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From YouTube: Public Works Commission
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A
Okay,
good
afternoon,
everyone
welcome
first
thing:
I'd
like
to
do
is
just
call
the
roll
just,
so
we
have
an
audio
record
of
everyone
who's
here,
so
we'll
just
start
with
crispin.
B
A
Okay,
julia
hilton
julian.
A
B
D
A
A
A
Okay,
we
do
have
quorum,
so
we
can
call
a
meeting
to
order
first
item
of
business
this
afternoon
is
approval
of
the
minutes
from
our
may
5
meeting.
I
think
everyone
should
have
received
those
or
gotten
them
through
the
website.
Does
anyone
have
any
questions,
comments
or
revisions
to
the
minutes
of
the
may
5
meeting.
B
A
B
A
Thank
you
everyone.
The
next
next
item
we
have
on
our
agenda
is
election
of
the
chair,
so.
A
E
A
A
Okay,
so
that
that
means
we
need,
we
also
have
to
appoint
or
nominate
a
vice
chair.
G
Tara
crowley:
this
is
kathy.
We
will
need
to
do
the
vice
chair
nominations
on
the
next
regular
meeting
agenda,
because
we
do
have
to
notice
that
as
a
an
item,
okay.
A
A
All
right
crispin,
would
you
mind
taking
over
for
the
rest
of
the
meeting
in
your
new
position.
H
Great
thank
you,
chair,
gravette,
and
thank
you
commissioners
for
joining
us.
The
second
item,
the
rental
capacity
charges
are
going
to
be
presented
by
heather
buchanan
and
it's
a
it's
a
pretty
meaty
topic,
and
so
it's
one
of
those
that
we
had
kind
of
thought
about.
H
How
did
we
want
to
best
present,
and
so
what
we're
going
to
present
today
is
are
the
concepts
around
the
rental
capacity
charge
talk
about
what
we
need
to
include
in
the
rate
schedule
for
the
fy
22
budget,
but
then
consider
there
are
several
implementation
considerations
that
we're
going
to
come
back
to
you
in
likely
in
july
to
talk
through
kind
of
how
we
best
implement
the
the
rental
capacity
charge.
So
I'm
going
to
turn
over
to
heather
and
she's
going
to
walk
us
through
a
slide
presentation,
framing
the
need
for
the
rental
capacity
charge.
H
What
is
it
and
then
how
do
we
plan
on
intending
it
implementing
it.
H
I
All
right
good
afternoon,
as
steve
mentioned,
we're
going
to
walk
through
a
proposed
rental
capacity
charge.
So
today,
I'll
give
you
some
background
on
why
we
need
the
charge,
discuss
some
of
the
rate
details
and
share
a
few
examples
with
you.
Then
we'll
summarize
what
I've
talked
about
today
and
I'll.
Ask
you
for
a
motion
to
approve
the
the
proposed
fee
structure
and
fees.
If
you
so
desire
so
background.
I
First,
then
so
to
talk
about
the
fees
today,
I
think
we
need
to
step
back
and
talk
about
a
little
bit
of
foundation
on
just
our
fee
structure.
Overall,
you've
seen
a
slide
very
similar
to
this,
and
we've
talked
about
this
several
times,
so
it
shouldn't
be
too
surprising,
I
guess
or
too
different
than
what
we
talked
about.
I
So
our
water
renewal
fund
has
two
components
of
its
fee
structure:
two
primary
components
of
of
the
fee
structure:
one
side
is
the
operation
and
maintenance,
and
the
other
side
is
for
capital
investment,
so
the
operation
and
maintenance
fees-
or
we
often
call
them
o
m
fees-
are
used
to
fund
our
day-to-day
operations.
So
the
funding
from
that
comes
from
our
service
charges,
which
are
our
monthly
rates.
We
bill
customers
on
a
monthly
basis,
so
by
paying
that
fee
we
get
service
charge
revenue.
I
There
are
also
a
few
other
sources
of
revenue
which
one
of
those
includes
interest
earnings,
so
we
earn
interest
on
any
of
our
fund
balances.
Just
like
you
would
on
a
savings
account,
so
that's
interest
earnings
there
and
then
on
the
capital
investment
side,
our
capital
fees
that
we
have.
This
is
for
our
facility
construction.
So
as
we
build
new
facilities,
we
need
to
have
fees
that
support
that.
So
in
this
case
it
would
be
connection
fees.
I
I
So
let's
talk
a
little
bit
more
about
connection
fees,
because
that
will
be
some
of
the
basis
for
our
rental
charge
or
rental
capacity
charge
that
we're
proposing
so
connection
fees
are
paid
at
the
time
of
connection
most
often
so,
if
when
a
new
customer
comes
along
and
needs
to
connect
a
facility
or
their
home
to
our
system,
we
ask
them
to
pay
a
connection
fee.
That
fee
is
proportional
to
their
estimated
usage,
so
we
have
a
standard
fee
for
residents
and
then
a
commercial
business
or
a
monitored
industrial
business.
I
I
So
you'll
hear
me
talk
quite
a
bit
through
this
presentation
about
purchase
capacity,
and
so
if
a
customer
exceeds
the
capacity
amount
that
they
have
purchased,
we
may
require
them
to
pay
additional
fees.
And
that's
where
this
presentation
comes
into
play.
So
our
connection
fees.
I
currently
have
a
four
fee
components:
there's
a
component
for
fee
or
for
fee
for
flow,
and
then
our
constituents,
which,
right
now
those
constituents
are
vod,
which
is
the
oxygen
demand
tss,
which
is
suspended
solids
and
then
ammonia
is
the
final
one.
I
I
So
initially
the
city
will
build
a
water
renewal
facility,
so
the
facility
itself
will
serve
capacity
that
has
already
been
purchased
and
that's
represented
in
my
little
graphic
here
in
blue,
but
there
is
also
always
a
reserve
portion
of
capacity
that
is
built.
So
the
intention
there
is
that
we
have
to
be
able
to
serve
any
capacity
for
future
growth
that
is
needed
in
the
system
and
that's
also
a
requirement
with
deq
when
we
reach
a
level
where
we've
reached
85
capacity.
I
We
require
them
or
ask
them
to
pay
a
connection
fee
for
that
capacity
that
we're
reserving
for
them
and
then
last
but
not
least,
once
the
customer's
building
starts
discharging
used
water
to
our
system,
then
we
start
charging
them
a
monthly
o
m
fee
for
the
treatment
of
that
water.
So
that
is
a
monthly
basis
going
forward.
I
That's
commissioner,
chair
gravada
got
to
get
the
right
wording
down
there,
chair
garage
and
commission
member
ellis,
so
the
usage
is
estimated
based
on
how
much
flow
that
they're
going
to
have
from
their
facility
and
also
the
loadings
that
are
going
to
be
discharged
as
well.
So
we
can
work
if
it's
a
monitored
customer
we'll
work
with
them.
