number,
but
that
will
also
be
coupled
with
whatever
money
was
not
spent
in
fiscal
year.
2023
added
on
top
of
that
I
don't
have
the
specific
numbers,
but
they'll
be
any
funds
from
23
added.
I
On
top
of
this
940
to
get
that
design
work
done
within
fiscal
year,
2024.,
the
secondary
capacity
project
is
100
capacity
related
and
that
will
be
completed
in
2032,
and
so
the
budget
request
for
24
is
2.99
million
dollars
to
continue
with
that
design
work,
the
Boise
city
or
sorry,
the
the
West
Boise
water
renewal
facility
program
has
four
Pro
projects.
I
The
first
one
is
the
tertiary
filtration,
which
is
intended
to
meet
phosphorus
requirements,
and
so
that
project
is
100,
regulatory
that'll
be
completed
in
2027
and
so
we're
in
the
design
phase
and
requesting
8.6
million
dollars
for
the
tertiary
filtration
design.
The
secondary
capacity
project
is
a
combination
of
condition
at
about
50
percent
25
percent
capacity,
25
Regulatory,
and
that
project
will
be
completed
in
about
2028
and
that
is
requesting
4.5
4
578
thousand
dollars
for
continued
design.
I
The
communications
center
is
50
condition,
50
capacity
that'll
be
completed,
actually
is
estimated
to
be
completed
in
fiscal
year
2024
and
is
requesting
1
million
two
hundred
ninety
six
thousand
dollars
for
construction.
I
The
UV
channels,
which
is
also
a
part
condition
about
50
condition,
25
capacity
and
25
percent
regulatory,
will
replace
the
current
UV
disinfection
system
with
a
new
set
of
white
Banks,
and
that
is
requesting
3996
000
for
fiscal
year.
2024.
I
The
Recycled
water
program
Steve
talked
about
that
extensively.
It
is
a
big
benefit
to
our
community.
It's
it's
currently
being
developed.
There's
a
lot
of
exploration
and
project
management
that
relates
to
the
Recycled
water
program.
Things
that
will
be
included
in
the
program
management
would
be
things
like:
continued
Community
engagement,
potential,
land
acquisition,
permit
development
and
the
construction
of
a
current
pilot
program
that
will
help
to
inform
what
technologies
are
best
used
by
recycled
water,
and
so
the
Recycled
water
program
is
requesting
eight
million
24
000
for
2024..
This.
D
Is
a
quick
comment
on
the
pilot
project?
We
received
the
three
trailers
arrived
on
site
I
think
three
weeks
ago
and
really
excited
about
that
process.
We're
going
to
be
trying
some
really
Advanced
treatment
technology
in
partnership
with
Micron
they're,
giving
us
some
space
in
a
parking
a
lot
of
their
facility
they're
diverting
some
of
their
existing
flows
that
we
can
experiment
with
the
treatment
partnered
with
the
U
of
I
University
of
Idaho
for
some
r
d,
with
a
professor
up
there
on
the
Brian
management
and
Boise
State's
involved
on
a
research
piece
as
well.
D
I
I
We
have
Utility
Billing
software
package,
that's
estimated
to
be
five
million
dollars
and
that
is
being
split,
be
50
50
between
the
Water
renewal
fund
that
would
fund
two
million
five
hundred
thousand
dollars
of
that,
and
then
the
solid
waste
fund,
which
would
fund
the
other
two
and
a
half
million
dollars,
and
the
benefits
of
this
software
program
is
one.
The
program
that
we
have
right
now
cannot
be
upgraded,
so
there
is
some
risk
and
continuing
on
with
a
program
that
cannot
be
upgraded
and,
secondly,
it'll
solve
a
lot
of
efficiency
issues.
I
It'll
increase
our
collections,
it'll
bring
down
some
of
our
manual
calculations
and
processing
and
also
just
improve
quality
control,
and
then,
lastly,
one
of
the
things
that
that
I
like
about
Boise
so
much
and
I've,
been
here
five
years
now.
I
But
the
fact
that
Boise
is
a
beautiful
Community
with
a
lot
of
Art
and
a
lot
of
kind
of
flair
that
you
see
throughout
the
community
that
you
don't
see
in
other
places
and
a
lot
of
that's
been
funded
through
the
one
percent
for
art,
ordinance
that
the
city
maintains
and
so
there's
a
portion.
