Transcripts For SFGTV Government Access Programming 20240714

I move approval. Second. Any Public Comments on the minutes . All those in favor . Aye. Opposed . The motion carries. The next item, please. Item 4 is general member of the public may address the commission on matters that are within the commissions jurisdiction and are not on todays agenda. Mr. Di costa. Commissioners, i want to talk on a number of issues, and i was watching one of the committees the board of supervisors. Two of your consultants, one who deals with iso, electricity, and the other one is, i suppose hes an engineer that i havent met before. So im very much interested in how you commissioners are going to be dealing with the transmission line from the 75 megawatts. So i had to do a little bit of investigation, and i see that the digesters cannot go forward unless they have steady energy, electricity. So why dont we have this conversation . Are we dumb or something . We have a Contracting Center there and we dont have any discussion what really is happening with the digesters, where are they going to get the energy and electricity to do it. Why are we kept in the dark . In the interim, there is Community Benefits and outsiders are getting 300,000 in grants, and we advocates who have been monitoring everything, we are getting shafted, but not for long. Not for long. So commissioners, some of you all are astute and i worked with you all, and we need to get the Empirical Data first before we make all these plans. Now, reflecting to a different time when ed smelof was here, we were good friends and we would discuss about some of these areas. So this transmission line, i want to know more about this transmission line, theres full accountability and transparency. Its supposed to be bringing about 75 megawatts so that the digester project can go forward. Now, paradoxically we started with 6 billion and now this system, the sewer system Improvement Project is 10 billion. Its like the central subway that started with 600 million and ended up with 2 billion. Somebody has to ask the question and commissioners and those appointed in high places and who get high salaries, they have to be accountable with full transparency. Thank you very much. President caen thank you. [ bell rings ]. President caen any other speakers snr i would like to take this opportunity to welcome the project Management Bureau interns who are seated in the back row. Welcome to our meeting. Next item, please. Clerk item 5 is communications. President caen commissioners, any comments . Public comments on this item. I see none. Lets move on to the report of the general manager. Good afternoon, commissioners. First, i wanted to update you on one of the items that you requested from me about working with the Planning Commission to present on our water supply assessments. So what has happened is that the twalimee river trust has engaged with the Mayors Office and so the Mayors Office is helping coordinate a lot of activities they would like to see happen. So the first thing is that the Mayors Office will sit down with the twalimee river trust and have a meeting with them, and i believe its scheduled for august 6. And then the next thing that were working on is actually the pc making a presentation number of the Planning Commission i think sometime in august. Were nailing down those dates, where we will give an assessment of our water supply and then they have an opportunity to present their case in front of them. So i just wanted to give you an update on that because thats something you wanted me to follow up on. And then the other item i just wanted to give you, that today was a very exciting day. We had an opportunity to really partner with the community about the best use for our different Water Supplies. It kind of follows a whole onewater concept. We worked with Energy Center San Francisco, which is previously in our deed. They use 33 million gallons of water to produce steam to heat buildings in the downtown area. Meanwhile, bart was pretty much dewatering their foundations and putting it in our sewers which was nearby. We found a unique opportunity to have those folks partner to save water, and what we did is we participated with giving them a grant to help them put a reverse osmosis plant there so they actually now are using the groundwater that bart would normally put into our sewers, treat it so that they can use that water instead of our water. We thought that was a great partnership. That is one of the largest onsite use projects in San Francisco today and were really proud of it and you will probably see it in the news today. I think it was earlier today. But thats the type of projects that were really pushing and that really means a lot to san franciscans. Other than that, that concludes my report. President caen thats wonderful news. Why do they have to use reverse osmosis . Is there salt in the water . The groundwater that theyre using is from from aquafer. So its not only to remove sod, but it had other things in the water. So theyre actually spending i think the whole processing train is about 4 million, and we provided a grant for half a million dollars, but theyre saving about 1. 2 to 1. 