 Good morning. Looks like we don't quite, I see your cat. Cute. Looks like we don't quite have a quorum yet. So we'll give it a few minutes. And hopefully we'll get one more sub-tact members soon. All right. Good morning all. It looks like we do have a quorum. Looks like we have four of our five sub-tact members. Just want to remind everyone we are broadcasting live. We'll go ahead and call the meeting to order at 803. And Secretary Reyes, can we have a roll call, please? Yes. Santa Rosa water. Here. City of Cotate. City of former park. Here. Sonoma water. Sonoma water. City of sabbatical. City of sabbatical. So it looks like we have three members, three. Looks like we have three present. We still have a quorum. Okay. We'll see if we'll see if Sonoma water can join back. Looks like they dropped off. I just want to remind the committee members. If you can please mute your phones and microphones when you're not speaking. That'll help make this broadcast a little more clear. And so now we are on to minutes approval. We have a motion to approve. One want to make a motion. Move to approve. Craig Scott city of Cotate. We have a move from Cotate. Very nice password motor park second. Great. We have a motion from Cotate and a second from runner park. And now we'll take public comment. So we are now taking public comments. I'm sorry. We have a public comment. Please raise your hand. If you're dialing in via telephone, please dial star nine to raise your hand. Secretary Reyes. Do we have any live email or voicemail public comments? We have none. All right. All right. Secretary Reyes, can you please do a roll call vote? Santa Rosa water. City of Cotate. Yes. City of runner park. Yes. Sonoma water. City of Sarasсолют. Yes. All right. Thank you. Looks like the minutes are approved with a fondnesses and one absence. Jennifer. Yes. Can I read out the staff present on the call? Oh, I'm sorry. Yes, please do. See Andrewallon. Brian Boak in. Emma Walton, Janine, Joe Chavoni, John Stinson, Kimberly Zunino, Lori Urbanek, Nick Harvey, Roberta Asa, Sean McNeil, Tanya Muckwitz, and Zachary Kay, and there's also Vanessa Garrett. Thank you. Sorry about that. Great. So now we'll move on to item three. Any announcements? I'm now present. Cinema Water is now present. So, hi, Joe. And some of you may know that Henry Micas retired at the end of January. And so I'm going to be filling in for Sebastopol until they replace him. All right. Well, welcome, Joe. So I guess that would qualify as an announcement. So we should probably take public comment. So we are now taking public comment on announcements. You wish to make a comment via Zoom, please raise your hand. If you're dialing in via telephone, please dial star nine to raise your hand. And, Secretary, yes. Do we have any live email or voicemail public comments on this item? We have none. Thank you. And so now item number four, public comment. We are now taking public comments on item four. If you wish to make a comment via Zoom, please raise your hand. If you're dialing in via telephone, please dial star nine to raise your hand. And, Secretary, yes. Do we have any live email or voicemail public comments? We have none. Great. Thank you. All right. Now we'll get on to the new business. So item five point one will be our presentation of the preliminary fiscal year twenty twenty one twenty two O and M debt service and CIP budget and allocations. And we'll have Kimberly Zanino, our deputy director of water administration and Laurie Urbanock, our deputy director of engineering resources, making the presentation. Good morning, everyone. Going to share my screen. Right. Is that working for everybody? They can all see that. Great. OK. So we are here today to talk about the fiscal year twenty twenty one twenty two budgets. We will get right into it. So as an overview, we'll talk about annual flows. This is not new to most of you. Our own expenditures are miscellaneous revenues. We'll talk about CIP, which I'm sorry, is not listed in the overview and then allocations and the budget schedule. All right, there's a. There's an extra little piece in there, which I apologize for sorry about that, but this is just showing you the annual flows year over year and then the annual flows for 1920, which this year's budget is based on for O and M expenditures. And that's in that twenty nineteen twenty column, which those percentages per each partner are listed here. I'll fix that and I will send this presentation out after the meeting as well. So this is the list of expenditures rolled up. You see these every year that show you where our increases and decreases are. You are going to see some some increases, which we'll talk about, but also some decreases that we've made to cover those. These uncategorized items here, which are the first line item are actually O and M maintenance projects. And so those are increasing and I'll talk about why they're increasing as we go through the presentation. Professional services are also increasing. So I have another slide that talks about that, but we have made as many adjustments as we can to reduce those as well as reducing. You can see here the total indirect costs by bringing down the overhead that is distributed to the regional partners fairly significantly. So first, our main budget drivers as we all were aware, we secured a $70 million bond last year for the replacement of the UV project. That bond was very successful for us, luckily. And so instead of having what we had expected, which was about $3 million of an increase in debt service, debt service only increased by $2.1 million on the professional services, which was that line item that you saw increasing. I think you're all mostly, most of all of you, maybe not sabastical, but we have an agreement now with Liz Tech. That agreement was put into place so that we could decommission the biosolids composting facility while we see an increase in this year's budget over the next 20 years. That change from using our own facility will save us about $8.7 million. And it will also have a significant reduction in O&M, or I'm sorry, CIP expenditures moving forward because that facility was in need of some extremely large repairs and was degrading quickly. For O&M projects, you saw an increase in that line item. That line item is increasing significantly. And that's due to a couple factors, the combination of the aging UV system, which we just got the bond to replace. So those O&M projects should go away in the next couple of years when that project is complete and also new compliance issues. But because it's aging and because of new compliance requirements, there is more maintenance that is going to be required throughout this next coming fiscal year on that system. The other item is our CHP engines and generators, which are due for their 24,000 hour service. This comes at a $230,000 price tag, unfortunately, but we cannot suggest delaying this project as we have been seeing over the years, delaying some of these maintenance or delaying projects is costing us more in those O&M expenditures because we're ending up with emergency projects that are coming up during each one of these years. So budget reductions. Kimberly, could we go to the previous slide? Sure. I just want to make sure I understand the numbers. The UV bond is $2,133,000, correct? That's the total increase, correct? Correct. Annually. Yes, it changes a little year every year, but that's about it. But so that first line should have another three zeroes behind it. Correct. Sorry. Sorry, I should have put an M or three zeroes on it. OK, OK, it's definitely not $2,133. The LISTEC contract is a little over a million dollars annually. Correct. OK. The UV system maintenance is 427,500 and the generators are 230,000. I'm sorry. It was just losing those zeros on the top line. I did not understand the order of magnitude we were talking about here. Thank you. I will fix that as well for you before I send the presentation out. Yeah, thank you. Thank you for humoring me on that. Sure, no problem. So while we all know we're in a really rough year, what we did is we tried to reduce budget expenditures as much as we possibly could on the O&M side. So originally with some additional O&M projects that we are going to defer, we brought down the O&M budget from 9.8 percent to 1.6 percent. So some of the things we did is as you saw, there was a very significant reduction in the overhead charge or the I sorry, I can't remember the name on the line item, but it's overhead that's distributed between our funds. We have done as much redistribution of that as we can between Water, Waste, Water and Subregional. So that brought it down by a significant number, almost eight hundred thousand dollars. And we reduced O&M maintenance projects, as I mentioned, we looked at any that we could possibly move out and we did that. We also