It is 6 30 p.m.

and I call the April 2nd Environmental Services Commission meeting to order.

Next I will do a roll call.

Commissioner Juan.

Present.

Commissioner Heinosh.

Present.

Commissioner Laxon.

Present.

Commissioner Tyson.

Present.

And Commissioners DuPirtus and Margolis are excused.

Good evening and welcome to the April 2nd Environmental Services Commission meeting.

First item of business.

I will entertain the motion to approve the agenda.

To approve the agenda.

Second.

Thank you.

Commissioner Heinash and Lackson.

Hearing no objections, the amend is approved as motioned.

Got a lot of things to read here.

Okay.

Oral and written communications are now open.

Reminder that there is a three-minute time limit per person and 30 minutes total per meeting.

Public comment shall be limited to matters relating to City of Bellevue government and to subject matters encompassed within the powers and duties of this commission.

Persons participating in commission meetings must not engage in speech or conduct that disrupts, disturbs, or otherwise impedes the orderly conduct of any meeting.

Disruptions may include and are not limited to failure of a speaker to comply with the commission bylaws concerning public comment.

Joe, are there any written communications?

There are no written communications.

Joey, do we have anyone we did registered for oral communications?

I see Mr.

Zimmerman is registered.

Yes.

Would you like to step forward and uh make your comments, please?

Thank you.

Oh, you steal my 10 seconds.

It's okay.

You'll waste you.

You're doing this in every meeting.

Okay.

My name is Alex Zimmerman, and I don't come talking to you because you for me look like a dirty damn Nazi fascist buster.

I come talking to Sieta to Bellevue.

You know what is mean City of Bellevue, 150,000 people.

Yeah.

So first of what is I explained to you, and I talk about this for many years, hundred times, why you don't show people faces here.

I spoke from Tacoma to Veret more than 5,000 times.

I spoke every week right now, 10 times.

You show faces.

I don't understand this.

Yeah.

Who are you?

A bunch of cretina.

This is a politica, yeah.

You don't see faces, you don't know who's talking.

Nice trick.

You make this trick, not me.

Second.

Twelve year ago.

Twelve year ago.

Twelve year ago, council make a decision, it's over camera.

In talking to because Alex Emirman very bad, so we decide right now we will have 30 minutes and 10 people only.

Is go for 12 years.

They be a late as freedom of speech.

First amendment.

They acting like a Nazi Gestapa bastard, a criminal, a bandita.

Who cares about this?

I spoke to me for 30 years.

No one face I talking about this.

No one.

In how seven council so stupid.

So says, go for 12th year.

Can somebody explain to me?

Nobody explains.

Bellevue is this number one fascist city in America.

It's very critical what has happened here.

There's not only plantation with 20,000 people, 65 Indian and 45 Chinese, but is don't have analogy in America.

We have a mayor.

Iranian Muslim.

Men with two citizenship.

Iranian citizenship include.

And he's a mayor.

How we can make a mayor with who with country?

What is we have war for 50 years?

And for last year we have a typical physical board.

Everybody quiet.

And nobody talking about inpeach him.

It's a problem, what is I see it right now?

Why?

Because all you are garbage on human busted is exactly who you are.

Situation very unique.

You know what this means.

And I come in talking about this for many years.

Tori, I spoke here in City.

It nothing happened.

Viva Trump.

We have a new American revolution.

Stand up slaving happy cow.

So right now you know what is who you are.

It's very simple, everything.

Just for you guys.

So you remember.

When you have a memory.

Is there anyone else in the audience that would like to speak?

And if you are attending remotely, please use the raise your hand feature in Zoom.

Or if you're joining by phone, press star nine.

There are no one else wishing to speak at this time.

Staff reports.

Joe, are there any staff reports for this evening?

There are no staff reports tonight.

Next item of business is approval of the March 5th meeting minutes.

I move to approve the minutes.

Thank you, Commissioner.

Second.

Thank you, Commissioner.

Any objections?

March 5th, 2026 meeting minutes are approved as written.

Is there any unfinished business?

This point.

No.

All right, new business.

The first item on the agenda is uh a 2025 financial performance report.

That was a written brief included in your packet.

Uh, we are not going to have a presentation about that this evening.

But if there are any commissioners that have questions about that, we would we could entertain those at this time.

There you go.

Commissioner Hinash.

All right, thanks for the memo, Matt.

My question um has to do with table two, the 2025 utility renewal and replacement reserve fund and ending fund balances.

So I guess I'm trying to look at those numbers in relation to a target or a benchmark of some sort.

And so I kind of took like the five year or six-year CIP to an average for each one of those utilities, and just said, oh, okay, six-year average for water is about 48 million.

We got 91 million in the fund.

You know, so and so.

And and the one that stood out to me was stormwater, because that fund is pretty high relative to the average six-year CIP for stormwater.

So just maybe could help us understand how to look at these funds.

Yeah, for sure.

Um response to your first question on what the target is.

Um, first to point out uh the city financial policies, while we have targets in our financial policies for the operating reserves.

Um targets are not part of our policies for capital reserves.

Now that doesn't mean we set, we don't set we do set targets, they're just not dictated by some council approved um policy.

That administrative practice is that we we try to maintain at least two years worth of CIP in the minimum in the target reserve.

Um, and so you can see water in that point is kind of right there at that two years.

In response to your second question about stormwater, um, unlike the water utility, which is an active replacement, um, our stormwater utility is is the newest of the three wet utilities, and so much of the infrastructure has not yet reached its useful life.

And so we are actively putting money away in the reserve to promote inter intergenerational equity, so that when those are due for replacement, um uh like culvert, for example, that the money is ready to replace them.

Are there other questions regarding the financial report summary?

All right, then moving on to item two utilities proposed 2027 to 2032 capital improvement program.

Good evening, Commissioners.