5 million in water costs purchasing water. So it actually benefits them in like four or five years. They get a payback. President caen so the bart water then, the bart water goes down our system and then we do something with it there . It goes to our Treatment Plant. They pump it into our sewers and it goes to the Treatment Plant. Now it doesnt. President caen it doesnt go to our Treatment Plant . Theres an infrastructure there that we have to build . What they did as part of the whole coordination is that Energy Center San Francisco, part of their whole design was to also give larger pumps so that bart can actually pump it to their location. So instead of pumping into a cistern that pumps that it goes into our sewer system, they actually pump it directly to them. So they worked in partnership, which is very challenging working with City Government and a sort of Quasi State Agency bart. So it was a partnership. It took about seven years of going back and forth and figuring out all the obstacles that we had to figure out to get around, but very excited about it. President caen thanks. Any Public Comment on the general managers report . Next item, please. Clerk item 7 is the bay area water supply and Conservation Agency update. Good afternoon, commissioner applis s, thank you for having me here today. Last month i talked to you about the new dry your Water Supplies in the San Francisco water system that are needed for the water that is represented and mandated by state law. I was encouraged by commissions strong positive response, and i want to take part in the conversation. For your successful Water Improvement Program which was built to rebuild the earth quake system, you established a strong and qualified organization within the pc that was led by an outsider at the time who reported directly to the general manager. That was a very bold step and i suggest that you need to take another bold step now, perhaps with someone already in the organization or another outside executive to lead this new water supply area. This new leader should be responsible to the general manager. This new leader should be responsible to the commission. This new leader should be assigned the huge and urgently needed task to find and develop new water sources for future drought years with an Adequate Program to make process. This was about rebuilding the pipes and infrastructure of the system. This new program will be the water to put through the system during drought years. Annual reports about your progress should be continued to the state, as required by law, and they should talk about the real water sources and their development. As boscos chair said during our board meeting, the next dry year for water users should depend on your Regional Water system may not be far away, so there is no time to lose and time for the pc to find a water center as needed during drought years. Similarly bosco will respond and fulfill its obligations. So i suggest by december of this year, 2019, that the pc staff should bring to the commission a plan that documents how your agency will develop and implement a program, not a plan, to deliver new critical Water Supplies for future droughts. They shall have a realistic budget. They should have full staffing, focus and responsibilities. This program should be included in your cip that you will be considering for adoption in 2020. Also needed will be a schedule that will be met with updated details as theyre available adds this program gets implemented and with continued engagement of bawsca. With that, that concludes my comments. I would be happy to answer any questions you may have. I had an opportunity to talk to nicole and i do agree that we need to focus and make sure we have a Program Manager. Weve been talking internally about that, but i would say that the way we structure the water system Improvement Program, we have a Program Manager that actually reports through infrastructure and because thats what they do. And so i think we will come back with a structure of what we feel is appropriate and what resources we need. We will try to put together an overall schedule, but it is a little more difficult than designing a project when you have a lot of negotiating with other parties. So i dont know how a realistic schedule that you could put together when you dont know what your people that youre trying to coordinate is very challenging. But we will do our best to put it together. We understand the seriousness of this, and we are going to put resources we need so we can be successful. Thank you. President caen its a start. Its a start. Thank you very much. President caen any Public Comment . Commissioners, id like to go to the source. So i mentioned the raker act umpteen times over here, but i think some of you commissioners havent read the raker act. Some of you commissioners and i know one or two of you all have been in the capacity of being the general manager, i dont know if it was under the Water Department or the San Francisco Public Utilities commission which was formed in 1996. So when you say San Francisco Public Utilities commission, people think its a hundred years old. No, it was formed in 1996. The reason why i say that am i wrong . The commissions been around for a long time. It has had some changes in structure. Okay. The structure. But its i made a mistake it goes back at least the structure in 1996 when things were changed. Im saying this because originally we have to come to an understanding why did we damn the hachachee dam and reservoir and whose needs did we have in mind . Thats what im focused on. Some years ago i was doing some investigative reporting