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A
Right
I
think
we'll
go
ahead
and
get
started
now.
Thank
you.
Everyone
for
joining
I
will
call
to
our
order
here.
So
do
a
quick
round
of
attendance,
billis
H
back.
E
F
G
Peter
Echo
budget
advisory
committee,
Josh
Newell
back
all
right.
You
know
on
the
phone
Sean
Lewis.
A
All
right,
Full,
House
tonight
so
approval
of
last
last
month's
meetings.
The
March
meetings
to
my
happy
motion
to
approve
the
next
emotional
to
approve
I.
A
So
thank
you
all
for
for
coming,
and
then
we
have
a
few
Members
Choice
to
add
on
won't
make
it
late,
I
promise,
but
a
few
things
have
come
up
that
we
gotta
Gotta
Throw
out
there
today.
So
please
go
ahead
and
I'm
ready
when
you
are.
H
With
yeah
yeah
good
evening,
everyone
thanks
Tyson
for
asking
me
to
do
this.
So
sustainability
is
our
seventh
outcome
area.
It
was
one
that
was
added
I,
believe
in
2020
and
that
iteration
of
the
Strategic
plan
I
think
we've
come
a
long
way.
In
two
and
a
half
years
we
started
in
I
believe
November
of
2020.
We
met
with
city
council
to
start
to
formulate
a
sustainability
plan
that
was
approved
right
around
Earth
Day
in
April
of
2021.
H
After
that
point,
we
we
had
a
commission
for
a
long
time
called
blinking
on
the
name,
but
sorry
Sean
can
help
me
out.
I
forgot
the
name
of
it,
but
okay,
yeah
Keb,
sorry
keeping
wood
beautiful,
like
the
national,
keep
America
beautiful.
H
So
that
became
the
sustainability
commission
and
then
we
also
hired
in
early
2022
on
the
city's
first
sustainability
coordinator,
Mount
England.
So
Mel
works
out
of
the
city,
manager's
office
and
really
her
job
is
twofold
number
one.
She
does
some
of
I
guess
what
I
would
call
her
own
projects
that
are
part
of
the
sustainability
plan
and
then
number
two.
She
facilitates
discussions
and
programs
and
initiatives
related
to
sustainability.
H
In
the
other
departments,
so
things
like
utilities,
spr,
Public,
Works,
really
across
the
board,
and
so
we're
really
happy
with
the
way
the
program
has
developed
over
time
and
obviously
I
think
Peter
has
said
this
many
times,
but
really
what
his
departments
do.
You
know
at
the
core
really
is
sustainability,
which
is
why
they're
tied
to
this
tonight.
H
And
then
you
see
some
of
the
metrics
that
are
in
development,
so
these
are
we're
really
working
to
try
to
develop.
We
have
some
metrics
that
are
more
operational.
We've
looked
at
I
guess,
I
would
call
aspirational
metrics
from
other
cities
that
have
very
robust
and
long-term
sustainability
programs.
So
these
are
a
few
of
the
things.
We're
working
towards
Mel
is
really
an
expert
in
in
data
and
tracking,
and
so
this
is
really
kind
of
our
starting
list
that
we
hope
to
develop
in
future
years.
H
And
then
you
see
here
the
sustainability
section,
which
is
very
robust,
I
think
one
last
thing
I'll
say
too:
as
I
mentioned,
part
of
Mel's
role
is
working
with
other
functional
departments,
and
so,
while
you
see
a
lot
of
projects
here,
there
are
other
projects
that
tie
into
sustainability
on
the
maybe
in
other
sections,
such
as
infrastructure
and
transportation,
but
they're
they're
also
key
to
sustainability
and
complement
the
work
of
sustainability.
H
Foreign,
we
did
make
I
should
say
city
council
to
make
some
changes.
A
lot
of
them
were
suggested
by
Peter
in
terms
of
moving
some
of
the
water
projects
to
infrastructure
and
transportation,
but
many
of
the
projects
that
you
see
here
do
remain
in
the
plan.
In
this
section.
E
Okay,
I'll
take
over
I
think
if
that
works,
so
I'm
Peter,
Van
Ryan,
the
director
for
utilities,
on
South,
Avenue
and
I've
got
half
of
my
management
team
here
today,
which
is
Casey
and
Sarah
and
Josh.
So.
E
Are
the
two
Deputy
directors
that
are
in
utilities
and
then
Casey
handles
essentially
Business
Solutions
to
all
financial
and
planning
matters
for
South,
Platteville,
Casey
and
Sarah
interface
quite
regularly,
because
spr
is
such
a
large
Financial
aspect
of
the
Englewood
sewered
fund,
like
Tim
mentioned,
there's
a
there's,
a
significant
amount
of
of
what
we
do
from
a
water
perspective
that
is
still
of
a
sustainability
aspect.
E
A
lot
of
that
is
tied
to
our
water
efficiency
plan,
which
we
just
updated
and
as
as
adopted
this
year,
and
so
that
has
a
number
of
goals
associated
with
reduction
in
water
usage
and
and
things
like
Garden
in
the
Box,
some
of
the
turf
replacement
programs.
So
those
are
all
things
that
are
covered
in
the
in
the
sustainability
aspect
of
the
Strategic
plan
relative
to
the
water
system.
E
Then
there's
the
infrastructure
piece.
So
this
is
just
keeping
the
systems
running.
So
a
lot
of
our
projects
that
we'll
talk
about
today
are
actually
projects
that
keep
the
systems
running,
but
they
also
contribute
to
a
sustainability
aspect
of
goals
that
we've
identified
in
the
water
efficiency
plan
or
on
the
south
flat
side
like
Tim
mentioned
South
Platte
is
basically
one
big
sustainability
organization,
because
that's
what
we
do.
E
We
take
a
raw
material
which
is
Wastewater
and
we
turn
it
into
three
beneficially
used
materials
that
we
return
back
to
the
environment
or
we
sell
to
Excel
and
so
the
amount
of
the
amount
of
actual
waste
that
comes
out
of
that
Pride.
That
is
about
one
or
two
roll-off
trucks:
a
week
that
go
to
landfill.
Everything
else
is
treated
and
returns
to
the
natural
environment.
In
a
way,
that's
that
continues
a
cycle
of
beneficial
reuse.
So
from
a
sustainability
standpoint,
that's
pretty
much.
What
Southwest
is
the
sustainability
focused
organs?
E
Okay,
let's
get
into
some
background,
so
from
a
utilities
perspective
we'll
start
there.
We
essentially
provide
drinking
water
and
wastewater
collections.
Storm
water
services
is
a
utility
within
the
city.
However,
it
is
actually
administered
through
the
public
works
department.
So
today
we're
only
going
to
talk
about
water
and
wastewater.
You
can
see
what
we
have
from
in
general
from
major
infrastructure
elements
got
a
lot
of
pipe.
E
We've
got
overhead
tanks,
the
Big
White
Tanks
that
you
see,
we've
got
some
other
tanks,
we've
got
pump
stations,
we've
got
booster
stations,
we've
also
got
infrastructure.
That's
in
the
mountains.
We've
got
water
supply
infrastructure,
so
there's
a
there's,
a
broader
set
of
infrastructure
just
beyond.
What's
in
the
city
of
Englewood,
from
a
Wastewater
perspective,
our
Wastewater
is
actually
a
little
unique
in
that
the
northern
two-thirds
of
the
the
Wastewater
collection
system
of
the
northern
two-thirds
of
the
city
has
the
Wastewater
collection
system.
That's
part
of
the
city
of
Englewood
utilities
department.
E
This
Southern
third,
approximately,
is
part
of
what's
called
South
Englewood
Sanitation
District
is
actually
one
through
Southampton
South
Englewood
Sanitation
District.
So
if
you
generally
live
south
of
Quincy,
you
probably
flow
to
South
Englewood
Sanitation
District,
which
means
you
have
a
district.
That
runs
your
collection
system,
but
you
have
a
treatment
system
that
is
essentially
self-platinum.
So
I
live
in
that
I
am
literally
one
house
off
the
boundary.
E
So
if
I
were
one
block
from
one
house
to
the
east
across
Lincoln
or
across
Logan,
I'd
be
in
the
city
outside
of
South
Englewood
Sanitation
District,
it's
the
unique
thing
about
the
Wastewater
infrastructure
that
what
we
ultimately
do
is
we
actually
contract
back
and
provide
a
lot
of
the
services
to
that
district
for
cleaning
and
televising
and
things
like
that
for
the
the
sewer
system,
they
are
responsible
for
Capital
replacement
of
those
Mains,
so
lining
projects,
things
like
that
next
slide.
E
In
the
past
year,
we've
accomplished
quite
a
few
things
in
advancing
a
the
the
things
that
were
identified
in
the
20
20
master
plan
process.
So
we
did
Master
plans
for
water,
sewer
and
storm
water.
First
comprehensive
Master
plans
that
were
done
lending
out.
Essentially,
it's
essentially
Master
plans
are
a
big
gap
analysis
and
look
at
here's
where
you
are
today.
E
Here's
where
you
potentially
should
be,
if
you're
a
modernized
utility
and
here's
the
things
you
need
to
do
in
between,
and
so
we
over
the
last
three
years
have
been
executing
on
a
lot
of
those
gaps
and
just
in
the
last.
F
E
E
We
actually
ran
into
a
challenge
because
of
shippo,
which
is
State
historic
preservation
office
in
in
Colorado,
so
they
had
an
issue
with
our
lead
service
line,
replacement
aspect
of
the
Wikia
funding
that
they
were
concerned
that
what
we
dug
up,
those
lead
service
lines.
We
were
going
to
somehow
disturb
a
cultural
resource,
so
that
delayed
our
closing
that
long
last
year,
from
from
April.
B
E
And
we
only
closed
the
loan,
with
a
caveat
that
we
couldn't
actually
draw
any
funds
on
it
until
we
actually
cleared
that
issue
with
shippo.
We
got
that
clearance
today,
so
it
took
11
months
to
work
through
this,
and
essentially
what
it
means
is
that
when
we
are
in
certain
sections
of
the
city
replacing
the
lead
service
line,
we
have
to
bring
in
a
cultural
monitor
to
watch
us
dig
up
the
lead
service
line
to
ensure
that
we
don't
disturb
some
cultural
research.
So.
E
E
Regulatory
Compliance
was
a
real
issue
when
I
started
as
director
three
years
ago,
we
had
a
number
of
issues,
we
had
violations
and
we
had
to
send
out
some
postcards
because
we
missed
some
deadlines.
We
have
a
lot
of
that
resolved
now
to
the
point
where
we
we
have
a
regulatory
group
and
utilities,
so
we
have
essentially
three
positions
that
are
dedicated
solely
to
ensuring
that
we
are
complying
with
regulations
and
staying
on
top
of
regulations,
because,
basically
everything
is
just
getting
more
regulatorily
stringent.
For
us.
E
We
have
lead
service
lines,
which
is
our,
which
is
the
program
I
was
talking
about
that
is
driven
by
the
state
of
Colorado.
E
Now
that
we
are
designated
a
large
utility
which
occurred
last
year,
and
then
we
also
have
pfos,
which
are
forever
chemicals,
so
we
are
paying
attention
to
what
the
regulatory
pressures
are
going
to
be
associated
with
that
it's
going
to
be
it's
it's
going
to
mean
it's
going
to
affect
us
in
two
areas,
one
in
the
water
reproduce
and
two
in
the
solids
that
we
produce
as
part
of
cleaning
the
water
that
we
produce
so
we're
monitoring
that
both
at
Englewood
utilities
and
at
South
Plant
renewed,
because
we
have
the
same
issue
with
the
solids,
the
South,
but
City,
ditch
piping.