I
Usually
a
monitored
customer
has
a
pretty
good
idea
of
how
much
capacity
they'll
need
like,
for
example,
micron
is
one
of
our
monitored
customers
or
b
d
foods,
or
we
have
several
of
them
and
they'll
be
knowing
what
their
production
levels
are.
So
they
can
give
us
an
estimate
of
that
and
so
we'll
usually
charge
based
on
that
for
a
residential
building
that's
being
connected.
We
have
a
standard
measurement
for
that
and
we
assume
it's
called
a
single-family
dwelling
equivalent
and,
for
example,
on
flow
that
is
equivalent
right
now
to
282
gallons
per
day.
I
B
I
All
right
so
a
little
bit
more
background,
then,
on
our
rental
capacity
charge
that
we're
wanting
to
propose
here
so,
as
I
mentioned
before,
the
city
does
have
reserve
system
capacity
set
aside
to
allow
for
future
growth,
and
that's
really
intended
to
be
used
for
that
future
growth.
As
new
customers
come
along,
we
want
to
be
able
to
have
capacity
available
to
sell
them.
It
helps
the
city
with
economic
development
and
so
forth.
So,
however,
there
are
times
when
a
an
existing
customer
may
exceed
their
purchase
capacity.
I
There
we
go
so
in
our
current
water
renewal
rate
structure.
We
have
not
historically
had
a
rate
that
allows
us
for
rental
capacity.
We've
only
had
a
rate
that
allows
us
to
sell
additional
capacity,
and
so
in
times
when
a
customer
exceeds
their
capacity,
but
that
exceeds
it's
only
one
time
or
short
term.
It
puts
us
in
an
awkward
position.
We
either
have
to
sell
capacity
that
they
may
not
consistently
need,
or
we
don't
charge
them
for
that
exceedance,
which
we've
had
to
treat
that,
so
we
should
be
charging
for
that.
I
I
So,
in
this
case
this
is
one
of
the
constituents,
and
this
is
an
example
that
we
had
in
the
last
few
years,
a
customer
came
to
us
saying
that
they
were
going
to
be
doing
construction
on
their
facility
and
that
construction
was
going
to
last
eight
months,
and
so
they,
their
purchase
capacity,
was
demonstrated
by
the
orange
line
that
goes
across
the
graph
there
and
then
on
a
monthly
basis.
Their
discharges
are
represented
by
the
blue
bars.
I
I
Sorry
about
that,
so
when
they
started
their
construction
project
in
january,
as
we
had
expected,
they
exceeded
their
purchase
capacity
and
that's
shown
by
the
portion
of
the
blue
bar
that
is
above
the
horizontal
line
there.
So
we
had
to
decide
what
we
would
do
for
a
fee
for
them
so
as
we're
going
forward
when
each
month
as
they
discharge.
So
in
october,
through
september,
we
charge
them
an
o
m
fee,
so
their
own
m
fee
is
based
on
the
entire
blue
bar.
I
So
that's
the
treatment
side
of
it,
so
the
daily
operations
of
our
facility
we
charge
them
for
the
full
amount
of
that
operation.
So,
even
in
january,
our
rates
allow
us
to
charge
them
the
full
amount
of
their
discharge,
or
in
february,
where
they're
almost
up
to
5
500
pounds
of
tss
average.
For
that
month
we
are
able
to
charge
them
for
that
level.
I
The
portion
that
we
they
haven't
paid
for
in
the
past
would
be
just
the
portions
that
are
over
the
orange
line,
so
this
rental
capacity
fee
would
allow
us
to
give
them
a
rental
fee
for
that
portion.
For
those
eight
months
and
period
of
time,
that's
above
the
orange
line,
if
that
makes
sense,
they'd
already
paid
their
purchase
capacity
for
anything
up
to
that.
I
Okay,
all
right
so
rate
details,
then
the
rental
capacity
charge
is
derived
from
our
current
connection
fee,
so
we'll
break
down
the
current
connection
fee
down
to
a
unit
of
capacity
which
for
flow
is
gallons
per
day.
I
In
this
case
and
for
the
constituents
bod
tss
and
ammonia
it's
pounds
per
day,
and
then
we
take
that
unit
rate
multiply
that
times
our
monthly
rate
of
return,
which
is
based
on
our
cost,
a
weighted
cost
of
capital
and
that
degrades
to
that
the
product
of
those
two
numbers
equates
to
the
proposed
rental
capacity
charge
per
unit
so,
for
example,
for
flow.
It's
just
over
a
penny
per
gallon.
I
I
A
capacity
purchase
itself
would
be
if
there
are
frequent
overages
or
if
our
customer
knows
that
they
need
to
increase
their
capacity
level,
maybe
they're
expanding
their
production
line
or
something
like
that.
So
for
fiscal
year,
2022
proposed
rental
capacity.
Charges
would
be
applied
to
our
monitored
customers,
and
this
is
because
to
apply
these
charges,
we
need
to
be
able
to
sample
and
know
how
much
their
discharges
and
what
their
loadings
are.
I
So
these
are
some
of
the
implementation
questions
that
steve
mentioned,
that
we
want
to
bring
back
to
the
commission
next
month
and
get
your
feedback
on.
So
we've
talked
about
the
structure
and
what
the
fee
would
be.
So
we
need
that
to
be
approved.
If
you
agree
to
that
this
evening,
so
we
can
get
that
put
into
our
fee
schedule,
just
timing
with
covid
and
meetings
and
whatnot
we
timing's
a
little
awkward.
I
We
need
that
put
into
the
rate
schedule
so
that
can
be
approved
by
council,
along
with
the
larger
citywide
rate
schedule
that's
coming
up,
but
we
have
time
to
work
through
the
implementation
side
of
things
with
you.
So
some
of
those
questions
would
be
how
much
of
an
exceedance
requires
a
rental
fee.
If
some,
if
one
of
our
customers
exceeds
by
10
of
their
purchase
capacity,
does
that
require
rental,
or
should
it
be
at
any
exceedance
level
that
we
want
to
charge
a
rental
capacity?
I
And
then
the
next
question
would
be
related
to
the
duration
of
that
rental
period.
Should
that
rental
be
one
month
six
months
up
to
a
year,
so
we
want
to
get
your
feedback
on
some
situations
there,
and
we
will
give
you
a
little
bit
of
background
on
that
and
then
should
we
have
the
customer
notify
us
in
advance
or
can
the
rental
occur
after
the
fact
and
likely
it
will
be
both
but
we'll
discuss
that
a
little
bit
more
and
then.
Lastly,
when
should
a
purchase
actually
be
required.
I
So
when
that
tipping
point
between
a
rental
fee
versus
a
purchase
and
that's
very
important
as
we
move
forward
implementing
this
so
a
couple
of
examples,
so
this
one
would
be
a
one
month.
Exceedance
and
this
would
have
happened.