and i found out that ibm and some of the companies in the south were using inordinate millions and millions of gallons of water. And we agreed to those contracts because we get some money. Now, ive attended a few of the meetings and they do a good job, but again i want to come to this place when the raker act was established, whose needs did we have paramount in mind . Thats what im focused on. And the reason why im focused on that is because i work very closely with the native americans, the first people of the area, whose water that was. [ bell rings ]. And without their permission, the water was taken away from them and dammed. Today we think we can flush our toilets with clean drinking water, and thats a shame. I want yall to connect the dots. Im not going to go into the details because im not here to teach adults what is right and what is wrong, but those are my comments. Thank you very much. President caen thank you. Any other Public Comment . Next item, please. Clerk item 8 is other commission business. President caen commissioners, any business to bring up . No . Okay. The next item is the consent calendar. Clerk item 9 is a consent calendar, all matters listed hereunder constitute a consent calendar are considered to be routine by the San Francisco Public Utilities commission and will be acted upon by a single vote of the commission. There will be no separate of these items unless a member of the commission or the public so requests, in which event the matter will be removed from the calendar and considered a separate item. President caen is there any item you would like removed from the consent calendar . Any item that the public would like removed from the consent calendar . Seeing none, may i have a motion. So moved. Seconded. President caen all those in favor . Aye. President caen opposed . The motion carries. Next item, please. Clerk item 10 is a workshop overview of the sewer system Improvement Program including update on new headworks facility and biosolids digester facilities projects. Approve the terms and conditions if i can figure this thing out. Donna, can you can i have the overhead or the computer, please. Good afternoon, president caen, commissioners. Howard sung acting director of the water programs. Commissioners, this will be our second part of our twopart workshop in advance of our monthly updates. At our last workshop we provided an overview of this program and went over the construction manager, general contractor cmgc model being used for our headworks and biosolids. We also discussed how we incorporated Environmental Justice into the program and went over our Workforce Development strategies. For today i would like to recap on the approach as well as go over how we cost estimate how we cost estimate our projects and how we address project risks before we dive into the two biggest projects in head work ones and biosolids given they their respective project managers. At our last workshop we presented the concept of a traditional design bid build and the construction manager general contractor, cm gc approach. To recap the majority of our projects were using the bid build project where we developed 100 of steins and put the project out to bid. At no time during the design phase do we interact with the designer. For more complicated projects like head work ones and biosolids we have decided to utilize a cm gc approach. With that approach we bring the contractor in as an integrated team member, usually after 35 , and utilize their experience and construction expertise to help improve our design, reduce risks, and validate schedules. The cm gc approach fosters collaboration between owner, designer and contractor, integrates the contractor entering into design phase to bring the benefit of construction expertise and improve our overall design, increasing our confidence of the design 100 , which is now more developed and vetted with the contractor and pricing and schedules are more realistic. That gives us the ability to identify construction risks and verify and mitigate them during design, which is less expensive than trying to find them during construction. Both the design and the construction can be done in parallel, which can increase schedule efficiency, versus the linear approach to designbid build, which requires us to complete 100 design before starting construction. Bidding in smaller packages also increases our opportunities for lb participation and allows for more time to develop a certain develop and train local workforce to suit the actual construction schedule. And lastly, its more agile and flexible in bidding. When certain bid packages come in over we can elect to rebid that package or design or break out the scopes to better increase participation. Although cm gc has many advantages, there are still some considerations we need to recognize. It is a new process for us and for our organization. We are not yet as efficient as we would like to be, so we are still working on developing efficiencies. We need to establish or amend some of our administrative functions, policies and procedures, and increase our resources that are necessary to fully implement cm gc more effectively. Because packages are bid out over time we do not have a contract certainty until the end of the bidding process, which can take a couple of years from the start of construction. Moving on to cost estimates, we conduct cost estimates at standard