E
This
is
a
really
big
one
that
is
associated
with
our
taste,
odor
and
hardness.
This
is
a
significant
initiative
to
help
us
essentially
improve
our
source.
Water
quality,
the
essentially,
what
it
comes
down
to
is
water
and
Chatfield,
is
a
lot
less
hard
than
water.
That's
pulled
from
Union
Avenue
Pub
station
in
in
the
plant,
so
the
hardness
goes
down
significantly.
E
In
that
hardness
aspect,
because,
right
now,
we
don't
have
a
process
to
remove
Apartments
it's
cheaper
to
just
get
to
water.
That
is
less
hard
than
it
is
to
build
a
whole
softening
process
So.
Eventually,
the
last
step
in
anything
that
we
do
in
case
ordered
hardness,
would
be
a
softening
project,
probably
five
or
eight
years
from
now,
I
skipped
over
sampling
stations.
So
this
is
a
direct
result
of
the
boil
order
that
we
had
a
few
a
couple
years
ago.
E
That,
essentially,
was
the
result
of
our
our
estimate
is
that
that
was
the
result
of
a
service
line
connection
that
had
a
leak
in
it
and
one
what
we
the
way
we
used
to
take
the
samples
is,
we
take
them
off
the
side
of
the
house
and
oh
spigot,
that's
a
way
that
it's
a
historic
way
that
utilities
used
to
pull
samples
of
the
distribution
system.
E
E
And
what
we've
done
is:
we've
overhauled
our
system
so
that
we
now
have
sample
stations
at
the
meter,
which
is
the
direct
which
is
about
as
direct
connection
to
the
distribution
system,
as
you
can
get
to
ensure
that
we
are
testing
our
distribution
system,
not
someone's
internal
home
plumbing,
there's
a
huge
risk
of
vulnerability
there,
because
we
don't
know
what
people
do
with
their
internal
home
plumbing
and
when
we
run
the
sample
through
their
home
plumbing.
That's
what
can
create
problem,
so
that
was
a
that
was
a
significant
step
in
modernizing
the
utility.
E
Las
conversion
is
a
that's
a
chemical
conversion
that
occurred,
so
we
use
we
use
ammonium
ammonia
to
help
with
the
disinfection
disinfection
process
and
we
used
a
a
pretty
dangerous
form
of
ammonia
historically
up
until
this
year,
and
we
convert
it
to
a
less
dangerous
form
of
ammonia,
which
is
Las
so
aqueous.
Ammonia
is
what
we
used
to
use.
That's
the
kind
of
stuff
that,
if
there's
a
leak
in
here
in
the
room
it
can,
it
can
kill
you.
E
So
this
actually
is
a
much
more
inert
stable
version
of
ammonia
and
we've
made
that.
E
Which
is
safer
for
our
employees,
the
filter
interface
project-
if
you
ever
heard
me
talk
about
the
pro
the
the
system
at
the
water
plant
that
we
were
going
to
eBay
to
get
our
parts
for
that
was
this.
We
don't
go
to
eBay
anymore,
because
we
have
a
new
system
so
that
project
got
completed
last
year,
which
is
which
is
a
big
success
and
then
the
the
South
Reservoir
dredging.
E
We
did
our
first
phase
of
that
last
year,
we're
going
to
execute
another
phase
of
it
this
year
and
then,
ultimately,
we're
going
to
improve
the
solids
handling,
building
of
our
of
the
water
of
the
yellow
treatment
plant
away
from
what
is
a
belt
press
presses
the
water
out
of
the
solid
instead
of
the
dry
mouth
haul
them
off
to
something
that's
more
more
modern,
like
a
centrifuge,
or
something
like
that.
E
E
So
you
can
see
essentially,
as
we've,
we
have
evolved
in
three
years
from
a
a
utility
that
wasn't
doing
a
lot
of
investment,
didn't
have
a
lot
of
staff
to
the
utility.
That's
trying
to
tackle
a
mountain
of
issues
that
have
built
up
over
35
plus
years
and
in
doing
that,
we've
staffed
up.
We've
also
also
ramped
up
our
capital,
but
what
you
can
see
is
we
aren't
there
from
an
execution
perspective.
E
Yet
so
we
had
an
amended
budget
last
year
of
23
million,
which
is
what,
if,
ideally,
we
had
everything
up
and
running
and
we
could
execute
on.
We
would
have
spent
23
million
lives
here.
Instead,
we
spent
a
lot
of
the
Year
recruiting.
We've
spent
the
last
three
years
recruiting
to
fill
up
positions.
We
are
actually
pretty
close
to
being
I.
Think
I
would
say
we're
probably
about
92
percent
filled
in
terms
of
positions,
and
we've
got
some
stability
in
our
Workforce
and
then
the
capital
side.
E
You
can
see
that
we
haven't
spent
a
lot
yet
and
that's
just
a
function
of
as
you're
ramping
up
a
large
Capital
Pro,
a
program
from
less
than
a
million
a
year
to
close
to
15
or
depending
on
lead
service
line
aspect
up
to
30
million
dollars
a
year.
If
that
doesn't
happen
overnight
incremental
process
in
that
the
first
couple
years
is
a
lot
of
time
and
energy
spent
in
not.
F
E
E
So
what
we'd
like
to
see
is
that
number
can
track
down
to
a
point
where
at
South
Platte
we
had
the
same
issue
three
or
four
years
ago,
and
now
our
Capital
execution
I
think
last
year
was
93
percent,
so
we're
we're
executing
93
of
the
budget
which
our
Target's
95
so
we're
pretty
happy
about
that
with
the
Enterprise
fund.
If
we
don't
use
the
money,
it
just
goes
back
to
fund
balance,
and
then
we
just
reprogram
it
to
then
continue
to
move
forward.
E
E
Next
slide
so
refund
somewhat
similar,
we're
ramping
up
from
a
staffing
perspective,
Capital
that
that
8.9
million
that's
half
of
the
capital
for
Southwest
renew
so
you're,
seeing
there
was
an
underspend.
Some
of
that
is
actually
sub-capital
super
fun,
but
you
can
see,
there's
a
there's
a
there
was
an
underspend
and
again
that
doesn't
we
don't
lose
it?
It
just
goes
back
to
fund
balance
for
super
fun
and
then,
as
projects
execute
over
from
a
timing
perspective,
we
just
redraw
on
it.
So
the
money
doesn't
go
away.
E
You
can
see,
there's
some
Debt
Service
in
there
we
have
some
loans
that
I
believe
that
the
sewer
fund
loans
retire
soon
right,
don't
they
return
2028.
So
our
super
fund
loans
retire
in
2028.,
our
water
fund
loans
actually
retire
in
2032,
I,
believe,
and
so
that's
where,
as
we
retire,
those
those
loans
from
the
past
20
years
we'll
be
moving
towards
wifia
and
then
ultimately,
the
infrastructure
money
in
the
state
revolving
fund
to
pull
new
debt,
and
it
will
will
help
us
fund
exact.
E
Next
slide,
I
think
we've
talked
a
lot
about
this.
We
have
a
lot
of.
We
have
a
mountain
of
Aging
assets
that
we're
trying
to
triage.
F
E
Address
in
a
manner
that
doesn't
it
causes
us
to
put
the
money
in
the
right
spot
at
the
right
time
and
each
year
that
goes
by
that
we
have
a
better
handle
on
the
system.
We
can
redirect
that
money
towards
the
most
immediate
and
highest
risk
needs
so
we're
you
know
each
year.
That
goes
by
that
we
manage
this
Capital
plan
from
the
the
outcome
of
the
master
plans.
We
get
more
field
intelligence,
we
get
more
data
as
it
relates
to
where
we
should
be
putting
that
money.
E
So
these
Capital
plans
that
we
will
go
over.
Actually
they
they
do
adjust
year
to
year,
which
is
what
a
capital
plan
should
do
is
you
should
be
looking
at
it
on
an
annual
basis
to
plan
it
out,
but
also
move
it
based
on
where
the
priority
is
hardness
is
one
of
our
most
significant
priorities,
because
it
is
the
thing
that
you
all
probably
experience
the
most
as
it
relates
water.
So
we
have
a.
E
We
have
a
concerted
effort,
not
just
on
the
city,
this
project,
but
modifications
to
how
we
are
operating
the
plant,
as
well
as
the
that
that
settling
Pond
there's
a
significant
contributing
factor.
We
believe
that's
coming
out
of
this
those
ponds
at
the
Allen
plant
that
we
are
working
on
technology
and
approaches
to
address,
and
so
it's
not
just
one
thing:
it's
it's
multiple
things
and
we're
trying
to
attack
them
all.
E
It's
not
all
just
build
more
stuff,
it's
actually
operate
and
maintain
existing
stuff.
I
know
infrastructure
in
a
way
that
allows
it
to
mitigate
that
issue.
E
E
Two
big
results
of
that
are
one.
The
lead
removal
program
which
we
are
now
on.
We
are
now
working
with
the
state.
An
actual
approach
to.
We
are
now
on
a
clock,
as
opposed
to
before
we're
we're,
anticipating.
F
E
Working
in
advance
of
it,
so
we
are
on
a
clock
as
it
relates
to
the
lead
removal
program.
We've
met
with
the
cdphe.
We've
also
met
with
the
EPA
on
this,
and
then
the
other
piece
is
the
other
aspect
of
it
is
we
have
to
do
more
more
samples
of
the
distribution.
A
E
It's
it's
a
it's!
Basically,
the
state
analysis.
It's
uses:
okay,
you're,
not
some
small
utility,
you're
you're,
a
larger
utility
that
impacts
their
threshold,
which
is
50,
000
people.
Okay,
so
once
you
exceed
50
000,
you
just
I,
don't
think!
There's
an
extra
large
utility
I
think
there's
just
hit
50
000.
It's
like
inbound
regulated
as
as
a
utility
that
impacts
that
many
people
and.
E
Is
we
are
at
full
service
utility
if
you
look
at
Denver
Water,
so
Denver
water
from
a
water
perspective
surrounds
Englewood
utilities,
and
so,
if.
F
E
Over
at
South
Gate
or
if
you're
down
at
Centennial
or
if
you're
in
Arvada
or
if
you're
in
these
other
areas
of
the
city,
they're
ultimately
I,
think
let
me
verify
about
it,
but
they
essentially
are
retail
providers
and
Deborah
water
is
the
source
water
provider
city
of
Englewood
because
we
are
years
ago
did
not
join
Denver
Water.
E
We
are
a
full
service,
water
utility,
so
we
go
from
water
resources,
water
supply
in
the
mountains,
all
the
way
through
retail,
delivered
to
the
customer,
and
so
that's
where
we
experience
these
types
of
issues,
much
like
a
Denver
Water,
whereas
if
you
were
to
just
go
to
one
of
the
retail
District
providers
around
here,
they
don't
experience
that
type
of
issue,
because
it's
ultimately
Temple
water
issue
such
a
unique.
It's
a
uniqueness
to
the
Englewood
water
utility
Peter.
E
The
city
I,
don't
know
that
there's
a
benefit.