reduced the professional services line item. Originally, that was much higher. The reason that we are reducing that or the way that we are reducing that is with new permit requirements. We are going to delay some of the funding for that. One of the most significant reductions comes from the money that we're building up for phosphorus credits. We need to be prepared in the future for working on a project that will allow us to build additional phosphorus credits, which is probably going to be a very expensive project. And so that's one of the areas where we reduced. So overall, we were able to reduce in all categories, CIP, the debt service and O&M from an 11% increase for the entire expenditures down to 6.5%. And now, before I go into all the allocations, we'll talk about CIP first. You will have seen on your agendas that we did attach the five year CIP funding sheet so that you are able to look at what is being proposed for funding in year one and then the plan for the next five years. If you have any questions about any of those projects on those sheets, please let us know and we will follow up and answer any of those. But for the CIP portion, I'm actually going to hand this over to Lori Urbanek. And then she, Lori, if you just tell me next, I will advance the slides for you. Did you have another question, Mary Grace? OK, thank you, Kimberly. And good morning, everyone. It's a pleasure to see you all again. First of all, so, you know, we did hear that there were concerns and everyone's having a really rough year with their budgets given the COVID. I was just as a side note, happy to see the paper and hear that the that the Federal Relief Act was passed yesterday and funding is coming to Sonoma County and to many of our organizations. So I hope we have a brighter future this coming year. I'd like to talk just a little bit about the 20 year plan just to bring some perspective to where we are with our budget and where we are with project need. Kimberly, if you can advance the slide, please. Some of you may recall this particular slide from last year's CIP Deputy Director Emma Walton presented this and this is a 20 year spending plan for CIP. It was based on the the sub regional master plan that was put out in 2018. The actual projects were budgeted or estimated in 2017. So I just wanted to refresh everyone's memory that that was there. And I also recognize that Emma and the Deputy Director Joe Schwall at that time did scrub the projects that were presented in the master plan and try to develop a better idea of what that would look like moving forward. The takeaway that I want everyone to kind of reflect on right here is that it shows some five year average lines, a 10 year, 20 year average line. And the five year line shows that it's nine million dollars kind of on a year to year for the first five years. And so we're doing pretty good. The out years you can see not so well. And so our need is growing in the future. Next slide, Kimberly. Thank you. So I thought I would present the same project information in a slightly different way, just so everyone has perspective on the overall need and where we are. So this particular plan shows the same information. However, I did apply a three percent escalation for inflation, both on our funding and our funding plan and our improvement plan costs. The graphs look pretty identical as they, as you would expect them to. The first five years up through 24, 25, you know, we're barely keeping up, but we're we're doing OK. But as we move out into the out years, you can see that, you know, again, we're going to have this large need. And I don't want everyone to focus too much on this exact plan because things change year to year. The relationship that I want everyone to have in their mind is that we're we're not spending enough and the funding need is is going to continue to grow over over time. I did select the three percent from the Bay Area CPI. In some analysis, we see that that has been staying around three percent. It'll jump up plus or minus a tenth or two on on either side of that. But this does show a one million dollar increase until we get to the 12 million and then the three percent escalator is added from then on out. Next slide. And again, same information just presented slightly different. This is presented as a 20 year average. So you can really see the discrepancy if we apply it. So across the 20 years and it's like all of us know who have a 401 K. We wish we'd spent more money early on and reap the benefits of time when we're looking at our CIP and the need for our capital improvement program times really not on our side. So it's a race against time and I just I just can't emphasize enough how much we really need to stay on our spending plan but recognize that we are continuing to fall behind and it's it's not just unique to our organization. I'm sure all the engineers who who read the report card that comes out every now and then understands that infrastructure is a huge need across our organization, state and the country. So unless there are any questions about this information, I'd like to turn it over to Tonya Mokvits, who is our regional reuse engineer to highlight a couple of the important CIP projects that are in this year's budget. We actually had a couple of questions if I if I could. Of course, yeah, thanks and thank you for this information. And and just so I'm I'm I'm sure. So so Kimberly, we are every year adding a million dollars to the capital replacement, correct? I mean, that's what we've been on that plan for quite a while. I think we're still and I believe the plan is to get to 12. OK, and then we go to a 3 percent inflator at that point. Yeah, I mean, I I think when we started this a while ago. It as as I recall, you know, we had talked about getting to your to your rate of depreciation, your annual depreciation cost, which I thought was closer to 20 million, which seems to kind of coincide with what Laurie's showing here to an extent it would put it, you know, still a little bit behind. But I would I guess advocate or want us for consideration to keep have that annual increase in CIP continuing until we, you know, by a million a year until you get to the point to where you're at least funding depreciation at a minimum. Otherwise, I mean, that's it's not only are we I think we I think there's let's see. And so, Laurie, I have a question for you. The CIP, this includes equipment replacement. Yes. So this is also somewhat of an indicator of depreciation as as assets are wearing out, you're having to replace them. So and. And and I thought and I recall you're again, I thought the annual depreciation right now is between 15 and 20 somewhere in that range. And so it it just seems like it makes sense to continue this program of increasing the CIP by a million dollars every year until you reach the least reach the the rate of the depreciation rate, because I mean, otherwise, as you know, we're you're we're essentially just borrowing against the the assets. So and we try to do that with our water transmission system to when we can. So but but that's just something I would I would I would ask for, you know, it's submit for consideration that it shouldn't stop at 12 million. And I think your your chart shows that. So that's one thing. The other thing going back, Laurie, I'm sorry, to Kimberly, and we can and if you want, you can we can address this offline. I would be curious to understand what the overhead, what your your effective overhead rate is for this system. And, you know, and for all of your systems, we're we're embarking on our own at Sonoma Water, our own internal analysis of that and would be great to have to be able to compare our projects. No, just your overhead for your the system as a whole. You mentioned that you reduced overhead, I think, by nine hundred thousand, if I think eight or nine hundred thousand earlier in your presentation. So I would just be curious to see what percentage overhead is of your overall services and supplies. And likewise for the other enterprise, that's something Lynn Roselli and I are are kind of deep in conversation on and really looking at that at Sonoma Water as well and trying to get overhead under control. So overhead in that line item is actually the internal costs of the city and the water department that are distributed out between all the funds. So yeah, I'm happy to kind of dig into that and information on it. That's great. Yeah. And again, maybe it might be worth I'll check with Lynn and it's a slightly bit off topic, but not all that much. But yeah, I'd like to maybe set up a phone call with you next week or so to be great to go through that. But thank you, Laurie. Yes. Long time, no see. I know, Joe. Nice to see you. It's been a while. This chart showing the averages is kind of skewed because you've got big numbers in the out