►
Description
City of Groton Special Joint Mayor & Council and Groton Utilities Commission Committee of the Whole Meeting, followed by Special Meeting of Mayor & Council, held December 17, 2018 in Groton, CT.
Agenda items include:
730 COST OF SERVICE STUDY PRESENTATION
R-18-12-120 RESOLUTION THAT THE MAYOR AND COUNCIL RESCIND RESOLUTION R-18-9-102 AND AUTHORIZE AND APPROVE THE CITY OF GROTON TO PURCHASE THIRTY-FIVE (35) 9MM WEAPONS WITH TRUGLO BRITE-SITE FROM FIREARMS, LLC, 450 THAMES STREET, GROTON, CONNECTICUT, FOR A TOTAL COST OF EIGHTEEN THOUSAND FIVE HUNDRED FIFTEEN DOLLARS AND NO CENTS ($18,515.00) WITH AN ESTIMATED EIGHT THOUSAND EIGHT HUNDRED SIXTY DOLLARS AND NO CENTS ($8,860.00) TO BE PAID BY A TRADE-IN CREDIT AND THE REMAINING BALANCE TO BE PAID FROM ASSET FORFEITURE FUNDS
R-18-12-121 RESOLUTION THAT THE MAYOR AND COUNCIL AUTHORIZE GROTON UTILITIES MANAGEMENT TO CONTRIBUTE UP TO ONE HUNDRED, THIRTY-SEVEN THOUSAND, THREE HUNDRED SEVENTY-ONE DOLLARS AND FIFTY CENTS ($137,371.50) TO THE NEIGHBORHOOD ASSISTANCE ACT (NAA) PROGRAM IN RETURN FOR MATCHING TAX CREDITS PENDING GROTON UTILITIES COMMISSION – WATER POLLUTION CONTROL AUTHORITY APPROVAL
B
A
A
C
If
you
want
well
we're
presenting,
if
you
want
that
told
Mike
well,
we
pass
it
around.
We
can
do
that
when
we
realize
we
really
needed
to
take
a
look
and
analyze.
The
rates
is
a
general
analyzing,
the
rates
of
something
you
do
with
an
independent
analysis
to
make
sure
that
everybody's
on
board
and
understands
what's
going
on.
C
Secondly,
we
had
already
rolled
out
the
first
cost
service
study,
so
we
actually
hired
another
firm
utility
financial
solutions.
Utility
financial
solutions
had
done
the
rate
analysis
for
Groton
utilities,
electric
and
Bazar
utilities,
electric
company,
so
we
figured
it
would
be
good
to
use
mark
Beauchamp
to
do
that,
he's
going
to
introduce
himself
and
he
has
some
a
special
history
as
it
relates
to
wastewater
in
this
type
of
analysis,
without
that
I
think
that
the
discussion
will
be
pretty
self-explanatory,
so
I'll,
let
mark
Beauchamp,
introduce
his
background.
Thank
you.
Mark.
D
Well,
thank
you.
I
appreciate
the
opportunity
to
be
here.
My
name
is
Mark
boson
I'm,
president
of
a
company
called
utility
financial
solutions,
and
we
teach
cost
of
service
courses
like
electric
for
the
American
Public
Power
Association
for
water.
We
teach
for
the
American
Water
Works
Association.
We
also
teach
gas
cost
of
service
studies,
but
we
do
studies
throughout
the
United,
States,
actually
international
to
some
degree
and
the
one
of
the
things
that
with
wastewater
will
NER
dear
to
my
heart.
D
The
way
I
actually
have
a
degree
in
water
purification
technology
before
I
got
my
accounting
degree
in
a
CPA
and
MBA
I
actually
work
eight
years
at
a
wastewater
plant,
so
that
kind
of
and
during
that
time
I
got
the
highest
license.
You
can
get
in
wastewater,
so
it
was
I
kind
of
used,
some
of
that
expertise,
obviously,
and
going
through
your
analysis.
D
That
explained
why
that
was
the
case,
because
when
I
went
through
to
develop
certain
key
financial
projections
for
the
wastewater
utility,
we
noticed
certain
things
happen
and
I'll
explain
those
on
the
next
slide.
But
what
I'm
gonna
be
talking
about
tonight
is
the
financial
projections
and
the
key
financial
targets
that
we
developed
as
part
of
the
study.
These
are
targets
to
help
ensure
the
long-term
financial
stability
of
the
utility
I'm
going
to
go
through
these
targets.
D
In
a
lot
of
detail
and
you're
gonna
see
two
scenarios
that
we've
run
on
the
financial
projection,
one
with
no
change
in
rates
and
the
other
one
with
adjustments
in
rates,
and
they
tell
you
right
up
front.
What
we're
proposing
is
a
is
a
slight
rate
reduction
for
next
year
and
then
no
adjustments
in
the
following
year,
but
then
adjustments
in
the
future
years
and
I'll
explain
the
reason
why
those
adjustments
it's
in
the
future
are
important.
It
is
primarily
driven
because
of
capital
improvements
that
are
needed
at
the
wastewater
treatment
plant
now.
D
As
part
of
the
study,
the
financial
projection
is
one
thing
that
we
do.
The
other
thing
is
a
cost
of
service
study,
which
is
a
little
different,
because
what
a
cost
of
service
study
does
is
it
takes
the
amount
of
revenue
that
the
utility
needs
and
identifies
how
it
should
be
recovered?
In
other
words,
what
that
fixed
monthly
customer
charge
should
be
what
the
commodity
rate
should
be.
D
The
cost
of
service
study
identifies
that
now
we're
going
to
go
through
that
also
as
part
of
this
study,
and
what
I'm
looking
for
tonight
from
the
council
is
guidance,
guidance
on
the
financial
projection
and
the
rate
track,
because,
ultimately,
what
we
want
to
do
based
on
your
the
input
we
get
your
direction
they
give
us,
is
go
back
and
design
rates
for
your
customers.
All
right,
remember,
I,
said
there
right
now
we're
anticipating
a
slight
rate
reduction
for
next
year
and
I'll.
B
D
You
look
at
store
eclis
at
the
wastewater
plant.
The
the
age
of
the
system
is
very
old
and
we
can
tell
that
by
looking
at
the
books
of
the
system,
its
69%
depreciated,
where
the
average
system
is
about
50
percent.
So
it's
an
older
system
is
the
capital
improvement
programs
that
were
done
as
part
of
for
the
wastewater
system
was
focused
more
on
emergency
capital
and
not
replacement
and
upkeep
of
the
existing
infrastructure.
And
that's.
E
B
D
Also,
not
only
do
you
have
an
older
system,
the
cash
balances
and
the
cash
reserves
are
very
limited.
As
part
of
the
analysis,
one
of
the
things
we
looked
at
is
how
much
cash
should
the
utility
have
right
now
considering
the
age
and
were
substantially
below
what
that
number
would
be
to
have
the
system
properly
funded.
D
The
other
thing
that
occurred
a
couple
years
ago
or
last
year,
when
the
transition
plan
was
made
to
transfer
from
the
city
to
the
utility
of
the
wastewater
department.
The
revenues
at
the
time
were
overstated
by
about
1.1
million
dollars,
so
the
that
had
to
do
primarily
with
subtract
meters
when
the
revenue
projection
was
made,
they
didn't
agenda
subtract
meters.
So,
as
a
result,
the
revenues
came
in
about
1.1
million
dollars
below
what
we
actually
received.
Okay,.
D
Now,
when,
when
developing
the
study
that
the
objectives
that
we
laid
out
or
had
for
the
wastewater
department
was
to
establish
a
plan
for
future
capital
improvements,
how
much
could
the
city
of
how
much
could
the
utility
afford?
How
would
the
rates
need
to
change?
How
could
we
fund
these
capital
improvements
that
would
be
needed
because
they
could
be
funded
one
through
rating
2
through
debt
issuance
and
you're
gonna,
see
in
our
financial
projection
or
and
a
reliance
heavily
on
debt?
D
D
F
Much
everybody
knows
me:
I'm
Kevin,
Seanie
I'm,
the
chief
plant
operator
at
the
treatment
plant
and
January
20th
up.