Okay,
I
think
it
just
really
drives
regulatory,
so
there's
so
it's
really
more,
it's
regulatory,
obviously,
and
more
of
it
and
more
of
it,
and
not
only
more
of
it,
but
it
also
once
you
cross
that
threshold
there's
no
longer
voluntary
compliance
with
some
of
these
things,
the
most
important
of
which
is
LED
service
lines
or
lead
in
the
water.
E
E
Fortunately,
our
water
source
is
stable
and
our
pH
is
actually
on
the
it's
a
higher
pH,
which
drives
which
reinforces
that
essential
coating
as
opposed
to
bleaching
it
and
so
just
yeah.
So
that's
it's
it's
one
of
the
aspects
where
the
hard
water
is
actually
good
for
you.
It's
moving
to
the
chat
field
or.
G
E
Landed
on
Deborah
water
went
through
this
whole
process
with
the
state
they
ultimately
landed
on
a
pH
adjustment
to
make
sure
you
keep
a
higher
pH
which
protects
that
coding
and
then
ultimately,
to
protect
customers
who
have
lead
service
lines.
They
have
the
water
pitcher
program.
That
is
a
whole
program
that
they
stood
up
and
so
for
us,
we're
probably
looking
at
some
kind
of
a
similar
approach,
because
our
system
is
very
similar
to
Denver's
built.
E
At
the
same
time,
we
have
the
same
issues
around
what
types
of
optimal
corrosion
control
we
want
to
use
such
that
their
program
is
actually
a
good
model
for
how
we
can
easily
take
the
work
that
they've
done
and
essentially
essentially
replicate
it
a
year.
E
I'm
usually
used
to
going
in
like
10
minutes
I
might
it
might
have
taken
too
long?
I
didn't
know
what
my
timing
was:
okay,.
E
Okay,
so
the
next
slide,
oh
and
well,
I
guess
the
last.
The
last
one
is
Staffing
pressures,
I,
think
I
think
we're
we're
doing
pretty
good
actually
and
as
it
relates
the
market,
the
Staffing
Market
is
definitely
difficult.
E
Sarah
is
actually
a
deputy
director
of
Business
Solutions,
but
she's
also
acting
deputy
director
of
engineering,
because
the
previous
deputy
director
of
engineering
left
in
April
of
last
year
and
we've
tried
to
recruit
that
position
for
a
year
and
we
can't
get
anybody
to
I
I
mean
offer
to
someone.
They
stayed
at
their
existing
organization.
We
had
two
other
qualified
candidates,
one
of
which
applied,
and
we
contacted
a
week
and
a
half
later
and
they
had
already
taken
another
job
and
the
one
we
got
contacted
and
they
didn't
respond
to
us.
E
So
we
assumed
the
thing
probably
took
another
job,
so
we're
constantly
trying
to
evaluate
how
we
structure
the
Staffing
in
a
way
that
allows
us
to
continue
to
move
forward
but
also
acknowledges
the
difficulty
in
recruiting
some
of
these
engineering
positions
with
the
infrastructure
money
is
being
pumped
into
the
sector.
Every
consultant
out.
There
is
looking
for
engineers
every
utilities.
Looking
for
engineers,
so
it
becomes
one
of
these
really
it
becomes
difficult
to
recruit,
but
we
we've
done
a
fairly
decent
job
of
not
just.
F
E
F
F
F
You
know
this,
this
pump,
for
instance,
I,
don't
know
if
you
can
tell
us
what
year
the
rusty
pump
was
actually
manufactured
and
installed,
but
we
talked
about
that
sort
briefly,
when
I
toured
a
lot
of
the
water
facilities
when
I
first
came
off
the
council,
but
this
is
one
of
the
big
challenges
we're
facing
is
there's
a
lot
of
obviously
technology
still
in
the
system
or
older
technology.
That's
aging
out
of
service
that
needs
to
be
replaced,
and
it's
in
areas
where
the
general
public
will
very
likely
never
set
their.
E
Eyes
yet
I'm
not
sure
if
this
is
the
exact
pump,
but
we
have
a.
We
have
pumps
at
one
of
our
Pump
Station
that
our
original
equipment
from
1964.
and
so
they've
been
rebuilt
and
they've
been
rebuilt
and
they've
been
rebuilt
and
they've
been
rebuilt
and
there's
a
certain
point
in
time
where
there's
a
dimension
in
return
on
rebuilding
stuff.
E
F
E
The
existing
computation
building
bread
and
brand
new
ones
for
15
million
dollars
we're
looking
at
ways
to
address
that
specific
pump
in
a
way
that
modernizes
that,
but
maybe
the
building's
good
enough
for
now
for
the
next
five
or
ten
years
as
we're
trying
to
just
lead
service
lines
and
we're
trying
to
address
pipe
networks
and
six
inch
lines
and
all
the
other
solid.
It's
all
a
prioritization
exercise.
Thank
you
sure.
E
Okay,
so
a
couple
projects,
the
city
ditch
piping.
If
you're
free
tomorrow,
we
are
having
our
open
house
on
City,
it's
piping,
it's
going
to
be
in
a
community
room,
feel
free
to
stop
by
you'll,
get
to
see
what
our
our
conceptual
alignments
are
for
the
three
sections
of
the
ditch
that
we
will
be
piping
to
close
the
ditch
from
essentially
close,
the
ditch
from
Chatfield
all
the
way
to
the
yellow
plan
and
that's
a
that'll
there's
it's
about
six
and
a
half
miles
from
Chatfield
to
the
Allen
Allen
plant.
E
Four
of
those
miles
are
already
in
a
pipe
we're
now
closing
up
the
remaining
two
and
a
half
there's.
Also,
if
you
know
where
that
mineral
in
Santa
Fe
South
West
quadrant,
there
is
an
area
that
we'll
be
developing
bulletins
working
on
a
project
with
two
developers
down
there.
We
are
working
actively
with
those
developers
to
get
that
those
sections
of
the
ditch
piped
as
part
of
their
development,
and
so
they
want
to
move
them
out
of.
E
Because,
basically,
they
run
right
through
the
middle
of
their
developable
area.
We
say
great
move
it
over
here
and
stick
it
in
a
pipe
and
we'll
say
yes
and
that's
essentially
what
happens,
and
so
it's
it's
a
really
great
way
to
work
with
the
development
Community
to
get
them
what
they're
looking
for,
so
that
they
can
develop
that
land,
but
also
get
us
our
goal
in
the
end,
which
is
to
get
the
pipe
in
and
get
the
digital
right,
and
so
both
of
those
are
actively
moving
forward.
E
Right
now
and
is
a
is
a
it's
not
it's
not
part
of
our
project,
but
it's
part
of
the
larger
project.
E
You
can
see
we
we're
utilizing
a
methodology
for
construction,
which
is
construction
manager,
general
contractor
it's
different
than
doing
100
design,
sending
it
out
to
the
street,
bidding
it
to
the
construction
community
and
then
seeing
what
comes
back.
This
approach
in
this
construction
environment
actually
gets
us
a
better
result
for
a
more
predictable
price
that
we
can
plan
for
the
challenge
with
design
that
build.
Is
you
don't
have
a
contractor
there
along
the
way
saying
this
is
constructable?
This
is
not
constructable.
E
Going
to
do
it,
you
bet
it
out
and
what
the
contractors
do
is
they
bid
it
out,
and
then
they
just
start
saying
it
starts
finding
all
the
places
for
change,
order,
change,
order,
change,
order,
change
order,
and-
and
this
is
a
more
collaborative
approach
we
we've
implemented
it
pretty
successfully
at
South.
Platte,
renew
City.
Ditch
is
our
first
major
project
that
at
Englewood
utilities
that
we'll
be
approaching
the
construction.
E
With
this
methodology
there
are
still
projects
that
we
will
design
build
out
because
they're
more
predictable,
but
when
you
get
into
projects
where
there's
a
lot
of
variability
in
what
the
ultimate
product
can
be,
this
has
been
proven
to
be
a
a
more
effective
way
to
get
the
projects
implemented.
Additionally,
everybody's
heard
about
supply
chain
in
the
last
two
years,
but
this
allows
us
to
do
is
that
we
have
long
lead
items
like
some
valves,
some
big
valves
and
things
like
that.
Take
you
know
half
a
year
to
procure
your.
F
F
E
In
maybe
six
months
in
you
do
an
early
design
package
that
releases
all
that
on
lead
equipment
and
you
get
all
that
ordered
so
that
by
the
time
the
design
completes.
Those
things
show
up
on
show
up
at
the
project
site,
so
you're
not
waiting,
basically
you're,
basically
running
in
parallel,
as
opposed
to
stacking
on
the
timing
and
delaying
the
neck
of
the
project,
you
can
see
some
of
the
timing
on
it.
We
expect
to
be
done
in
2025.
E
D
Director
Van
Wright
I
have
two
questions
for
the
city:
ditch
first
of
all,
I
think
I,
don't
know
if
it
was
you
or
your
department
at
a
previous
presentation
noted
that
I
think
there
was
some
resistance
in
among
residents
in
unincorporated,
Jeffco
I,
recall
correctly,
about
covering
the
ditch
affecting
its
historic
character.
Has
that
I
assume
been
overcome
by
the
fact
that
we're
moving
forward
with
phase
one
of.
E
This
so
it's
actually
a
little
bit
yeah.
So
there's
two
historic
reservation:
societies
that
are
that
are
very
interested
in
this
project
because
they
are
concerned
about
preserving
the
historic
nature
of
the
ditch,
and
so
one
of
them
is
Englewood
historic
preservation,
Association
or
preservation
society,
and
then
Littleton
and
we've
been
working
with
them
and
meeting
with
them
for
a
year
and
a
half
as
so.
E
Have
we
fully
resolved
things?
I,
wouldn't
say
necessarily
yet,
but
I
think
some
of
the
Alternatives
that
we
came
up
with
are
ones
that
help
to
meet
their
goals,
but
also
help
us
meet
our
goal.
So
there
are
areas
of
the
ditch
where
we're
going
to
straight
line
it,
because
it's
just
cheaper
than
to
follow
the
ditch
alignment,
which
then
preserves
that
ditch
that
segment
of
the
ditch
Corridor
to
observed
as
a
relic
of
the
ditch.
E
Now
it
likely
will
not
be
flowing
in
some
cases
it
will
be
flowing
in
some
cases
it
won't
be
falling.
It
depends
on
where,
on
the
ditch,
the
reason
why
sometimes
it
will
be
flowing
is
because
we
still
have
contract
users
that
we
have
to
deliver
to
and
we'll
be
using
segments
of
the
ditch
to
do
that.
There's
also
segments
where
the
ditch
might
be
used
for
stormwater
conveyance.
So
it
changes
from
a
constantly
flowing
water
supply
to
a
runoff
companion
system
and.
E
Where
the
ditch
is
it's
just
a
ditch
without
any
water
in
it
and
then
there'll
be
sections
where
we
obliterate
the
ditch,
because
that's
the
only
so
all
of
that's
actually
what
the
public
meetings
are
designed
to
get
feedback
on,
Project
team
has
looked
and
figured
out.
What
we
think
is
the
optimal
approach
and
present
that
get
feedback.
If
there
are
alternatives
that
people
say
hey,
can
you
avoid
this?
E
Then
we
can
cost
it
out,
and
then
that
becomes
something
that,
if
there's
additional
funding
to
help
us
avoid
something
or
help
us
modify
the
alignment
to
protect
something.