years. Yeah, back up about two slides. It shows that we were a little closer to holding our head up above the water for the next 10 or 15, 10 years or so. But then what happens in 2035 that causes that big jump in CIP? So what we're contemplating is a couple of new big projects. It has to do with some increase in ponds. So I always look at the 20 year outlook. It's kind of a difficult measure. But the master plan was contemplating a replacement of or the addition of ponds and the other big expenditure, I believe, is. Let's see. I apologize. I should have been have these projects better in my head. So if there's someone on the line that has it better in their head, I'd welcome that. But it has to do mostly with increasing our pond capacity, our storage capacity and the reclamation system replacement, all that piping. So so some of it is like Mike was talking about depreciation. And some of it is true CIP with expansion of the system. Yes. Yeah. Also, Joe, what what's not on this 20 year horizon because we're just now embarking on construction of the UV this year is that the life cycle on the UV, unless there's new technology that replaces UV for us, we're going to need to look at that replacement also in those out years that's a little bit beyond this forecast. So we do have major projects that are coming up in the future. And we also have all the challenges that are unknown still. So actually project planning on it that far out. I just want to keep it on our horizon, but things can vary year to year. One of the big projects in this year, CIP that wasn't contemplated in the master plan is our aeration system. Our manifold and header is completely corroded. And now we have an urgent need to get that project going as soon as possible. So we're all kind of in the same boat. Every time Sacramento meets our costs go up. Yeah, that's unfortunate. But given those big numbers in the out years, you know, it's early to plan on this, but I would suggest that that's a really good candidate for bond funding. Yes, of course. And that's what we probably would anticipate with those large projects, just like we're bond funding UV. So those bond funding, as you can see, I didn't show that. But so those those dollars like this year's bond fund are not shown in this expenditure plan, because I'm just trying to highlight the cash. But yeah, bonding and, you know, the organization has done a great job with our bonds. And this year was selling them back and doing that refinancing was, as Kimberly said many times, was very successful. Yeah, it's a good time to be selling bonds right now. Really a time. OK, thank you. You're welcome. All right. So I think, Priscilla, we need to bring Tanya up. There she is here. Good morning, all. And thank you very much for your attention. I'm Tanya Mokwitz, water use engineer with Water Department, and I will go over the next two slides. So over the last years, asset management team has been working together with regional operations staff and based on their input, our master plan and risk of failure analysis, we have identified CAP funding needs. I'm not going to go over every project on the CAP budget sheet. I will just highlight most notable projects. So the first one that I would like to highlight is from our master plan is emergency generator fuel tank replacement project. So this project is critical for. For us and we've been actively working on over the last years. So we funded engineering, evaluation and design effort for a portion of the project last year. And this year we're funding construction portion of the project. So this project will replace the existing underground 15,000 gallon diesel fuel tank that serves our two emergency generators with the above ground 20,000 gallon tank. The existing tank exhibits sides of the deformation and is undersized for increased generators demand due to higher frequencies of PSPS. Also, as part of those efforts, we will install gasoline fuel extension at treatment plant. Next slide, please. The next important project that I'd like to point out is Laguna treatment plant electrical infrastructure replacement. This project is critical to the plant and also was identified in master plan. It will evaluate the complete electrical system of the plant. And the project objective is to maintain and improve our electrical infrastructure reliability. As part of the evaluation process, we will develop a structure maintenance program. We will also develop a list of CAP projects with priorities, costs and schedule while utilizing condition assessment to quantify the probability of failure among them along with consequences of failure. We will also take over 2016 power master plan. Similar to emergency generator project, we funded engineering evaluation efforts portion last year. This year, we're funding construction of critical electrical improvements projects that will need our attention sooner than later. Next slide, please. Next project that I would like to bring you attention is aeration basins and aeration header improvements that Lori just mentioned. It represents one of our new project that was recently identified as a super critical and urgent. Treatment plant staff discovered that the low pressure air duct that conveys process air between the blower building and aeration basins is leaking. The existing pipe was installed in 1994 and is about 15 feet deep. The blue line on the left picture, I hope it's visible, it shows approximate location of the underground pipe between the blower building and aeration basin. So the pipe is in danger of collapsing due to the poor structural integrity and heavy soil loads. Maintenance staff also noticed that corrosion damage and air leakage are present at many of the above grade air valves, where piping routes air to submerged diffusers inside the aeration basins with cracks up to one 16 inch wide. The picture on the right shows an example of that corrosion. So this project would replace underground low pressure air duct. It will also evaluate and replace all aeration basins, low pressure pipes, fittings and valves. Due to emergency and criticality of this project, we're looking at alternative project delivery method. Next slide, please. And finally, I will briefly go over maintenance building improvements project, which is another urgent project that was identified recently. Our maintenance staff discovered leaks in the roof over the equipment in the maintenance building. Our CEP team is currently working with a contractor on the quote to temporarily repair the roof. We're expecting the project cost to be in the neighborhood of approximately 300,000. The temporary repair will extend the roof life for the at least five years, which will give us time to fund, design and construct permanent replacement. So this will conclude my portion of the presentation. But before we move forward to the next slides in the presentation, I would like to echo Laura's message and point out that new maintenance projects are increasing every year due to our agent infrastructure. Those projects, if we do not address them in a timely matter over time or becoming urgent projects, also, it's important to note that we need to continue finding our CEP contingency funds. So when urgent projects arise, we have funding to complete them and in order to avoid potential catastrophic failures. Thank you. All right, so I'm going to take it back over and go back to our financial portion of the presentation. As we look at each year, we estimate what the miscellaneous revenues will be that come directly into the subregional fund. We are decreasing them just slightly this year. We have a large hauler that has stopped trucking waste to us. They actually I don't want to call out the hauler, but they actually decreased their trucking. They also we think had a problem with their on site treatment. And so now they've increased it again. So it's kind of been going up and down. But we've also received information that we will be receiving more trucked waste from another another facility over the next few years while they develop theirs on site. And then I'm not going to take away Sean's good news, but he's going to be actually discussing in his portion of the presentation our efforts that we're going to start making to even increase that program some to bring more revenue in for our for the subregional fund. Every year we look at this slide. It is the total operating expenditures, the capital improvement cash funding as operations expenditures go up. We have to keep that at 15 percent. So that next line item of thirty one thousand is just an increase to the operating reserve. Then down near the bottom, we remove the revenue before we distribute the expenditures for allocation. And so that bottom line is the thirty nine thousand eight hundred ninety nine is both the O and M and the CIP funding. So as I mentioned