We
started
my
37th
year
there
and
in
that
time
I've
seen
two.
What
I
would
consider
major
upgrades
one
in
2000
and
the
one
that
we
just
mostly
recently
completed,
but
what
we
do
have
is
tie
and
bond
and
spent
some
time
with
us
a
few
years
back
and
actually
went
through.
F
The
entire
treatment
plan
spent
quite
a
bit
of
time
with
us
as
operators,
and
we
do
have
that
feasibility
study,
but
it
was
a
big
ticket
and
we
realized
how
much
we
had
to
do
in
Prior
administration's
decided.
We
would
break
it
up
into
groups,
so
actually
we've
done
what
we
consider
one-third
of
the
original
project.
That
time
bonnet
told
us
that
was,
you
know,
needs
of
the
plant,
so
I'm
just
going
to
carry
us
through
some
of
you've
already
know,
but
you
know
some
may
not.
F
So
what
we
did
was
this
is
the
inlet
to
the
treatment
plant
and
we
have
what's
called
preliminary
treatment.
That's
what
gets
the
screenings
and
all
that
stuff
out.
That
actually
was
a
unit
that
was
completely
rebuilt
part
of
the
of
the
project,
so
the
preliminary
treatment
we
would
consider
as
far
as
completion
as
done
and
updated-
and
you
know,
got
years
of
service
left
in
it.
Then
we
have
our
primary
treatment,
which
are
those
primary
settling
tanks.
F
Remember
we
had
all
the
concrete
issues
and
stuff
some
of
the
concrete
had
been
dedicated
to
the
point
where
it
was
seeing.
Rebar
all
that's
been
completely
done
and
fixed,
so
all
the
tanks
have
been
recoded
and
that's
in
good
shape.
You
know
you
know,
and
all
the
interior
mechanisms
and
stuff
had
been
changed
out.
So
then
we
come
over
from
there
and
then
we
come
over
to
the
primary
as
well.
Well,
those
are
the
pumps.
I
know,
council
of
rusty
remembers
those
ones.
F
Those
are
the
pumps
that
actually
everything
gravities
through
the
plan
up
to
that
point
and
then
it's
got
to
be
lifted
up
to
these
aeration
basins.
Now
that
was
a
big
ticket
item
to
put
those
pumps,
so
that
was
one
of
the
things
that
we
decided
to
prolong
on
the
wet
well
itself.
All
the
concrete
and
stuff
has
been
taken
care
of,
but
the
pumps
themselves
in
1972
vintage
their
low
had
turbine
pumps.
F
You
know
systematically
they've
been
taken
out
rebuilt,
but
the
life
expectancy
is
well
exceeded
with
the
pumps
and
now
you
get
to
the
point
where
they're
almost
become
a
nun
rebuildable.
So
that's
that
also
is
a
concern
on
hardening
up
the
plant
because,
as
some
of
you
know,
we
have
the
pumps
are
down
and
we
have
the
electric
motors,
so
our
plan
for
any
flooding
and
stuff
is
to
actually
shut
that
down,
disconnect
those
motors
and
run
them
up
to
the
fire
house.
F
My
bet
would
be
engineering
wise.
We
probably
do
something
down
in
the
wet.
Well,
you
know
a
submersible
type
pump,
that's
one
of
the
things
that
keeps
us
up
at
night.
If
something
was
ever
happened
to
those
three
pumps,
you're
gonna
have
a
primer,
you're
gonna
have
pumps,
that'll
work,
but
you're
also
gonna
have
noise
complaints
from
the
neighbors
in
the
way,
because
you're
gonna
have
these
pumps
running.
That
brings
us
to
the
aeration
basins.
F
Like
I
said:
nothing's
been
done
to
these.
Since
2000
we
went
from
coarse
bubble,
diffusers
to
find
bubbler
diffusers
and
we
installed
new
blowers.
But
you
know
those
are
now
pushing
you
know,
18
years
old,
they,
basically
you
need
air
not
to
get
into
the
air
24/7,
so
there's
three
of
them
or
75
horse
ones,
a
hundred
and
certain
things
through
the
plant.
You
know
if
something
happened
to
the
generator
you
can
get
one.
If
something
happened
to
these
pumps,
you
could
bypass.
If
something
happens
to
this
air,
you
can't
rent
air.
F
You
know
you
can't
rent
a
compressor
or
you
can't
run
a
blower.
So
that's
one
of
the
things
that
you
know
and
then
automation
as
far
as
the
guys,
the
operators
are
very
good
at
the
way
we
move
nitrogen.
We
do
all
this
manually,
but
all
the
automation
and
stuff
is
pretty
much
unplugged
as
we
just
it's.
It's
inaccurate,
it's
unreadable,
so
we
go
through
the
aeration
basins
and
then
we
come
over
to
the
final
clarification.
F
Of
course
those
tanks
had
no
hydrogen
sulfide,
so
there
was
really
no
concrete
work
that
had
to
be
done
and
we
also
rebuilt
all
the
mechanisms.
So
all
the
mechanisms
here
are
in
good
shape,
everything's
new.
Then
we
go
to
the
disinfection.
I
know
when
we
work
with
time
bond
that
deep
and
aquaculture
ebro's
were
letters
that
they
were
very
much
in
favor
of
UV
disinfection.
F
It's
pretty
much
foolproof.
You
don't
have
the
hydrogen
sodium
hypochlorite
on
site
anymore,
but
that
was
a
very
big
ticket
item
and
we
decided
to
push
off
on
that.
Even
if
we
decided
to
go
and
stick
with
the
hypo
chloride,
those
tanks
were
put
in
in
2000
pretty
much
their
useful
life.
I've
I've
had
some
work
done
on
them.
I've
had
some
fiberglass
work
done
on
them
down
in
this
basement
and
they're
actually
in
an
enclosed
room,
so
you
would
have
to
break
the
walls
out,
bring
the
tanks
out
of
pieces
and
assemble
new
tanks.
F
So
that's
that
that
again
there's
ways
to
get
around
and
it's
not
something
that
keeps
us
up
at
night,
but
this
primary
well,
these
aeration
blowers.
Those
are
the
ones
that
they
really
worry
about
the
most
and
then
we
go
to
our
sludge
handling,
which
is
our
anaerobic
digester,
which
you
all
know,
and
we
do
have
a
pump
in
there
that
keeps
this
mixed.
That
was
done
in
the
2000
upgrade
it's
been
rebuilt
several
times.
F
It's
probably
getting
to
the
point
where
it's
unreadable
rebuildable,
but
the
actual
heat
exchanger
in
all
the
electronics
and
all
that
was
just
recently
done
in
this
last
upgrade.
We
were
hoping
to
get
the
pump,
but
we
just
didn't
have
the
money
at
the
time
to
do
it
so
in
the
die,
and
we
obviously
know
that
the
cover
and
everything's
been
taken
care
of,
and
this
has
all
been
cleaned,
so
we're
in
good
shape.
There,
like
I,
say
the
main
mixing
system
in
the
mix
and
pump.
F
F
Yeah,
the
soonest
I
would
think
are
those
aeration
blowers.
Like
I
said
you
know,
if
something
happened
with
these,
we
can
get
like
a
silent
prep.
You
know,
you'd
have
to
have
all
three
of
these.
You
know
when
they
have
been
rebuilt.
Remember
we
you
guys
approved
them,
so
we
systematically
built
their
useful
life.
You
can
only
rebuild
something
so
many
times,
but
my
biggest
thing
is
these
aeration
blowers.
F
If
one,
if
one
died
now
we're
down
to
two,
if
the
second
one
died
now
you're,
really,
you
know,
because
without
this
air
in
here
you
lose
all
your
biological
treatment
and
the
plant
just
there
would
be
no
way
for
it
to
make
permit
you
you'd
really
be
in
the
woods,
because
you
would
only
be
able
to
have
primary
treatment.
It's
definitely
something
that
you
know
you
can
see
on
the
noose.
So
you
know
those
being
that
old.
That
that's
a
big
concern,
too,
is
that
would
be
the
number
one
thing:
counsel,
Sheffield.
I
F
Like
Rick
said,
we
do
have
the
facilities
planned
up,
which
it's
it's
it's
a
very
good
document.