intervals, 10 conceptual, 35, 65, 95, and 100 as our project design progresses. What this slides shows is the Industry Standard for cost estimating over the life of the design. The accuracy of the estimates are expressed as a plus or minus percentage range around the estimate intervals. These are the green and orange lines that bound the blue cost estimate line in the middle. Basically this line indicates how much a given project cost should vary from the estimate. The accuracy reflects the move from the earlier lessaccurate estimates to more specific and more refined estimates that design approaches 100 . This is an example in this example, the flat blue estimate line represents an ideal situation, where the overall total estimates remain the same. This does not take into account changes such as scope additions or risk factors or such things as operational logistic constraints, market factors, tariffs, and other uncertainties that develop over the design duration. In our next slide we will talk a little bit about risks as well. A more realistic line would tend to slope up as some of these changes or risk factors are incorporated into our project. For risks, these are some of the potential risk factors that can impact project costs and schedule. These are the same types of risk that well find on head work ones and biosolids projects. For Risk Mitigation, the team does prepare a plan to identify, assess, evaluate and manage potential risks in their projects. Some of these risks can be mitigated, some cannot, like market conditions, tariffs, or commodity Cost Increases. What we we account for the risks in trends or it is incorporated into the project as a higher cost or potentially longer schedules. However, one of the advantages of the cm gc approach is to provide greater flexibility in managing and mitigating risks prior to starting construction. This approach allows us to quantify risks prior to design rather than encountering them during construction. Mitigation can involve changes to the design, material selection, construction means and methods, or even resequencing work. Youll hear more of these examples in our next two project presentations. Id like to take the time now to stop and ask if theres any questions before i turn it over to my colleague to go over the details of the head work ones project. President caen any questions . Thank you. Good afternoon, president caen and commissioners. I am the superior project manager for head work ones project and im also a district and bay view resident. I have been working on project programs and operational aspects over 20 years for puc. First i want to thank president caen and commissioner maxwell for coming out to the site yesterday and look at the progress of the construction as well as the constraint with the site logistics. As howard recapped cm gc process and its salient features, i will provide overview how we have applied those principles on h d headworks project. I would like to spend a few moments to explain what headworks is, what are the current deficiencies, and how new headworks will address those shortcomings. As the name suggests, headworks is the head of the plant, also known as a preliminary treatm t treatment. All the flow from Collection System first enters into the plant into headworks. It is also a highest elevation at the plant and wastewater flows by gravity to all remaining liquid treatment downstream. The majority of existing equipment associated with the headworks process is over 30 years old and approaching its normal replacement interval. In addition, the existing preliminary treatment process does not meet the level of Service Established by the commission and exhibits inefficiencies in the fine screening and grit removal, which if not removed it can clog up the downstream process or affect the downstream processes. The grit loading that we experience is 6200 pounds per million gallons. Imagine a day like today, we are treating 50, 55 million gallons. So multiply each million gallon by 6200 pounds of grit, thats enormous grit coming to the facility. Any wellfunctioning plant, the maximum upfront removal of debris that you can achieve, everything works as designed on the downstream side. The current headworks only removes 50 of grit and screenings, which comes with the influent flows. The new headworks will its designed to remove 90, 92 of this debris coming into the plant. The plant also as a seismic structural vulnerabilities and has control along the fence line. Along with reducing odors, the project will reduce the noise and ensure the quality of the structure along the road. In the next few slides, i will describe evaluation of the scope to mitigate risk by utilization of cm gc delivery method. The original scope as depicted on the slide had three scopes. Scope one was the site preparation, which includes demolition of the existing wet weather facility, installation of permanent 78inch bypass line, which is the blue line shown there, and various utility relocation and readouting. Scope two which is upper left, which is known as a flint pump station, the intent was to convert that wet weather facility into an allweather facility, which would require us to do extensive sewer diversion work and impact the traffic on the road there. As soon as we onboarded a cm gc contractor, we started to get feedback from them and first major input was to remove that underground line which is 