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From YouTube: Water and Sewer Board - 08 Aug 2023
Description
Agenda HTML: https://englewoodgov.civicweb.net/filepro/documents/166434?handle=8E497DB7B52743DA94D9356A5D61D9AB
Agenda PDF: https://englewoodgov.civicweb.net/filepro/documents/166433?handle=66DE6022CD3B415787AB7E4CD79AC198
1. Chair Moore approved the agenda
2. Call to Order
3. Approval of Minutes
a. Minutes of the Water & Sewer Board from – 11 Jul 2023 Meeting
4. Public Forum
a. No public comment.
5. New Business – Action Items
a. Electrical, Instrumentation, and Control improvements at Water System Facilities Utilities Deputy Director – Business Solutions and Engineering, Sarah Stone will present a recommendation for the Board...
b. Amendment to Professional Services Agreement PSA-22-87 with Eidos Architects, PC for Architectural and Engineering Services Deputy Director Stone will present a recommendation to amend the Professiona...
c. 2024 Budget Proposal and Updated Capital Improvement Plan for Water, Sewer and Stormwater Enterprise Funds Englewood Utilities and South Platte Renew Director, Pieter Van Ry and Public Works Director,...
6. Old Business
7. Staff's Choice
a. Big Dry Creek Diversion Project Update (Moved item to future meeting)
b. Boards & Commissions Training Review
c. Look Ahead Schedule Review
8. Board Member's Choice
9. Adjournment
Agenda HTML: https://englewoodgov.civicweb.net/filepro/documents/166434?handle=8E497DB7B52743DA94D9356A5D61D9AB
Agenda PDF: https://englewoodgov.civicweb.net/filepro/documents/166433?handle=66DE6022CD3B415787AB7E4CD79AC198
A
C
D
B
A
A
C
A
A
F
F
G
Going
to
present
an
item
for
the
Electric
electrical
instrumentation
and
control
Contracting,
so
this
is
a
repeat
from
last
year.
These
are
the
on-call
contracts
that
support
the
einc
work
that
we
do
at
the
alamoir
treatment
plant
and
at
our
remote
facilities.
So
there
are
pump
stations,
explain
so
real
quickly.
We
address
einc
at
the
remote
sites.
Now
our
treatment
plant.
G
So
we
have
three
there's
three
sets
of
contracts
in
your
packet,
so
there's
the
electrical
contracts.
Then
they
they
provide
the
wire
the
conduit,
the
equipment
and
we
issued
an
RFP
in
December
2021.
We
selected
three
contractors
Gilmore
McDade
Woodcock
and
Power
Solutions,
which
was
formerly
Magna,
and
we
are
recommending
to
contract
with
each
of
those
and
amount
not
to
exceed
500
000..
G
So,
even
though
we're
issuing
three
contracts
at
500
000
that
doesn't
guarantee
them
work,
they
aren't
on
call
to
on-call
contract
and
we
would
not
spend
500
000
on
each
of
those.
We
would
manage
to
line
item
budget
which
I
happily
later
so
the
next
group
of
contracts
is
for
instrumentation.
They
provide
the
equipment
for
programming,
calibrate
equipment
and
configure
instrumentation.
We
were
solicited
these
contractors
through
a
soq
in
April
2022.
G
Those
two
contractors
are
Huffman
Timberline
again,
it's
a
recommended
contract
renewal
not
to
exceed
250
000..
So
as
a
part
of
both
of
these
solicitations,
we
are
able
to
renew
annually
for
a
certain
amount
of
time
before
we
have
to
go
for
solicitation
and
then
for
our
programming
contractor
who
implements
our
control
strategy.
That's
an
optimal
source
to
Golden
automation.
G
The
reason
it's
an
optimal
source
is
that
golden
automation
also
does
work
with
SoundCloud
renew,
and
we
really
want
to
make
sure
that
we
are
consistent
across
the
organizations
for
how
we
implement
so
the
einc
improvements
that
we
are
currently
working
on
again
are
the
backup,
Power
Systems
installation
of
power
supply
and
batteries
that
Allen
Water
Treatment
Plant.
Variable
frequency
drive
Replacements
we're
starting
a
motor
control
center
replacement
program,
so
the
approved
budget
in
2023
is
3.5
million
next
year.