It's
done.
It's
well
done
time
bond.
Did
it
with
us
and
working
with
su
casa
and
I
think
they
had.
The
preliminary
numbers
like
Rick,
said
from
13,
but
I
remember
off
the
top
my
head:
let's
face
it,
nothing's
cheap.
F
And
also
I
mean
you
got
the
75
to
75
and
100
is
over
here
you're.
Looking
at
you
know,
energy
efficiency,
that
probably
really
wasn't
there
I
mean
I'm
sure
anything
that
we
would
put
in
now
would
be
so
much
more
energy
efficient.
It
would
be
incredible
and
then,
if
we
get
some
automation
out
here
instead
of
setting
our
blower
up
with
with
timers,
you
know
we
run
it
for
50
minutes
and
then
it's
off
for
40
minutes.
F
You
actually
would
be
able
to
with
some
instrumentation,
be
able
to
measure
the
ammonia
and
once
the
ammonia
dissipates,
then
I
Chuck,
the
blower
off.
So
you
might
be
running
the
blowers.
You
know
2
or
3
hours
more
than
you
really
need
to
you
just
don't
know
because
you're
not
there.
You
know
I
I
have
on
occasion.
If
we
get
called
in
in
the
middle
of
the
night.
F
Well
quick
go
out
here
and
get
a
do
just
see
what's
going
on
in
the
middle
of
the
night,
2
or
3
in
the
morning,
while
we're
down
there,
but
for
the
most
part
you
know
there
is
no
automatic
automation
left
here.
All
that
was
part
of
the
2000.
You
know
it's
on
top
of
the
waste
water
tanks
and
on
top
of
that
with
the
salt
and
stuff-
and
you
know
the
stuff
say
it
it's
it's
equivalent
to
a
laptop.
You
know
so
I
mean
once
it
gets
to
be
18
years.
I
I
So
with
our
sewer
pump
stations
in
our
collection
system,
we
have
nine
sewer
pump
stations.
Two
of
them
are
ejector
pump
stations,
so
the
takeaway
there
is
the
corrosive
atmosphere
that
Kevin
mentioned
that
hits
the
primary
plant.
This
also
resides
in
the
collection
system
and
in
the
pump
station,
so
they
see
a
very
corrosive
atmosphere.
The
work
that
was
done
at
the
plant
to
you
know
make
up
for
that.
Corrosive
atmosphere
has
not
been
done
in
the
collection
system
pump
stations.
I
However,
the
operators
do
daily
rounds.
It
takes
two
operators
because
of
the
potential
hazardous
environment
that
they
encounter.
The
our
goal.
Long
range
goal
is
to
work
together
and
to
put
forward
a
request
for
a
low-interest
loan
and
the
possibility
of
a
grant
to
rebuild
the
pump
stations
in
the
collection
system.
So
we
hope
to
put
that
forward
in
our
capital
improvement
plan.
I
So
if
you
were
to
go
north
to
south
in
the
city,
then
the
first
pump
station
would
be
North
Slope
on
Fairview
Avenue,
so
there
there's
an
older
genset
and
two
older
pumps
and
the
same
corrosive
atmosphere,
concrete
repair
valve
repair.
So
that's
that
environment.
Then
the
next
one
be
east
low
pump
station,
and
that
is
really
a
necessity
for
a
generator
replacement.
There
that's
on
miranium
street,
and
then
we
go
down
a
twin
hills
pump
station.
I
I
The
interesting
thing
on
clonal
manner,
as
all
mentioned,
a
couple
of
the
other
pump
stations.
The
wastewater
that's
collected
is
actually
pumped
several
times,
so
some
pump
stations
only
see
it
once,
but
some
of
the
pump
stations
see
it
twice
like
colonial
manner.
The
wastes
are
pumped
and
then
are
pumped
again
at
Westside.
I
So
speaking
of
Westside,
that's
like
our
workhorse.
It
has
three
larger
capacity
pumps.
Now
the
Westside
needs
a
new
generator
set.
It
needs
all
new
pumps,
there's
a
valve
in
the
road
we
haven't
repaired,
there's
internal
valves
and
equipment
and
corrosive
atmosphere
as
well.
So
that's
a
station
that
needs
the
upgrade
as
well.
I
Then,
like
we
went
north
to
south
implant
street.
It's
interesting
implants
treat
the
waste
they're
actually
pumped
three
times
so
where,
as
Kevin
will
tell
you,
we
do
about
two
million
gallons
a
day
of
wastewater
stream
at
some
of
the
pump
stations
they're
pumping
to
you
or
three
times
so
then,
there's
Eastern
point
that
station
pumps
actually
ends
up
that
way.
Stream
actually
gets
being
pumped
twice
from
Eastern
Point
and
then
again
from
Westside
and
there
we
are
looking
at
replacing
the
genset
fuel
tank
and
the
pump
units.
I
Just
upgrading
those
then
there's
a
couple
ejector
stations,
one
at
circle
avenue
we've
actually
rebuilt
that
one
within
the
last
seven
or
eight
years,
and
that
that
has
the
ejector
pumps
in
it.
Along
with
Jupiter
point
now,
Jupiter
point
wasn't
rebuilt,
but
that
station
needs
same
kind
of
work,
genset
replacement
and
the
ejector
pumps
replaced.
I
We
do
keep
our
own
asset
management
plan-
it's
probably
not
as
Mr
Beauchamp
would
would
like
mean
that
we
do
it
on
by
hand
and
pencil
and
spreadsheets,
but
we
do
try
to
so.
We
have
records
of
all
the
equipment
looking
at
when
they're
maintained
and
when
they
need
to
be
improved,
and
then
we
take
that
information
and
put
it
into
the
capital
improvement
plan.
I
J
I
I
G
I
K
I
You
bet
so
on
her
collection
system
in
ray
Valentini
was
gonna,
be
here
tonight,
but
he
is
sick
on
vacation.
He
never
takes
a
vacation.
You
find
it
takes
a
couple
days
in
e6m.
So
with
the
collection
system,
we
have
35
miles
of
collection
system
piping,
it's
a
range
of
4
inches
to
30
inches
in
diameter.
I
I
I
So
when
you
hear
the
message
that
you
know,
there's
so
much
to
do,
I
don't
want
you
to
think
that
we've
done
nothing
Kevin's
crew.
You
know,
although
we
don't
see
bills
from
outside
vendors,
that's
because
his
staff
is
able
to
do
a
lot
of
that
maintenance
themselves,
and
the
same
goes
for
the
collection
system.
We
have
had
problems
and
we
have
addressed
them.
I
So
there
was
same
Street
that
was
done
and
then
all
along
from
the
Eastern
Point
area,
we
did
realigning
there
and
I
think
that
was
5500
linear
feet,
and
that
was
the
cost
of
about
a
quarter
million
dollars
and
and
at
the
plant.
Then
we
saw
less
infiltration
in
our
system,
so
the
rates
that
we
were
treating
it
some
of
that
was
sea,
water
or
rainwater
getting
into
our
system.
I
I
I
That's
sitting
out
there
this
fiscal
year.
All
that
we
have
really
budget
for
in
our
capital
improvement
plan
because
of
Mr
Beauchamp
mentioned
in
the
revenues
is
to
repair
Linton
court.
We
have
a
hundred
foot
of
pipe
that
totally
collapsed
in
that
area.
We
had
to
do
a
one
emergency
repair
on
it,
but
we've
planned
to
repair
that
and
that
cost
because
we
have
to
excavate,
will
be
between
sixty
and
a
hundred
thousand
dollars,
depending
on
what
we
find.
I
So
we
do
have
a
ten-year
plan
for
sewer
cleaning.
So,
with
partnership,
distribution
and
the
distribution
on
the
water
side
and
wastewater,
we
have
a
jet
cleaning
truck
and
we
have
a
ten
year
plan
where
in
ten
years
we
would
clean
our
entire
system.
So
we
do
do
that
from
in-house,
and
then
we
have
a
vendor
that
does
chemical
treatment
for
routes,
because,
as
I
mentioned,
the
BC
pipe
vitrified
clay
pipe
this
out.