before, we got the total increase of expenditures down to six point five percent. Obviously, it's different for each partner, depending on their flow and how their flow was projected and what the actual flows end up being or how they've increased over the years or decreased. But we are suggesting this year to apply some fund balance. So to bring that down for everybody, we have some funding in the refund reserve. And if we are to apply that refund reserve, I just have it. I just came up with one number here and the number I came up with to try to get our our increases down to four percent was one point five million. On the next slide, I'm going to show you where the refund reserve sits. And then I also, before we go to the schedule, have set up a spreadsheet so that if we want to, as a group on the fly, look at how different amounts of fund balance application will change those amounts of the increase as well. So we can just do that right here. Or we could also do that in the as one on one. If anybody wants to get ahold of me and they want to do that just with with me singularly, I'm happy. I'm more than happy to do that. So do you want to sit on this one for a minute or let me show you the front the amount of refund reserve that we have? And then we can go back to that. So we are building fund balance over the last couple of years. Unfortunately, we have not been fully staffed. We do expect to see some unexpended budget again this year with the hiring freeze that happens here in Santa Rosa. We are pushing very hard to get those positions filled now because we do have revenue to cover that. So hopefully that won't be an ongoing issue for us. But you can see here, these are the balances. Katadi and Santa Rosa have been having discussions. Their their balance has obviously been decreasing because their flows have been increasing. So we're working with them on that to to work on how that fund balance would be applied. So as a reminder, I also just want to remind you how the fund balance refund reserve works at the end of each year. Actual flows are are used to true up the amount we projected as a flow rate, and so they true up the actual amount that each partner was responsible for first. Then when there are unexpended budget, that comes back as turn back to the entire fund. But it is distributed based on those actual flows to each of the partners. So this is where you see where we all sit right now. So so we have some pretty good fund balances now sitting there. And if we go to I can go back to this slide and we can sit on this slide or I can open up the spreadsheet. And this is what I set up for us if we want to take a look at it. So you can see these are the total O and M expenditures here on my spreadsheet. This is the miscellaneous revenues that get applied. So the total amount that's being distributed for O and M is here. And then this is I have this set up now so that we can literally just change these numbers, apply more fund balance, and you can see where the increases land as we manipulate those numbers. So I'm happy to go any direction. We can either, you know, just go back and look at the numbers or we can start looking at, you know, how to apply that fund balance and also answer any questions that anybody might have. So I think we wanted to present this information, give everyone some time to look and think on it. We also heard you loud and clear from the last sub-tech meeting about, you know, the concerns that we're all facing as a community with covid. So we really looked at everything we could to reduce down in some cases, you know, some things may be that would have been a little better if we kept some a little more O and M budget, but really wanted to recognize the needs of the community at this time. So we do think that looking at ways that we can apply the fund balance would be another option to really kind of help with that rate smoothing for all. And so in looking at it and trying to come out with some options, our initial take was this 1.5 million application across the board and then applied from to each of the partners from Santa Rosa's perspective, we're comfortable with that. But we wanted to have that discussion with the partners. We also understand that this is a lot of information in this meeting. Our next meeting is not scheduled until April 1st, which was when we do a recommendation. But if we if the partners would like to and this committee would like to take some time and then have perhaps a meeting in between this meeting in April 1st, we're also happy to do that as well to further discuss sort of these ideas that we're putting forward today. Yeah, Jennifer, thank you for that and Kimberly for the presentation. I would be one I would really maybe prefer to again talk maybe with Kimberly offline on this. And I want to check with Lynn. We we may not with South Park want to apply the the reserve just for the base on the particular finances of that of that system. But that's something I'd like to check with Lynn with and to and maybe Kimberly to have a follow up call with you. It sounds like we have a few things to talk about. So yeah, I would appreciate maybe coming back to this in April, myself. Other as a reminder, sorry, as a reminder, we do have to get this to our board on April 1st. Seminary approval and then to City Council by the end of April in order to have numbers for you by May 1st. So realize, you know, with some things that happened in the city this year, we were on an extremely short timeline with some changes that happened in the city. We just didn't have the ability to get into our budgets until very late. So then are we looking at just checking for process? Then we would need to meet as a group probably the last week of March. Somewhere in there. Yeah. OK. Great. We can we can have if, Kimberly, if you just want to finish the presentation unless there's additional discussion at this point, sounds like perhaps folks, you know, need a little time, which we thought would be. But we can kind of just show you the rest of the schedule and then we can have further discussion as well. And actually, before we do that, could you humor me again? Because I'm slow this morning. OK. So Rohnert Park has available to a two million seven one hundred ninety five thousand nine hundred and seventy four dollars in applicable refund reserve. Correct. We could choose to apply eight hundred fifty thousand seven hundred and fifty seven dollars of that this year. And the rate increase we would see from sub-regional would be zero. Correct. OK. And that would be our cobbles. We could apply none of it to all of it and play with the rate increase on that. Correct. And I can plug those numbers in here. That's the way the spreadsheet is set up any way you want. I mean, whatever I apply just then shows you where you end up. This was just a starting point. I said one point five million or this is actually at the two million now. But yeah, I'm applying this total amount of fund balance based on the O and M flows, because that's what it would be covering is O and M expenditures. But really, however you OK, however you want to apply it. So you're excuse me. Go ahead, Mike. No, I was going to say each entity can pick kind of custom pick their own. You know, use of their own fund balance, I'm assuming. Correct. Yeah, thanks. So and I'm happy to send out this spreadsheet too. And then it's all set up for you and you can play with the numbers in any way you would be great. So your two million is a starting point equally applied, but we could end up at an ending point with unequal application of the fund balance, because South Park is choosing to apply none. And Rona Park is choosing to apply a lot. Correct. OK. Yeah. I mean, the way the refund works, the refund reserve, unlike and since Mike, you already talked about snowman waters budget. I'll say the way that snow water does it is they just apply fund balance because they have the control to apply that fund balance any way they choose to. We as partners don't have that. We need to agree how we're going to apply fund balance. And so for us, it's a little bit different. So I just picked I just picked some numbers so I could show you how it worked. But it's completely up to you. That's your money. If you wanted to just ask for the refund and stay at the total amount and then use that, you know, to make your payment every month. That's that that's at your discretion. So that's your money to use, basically. That seems more complicated than it needs to be. Yeah, well, it doesn't really work like a rate smoothing tool if you just take it all back each year, which is I believe it was before my time in this position, but that's why it was set up that way to begin with. Yeah, I was going to echo what Mike said, is that we don't need to apply the refunds uniformly across the system. Each partner agency can