I'm Dave Baish, Assistant Director of Engineering for Utilities, and my colleague is Biral Shaha, our CIP portfolio manager.

We are pleased to be here tonight to present to you our utilities capital improvement program, or CIP, and proposed budget for 2027 through 2032.

We worked hard over the last couple months to strategically develop our proposed six-year CIP that we perform to meet the city's mission and vision.

Tonight you'll hear our key steps of planning and development process and the resulting budget proposal for each one of the three funds.

And the many programs that comprise our capital improvement program.

We'll also be providing information on the primary changes of this proposed CIP as compared to our current adopted six-year CIP.

Earlier, we sent you the proposed 2027 through 32 budget packet.

This is your copy of the proposed CIP budget that Brol and I will be going over tonight.

We encourage you to have it handy for reference this evening as we go through our summary slides for the proposed CIP.

This is an introduction of the proposed six-year CIP budget.

And at the end, we'll show you the anticipated schedule and how it inputs the utility's overall budget review and approval process.

We're requesting your feedback so they can be incorporated as part of the forthcoming budget review and approval.

Our agenda starts with a high-level overview of the utilities capital improvement program.

We'll then follow with that with more detail, including a description of the primary steps we went through in the budget development process, an overview of the proposed budget for the three utility funds, and then some details about the programs within each fund with an emphasis on significant changes from the current adopted budget.

We'll have some time for discussion and QA at the end, but please feel free to ask questions along the way too.

I'd like to thank you beforehand for your role in reviewing our proposed CIP.

You've seen this graphic before, but I'd like to quickly remind you on how ESC's role in capital budgeting relates to the roles of the department's staff and the city council.

Starting on the left, engineering staff are charged with developing capital improvement programs and projects so that they're well aligned with the council's vision and strategic priorities, which include developing these projects in accordance with our asset management principles and meeting our customers' needs by promoting providing utility services at the lowest lifecycle cost.

After formal adoption of the CIP, our role is then to deliver the projects that are approved through planning, design, and construction.

The ESC's role is to review the proposed CIP programs and budgets, request information from department staff, and provide feedback to us.

Tonight we'll be providing you with a lot of information about the proposed CIP.

With your review, the ESC will then be asked to provide your policy recommendation to the City Council.

Upon receiving your recommendations, the council then reviews, directs any program changes and approves the proposed CIP and budget through the biannual budget process.

Next year, as staff works to implement projects, council has the role of approving contracts and any requested program budget changes that occur during the biennial.

Next is a high-level overview of the capital improvement program.

The CIP is a critical component of utilities' ability to continue providing reliable water, wastewater, and stormwater services to our customers.

It's a six-year ongoing program in which we invest utility funds in the capital improvement programs and projects for Bell EV's utility infrastructure.

CIP is updated every two years as part of our biannual budget process.

This is important because it addresses critical needs for renewal and replacement of our aging infrastructure, ensures we continue to support growth in our rapidly developing city, and provides for environmental stewardship of our watersheds, including the city's creeks, lakes, and wetlands.

Our CIP projects help us to keep in compliance with local, state, and federal regulations.

And lastly, the capital program improves the reliability of our infrastructure to support excellent utility services for our customers.

To put the CIP in context, utility manages water, wastewater, storm, and surface water infrastructure systems valued at around 10 billion dollars.

The management of these assets requires operations, maintenance, capital investments, utilizing the best practices of asset management to deliver high-quality utility services to Belleview's customers and the community.

Our systems include over 600 miles of water distribution mains, 500 miles of sewer conveyance mains, 400 miles of stormwater drainage piping, and much more associated infrastructure.

The CIP ultimately supports public health, safety, quality neighborhoods, a sustainable environment, and a thriving economy.

I'd like to turn the presentation over to Biral Shaha, who will start by describing the process we use to develop our proposed capital improvement program budget.

Thank you, Dave.

Good evening, Commissioners.

We had several key goals in mind when we developed 2027-2032 CIP budget.

First, we want to make sure that we have the right projects and right sequence and prioritize to make sure we strategically replace aging infrastructure while maintaining uninterrupted utility services to our customers.

Second, the level of investment is in alignment to the asset management strategies.

Our goal is to continue the ongoing level of investment for water asset renewal while gradually ramping up investment for sewer and the storm's aging infrastructure.

Third, we want to develop the CIP in alignment with the previously planned rates.

And finally, we want to make sure we can deliver the proposed CIP with available staff resources and meet our CIP delivery accomplishment goals.

It started with identifying projects on various sources, including system plans, strategic planning studies such as Lake Line Management Plan and Watershed Management Plan, and problems identified by our operation and maintenance staff at the field.

We also identified projects through coordination with Washtart and other neighboring cities.

All of these projects are evaluated and ranked using a set of prioritization criteria.

Then we develop the scope, schedule, cost estimates, and resources needed for these prioritized projects.

We review various scenarios to meet the needs of our programs, assess the cost resource needed to deliver these projects so that we can deliver and assess the rates impact to finally develop the proposed CIP that we'll be reviewing today.

The adopted budget fulfills importance objectives, and these are captured through a set of criteria that we use to prioritize projects.

The goal of the project prioritization is to provide an objective decision-making process and allocate limited resources to the most needed projects.

One criteria used to prioritize project was to reduce the risk of system failures and increase system reliability and resiliency.

Another criterion was to prioritize projects that meet regulatory requirements, staff safety and legal obligations.

We also prioritize projects that will improve level of service or will increase system capacity to accommodate growth.

Environmental stewardship is another criterion that we refers to the project's ability to improve water quality and aquatic habitat in our streams and wetlands.

And lastly, we also prioritize service equity, considering a project's ability to improve each services in the underserved areas of the city, considering factors such as race, income, education, and language barriers.

Two years ago, we engaged with the community at large through in-person and various online platforms and obtained valuable feedback on our CIP.