H
Just
gonna
have
one
thing
on
this,
so
one
of
the
things
with
why
these
are
great
to
have
in
this
type
of
form
is
like
the
last.
The
last
thing
that
Sarah
mentioned,
which
are
mcc's
the
motor
control
centers.
Those
have
lead
times
that
can
exceed
a
year,
and
so
we
we
order
them
under
an
on-call.
We
get
it.
We
get
it
encumbered
with
that
on-call
and
then
it
might
take
62
weeks
before
we
actually
get
the
thing
delivered.
H
So
it
helps
us
get
ahead
of
programmatically
replacing
motor
control
centers,
which
we
have
a
number
of
them
throughout
the
plant
that
are
many
of
which
are
past
their
useful
life
and
need
to
be
replaced.
So
this
is
a
really
good
mechanism
to
help
us
accelerate.
What's
already
a
long
delay,
because.
D
H
H
D
H
So
sometimes
what
we'll
do
is
we'll
only
send
it
to
one
because
they're,
uniquely
or
qualified
for
it
other
times,
we'll
have
two
of
them
bid
on
it
and
whoever
gives
us
the
best
pricing
will
go
with
the
one
of
those
two.
So
it
gives
us
flexibility
because
we've
gone
through
a
competitive
process
to
establish
them
as
contractors,
and
then
we
utilize
what's
best
for
the
project
in
terms
of
how
we
actually
execute
on
individual
defined
projects.
Yeah.
A
A
G
G
So,
under
the
original
contract,
this
was
to
add
six
new
office
spaces
over
the
the
filter
here
shown
in
the
picture
on
the
bottom.
This
is,
you
know,
area
over
there's
concrete
underneath,
so
we
can
just
build
office
space
above
that
and
then
the
building
shown
just
on
the
right,
and
that
picture
is
the
blower
room.
G
So
we're
also
going
to
make
some
adjustments
to
to
that
room
as
a
part
of
this
project
and
build
a
12-person
conference
room
next
slide,
so
that
project
has
evolved
and
it's
evolved
a
little
bit
because
of
our
change
in
strategy
on
our
Ops,
complex
and
and
decentralizing
from
what
we
had
planned
originally.
So,
instead
of
you
know,
Six
office,
spaces,
spaces,
We'll,
add
seven
total
new
offices
and
then
14
workstations.
G
And
then,
if
you
go
to
the
very
bottom,
we
are
adding
the
break
room
down,
on
the
right
hand,
side,
making
modifications
to
the
restrooms
to
make
sure
they're,
ADA
Compliant
and
then,
on
the
left,
hand,
side
of
the
graphic
there's
another
office
or
two
offices
going
there,
as
well
as
a
couple
workstations
and
some
electrical
improvements.
That
will
need
the
go
back.
G
That's
okay!
So
the
the
blower
room
as
I
said,
would
be
modified.
We
added
some
additional
process
improvements
that
is
a
single
point
of
failure
at
the
plant.
So
we
wanted
to
make
sure
that
we
encompassed,
while
we're
out
there,
making
improvements
that
that
was
addressed
at
the
time.
So
we
have
added
that
to
this
scope
and
then
the
electrical
and
process
improvements
as
a
result
of.
G
So
the
contract
summary
our
original
solicitation
for
this
contract
to
select
edos
was
done
in
January
of
2021
and
it
started
as
our
facilities
master
plan
study.
So
that's
where
we
were
going
to
study
the
the
larger
facility
space
for
the
utilities
and
then
this
evolved
and
was
peeled
off
as
a
success.
So
the
original
contract
date
was
in
August
of
2022
and
we're
asking
for
a
one-year
Amendment.
C
G
Numbers
here,
so
our
original
contract
amount
was
199
670..
This
amendment
is
for
215
380
for
a
total
contract
of
415,
and
then
this
table
on
the
bottom
shows
the
breakdown
of
the
Amendments
that
or
the
amendment
we're
requesting
tonight,
so
additional
facility
design,
those
were
those
new
spaces,
the
bathrooms,
the
new
break
room,
the
control
room
and
the
operator's
workstation
and
then
adding
the
blower
process.