I
It's
penetrated
by
routes,
so
it's
not
like
ductal
or
cast-iron
pipe,
and
then
we
have
a
collaboration
team
from
distribution,
water
sign
from
administrative
management,
project
management
and
especially
the
PAF
to
make
sure
when
regulatory
compliance,
compliance
with
C
mom,
which
is
capacity
management
operation
plan.
That's
was
the
brainchild
of
the
EPA.
Now
deep
enforces
that.
So
this
is
to
prevent
SSOs,
which
are
sanitary,
sewer
overflows,
and
we
do
that
by
the
maintenance
that
we
do,
which
is
cleaning.
We
do
that
by
the
repair.
I
We
have
emergency
plans,
emergency
procedures
and
partnerships
that
we
do
make
and
we
regularly
meet.
In
fact,
the
inspector
was
down
from
deep
just
recently
and
wanted
to
see
our
C
Mon
plan.
Kevin
showed
it
to
her
and
she
said
we
were
doing
very
well
and
then
we
also
participate
regionally
and
locally
with
spill
response,
Beach
spill
response,
and
then
we
work
with
upper
management
to
put
together
our
capital
improvement
plan.
C
I
D
D
We
took
your
billing
stats
basically
and
projected
out
your
revenues
made
sure
everything
proofed
out,
and
we
also
took
your
budget
for
2019.
We
projected
that
out
the
models
that
we
built,
we're
actually
40-year
models,
I'm
only
gonna
be
showing
you
about
six
years,
I.
Believe
of
that
now,
I
want
to
give
you
one
word
of
caution,
as
you
just
went
through
when
you
saw
a
lot
of
potential
capital
improvements,
the
capital
improvement
program
that
I
put
in
my
models
was
what
I
felt
one
at
this
point
in
time.
D
D
Now,
when
you
build
a
model,
a
long-term
financial
projection,
it's
built
on
certain
assumptions
and
of
course
these
are
three
basic
key
assumptions.
The
the
one
to
focus
on
is
growth.
In
the
model
we
assumed
with
zero
percent
growth
rate
okay,
so
we
did
not.
We
assume
that
your
wastewater
service
area
would
not
grow
so.
D
H
D
One
of
the
things
is
probably
gonna
sound
kind
of
funny,
but
when
you
do
a
long-term
projection
right,
this
model
is
built
up
40
years,
but
anything
beyond
three
years.
In
my
opinion,
the
only
thing
I'm
certain
of
after
you
get
out
about
two
or
three
years
and
a
financial
model
is
that
you're
going
to
be
wrong
because
it's
based
on
so
many
assumptions.
D
You
know-
and
the
key
thing
is
that
these
models
be
built,
but
they
get
updated
frequently
so
that
you
know
three
years
ago
becomes
next
year
and
you
have
more
confidence,
and
you
know
it's
a
planning
tool.
That's
what
we
have
in
this
financial
projection
model
so
but
you're
right.
The
two
and
a
half
percent
is
something
we've
experienced
right
now.
I
think
it's
close
to
three
percent
actually.
D
D
This
is
the
six-year
projection.
Now
early
on
I
mentioned,
there
was
three
key
financial
targets
that
utilities
need
to
monitor,
to
help
ensure
their
financial
stability
and
currently
and
into
the
future,
and
the
very
first
one
is
cash
reserves.
And
if
you
look
over
in
the
middle
I,
think
you
have
the
printouts,
you
see
your
projected
cash
balances.
First
of
all,
this
is,
without
any
rate,
changes
see
all
the
zeros
over
here.
D
The
projected
cash
balances
are
projected
at
nine
hundred
seventy
thousand
going
to
about
1.6
million
the
recommended
minimum
cash
reserves
is
about
1.8
million,
all
right,
so
we're
at
970
right
now.
The
minimum
level
of
cash
would
be
about
1.8
and
that
number
rises
to
a
little
over
2
million,
but
there's
one
critical
assumption:
that's
driving
that
cash
balance
the
reason
you're
going
up
in
cash
and
that's
these
bond
issues
issuances,
that
capital
improvement
program
that
I
projected
the
six
hundred
thousand
and
the
million
dollars.
D
Basically,
your
rates
without
any
adjustments,
cannot
support
any
capital
improvements,
not
any
significant
capital
on
its
own.
They
would
have
to
be
bonded
for
and
financed
or
you'd
have
to
seek
grants
for
it
so
and
I'm
going
to
get
into
the
details
of
what
makes
up
that
recommended
minimum.
That's
an
upcoming
slide
now.
D
The
second
target
we
look
at
is
debt
coverage
ratio
now
for
a
utility
issue,
revenue
bonds,
all
right,
which
you
have
to
go
for
a
bond
rating,
even
general
obligation,
bonds
require
some
form
of
bond
rating
and
when
they
evaluate
your
rating,
they
look
at
something
called.
Debt
coverage
ratio
and
debt
coverage
ratio
is
the
amount
of
cash
that's
generated
from
your
operations
compared
to
your
debt
service
payment.
D
And
if
you
actually
issue
revenue
bonds,
it's
actually
written
right
in
a
bond
ordinance,
so
you
have
to
maintain
it
and
if
you
fall
below
that
you're,
actually
a
violation
of
the
technical
default
on
the
debt.
So
most
revenue
bonds
come
with
about
a
1.2
coverage
ratio,
which
means
you
have
to
generate
20%
more
cash
through
operations
than
what
your
debt
service
payment.
D
At
that
point,
you
would
be
in
what
would
be
called
technical
default
on
the
debt,
so
we
have
to
make
sure
that
you
maintain
that
coverage
ratio
above
the
one
point.
Four
and
now
the
third
target
is
target
operating
income,
which
this
is
a
little
bit
different
concept
and
for
utilities,
utilities
primarily
most
of
their
cost,
relates
to
assets.
D
The
the
target
operating
income
tries
to
level
eyes
the
wear
and
tear
on
that
asset
over
its
life,
all
right
so
and
usually
accountants
call
that
depreciation
expense
so
every
year
in
a
sense,
you
fund
depreciation
expense.
However,
if
at
the
end
of
20
years,
said
that
million
dollar
ask
some
of
the
20
year
life
at
the
end
of
20
years
ago
to
replace
the
asset,
it's
going
to
cost
more
than
a
million
dollars,
because
every
year
the
replacement
cost.
D
That
asset
goes
up
and
it
sounds
kind
of
weird
because
we're
a
non-for-profit
utility,
but
we
have
to
make
money
to
break-even,
and
the
reason
we
have
to
make
money
to
break-even
is
because
of
that
inflationary
increase
in
assets
replacement
cost.
If
we
don't
fund
that
what
happens
is
what's
called
generational
subsidies,
consumers
today
would
be
subsidised
by
future
customers.
D
Now,
in
your
situation,
the
target
operating
income-
in
other
words,
how
much
money
and
if
you
look
at
how
much
it
should
make,
is
about
eight
it's
in
this
column,
it's
about
900
800
to
900
thousand
a
year.
Your
adjusted
operating
income
is
projected
pretty
close
to
it
in
2020.
Actually,
but
then
it's
dropping
each
year
in
2025,
it
drops
to
110,000,
and
the
target
should
be
a
little
over
82,000
all
right
now,
I'm
gonna
go
through
how
some
of
these
details
are.
D
D
The
first
thing
I
want
to
talk
about
is
that
minimum
cash
lovely
now
the
reason
a
utility
has
to
have
cash.
We
have
to
make
sure
that
there's
enough
cash
and
reserves
so
that
you
can
pay
expenses
in
a
timely
fashion,
any
utility
that
bills
monthly
has
what's
called
a
45-day
working
capital
link
and
a
working
capital
leg
is
the
timing
difference
between
when
you
pay
bills
and
get
money
from
customers
to
go
all
through
the
month
of
January
paying
expenses
say
at
the
end
of
the
month.
D
You
bill
your
customers,
you
don't
get
that
money
to
March,
that's
a
working
capital
leg
and
you
have
to
make
sure
that
money
is
in
your
reserves
at
all
times.