Overall, the input from the community aligned very well with the prioritization criteria ranking by the city staff, and it validated our approach.

Over 240 projects were identified, prioritized, and programmed in developing the proposed six-year CIP.

We have utilized the previously developed 2025 to 2030 CIP as the basis, and then further refine it with new projects and changes from the active projects which come up with the 27 to 32 CIP.

One of the ways we improve the CIP development process is to incorporate our understanding of factors that affect project delivery.

We refined our CIP budget planning with data from active projects to improve cost projections, establish more realistic schedule, and allocated sufficient staffing and ultimately right size the CIP that we can deliver.

The proposed 2027-2032 CIP budget that we will present today is adjusted for inflation, assuming 3% per year.

Utilities capital investment plan provides sufficient funding for six-year capital spend plan as well as long-term focus for asset replacement needs.

Even though the proposed 2027-2032 CIP that we will review today is higher than the previous budget, but we were able to maintain the rate path that was adopted in the previous budget.

Near-term budget needs were addressed by leveraging available RR reserve funding, while meet to long-term expansion of proposed CIP is in alignment with the renewal and replacement strategies that we were adopted in the previous CIP and thereby accounted in the rate model.

The proposed CIP, as you know, consists of three funds with distinct source of revenues and include separate programs.

Each program has projects with defined scope and budget.

As we noted before, water utilities is an active replacement stage, while investment in sewer utilities is sewer utilities is ramping up.

Storm utilities is continuing to be in the evaluation and planning stage and will be ramping up in coming days.

The proposed 2027-2032 water fund CIP is about 287 million for 17 programs.

It is the largest fund with 60% of the proposed CIP budget.

One driver is regulatory requirements.

Drinking water is highly regulated by the Washington State Department of Health for public health and safety, especially drinking water quality and adequate water pressure for fire protection.

Another driver is to ensure service reliability, where a break in the water main can cause loss in pressure and directly impact our customers.

We have a comprehensive water main replacement program, which is the largest program in our water fund, as well as in the overall CIP.

And furthermore, the repair and replacement of critical infrastructure such as reservers and pump station require a higher level of investment to maintain functionality and reliability.

Sewer services are also critically important for our customers.

Belleduce sewer system conveys wastewater into King County's regional system for subsequent treatment and disposal.

We are ramping up the renewal and replacement programs in our sewer utility and proactively assessing and rehabilitating pump station and sewer mains.

Proposed six-year stormwater and surface water fund CIP is about 86 million or 10 programs.

These programs aimed at replacing aging infrastructure, providing flood protection and mitigation, enhance fish habitat, improve water quality and stream health.

It is also regulated by the State Department of Ecology through the stormwater NPDS permit.

The total six-year 2027 to 2032 proposed CIP budget is 478 million.

There are four major drivers for changes in the proposed CIP.

First, we had overprogrammed and accelerated schedules for water main replacement program and few other water projects to meet our system needs.

This has resulted in a projected budget overrun in 2026, which is included as adjustment to the proposed 2027-2032 CIP.

Second, we have added new projects as well as construction phase funding for several projects that included planning or design phase funding in the previous CIP.

Third is the change in the schedule and schedule delays due to environmental permitting and easement acquisition challenges.

Some of these resulted in the scope changes and increased complexities for projects, particularly in the sewer and the storm fund.

And lastly, the fourth category is increased construction cost above planned inflation.

These higher prices are due to economic conditions, supply chain issues for construction materials, and construction crew labor shortages that were driving construction costs in general.

We have started to note some price stabilization in the last in the last couple of years.

However, few of the previously estimated projects were recosted with about 15 to 20% cost increase.

We'll further elaborate these changes as they apply to specific programs.

These pie chart show a comparison of proposed 2025 to 32 CIP with the adopted 25 to 30 CIP.

The proposed six-year CIP is approximately 182 million more than the prior CIP.

The increase in the water fund budget are primarily driven by increase in the water main replacement program and Maidenbauer South Reservoir Project, which is also known as West Operating Area Storage Program.

Major changes in the sewer fund are related to higher investment in the replacement and rehabilitation of sewer pump station and increasing the amount of sewer pipe defect repair, particularly in the later years.

For storm fund, the increased budget is attributed to increased cost of some of the active projects, as well as addition of few new projects.

Also, it is worth noting that when you compare 2025 to 30 CIP with 27 to 32 CIP, the proposed CIP budget that are appropriated for 2031 and 32 is much higher than what was allocated in 25 to 26.

For 25 to 26, we purposefully kept those budget as minimum as possible to overcome the schedule delay for projects programmed in the prior budget cycles.

Fortunately, we were able to advance project efficiently and to some extent with accelerated schedule, particularly in our water portfolio.

We develop budget by fund and then repackage it as per investment area and in alignment with council's strategic target area.

This figure shows the difference in areas of investment between current adopted CIP and the proposed CIP.

Utilities continue to invest over 75% of the CIP for renewal and replacement of aging infrastructure as shown in blue on the pie chart.

The proposed CIP includes 28 million more investment in capacity for growth category, shown in orange.

This is to fund the new reservoir and associated infrastructure needed to provide drinking water storage for the planned population growth in downtown Bell Red and Wilburton areas.

The proposed CIP also expands investment in the environmental preservation category by about 25 million, shown in purple.

This increase is attributed to several new projects in the flood control and water quality improvements program while continuing to fund the fish passage and stream improvements projects to preserve and protect our natural resources.

Before I hand over to Dave to elaborate on our water fund, any question from the commissioners.

I had one, just kind of a general question with on cost escalation.

And you mentioned 3%.

Is that enough?

Um with projections, but then the construction costs come in much higher.

So maybe just generally talk about what you're seeing out there.

Yeah.

So 3% is the general macroeconomic inflation that we see across the entire economy.

In the construction field, as you know, we still the cost, see the cost going up higher, but not as much as what it used to be post-COVID time.