Improvements
is
a
design
change
that
we
subbed
out
through
or
Edo
subbed
out
to
their
contract,
and
then
we
will
have
Services
during
construction
that
edos
and
there's.
G
Excellent,
okay,
and
so
this
is
just
a
reminder
of
the
space
improvements
budget
that
we
presented
I
think
a
couple
months
ago,
where
we
made
some
changes
and
we're
no
longer
considering
a
centralized
operation
complex.
It's
a
it's,
a
three-phase
construction
space
improvements
project
where
we'll
have
Improvement
at
the
Alamo
treatment
plant.
G
H
H
Under
170
000,
and
so
the
design
continued
to
progress,
which
is
what
happens
in
the
normal
cmgc
circumstance,
but
this
should
have
come
several
months
ago
that
that
aspect
of
this
we're
we,
we
are
sure
that
we
have
gotten
good
pricing
and
good
value.
Like
I
said
we
got
it
for
75
000
less
than
what
the
original
we
have
fixed
this
to
make
sure
that
this
doesn't
happen
again.
We
have
talked
to
the
con.
H
The
consultant
we've
talked
internally
about
internal
controls
to
make
sure
this
doesn't
happen,
but
I
just
want
to
be
transparent.
That
some
of
this
is
is
work
that
has
been
completed
that
we're
asking
for
this.
This
change
order
to
approve-
and
that
is
not
how
we
do
business.
However,
in
this
instance
it
because
of
the
way
the
project
evolved,
it
got
missed.
H
H
H
H
D
H
H
Mean
it's
designed
in
construction
drawing
so
we
are.
We
are
ready,
working
with
the
cmgc
contractor
to
we're
working
with
them
to
get
their
pricing
or,
if
we
have
a
meeting
I
think
next
week
to
negotiate
with
them.
What
their
guaranteed
maximum
price
is,
that
they're
going
to
propose
to
actually
construct
the
work,
and
so
the
schedule
has
continued
to
move
forward
on
the
project.
H
H
Absolutely
it
should
have
triggered
a
an
amendment
way
back
in
Spring.
That
was
that
was
done
that
was
issued
by
edos
to
us.
It
took
several
months
to
get
that
from
guidos
to
us
and
and
they
just
kept
moving
forward
with
the
project,
and
it
should
have
stopped
at
that
point
in
time
for
us
to
to
get
us
that
Amendment,
which
we
would
have
taken
forward
to
say
here.
We
saved
a
bunch
of
money
but
because
it
got
lost
in
the
it
just
got
forgotten.
Do.
H
We
have
another,
we
have
another
contract
with
them,
so
they're
so
they're
doing
our
larger
architectural
design
for
the
other
improvements,
so
we'll
do
additional
improvements
at
the
balance
treatment
plan
for
for
because
we're
still
in
trailers
over
there
too.
So
these
improvements
established
the
the
offices
and
the
space
necessary
for
the
plant
treatment
process
and
the
people
who
work
out
of
the
plan.
We
have
engineering
staff,
we
have
environmental
program
staff,
we
have
some
administrative
and
and
frankly
Sarah
and
myself
and
Josh
the
at
a
future
project.
H
Will
we
expect
a
building
somewhere
on
that
plant
site
that
what
we're
trying
to
balance
here
is
there's
the
moving
Parts
here
are
the
the
what
happens
with
the
Civic
Center,
because
if
something
happens
with
the
Civic
Center
and
everybody
has
to
move
out
of
the
Civic
Center,
we
would
ultimately
the
the
original
thought
was.
Everything
was
going
to
centralize,
potentially
over
its
service
center.
So
there
was
going
to
be
a
complete.
You
know:
Public
Works,
Parks
utilities,
everything
over
the
service
center.
H
The
process
with
the
Civic
Center
has
stalled.
We
still
have
needs,
so
what
we're
planning
to
build
at
at
the
Allen
plant
is
not
not
a
facility.
That's
so
permanent.
It's
a
it's
a
6,
-0
or
80
year
facility,
but
a
facility
is
permanent
enough
that
it
could
function
as
a
10
to
20
or
30
or
40-year
facility,
so
we're
not
going
completely
overboard
and
building
a
facility
there,
but
we're
also
building
something.
That's
gets
everybody
out
of
trailers.