I
One
percent
of
a
portion
of
the
qualifying
projects
that
we
would
construct
within
public
works
as
well
or
within
yeah
water,
renewal,
geothermal,
solid
waste
and
so
forth
would
be
remitted
over
to
the
arts
and
history
Department
to
allow
them
to
do
art
installations
within
the
the
community
and
that
estimated
amount
based
upon
our
list
of
qualifying
improvements.
It
would
be
about
forty
six
thousand
dollars
for
fiscal
year.
2024.
I
So
then,
without
getting
into
all
the
specifics,
we
have
every
year
a
programmatic
and
vet
reinvestment
into
repair
maintenance,
they're
going
to
be
smaller,
projects
that
are
intended
to
enhance,
improve,
extend
the
life
of
some
of
our
larger
programs
and
Facilities.
The
overall
combined
amount
for
the
2024
requests
for
major
repair
maintenance.
It's
just
a
little
bit
over
two
million
dollars.
I
So
now,
we'll
talk
just
a
little
bit
about
the
capital
fund
and
the
capital
fund
is
kind
of
a
companion
fund
to
the
general
fund,
and
so
the
capital
fund
is
what
the
city
utilizes
to
maintain
build
all
the
capital
facilities
for
parks,
recreation,
there's
about
19
or
13
different
departments
that
the
city
utilizes
the
capital
fund
to
build
facilities.
For
us.
I
It
relates
mostly
to
the
maintenance
of
key
City
facilities
like
City
Hall,
City,
Hall,
West,
some
of
the
parks
facilities,
some
of
the
library
facilities
and
other
things
that
need
investment
in
carpet.
Interiors
HVAC
things
like
that.
That's
what
the
capital
fund
means
means
the
public
works,
because
all
13
funds
are
looking
to
that
as
the
same
source
of
money.
There
is
a
little
bit
of
competition
for
for
those
funds.
I
I
So,
as
we
look
forward
in
2024,
we
have
four
key
projects:
only
four
projects
for
the
capital
fund
that
total
one
million
40
470
thousand
dollars.
That's
an
estimate
based
upon
current
needs
for
facility
services
to
maintain
the
facilities
as
well
as
street
lights.
Street
lighting
becomes
a
large
part
of
this
in
fiscal
year.
I
24
and
I'll
talk
about
the
details
going
forward
from
2025
we're
not
as
clear
as
far
as
exactly
what
will
be
needed,
and
so
we've
put
in
an
estimate
of
about
one
million,
seven
hundred
and
sixty
thousand
dollars
per
year,
so
for
Facility
Services
were
but
requesting
a
budget
of
one
million
three
hundred
and
five
thousand
dollars.
I
It
does
a
variety
of
of
improvements
to
again
key
facilities,
City
Hall
City,
Hall,
West
parks
and
Library
facilities,
and
so
forth,
and
Municipal
lighting
has
three
key
projects
that
are
they're
looking
to
fund
the
first
one
is
a
hundred
thousand
dollars
to
a
programmatic
inspection
program
called
Spore
and
Spore
is
basically
intended
to
look
at
the
condition
of
of
street
lights
polls,
and
if
there's
polls
that
are
found
to
have
been
damaged
through
an
accident
or
just
aging
These
funds
can
be
used
to
help
to
fund
those.
I
Those
polls
and
just
Just
for
information
of
street
light
polls,
approximately
six
thousand
to
ten
thousand
dollars
depending
upon
the
Styles
placement
and
other
needs
to
replace
so
at
ten
thousand
dollars.
This
amount
would
allow
about
10
Replacements
over
the
course
of
fiscal
year.
24.
there
is
the
street
light
replacement
project
where
it's
been
found.
Where
there's
been
about
15
polls
that
are
actually
over
100
years
old
that
have
been
found
and
at
about
ten
thousand
dollars,
a
piece
would
be
funded
with
this
money.
I
I
The
public
safety
Elite
safety
street
lights
is
also
a
programmatic
annual
year
after
year
program.
The
street
light
replacement
is
a
one-time
request
for
this
150
000.