But we do have projects that were estimated prior to that and had to be escalated by about 15 to 20% total, like about seven, five to seven percent a year.

So yes.

Price increasing the construction projects as being higher than inflation.

Yeah, and we do readjust our current estimates based off of the most up-to-date data that we have.

We track all of our bid and unit prices and update that.

It's more the future projections that are harder to predict.

So we put we've been going with 3%.

We feel like uh after COVID, the market has started stabilizing.

There are some items like such as asphalt that's heavily tied to oil prices, so that's harder to predict because it can be more volatile.

But um, and like for the water and sewer and storm, that's a that's a big component of the overlay, the pavement restoration is a big component of the cost of replacing the pipe.

So I guess one thing I'm just wondering if, you know, I know it's hard to you know have a crystal ball and say, okay, what is what our construction costs gonna go up?

But would we look at adjusting our contingency approach maybe more?

I mean uh thank you for mentioning the the difference in the previous uh six-year plan to this one, because that was a big, that's a big jump.

Um, and then you know, kind of explaining that those these last two years that you added, 31 and 32 contain some really expensive projects.

But you know, I'm just sort of wondering, you know, do we look at our contingency policies to capture maybe some of the uncertainty in the construction costs or I don't know if that has changed or not.

Yes, we would definitely be taking all of those considerations in the contingencies and then contingencies also varies whether you're planning up uh a project versus more close to finishing up uh design.

It starts it maybe starts with higher contingency about 30%, or and then by the time you progress to your design, it it goes down 15, 10% when you go into the construction side.

So we try to capture uncertainties and the risk and unknown uh uh element of the project as part of the contingency and market factor like uh oil prices, sometimes it's hard to hard to predict.

Any other questions?

Move on.

All right, so I'm gonna dive into our water fund.

Uh, and I do want to mention that we'll do an overview of the fund, and then we're gonna go into details of some of the programs within each fund.

Um you'll you'll get more information as we progress through.

Uh, before we dive into the details of the water fund, I'll start with the mission of the water utility, which is to provide a reliable supply of safe, secure, high-quality drinking water that meets all the community's water needs in an environmentally responsive manner.

The CIP is continues to be aligned with that mission.

We'll stop at the end of each fund to review and see if there's any questions.

Let me orient you to this slide because you'll be viewing a similar table for all of the upcoming program areas.

The first row of the table shows the currently adopted six-year budget for 25 through 2030.

The next row shows the proposed six-year budget for 2027 through 32, and the bottom row shows the difference per year.

Lastly, the rightmost column shows the total six-year CIP budget for the water fund.

The proposed six year budget is 287 million or about 100 million dollar increase from the current budget.

There are some key drivers for the proposed change.

We're accelerating project programming for water main renewal and replacement to meet our system needs.

Maidenbauer South Reservoir costs have increased due to increased sizing and design development to meet our future storage needs for growth.

Project schedule shifts, including early starts and acceleration to meet our delivery capacity, and increased investment in reservoirs, pump stations, and new projects.

Here we have the proposed water budget comparison.

I want to first note that the proposed 2027 budget is significantly larger than the approved budget.

The budget 27 budget is designed to replenish reserves that were used to accommodate the current overspend.

We are purposefully overprogramming in the water fund with accelerated schedules for water main projects and early starts for pump station projects.

This intentional spending ahead was to overcome under expenditures in the sewer and storm fund and meet our project delivery goals and capacity.

Proposed spending is then reduced in the later years to accommodate these changes.

The cost increase in 2030 is largely attributed to the Made in Bauer Reservoir Project from scope changes, including doubling the size of the reservoir and some other developing factors.

We'll talk about these programs more later.

This bar chart shows the relative changes in the programs for the water fund.

The dark blue represents the adopted budget, light blue represents the proposed budget.

W16 on the far left is our water main replacement program and drives the significant budget change in the water fund.

In our presentation tonight, we'll focus our discussion on the programs with the most significant budget changes, including the water main replacement program, PRV rehab, reservoirs, pump station rehab, West Operating Era, area storage, which is the main bower reservoir, and the OM facility.

So we'll start with our largest program, the water main replacement program in the water fund, and it's also the largest in the CIP.

We have a goal of replacing about an average of five miles per year.

For context, this replacement cadence is less than 1% of our system per year and effectively gives the water system a life cycle of about 120 years.

This is not an aggressive replacement schedule, and it's assumed in the future we may need to replace at a higher rate to eliminate materials that have a shorter service life.

Overall, construction costs for water main replacement have increased in addition to higher restoration costs such as roadway overlay.

With the accelerated projects that we've discussed, we're projecting to replace about 5.6 miles, so over that five miles in 2026, and then uh 6.4 miles in 2027.

So we're accelerating some of our water main replacement.

We then reduce slightly to an average of about 4.4 miles per year from 2028 through 2032 while we build rate capacity to catch up to the increased costs and then resume the five-mile per year cadence.

I do want to note that we've seen a cooling in the construction costs from the sharp increases we were experiencing during COVID 2021 through 2023, and they have slowed down in 2024 and 25.

So we're trying to adjust our budget based off of what we're seeing the market do.

The 27 budget is designed to replenish those reserves that we discussed in the current overspend, but it also includes an expected 33 million in project spend for that year, and so those kind of stack on top of each other.

That over expenditure was intentional over programming, accelerated schedules, and uh was based on our capacity to deliver it.

So we're doing really well in that delivery.

Okay, uh on to our next fund, the pressure reducing valve rehabilitation program.

Uh, it rehabilitates replacing aging pressure reducing valve stations throughout the water service area.

Because of the hilly topography of our city, Bellevue has 151 stations, and these, in addition to reservoirs and pump stations, are an important part of our water system to manage the 74 pressure zones that we have throughout the city.