You
also
want
to
make
sure
that
you
have
enough
money
in
your
reserves
to
fund
your
capital
improvements,
at
least
the
ones
that
are
not
funded
through
debt,
all
right
and
your
debt
service
payment.
Also,
there's
a
certain
amount
of
risk
with
utilities
or
there's
catastrophic
can
blow
up
a
blower
can
blow
up
for
electric
utility
could
have
an
ice
storm
or
a
windstorm.
D
So
a
utility
needs
to
maintain
a
certain
amount
of
cash
and
reserves
that
if
these
catastrophic
events
were
to
occur,
that
there's
enough
money
to
at
least
start
the
repair
and
replacement
process
on
those
assets,
because
ultimately,
the
most
important
thing
is
not
the
price
to
the
rates
that
we
charge.
It's
the
reliability
of
the
service,
the
reliability
of
electric,
the
quality
of
the
water
and
the
fact
that
we're
not
polluting
when
it
comes
to
wastewater.
Those
are
the
most
important
factors.
D
Now
this
cash
reserve,
how
we
calculate
and
what
we
look
at
we
take
those
factors
I
just
described,
and
if
you
look
at
the
top
line,
says
operation,
maintenance
expenses
we
take
twelve
and
a
half
percent
of
your
annual
expense.
Well,
twelve
and
a
half
percent
represents,
is
that
forty
five
day
working
capital
a
divided
by
365?
D
That's
we
want
to
meet,
make
sure
that's
in
reserve.
Your
historical
rate
base,
remember
I,
said
early
on
your
system
is
69
percent
depreciated.
The
average
system
is
about
50
percent,
so
you
have
an
older
system.
When
you
have
an
older
system,
you
have
more
exposure
to
a
catastrophic
event
or
something
bad
happening
to
your
system.
So
this
sounds
somewhat
arbitrary
in
it
and
it
it
is
to
some
degree,
but
we
assign
a
certain
amount
of
risk
based
upon
the
age
of
the
infrastructure.
D
If
a
utility
has
newer
assets,
we
assign
it
a
risk
value
of
1%.
If
it's
on
average
we're
around
50%,
we
assign
it
a
risk
factor
of
2%
I've
assigned
you
a
risk
factor
of
3%
because
of
the
age
of
your
assets.
What
that
3%
represents?
Is
your
total
historical
investment
implant,
which
is
around
35
million,
that
it's
multiplied
by
3%
comes
out
to
about
a
million
dollars,
so
we
want
to
see
a
million
dollars
in
reserves
in
case
something
bad
happens
to
your
assets
like
the
blower,
for
example,
that
was
mentioned.
D
We
also
want
to
make
sure
that
your
debt
service
payment
is
in
your
reserves.
Obviously
that's
an
obligation.
We
have
to
have
it
in
our
reserves,
so
we
we
make
sure
that
your
highest
debt
service
payment
that
occurs
throughout
the
year
is
in
your
reserves
at
all
times.
The
last
thing
is
your
capital
improvement
program,
less
bond
proceeds,
some
almost
a
hundred
percent,
most
of
your
capital
program
that
I
put
into
the
capital
plan
I
anticipated
financing
it
through
debt.
Alright,
now
before
I
move
on,
is
there
any
questions
on
this
minimum
cash
level?
I.
L
D
The
screen,
if
you
look
down
at
the
bottom,
you
your
current.
Actually,
your
current
cash
balance,
as
of
today,
is
roughly
about
$650,000.
That's
what
was
transferred
over
to
the
utility.
Most
of
that
relates
to
excess,
pawn
proceeds
all
right
now,
we're
anticipating
that
650
thousand
will
grow
to
about
nine
hundred
seventy
thousand
and
twenty
twenty
at
the
end
of
2020.
The
reason
we're
assuming
it's
gonna
grow
is
because
all
the
capital
is
being
financed
through
debt,
we're
not
funding
any
capital
through
the
rates.
Okay!
Does
that
help
answer
your
question
right.
D
D
Cash
that's
generated
from
operations
divided
by
your
debt
service
payment.
Now,
if
you
try
to
calculate
on
your
and
get
a
little
careful
because
cash
that's
generated
from
operations
does
not
include
debt
service
payments,
nor
does
include
capital,
it's
only
from
operations
itself,
but
you
can
see
in
this
slide
that
for
the
first
three
years,
you're
above
that
minimum
target
at
one
point
form
without
any
rate
changes.
D
The
last
one,
the
third
target
and
the
way
that
I
try
to
describe
it,
is
when
I
set
a
rate
track.
The
minimum
I
want
to
set
a
rate
track
to
stay
above
my
debt
coverage
ratio
and
to
stay
above
my
minimum
cash
that
in
a
sense
becomes
my
floor.
My
ceiling
becomes
my
target
operating
income
and,
when
I
set
a
rate
track,
I
just
try
to
stay
between
those
two
considering
factors,
such
as
rate
impacts
on
customers,
where
the
utility
is
financially
the
age
of
the
infrastructure.
But
those
are
my
parameters.
D
This
is
where
you
should
be:
it's
a
range
and
there's
a
certain
amount
of
subjectivity
involved
in
it,
and
that's
kind
of
why
I'm
here
to
talk
to
you
about,
because
I
have
that
certain
range
of
subjectivity
between
those
two
factors
that
minimum
cash
and
debt
coverage
ratio
and
my
upper
boundary,
which
is
the
target
operating
income
and
you'll,
see
how
we
moved
in
that
direction
to
move
toward
that
target
operating
income
over
time
now
the
target
operating
income
I
want
you
to
see.
Look
at
one
number,
which
is
going
to
jump
out
at
you.
D
It's
old
right
now,
because
I'm
trying
to
recover
the
inflation
on
the
30
million
and
all
by
the
way,
the
inflationary
increase
in
the
assets
replacement
cost
for
water.
You
chose
about
3.2
percent
over
the
past
20
years
and
that's
the
factor
I'm
trying
to
get
when
I
talk
about
inflation
for
it.
So
because
I
want
three
point:
two
times
the
30
million,
but
this
calculation
and
it's
a
standard
calculation
industry
uses
net
book
value.
I
have
to
adjust
the
rate
of
return
to
get
at
that
3.2
percent
using
that
book
value.
D
D
D
J
D
The
reason
it's
gonna
drop
is
because
your
infrastructure
gets
newer.
I
know
it
sounds,
contrary
doesn't
it,
but
it
actually
goes
now
now.
This
is
the
key
slide
that
I'm
looking
for
input
on
I
mean
the
whole
thing's
built
up
to
this.
It's
like
what
we
proposed
and
some
of
it
was.
You
know
we
looked
at
a
number
of
different
scenarios,
we're
trying
to
balance
the
needs
of
the
community.
D
You
know,
like
I,
said
we're
12
and
a
half
million
dollars
behind
right
now
in
a
sense-
and
we
can't
pick
that
up
next
year
in
five
years,
it's
gonna
be
multiple
years
before
we
get
the
system
back
in
line
where
we
are
properly
funding
pay-as-you-go
in
a
sense
capital
improvements
all
right,
so
we
got
to
get
over
this
hump.
What
we
proposed.
D
This
is
the
same
scenario,
but
with
a
rate
track
unit,
is
we
propose
a
two
percent
rate
reduction
in
2020,
all
right,
no
rate
adjustment
in
2021,
2%
increase
in
2022,
and
then,
after
that
point
in
time,
when
we
look
at
the
projection,
it
looks
like
we're.
Gonna
need
something
a
little
higher
than
inflation
going
forward,
so
in
the
model
right
now
at
4%
adjustments.
Now
one
of
the
key
things
with
this
projection
I
assumed
that
you
would
not
get
any
grants
in
any
of
your
improvements.
D
M
D
But
I
assume
zero
growth.
So,
theoretically
you
are
correct.
If
our
sales
decline,
then
we're
gonna
have
to
adjust
rates
to
pick
that
because
it's
all
fixed
cost
every
almost
everything
with
wastewater
is
fixed.
So
if
we,
if
we
grow
rates,
can
it
really
it
helps
alleviate
rate
pressure.
If
we
lose
sales,
it's
gonna
create
more
great
pressures.
D
And
but
this
is
the
key
thing
you
know:
I'm,
proposing
that
2%
rate
reduction.