E
E
C
C
H
Change
in
in
strategic
approach
that
we
pause
that
contract
and
we've
asked
them
to
rescope
a
new
project,
a
new
project
that
we're
expecting
from
them.
This
fall.
So
there
was
a
bunch
of
money
left
in
that
contract
that
they
never
spent,
and
so
that
just
went
away
and
so
now
we're
going
to
reconstitute
it
so
I,
it's
not
what
it's
it's
a
thing
that
nobody
was.
H
Nobody
was
doing
anything
malicious,
I
think
it
was
it's
just
when
you're
in
a
cmdc
space
that
that
type
of
Contracting
model,
if
a
project
starts
that
way,
that's
how
these
designs
evolve.
But
what
happened
in
this
project
is,
we
evolved
part
way
through
to
a
cmgc
model,
and
so
they
kept
functioning
as
if
you're,
a
cmgc,
which
is
where
the
contractor
and
the
engineer
are
still
working
together.
H
And
we
have
had
conversations
with
all
of
our
Engineers
we've
had
com.
We
are
we're
going
through
all
of
our
contracts
to
make
sure
we
don't
have
another
issue
like
this
pending
it's
it's
something
that
that
we
I
I,
partly
chalk
up
to
the
fact
that
it's
new,
it's
new
engineering
division.
It's
new
projects,
we
haven't
done
projects
for
years.
It's
it's
a
new
way
of
doing
projects
and
it
really
just
functionally
we're
trying
to
we're
trying
to
get
better
pricing
and
it
got
missed
and
we
did
get
better
pricing.
F
H
H
What
happens
sometimes
is
sometimes
it's
a
struggle
to
get
the
consultant
to
to
put
together
an
amendment,
because
the
amendment
sometimes
evolves,
and
so
what
they
don't
want
to
do
is
do
an
amendment
and
then,
three
weeks
later,
you
do
another
amendment
and
then
three
weeks
later
doing
another
amendment
in
three
weeks
and
so
there's
a
there's,
a
there's
kind
of
a
sweet
spot
that
you
try
to
hit
with.
This
is
the
right
amount
of
amendment,
and
then
we
should
push
forward
Amendment
an
amendment
in
this
instance.
H
We
waited
too
long
to
do
that
because
we
don't
want
to
get
into
this
situation
where
we
keep
coming
back
every
every
month
with
here's
another
amendment
on
this
contract.
Another
amendment
on
this
contract,
but
we
also
don't
want
to
wait
this
long
where
we've
done
this
month,
this
amount
of
work
to
design
and
then
come
back
and
say.
Oh,
we
need
this
amendment
so.
F
So
I
would
imagine
there
is
some
sort
of
a
percentage
of
running
to
that
kind
of
scenario.
So,
when
you
look
at
that,
is
that
like
something
you
have
experienced
in
saying
like
this,
is
normal
to
run
into
five
percent
that
we
will
have
amendment
to
this?
Or
could
it
be?
Something
like
you
say
well,
I
guess:
is
that
a
normal
thing
like
if
they
show
up
and
they
give
you
something
like
50
Amendment
on
that-
is
that
demonstration
of
their
lack
of
predicting?
And
you
know
that
what
the
situation
is
going
to
be?
H
So
so
what
we
do
is,
if,
if
you
notice,
when
we
oftentimes,
when
we
propose
a
contract,
we'll
put
in
plus
a
10
staff,
managed
contingency
to
total
for
a
total
authorization
amount.
So
what
that's?
Anticipating
is
this
kind
of
thing
this
contract,
because
of
the
way
it
evolved
from
a
master
plan
to
split
out
to
then
becoming
cmdc,
never
actually
had
that
put
into
it
and
then,
when
we
we
shifted
away
from
using
Corolla
as
an
on-call
to
do
the
to
do
the
lower
work
separately
to
let's
roll
it
into
this
contract.
H
That's
the
step
that
was
missed
is
when
we
rolled
it
into
that
contract.
There
should
have
been
immediately
a
change
order
that
was
brought
forward
to,
instead
of
doing
it
under
an
on-call.
Do
it
under
this
contract.
We
got
good,
we
got
a
good
product
and
we
got
really
good
pricing
on
it.
It's
just
we.
We
missed
that
stuff.