pick their own. So I'd appreciate looking at this spreadsheet and playing with it. And then I'll talk with you offline about this committee. Thank you. I will. I will send this out from my email. So you all have my contact information and we can set it means if you want to talk one on one, if you want to electronically let me know what you want to do, however you want to handle it, that's great. All right. So here is the budget schedule. We have already had one meeting with the budget subcommittee where we discussed this option of applying fund balance and they seemed fine with it. We didn't get any adverse comments back from them, but we still have two more meetings with them, at least from San Rosa's perspective of applying fund balance. We will meet with the BPU on April 15th to do a recommendation to City Council for our entire budget. We will be meeting with City Council on April 27th to do the preliminary budget approval for the subregional budget or the regional budget so that we can provide that information to you per the agreement before or at the beginning of May. And then our City Council has their budget study sessions on May 11th and 12th, and then they adopt our budget on June 22nd. And with that, we're done with the presentation, but happy, as I said, to have any additional discussion or questions where we can take those offline. So I think there's a couple of things we'd like to just get clear concurrence with the committee on. One is if you would like to sounds like we're hearing every partner would prefer to kind of take the spreadsheet and look at fund balance offline and then get back individually or if you would like us to look for a meeting between now and the April 1st meeting when we will be meeting again as a sub-tact to make an official recommendation on the budget. I'll be honest, Jennifer, I think we need both. Both? Yeah. I think we need some time to look at it this individually. And I think it would serve the process well if we met one more time before voting. Probably be a short meeting, but it would confirm that. Yeah, we we're really seeing what we hope to see. Yeah, I'll second Mary Grace's proposition. OK, so sounds like we have a majority that would like to do both. So we will plan on that. We will have Kimberly send that information out and then we will. We'll be pulling you guys very quickly to find a time between now and April 1st for another sub-tact meeting. OK, and and then at that time also, you know, we we recognize we gave you the CIP budget sheet relatively late in this process. So you'll also have time to look at that. We can revisit that if you have any questions on any of the projects. And then and then just wanted to see if there's questions or discussion for many of the sub-tact members based on the presentation today. Craig O&M budget went up by just a little bit. Relatively is like one point one point six percent or so. And I had the the reason for that explained to me as there's a lot of unfunded positions at the city right now. What does the budget moving forward? Assume in terms of those unfunded unfilled positions are actually. Yeah, the one point six includes all those positions. Budget includes every position that we have budgeted for. What what we reduced were some of the O&M projects in the professional services agreements that are going forward. And we reduced that overhead. Thanks. You know, anything I suggest is that when you distribute all of this material, you send us Excel spreadsheets, not PDFs. The PDFs are kind of hard to play with. Both would be great too. I will. Thank you. Other questions or discussion coming as the Santa Rosa rep. So we did go back and the best of our ability to recreate, because, as you know, we've had a lot of changes in positions, was that it was an agreement by the sub-tact to increase the CIP one million per year, year over year, until it reached 12. But if you're hearing, if you all are saying there was a different decision, we would happily take that because, as you know, we're continuing to look at that sort of funding gap. So perhaps that's something that we can revisit over the next year or so and kind of look and see based on all your memories of being on the sub-tact if there was a different, different agreement. But the best we could tell from the minutes, it was just a decision at a meeting many years ago and captured very lightly in the minutes. And Jennifer, I think back at that time, I think we were only doing one million a year. So, you know, we were looking out 10 years or 11 years and saying, well, let's take I don't I don't question that's what we decided there. I'm just saying that it's now 10 years later and that we might want to re look at that. Santa Rosa would absolutely agree with that. So we'll look to bring that back over the next year for additional discussions about our CIP investment. Any other questions or discussion on this item? From the sub-tact members. All right, if not, Jennifer, before we leave this item. And again, this is long term conversation. But for the first time in a long time, we may be seeing federal investment, significant federal investment coming into infrastructure. Have you all thought about how you'd utilize that to help manage some of these long term needs? So it's a great question. And it's something that we just started, you know, just got the information that there's potential opportunity. I think there's 36 million coming specifically to Santa Rosa. Part of that could be used for infrastructure investment, especially calls out water and wastewater. So we've had some initial discussions at the within the senior level of the city manager's report, direct reports to look at what options could be. So it's definitely discussions we're having from that perspective. I think we're looking at all opportunities of funding to help invest in our infrastructure, whether it's specifically the regional treatment plan or our systems as a whole. So, yep. Thank you. I will, as a reminder, to let everybody know that the flood wall grant that we went after, the federal flood wall grant that we went after is still in process. And it is actually in the environmental review. So that's very good news for us as regional partners. That could be a $10 million funding that comes our way. All right. If no other discussion or question from the sub-tact members, I'm going to open it up for public comment. So we are now taking public comment on item five point one. If you wish to make a comment by a zoom, please raise your hand. If you are dialing in by a telephone, please dial star nine to raise your hand. And Secretary Reyes, do we have any live email or voicemail public comments on item five point one? We have none. All right. Great. Thank you so much. So we'll now move on to item five point two. And item five point two is going to be an update on our regional operations division and deputy director regional water reuse operations. Emma Walton will be making the presentation. Good morning. Sorry, I got cut off when I joined the meeting, so I'm not sure where we left off, but I assumed I've been introduced. I'm Emma Walton, the deputy of the regional operations. I have a pretty brief update for you today. Kimberly and Laurie and Tanya did a great job communicating out kind of our infrastructure needs. And but I so I really just wanted to focus today on where we stand with respect to our recycled water and the availability of recycled water coming into the to the irrigation season. So I'll be pretty brief today. Priscilla, the next slide, please. So as you are likely all aware, our recycled water production is tied very closely to rainfall. And given that we have not had much rainfall this year, our current production is extremely low. The gray line there shows our average production over the last about 35 years. Last year is shown in blue, just an important note. Last year's production was our previous historic low for production over over the records that we have. And this year shown in black is even lower. So we are producing very little recycled water, which basically impacts our ability to provide recycled water to our agricultural customers. So next slide, please. So you can see our recycle water storage curve is shown here. Our average along the top there shown in gray. And then the minimum that we've seen since the geysers has come online showed in dotted gray there. And our current storage is, as you can see, approaching what we have ever or the minimum that we have ever seen. And this is not a minimum on any given year. This is actually the minimum on any given day over the last or since 2004. So we have very little in storage. Also, I'll note that we have been since January about or a little before that, been under delivering water to the geysers in order to retain some of our storage as we move into the irrigation