This
is
something
to
consider
followed
by
a
zero
part
of
that
was
you
know
when
the
utility
took
over
the
wastewater
department.
We
wanted
to
make
sure
that
rates
didn't
change
for
the
first
few
years
and
we
wanted
to
keep.
D
A
And
that
means
in
our
sewer
just
for
city
residents
and
for
the
slope
and
that's
it
we're
not
going
to
expand
any
more
any
further.
We
may
there,
maybe
if
there's
development,
where
water
and
sewer
is
going
to
be
put
in
there,
maybe
new
customers
there.
There.
There
are
things
that
we
are
looking
at
from
an
economic
development
of
view
for
development
of
high-density
residential
apartments
and
complexes,
and
things
like
that.
So
that's
additional
potential
additional
revenue.
But
what
does
we
talked
about
this?
What
is
2%
mean
about.
D
A
N
M
G
G
And
we
are
looking
at
a
negative
2%
for
one
month
or
one
year,
a
0%
for
the
Knicks
and
we're
looking
at
two
and
then
four
and
then
four
and
then
four
I'm
concerned
about
two
things:
one
I'm
concerned
that
that
will
get
high
very
quickly.
We
have
a
lot
of
people
on
fixed
incomes.
I'm
also
concerned
that
that
will
be
at
the
whim
of
whomever
is
on
council,
which
is
exactly
what
we're
trying
to
avoid
by
moving
this
to
a
rate
payer
system.
G
I
Asked
our
financial
analyst
because
we
had
experience
in
a
waterside,
you
have
to
submit
financial
statements
to
qualify
for
the
low-interest
loans
in
the
grants.
So
I
said
is
a
current
financial
situation.
Will
it
will
be
able
to
qualify
for
the
grants,
and
you
assured
me
we
would
be
able
to
write
with
the
current
financial
situation.
Am
I
correct.
D
I
I
You
know
right
away,
we're
gonna
do
that
Kevin
and
I
and
rail
work
together
on
doing
that.
However,
there's
a
pecking
order
already
established
with
all
the
people
that
have
previously
put
in
requests
so
getting
a
priority,
ranking
like
on
the
water
side.
It
took
quite
a
few
years
to
get
number
one
priority
ranking,
so
we
really
can't
guarantee
we'll
get
number
one
well
we'll
put
together
as
strong
a
case
as
we
can
and
can
answer
your
question
directly.
We
plan
to
start
right
away
with
that
application
in.
D
We
basically
instead
of
taking
it.
It
amounts
to
about
thirty
thousand
a
year
and
instead
of
putting
that
thirty
thousand
into
the
bank
in
a
sense
or
using
it
to
fund
capital,
we're
giving
it
back
to
ratepayers
in
a
sense
to
try
to
give
them
some
relief
because
of
the
change
it
just
recently
occurred.
All.
H
Right
so
nothing's
going
on
as
far
as
the
project
goes,
don't
be
a
reduction
going
to
the
project.
So
that's
the
trade-off,
but
eventually
it's
gonna,
Huck
I,
said
it's
gonna
happen
be
made
up
yeah
at
some
point
which,
in
the
at
the
end
of
the
day,
is
not
gonna
help.
Anybody
correct
on
the
other
end
well,.
A
One
of
the
things
that
take
us
much
second
step
back
real,
quick
and
talk
about
what
used
to
be,
and
then
what
is
one
of
the
reasons
we
brought
this
out
of
the
tax
base
is
because
what
we
were
finding
is
we
were
fighting
over.
They
have
operation
and
maintenance.
That's
pretty
much
all
we
were
funding,
so
we
were
funding
of
that
and
we
were
funding
debt
service
and
those
totals
of
PO
and
M
was
about
1.7
debt
services
about
four
thousand,
and
that
puts
us
at
about
two
point.
Three.
A
So
around
the
two
point,
five
one
of
the
complaints
was
that
the
current
budget
has
us
up
to
five
million
dollars.
So
we
one
of
my
concerns
is
we
need
to
cover
operation
and
maintenance,
that's
the
basic
minimum
and
then
we're
doing
capital
projects,
the
capital
projects,
the
capital
improvement
planned.
The
money
was
based
on
Rick
and
Ray
and
Kevin
getting
together
to
say,
here's
how
much
we
need
a
year
because
there's
only
so
much
they
can
do
any
here.
I.
Even
if
we
said
we're,
gonna
raise
two
million
dollars
a
year.
A
They
can't
spend
two
million
dollars
a
year,
so
that's
why
we
want
to
keep
it
reasonable
and
that
also
helps
reduce
the
revenue
that
is
required
in
order
to
fund
this.
Because,
again
you
know
you
look
at.
You
need
to
look
at
rates
as
rate
funded.
It's
also
bond
funded
and
part
of
the
reason
for
the
bonding
is
so
that
future
generations
that
are
going
to
use
this
system
are
also
going
to
pay
for
it,
as
the
bonds
are
20-year
bonds.
E
A
They
would
have
actually
what
we
did
was
we
funded
them
through
the
bond,
because
what
would
have
had
to
happen
if
I
needed
a
million
dollar
project
gonna
have
to
raise
taxes
by
1
million
dollars,
which
is
1
mil
and
the
council
councils
are
not
going
to
do
it
there.
You
know,
taxpayers
are
going
to
say,
don't
raise
my
taxes
and
what
happens?
A
Is
people
keep
kicking
the
can
down
the
road
and
it's
easy
to
cut
these,
because
you
don't
have
to
look
somebody
in
the
eye
and
see
you
got
to
go
home,
so
you
can
see
it
at
most
municipalities.
One
of
the
reasons
that
I
wanted
to
bring
this
out
was
to
help
stabilize
the
tax
rate.
Our
taxes
are
not
going
to
be
impacted
by
this
somebody's
out.
There
saying,
oh,
your
taxes
are
still
going
to
go
up
because
of
debt
service.
That
is
untrue.
That
debt
service
will
be
paid
for
out
of
ratepayers.
D
O
J
L
L
J
A
P
P
D
D
It
was
kind
of
driven,
it
was
kind
of
driven
based
on
how
much
we
felt
you
know,
we
were
trying
to
balance
keeping
the
utility
financially
stable,
with
keeping
some
of
the
promises
to
the
community
and
obviously
the
more
that
we
reduced
the
rate
in
the
first
year,
the
worst
Scituate,
the
worst
financial
position
it
created
in
the
future,
so
in
a
sense
we're
trying
to
balance.
How
much
could
we
give
today
without
harming
us
for
the
next
two
years
before?
D
In
the
long
term,
yes,
that's
correct
right
now.
To
be
honest,
the
wastewater
utility
is
going
to
have
to
rely
on
the
electric
utility,
a
ma'am,
be
very
honest
with
you.
It
doesn't
have
the
cash
to
fund,
it's
working
capital
needs
and
for
probably
over
the
course
of
the
next
five
years
it's
going
to
have
to
rely
on
the
water
and
the
electric
utilities
until
it
can
be
standing
on
its
own.
P
P
D
What
I
was
referring
to
is
working
capital
but
working
capital
from
the
standpoint,
they're
gonna
pay
their
bills.
You're
gonna
have
one
checking
account
and,
as
the
checking
comes
in
the
electric
water
wastewater,
it
all
comes
out
of
the
same
checking
account.
It
gets
separated
in
your
financials.
But
what's
going
to
happen,
is
the
cash
is
going
to
be
there,
but
it's
going
to
be
there
because
the
electric
utilities
got
funds.
Does
that
make
sense.
P
P
D
H
E
D
Very
chemicals,
oh
and
an
electricity,
primarily
it
would
be
the
variable
cost.
I
mean
it's
very
little.
Variable
costs
pretty
much.
Everything
else
is
fixed
when
you
look
at
a
utility
there's
three
types
of
cost:
there's
there's
fixed
costs,
which
relates
through
infrastructure
that
could
be
related
to
your
debt
service.
For
example.