78inch and was on the piers to an aboveground 54inch hdp line on the road. That helped us to reduce significant risk associated with the congestion in the plant road and eliminating conflict with the seismic work. The second major collaboration between cm gc and designers was to move the lift station from across from evans out. Initially we were trying to convert it to allweather, but we were going to install a new lift station. One of the major inputs we received from cm gc was to lift the scope, eliminating all the work on evans avenue. Another aspect i want to mention on the red is the seismic and Electrical Work which was originally not part of the project, but since its in the same footprint of the headworks, we adopted those two scopes part of headworks project, to eliminate the conflict of multiple contractors working in the same footprint. So the red aspects outlines the new scope which was developed in collaboration with cm gc and helped to mitigate some of the risk. Next i would like to go where the project budget as it stands today is 418 million. There are two scopes which are in construction. Scope one which is the site prep which is shown on a green box and also scope two a outlining the line on the upper left. Those two scopes are in construction. The green outlined scope is scope 3 which is in a bidding and award phase. And last but not least, scope 2 b. C. Which is the new lift station is in a design phase. The beauty of the cm gc process allows overlapping phases. So somebody in construction, somebody in bidding phase and we are still completing design on some of the Design Elements. So the next slide is to provide you an overview of how major benefits are received through cm gc delivery method and some of the consideration that howard talked about, process and nature of bidding a bid process. This shows if we had delivered the headworks project in traditional designbidbuild method, we would be still in design phase. We would bid singular large package in spring of 2020 or just beginning of 2020, and the project would complete sometime in 2026. The lower chart shows the efficiencies with cm gc where we were able to Start Construction if you see the scope 1 in 2017 with site prep and bruce flint bump station, with anticipated construction finished by 2023, pulling the schedule back by three years, 2023 versus 2026. I also want to highlight on the chart below, the bidding process happens in multiple ways. Its not onetime bidding and you get a surprise. It happens along the way as the packages are developed. Therefore, the final price will not be of a level entity, the last package bid out and we receive the business. For headworks, it will be in the spring of 2020, where the last package will be bid out. So with cm gc delivery method there exists continuous Risk Identification and mitigation of design components. In case of headworks, cm gc during preconstruction phase performed numerous potholing utilities to identify conflicts and read out options and provide feedback to the design teams. The major Design Elements were configured to mitigate risk of construction, as i explained, the underground 78inch under piers was removed and make it temporary aboveground line, as well as relocating a pump station from across the street on the site. So those were the two major reconfiguration of Design Elements to mitigate the risk working in the public right of way. Working on collaboration with planned operation contractor and designer, optimize the sequence of the construction phase, thats how we have now scope 1, 2 a, b, and c. Contract work and timing is also very important. With cm gc delivery method, the scope of work if the scope of work is going to happen three years down the road, cm gc would not advertise on day one. They would progressively bid out the packages. This allows a level of participation as well. So i wanted to discuss a little bit about mitigating risk and also mitigating risk comes with pricing the risk into the cost estimates. As commissioner caen and maxwell observed the site constraint, some of the Cost Increases are associated with Risk Mitigation related to site constraints complexities, and they have been priced accurately by cm gc progressive in their bid and cost estimates. Some risks are not possible to mitigate, such as working around the active plan where the flow still continues to come. We continue to treat 250 million gallons while building a new facility. The other factors, of course cost increase pertain to scope additions that i described earlier where we added scope to be in c to minimize or mitigate major deep excavation on public right of way on evans avenue. This helped reduce or eliminate impact to traffic for the neighborhood and eliminated major utility conflicts. And last but not least the market conditions. When we bid out scope i and ii a, we did experience higher costs associated with steel, concrete, and also trades. So cm gc helps us to accurately price those market factors into the cost estimates. These are some of the major factors that lead to cost impacts on headworks business. Through the chair, i want to interrupt for one second since i have something to do with construction as the commissioner here, it would be nice if i would be invited to some of these meetings when you are doing a tour. Its great that commissioner maxwell and the president , there, but tim paulson and i have a day job. I