A
E
A
H
A
H
So
Victor
and
I
are
here
to
run
through
our
essentially
the
budgets
that
we're
going
to
propose
to
council
you've
seen
most
of
this
already
so
we'll
probably
make
this
fairly
quick.
It's
just
a
review
of
what
we've
brought
forward.
I,
don't
think.
We've
made
any
any
changes
since
the
last
time
we
presented
this
so
we'll
go
real,
quick
on
this
one,
so
we're
gonna
go
through
the
water
fund
and
then
the
super
fund
and
then
Victor's
here
to
talk
through
the
stormwater
fund.
H
Okay,
so
I
think
everybody
here
is
aware
of
what
we
do
and
who
we
serve
so
there.
It
is
again
our
organizational
structure
we
have
62
approved
ftes,
that's
how
it's
broken
down.
What
we
do,
how
how
it's
broken
into
three
divisions-
and
that
is
water
and
sewer-
is
the
same
structure.
People
are
proportionally
shared
between
the
two
funds,
based
on
the
work
that
they
do.
H
foreign.
This
is
where
we
connect
mainly
is
I
mean
this
generally
connects
to
infrastructure
and
sustainability.
Next
slide,
you
can
see
where
our
changes
are.
We
have
an
increase
in
salary
and
benefits
from
year
to
year
at
five
percent.
That's
these
estimated
amount.
Commodities
are
going
up
a
little
bit.
H
They're
they've,
actually
stabilized
pretty
well
contractual.
Some
of
the
the
bulk
of
that
is
in
our
water
rights
attorneys
and
our
water
rights
Engineers.
We
foresee
a
potential
for
a
couple
cases.
We
actually
had
a
case
that
settled
late.
Last
week
that
we
were
expecting
to
go
to
trial
on
and
when
you
go
to
trial,
it
becomes
more
expensive.
Fortunately,
it's
settled
I
think
it
was
supposed
to
go
to
trial
this
week,
so
they
settle.
H
They
settled
like
right
at
the
last
minute,
but
we
saved
some
money
on
it
and
so,
but
we
have
to
budget
for
it.
So
that's
where
that
ink
largely
is
so.
Capital
is
a
big
one,
and
what
we're
doing
here
is
we
are
planning
for
the
execution
of
the
lead.
Removal
program
lead
Reduction
Program
in
the
city.
H
We
hope
that
we're
up
and
running
and
and
spending
this
kind
of
money
if
we
can
but
there's
a
lot
of,
there's
still
a
lot
of
hurdles
to
get
there,
but
we
want
to
make
sure
at
least
we're
accounting
for
it
in
the
ideal
situation
that
we
actually
are
up
and
running
to
that
degree,
but
that's
the
large
that's
the
largest
increase
is
the
is
that
lead
removal
program.
That
service
goes
down
a
little
bit
every
year
for
a
total
budget
change
of
16
million,
the
predominance
of
which
is
lead.
H
With
the
exception
of,
we
have
the
first
part
of
lunch
program
funded
the
longer
term
part
of
the
lead
program.
We
don't
know
yet
because
we
don't
know
the
full
inventory
once
we
know
the
inventory,
then
we
can
start
to
figure
out
what
it's
going
to
take
to
fund
that
and
if
there
is
potentially
a
some
kind
of
lead
removal
fee
that
comes
at
a
future
date
a
few
years
from
now.
H
That
is
all
that
is
all
coming
in
the
next
year
and
a
half
to
this
board
as
well
as
Council
as
we
try
to
figure
out
how
to
remove
all
of
that
service
lines.
In
a
10-year
period,
water
connection
fees
go
up
per
the
methodology
which
is
tied
to
engineering
news
record
and
then
our
capital
investment
fee.
If
you
recall
that
goes
up
a
dollar
every
other
year,
this
is
one
of
the
off
years,
where
it
doesn't
go
up.
H
So
this
is
the
total
for
the
water
fund
budget.
You
can
see
this
whole
revenue
is
27
million.
The
total
expenses
is
47
million,
so
part
of
that
is
we're
going
to
spend
down
fund
balance.
But
if
you
look
over
at
the
borrowing
proceeds
of
13
million,
that's
that's
utilizing
with
you,
so
we
will
use
our
wifia.
We
were
likely.
We
were
planning
to
use
with
you
late
this
year.