season. Storage for us allows us to have a lot more flexibility in how we manage our water and how much we're able to make available. So we have been under delivering to the geysers. And so this the storage is a little more inflated than it would have been otherwise. Next slide, please. So as I mentioned, this really impacts our ability to provide water to our agricultural customers. We have contracts with our urban and geysers customers that are uninterruptible. And we have to meet. We are confident we will meet those contracts with the water that we are producing. But we will have to cut back pretty severely on the water that we provide to agriculture. So this year we are moving toward not providing water for our frost protection users. That information has been shared with our frost protection users. And we want to continue to share that message and get the message out because it will have pretty big impacts on on operation for them. We will be needing to look at allocations. And we are in the process of establishing what those allocations will be. They will be even lower than last year. Last year we were. We we needed to put allocations on our users of about 70 percent of their historical use this year. It's going to be even more severe, extremely severe. So over the next few weeks, we'll be developing what those allocations will look like and we'll be getting that message out as soon as we can. We have established an ad hoc of the Board of Public Utilities to meet this year and specifically discuss how we want to look at allocations, how we want to provide water to our agricultural users given or in such dire conditions this year. So that'll be an ad hoc specifically dedicated to talking about how we allocate agricultural water just this year, Asian season. As I mentioned, we are under delivering to the geysers currently. We are confident that we will, by the end of the year, meet our geysers contract, but just providing the ability for us to maintain a little bit more in storage does offer us some operational flexibility. That's important. We are cooperating with our regional partners. Windsor currently is over delivering to the geysers to help offset what we have to deliver to the geysers to help us maintain just a little bit more. Sonoma water has also offered to transfer us some water, which we are gladly accepting. So those little bits are small in the grand scheme of things, but every little bit helps and we're really appreciative and happy for the assistance. And as we move through this kind of really dry year, we're going to continue to communicate with our customers, with our board, with our regional partners about the situation we're in. But so just wanted to kind of take an opportunity to again emphasize what a tough year we're in for a recycled water supply. And that's all I had, but I'd be happy to answer any questions. Yeah, Emma, I also sit on the Santa Rosa Groundwater Advisory Committee and as we are making projections on future groundwater demands in the Santa Rosa Basin that we're counting more and more on reclaimed water to offset the demand from local groundwater. And I know that that requires building more storage. We fought that battle back in 2000. And that's why we ended up with the geyser pipeline. But and maybe this is a question for you, Jennifer. It will there be a point where it would be prudent to renegotiate that geysers contract? So that's that's a good question. That would be something that both our City Council and Calpine would have to have an interest in. The geysers contract really is a weather independent solution for us. It's critically important for us to not have to discharge. We have looked at additional storage in the past. We will revisit and continue to revisit storage. But typically, you know, storage doesn't make a huge difference for us unless there's more water. And but the the reliability of the geysers to keep us from discharging is critically important. So it's something we're going to have to continue looking at and balancing. But we also have to to keep in mind what the best value is for the sewer customers and those ratepayers as well. Are there some questions or comments? Yeah, just one quick comment just for clarification. I believe we have snow, the water is provided, I think about 30 million gallons already from our airport, Larkfield, WikiUp. It's recycled water we're providing. And and there may be a little bit more, but we're we're also kind of tight this year ourselves. So but we are looking forward to meeting with you and I think Kevin Booker is going to be trying to set up a meeting to chat with you about this kind of develop an agreement by which we might be able to provide more water to you on a more regular basis. But anyway, I will, if he hasn't, be expecting a call from Kevin. I think this is a good time to be chatting. Yes, thank you. And yes, you are right. You guys have provided, I think about 20 million gallons 20. OK, so far, we're happy to take more if you have it. And we're happy to continue to have conversations about how to, you know, optimize the joint use as we move into the future. Right. Great. Thanks. You have done any climactic modeling on the recycled water system. Do do we have an understanding of what the future looks like for your system? I'm not aware that we have specifically on the recycle water system. So that is something that we will we need to start working on. And following up on Joe's point. Is the context to start working on it? Perhaps the groundwater sustainability agency. Because, you know, he's right, there's this really strong underlying assumption in the groundwater models that the recycle water is available to us, that a lot of the ag demand. And if that's not true, that really changes the way they're doing their planning. Yeah. And you'd think we'd have that figured out by now. But, you know, it seems like there's enough different people from agencies at these meetings that we don't quite get the dots connected. We've definitely been having those conversations. So we definitely, you know, we have a seat at the GSA and the advisory committee, we have that information. I think this is this is the first year we've ever seen, frankly, anything like this on our recycle water system. And so where we're kind of trying to get get through this is as best we can and understand what those impacts are going to be. And then we have to start looking at this going forward. So we do understand the need and looking on the GSA side. We also know we have to balance a number of different needs. And in particular, for this group, for the sub-tact, we have to look at what's best for the treatment plan. So it's a balance. I hear you, we're looking at it and it's going to continue to be a struggle going forward. But this is this is the first time, you know, these are historic lows. We've never seen anything like this. So we're trying to adjust and start figuring out what that means going forward and starting to look at these pieces. Yeah, and I mean, the reason I suggested is they've got a climate model all tuned up and running. So, you know, adding the precipitation volume on your ponds to that model and kind of seeing how it all overlays seems like it could be efficient. Very true. Famous last words with models. Well, they ought to be able to do that. Yeah, I think there's opportunities and synergies. I think we've said that from the beginning to work with the GSA and to look at GSA investment into helping make recycled water more resilient. So I think there's opportunity there and not just for Santa Rosa system, but it's impacting all systems that have recycled water. So I think, you know, with Windsor, with the airport, with us, I think that, you know, the GSA really, we've brought that up before, but maybe we need to bring it up more strongly that there needs to be some look at how the GSA can help support as well. Yeah, I mean, they're recycled water resilient. They keep saying they're looking for projects. And if, you know, their whole plan is premised on resiliency, we don't have in the recycled water system that ought to be a very articulated discussion with some real projects and money on the table. Agreed. Yeah, and just to follow up on that, you know, Emma, you see the current storage as a historic low based on some of the climate models that we are seeing at the GSA that may not be below for very long. We could see lower lows. And so, Jennifer, what I'd suggest, what I was getting at with the Geysers contract is that currently you have a fixed quantity to deliver to the Geysers annually. And that could be renegotiated to make the Geysers just another player on a par with agriculture. And as storage goes up, flows goes up, as storage goes down, sorry, Geysers, you don't get that much water this month because, you know, they're players too. Yes, we've