This
is
an
actual
occurrence
that
we've
had
and
our
customer
exceeded
their
purchase
capacity.
We
found
this
after
we
do
the
sampling
at
the
end
of
the
month.
So
basically
the
way
this
works
customers
discharge
occurs
over
the
month.
I
We
do
samples
during
that
month,
and
that
goes
to
our
lab
for
analysis
at
the
end
of
the
month,
we'll
get
a
lab
report
and
we
know
how
much
the
flow
is
at
that
time.
So
we
compare
that
to
what
the
customer's
purchase
capacity
was
and
determine
what
the
difference
is.
So
the
difference
is
considered
the
exceedance
here
in
this
table
so
for
flow,
that's
160,
000
gallons
on
average
per
day
for
that
month
and
then
75
pounds
of
bod,
roughly
25
pounds
of
ammonia.
I
So
when
you
multiply
that
times
the
rental
charge
per
unit,
the
total
rental
for
that
month
would
be
just
shy
of
3
300.
So
it's
not
a
huge
charge.
A
per
an
actual
purchase
of
capacity
would
be
much
more,
but
it
ensures
that
we're
actually
charging
for
that
rental
period.
That
would
have
occurred
so
another
example.
So
this
example
actually
goes
back
to
the
graph
that
I
showed
earlier
in
this
slide
deck.
This
is
the
calculation
of
what
that
rental
fee
would
be
in
that
case.
I
So
for
one
month,
the
first
month,
which
was
january
in
that
graph,
the
purchased
exceedance
would
have
been
605
pounds
of
tss.
So
on
each
monthly
each
month,
in
that
eight
month
period
we
would
charge
them
the
rental
fee.
So
for
the
first
month
it
would
have
been
twenty
six
hundred
dollars
by
the
time
we
got
to
the
end
of
the
eight
month
period.
The
total
rental
capacity
would
have
been
close,
not
quite
sixty
five
thousand
dollars.
I
All
right
implementation,
as
I
mentioned,
we'll
be
as
we
implement
this.
The
charges
would
apply
to
our
monitored
customers.
If
there's
a
successful
motion
to
for
approval
of
this
today,
then
those
fees
would
be
added
to
our
fiscal
22
fee
schedule
and
we
would
start
implementing
those
charges
october,
1st
of
2021.
I
We
would
be
encouraging
our
customers
to
notify
our
staff
in
advance
of
any
possible
exceedances
that
they
know
about,
and
this
would
really
this
helps
immensely
on
the
operations
side
of
our
treatment
facilities.
If
our
staff
can
know
what's
coming
to
them,
they
can
prepare
and
balance
that
in
our
day-to-day
treatment,
we're
considering
that
we
may
give
a
brief
grace
period
before
we
actually
charge,
so
the
effective
date
would
be
october
1st,
but
just
getting
into
practice
with
our
customers.
I
We
may
allow
for
a
grace
period,
and
this
would
be
one
of
the
things
we
would
also
like
to
discuss
with
you
next
month
of
how
would
we
implement
a
grace
period
so
that
we'll
come
back
to
you
with
that
as
well?
I
So
almost
done
here
so
summary,
then
the
rental
capacity
charge
make
sure
that
we're
fairly
charging
our
customers
for
any
excess
capacity
that
they're
using
without
requiring
us
to
sell
that
valuable
reserve
capacity.
So
it
would
ensure
that
we
have
that
reserve
capacity
available
when
we
truly
need
it
to
sell
to
new
customers
in
the
future.
I
F
Yes,
I
do
yes
check
our
vet
commissioners.
Thank
you
so
much
heather.
The
question
I
have
is
do
so
that
I'm
understanding
correctly,
they
pay
a
flat
rate
that
allows
them
to
use
up
to
this
amount
and
then,
if
they
exceed
that
we're
talking
about
how
that's
structured,
but
what,
if
they
don't
reach
that
amount,
is
that
taken
into
account
or
do
they
only
pay
for
what
they
use
when
they're
kind
of
under
that
level?.
I
Chair,
commission,
member,
that's
a
very
good
question,
so
as
long
as
our
customer
is
for
the
capacity
side
of
things
as
long
as
they're
underneath
their
purchase
capacity
level,
there's
no
additional
connection
fee
due
at
that
time,
but
we
don't
refund
any
difference.
It's
it's
reserving
capacity
within
our
facility
for
them.
So
it's
we
set
aside
an
amount
of
capacity
to
serve
them
and
by
doing
so,
that's
their
one-time
charge.
I
So
if
it's
less
than
if
they're
discharging
less
than
that,
there's
no
difference
in
the
fee
for
them.
At
that
time,
we
only
charge
an
incremental
addition
amount
if
they've
exceeded
that
for
the
connection
fee
on
the
monthly
charges,
though
they
paid
just
an
o
m
bill.
Just
like
you
and
I
receive
on
a
monthly
basis,
they
pay
a
monthly
fee
for
the
treatment
side
of
that
up
to
the
level
that
they've
discharged.
C
Did
thank
you.
It
seems
to
me
that
most
of
the
customers
that
would
care
about
this
are
it's
the
commercial
market.
Yes,.
I
Chair,
commission,
member,
yes,
that's
correct,
and
actually
it's
our
monitor,
customers,
so
there's
a
small
group
of
customers
that
we
actually
monitor
their
discharge
levels
every
month,
and
so
that
is
the
group
that
this
is
going
to
apply
to
and
we'll
be
doing.
If,
if
this
is
approved
this
evening,
part
of
our
plan
is
to
do
outreach
to
them
so
that
we'll
notify
them
of
this
new
fee,
how
it
will
work
and
start
working
with
them
and
and
we're
in
a
very
close
contact
with
most
of
them
anyway,
so
and
monitoring
them.
I
C
So
I
was
thinking
that
the
again
that
it's
good
to
know
that
it's
a
small
group
that
these
are
you
know,
businesses
that
are
most
likely
monitoring
this
themselves,
but
they're
trying
to
already
have
this
on
their
radar.
C
I
Correct
and
we
think
by
having
this
fee
in
place,
it
also
encourages
them
to
do
that
monitoring
so
that
we're
sure
that
it
it's
not
unusual.
Well,
I
shouldn't
say
it's
not
unusual,
but
there
are
circumstances
where
occasionally
they
cannot
avoid
an
exceedance,
but
having
a
fee
like
this
in
place,
helps
them
to
make
sure
that
you
know
they're
keeping
track
of
it
as
well,
not
just
waiting
for
us
to
tell
them
at
the
end
of
the
month
that
they
exceeded
their
capacity.
B
I
C
If
they're
having
a
fluke
month
so
to
speak,
that's
going
to
be
an
alert
for
them.
I
mean
they're
going
to
that's.
That's
what's
making
me
think
about
this
whole
month,
how
many
months
or
six
months,
I'm
just
thinking
about
how
they
are
going
to
want
to
handle
it.