Is
that
right
or.
G
H
And
how
it
breaks
down
to
Capital
I
think
you've
seen
all
this.
So
this
is
the
The
Reef,
the
reprogramming
of
the
space
that
I
just
talked
about
next
slide,
and
then
these
are
our
programmatic
year
to
year,
programmatic
Investments
that
we've
that
we've
planned
for
you
can
see
those
einc
improvements.
Those
are
mcc's
and
things
like
that.
H
We
had
was
a
million
a
year
that
was
the
original
financial
plan
from
several
years
ago.
We
have
moved
that
to
if
we
are,
if
we
are
successful
in
securing
srf
funds,
which
is
the
infrastructure
money
from
the
infrastructure,
build.
That's
where
you
see
that
last
line,
which
is
the
6.3
million
per
year
for
the
next
four
years
and
then
8.3
in
2028.
H
That
is
the
that's
where
we'll
that
is
money
that
comes
from
the
infrastructure
Bill
part
of
which
is
principal
forgiveness,
but
part
of
which
is
that
low
interest
debt.
So
when
we
take
on
that
kind
of
low
interest
debt,
we
have
a
Debt
Service
payment
that
keeps
going
up
to
the
point
where
we
have
to
figure
out
how
we're
going
to
fund
that
debt
service
and
the
challenge
is
the
window
within
which
we
can
access
principal
forgiveness.
H
F
H
H
Once
we
spend
on
fund
balance,
we
don't
want
to
keep
spending
to
the
point
where
well,
we
don't
have
fun
balance.
After
a
while
I
mean
we
get
a
minimum
balance
that
we
want
to
maintain,
and
then
we
we
try
to
stay
in
a
more
leveled
off
level
of
you
know
tend
to.
We
think
it's
going
to
be
somewhere
around
10
to
12-ish
million
per
year.
H
H
C
H
H
The
only
position
requests
were
making
is
in
is
in
conjunction
with
the
IT
department,
which
is
a
network
engineer,
halftime
dedicated
to
the
Allen
plant
and
the
water
system,
because
it
is
something
we
definitely
need
and
then
Professional
Services
I
talked
about
relative
to
to
water
rates
next
slide.
So.
F
H
H
These
enhancements,
so
yeah
I
think
so
building
rental.
It's
the
next
enhancement,
go
to
the
next
one.
So
that's
this
one!
So
you
see,
68
000
is
a
half
an
FTE
to
help
us
with
the
network
engineering
aspect
of
basically
the
animal
plant
system,
and
then
we
know
that
we're
out
of
compliance
with
that
EPA
regulations
on
regulation
on
cyber
security.
So
we
put
in
a
plug
number
there
300
000,
because
we
think
that
that's
a
rough
estimate
of
what
it's
going
to
take
to
start
to
get
us
in
compliance
with
that.
H
H
This
is
our
long-term
strategic
Focus
takes
over
and
hardness
is
our
immediate
priority.
We
want
to
improve
the
product
that
we
deliver.
Staffing,
we've
got
actually
pretty
stabilized
and
we
don't
see
a
need
to
we've
been
ramping
up
Staffing
over
the
last
three
years
and
we
think
we've
hit
the
right
level
where
we're
we're
providing
a
level
of
service
that
the
customers
look
for
and
that
we
are
that
we
need
to
in
order
to
maintain
a
modern
utility
blood.
H
H
Amount
Commodities
is
pretty
low.
Professional
Services
is
again
it's
it's
all,
pretty
sorry
the
Professional
Services
that
is
largely
SBR,
so
contractual
Professional
Services
at
Capital.
That's
where
the
two
SBR
line
items
come
in.
That's
why
they're
in
the
tens
of
millions
of
dollars
is
because
that's
englewood's
portion
of
funding
SBR,
which
is
run
through
the
sewer
Enterprise
fund.
F
H
H
G
G
H
H
H
H
C
I
Now
so
going
over
the
revenues
for
the
stormwater
fund
bottom
right
there
you
can
see
this
is
through
May
we're
going
to
be
we're
projected
to
be
ahead
of
the
2021
actual
and
well
ahead
of
the
2022
actual
that
Revenue
increases
primarily
and
charges
for
service
and
our
investment
income.