The proposed CIP fund for this program is reduced by about a 1 million to 7.2 million dollars.

The investment strategy maintains the RR renewal and replacement schedule planned for 23 through 2032.

After that ramp up had original ramp up had originally been planned and will be delayed to 2037 to support higher risk projects and overall fund needs, including the Maidenbauer South Reservoir and Water Main Replacement Programs.

Next is W85, our reservoir rehab and replacement.

So Bellevue owns and operates uh and maintains 24 drinking water reservoirs in the system with a combined capacity of 41 million gallons.

The rehab program funds retrofit or replacement of the of these drinking water reservoirs.

The main reasons we need to rehabilitate reservoirs is to address age and use related deterioration and structural improvements for earthquake resistance.

Some of the changes to this fund include include crossroads north and south reservoir recoat projects, added with accelerated schedule in 2026 through 2037.

And this project will address corrosion issues and environmental hazards due to the exterior lead-based paint.

Kirkland, the Kirkland South Reservoir scope increased to the full replacement and a larger reservoir.

Bellevue shares 13% of the cost are about 3.5 million.

Uh, and we utilize some of the capacity from Kirkland's reservoir and share these costs.

Clyde Hill 390 and 340 include seismic our seismic retrofit projects, uh, and those schedules were adjusted to start in 2031.

And lastly, we have a few new added projects, including the Somerset 2 Reservoir, and the Cherry Crest Roof Improvements Project, which are scheduled design in 2032.

All right, next we have the water pump station rehab program.

This was established in 2005 to rehabilitate water distribution booster pump stations.

Bellevue operates and maintains 22 pump stations.

Depending on the need, investments can range from basic improvements to complete reconstruction.

The rehabilitation work may include capacity, safety, reliability improvements, new mechanical, electrical equipment, on-site emergency power generation, and seismic retrofits.

Some project specifics include the following.

Pump station condition assessment was added in 26 to 27, and it assesses and prioritizes our future needs, including alternative analysis, and we holistically evaluate the pump stations, uh, lifecycle costs, social and environmental impacts, and mitigation needs.

This approach will allow us to recommend the right projects with improvements that provide the best overall value and return on investments for our customers.

The Somerset 2 pump station project schedule has shifted to include construction in 2027.

Uh, and then another schedule shift, the Clyde Hill Pump Station includes construction in 2032.

So we not only do we look at costs, we also look at schedules and programming.

When's the right time to deliver these projects based off of our capacity and the need of the systems?

Uh park site and Northeast 40th Somerset pump stations were also uh shown having construction that starts in 2033, which is just outside of the six-year CIP.

So at our next one, you get a those will be added in.

We've talked quite a bit about this.

Uh this is the West Operating Area Storage W103 program, or also known as our main bauer south reservoir project.

Uh and this will increase the drinking water storage required for the projected population growth in downtown Bell Red and Wilburton areas consistent with our updated water system plan.

So, as you know, we're currently undergoing an updated water system plan as part of that.

We look at our projected growth.

And we're at a deficit of about 7 million gallons that we need over the next 20 years for the growth.

Uh so this project will design and construct a new 6 million gallon reservoir, a new pump station, and approximately one mile of transmission water main to provide a seismically resilient connection to the water system.

As I mentioned earlier, we increased the size from 3 million gallons to 6 million gallons to maximize the use of the site and meet our future storage needs.

So the design alternatives are being evaluated as a value engineering exercise to explore potential ways to reduce costs.

But this is our largest site with the potential to develop additional storage that we are projecting we'll need over the next 20 years.

Schedule for completing construction of the new facilities has been accelerated from 2034 to 2030 to line with the projected population growth and land use rezoning that will further increase density in the downtown corridor.

So this is a critical project.

Next is the W 111 OM yard program.

So in the previous budget cycle, council approved funding for land acquisition for a new uh operations and maintenance yard.

The total funding is split evenly between the water and sewer funds.

Delays are due to the limited availability of suitable sites that meet OM's needs.

Property research and planning for land acquisition for north end yard will continue in 27 through 2030.

This proposed budget includes carry forward funding for the land acquisition.

However, deferred 4 million design funding allocation to start in 2032.

It's a, as everyone knows, it's a challenge to find suitable property at the size that we need for an OM yard.

So we're we're pushing some of that uh allocated funding out while we still look for an appropriate site.

Uh the facility reconstruct, meanwhile, we've added a new project in the proposed budget to renovate the Eastgate Yard.

Facility reconstruction with updated technologies and site development will allow for continued use of that facility as the city grows.

Phase one of this project includes a new decant facility in the southwest corner of the property, demolishing the existing facility, clearing and expanding a half acre of land in the northwest section, and regrading the site for future improvements, including existing driveway expansion.

The cost for the Eastgate Yard Improvements project is estimated to be 9 million for phase one.

The cost is equally split among the water sewer and storm funds with about 3 million from the water fund.

Project is uh proposed to start design in 2027 with construction in 2029.

Uh and then lastly, we combined uh some of the minor budget changes of the water program in the one slide.

So the following uh programs have minor minor changes.

Five programs have uh minor budget increases, two have decreases.

The details of these programs can be fall uh found in your budget books, but I will highlight two.

The water service line and saddle replacement program has added a new project in the Forest Glen neighborhood to proactively address service line breaks.

Uh, and then the water supply inlet rehab program includes condition assessment to assess mechanical and structural conditions scheduled for the factoria inlet and eastgate inlet replacement projects were also adjusted to meet OM needs.

Uh okay.

That is the end of the water fund.

Uh so before I hand it back over to Barol to go over the wastewater or sewer capital fund.

Do I have any questions on the water?

Okay.

Um thank you for mentioning with the water main replacements, the replacement cycle.

I got 121 years.

And so that caught my eye, right?

Because I'd love us to be at 1%, you know, uh replacement a year, if if we could be.