We
can
look
at
that
I.
Don't
know
that
we're
going
to
need
to
do
a
lot
of
that,
because
we've
actually
preserved
a
lot
of
the
ditch.
Actually,
yes,.
E
They're
they're
aware
of
the
so
the
in
2014
there
was
an
agreement
between
the
city
of
Englewood
Council,
the
city
of
Littleton
Council.
That
says
we
will
both
Council.
Both
councils
acknowledge
that
englewood's
right
to
pipe
the
ditch
and
the
intention
someday
in
the
future
to
fight
the
dish
that
was
in
2014.
and
neither
Council
will
or
Littleton
will
support
or
both
councils
will
oppose
any
historic
designation
and
so
that
that
agreement
between
the
two
councils
has
been
conveyed
to
them,
and
they
understand
so
with
that.
E
The
ditch
that's
near
downtown,
Littleton
I
think
they
want
to
make
an
interpretive
Park,
maybe
an
art
park,
or
something
like
that,
and
we
think
there's
some
possibilities
that
we
can
work
with
them
on
that.
There's
also
sections
where
it
just
makes
sense
not
to
go
down
the
digital
alignment,
because
we
have
a
better
alignment,
and
so
those
just
end
up,
preserved,
ditch
and
we'll
turn
them
over
to
whoever
wants
to
maintain
them.
And
then
you
know,
as
we
get
a
new
easement
for
the
new
ditch.
E
So
they
are
informed
of
the
position
and
the
agreement
and
we've
also
at
the
same
time
committed
to
be
good
neighbors.
Stewards
of
these
resources
that
have
been
around
for
150
years
so.
E
Yeah,
just
the
proposed
layouts
that
we
have
now
preserve
more
sections
of
the
ditch
than
we
would
originally
anticipated,
just
because
it
is
actually
the
most
cost
effective
way
to
do
it.
Okay,
thank
you.
So
my
second
question
is
a
little
bit
selfish,
I
think.
D
I
erroneously
disclose
to
folks
in
my
neighborhood
that
I
serve
on
this
committee
for
one
of
the
most
common
questions,
I
get
is
what's
a
water
gonna
taste
better.
Is
it
fair
to
say
that,
with
the
completion
of
phase
one
here
in
2025,
that's
when
there
will
be
a
notable
or
discernible
change
in
the
taste
and
odor
and
partners
of
the
water.
E
E
E
To
address
hardness
is
to
change
where
we're
pulling
the
water.
We
also
think
there's
a
taste
and
odor
issue
aspect
of
that
Additionally.
The
way
we
run
water
through
the
system
and
through
the
treatment
plant
where
we've
made
optimizations
and
and
improvements
to
how
that
functions
and
we're
hopeful
that
this
year,
people
start
to
see
at
least
a
trend
towards
Improvement.
E
That's
correct,
so
we
have
dead,
end
lines
out
there
and
and
right
now
our
our
first
contracts.
You
have
a
contractor
close
those
Loops
or
put
a
blow
off
on
the
end
of
them
is
underway
right
now,
right,
they've
finally
started
so
they
they've
been
a
bit
of
a
challenge
to
get
going,
I'm,
not
sure
if
we're
going
to
work
with
them
again,
But.
E
Ultimately,
that's
the
first
step
is
the
looping
and
then
blow
off
so
that
we
can
at
least
from
an
operational
perspective,
go
out
there
and
and
if
we
put
a
blow-off
on
which
blow-off
is
essentially
a
hydrant
at
the
end
of
the
line,
is
go
out
there
and
flush
more
often,
if
there's
not
a
demand
on
that
line.
So
if
there's
not
a
big
demand,
online
it'll
sit
there
for
a
longer
and
then
it
just
it's
all.
G
G
Hey
you
guys
have
to
go
through
all
the
extra
steps
and
is
that
something
that
a
counselor
or
other
influencers
could
help
mitigate
some
of
that
strategy.
Of
how
you're
approaching
it
because
you
seem
to
be
handling
it
very
appropriately.
But
if
is
there
something
more
to
the
ditch
that
I'm
not
aware
of
I
mean
so.
E
Structure
where
in
1864
people
got
out
there
and
built
this,
and
it
was
a,
it-
was
a
ditch
that
supplied
Denver.
It's
called
City,
ditch
because
it's
a
slide
city
park
and
washed
Park
and
those
areas,
and
so
it's
got
a
real
historic
connection
to
what
developed
Denver
into
what
it
is
today.
And
so
it's
preserving
that
to
the
degree
that
we
can
preserve
any
amount
left,
because
the
whole
thing's
been
chopped
up,
and
you
know
it
used
to
go
all
the
way
out
to
City
Park.
E
But
when
T-Rex
came
through
in
the
early
2000s,
they
basically
cut.
It
said
we're
not
going
to
cross
I-25
anymore,
and
so
now
it
ends
at
Harvard,
Gulch
and
so
to
the
degree
to
which
we
can
preserve
it.
For
that,
that's
what
they're
going
for.
G
Yeah,
that
makes
sense
kind
of
the
same.
Was
it
the
lifty
loan
that
you
had
to
bring
in
the
cultural
resource
to
monitor
that
and
what
are
the
concerns
around
the
cultural
impact
to
what
that
practices
did.
E
Well
so
so
we
made
a
strategic
decision
on
City
ditch
we
originally
had
it
in
in
the
with
UF
funding
and
then
as
soon
as
we
did,
that
it's
called
106
process.
So
it's
a
federal
process
to
essentially
notify
and
and
get
feedback
on,
historical
preservation,
and
so
once
we
once
they
did
that
we
saw
the
the
Groundswell
of
of
interest.
E
In
this
we
saw
how
those
processes
can
delay
your
projects
by
years,
and
so
our
decision
was,
we
pulled
it
out
of
Lithia,
so
City
ditch
is
funded
purely
by
rates
and
fees.
It
is
not
funded
by
with
you,
and
that
is
because,
if
we
did,
we
wouldn't
be
talking
about
completing
that
in
2025.
We'd
probably
be
talking
about
completing
it
in
2028,
after
who.
F
E
Well,
we
did
leave
in
there,
we
didn't
think
was
going
to
have
a
cultural
impact
was
lead
service
lines,
but
as
soon
as
we
last
what
January
February
time
frame
when
we
were
working
with
EPA
to
finalize
the
loan
shippo
said
hold
up.
E
No,
we,
we
think,
there's
historic
value
to
your
old
crappy
pump
stations
and
we
think
there's
historic
value
to
the
the
ground
where
the
so
the
determine
they
determined
that
there
was
no
historic
value
to
the
pump
stations,
which
is
good,
but
they
ultimately
said
our
concern
is:
is
that
if
you
start
digging
in
the
ground,
you
might
hit
something
and
so
year-long
delay
to
be
able
to
pull
on
it,
and
ultimately,
we
had
to
essentially
mitigate
how
they
wanted
us
to
mitigate.
So.
G
It
becomes
more
of
a
regulatory
bureaucratic
site
supervisor
in
case
something
happens
versus
actually
expecting
something
to
happen,
and
it's
just
the
time
to
so
it's
not
something
deeper
than
a
true
cultural
thing
that
would
be
concerned
about
disrupting
it
just
sounds
more
regulator:
okay,
yeah.
E
I
think
it's
a
it's
a
very.
They
are
basically
looking
at
it
a
a
very
they're
trying
to
mitigate
all
possibility
that
we
could
potentially
get
so
I,
so
I've
been
on
projects.
In
the
past
we
had
a
project
I
used
to
work
at
Parker,
water
and
sanitation
district,
and
we
had
this
project.
A
E
That
was
right
next
to
Lincoln
and
we
had
a
cultural
monitor
on
site
and
they
dug
up
the
top
of
the
skull
and
some
balls,
and
it
was
determined
that
there
were
about
4,
000
years
old
and
essentially
what
it
did
is
for
built
three
miles
and
three
and
miles
at
9.95
tenths
of
a
mile.
And
we
got
this
last
hundred
feet
and
essentially
it
caused
a
two-month
project.
B
E
For
Native
American
cultural
resources,
where
they
then
intern
it
somewhere
at
the
foothills.
E
So
in
that
situation
we
were
in
a
drainage
way
where
you
typically
see
those
types
of
things,
so
our
likelihood
of
hitting
something
in
the
streets
of
Englewood,
maybe
yeah,
yeah
and,
and
who
knows,
maybe
we
maybe
we
do
and
that's
why?
That's
what
they're
trying
to
protect
for
that
that
helps
contact
yeah!
D
Anthropology,
if
you
encounter
those
historical
preservationists
who
are
claiming
that
City
ditch
is
the
oldest
man-made
structure
in
Colorado.
You
might
refer
them
to
any
of
the
19
Pueblo
nations
of
Northern
New
Mexico,
who
would
point
to
a
lot
of
archeology
in
the
southwest
part
of
our
state
as
pre-dating
City.
Ditch
significantly.
E
I
need
that
okay,
next
project,
Big
Dry
Creek
diversion
project.
This
is
the
project
that
has
taken
a
long
time
to
execute
what
we
are
we're
getting
close.
So
it's
essentially
what
this
does
is
it
diverts?
It
diverts
the
water
coming
down:
Big
Dry,
Creek
Downstream
of
the
intake
at
Union
Avenue.
E
The
reason
for
that
is
when,
when
they're
in
the
summer,
especially
if
there's
a
rainfall
event,
Upstream
at
Big
drag
Creek
and
there's
a
runoff
event
that
can
have
a
real
significant
impact
in
a
in
a
short
period
of
time
on
the
water
that
we're
taking
in
Union
Avenue
and
cause
our
our
treatment
process
to
get
out
of
whack.
E
We
don't
like
spikes
of
things,
but
that
runoff
Spike,
because
it's
so
directly
so
close
to
that
Union
Ave
intake,
is,
is
why
that
project
was
originally
conceived
back
in
back
in
2016-17
and
so
phase
one
was
completed
in
2018,
which
is
the
pipes
in
place.
E
We
still
have.
We've
had
to
do
a
lot
of
work
to
get
this
project
ramped
up
again
and
running
again,
and
what
we
determined
was
a
lot
of
it
still
hadn't
been
designed.
So
we're
we're
hopeful
that
we
actually
get
this
done
by
next
year
and
it's
a
good
thing
it
gives
us.
It
gives
us
some
flexibility
as
it
relates
to
again
being
able
to
help
control,
Source
water
quality.
E
Next
slide
and
then
space,
not
the
final
frontier,
the
album,
and
so
here
what
we
have
right
now,
and
this
is
utilities
across
somewhat
across
all.
This
is
just
the
the
first
step
in
it
essentially
right
now
utilities,
because
we've
staffed
up
to
meet
the
challenges
of
the
utility
that
we
have
right
now.
E
We
are
in
four
different
trailers,
so
we
have.
We
have
two
trailers
at
the
Allen
plant.
We
are
about
to
assume
our
second
trailer
out
at
service
center,
and
so
one
of
the
first
steps
that
we
are
initiating
is,
if
you
look
so
this
is
on
the
north
side
of
the
Allen
plant.
We
essentially
have
a
there's
a
there's,
a
there's,
a.