That's
the
that's!
The
primary
Delta
zero,
while
you're,
seeing
that
up
so
much.
I
On
the
expense
side
of
the
of
the
house,
we
are
fully
staffed
now
in
our
stormwater
team,
which
is
fantastic,
so
we're
seeing
Personnel
costs
go
up
as
a
result
of
that,
as
well
as
capital,
and
then
our
debt
service
is
also
up
again.
This
is
through
May
you'll
notice
that
that
is
already
exceeded.
2021
2022.
Those
are
all
anticipated
now
that
we're
fully
staffed
and
we're
paying
on
our
debt
service,
which
is
our
loan
for
some
of
our
capital
projects,
which
we'll
touch
on
shortly.
I
Right
2024
requests
Personnel
from
2023
2024
about
in
line
now
that
we're
fully
staffed.
We
know
what
that
number
looks
like
Commodities
are
the
same
slight
drop
and
contractual
Professional
Services,
since
we're
hopeful
to
do
most
of
that
in-house
now,
Capital,
that's
a
pretty
big
number,
that
is
our
South
Eaglewood
stormwater
drainage
basin,
which
is
currently
out
on
the
street
for
bid
didn't
like
that
number.
B
A
B
I
C
B
C
I
C
I
C
D
F
C
I
F
I
Not
in
specifically
the
stormwater
font,
we
don't
particularly
have
a
line
item
for
emergencies
that
which
comes
probably
either
Pacific
loans.
We
would
approach
the
city,
manager's
office
and
city
council
about
how
to
sign
fund
balance
depending
on
the
size.
We
have
a
number
of
mechanisms
to
address
that
Oxford
tickle.
If
anybody's.
I
I
Correct
and
specific
to
the
Oxford
sinkhole
we
have
on-call
contractor
similar
to
what
Peter
talked
about
earlier,
that
hadn't
locked
in
timed
and
material
costs.
So
we
contract
through
our
on-call
contractor
per
the
city's
procurement
policy
for
emergencies
and
begin
that
work,
because
we
can't
go
out
to
bed
and
go
through
the
whole
big
procurement
process.
You
know
cars
falling
in
the
hole
or
anything
like
that,
so
we
got
to
take
action
immediately.
I
F
I
The
the
last
thing
I
have
well
sorry,
two
or
three
things
here.
The
enhancement
is
the
backdruck
we're
currently
using
utilities
hand-me-down
back
truck
from
2019.
It
is
on
its
last
legs.
We
are
mandating
it
together
and
in
need
of
a
dire
need
of
replacement,
and
so
we
previously
had
that
at
350
000.
Recent
pricing
came
back
from
the
vendor
at
400
000.
That's
why
you'll
see
that
changed.
I
H
I
I
Next
slide
future
your
considerations,
things
that
we
see
potentially
potentially
impacting
our
stormwater
budget
fuel
price
fluctuation,
is
a
big
one:
material
prices,
contract,
labor,
contractor
availability.
Even
our
on-call,
we
had
a
tough
time
getting
out
to
our
sinkholes
Staffing
levels,
we'll
knock
on
wood
that
remains
at
an
all-time
high
infrastructure
conditions
and
then
our
unknown
and
extreme.
Whatever
events
that.
A
A
C
A
H
So,
yes,
thank
you,
chair,
I,
think
the
the
I'll
quickly
talk
about
Big
Dry
Creek,
without
going
through
the
full
discussion.
What
I'll
do
is
what
I
would
recommend
is
that
I
just
introduced
what
we're
planning
to
do
with
Big,
Dry
Creek
and
then
we'll
just
go
into
a
much
more
detailed
conversation
in
a
future
meeting,
because
there's
no
no
pressing
time
on
this.
H
It's
just
I
want
you
all
to
be
aware
of
what
we're
thinking
and
so
essentially
what
we're
thinking
and
what
this
presentation
will
go
through
and
what
the
discussion,
which
we
think
will
probably
take
about
20
minutes
to
a
half
an
hour
is
we're
because
we've
changed
our
approach
to
Pi
to
how
we
address
our
water
supply
by
piping
City.
Ditch
it
may
result
in
US.