Um, and yet I know age isn't the main, isn't the only driver, right?

For replacing.

Right.

But I was curious what you know, what's the oldest pipe in the ground?

Do we know?

Ooh, that'd be a good question for Jacqueline or asset manager.

Yeah, that's a that's a question that we'll bring down next time.

For sure.

So yeah, but but I would I will just say I would love us to really try to see if we can get to that one percent.

Yeah.

I can tell you that.

So, you know, a fair amount of our pipe is asbestos cement.

Uh, and that does have a lower life cycle.

So, and we have seen when that fails, it fails catastrophically.

It breaks, and there's big big breaks with chunks of the main that that blow out, and it causes a pretty big damage.

So, um, and then we have a smaller amount of cast iron, and the and then the rest is majority is ductile iron.

And we have seen ductile iron uh life last anywhere between 100 and 150 years easily.

So depending on soil conditions and other factors as well.

So pressure matters, uh usage, size, uh material.

And so we look at um a plethora of items when we're analyzing the risk and targeting which uh water means to replace first.

Yeah, and then I noted the the drop in the PRV program too, and that got me kind of thinking like oh, all those pressure problems if they're happening on AC pipe.

Yep.

Obviously, that's not a good combination.

Okay.

But do you guys are so are you looking at specifically AC pipe and the PRV replacements kind of together?

Those are those are the two biggest targets in the water fund.

Okay, fantastic.

Along with the cost of the reservoir, obviously expensive as well, but that's for future growth.

Okay.

Thank you.

All right.

Um, moving to our wastewater CIP.

Starting with the mission of uh wastewater CIP is to provide a reliable wastewater system that ensures public health and safety and protects the environment.

The proposed 2027-2032 wastewater CIP is about 105 million.

It includes funding for 70 projects in 12 programs.

The proposed CIP is about 40 million more than the adopted CIP budget.

There are some few key drivers for the proposed changes.

First, we have added construction phase funding for several pump stations that previously were funded for planning or design phase.

This amount uh to about 28 million or 70 percent of the total budget increase.

So this is the biggest um driver.

The second, we have increased funding for the sewer pipeline repair and replacement program.

On average, we added about additional of 2 million per year.

And lastly, we increased the funding for Lakeline program as we will start the preliminary design for the first priority segment.

We'll further elaborate as we go into the respective uh program.

This graph compares the proposed CIP, uh what sewer CIP with the currently adopted CIP, sewer CIP.

As you know, the dark one dark blue represents the adopted budget, while the light blue represent the proposed budget.

This illustrates the fact that we're gradually ramping up renewal and replacement investment in the sewer utility, and it is in alignment to our asset management strategy.

This chart compares uh the relative changes in the programs.

As you can note, the the programs that has the most significant budget changes are S16, which is the pump station program, S24, which is our sewer repair and replacement program, S58 lake line program, and then S 117, which is the sewer extension program.

In our presentation tonight, we're going to focus more on these um specific programs in detail.

So starting with S16, which is our pump station improvements program.

This ongoing program funds rehabilitation of 47 sewer pump stations and associated force mains in our wastewater system.

Stations are prioritized based on risk and likelihood of failure, age of the pump station, maintenance and operation experience, and coordination with other projects.

And it's an increase over the adopted budget by about 28 million, as I mentioned before.

We have initiated the planning phase for replacing two of the major facilities within our Newport sewer basin.

Based on the preliminary findings, we have proposed some adjustment to better align the system needs and schedule them accordingly.

We have added the design and construction phase for Newport lift station while delaying Newport pump station and force main to uh later years beyond 2032.

We have also added the design and construction phase funding for four pump stations.

And these includes Fairweather Pump Station, Cozy Cove, Evergreen West, and Evergreen East pump station.

Many of them are in the points community, and they uh they're put in the same timeline, so they're aging and needed replacement similar similar time.

Lastly, we have proposed a new project for the permanent generator at Pump Station 16.

This is in response to the failure that occurred during our last bomb cycling.

Next is S24, our sewer pipeline repair and replacement program.

Our city manages 516 miles of sewer mains and over 100 miles of lateral sewers.

So repair and replacement of that is captured in this program.

Most of the defects are identified through video inspection and prioritized the repair based on risk of failure as well as input from our operation team.

And sometimes these are also coordinated with the overlay program that is coming up behind us.

We're increasing the investment in the repair and rehabilitation of pipe defects.

Currently, we allocate about 2 million per year, which will gradually increase to about 8 million per year by 2032.

So you can say that we're ramping up slowly and even in further in the in the subsequent years.

The increased budget will allow the utility to address more of the highest priority pipe defects.

The budget also accommodated some schedule adjustments and associated budget needs for a few active projects, as I listed there in the second bullet.

The next is our lake line program.

As you know, Lake Washington Lake Line program is intended to address the 15 miles of sewer lines that are located either on the shores of Lake Washington, along the shores of Bellevue, Medina, Hunts Points, Yarrow Points, and Boats.

These sewer lines were built in 1950s to eliminate the discharge of raw sewage into Lake Washington.

Today, these are aging and their location creates major challenges for repair and replacement.

We have developed a programmatic lake line management plan.

Some of you already reviewed that, and we're expanding the development of the program and including additional assessment and development of financial strategies and policies to implement this plan.

We'll be also developing a lake line emergency response plan to be ready to respond to if an emergency breakage of lakeline if it occurs.

The proposed budget also includes an early action project to increase operational effectiveness of lake lines, such as building an access point to facilitate cleaning of the lake line.

And lastly, we have included the funding to perform business case analysis and pre-design phase work to plan the placement of the first two of the first highest priority segment that we identified in the plan.

As Dave noted, uh this is the funding uh portion for our operation and maintenance facility, the sewer portion.

Um, and it is shared among all the funds.

We have appropriated the funds for the land acquisition, and that will be continuing as a carry-forward in the budget while we're differing the design and funding uh construction funding in future years.