would like to whether or not i can make it or not, i still want to be apprised so that the sfpuc has been incredib incredibly attentive to the stuff that were doing. I want to point out that they mentioned in previous meetings that they wanted to go out there and tour the site, but im happy to do that. Unfortunately, we have to do two at a time because of the brown act, but we would love to take you out. Im telling you everybody since i have something to do with construction and ive heard him say construction at least 17 times so far, i want to be part of that. Thank you. Slides, please. So as howard mentioned about the process of cost estimating, we do conduct cost estimates at standard intervals as the project design and details advances. Also for the complex and Long Duration infrastructure projects, the duration between planning estimate to a 95 estimate could be three to five years. As various design deliverables are made available, various estimating teams prepare estimates to reflect current market conditions, workforce availability, and updates based on the refined design. Headworks projects started planning phase in march 2013. We just completed our 95 design last year. So its five years planning and design process. At 35 design, so the first estimate that we get is at the end of the planning phase, which is cer, which reflects the 2016 market condition and preliminary design. As the 35 design team started various geotechnical and hazmat investigation and many of the investigations still not baked completely at the 35 . Along with that, if you look at the x axis, we brought cm gc contractor right around 35 , about a month difference after the 35 was delivered. And as previously mentioned, cm gc and design team collaborated to identify and mitigate risk prior to construction and priced that Risk Mitigation cost into the estimates. So in a design build model, which is the common conventional delivery method, this risk would have never been identified or addressed until we are in the middle of construction and potentially leading to contractor down time and change orders and claims, which we want to eliminate by using this method. So the current state of the project we have already started construction scope i and ii a as i mentioned previously. We have awarded 24 packages at around 60 million, of which 15 is committed to lbe contractors. We have 15 packages of scope iii in bid and award phase. And we still have 78 packages to be advertised for scope iii and scope ii b and c. Therefore, many opportunities exist for Contracting Community as well as lb contractors. So as a project manager, i cant wait to see this day where we have a headworks construction complete. The graphics in front of you reflects the rendering of completed headworks facility. It will look beautiful with art on the wall and improved overall esthetics of the facility. Just a few highlights on the highestlooking building is our odor control, which is our commitment to neighbors. As you can see on upper right, the footprint is almost 25 devoted to twostage robust odor control system. So municipal Green Building code chapter 7 defines lead requirement which is Green Building requirements for Municipal Construction projects. Sfpuc was the first Municipal Agency in San Francisco to voluntarily pilot the envision sustainability rating system, which is a Third Party Verification of institute of sustainable infrastructure known as isi. The analysis performance submitted to isi in five categories quality of life, leadership, resource location, natural world, and climate and risk. Earlier this year on may 15, isi informed to puc to headworks project has envisioned gold award and recognize sfpuc as leader in sustainable infrastructure. With that, i would like to ask if there are any questions for me before i turn over to my colleague for the biosolid project. Thank you. Thank you for that, and i do have a question. A couple of slides back you showed the budget at the various stages or the estimates i should say at the various stages, as well as the uncertainty band. What do we use for our Capital Budget, which of those numbers . So the Capital Budget is about 418 million. Its right around 65 . Thats when we did the last rebate lining effort. So we will maybe i can answer. So it really depends, if youre asking what do we use to put in the tenyear capital plan, it depends on where the project is. If we are in the process of doing a tenyear capital plan, we will use the best information we know at that time, while each individual projects go through the reestimating stage at 35, 65, 95, and 100. On programs like water system Improvement Program, or sewer system Improvement Program, when we reassess and we identify the risk, we mitigate the risk, and its trending, we actually then inform the commission that the number has grown and we would say what are the reasons that we feel that the projects have increased. And what we will do is put that new number in the tenyear capital plan when we update it again. So we would budget on the blue line. Yes, the blue line yeah. Okay. So as that changes over time, we would read the base line yeah, we would do the blue line. Okay. And would the we also had a contingency that was the Program Managers contingency. Yes. And do we budget that ahead of time . As a result, that came we had some surpluses that we moved money out of into that reserve. Yeah, we had the