D
Then
you
have
what
I
call
semi
fixed
or
semi
variable,
which
would
be
like
your
labor
and
materials
that
you
spend,
and
then
you
have
your
true
variable
costs,
which
vary
based
on
how
much
commodity
is
being
used
or
treated,
and
that
that
variable
for
wastewater
is
chemicals
and
electricity
there.
Those
are
kind
of
the
three
buckets.
E
A
Q
A
E
Q
I'm,
not
sure
I,
understand
the
question,
but
the
budget
was
put
together
with
the
allocations
put
into
each
one
of
the
divisions
into.
So
you
had
your
cost
of
operating
expenses
to
run
the
plant,
and
you
have
your
administrative
expenses
and
those
are
all
part
of
the
budget
that
was
used
to
develop
the
rates.
E
Well,
I
just
thought:
I
guess:
I,
don't
think
the
point
was
made
that
the
there
would
be
obviously
from
a
financial
perspective.
You
would
assume
these
things,
maybe,
but
the
general
public
might
not
realize
that
no
matter
what
we
did,
the
budget
would
have
to
increase
significantly
to
account
for
administrative
costs
and
I.
Don't
I
I'm,
just
I
think
that
was
a
little
bit
overlooked
and
under
explained
from
the
beginning.
R
First
being
presented
with
information,
I,
remember
powerpoints
they're
similar
examples
of
what
what
rates
would
be
in
crossings
or
not,
and
there
was
I
didn't
I,
don't
remember,
seeing
anywhere
about
service
fees
or
administrative
fees
being
factored
into
that,
and
that's
one
of
the
things
that
when
this
came
aboard,
we
had
said
that
and
then
it
was
afterwards
okay.
Well,
this
little
look.
This
is
what
else
is
included
and
that
wasn't
initially
brought
to
our
attention
that
that
wasn't
it
beyond.
R
D
I
could
give
a
little
bit.
Maybe
a
small
amount.
Clarification
I
think
is
one
of
the
things
because
wastewater
is
now
part
of
the
utilities.
Let's
say
it
and
I
don't
know.
If
this
is
a
fact,
let's
say
the
general
administrative
costs
of
running
the
departments
didn't
change,
but
we
have
to
allocate
it
to
the
three
utilities
so
that
10%,
that's
going
to
wastewater
is
helping
the
electric
in
the
water
okay,
so
they
pay
a
hundred
thousand.
D
A
E
A
J
Q
Course,
every
year
you
have
costs,
increases
salaries
go
up
while
other
costs
may
go
up
of
the
course
may
go
down.
Was
the
PAS
exactly
the
same
number
of
dollars?
Probably
not
you're,
utilizing
the
same
you're
utilizing
a
group
of
people
now
to
operate
and
oversee
three
divisions
instead
of
two
divisions,
so
it's
only
appropriate
that
they
all
share
in
those
costs
and
that's
how
it
was
parceled
out
by
the
way
of
customer
count.
E
Q
M
M
M
Q
Q
P
P
This
is
a
very
good,
solid
presentation,
I
think
anyone
here
understands
the
big
picture.
This
is
a
this
is
an
all-inclusive
presentation
with
all
the
consideration
I
had
the
advantage
of
attending
the
three
meetings
that
was
used
in
life
to
build
this
scenario,
I
think
it's
a
great
way
to
approach.
E
L
D
Than
what
I
have
here,
and
so
we
knew
that
we
could
not
fund
it,
and
now
we
need
to
spread
it
out.
So
I
was
then
given
the
task
to
say
how
much
can
we
afford
and
that's
how
I
developed
the
capital
plan
based
upon
how
much
you
could
afford,
based
on
the
discussions
as
far
as
the
inputs
with
great
adjustments
and
so
on,
I
hope
that
makes
sense.
But
it's
really
about
money.
D
I
So
that's
a
really
good
point,
so
we
have
to
do
our
original
capital
improvement
plan
which
we
submitted
to
the
city
before
the
wastewater
was
an
enterprise
had
to
be
severely
reduced
so
that
we
could
fit
the
model
and
there
were
various
renditions
of
the
model,
so
you're
totally
right.
Well,
we
have
to
do
now
is
go
back
to
our
original
capital
improvement
plan.
I
You
know
in
with
operations
and
with
Kevin
and
Ray
and
myself
over
sought
by
the
director,
and
then
we
have
to
justify
prioritize
those
particular
items
that
we
can
then
fit
into
the
model.
So
we
we
have
to
delay
what
we
were
planning
and
then
fit
that
into
the
dollar
amounts
that
are
in
the
model
with
a
priority
and
submit
that
as
a
draft
to
the
director
I'm
sure
he'll
go
over
that
with
mayor
and
council
to
finalize
that.
But
that's
where
we
are
right
now.
D
There
was
one
more
thing
in
the
development
of
the
capital
plan
and
I
looked
at
remember.
I
said
the
age
of
the
system
was
69
percent
depreciated.
I
didn't
want
to
make
your
system
any
older
over
the
projection
period.
So
I
know
this
is
a
lot,
but
we
got
it
to
67%
at
the
end
of
the
six
years,
but
at
least
we're
on
a
downward
trend.
Either
targets
50
around
50
so
so
trying
to
balance
a
lot
of
different
things.
A
P
D
A
L
L
I
So
in
the
presentations
you
heard
Kevin
mentioned,
there
was
a
facility
plan
that
was
done
and
I
have
a
copy
of
it,
be
happy
to
share
that.
So
that
looked
at
twenty
years
of
planning
and
that
at
the
time
was
about
twenty
five
million
dollars,
we
did
six
million
of
it
and
then
that
every
the
remaining
19
million
has
to
be
prorated.
That's
just
for
the
plant.
I
If
you
remember
I
said
we
have
five
million
dollars
in
collection
system
repairs
to
line
thirteen
miles
of
pipe
okay,
and
on
top
of
that
we
have
another
two
and
a
half
million
to
rebuild
the
pump
stations.
So
if
you
see
what's
here
through
2025,
we're
basically
at
about
five
million,
so
really
what
what
you're
requesting
I
believe
we've
already
done.
We've
extended
this
out
where
we
are
looking
at
because
it
was
under
the
mayor's
direction
that
we
stretch
out
this
plan.
I
I
F
Hey
I'd
like
to
just
address
one
thing
that
came
up
when
Rick
mentioned
the
facilities
plan,
and
you
all
had
mentioned
the
grants.
I
was
up
at
the
managers
forum
and
I
talked
to
some
of
the
people
at
deep
and
I
also
talked
to
somebody
in
a
community
close
close
by
that
was
in
a
similar
situation
situation.
Does
they
had
a
facilities
plan
done
by
the
same
engineers?
They've
ended
up
breaking
it
into
three
parts.
Now.
F
We
got
to
go
from
the
facilities
plan,
decide
whether
we're
going
to
do
the
last
two-thirds,
another
third
of
the
two
thirds
and
go
from
facilities
plan
to
final
design,
and
this
this
community
was
able
to
get
grant
money
which
is
not
a
low
interest
lump,
but
an
actual
grant
to
be
able
to
get
to
that
next
level.
So
now
they
can
go
out
for
their
funding
because
they
got
final
design
on
the
next
third
of
their
project.
E
So
another
question
that
I
they
have
is
there's
a
lot
of
discussion
about
grants.
Like
you
know,
before
we
leave
the
move
and
and
after
and
since
and
I
get
the
impression
that
you
two
are
responsible
for
now,
writing
the
grants,
or
you
know,
pursuing
grants
for
sewer
which
I'm
not
sure
how,
on
top
of
your
previous
full-time
duties,
how
you
would
manage
to
add
that
to
your
task
list.
And
if
that's
the
case,
how
are
we
making
sure
that
we
are
going
to
be
able
to
pursue
every
opportunity?
E
I
I
We
we
figured
all
on
the
water
side.
Oh
we
can
do
this.
We
can
do
this,
but
when
we
got
to
the
point
we
realized
we
couldn't
complete
the
entire
application,
which
was
really
a
manual
in
about
ten
or
fifteen
drawings.
So,
on
the
water
side,
the
position
as
well
as
priority
ranking
we
actually
hired
a
consultant
and
the
consultant
took
all
our
facts
and
figures
and
put
it
into
the
proposal
for
the
loan.