So
I
was
trying
to
think
of
what
other
questions
I
might
have
what
they
might
be
thinking
about,
and
it's
really
glad
I'm
really
glad
that
you're
working
closely
with
them
that
they're
going
to
want
that
for
sure.
I
Yes,
thank
you
for
the
question
and
we
do
work
closely
and
next
month
we
can
come
back
and
give
some
as
we
give
examples
and
talk
through
those
implementation
questions.
I
think
some
of
the
questions
you're
asking
will
be
a
little
bit
more
I'll,
be
able
to
frame
that
maybe
a
little
more
clearly
so
that
that
makes
a
little
more
sense
to
you.
I
think.
E
I
I
A
I
did
mr
chair,
thank
you,
questions
and
a
couple
comments.
Heather.
I
I
think
the
presentation
was
really
nicely
done
and
what
did
what
you
covered
really
is
something
that's
very
similar
in
most
fixed
utilities
and
that
capacity
is
added
and
it's
kind
of
lumpy.
In
other
words,
we
add
capacity
in
increments
that
far
exceed
our
needs
at
the
moment
that
that
capacity
is
added
we,
but
we
build
it
because
there
are
economies
to
capture.
B
A
A
We
would
call
it
surplus
service,
in
other
words,
there's
no
long-term
commitment,
and
this
additional
capacity
service
is
provided
at
the
discretion
of
the
service
provider
as
long
as
there's
surplus
capacity
available,
and
it's
not
being
used,
so
I
my
point
would
be
and
the
vernacular
that
you
choose
in
terms
of
how
you
present
this
to
any
customer
that
may
be
interested
in
in
this
service.
A
I
guess
the
other
question
I
had
is:
if
you
have
a
customer
who
is
continually
exceeding
their
contract
capacity
requirement,
is
there
maybe
a
better
option
to
have
a
penalty
or
tiered
rate
for
service
when
you
provide
service
at
a
contract
level?
That
has
a
certain
price,
but
in
a
tiered
rate,
if
you
go
above
that,
that
rate
is
somewhat
higher.
A
If
you
choose
to
to
characterize
it
as
a
capacity
service,
then
you
you
would
could
legitimately
characterize
it
as
costing
you
extra
and
that
the
customer
pays
you
extra
so
that
he's
not
incented
to
take
advantage
of
the
service
and
the
service
provider
by
gaming.
You
on
the
surplus
capacity
issue,
just
one
of
the
questions
I
had
for
you
and
then
generally
with
respect
to
how
you
price
this
kind
of
service,
I
think
you're
right
and
how
you're
approaching
it.
A
A
So
I
guess
the
terminology.
I
guess
that
we'll
be
looking
at
at
the
next
meeting,
would
be
kind
of
interesting
to
follow.
A
How
how
you
proceed
with
that
and
how
you
choose
to
define
the
service,
but
in
terms
of
the
rate
proposal
itself,
I
think
it's.
I
think
it's
fine
as
you
as
you
have
it
as
you
presented
it
today,.
B
I
Chair
gravatt,
commission
member,
thank
you
for
those
comments
and
I
appreciate
your
perspective.
I
know
you
have
a
lot
of
background
in
these
this
type
of
rape
structures
so,
and
maybe
on
your
second
comment
as
far
as
the
customer,
when,
if
they're
continually
exceeding,
if
there
could
be
a
penalty
or
tiered
rate,
we've
discussed
that
internally
a
bit,
and
so
I
think
that's
something
more
that
we
need
to
work
through
and
just
discuss.
I
D
D
I
was
wondering
in
terms
of
it,
sounds
like
this
makes
a
lot
of
sense
to
move
over
to
the
rental
capacity
charge,
but
I
was
just
I'm
wondering
more
along
the
lines
of
like.
Is
there
any
energy
water
savings?
It
makes
sense,
I
think
fiscally,
but
I
just
wanted
to
get
more
discussion
along
the
terms
of
like.
Is
there
any
environmental
savings
in
doing
this?
As.
B
I
Sharing
commission
member
that's
an
interesting
perspective
and
I
don't
know
that
we've
considered
that
necessarily
do
you
want
to
try
to
think
of.
H
Chair
commissioner
yeah
interesting
question:
I
I
would
guess
that,
as
I
thinking
about
your
question,
we
will
capture
so
if
there's
an
exceedance
of
their
purchase
capacity
as
heather
suggested,
we'll
we'll
capture
the
the
additional
costs
to
treat
the
the
the
additional
used
water
through
our
our
kind
of
the
monthly
rate
portion
of
of
their
payment.
H
Is
there
a
benefit
to
a
rental
capacity
charge
kind
of
an
environmental
or
a
carbon?
Or
I
don't
believe
so,
but
I'd
have
to
think
I
mean
we
are
by
allowing
them
to
rent
capacity
as
opposed
to
purchase
capacity.
H
We
are
preserving
capacity
longer
term
and
I
suppose
one
could
argue
that
by
preserving
capacity
you
have
to
your
you
you'll,
add
less
they'll
be
less
capacity
needs,
so
you
won't
have
to
add
as
much
in
the
future.
So
maybe
you
delay,
you
know
construction
of
a
new
clarifier,
that's
concrete!
There
is
carbon
footprint
associated
with
that,
but
I
think
it
would
be
a
little
bit.
It
would
be
challenging
to
kind
of
make
that
direct
connection.
H
It's
a
really
interesting
point
that
you're
bringing
up,
though,
and
in
keeping
with
the
intent
of
the
rental
capacity
charge,
is
to
protect
our
existing
kind
of
remaining
capacity
to
sell
our
excess
capacity.
So
I
think
through
as
I'm
thinking
on
my
feet
here
as
as
I
think
through.
H
I
think
you
know
not
necessarily
directly,
but
I
think
it
does
help
us
in
the
long
run,
to
preserve
that
that
the
additional
capacity
that
we
the
excess
capacity
and
therefore
delay
capital
investments
and
in
theory
you
know,
carbon
emissions
did
that
help
answer
your
question.
A
Thank
you,
mr
chair.
Another,
I
guess
as
steve
was
was
talking
and
I
think
there's
it's
important
for
us
to
keep
this
kind
of
issue
in
context,
particularly
the
context
of
water,
renewal,
utility
plan
and
kind
of
budgets
that
we've
been
talking
about
for
the
past
few
months
and
the
consequent
rate
impacts
that
that's
going
to
have
on
the
typical
user.
A
So
in
in
looking
at
at
this
particular
issue,
I
don't
have
any
suggestions,
but
I
think
it's
something
we
can.
We
should
be
thinking
about
and
considering
in
the
context
of
the
overall
picture
for
the
water
renewal
utility
itself
going
forward,
because
my
concern
is
that
we
may
start
to
see
some
level
of
pushback
on
rate
increases.