had those discussions at this time. There's no interest by the city council or Calpine to renegotiate the Geysers contract. It's a $200 million investment that has been made by all of our communities and provides us with a lot of certainty. So we'll continue to work with our board and our council and get direction on that, but this is where we stand at this time. Okay, thank you. Other questions or discussion? Yeah, just, this is going to be challenging. When there's not enough water, the people with fixed contracts are very, very attached to them. Yeah. All right, well, thank you all for your time. And enjoy. Thank you, Emma. Thank you, Emma. All right, so if there's no other sub-tech questions or comments, we'll now take public comments on item 5.2. If you wish to make a comment by a Zoom, please raise your hand. If you're dialing in by a telephone, please dial star nine to raise your hand. Secretary Reyes, do we have any live email or voicemail public comments? We have none. Thank you. All right, that completes item 5.2. And so now we're moving on to item 5.3. And this will be a presentation of our Trucked Waste Program and Deputy Director of Environmental Services, Sean McNeill will be making the presentation. Great, good morning. Regional TAC members, excited to be here and share with you our Trucked Waste Program. We'll give a little history of where we've been with the Trucked Waste Program. Talk a little bit about its mechanics and where we think it might be heading. So let me, I'm waiting to get the share screen, got that? Okay, so a brief history of our program is really was predominantly taking in the landfill leachate prior to 2006, we were getting about 10 to 20 trucks a day from Meacham landfill in the summer. And that would rise up to 70 trucks a day during heavy rains. And then in 2006, the pipeline connecting the Meacham landfill with the treatment plant was completed and allowed to be in operation. And now much of that leachate comes to us through this pipeline. And we also had a septic, we have a septic receiving station. One of the issues, whoops. One of the issues with the septic receiving station is our prices were a little bit out of alignment with what the market was. So we didn't have a lot. We lowered the people coming, bringing septic to us. We lowered the septic rate in 2015, which brought in more haulers to the plant. And then soon after that, we started our high strength waste operation in 2016. It's limited to about 48,000 gallons per day. And it's metered into the plant's existing anaerobic digester. So it wasn't an incredibly expensive project. We didn't need to create a lot of new infrastructure, but we did have to create some. And it's a low energy treatment option. So instead of mixing that in with our regular waste, we're able to direct it straight into the digesters and it increases our methane gas production. So the different types of waste that we accept, we have our septic receiving station. That's our highest rate. It's our highest strength waste as well. It's 13 cents per gallon to discharge there. We have our high strength waste station. That's four cents per gallon. And that's for animal processing waste, beverage processing waste. We'll take in fats, oils and grease and inedible kitchen grease, as well as food processing liquids. It's really increased. It's been a great boon, I think, to our community providing this service. And I'll talk a little bit more about that in a minute. And then we have our emergency holding basin. And this is where we take a quit, sort of regular or low strength waste. And this is our equipment rinse aid, groundwater in landfill leachate that might come from some of the other landfills other than Mechum or Mechum's pipeline is not in operation, then they would truck it to this location. So with this truck waste program comes regulations as anything we do in the wastewater industry. So our NPDES permit requires that we have designated septic receiving locations. And so I just went over the three that we have and then that we maintain a truck waste management plan which includes a sampling plan and how we're managing truck waste and preventing the truck waste program from disrupting our operations. And so we maintain that. Also, we have an air permit for this through the Bay Area Air Quality Management District. When we accept that high strength waste, we have a high strength odor scrubber which prevents fouling of the air. And so we need to monitor emissions from that as well. We have a renderer's permit which allows us to receive some of the material. And with that comes a requirement that we track all the manifests for all of our kitchen grease transporters. So there's just some permits and regulations that we have to keep track of. We also need to permit the waste hauler. So we don't just let anybody discharge here that all the haulers need to be permitted. We collect an application and we update that application every year that's something our Environmental Services Division does. We collect an annual fee for that and we ensure that they have the appropriate insurance with indemnification for the plant and that we are able to sample their waste loads to make sure that it meets our criteria. Once they're permitted, they each vehicle for each of the haulers, many haulers have more than one vehicle, we'll get a scan card and those scan cards are used and they track all the transactions and goes into our billing software. So over time, this program has really grown. And if you look at the number of waste haulers, we've had, you know, in 2012, we had one basically getting the leachate from the landfill and then that started to grow. In 2015, towards the end of 2015, we changed the septic trace from 27 cents a gallon to 13 cents per gallon. What was happening at that time is all of the septic haulers were in our area, were driving down to East Bay Mug. And so that happened at the end of the year and you can see in 2016, that number increased quite a bit and towards the end of 2016, we added the high strength waste onto our program. And then the numbers continued to grow up to 42 different permitted waste haulers. One thing that these numbers don't show is in 2016, where we had 25 waste haulers, we had 1550 different trucks permitted. Now in 2020, we're up to 103 different trucks that are permitted to come in here into the treatment plant. So we could break it down into those three different areas. What is our volume of water that we've received in gallons from 2013 to 2020? In 2013, it was almost all the holding basin which was leachate with 1200 gallons of septic haulers brought in. So that's like four truckloads. 2014, once again, it was a wetter year so the amount we came to our holding basin came up greater in that the amount in a holding basin tends to vary based on weather conditions. It'll rise in wet years because it's primarily leachate and groundwater. And the septic rate amounts started accruing quite a bit starting in 2016 and holding relatively steady between four to six million gallons a year. And then we can also just take a look at how this works with revenue because each of these waste streams have different prices that they pay. And so since septic is the highest price, even though it might be the least volume, it's one of our higher revenue generators. For our trucked waste program. And I just wanna mention that the data here for the trucked waste program that I'm showing is only what's trucked in. It does not include the revenue that we get from the Meacham landfill through the pipeline which is what's in our budget includes that as well. So I just wanted to share that little bit of a difference but you can see throughout the time our revenue has grown. I think 2020 is a bit of an anomaly. Deputy Director Zimino was talking about in 2018 we had a boom year for our high strength waste to pretty much maxed out what we were able to do here for high strength waste. And that was because one hauler had a big year for their brewery. And then in 2019 it shrank and then in 2020 they turned on their pretreatment and are able to find a new place for that water to go that isn't our high strength waste. So we've seen a reduction in our high strength waste just from one haul or so. What that really means is for our trucked waste program variability is to be expected. Overall, if you look at the trend revenue has increased in this area quite a bit but the variability comes primarily from the leachate and groundwater sources are weather dependent and also new business opportunities can open and can close just as quickly. We have another business that's moving into our service area from out of our service area and they're bringing with them different product lines each year and they're not gonna do pretreatment until all their product lines are here. So we're looking at