Slash
grant.
So
your
you
are
totally
right.
D
I
just
wanted
to
just
to
emphasize
the
one.
The
one
thing
that
we're
really
my
opinion
kind
of
looking
for
just
the
two
year:
input
because
of
all
the
variables
that
we've
talked
about,
and
then
they
have
it
looked
at
again
in
a
couple
of
years,
prior
to
any
rate
increases
so
in
a
sense
of
two
percent
reduction,
no
change
next
year
and
then
look
at
it
in
the
third
year
and
I.
Think
that
that's
kind
of
the
safe
thing
that
balances
the
needs
of
the
repairs
with
the
financial
stability
of
the
utility.
R
D
J
A
Cent
reduction:
there's
access;
yes,
okay,
we'll
also
get
that
out
on
Facebook,
so
that
people
understand
where
to
go.
To
get
access
to
this
presentation,
we'll
put
two
things
on
it:
we'll
put
two
things
on:
one
is
the
actual
presentation
itself
and
to
put
a
link
to
this
youtube
link
from
the
town
website
right,
because
this
is
televised
so
way.
A
People
can
listen
to
this,
and
they
can
also
see
see
this
presentation
because
for
most
people,
when
they
look
at
this
presentation-
and
it
gets
into
the
numbers
of
things
like
that's-
are
gonna
glaze
over
because
they
don't
have
experience.
Looking
at
a
detailed
spreadsheet
like
this,
and
so
the
explanation
is
going
to
be
extremely
important
and
help
them
so
that
they
can
give
us
feedback.
A
D
M
D
D
A
J
D
G
B
G
G
G
A
D
M
G
L
G
L
L
D
B
E
E
L
H
G
H
G
D
J
A
A
A
May
recognitions,
Awards
and
remorse
yeah
I
want
to
recognize
chief
Spellman
and
the
police
department
for
a
tremendous
job.
They
did
this
weekend
with
the
stuff
a
cruiser.
They
actually
stuck
several
cruisers
with
toys
and
coats
and
food
items.
It
was
a
tremendous.
It
was
a
tremendous
success.
You
remember
when
we
started
last
year,
it's
even
bigger
this
year.
So
thank
you
very
much
for
doing.
A
A
K
Good
mr.
mayor
resolution,
ardèche
18-12
120,
therefore
be
it
resolved
with
the
mayor
and
council,
rescind
resolution
ardèche,
18,
9,
102
and
authorized
and
approved
the
city
of
Groton
to
purchase
35
9-millimeter
weapons
with
Trung
glow,
bright
site
from
firearms,
LLC
450
Thames,
Street,
Groton
Connecticut
for
a
total
cost
of
eighteen
thousand
five
hundred
fifteen
dollars
and
no
cents
with
an
estimated
eight
thousand
eight
hundred
sixty
dollars
and
no
cents
to
be
paid
by
trading
credit
and
the
remaining
balance
to
be
paid
from
asset
forfeiture
funds.
I.
So
move.
S
Where's,
my
apologies
to
the
the
council.
When
we
looked
at
the
two
quotes,
there
was
any
time
that
you
have
that
disparity
in
the
quotes
before
I
authorized,
the
purchase,
I
checked
the
quotes
when
I
found
the
quotes
they
had
been
on
the
same
caliber
and
type
of
whack
at
weapon,
but
in
layman's
terms
wanted
hit
a
Cadillac
and
wanted
a
bit
in
an
economy
model.
S
So
we
did
a
recall
when
we
did
the
repo
we
were
able
to
utilize
the
local
merchants
that
was
in
and
unfortunately,
I
was
not
able
to
get
him
on
the
line.
I
wanted
to
have
our
people
qualify
with
him
earlier
in
the
fall.
There
was
a
little
bit
of
a
rush
on
our
end.
To
get
that
done.
Also,
our
45s
that
we're
carrying
are
at
the
end
of
their
shelf
life.
S
You
know
I
want
to
get
a
newer
weapon
on
the
line
as
quick
as
I
could
the
local
vendor
will
be
utilized,
which
I
think
is
a
is
a
good
practice
in
any
community
sure
that
gets
done.
But
you
know
there
was
any
issue
with
that
going
forward.
We
caught
it
before
we
execute
it,
but
initially
looking
at
it,
I
did
miss
it.
If.
A
You
remember
last
year
we
revised
our
financial
policies
to
take
into
account
local
bidders
local
bid,
preference.
That
is
if
they
come
in
within
a
depending
on
the
size
of
the
purchase
that
they
come
in
with
a
certain
percentage,
and
they
will
be
given
the
opportunity
to
bid
the
low-cost
in
this
case
they
came
in
and
they
were
able
to
make
the
same
bid.
So
that's
why
we
are
going
home,
so
we
did
follow
up.
Follow
our
local
financial
policies,
counselor
D.
S
E
A
M
O
R
O
S
S
And
we
live
on
the
up
by
the
the
shore
so
that
you're
gonna
get
encounter
salt,
water,
salt.
There
we
qualify
with
our
weapons,
we'll
go
on
the
run,
most
departments.
Don't
do
this
we'll
go
out
to
300,
often
four
times
a
year
with
a
weapon
and
put
rounds
through
it,
our
guys
shoot
on
their
own,
so
that
you
get
a
lot
of
rounds
through
the
weapon,
but
usually
it.
You
know
the
answer,
your
question,
the
shelf
life
can
be
around
ten
year
period
and
we're
pushing
eleven
twelve
of
these
weapons.
S
M
S
What
you
don't
want
is
the
catastrophic
failure,
the
weapon
you
know.
If
you
go
to
use
it,
it
doesn't
doesn't
work,
it's
not
what
we
what
we
shoot
for.
You
tell
you.
You
know
from
my
time
in
the
State
Police
we
we
tried
to
have
a
cycle
of
weapons
in
68
year
mark.
You
know
you
get
a
lot
of
wear
and
tear
and
you
get
a
salt
environment.
You
know
the
water
or
with
them
on
highway.
I
know
what
they
put
down.
L
Therefore
be
resolved
at
the
mayor
and
council
commission,
we
say
that
again,
therefore
be
resolved
at
the
mayor.
Council
authorized
guard
utilities
management
to
contribute
up
to
one
hundred
thirty,
seven
thousand
three
hundred
seventy
one
dollars
and
fifty
cents
to
the
neighborhood
assistance
act
program
and
return
for
matching
tax
credits
pending
Groton
Utilities,
Commission,
Water,
Pollution,
Control,
Authority
approval,
I,
so
move.
C
Year,
the
utility
partakes
in
this
program
this
program
is
funded
by
tax
credits
out
of
the
excess
tax
for
this
fiscal
year.
So
the
goal
is
to
cut
the
check
before
the
end
of
this
calendar
year.
Excuse
me,
so
the
goal
is
to
cut
the
check
before
the
end
of
the
calendar
year.
The
program
doesn't
get
authorized
and
you
get
the
approval
letter
toll
I
believe
last
week
we
were
watching
online
and
we
made
aware
of
that.
Maybe
the
week
before
so
at
the
end
of
the
year.
We
did
this.
C
A
C
C
They
bailed
on
me
by
now,
but
key
accounts.
Actually,
we
try
get
a
local
someone,
that's
in
the
city
and
then,
if
not
in
the
city
in
our
customer
base.
First
and
then
we
open
it
up
for
other
people
that
just
want
to
take
advantage
of
the
state
program
so
this
year
we're
very
proud
that
we
got
fill
Memorial
Library
money
to
help
them
upgrade
their
systems.
So
that
was
good.
That
was
an
out
tree
outreach
effort
of
the
utility
other
than
that
used
in
kinetic
housing
opportunities,
I
believe
that's
in
New,
London.
M
O
A
Motion
carries
I,
need
a
motion,
a
door
into
the
executive
session,
assuage
the
Connecticut
General
says:
you've
won
206
alpha
to
discuss
purpouse
fire
department
to
include
the
council.
Let
us
work
for
you,
us
and
our
chief
Oh,
some
of
us
a
second
hey.
We
have
a
motion
in
a
second,
oh,
no
we're
in
for
an
executive
session.
There
is
no
action.