B
F
E
E
And
that
brings
us
to
the
next
item
on
our
agenda,
which
is
building
facility
planning
discussion
of
some
strategies,
and
I
will
turn
it
over
to
staff.
H
Chair,
commission
members
rob
bostfield
is
going
to
present
on
our
building
facility
planning,
and
this
is
a
follow-up
to
a
presentation
that
rob
gave
oh
last
september.
Thank
you
and
it
is
it's
showing
back
or
giving
back
to
the
commission
the
results
of
the
study
that
we
were
talking
about
back
in
september.
H
You
all
provided
for
those
of
that
you
were
on
the
commit
for
those
of
you
on
the
commission.
You
provided
information
feedback
to
us
that
we
tried
to
integrate
into
the
plan
and
so
we'd
like
to
share
results
of
the
facility
planning
process,
but
also
we
have
a
section
in
here.
We
would
like
some
feedback.
I
think
most
organizations
you
all
are
part
of
organizations
that
you
work.
Work
at
are
going
through
that
transition
stage
of
hybrid
work
and
how
is
that
impacting
staffing
office,
setups,
etc.
H
J
All
right,
commissioners
chair,
thank
you
very
much,
it's
good
to
be
here
for
those
that
I
have
not
met
or
presented
to
you
before
rob
mosfield.
J
I
manage
our
facility
program
group
and,
as
steve
indicated,
this
is
kind
of
the
this
is
actually
the
third
topic
or
third
time
we've
talked
to
the
commission
on
this
planning
effort,
and
although
it
I
know
it's
the
first
time
for
a
number
of
you
today
is
this
is
for
information
only
and
no
action
is
requested,
and
today
I
we
provided
a
lot
of
detail
in
the
memo,
and
I
apologize
for
that,
but
sometimes
it's
a
little
easier
to
digest
that
today,
I
plan
to
talk
at
a
fairly
high
level
go
fairly
quickly
and
then,
but
of
course,
as
we
go
as
steve
indicated,
there's
kind
of
a
few
like
questions,
I'm
really
interested
for
some
specific
feedback
on.
J
But
of
course,
as
we
go,
please
ask
questions.
Provide
comments
as
we
go
is
also
welcome.
So
just
a
little
bit
of
background
about
the
about
the
process.
Our
our
goal
with
this
planning
effort
was
really
to
develop
a
long-term
roadmap
on
how
we
are
going
to
meet
our
building
needs,
and
this
is
really
limited
to
it's,
not
all
of
the
city
buildings,
things
like
the
water
renewal
facilities
airport.
J
They
have
their
own
strategic
plans,
their
buildings
are
part
of
their
operations,
so
we
know
those
are
happy
happening
separately
as
well.
Some
of
our
operational
facilities,
such
as
our
libraries
and
fire
stations,
again
have
their
own
operational
plans
that
dictate
like
where
we
have
fire
stations.
How
are
we
going
to
provide
those
services
so
this?
This
is
not.
This
effort
was
really
to
try
to
fill
in
the
gaps
and
the
goals
or
the
the
gaps
in
the
missing
pieces.
J
In
that
we
tried
to
maintain
an
awareness
of
what
else
is
happening
with
other
other
facilities,
but
I'm
not
trying
to
again
kind
of
recreate
those
wheels.
J
The
process
that
we
utilized
we
broke
it
into
two
pieces.
One
is
looking
at
our
office.
Space
needs
city,
hall,
type
facilities,
the
other.
We
we
grouped
the
other
building
needs
into
a
category.
We
call
our
support
facilities,
which
are
things
like
our
maintenance
shops,
our
storage
areas,
that
kind
of
thing.
So
we
we
broke
those
into
two
groups,
but
we
used
a
very
similar
process
and
kind
of
ran
them
in
parallel,
so
that
we
could
keep
them
coordinated.
J
But
we
really
started
off
with
the
needs
assessment.
We
picked
a
20-year
planning
horizon
and
we
tried
to
project
out
what
we're
going
to
need
for
for
space
for
each
of
these
functions.
So,
for
example,
for
the
the
office
spaces,
we
looked
at
community
growth
projections
tried
to
add
some
contingency
on
top
of
that
and
really
tried
to
take
an
intelligent.
Look
at
some
functions
are
going
to
grow
faster
than
others.
For
example,
our
iet
department's,
probably
gonna,
grow
faster
than
say
our
print
shop.
J
J
Brainstorming
phase
at
the
first
at
the
first
review,
update
to
the
commission
that
was
probably
a
year
and
a
half
two
years
that
was
probably
getting
close
yeah
a
year
and
a
half
ago,
something
like
that
and
and
that
would
that
was
some
of
the
the
feedback.
The
commission
provided
a
few
ideas
for
for
us
to
go
and
look
at
and
as
we
brainstormed
those
we
really
tried
to
develop
them
enough
that
we
could
really
compare
the
different
strategies.
J
These
are
all
pretty
high
level
strategies,
but
we
also
wanted
to
make
them
real
enough,
so
we
could
really
understand
and
get
a
sense
of
if
we
go
down
this
path.
These
are
the
issues
we
might
face
as
opposed
to
this.
If
we
go
down
path
b,
so
as
we
develop
those,
then
we
compare
them
against
each
other,
using
a
multi-criteria
analysis
looking
at
different
factors
and
I'll
I'll
talk
about
those
in
a
minute
to
really
to
try
to
compare
overall.
J
How
are
we
overall?
Which
strategy
is
the
best
fit
for
us,
and
this
was
about
the
stage.
We
were
right
in
the
middle
of
this
analysis.
The
last
time
we
we
were
in
front
of
the
commission
and
then,
but
basically
the
results
of
that
comparison-
that
that
multi-criteria
analysis
really
helped
us
form
the
the
recommendations
that
that
we
made.
J
So
I
wanted
to
stop
talk
about
the
two
different
branches
separately,
again
similar
processes,
but
a
little
different
outcomes,
so
our
support
facilities.
Again,
these
are
our
shops,
our
our
fire
logistics
facility,
storage,
those
those
kind
of
functions.
J
We
looked
at
four
different
options,
ranging
from
trying
to
keep
them
where
we're
at
and
just
expand
them
as
we
need
to
look.
You
know,
group
them
all
to
one
location,
one
big
happy
family
and
several
different
varieties
of
that
and
the
the
the
criteria
we
we
looked
at
to
compare
the
different
strategies.
J
We
looked
at
cost
and
by
cost
we
took
a
40-year
net
present
value.
We
used
40
years
as
kind
of
the
approximate
life
of
the
of
the
buildings
tried
to
look
at
both
capital
costs,
as
well
as
relative
operating
costs.
We
looked
at
the
outcome:
the
function.
How
well
would
it?
How
well
would
would
this
strategy
support
the
operations
for
our
different
teams?
J
We
looked
at
risk
how
much
uncertainty
there
was
with
the
option
and
then
we
also
looked
at
kind
of
the
environmental
impact
of
it
and
thanks
to
our
climate
team,
for
helping
helping
us
weigh
in
on
on
that.