that individual company really taking over where we lost with that one brewery that this individual company moving in will increase it for a couple of years until all their lines are here and then they get their pretreatment in and they'll be able to use the suing system that's in their area and eventually we'll go to one of our regional partners as revenue. So it's a great opportunity for businesses us having this trucked waste program makes it easier for them to relocate and phase in their operations into our area. So when we have a trucked waste program we have to have a sampling program and we have to sample new waste types so we can characterize it and know how to build them. Also, if we see questionable loads which might be mixed loads, we need to sample that and make sure that we're both charging them appropriately and that they're discharging appropriately. And so we have random sampling of septic trucks at least two days a week and then our high strength waste program we sample up to three times per day as it's fed into the digest or feed pipe. And this is really important as we accept new waste streams and when we're at really low flows to the plant because trucked waste while it might seem like a relatively small amount overall it can if we get too much of a specific type of trucked waste it could cause a disruption to our system. And so we need to keep eyes on that. But there are lots of benefits of our trucked waste program and if you just compare the trucked waste program and its growth that all that trucked waste would have been going somewhere else primarily to East Bay Mud we can track the vehicle miles travel of businesses being able to share that. And we're saving about 671,000 vehicle miles per year with our trucked waste program which saves an annual 3,500 tons of greenhouse gases. Not only does it help our businesses in our area but it gives us an opportunity to make these services cheaper by it because they don't have to haul so far. It also has increased the amount of water reuse. So talking about having this water available for our reuse program is incredibly important and having a trucked waste program that brings that in while it's a small part of the overall water coming into the plant, it is another part and it's something that we've been able to do by increasing the trucked waste program. Also has increased the biosolids reuse and methane gas production because of that. So that methane gas production turns into power to help offset the cost of running our treatment plant and also can increases our revenue. But with any business venture it's not without its own impacts. So when we bring these trucks into our plant they're big trucks and they're loaded it's wear and tear on our pavement. We've had to add an additional operator to our shift to just oversee the trucked waste program and make sure that every time we get a high strength waste connection that needs to be an operator who makes that connection. It also has impacts to our office staff because there's greater amount of tracking including the billing. We have four customers in this sub-regional program and then now we have 42 other customers through our trucked waste program. So we have to keep track of that billing and now with the Inedible Kitchen Grease program we need to track the manifest. So we need to make sure that each trucker is giving us a manifest for each load that they're discharging and that that manifest is tracked here at the city and then made available to regulators when they come in to double check that we're checking that. We also have the increased biogas production which increases the maintenance on our engines. And then of course the truck waste program because the sources of the truck waste is variable it has a greater risk of plant upset if it's not monitored. And we did recently have an issue of getting really low pH loads to the plant that we had to send a trucker away. And recently we've had to work with another hauler to make sure that they're sort of limiting the amount of truck waste that they bring because it has impacts to our UV transmittance from that particular waste stream. So we need to keep an eye on this program. It's not just let them dump and assume it'll all be good. We have to keep monitoring. So in summary our truck waste program has provided 36,000 deliveries over 36,000 deliveries between 2013 and 2020. That's over 148 million gallons of water that came in and that amounted to $6.9 million in revenue and over 60,000 megawatts of power was generated from that. Well, where's it going? What's the future of the truck waste program? That variability will continue. I think if we run a climate model on this I think the future is greater amounts of variability really wet years, really dry years but also there are new business opportunities. Currently the regulations that are out there and I'll speak a little bit about these are could open up new opportunities for truck waste program and that because of our program and our automation of the billing and all the things that we've set up it can be an attractive option for businesses wanting to relocate into our service area and wanting to phase that in a way that fits with their business model and that what's really important to us for the future of this truck waste program is that we're able to effectively monitor these waste streams and to prevent treatment plant upset because if we can't do that we can't do this program. So changes to the regulations there's two that I can just think of recently the pathogen TMDL it's gonna require greater amounts of septic tank inspecting, cleaning and hauling throughout our region which will mean there'll be greater loads of that that's an area where it's beneficial for us we like this revenue stream because it does not typically provide a lot of upset the trucks are relatively small compared to some of their other sources and so has less wear and tear on the pavement and they pay a higher rate and also winery waste requirements the regional board has just really or the state board has just changed the general waste discharge requirements for winery process waste and so we might start to see wineries looking as part of their business model instead of upgrading their systems looking at our truck waste program as an option and of course that's gonna be an industry as they start to utilize our services more we're gonna need to work with and educate them about what is the water quality parameters that we can actually receive here because some of this waste stream from wineries can be an extremely low pH and cause an upset in our plan So with that, I'll take any questions Any questions or comment or discussion from the sub-tech? Yeah, Sean, just a thank you for the presentation and so when you showed the extra the energy production of 60,000 megawatt hours is that attributable to the trucked waste or is that total? That's the trucked waste program from 2020 That's impressive So that's, I mean, that's I'm just trying to think of to do my conversion in my head real quick I'm thinking, is that a few hundred thousand dollars or a couple million dollars? I'm trying to think I'm just I don't pay the electric bill here Yeah, I just, I'm rusty on that So anyways, I think actually it's probably on the order of, oh, well, it's right it's off, you get to use that to offset your purchases then, right? Right Okay, so yeah, so that's quite a bit So that's great to hear Average about 15,000 a year Yeah, great Any other questions or comments? Okay, I'm sorry, one more comment So the you said there are, they're hauling they haul in, for example, like grease trap material, right? Right And that So and that's probably within your service area That's within the region Okay, okay, great Okay That was my question if it's within the region Okay, thank you Yeah, we actually changed our sewer ordinance to actually, to allow it to come from out of the county prior to that our sewer ordinance it had to be generated within the county but with all the disasters that have been happening and a need in systems being shut down in other areas we thought, you know, while we're not looking to get people from out of county just having that flexibility in our sewer ordinance was important Absolutely So, okay, thank you Great, well, thank you all Take care Thank you, Sean So if there are no other questions or comments from the sub-tact we'll now take public comment We're now taking public comment on item 5.3 if you wish to make a public comment via Zoom please raise your hand If you're dialing in via telephone please dial star nine to raise your hand And Secretary Reyes, do we have any live email or voicemail public comments on item 5.3? We have none All right, thank you Well, that concludes our new business and so we are now adjourned Thank you all, have a great day Thanks Thank you