H
Not
it
may
it
may
make
sense
not
to
execute
the
the
second
part
of
the
Big
Dry
Creek
project,
because
the
costs
for
the
Big
Dry
Creek
project
are
much
higher
than
they
were
ever
estimated
three
or
four
years
ago,
our
contractor
is
priced
out.
What
we
think
the
total
project
is
it's
in
excess
of
three
million
dollars,
and
we
think
that
the
the
benefit,
because
we
are
now
piping,
City,
ditch-
is
no
longer
as
as
significant
from
the
Big
Dry
Creek
project,
and
so
what
we
would
recommend
we
don't
want
to.
H
We
don't
want
to
eliminate
the
project
because
there's
a
there's,
a
water
resources
in
a
water
supply
in
a
water
decree-
that's
associated
with
it.
So
we
don't
want
to
eliminate
the
project,
but
we
think
it
makes
sense
to
retime
it
and
use
it
under
three
million
dollars
for
other
more
pressing
needs
throughout
the
system.
So
we
have
a
much
more
detailed
presentation
on
that.
H
H
The
budget
yeah
on
the
previous
item-
yes
yep
and
then
those
are
all
in
line
with
the
financial
plans
that
we
oh,
but
it
doesn't
sound
like
there's
any
questions
on
Big
Dry
Creek,
like
I,
said
we'll
go
into
much
more
detail
on
it.
We
have
a
whole
rationale
for
why
we're
at
this,
and
it's
just.
It
deserves
more
than
yeah
in
a
minute
and
a
half.
F
B
C
B
C
B
H
The
next
item
we
have
is
our
staff.
Look
our
look
ahead
schedule,
so
we
are
we're
bringing
a
lot
of
stuff
this
fall.
If
you
look
at
the
schedule,
we
we're
not
sure
all
those
things
are
going
to
go
in
September,
but
a
lot
of
them
are
so
I
guess.
One
of
the
good
things
about
you
know
being
fully
up
and
running
is
we're
doing
a
lot
of
stuff,
but
it
means
this.
This
meeting
is
going
to
be
packed
with
more
and
more
items,
but
you
can
see
what's
on
there?
H
A
H
C
A
E
H
With
that
consideration
we
have,
we
tried
to
use
a
single
appraiser.
We
couldn't
get
Centennial
degree
to
that.
So
then
we
had
to
execute
a
process
where
we
each
hired
our
own
appraiser,
and
then
we
hired
a
third
appraiser.
So
we
now
have
three
appraisers
that
are
right
now
in
the
process
of
doing
that
appraisal,
and
then
those
three
appraisers
all
come
together
with
what
they
think
the
numbers
are,
and
then
that
comes
back
to
us
as
a
as
a
final
number
for
that
change
to
that.
H
H
H
H
On
the
west
side
of
the
highway,
but
we
weren't
sure
from
a
Hydraulics.
How
well
that
would
work
turns
out
that
it
doesn't
work
great
from
a
Hydraulics
perspective
and
I,
don't
think
we
should,
and
we
shouldn't
do,
that
it
doesn't
work
the
other
one
was
we
followed
just
the
ditch
alignment
which
the
historic
communities
were
not
happy
with.
H
What
we
did
find
is
that
there
is
actually
a
that
we
there
is
an
alignment,
that's
through
part
of
the
railroad
right
away
on
the
east
side,
of
the
ditch
that
we
or
east
side
of
the
highway
of
Santa
Fe.
That
preserves
a
lot
of
the
ditch
intact.
It
won't
flow,
but
also
allows
us
to
straight
line
the
pipe
and
actually
get
a
more
effective
alignment.
And
so
we
think
that,
based
on
the
feedback
from
the
public
meetings
that
that
solution
actually.
C
H
C
F
H
What
board
member
Freeman's
talking
about
is
so
our
treatment
manager
spent
30
years
at
Denver
Water
and
was
actively
involved
in
their
lead,
Reduction
Program
methodology
and
approach,
and
was
part
of
the
study
that
proved
out
that
Brita
filters
actually
provide
better
protection
than
almost
anything
for
people
who
potentially
have
some
kind
of
a
lead
exposure
in
their
water,
so
the
Brita
filter
will
actually
some
of
these
Brita
filters
will
actually
take
the
Take,
the
Lead
Out.
So
that's
that's.
What
you're
referring
to.