So
with
that
category
we
looked
at
things
like
is
it
building
a
new
building,
you
know,
has
a
has
a
carbon
impact
from
from
that,
but
the
the
new
buildings
more
likely
to
be
more
energy
efficient.
J
We
looked
at
vehicle
trips
in
the
emissions
and
again
these
are
pretty
high
level
strategies,
but
but
we
we
developed
the
concepts
enough
to
get
a
sense
of
yeah.
This
one
is
really
going
to
create
a
lot
more
driving.
You
know
that's
kind
of
that's
a
negative
et
cetera
and
we,
the
last
category
that
we
looked
at,
was
land
use.
J
Does
the
strategy
really
help
line
up
with
where
the
city
is
going?
Does
it
put
industrial
uses
in
industrial
areas
or
you
know,
has
helped
help
that
solve
that
kind
of
thing
and
the
the
concept
that
we
that
really
shook
out
as
pretty
clear,
stood
above
the
others
is
what
we
call
the
hybrid
facility
or
hybrid
strategy,
and
that
strategy
really
involves
creating
creating
a
new
campus
in
an
industrial
area.
J
So
we're
not
having
long
vehicle
trips,
both
from
again
from
an
environmental
standpoint,
as
well
as
an
efficiency
standpoint,
but
some
of
the
smaller
operations
that
have
a
lot
of
you
have
more
vehicle
trips
we
are
anticipating,
could
be
located
closer
in
and
that
that
really
is
our
communication
shop
that
that
they
work
with
all
the
radios
and
support
all
police
fire,
all
those
kind
of
communications
functions,
and
then
also
our
facility
services
and
operations
shop.
J
That
again,
service,
like
all
the
fire
stations
city
hall
rather
than
and
the
reason
that
we
were
thinking
that
they
could
be
closer
in,
is
again
to
really
minimize
the
vehicle
trips
or
small
enough
operations.
That
would
not
be
a
a
real
negative
for
a
neighborhood
or
from
a
from
a
land
use
perspective.
J
This
strategy
would
allow
us
to
better
utilize,
some
of
our
existing
downtown,
a
shop
site.
A
good
example
of
this
is
this
is
a
photo
of
our
primary
parks
maintenance
shop.
It's
right
in
this
is
in
julia
davis
park.
The
zoo
is
the
the
bottom
part
of
the
picture
and
that's
myrtle
boulevard
across
the
top,
and
I
I
was
I
find
this
really
interesting.
I've
lived
here
for
years
walked
by
this
facility.
J
Many
many
times,
never
realized.
There
was
even
a
maintenance
shop
back
there,
but
this
is
an
example.
This
is
a
great
location
for
things
like
housing,
and
you
know
we
are
essentially
camped
out
camped
on
it
with
an
industrial
use
that
really
when
this
was
set
up.
You
know
50
60
70
years
ago.
I'm
not
really
sure
how
old
this
this
facility
really
is
made
sense
back
then,
but
with
with
our
current
land
use
needs,
especially
demand
for
housing.
J
We
really
think
it
makes
a
lot
more
sense.
Get
this
more
in
a
in
a
more
suitable
land.
Land
use
it'll
also
again
set
us
up
for
for
long-term
operations.
As
as
we
do
this,
the
outcome
or
the
office
strategies
a
couple
of
things
that
are
different
one.
We
came
up
with
several
different
strategies.
Some
more
traditional,
such
as
you
know,
we
need
more
space,
we're
just
going
to
go,
buy
or
build
a
new
facility,
but
we
also
tried
to
look
at
a
little
more
I'll,
say
out
of
the
box.
J
Things
such
as
getting
more
efficient
use
of
telework,
et
cetera
and
again
that
was
part
of
the
feedback
from
the
first
commission
meeting
was,
was
to
really
look
at
some
of
those
I'll
say,
kind
of
more
more
innovative
options,
and
so
one
thing
that's
that
was
different
from
the
support
facilities
is
that
we
pretty
quickly
realized
that
one
specific
strategy
was
probably
not
the
right
answer,
but
it
was
probably
going
to
be
more
of
a
mix
and
you've.
J
You
saw
this
with
the
water
renewal
planning
as
well,
and
so
really
we
looked
at
different.
We
call
we
call
them
scenarios
they're,
really
mixes
of
of
the
of
the
different
strategies
and
like
at
the
bottom
bottom
of
this,
of
this
graphic
or
the
the
more
traditional
we're
gonna
buy
or
build
something
downtown
or
it's
gonna
be
somewhere
else,
whereas
the
top
really
relied
more
heavily
on
efficiencies.
J
The
teleworking
this
and
we're
kind
of
calling
it
a
hybrid
working
because
because
we
really
envisive
envision
a
mix
of
office
and
remote
working
that
can
save
a
space
when
you
look
at
leveraging
office,
hoteling
or
sharing
workspaces,
and
so
so
we
looked
at
those
range
of
options.
Again,
we
we
looked
at
the
multi
multi-criteria
analysis.
J
J
J
In
terms
of
you
know,
what's
the
cost
impact
and
when,
when
the
so,
we
had
the
team
go
through
and
kind
of
rank,
you
know
rank
with
those
different
criteria
and,
unlike
the
support
facilities,
we
really
didn't
have
one
that
was
really
head
and
shoulders
above
the
others
kind
of
the
leading
candidates.
I
I
have
circled
in
the
graphic
and
even
though
they
did
not
the
there,
there
wasn't
one
clear
winner.
J
There
was
one
clear
theme
that
we
felt
like
could
really
kind
of
guide
us
in
the
in
the
coming
years,
and
what
we
really
took
away
from
it
is
that
near
term,
we
really
ought
to
be
looking
at
this
hybrid
working,
how
we
can
leverage
that
space
efficiency
to
solve
our
our
our
space
issues,
our
growth
issues
and,
again
we've.
J
We
felt
like,
as
especially,
as
you
know,
covid
was
was
in
full
force
under
thinking
about
the
future,
about
that
really
kind
of
helped
us
see
the
potential
for
remote
working
and
really
made
us
think
about
how
that
how
that
can
help
both
with
you
know,
things
like
you
know,
commute
trips,
but
also
if
it
helps
us
delay
when
we
need
to
add
building
space,
that
that
seems
like
both
a
financial
as
well
as
a
climate
win
for
us.
J
We
do
think
that
longer
term.
At
some
point
we
will
only
be
able
to
leverage
that
so
much,
but
we
we
think
that
if
we,
if
we
can
put
off
if
we
can
use
use
that
efficiency
better
use
our
existing
facilities
for
a
period
of
time,
I
kind
of
have
around
five
years,
but
around
you
know,
however
long
we
can.
We
can
leverage
that
we'll
be
in
a
better
position
to
understand
what
really
is
possible.