Similar way as W11 that Dave covered for the water fund.

And again, um, this also includes the one-third share of uh the proposed Eastgate yard that we uh identified in the previous slides.

Moving on to the next uh program, which is uh the S117 septic system sewer extension program.

There are 1,500 customers in our city service that still serve by aging septic system.

This program was developed to extend the sewer service in these um areas in response to many customers' requests.

The projects in this program scored slightly lower in our prioritization process and then other sewer projects.

So the funding in the first few years are adjusted accordingly.

We're also reviewing the policy and performing some additional financial analysis to determine what the sewer connection fee will be for the customers who wish to participate in this program.

This is a relatively new program.

And we'll start by implementing a pilot project in uh at the Southeast 42nd Street near 120th Avenue Southeast.

And then we'll be scoping um projects for four additional neighborhoods to advance the planning phase with business case analysis to identify the best alternative and better define the scope and cost.

One of these four projects will be selected to advance through the implementation phase.

So in this budget, we have included budget for the full implementation of one of that neighborhood, but that yet to be identified that because we're going for the evaluation phase.

Yeah, I'd like to add to that as part of the prioritization for this program when we look at which neighborhoods to target first for sewer extensions.

We do factor in uh the neighborhood desire input as part of that.

So it's the Southeast 42nd residents have been very adamant about uh wanting this and the desire.

So go ahead.

Just the oh I was curious about how much I mean you were saying you're looking at the connection fee.

Is it going to be a I guess an area specific connection fee?

Is that what you're thinking?

Yeah, it right now, the way the the Bellevue City code is written for utilities, yeah.

Uh it would be a direct facility connection charge, which is basically uh an expansion charge.

Uh only and only applies to new connections that would benefit from it.

So the cost of this project would have to be borne directly by the new connections to it.

Um, but it is something that we're evaluating right now, the DFCCs, and we'll likely come to you uh in the future to talk about that.

So I was just wondering like what if you know you've got 20 people, 20 neighbors, and you got to get all 20 to buy a right now.

It could be affordability barrier.

How it would work is it's um the city we would fund it and do the project, and then who could or would uh wants to connect, they could.

Um we've seen in the past if that expense can be a barrier.

Um and so then typically some houses won't connect, and then the city just doesn't recover the cost of that project.

So we are we are looking at um hopefully proposing some changes.

Yeah.

And what other obligations do those households uh have on them by the city?

So in addition to that initial hookup fee, are there some expectations about what they do with their septic system?

Well, as far as like the abandonment of it, yeah.

There is there is some uh King County and environmental requirements for the Banner Man of septic systems.

Yep.

Which also is some other would be an additional capacity.

Which one or both may be some of the barriers for households?

Yeah, thank you.

All right.

Uh moving to uh wrap up our CIP on the sewer side.

There are a few programs that have minor budget adjustment proposed in the cycle.

Um32, which is uh a program for minor projects, um, will perform a repair work at a couple of uh dozing chambers, and that this will help ONM uh runtime uh maintaining these these chambers.

And S66 program will continue to implement the ballpark sewer line replacement projects along with our the Kelcit covert uh that will um elaborate in the storm fund, and then after that, this program will be uh close out and merged with S24, which will capture both the repair and replacement of sewer lines.

Any other question before I uh move to Storm?

I I just had one that um I forgot I was gonna ask in water, but I think it also pertains to sewer and actually to the whole utility, and that's around cyber security.

And um, I guess I was sort of thinking that in some of the capital program, we'd see a project or two, but then I'm thinking, well, this is a city, so it's probably handled at the IT level, your IT department.

Is that maybe you could talk a little bit about how cybersecurity, since it's becoming a it is a big deal, obviously, for water, wastewater utilities.

How does that get supported from a capital standpoint?

Yeah, I can I could answer, yeah.

I I'm not the expert on the SCADA for the SIS uh the city, but typically um there are some measures to separate those systems from the rest of the um, you know, internet or even the city, the rest of the city systems.

Um it could be things like air gapped.

Um, a lot of the of the connections are over radio as well.

So um and it's uh typically more monitoring versus control.

So we do have pretty robust uh technology uh security for protecting like the actual controls of most of the facilities.

Um but it is something that we on ongoing evaluate.

So does utilities have their own cybersecurity or IT security resources, or are they they're not, they're shared to the city through IT with the city.

Okay.

Okay.

That's why.

All right, thanks.

All right.

Um moving to the storm and surface water.

The mission of the storm and surface water utility is to provide a storm and surface water system that controls damage from storms, protects surface water quality, supports fish and wildlife habitat, and protects the environment.

Our 2027-2032 proposed CIP continues to support this important mission.

The total stormwater CIP budget for 2027 to 2032 is about 86 million.

It includes funding for 65 projects in 10 programs, and it is about 42 million more than the adopted 2025-2030 CIP, uh storm CIP.

There are a few key drivers for the proposed changes.

Um we increase the funding for storm pipe repair and rehabilitation program, primarily in the later years.

And budget is also adjusted for the cost increase for Kilsecrete culvert project that is in construction.

We also included the cost incurred for the couple of emergency projects.

And lastly, we added a few few other projects uh that um didn't make it to the the previous uh budget cycle due to resource constraints, and this time these became more of a higher priority, and we included that in the CIP.

This bar shows the relative changes in the programs for the stormwater CIP.

The programs that with the most significant changes are D64, stormwater conveyance rehabilitation, D94, which is a flood control program, and D109, which is our water quality enhancement program.

We'll focus our discussion on these programs.

First, D64 conveyance infrastructure rehabilitation.

This is an ongoing program that captures the repair and replacement of defective storm drain pipes, culvert GS identified in our utilities condition assessment program, or by ONM field staff.

The majority of the project involves lining or replacing substandard pipes.