The
public
safety
street
lights
is
a
program
that
the
city
allows
for
residents
that
feel
that
they
do
not
have
enough
street
light
coverage
or
even
Public
Safety
offers
officers
that
feel
that
there
is
the
need
for
more
street
lights
to
go
ahead
and
add
in
more
polls
and
more
street
lights
in
areas
that
are
maybe
underserved
so
that
again
at
ten
thousand
dollars
a
pull
you're.
I
So
talk
about
the
geothermal
fund,
so
the
geothermal
fund
is
constantly
evaluating
their
needs
and
the
projects
that
they
need
to
meet
particularly
condition
related
elements
of
their
their
system.
John
Gunderson
who's
directing
the
geothermal
system
at
the
moment,
has
estimated
that
he
has
almost
15
million
dollars
in
capital,
project
funds
or
capital
projects
to
to
address
condition
related
issues
within
his
system.
The
challenge
becomes
is
finding
the
funding
to
be
able
to
construct
those
projects.
I
The
city
has
had
great
benefit
in
the
past
of
partnering,
with
capital
city
Development,
Corporation
or
CCDC,
where
they
have
done
a
cost
sharing
Arrangement,
where
perhaps
they
will
fund
the
installation
of
geothermal
pipes
while
we
fund
the
actual
Purchase
cost
of
the
the
piping
and
then
also
we
have
received
money
from
arpa,
which
is
the
America
American
Rescue
plan
act,
which
is
grant
funding
that
has
gone
towards
geothermal.
We
expect
that
funds
from
either
CCDC
or
arpa
will
be
available
as
we
look
into
fiscal
year
2024.
It's
just
that.
I
We
haven't
fully
identified
that
yet
and
therefore
there's
no
specific
projects
recommended
foreign.
I
Is
the
solid
waste
fund
and
solid
waste
fund
is
extremely
Capital
intensive
in
terms
of
so
many
trash
trucks
garbage
trucks?
You
know,
you've
got
transfer
stations,
you've
got
compost
facilities,
it's
extremely
Capital
intensive.
However,
most
of
the
capital
that's
required
is
all
handled
through
our
contract
with
Republic
Services
they'll
buy
that
capital,
and
then
we
repay
back
the
cost
of
their
investment.
I
So
before
I
wrap
this
up,
are
there
any
questions
on
any
of
the
other
funds
or
any
of
the
specific
projects.
C
Mission,
the
the
new
software
is
it.
What
is
the
nature
of
the
new
part
of
it?
Is
this
going
to
have
many
more
features?
It's
going
to
be
handled
more
volume,
sure.
H
Cherokee,
commission,
member
Ellis,
the
Utility
Billing
System,
was
last
updated
in
2013.,
so
it
the
system's
just
aging
needs
to
be
updated
to
maybe
a
little
bit
newer
software
technology
and
also
just
providing
additional
features.
We'd
like
to
have
a
little
bit
more
customer
friendly
interfaces,
so
improving
our
like
online
payment
options
and
whatnot
so
trying
to
just
up
our
game
there
and
maybe
even
different
ways
to
interface
with
our
customers
that
we're
not
currently
utilizing
potentially
like
chat
or
something
like
that.
F
I
A
I
Then
this
this
essentially
concludes
our
review
of
the
capital
project
needs
and
the
basis
behind
our
recommendations
and
and
the
individual
budgets
again
I
encourage
you
to
look
at
the
the
budget
reports
and
continue
to
review
that.
If
you
have
any
questions,
please
let
us
know
that
should
provide
a
lot
of
detail
and
specifics
on
these
projects.
I
So
the
capital
projects
are
one
step
in
the
budget
process,
but
it's
extremely
important
because
it
does
have
particularly
for
water
renewal,
a
great
impact
on
the
rates
and,
as
we
come
back
in
May,
we'll
bring
the
O
M
budget
that
we
discussed
on
April
5th
back
with
cash
flow
projections
and
what
this
will
mean
in
terms
of
future
rate
increases
for
Boise,
Boise
residents
and
businesses.
So
again,
no
motions
required
today
and
we
will
be
back
on
April
5th.
D
Who
said
the
budgeting
process
wasn't
riveting
yeah
and
thanks
to
Matt
and
Heather,
they
have
been
working.
This
is
you
can
imagine
how
much
effort
goes
into
this.
So
thank
you
to
both
of
them
and
it's.
This
is
one
of
those
topics.