E
E
We've
just
modified
that
to
turn
that
into
a
an
operator,
workstation
room,
so
everybody
that
has
a
workstation
and
then
immediately
to
the
right
of
that
is
the
control
room,
and
so
we're
going
to
connect
that
operator
worker
workspace
room
to
the
control
room,
modernize,
the
control
room
and
essentially
all
the
treatment
operations
will
be
able
to
be
housed
on
that
north
side
of
the
yellow
Planet.
So
that
project
we
have
underway
moving
forward.
E
We
anticipate
probably
construction
on
that
this
summer
and
you
can
see
there's
a
little
bit
of
work
to
the
South
there.
That's
creating
some
space
for
three
maintenance,
Personnel
for
the
Allen
plant
and
modernize.
Some
of
that
what's
not
on
here
is
there
was
an
ex.
There
was
a
historic
big
break
room.
That's
actually
a
conference
room
right
now
we're
going
to
turn
that
back
into
the
break
room
update
that
so
that
project
is.
E
G
So
I
think
wood,
sewage
districts,
yes-
and
maybe
this
is
also
a
question
for
Council
on
and
the
city
like
quality
controls
over
that.
Where
does
that
fall
under
the
city
of
Inglewood?
How
many
guys
interact
with
them
or
are
they
just
an
independent,
Metro
District?
That
has
their
own
thing
and
you
just
deal
with
them
as
an
independent,
Metro,
District.
E
They
are
one
of
the
agreements
that
the
city
of
Englewood,
so
the
angle,
South
Plant
renew,
served
19
Connector
districts
outside
the
two
cities,
co-owners
50,
50,
joint
venture,
19,
Connector
districts
that
that
are
served,
11
of
which
have
agreements
through
Englewood,
eight
of
which
have
agreements
through
South
Englewood
Sanitation
District
is
one
of
the
ones
that
has
an
agreement
through
Englewood,
yeah
or
treatment.
E
Before
collections,
they
have
a
portion
of
their
District
boundary
that
had
that
coincides
with
city
of
Englewood
boundary,
and
so
those
residents
that
live
in
the
city
of
Englewood
are
actually
sanitary,
sewer
customers
of
South,
Inglewood,
Sanitation
District
for
their
collection
of
sanitary,
sir.
They.
E
A
number
of
areas
that
are
outside
of
the
city
of
Englewood
that
are
part
of
that
District,
so
the
district's,
bigger
than
just
that
aspect
they
meet
at
the
Englewood
Library
monthly
I
attended
one
of
their
meetings
last
year,
because
what
I
was
trying
to
gather
from
them
was
their
approach
to
lining
their
sewers
because
after
talking
to
their
after
talking
to
their
district
manager,
which
is
essentially
an
engineering
firm
that
they
contract
out
to
they
said
well,
they
have
lined
all
the
sewers
South
Englewood
Sanitation
District
customers
that
are
outside
the
city
of
Englewood,
so
essentially,
we've
all
been
paying,
but
from
a
prioritization
perspective,
it
lined
everything
that
was
outside
the
city
and
now
they're
about
to
now
they're
going
to
start
lining
inside
the
city.
E
So
I
went
and
just
asked.
How
did
that
determination
occur
in
terms
of
prioritization,
because
essentially
it's
going
to
be
14
years
for
us
to
get
ours
lined,
which
is
fine,
but
as
it
relates
to
the
rest
of
the
district,
it's
all
done,
and
essentially
city
of
annual
customers
will.
Last
so
I
asked
that
question
and
it
goes
back
to
Historic
historic.
You
know
City
district
managers
that
were
in
place
for
40
years,
that.
E
We
interfaced
with
them
on
a
yearly
basis
as
it
relates
to
rates
because
the
way
they
assess
their
rates
is
a
directly
tied
to
how
we
assess
our
rates.
We've
asked
them
for
their
methodology.
We've
struggled
to
get
their
methodology.
What
we
do
know
is
that
last
year
they
adjusted
their
rates
downwards
spent
savings
for
a
number
of
customers,
like
myself,
I,
don't
think
they
made
a
dramatic
change
this
year
right.
E
Yeah,
so
so,
how
do
we
interface
with
them?
Well,
so
that's
the
aspect
of
it.
So
we
also
have
a
contract
or
we
provide
those
sanitary
sewer
services
for
them.
Essentially,
so
Josh's
crew
goes
out
there
and
flushes
them
and
cctv's
them
and
those
kinds
of
things
and,
to
be
frank,
it's
terrible
contract
for
the
city
of
Englewood.
We
we
have
looked
at
ways
to
modify
our
compensation
for
that
contract,
but
the
way
it's
laid
out
right
now,
I
think
they're
getting
pretty
good.
E
It
was
renewed,
I,
think
it's
10
or
20
years,
and
it
was
renewed
in
18
19.
So
they
are
not
they're
open.
E
G
G
It
seems
that
and
I
guess
and
kind
of
thinking
at
what
percentage
of
ingwood
citizens
are
not
getting
Direct
Services
completely
from
Android
utility
and
what's
their
experience,
been
as
Citizens
that
we
should
be
concerned
about
short-term
and
long-term,
like
you're,
describing
with
the
discrepancy
of
improvements
with
the
pay
discrepancies
where
we
is
now
a
wider
City
are
under
charting
our
services.
How
that
doesn't
help
so
I
guess
so.
E
So
the
Southwire
new
piece
is
different
so
that
those
contracts
we
actually
fixed
those
a
couple
years
ago,
what
we
did
we
did
a
complete
outside
service,
dot,
charge
analysis,
Sarah,
LED,
this
effort,
and
essentially
we
changed
how
we
charge
those
outside
districts.
So
there's
an
inside
City
rate
which
we
pay
for
treatment.
E
This
is
for
treatment
and
then
there's
an
outside
City
rate,
and
we
essentially
did
it
according
to
Industry
standard
and
realized
that,
after
we
did
that
the
inside
City
customers
rates
went
down
because
the
outside
City
customers
rates
went
up
to
conform
to
Industry
standard
approach
for
charging
customers,
large
customers
of
a
system
that's
owned
by
a
particular,
so
we
fixed
all
that
the
part
that
is
unique
with
something
with
Sanitation,
District
and
I.
Think
they're,
probably
the
only
one
that
the
biggest
one
that
we
have
this
issue
with.
E
Is
that
sewer
collection
side
of
it?
So
that's
just
the
collection
pipes,
the
sewers
in
the
streets
and
I
would
say
it's
about
a
third
just
roughly
it's
about
a
third
of
the
population,
it'll
be
a
little
bit
plus
or
minus,
and
essentially
they
are
from
a
collections
perspective,
customers
of
South,
Englewood,
Sanitation,
District
residents
of
the
city,
customers
of
South
Platte
renew
as
in-city
customers
of
Southwestern.
E
E
It
does
get
very
complicated
because
there's
one
District
of
11
that
we
provide
billing
services
to
again
uniqueness
about
city
of
Englewood
utilities,
so
Sarah's
team
of
customer
service
actually
builds
a
population.
That's
probably
approaching
170
000
people
as
opposed
to
a
population
of
34
000
people,
because
she
does
all
that
she
handles
all
the
billing
for
those
districts
and
that's
an
annual
bill.
But
on
that
bill
is,
is
not
just
the
the
treatment
charges,
but
our
other
charges
around
those
bills.
E
G
And
so
in
South
Inglewood
you've
got
multiple
billing
rates
and
City
out
of
City.
Other
districts
don't
have
to
overlap
the
city,
so
that's
more
straightforward
billing
and
then
all
that
funnels
back
up
to
you
to
answer
the
questions,
because
you
do
it
centralized
through
our
billing
systems.
Yes,
except
there's
the.
E
Big
Dry
Creek
Interceptor
charge,
which
is
one
that
actually
applies
to
multiple
groups:
South
Englewood,
Sanitation,
District,
South,
Arapahoe,
Sanitation,
District,
South,
Gate.
So
there's
a
thing
on
the
bill
that
says
bdci,
which
is
the
Interceptor
that
runs
through
the
valley
that
basically
transports
the
Wastewater
to
South,
Plant
renew,
and
so
that's
an
additional
charge.
That's
on
I,
don't
know
four
or
five
of
the
districts,
because
they're
all
users
of
bdci
South
Englewood,
being
one
of
them.
G
So
best
we
can
we're
where
we've
got,
control,
we're
definitely
considering
citizens
versus
non-citizens
through
the
systems.
Ultimately,
there's
a
contract
language
in
Old,
Metro,
District,
history.
B
E
E
E
Been
collecting
money
from
the
city
of
Englewood
residents
lining
all
the
outside,
and
then
they
came
to
us
and
said:
hey.
We
got
a
deal
for
you.
Why
don't
you
take
your
Sewer
back,
at
which
point
we
uncovered?
We
figured
this
out.
We
teased
this
out,
I,
don't
I,
don't
I,
don't
think
it
was
malicious,
but
we
did.
We
did
have
to
tease
it
out,
but
the
discussions
which
ultimately,
why
I
went
to
the
board
meeting
because
I
was
trying
to
figure
out
was
that
is
this
some
kind
of
a
strategy
to
basically
say
hey.
E
We
got
our
money
out
of
Englewood
now
we're
gonna
now
our
system's
good.
So
and
it's
not
that
it's
not
that
bullish,
but
we
wanted
to
make
sure
that
we
understood
so
as
a
result
of
those
discussions,
I
think
through
the
answer.
Your
answer
to
your
question
is
yes
in
14
years
after
they
line
it
all,
and
it's
all
been
completely
brought
up
to
standard
at
that
point
in
time.
E
B
B
E
We're
just
embarking
on
a
lining
program,
so
our
first
our
first
step
is
to
get
a
baseline
CCTV
of
the
entire
system,
which
Josh
has
got
that
underway
right
now,
yeah,
so
we're
it'll,
probably
take
half
a
year
to
get
that
complete
I.
Imagine
sometime
this
year,
so
that
establishes
our
Baseline
and
then
what
we'll
do
is
we'll
prioritize
the
lining
program,
which
is
the
annual
program
to
go
in
and
say,
Here's
five
hundred
thousand
dollars
we're
going
to
line
these
because
they
are
the
highest
priority.
E
So
it
might
be
a
you
know
a
20-year
program
to
do
that,
but
it
extends
the
life
of
those
systems.
For
50.
E
E
I
mean
I
I
think
the
we
hope
that
we
anticipate
that
that'll
never
happen
again.
E
Okay,
South
by
renew
we'll
talk
a
little
bit
about
this
I've
covered
a
lot
of
this,
but
here's
a
map
of
our
service
area.
You
can
see
it
goes
that
brown
area
is
brocksboro,
so
it
goes
all
the
way
South
you
know
there.
You
see
that
faint
area
which
is
Chatfield
Reservoir,
so
it
go.
It
extends
miles
south
of
of
Chatfield
Additionally,
the
area
directly
south
of
Chatfield
which
isn't
on
this
map,
but
is
contractually
served
through
Roxborough
as
Sterling
Ranch,
which
is
developing
down
there.
E
So
they
have
a
contract
with
Roxboro
to
then
convey
Wastewater.
All
the
way
to
us,
I
know
they're
working
on
a
system
or
they're
working
on
an
approach
down
there
to
essentially
treat
it
to
treat
the
water
to
a
level
that
they
keep
as
much
water
up
there
in
the
upper
part
of
the
Basin,
because
they
have
a
reusability
plan
and
then
send.