J
What's
what
the
workplace
really
looks
like,
but
it'll
also
help
us
understand
what
our
citizen
service
needs.
I'm
really
curious
to
see
after
covid
and
people
have
learned
to
do
a
lot
more
like
remote
access
to
services
are
people.
Is
that
going
to
be
the
preference
for
our
community
moving
forward?
Will
they
rebound
and
and
and
want
to
come
back
to
having
in-person
services
somewhere
in
the
middle?
J
The
bottom
line
is
if,
if
we,
if
we
can
decide
later
about,
where
is
this
facility,
is
it
more
public
facing
or
more
back
of
house
service
services
if
we
can
delay
those
decisions
until
we
understand
the
world
a
little
bit
better,
we
think
we'll
be
in
a
better
spot
and
so
super
high
level,
but
that's
kind
of
where
the
the
outcome.
From
that
analysis
we
did
is
I
thought
about
this
opportunity.
J
There
were
a
few
things
that
I
would
really
love
to
get
any
feedback
on
and
the
the
first
is
as
you
as
you
kind
of
as
you've
read.
The
memo
heard
me
kind
of
talk
about
our
process
and
in
the
criteria
that
we
looked
at,
I'm
really
interested
to
to
see.
Are
there
other
things
that
we
should
be
considering
as
we
develop
our
long-term
strategies?
F
I'm
sure
I'll
have
questions
at
a
later
stage,
but
I
I
will
say
I
think
that
holding
off
you
know
it's
such
a
strange
time
after
everything
with
covert
and
people
working
remotely,
and
it's
been
interesting
to
see
kind
of
just
out
in
the
world
how
many
people
are
choosing
to
to
work
remotely
going
forward.
But
how
many
other
businesses
as
well
have
said.
Actually,
no,
we
can't
function
without
everyone
in
the
office
and
people
who
had
flexibility
before
suddenly
are
not
having
flexibility.
So
I
think
it
makes
a
lot
of
sense
to
just
wait.
C
I
I
agree
with
that
and
it's
letting
the
dust
settles
right.
I
feel
like
I'm
seeing
all
sorts
of
stuff
my
husband's
in
I.t
and
he
they're
definitely
back
in
the
office.
C
I
I
don't
think
I'm
seeing
trends
anywhere
else.
I
think
if
people
are
going
back,
it's
like
it's
not
as
much
as
it
was,
but
I
think
it's
because
they're
just
tentatively
going
slowly
going
back
and
I'm
curious
to
see
what
the
trend
is.
J
Yeah
go
ahead
and
sheriff
I
made
that's
actually
a
good
segue
in,
and
you
know
to
the
to
the
next
thing.
I'm
really.
I
find
it
really
fascinating
to
think
about
the
future
of
of
work.
You
know,
what's
it
in
person,
not
even
you
know
what
what
all
is
changing
in
work,
how
we
work,
how
we
interface
virtual
meetings,
et
cetera
and
so
I'd
love
to
again
see
like
what
what
you're,
seeing
what?
J
How
are
what
you're,
seeing
what
you're
hearing
about
how
people
are
adapting
and
continuing
to
to
adapt
kind
of
the
you
know
to
the
workplace.
E
If
I
could
jump
in,
I
would
temper
some
of
the
consideration
of
hybrid
work
or
off-site
virtual
work
with
the
question
of
who
prefers
which
kind
of
work,
especially
as
younger
folks,
younger
my
age.
I'm
almost
30
moving
up
into
more
professional
roles,
roles
that
we
would
consider
primed
for
work
from
home
scenarios.
E
A
lot
of
folks
are
experiencing
housing
pressures.
I
live
with
a
roommate
who
does
work
from
home
full
time
and
we
share
a
900
square
foot
place
and
so
having
two
bedrooms
and
a
living
room
office
is
not
ideal
for
two
of
us
working
from
home.
It's
not
even
ideal
for
one
of
us
working
from
home,
so
that
would
perhaps
de
facto
narrow
the
field
of
potential
employees
to
those
who
have
access
to
the
kinds
of
housing
that
would
permit
them
to
have
a
home
office.
For
example,.
F
Well,
and
something
else
to
consider
would
be
how
many
caregivers-
and
it's
probably
going
to
be
primarily
women,
but
I
don't
want
a
limited.
Just
women
have
stayed
out
of
the
workforce
because
it's
too
expensive,
you
know,
child
care
is
too
expensive
and
so
they've
chosen
to
to
stay
home,
even
if
they
want
to
work
because
it
physically
just
didn't
make
sense.
D
Thank
you
for
the
presentation.
I
think
that
it
was
really
it
was
high
level,
but
I
feel
like
it
was
really
a
good
way
to
start
this
conversation,
I
really
appreciated
the
perspective
of
bringing
in
environmental
impacts
and
the
impacts
to
mitigate
climate
change.
So
I
thank
you
for
that
perspective.
D
I
do
agree
that
it's
hard
to
say
and
we
need
to
let
the
dust
settle.
I
agree
with
that
sentiment,
but
working
in
housing
there
is
a
lack
of
affordable
housing,
and
I
know
that
you
are
all
aware
of
this,
but
I
think
there
is
a
great
pressure
to
add
that
component
into
the
mix.
D
I
just
think
that
it's
important
to
note
that
there
we
want
to
build
a
community,
that's
accessible
for
everyone,
regardless
of
their
income,
and
so
income
has
become
a
huge
barrier
for
folks
to
be
able
to
stay
within
the
city
limits
of
boise,
and
so
I
really
appreciate
the
perspective
of
if
we
were
to
follow
models
where
we
would
change
existing
properties
into
housing.
D
That
is
a
perspective
that
I
think
is
very
needed.
I
know
we
can't
rush
this
process,
but
I
just
wanted
to
bring
up
and
mention
the
fact
that
I
think
that's
an
important
conversation,
especially
in
regards
to
how
critical
the
housing
market
currently
is.
F
Sorry,
okay,
I'd
like
to
add
as
well,
and
I'm
not
really
sure
how
this
plays
into
the
discussion
that
we're
having
right
now,
but
I
think
something
else
to
to
consider
that
might
be
a
factor
in
the
future
that
really
hasn't
been
before.
Is
that
if
people
are
able
to
telework,
you
know,
the
number
of
jobs
in
boise
is
limited
and
if
you
end
up
having
people
living
in
other
areas
who
are
taking
jobs
here
or
even
you
know
the
opposite.
F
People
who
are
living
here
but
they're
able
to
maintain
jobs
in
la
or
you
know,
bigger
cities.
I
think
that
that's
something
that
that
we
haven't
really
experienced
too
much
of
before
and
that
may
change
the
dynamics
quite
a
bit
as
well.
J
Other
chair
and
commission
members,
thank
you
for
the
comments
good.
I
appreciate
the
feedback
and
maybe
to
just
kind
of
quick
wrap
up
on
next
steps
and
commissioner
morgan,
one
of
your
comments
about.