Program Contingency for that particular reason that if one project have savings, we will put in the Program Contingency. If one project has some overages we would move money. As you remember on the sewer system Improvement Program, we were enjoying a lot of savings. We were actually receiving business 40 lower estimates. We put all that money into reserves. Unfortunately calpers came about and it took all the money out because of the geotech hidden faults that we didnt identify and we had to overexcavate to address that, which hit up all of that reserve and more. Do we have any reserve like that in the ssip . We have a reserve i don dont i dont know how much reserve off the top of my head. We do have reserves, but theyre really within the projects and the grouping of projects, we have collection projects, we have green infrastructure, and we have treatment facilities. So they kind of reside in an upper kind of a rollup bucket, instead of an overall one line. Okay. And i keep seeing this column is small, but those reserves are not robust at the moment . Do we try to cover i figure what color the top line was, but our estimating range at the top of that, do we try to cover that or how much do we try to cover . So sort offed philosophy that we would use, is that we dont try to cover the top of every project. What we try to do is cover the middle and then put money aside because some projects will go higher, some projects will go lower, and you dont want to tie up a lot of money if you really dont need it. So thats all about Risk Mitigation and also we want to try to have a probability of if all this comes in, either higher or lower, we can use a contingency amount that is not property and ask for more. If for whatever reason were under, we would tell you what we estimated and what things came about that we need to provide more resources towards. And we had a Risk Management process that tried to assess the dollar value of all of the outstanding risks, and over time as things became known, as more numbers became solid, the risk amount decreased. As i recall, we tried to fund Something Like 80 of the outstanding risk. Do we have a similar Risk Management process for wesip for sfip . Yes, we used the same professors for managing risk and preconstruction and construction. We have a procedure for that. Maybe if we can actually present the risks and the amount of dollars that we have because what we normally would do is we have contingency in the project s. When you go through the different phases of projects, you have to put money aside for scope that you havent identified. At 35 , you really havent gone through and designed very much. 65 you know better, but at 35 to really try to give a true estimate of what you dont know, we normally put a number there so that we hope that will cover all this stuff that we didnt really know about at 35. Then if we go to 65, we can assess were we close when we start identifying things. Then the same thing for 95. So that is we can actually present the risk because i think thats important of how do we manage risks. The other thing i want to point out is that were starting to move away from programming of like a program other than the water program, wastewater program, Capital Programs, and power Capital Programs. So i dont think were going to have a sewer system Improvement Program or a water system Improvement Program and identify a subset of water projects. I think what were going to do is treat all water as one program. As part of the the capital tenyear plan we will put money aside in a contingency for all water. So were trying to figure out how to treat these enterprises as one Capital Program versus having a subset, because theres other construction thats going on in water and wastewater other than and wesip and sesip. The last question actually, forget the last question. Well come back. Oh, i know what it was. The do i read into this that there will be something coming back to the commission prebase lining the headworks project that will include the scope change . Yes. And what will happen is the project that that scope came out of will also be rebase line. So youll see one project number go up and another project number will go down because we shifted that dollars to this project. Okay. Thank you. Could you clarify why you decided to just put it all under one water instead of initially when you had different programs. Yeah, so well, i think what we wanted to do is not have a level of service for a group of projects. We realized that we wanted a level of service for all water projects to deliver water service. So we work with either cdd, you know, hechi, and we came up with level service. Then what we have done is identified what projects that we need to invest in to make sure they meet the level of service. So instead of just identifying a subset of projects, we are expanding that to the whole enterprise. Thats how we come up with the tenyear capital plan. So i think were moving more towards that per se. But were going to continue with the sewer system Improvement Program, but the way were looking at it is this all comes from the same sort of money. Water enterprise is water enterprise, wastewater is wastewater. So if, for example, when calivaris was when we were putting more money there, it doesnt come from the water system Improvement Program, because it came from Steve Ritchie tenyear capital plan, we had to look at other