E
Solids
down
to
us,
which,
which
actually
is
a
perfect
like
good
utilization
of
infrastructure,
that
we
have
at
Southwest,
Avenue
and
we'll
we'll
charge
for
services,
and
it's
a
good
way
to
utilize
existing
capacity
in
our
system
to
the
the
yellow
is
South
Gate.
That
goes
all
the
way.
Essentially
down
to
Sky.
Ridge
purple
is
Jen
Carl,
so
you
can
see
it's
a
pretty
and
then
orange
is
Littleton
and
green
is
so.
Okay.
Does
that
pop
up
against
25
yep?
That's
25
that
you
see
here.
E
F
E
We
just
completed
our
chemical
phosphorus
and
UV
disinfection
project,
and
so
this
was
driven
by
the
state.
We
had
regular
regulations,
we
had
to
meet,
it's
called
reg85
the
nutrient
regulations,
so
they're,
looking
at
phosphorus
and
nitrogen
ways
to
drive
down
the
amount
of
phosphorus
and
nitrogen
that
we're
discharging
in
our
treated
water
we
essentially
break
85
is
the
first
step
in
that
the
the
heavier
lift
is
what's
called
Rec
31,
where
those
those
limits
go
down
by
a
factor
of
10
and
essentially
right.
Now
we
have
a
long-term
program.
E
E
Are
substantial?
We
think
that
right
now
in,
we
think
they'll
head.
If
we,
if
we
fully
utilize
the
VIP,
they
will
hit
in
the
20
35
to
2040
time
frame
that
we
will
have
to
be
building
the
systems
to
address
that,
and
our
estimates
right
now
is
somewhere
around
200
million
dollars.
We're
going
to
be
taking
parts
of
the
plant
that
we
utilize
today
and
basically
leveling
them
and
creating
new
technology.
Utilizing
new
technology,
because
the
current
technology
of
the
plant
does
not
treat
down
to
the
level
that
we
need
to
beat
for
rig
31.
E
E
This
year
we
completed
the
the
requirement
for
Road
85,
which
we
were
supposed
to
be
online
by
June,
and
so
it
is
online.
We
also
converted
from
chemical
disinfection
to
UAB
disinfection,
which
helps
us
not
only
from
a
chemical
usage
perspective,
but
also
essentially
helps
us.
It
helps
us
keep
nitrogen
out
of
the
system
because
we
treat
we
disinfected
with
chloramines
and
so
we're
we're
basically
taking
nitrogen
out
of
the
system
and
then
injecting
it
back
into
the
system
and
then
neutralizing
it
by
by
using
UV
disinfection.
E
We
no
longer
have
to
do
that,
so
we
can
just
pull
as
pull
even
more
nitrogen
out
of
the
system
as
part
of
the
process,
so
UV
completed
its
15
day
test
week
and
a
half
ago
fully
up
and
running
working
great.
So
we're
pretty
excited
about
that.
That's
been
a
as
a
19
million
dollar
project
that
has
now
in
its
punch
list
so
very
successful.
E
We
participated
in
a
EPA
project.
It
was
a
Workforce
compendium,
so
they
were
they've
done
these
Workforce
convenings
across
the
country,
the
first
one
they
did
I
think
was
to
see
the
second
one
they
did.
They
did
one
just
a
year
ago,
or
so
in
Castle
Rock,
but
in
the
meantime
they
were
looking
for
examples
of
organizations
that
are
addressing
Workforce
needs.
E
They
have
four
pillars
of
the
workforce,
deed
and
they're,
two
that
I
remember
most
of
Recruitment
and
Retention,
and
we
are
a
case
study
under
retention
and
so
essentially
what
we
did
is
they
told
them
all
the
things
that
we've
done
over
the
last
five
years
to
focus
on
retaining
a
strong,
highly
qualified
Workforce,
the
programs
we
put
in
place
the
way
we've
approached
it
and
we
are
now
included
as
one
of
11
utilities
Across
the
Nation
that
are
case
studies
for
how
to
do
it
right
so
you're
on
an
EPA
website.
E
E
So
we're
excited
about
that.
The
pipeline
injection
project,
also
known
as
the
biogas
project
is,
is
running
and
making
money
for
us
that
money
is
is
slowly
offsetting
the
cost
of
the
original
investment
and
right
now
our
estimates
are
anywhere
between
20
and
24
and
2027,
depending
on
what
the
Rin
Market
does.
E
Our
Target
right
now
is
probably
sometime
in
2025.
We
believe
that
we
will
fully
pay
for
it
and
then
Revenue
that
comes
after
that
will
essentially
be
profit
from
that
system.
So
we're
a
couple
years
from
that
we've
learned
a
lot
and
how
to
run
a
system.
That's
the
first
of
its
kind
in
the
Excel
server,
the
Excel
10
State
service
area.
E
So
we
are
becoming
experts
in
how
to
do
pipeline
injection
so
much
so
that
Jamie
cifolko
is
one
of
our
Deputy
directors
spoke
at
a
Regional
Conference
in
Arizona
about
biogas,
and
was
there
with
a
representative
from
San
Francisco,
which
San
Francisco
is
implementing
the
largest
biogas
project
in
the
nation
right
now
and
she
was
providing
input
for
how
to
some
of
the
pitfalls
to
avoid
and
how
to
implement
them.
E
So
it's
kind
of
cool,
it's
a
it's
an
exciting
project,
and
it's
it's
really
really
passing
that
point
of
starting
to
pay
dividends.
We've
been
doing
some
legislative
activity
actually
at
the
the
state
level.
This
came
out
of
a
tour
we
did
with
State
legislatures
as
state
legislators
and
it's
essentially
a
a
wipes
labeling
legislation
that
essentially
basically
says
that
non-flushable
wipes
aren't
flushable
because
not
unflushable
wipes
cause
sewer
backups
in
the
collection
system,
and
then
they
also
wreak
havoc
on
our
our
mechanical
systems.
E
And
so
it's
not
saying
you
can't
buy
them.
It's
just
saying
you
can't
Market
them
as
flushable,
and
we
followed
a
number
of
other
state
legislatures
who
have
done
this
in
the
past.
It's
just
a
good
practice
for
for
protecting
our
infrastructure.
E
We
got
that
through
and
I
haven't
heard
if
it
made
it
through
both
houses.
I've
heard,
if
it's
been
signed
by
the
governor
yet
or
not,
we've
been
pretty
active
in
this
legislative
session.
Actually,
our
deputy
director
Blair
Corning
actually
testified
in
front
of
the
Senate
last
week,
because
the
Department
of
Health,
Public,
Health
environment
is,
is
trying
to
implement,
raise
fees
to
so
that
they
can
staff
up,
which
we
think
is
a
good
idea
because
they
don't
have
enough
staff,
and
so
what
happens?
Is
our.
C
E
A
E
We
had
a
five-year
renewal
cycle
and
essentially
what
they
told
us
was
you're
going
into
you're
we're
hitting
our
renewal
right
now
we're
not
going
to
get
to
it
for
five
years,
so
you
go
into
what's
considered
a
what's
called
an
administrative,
continuous,
it's
administrative.
So
basically
you
can't
do
anything.
So
the
reason
why
is
because
you
can't
get
to
it
because
now
I
have
Staffing
to
help
us
get
to
it.
So
we
support
the
outcomes
of
them.
E
E
We
ended
up
securing
a
grant
for
a
hundred
thousand
dollars.
It
was
a.
It
was
called
a
pitch
to
Pilot,
so
it
was
three
of
our
staff
essentially
did
a
a
pitch,
the
Bureau
of
Reclamation
National.
So
there
were
teams
from
across
the
country
to
pitch
the
the
pilot
that
they
wanted
wanted
to
test.
We
had
three
people
at
South,
Platte
that
pitched
biological
phosphorus
removal.
I
know
the
title
was
actually
far
longer
than
biological
phosphorus
removal.
E
It's
basically
a
way
to
treat
phosphorus,
that's
less
chemical
intensive
and
they
won
100
000.
So
we
are
getting
that
money
and
and
moving
forward
with
that
as
a
pilot
and
then
probably
one
of
the
most
important
things
that
I've
done
in
my
career
is,
is
a
comprehensive
safety
rollout,
so
South
Point
renew
we've
had
a
couple
years
ago
we
had
a
close
call.
E
We
had
a
contractor
that
was
working
on
site,
so
our
so.
The
reason
why
we
have
a
biogas
system
is
because
we
generate
methane
and
methane,
as
we
all
know,
is
a
very
explosive
gas
and
and
problem
of
methane
is
methane.
In
its
normal
state
is
odorless
and
colorless.
E
You
don't
even
know
it's
there,
and
so
we
had
a
contractor
working
on
one
of
our
digesters
that
had
a
valve
that
had
had
a
gas
valve
that,
as
they
started,
doing
the
work
they
left
it
open,
and
so
what
it
did
is
it
back
fed
gas
into
this
unmanned
control
area,
but
fortunately
we
had
a
detection
system,
it
alerted
us
and
then
they
immediately
purged
out
the
gas
and
and
and
and
mitigated
the
risk.
E
But
it
really
Illustrated
the
dangerous
nature
of
the
the
plant
and
the
the
complex,
and
essentially
we
were
one
detection
system
and
about
10
minutes
away
from
some
kind
of
a
catastrophic
explosion.
So
as
a
result
of
that,
I
stopped
all
construction
for
three
days.
This
is
February
of
2010
..
We
have
got
to
change
our
approach
because
that
shouldn't
happen
there
should
be
systems
in
place
that
ensure
that
a
contractor
working
on
site
doesn't
leave
this
valve
open
that
precipitated
basically
a
two-year
process,
the
first
focus
of
which
was
on
construction.
E
We
have
a
very
we
have
a
very
intense
process
now
of
job
Hazard
analysis
and
method
of
procedures,
process
that
is,
that
adopted
out
there.
Every
time
we
do
a
construction
project
that
goes
through
every
risk
at
mitigating
every
risk,
in
a
methodical
approach
for
every
project.
But
then
this
translated
to
how
do
we?
How
do
we
move
so
that
when
you
walk
on
site,
you
walk
in,
and
you
think
this
is
a.
This
is
a
safety
focused
organization
and
that's
a
hard
thing
to
do
because
and
we're
actually.
E
So,
if
you've
ever
been
on
a
mine
site,
mine
sites,
are
you
walk
in?
The
first
thing
you
are
hitting
the
face
with
is
metaphorically?
Is
it's
safety?
It's
how
important
safety
is
if
you're
ever
on
an
oil
and
gas
site
same
type
of
thing,
if
you're
in
a
Refinery
same
type
of
thing,
my
experience
was
keyword.
Construction.
If
you
ever
walk
on
a
keyword,
construction
site,
because
their
work
is
so
tied
to
their
safety
record,
their
ability
to
win
work.
They
have
a
a
extensive
safety
program.
E
I
said:
how
do
we
do
that
for
our
organization?
Essentially,
a
team
worked
with
a
consultant
internal
teamwork,
but
it
was
all
for
the
last
year
and
and
created
what
we
call
SBR
safe
and
we
have
a
logo
we
have.
If
you
walk
in
to
our
lobby,
you'll
see
a
poster
where
everybody
sign
their
commitment
to
Safe
practices.
We've
got,
we've
got
safety,
training
programs
that
are
much
more
defined.
E
We
have
e
requirements
we
are,
it
is
just
you
can
tell
it
is
it's
part
of
our
culture
differently
than
than
two
years
ago
and
I
think
it's
been
one
of
the
most
rewarding
and
also
impactful
rollouts,
that
I
think
that
I've
been
a
part
of
it.