We
kind
of
I
feel
bad
about
it,
but
it's
a
lot
of
just.
We
have
to
just
give
you
the
information
right,
so
we're
presenting
a
lot,
so
not
a
ton
of
interaction,
I
apologize
for
that,
but
but
certainly
open
up
any
questions.
C
I
had
one
comment
sure
go
ahead:
will
there
be
another
event
that
happened?
Oh
my
gosh?
Maybe
was
it
2018
or
2019
when
with
the
Recycled
water,
where
there
was
kind
of
a
a
showing
of
OE
as
it's
possible,
and
it
was
in
conjunction
with
a
a
brewery
in
town-
is
something
like
that
gonna
happen
again.
D
Cherry
Grove
at
commissioner
Ellis,
we
are
kicking
around
different
ideas.
Part
of
the
purchase
of
the
the
pilot
system
is,
is
we
own
it
like?
That
version
was
one
that
we
had
a
Timber
Howie
if
it
was
a
rental
or
whatever
how
we
set
that
up,
but
part
of
the
advantages
of
having
the
pilot
now
is
that
we
can
do
those
kind
of
things
we
have
had
a
joke
about
what,
if
we
did
it
out
at
Micron,
we
call
it
chips
and
beer
chips,
so
we're
kicking
around
different
ideas.
D
It
was
really
handy
and
raising
awareness
about
what's
possible.
With
this
water
we
got
a
lot
of
really
positive
feedback,
so
that
might
be
something
we
do
again.
A
Awesome
thank
you
and
if
there
are
no
other
questions
from
the
commission,
I
have
a
comment.
Looking
at
the
Timeline.
A
This
is
a
pretty
extended
timeline
for
the
projects
and
the
the
considerations
that
we
are
making
in
the
decisions
that
that
the
Public
Works
team
is
going
to
be
noodling
through
in
the
decades
to
come
and
I
think
a
unique
role
that
we
have
as
members
of
the
Public
Works
commission
is
to
take
what
we
learn
about
the
challenges
and
opportunities
coming
up
and
connect
with
our
networks
to
do
our
part
to
address
a
lot
of
those
looking
at
especially
the
the
workforce
and
and
needs
in
in
sort
of
that
realm.
A
I
think
that
we
at
least
my
speaking
for
myself,
a
pretty
unique
role
to
play
to
connect
to
some
opportunities
to
make
sure
that
the
challenges
that
we
face
in
the
next
two
three
years
aren't
as
large
of
challenges.
Five
six
ten
twenty
years
out.
So
just
a
little
note
and
a
challenge
for
members
of
the
commission
to
be
good
and
active
ambassadors
of
of
this
work.
Sure.
E
D
The
call
you
talked
about
the
Workforce,
Development
and
I
didn't
make
the
connection
with
your
role
in
the
stem
world,
like
of
course,
why
didn't
we
some
so
those
kind
of
connections
happen.
We
may
we
may
have
some
regulatory
questions
that
come
up.
That
commissioner
warrants
is
is
well
suited
to
help
us
on
commissioner
Crowley
cost
of
service.
D
You
all
bring
something
to
the
table,
so
we
we're
going
to
tap
into
that
as
we,
if
you
don't
mind
as
we
Face
some
pretty
big
challenges
we'll
get
there,
but
we
do
want
to
tap
into
your
expertise
so
here
to
serve.
F
D
Sometimes
one
at
a
time
to
talk
about
the
role
of
the
commission
moving
forward,
we're
getting
close
to
summarizing
all
that
we
want
to
come
back
after
the
budgeting
process,
I'm
working
with
Colin
on
getting
that
information
back
to
you,
we'll
likely
give
that
information
back
prior
to
a
meeting,
maybe
a
month
ahead
of
time.
So
you
can
just
take
a
look
at
it
and
then
come
back
the
following
month
and
say:
okay,
based
on
what
you
all
have
told
us,
based
on
the
needs
of
the
of
the
department.
D
Here's
our
recommendation
on
how
we
might
proceed
on
meeting
frequency
on
the
role
of
the
commission.
What
are
the
key
topics
Etc?
So
we
really
appreciate
the
time
that
you
all
have
spent
to
give
us
that
feedback.
It's
been
really
helpful
and
well.
It
is
not
falling
on
deaf
ears,
we'll
come
back
with
more
information
to
come.