water projects. So it has impact on the whole enterprise. So thats why we felt its better representation to have a Capital Program of all water, all wastewater, and all power. So part of it then is financial . Yeah. Its easier to move money around . Yeah. Okay. I have a question for you. Its sort of an individual question. You know that 54inch pipe for wet weather that we have above ground, that youre going to put above ground, where does that go . That goes to the primary treatment which is the next step since we are demolishing the wet weather headworks, we need to find out a way to get flow into the next process. So it enters into the next step of the process. To that end, where, how . Physically if we saw it laying on the sidewalk, pipe, does it make a turn and go in, does it go underground and go in . The pipe you saw on evans sidewalk comes into the building, then we have inflow junction box. A portion of the flow goes to the old sedimentation tank and a portion goes to the new existing. So it diverts flow into the wet weather primaries as well as the dry weather. Yeah, i just want to let you know that after we left your company, a couple of commissioners i was with, they actually wanted to take a tour and see the pipe on the sidewalk and they were asking me, its not connected. And i said, well, it will be. Before the wet weather start, it will be all constructed, tested, and in operation. Thats why you needed me there. President caen youll get there. Thank you, commissioners. President caen thank you very much. Good afternoon. Im carolyn shoe and im the senior project manager for the biosolids digester facilities project. So the biosolids digester facilities project is the largest project in the sfip. Here is an aerial of the southeast plant. As you know, it is a critical portion of our infrastructure, providing treatment for close to 80 of the citys wastewater and stormwater, but also one of our oldest facilities. So the purpose of this project is to completely replace the aging facilities and construct new facilities adjacent to the existing plant as shown here in the blue outline. Basically through this project were rebuilding one half of the southeast plant. So with this project we have a rare opportunity in front of us to really build from the ground up, basically start off a blank page for these facilities. So basically were you know, we went through a robust planning process where we identified and addressed future and longterm operations and regulatory needs. We had applied modern, more efficient treatment technologies and ensured plant functions efficiently and reliedly by thoughtful design. Were going to meet levels of service and sustainable goals, including treatment of all our biosolids and biogas and design the facilities to keep the odors and noise inside the plants fence line. So some Key Highlights for this project. Buy applying that modern technology i talked about, were going to be able to treat more sludge but do it with less digesters. Right now if you go out there we have nine active digesters, but in the new facility there will be five. Were going to improve the level of treatment from class b to class a, class a being one of the highest levels of treatment. With this class a product now, well have more future options for beneficial use of this biosolids. As you can imagine, its very rich in nutrients, so we can totally see it being used as a soil amendment for food crops, for example. Additionally with the biogas, which is a byproduct of the digest treatment, well generate enough Renewal Energy to provide heat to operate the new digester facility and enough electricity up to 5 megaawatts and also with any residual power being used at the rest of the plant. Lastly well achieve our level of service goal about controlling odors in the neighborhood. So right here i have a site layout of the new facilities. The different colors represent the different treatment processes that go with the plant. So the yellow which is the solids pretreatment facility, which is basically the heart of the whole biosolids treatment, it provides the thinking, the screening, the dewatering prior to the thermal hydrolysis process. We have purple which are the digesters themselves, and i also wanted to point out that notice theyre located the furthest away from the neighborhood adjacent to the railroad track. Theres gerald street right down the middle of the page and the existing plant is on the bottom. So i have those digesters basically made out adjacent to the railroad tracks. Theyre 65 feet tall, but the way we situated them, they more blend in with the rest of the facility and the neighborhood. Next step we have what is highlighted in green as final dewatering after the die gender expression. And we have the orange in that triangle area, that Energy Recovery facility that i talked about. Blue indicates odor control because we are committed to capture, treat and vent all the processed air from the project. Lastly we have that pink kind of on the edge. Those are actually two maintenance buildings which we thought was a more visually pleasing public edge that weve located along gerald street. Here is an architectural rendering of what it will look like. Right down the middle youll see gerald street and those maintenance i talked about with solar panels and down the side the anaerobic digesters. Theyre concrete vessels, but also planned to what you see