So
it's
been
pretty
pretty
impressive.
E
Okay,
so
you
can
see
we
spent
most
of
our
Capital
15.477
and
we
spent
13.38.
That's
that
93.
We
returned
2.1,
essentially
50
50,
that
goes
back
to
the
two
City
sword
funds
and
then
we'll
reuse.
It.
We
ended
up
experiencing
some
significant
changes
in
the
commodity
Commodities
pricing.
Last
year,
chemical
pricing
went
through
the
proof,
and
so
we've
adjusted
for
our
budgets
moving
forward,
but
you
can
see
we
that
that
under
spend
in
capital
actually
helped
us
mitigate
any
issue
from
a
Commodities
perspective
personnel.
E
We're
we're
always
we're
always
facing
some
amount
of
openings.
There's
a
certain
amount
of
openings
that
I
actually
I
I've
kept
open
because
I'm
not
necessarily
sure
that
just
rehiring
in
the
same
position
is
an
effective
use
of
of
funds
and
and
so
for
an
example.
A
couple
years
ago
we
took
a
position
that
was
a
historic
historic
position
and
we
converted
it
to
a
mid-stream
gas
process.
E
E
Because
they
go
vacant,
they
can
look
at
them,
make
sure
there's
a
it's
appropriate
and
then
we'll
sometimes
modify
in
that
example,
as
just
a
recent
example
of
that,
but
you
can
see
essentially
is
a
total.
We
returned
about
2
million
to
unbalance,
so
we've
actually
got
to
the
point
where
we're
spending,
what
we're
budgeting,
which
is
essentially
where
we
should
be,
because
if
we're
spending
what
we're
budgeting,
it
means
we're
not
overcharging
for
services
and
we're
not
overspending.
E
E
If
we
start
to
get
if
that
gets
regulated,
that
could
be
really
a
significant
problem
for
us,
because
right
now
we
land
apply
it
on
the
farms
we
beneficially
use
it
depending
on
those
regulations
shake
out.
It
may
say
that
we
have
to
landfill
it,
so
you
basically
take
that
whole
aspect
of
our
system,
which
has
been
renewing
and
turn
it
into
something
that
just
sends
it
to
a
landfill,
so
we're
paying
close
attention
to
that.
That's
a
national
issue,
that's
not
just
us!
E
Oh
you
can
see
some
of
the
increasing
costs.
Chemicals
and
energy
are
two
of
the
things
that
hit
us.
We
use
a
lot
of
energy
out
there.
We
have
a
lot
of
electricity
out
there,
so
I
think
one
of
their
there's
about
eleven
thousand
ten
thousand
homes
in
Englewood,
South
Platte
renew
uses
the
equivalent
of
2600
homes
in
a
year,
so
it
could
be
a
kind
of
a
sense
of
the
energy
draw
that
plate
of
the
facility
contractors
and
supply
chain
has
been
a
challenge.
E
Actually,
what
we're
finding
with
contractors
is
our
projects
aren't
big
enough,
so
they
don't
bid
on
them
because
they've
got
bigger
projects.
So
what
we
had
to
do
is
we
shifted
our
approach
to
packaging
projects,
to
make
it
big
enough,
so
that
some
of
the
the
qualified
contractors
seem
to
work
on
the
site
will
actually
bid
on
them.
We've
actually
developed
a
strong
working
relationship
with
PCL
Construction
and
have
evolved
away
from
getting
things
out
to
a
a
five-year
relationship
with
them.
E
That
will
be
a
re-evaluate
every
few
years,
because
every
the
last
few
major
projects
that
we
were
sending
out,
we
were,
we
were
calling
all
the
contractors.
We
know
and
say:
we've
been
on
yeah,
we'll
look
at
it,
we'll
look
at
it
and
then
we
get
one
or
two
bids,
one
of
which
was
unqualified
and
then
fortunately,
PCL
has
worked
out
to
be
an
extremely
good
contractor.
E
They
did
the
right,
they
did
the
chemp
UV
project.
They
did
the
some
of
the
other
projects
that
we
have
going
as
well
and
then
Recruitment
and
Retention
that's
same
kind
of
thing
on
the
cell
plan
or
same
thing
as
a
utility
site.
E
So
aerial
view
of
where
we're
focusing
our
projects,
you
can
kind
of
see
I,
think
we're.
This
is
essentially
what
we've
got
coming
up
and
you
can
see
of
those
details
about,
but.
E
Most
significant
project,
an
expansion
to
our
operations,
complex,
modernizing
our
control
room,
modernizing
our
workspace
for
operators
that
are
process
maintenance
group.
You
can
see
that
building
right
under
where
it
says
you
see
a
little
square.
That's
attached
to
the
big
rectangle,
that's
a
largely
abandoned
former
solids
handling,
building
that
we
had
people
officeing
out
of,
and
it
just
wasn't
ideal
we're
in
the
first
step
of
this
project
is
in
June
we're
gonna
tear
that
thing
down.
E
G
I
always
enjoy
the
Insight
Peter
that
you
bring
to
this,
and
it
makes
me
more
confident
knowing
you're
in
charge
of
our
water
system.
So
thank
you
for
that.
More
of
a
generic
question
and
early
on,
we
talked
about
some
of
the
ramp
up
time
for
projects.
So
we've
got
our
water
fund.
We
assigned
10
million
dollars
to
a
project
for
this
year
and
it
doesn't
happen
until
next
year
from
investing
in
an
asset
location.
Is
that
money
that
gets
assigned
stay
in
the
water
fund?
G
Does
it
could
move
someplace
else
and
knowing
with
short-term
rates
where
they
are?
Is
there
any
opportunity
for
more
investing
of
those
dollars,
especially
in
situations
where
projects
get
delayed
and
we
have
knowledge
of
a
you
know:
eight
million
dollar
delay
at
a
four
percent
rate.
That's
a
significant
chunk
that
wasn't
available
last
year
with
the
interest.
E
G
Council
has
to
re-approve
that
as
well,
and
that's
where
I'm
thinking,
especially
with
the
interest
rate
environment,
is
there
opportunities
to
be
still
watching
duration,
not
chasing
rates,
but
get
a
little
bit
more
out
of
the
funds
than
just
where
they're
currently
sitting.
C
D
G
It
might
be
so
yeah
I,
don't
know
what
we
can
do
around
that,
but
that'd
be
really
interesting,
especially
as
it
relates
to
some
of
those
large
projects
that
get
pushed,
because
that's
in
you
know,
low
hanging
fruit,
especially
if
you
can
retool
it
where
we
don't
have
to.
You
know
talking,
as
we
talked
the
last
three
capital
projects
approving
projects
to
completion,
not
this
annual,
approving
based
off
of
the
budget
and
tying
it
a
little
bit
more
into
that.
E
E
G
A
You
if
you
live,
you
haven't
listened
to
the
at
the
meeting
last
night,
going
over
to
the
capital
projects.
I
think
them
are
doing
can't
make,
but
you
you
all
listed
out.
You
know
what
was
identified
by
weirdness
so
as
we
go
through
it
next
month,
it
is
nice
because
you,
you
know
it
just
gives
you
a
direction
of
guidance
on.
What's
you
know,
what's
being
pulled
from
that
versus
other
areas,
so
yeah
it'll
be
helpful.
E
If
I
can
actually
I
I
skipped
over
this,
but
so
lead
service
lines,
it's
a
lead,
Reduction
Program,
which
is
essentially
we
approach
the
lead,
let's
get
it
out
of
the
system,
so
we
have
been
working
at
what
does
that
look
like
and
what
makes
sense
for
what
we
can
potentially
execute
on,
and
so
we,
we
think,
a
10-year
program.
So
it's
been
over
the
course
of
a
10-year
period.
Get
rid
of
all
the
one
with
that
we
have.
E
Is
there's
two
forms
of
it:
there's
principal
forgiveness
and
then
there's
there's
polishers
alone,
and
so
what
we're
looking
at
right
now
is
we've.
Our
our
rate
models
have
figured
out
how
to
address
a
quarter
of
what
we
identify
as
the
program,
so
we
think
there's
80
million
dollars.
We
think
we've
got
it
funded
to
somewhere
around
20-ish,
20.,
plus
or
minus
with
our
programs.
The
way
they
are
now,
which
is
where
the
infrastructure
money
comes
in
the.
E
Money
is
the
the
principal
forgiveness.
What
happens
you
still
have
that
debt
you
have
to
take
on
for
the
remaining
infrastructure
money
that,
as
we
start
to
layer
that,
on
top
of
the
wiffy
alone,
some
of
our
loans
that
don't
retire
until
2032
and
then,
if
we
add
a
new
loan
for
to
do
this
accelerated,
lead
removal
program.
E
E
82.,
which
is
what
we're
now
working
on,
trying
to
figure
out
the
best
approach
to
accomplishing
two
things:
one
getting
rid
of
the
lead
and
two
figuring
out
the
way.
That's
most
cost
effective
for
our
customers
to
be
able
to
fund
getting
all
the
getting
the
all
the
lead
out,
and
so
that's
something
over
the
next
year
and
a
half
we're
going
to
be
figuring
out
how
to
move
from.
When
we
put
the
First
Financial
plans
in
place.
Three
years
ago,
we
said
we.
E
E
F
E
D
E
Is
in
our
financial
plan,
so
that
gets
us
to
the
point
where
we
can
generally
fund
about
2
000
removal
and
we
think
we
might
have
eight
thousand.
So
is
that
remaining
amount
that
could
be
anywhere
from
two
thousand
more
to
six
thousand
more,
but
we're
not
exactly
sure
that
we
need
to
First
figure
out.
What
is
the
number?
E
Is
it
two
thousand
or
six
thousand
and
then
build
a
program,
a
set
of
a
set
of
options
that
we
can
bring
to
this
group,
The,
Water
and
Sewer
board
Council
to
say
if
we
want
to
get
rid
of
these
in
10
years?
Here's
what
it
looks
like
in
terms
of
a
bill
impact
if
we
want
to
get
rid
of
these
in
15
years
or
going
into
seven
years
and
we're
not
there
yet.
But
what
we've
done
is:
we've
found
the
money.
E
D
E
Because,
as
a
strategy,
our
four
and
a
half
percent
per
year
is
is
basically
there
to
normal
operations
of
the
water
system,
and
so
we
don't
want
to
spike
that.
But
we
recognize
that
there's
this
there's
this
big
issue
that
we
have
to
address,
which
is
unique
to
us.
But
in
the
grand
scheme
of
big
issues
that
water
systems
on
the
Front
Range,
it's
actually
one
of
the
smaller
versions
of
a
big
issue
for
water.
E
E
A
So
I'll
move
on
to
Members
Choice.
We
had
a
couple
things
that
came
up.
One
I
just
wanted
to
say:
if
you
didn't
listen
in
yesterday
or
were
there,
you
know
definitely
listen
to
the
presentation.
It
was
great
next
month,
we'll
we'll
dig
into
it
and
start
providing
our
input,
which
I
think
will
be
due
right
around
the
end
of
the
month
or
first
of
June
to
kill
yourself
so
we'll
have
about
a
week-ish.