I
appreciate
the
comments
about.
We
can't
wait
on
housing
and
just
to
clarify
kind
of
the
the
slow
down
use.
J
Telework
in
inefficiencies
really
applies
to
the
office
side,
but
we
do
anticipate
moving
forward
with
the
support
facility
work
which
would
free
up
land
for
housing,
and
that's
really
kind
of
just
want
to
give
you
a
flavor
of
where,
where
things
are
headed
on
the
support
facilities,
the
we
we
did
update
mayor
and
council
on
that
on
that
portion
of
the
plan
as
well
they're,
very
supportive,
very
interested
again,
I
think,
from
the
from
the
perspective
of
fraying
up
some
of
the
downtown
sites
for
other
uses.
J
So
we
have
initiated
the
the
the
strategy
that
we've
developed
is
really
high
level,
and
so
we've
we've
initiated
a
more
detailed
planning
effort
that
includes
nailing
down
instead
of
saying,
probably
west
of
the
airport
figuring
out.
These
are
the
facilities.
This
is
the
details.
What
we
need,
how
much
we
think
it's
going
to
cost!
We
need
this
much
land.
J
We
think
this
is
the
the
best
site,
so
we
can
actually
kind
of
start
to
lock
that
in
we
anticipate
that
planning
work
to
be
taking
about
a
year,
and
I
really
expect
that
that
the
mayor
and
council
will
want
us
just
to
continue
on
and
then
start
relocating.
The
first
of
the
facilities,
whatever
shakes
out,
is
the
highest
priority,
which
I'm
guessing
will
be
one
of
those
that
starts
to
free
up
land.
So
so
that's
kind
of
where
that's
headed.
J
We
really
do
envision
that
that
will
continue
to
move
forward,
whereas
the
office
side
of
things
we
do
really
want
to
test.
How
does
teleworking?
How
does
hybrid
working?
What?
What
are
the
issues
you
know
you
brought
up?
It's
been
very
fascinating
to
me,
is
like
what
what
works
for
people
for
remote
working
and
what
doesn't
and
been
really
interesting
is
everything
from
can't
get
good
internet
here
you
know
you
mentioned
a
chair
about.
J
You
know
your
your
home
situation,
whether
it's
you
know
how
much
space
you
have
and
it's
just
lots
of
factors
you
know
not
to
mention
the
job
function.
You
know
what
works
and
what
doesn't
we
really
want
to
learn
about
that.
We're
going
to
be
doing
a
little
pilot
project
with
our
it
department
to
understand
things
like
if
you've
got
20
people
hybrid
working,
their
remote
working
half
the
time,
can
you
save
half
of
the
spaces?
Can
you
save?
You
know
a
third
of
the
spaces?
You
know
how?
How
does
that
really
work?
J
How
efficient
is
it
and
what
kind
of
spaces?
What
kind
of
adjustments
do
we
really
need
to
our
designs
to
really
best
support
that
that
type
of
work?
So
we
really
envision
smaller
scale,
stuff
testing
in
the
next
year
or
two.
We
do
envision
that
down
the
road.
We'll
still
need
larger
scale,
remodels
to
really
gain
gain,
some
of
that
of
efficiencies-
and
you
know
really
beyond
that,
not
so
much
my
world,
but
on
the
on
the
business
and
really
just
kind
of
monitor
what
what
do
customers
like?
J
What
do
they
expect
from
our
facilities?
How
do
those?
How
do
those
things
change,
so
we
again
really
appreciate
that
the
feedback
from
the
commission,
both
in
the
in
the
previous
and
today,
and
it
will
be
really
interesting
to
see
how
how
this
unfolds?
J
H
Do
chair
revat
a
couple
of
updates,
so
our
june
16th
work
session
to
be
determined.
I
think
we're
currently
scheduled
to
do
it
via
zoom,
but
we're
quickly
approaching
in-person
meetings
pretty
exciting,
so
we'll
keep
you
posted
on
the
status
of
in
person
versus
zoom
at
the
6
16
work
session.
We
plan
to
cover
three
items:
one
is
parliamentary
procedure,
so
our
public
works
attorney
mary
grant
will
be
presenting
on
just
the
basics
of
commission
kind
of
101,
on
parliamentary
procedures,
robert
roberts
rules
etc.
H
We'll
be
presenting
the
first
phase
session
rather
of
the
geothermal
system
strategic
plan.
The
first
session
is
really
focused
on
giving
you
the
background
of
the
system
kind
of
its
origins,
its
historical
growth.
What
are
key
issues
that
we
deal
with
today
and
then
session.
Two
will
be
getting
much
more
into
the
strategic
vision
for
the
utility
over
the
next
20
years
and
and
wanting
your
feedback
on
wrapping
up
that
plan.
Getting
before
we
wrap
it
up
the
draft
and
go
to
council.
H
We
want
to
get
the
commission's
feedback
on
the
plan
and
then
the
last
item
will
be
covering
emerging
constituents.
So
back
in
october,
when
council
approved
the
water
renewal
utility
plan,
one
of
the
re
two
council
members
in
particular
requested
that
they
keep
it.
We
keep
them
apprised
of
some
of
our
studies
related
to
emerging
constituents
in
used
water,
and
so
we'll
give
you
an
update.
H
We
have
been
proactive,
proactively
sampling
for
some
of
those
emerging
constituents
and
then
we're
planning
for
a
panel
of
experts
this
summer
to
help
frame
the
broader
issues,
so
national
experts,
academics,
who
are
going
to
come
to
boise,
to
help
us
better
understand
one,
the
state
of
emerging
constituents
and
then
to
the
state
of
treatment
for
them
and
how
we
might
set
up
a
pilot
project
as
part
of
a
recycled
water
program
moving
into
the
future.
So
that'll
be
the
third
topic
so
again
pretty
meaty
topics,
but
really
interesting.
H
I
think
you'll
find
them
be
very
interesting
and
then
last
but
not
least
after
that
on
the
16th,
assuming
that
council
approves
our
climate
action
roadmap
while
we're
committing
to
carbon
neutrality
by
for
city
operations
by
2035
and
for
the
community
by
2050,
assuming
that's
approved
on
the
16th,
we
may
have
an
event
out
on
the
plaza
at
starting
at
five
o'clock.
E
All
right
hearing
nothing,
I
would
just
jump
in
and
say
thank
you
all
for
your
support
as
your
new
chair
and,
if
any
of
you
in
the
next
month
have
any
interest
in,
or
questions
about
leadership
in
the
commission,
whether
that
is
pursuing
the
vice
chairship
or
any
other
ideas
that
you
have
for
the
direction
that
you
would
like
to
see.
The
commission
take
feel
free
to
reach
out
to
me
and
we
can
set
up
a
time
to
discuss
and
with
nothing
else
on
the
agenda.
I
would
take
a
motion
to
adjourn.