A
There
I
think
is
about
what
we
had
last
time
to
kind
of
go
through
that
one
thing
just
to
consider
and
not
to
talk
about
tonight,
but
with
the
the
bond
measure,
which
was
very
informative,
I
think
there's
going
to
be
a
survey
coming
out
to
the
citizens
and
then
I
think
it
was
June
and
it
goes
back
to
council
for
some
further
discussion.
I
think
I
think
it
was
June,
but
as
our
as
we're
going
through
that
next
month,
from
our
perspective,
you
know
I
was
thinking
you
know.
A
A
G
A
I
thought
about
that
and
my
my
opinion
it
open
to
what
folks
think
is
well,
probably
end
up
being
both
but
I.
Think
if
council's
going
to
be
having
a
review
in
June
with
Parks
and
Recreation
again
to
discuss
it,
it
might
be
helpful
to
say:
hey
here
was
our
take
on
it
right
now
and
in
YouTube,
please
chime
in.
If
it's
not,
then
we
we
won't,
but
that
was
just
just
a
thought.
I
had.
G
A
A
ballot
measure
and
it's
a
50
million
dollar
ball.
So
it's
significant
in
November,
yeah
or
that's
our
goal.
I
should
see
that
as
there
but
I
mean
I
know
you.
The
questions
were
already
coming
up
from
Council
on
on
it.
You
know,
word
money
was
being
spent
and
how-
and
you
know
it's
significant
compared
to
I-
think
I.
Think
member
word
might
brought
it
up,
but
it
would.
You
know
compared
to
the
20
million
dollar
Bond
ish,
that
it's
replacing
going
to
50
million
dollar
Bond
I
mean
it's
it's
a
lot.
A
G
And
I'm
thinking
like
what
information
would
be
useful
is
it
to
is
50
million
the
right
number
and
the
right
components
of
that
makeup,
because
to
me,
there's
two
elements
of
it:
there's
capital
projects
this
year,
which
we
obviously
need
to
address,
but
this
is
planning
for
future
years
plus
we
don't
have
certainty
of
what
it
is.
So
I
don't
want
to
spend
too
much
time
before
we
have
citizen
voting
on
it,
but
if
there
is
Insight
you
guys
need
into
creating.
Is
this
the
right
ballot
measure?
Is
this
the
right
dollar
amount?
G
A
Around
it,
yeah
I
think
it
was
more
to
me.
It
was
more
of
what's
included
in
it.
The
amounts
of
impacts
either
way.
If
you
know
Council
voted
for
it
or
against
it.
You
know,
or
as
it
at
least
as
it
was
presented
yesterday,
I
thought
that
that
might
you
know,
okay,
you
know,
might
be
beneficial
because
they
they
I
mean
they
have
a
detailed
plan
on
how
they
want
to
use
the
money.
B
F
As
well
too
and
that's
another
one
of
the
questions
is
you
know
this,
the
city
has
only
so
much
debt
load
that
it
can
carry
and
we're
not
close
to
that
number
right
now.
But
if
we
take
another
50
million
dollars
out,
you
know
is
Parks
the
appropriate
Target
or
are
there
other
places
where
we
would
like
to
see
that
money
spent?
That's
a
much
larger
Global
issue
that
I
think
your
feedback
on
that
would
be
would
be
helpful.
F
F
Another
complexity
from
as
I
was
listening
to
the
presentation
last
night
was.
It
seemed
that
there
were
a
number
of
items
and
I
can
only
recall
the
train,
because
I'm
a
little
bit
fogging
today,
but
they're
they're,
wanting
to
replace
the
train
from
its
current
I
think
gasoline
mode
to
an
electric
train
and.
A
There
was
discussion,
for
instance,
that
that
train
could
potentially
be
funded
out
of
the
Bronco
Stadium
money
yeah,
rather
than
included
in
the
bond
measure
and
I
think
there
are
a
couple
of
other
examples
that
the
counselors
cited
and
and
the
perks
director
herself
cited.
So
then
that's
another
added
element
of
complexity
to
it.
Yeah
there
was
some
upcoming
flexibility
that
they
may
have
items,
and
then
you
get
into
the
maintenance.
You
know
the
try
I
think
I
asked
the
question,
but
about
the
train
was
well.
A
F
I,
don't
know
I
think
the
last
component,
for
me
at
least,
is
when
we
look
at
the
capital
plan
for
this
year,
absent
any
bond
funding
team.
There
are
a
number
of
parks
projects
on
there,
but
when
we
looked
at
the
bond
proposal
for
Parks,
a
lot
of
those
same
projects
are
on
that
bond
proposal.
So
the
consequence
potentially
of
of
drawing
Bond
funding
would
be
to
free
up
a
significantly
larger
chunk
of
capital
expenditures
that
we
could
focus
on
other
areas.
C
G
Know
our
response
kind
of
takes
that
tier
one
tier
to
a
pro
tier
three
approach,
where
tier
one
is
things
that
we
think
should
be
approved
in
the
current
confines
of
the
budget
constraints.
Tier
two
is
projects
that
we
would
prioritize
for
new
funds
immediately.
We
talked
about
this
last
year
with
just
this
is
kind
of
that
forward.
G
Planning
sake,
these
15
projects
that
are
tier
two,
we
as
the
council
or
as
a
committee,
feels
that
should
be
moved
up,
and
now
you
have
a
line
item
of
those
next
15
that
you
can
start
to
swap
in
mathematically.
If
you
want
to
earmark
it
towards
Parks
and
Rec,
whatever
feedback
we
get
from
the
citizens,
similar
to
what
we
did
with
earmarking,
the
funds
for
alternative
policing,
because
we
knew
it
would
help
bring
those
funds
back
to
the
police
department
we
find
out.
Okay,
these
are
our
next
15
projects.
G
They
represent
X
dollars.
We
now
know
that
U.S
Council
can
do
the
you
know
moving
around
of
those
parts,
but
that
keeps
us
a
straight
line
without
having
to
get
too
complex
and
how
we're
analyzing.
G
G
Know
next
month,
kind
of
even
thinking
ahead,
I
like
how
we
ended
up
last
year
on
where
we
all
had
the
chance
to
identify
our
own
dollars,
show
that
diversity
of
thought
that
not
everyone's
in
agreement,
but
also
here's
what
the
averages
work
out
to
be
yeah.
So
if
we
use
next
time
to
talk
about
both
of
these
two
that
we've
captured
to
all
do
our
final
summations
and
then
we
can
aggregate
it
all
for
the
final
yeah
I
think
it
was
a
great
setup.
G
D
G
D
I
do
hope,
though,
that
we
do
some
sort
of
a
collective
exercise,
as
we
did
last
year,
so
I
think
I
was
a
bit
of
a
dissenting
voice
in
that
I
was
not
so
much
in
favor
of
you
know,
individual
committee
members
viewpoints
on
priority
and
was
ready
to
compromise,
I.
Think,
and
if
my
you
know,
perhaps
top
item
was
not
the
will
of
the
committee.
I
was
willing
to
go
along
with
I.
D
G
Well,
and
my
thought
is
like
not
losing
the
collaborative
nature
that
you're
describing
like
we
come
down
and
we
talk
line
by
line,
here's
how
we
feel
all
this
I
would
prioritize
it
I
wouldn't
prioritize
it.
Then
we
take
that
data
to
the
individual.
You
know
scoring
system,
and
so
that's
kind
of
where
my
viewers
does
that
balance.
What
sure
that
group
discussion
is
super
super
important,
especially
as
it
relates
to
it,
even
if
we
draft
up
here's
our
agreement
and
then
you
all
go,
make
your
own
individual,
that
that
shifts
off
of
that.
D
G
Don't
know
I
think
calling
it
out
that
it's
not
a
hundred
percent
vote
amongst
the
committee
is
important
data,
especially
as
as
council
is
considering
factors
that
we
are
not
considering
so
I
do
like
having
both
included
in
there
and
I.
Think
it's
good
for
those
specific
votes
to
have
the
opportunity
to
speak
out
as
a
decent
vote,
because
that
is
good
information
for
your
Council
to
process
what
they
do
with
it.
You
know
that's
where
we
put
the
dressing
of
it,
provide
the
feedback
to
guy
like
hey.
G
We
have
one
person
I
believe
in
this,
but
it's
a
lower
priority
for
him.
Even
that
additional
context,
I
think
would
be
useful
where
we
don't
do
so
dissenting
votes,
but
we
also
show
that
and
collect
and
answer
yeah
I
think
our
answers,
our
directions
last
year
or
our
outcome
last
year
was
pretty
in
Eunice.
G
D
A
And
thank
you
to
the
council
and
staff
for
including
this
history
and
supporting
us
in
the
discussion.
You
know
I'm
coming
here.
So
the
other
item
I
wanted
to
bring
up.
Min
Q
has
resigned.
His
position
he's
just
got
a
lot
of
a
lot
of
things
going
on
and
he
needed
that
that
time,
so
he
resigned
effective
yesterday,
so
I
think
that'll
be
repost
or
posted
as
part
of
the
current
application
process.
So
if
you
know
anybody
you
know,
you
know
start.
D
A
Next
thing
well,
but
I
think
we
still
we
could
get
an
alternate
member
right
because
so,
if,
if
you,
if
you
want
to
next
month,
we
could
do
a
vote
where
you
would
be
a
voting
member
to
keep
you
honest
here.
I.
A
C
B
A
B
G
A
B
A
A
And
then
James
just
a
reminder,
you
don't
have
to
answer
now,
but
you
know
whether
you're
gonna
re,
you
know
ask
for
a
renewal
or
a
new
term
or
not.
Well,
since
we
put
Peter
on
the.
D
Spot
I
will
answer
you
now
and
thank
you
for
your
very
nice
message,
Bill
reached
out
to
me
which
I
really
appreciated,
and
he
assured
me
that
folks
were
not
annoyed
by
my
electronic
presence
and
I
apologize.
My
last
three
meetings,
I
think
I
was
in
Montana
to
Mexico
and
Arizona,
but
looking
at
my
calendar,
I
think
I
could
be
here
well
into
the
summer
physically,
which
has
been
great
to
be
back
so
I'd
love
to
and
be
honored
to
continue
serving.
I
just
need
to
know
what
you
need
from
me.
B
D
A
I
had
actually
that
well,
thank
you
for
offering
that
because
I
thought
too
it's
like.
Could
we
do
some
individual
scoring
before
you
know
heading
into
the
main
meeting
yeah,
because
that
might
might
help
speed
things
up
because
it
will
get
into
we'll
get
it
deep.
I
mean
we
did
last
time
and
as
we
should,
but
that
might
maybe
that
would
help
I.
A
C
D
B
That
we
will
send
you
out
and
sell
spreadsheet
okay
the
list
list
of
projects,
and
then
there
is
a
there
is
a
prioritization
tool
that
was
presented
by
Deputy
City
and
so
we'll
we'll
provide
you
that
information
as
well
as
well,
and
we
have
a
new
capital,
Review
Committee,
that's
being
formed
of
Representatives
of
staff
from
each
of
the
Departments,
who
will
also
be
providing
you
scores.
B
A
Yeah
because
I
think
we
each
individually,
but
our
that'll
necessarily
rank
up
at
the
amount
Associated
to
them,
and
then
we
had
kind
of
a
collective
back
column,
which
I
recall
is
how
we
did
it
last
year
and
well.
We
had
one
opening
discussion
that
was
yes,
yeah
and
then
I
think
we
we
put
our
amounts
on
there
and
then
went
back
through
our
kids.