Programs also includes replacing and replacing and upgrading existing culverts that are structurally deficient.

The total six-year CIP budget is about 45 million, 45.5 million, which is about 14.5 million dollars over than the adopted budget.

And as I mentioned, that this is another uh CIP where we are increasing our investment in renewal and replacement of our aging infrastructure, storm infrastructure.

Currently, we allocate about 2 million per year, which will be increasing up to about 6 million per year by 2032.

So, as you can say, it's similar to SURE.

We're ramping up our uh replacement of storm, slightly delayed by a few years.

Yeah, we're right now we're currently undergoing a robust condition assessment, CCTV of all of our stormwater pipes, and that'll help inform and ramp up our investment with the storm.

It's just a little that program is a little farther behind than where the water is and even the sewer.

So gotta do the upfront planning and condition analysis before we start investing in the program.

This budget also incurred um some of the costs uh for the couple of emergency projects, uh including Lakemont culvert replacement and this Lake Hearst storm culvert replacement caught by surprise.

We had to tackle those construction costs already been recognized, and we're including that as an adjustment in this budget.

And lastly, we added three high priority projects, and these are at the Westlake Samarish Parkway, outfall and repair of the pier.

Cherry case system realignment, it's just a storm pipe realignment, and finally outfall pipe repair at Northeast 12th place.

Next is D81, our fish passage improvements program.

Typical projects within this program includes fish passage barrier removal and stream habitat restoration projects.

There has been a change in the site in the mitigation projects that were planned for the emergency culvert replacement that we did for the Newport Vasa Creek at Newport Way.

The revised project now includes a replacement of a culvert along Strutovent Creek at Northeast Second Place.

And the budget is adjusted according to the scope and a slight increase in the cost.

We have also revised the scope for Lakehurst Creek fish passage mitigation project.

It is now proposed to implement in two phases.

In the first phase, we'll be abandoning a culvert within our city property, that is, which is a peace passage barrier along the Lake Hurst Creek.

And in the phase two, we'll be proposing to replace a 30-inch pipe with a fish passable culvert between I-405 and Lake Washington Boulevard.

And the schedule is pushed out in further in the later years to coordinate with a future washt project because it's it's going to be a combined effort.

D94 is the next, which is our flood control program.

Projects within this program propose to reduce flooding by constructing facilities that have sufficient capacity to handle peak stormwater flow.

This program includes major culvert replacement at the Kilser Creek, which is now under construction.

And the cost of that project has gone up due to complex design and construction and permit requirements.

But it is also worth noting that we have secured 1.1 million dollar competitive grant for from the King County Flood Control District for this project.

Valley Creek culvert replacement at Northeast 20th Street is another project.

Also obtained one million dollar grant from King County Flood Control District.

And the schedule of the design and construction phase is adjusted or actually moved ahead two years because now that we have grant, then we can uh proceed at the at the more accelerated schedule.

2027 and 2032 CIP also proposed a few uh projects that uh didn't make it in the last time.

Uh Weller's Cove conveyance modification and downtown Bellevue hydraulic modeling projects were added with an accelerated schedule in 2027, as some of the private properties at this locations are at the risk of damage due to flooding.

Um this planning phase may also add in five few additional projects to be addressed in the subsequent years.

And then two other major projects, new projects were added are culvert replacement at Southeast 35th Street and Tama Shanter Park Drainage Project.

Next is D109, which is the water quality retrofit program.

This program funds projects that aim to improve surface water quality by implementing treatment techniques to reduce or remove pollutants from our stormwater runoff.

The proposed budget is approximately 8 million higher than the adopted budget.

And this is because we have added several new projects to this program.

Projects like Lakemont water quality treatment retrofit and Hampton Greens treatment um projects were added because of failing existing treatment facilities.

These projects also help satisfy the NPDS permit requirements for treating surface runoff from existing sites.

And then we also have to adjust some of the schedule due to availability of right away and to sync up with washed out projects, and a couple of them are listed uh for the second and third bullet.

And a couple of them are listed for the second and third bullet.

So before I wrap up, there are um also a few um minor budget adjustments proposed in the cycle.

And these includes D86, um, which is a uh uh the cost of the Col Creek offside sedimentation project, uh adjusted the the project cost by about half a million and D11, which is a new program added to to house that one third share of the proposed Eastgate Yard Improvements Project.

D112, which is a planning program, proposed some additional scope and associated budget for the watershed management plan and um Kelsey Creek watershed stormwater retrofit planning project.

It's a new project that we just started.

Your budget book has a lot more details.

So want to move to to wrap up, but before I hand over to Dave.

Um, any question on the storm fund.

Um, has to do with any more washdot project, culvert related projects.

I know you mentioned one off of 405.

I'm just wondering how, you know, are we done doing those washdot projects, or how many more do we have coming?

Um there's one in uh in construction, the one sunset quick.

Um, and then there's one at the Lewis grid that is kind of in the evaluation phase.

We may not have our share of utilities in that, but we're tracking those.

Um, and these are the ones that are um dimension in the WD 109 uh that uses the fee indirectly from the from Washdot.

Yeah.

For now.

There's one in the lake first that I mentioned that we are we know that we have to do it, and we are waiting to partner with Washdot between I-405 and uh Washington Belivered.

Any other questions on Storm?

Whew, we made it.

That's a lot of projects.

All right, so I'm gonna recap uh the key points here.

So here's some key takeaways.

Uh Bellevue Utilities ensures sustainable utility service to our customers by planning, delivering a robust capital improvement program.

It actively manages our aging infrastructure through renewal and replacement, supports community growth and environmental stewardship, enhances our service delivery to our customers, ensures that we continue to meet regulatory requirements, and develop and implements technology solutions for maximum benefit.

Our proposed budget further develops our proactive asset management to optimize costs of the infrastructure.

The proposed six-year CIP, even though larger than the previous six-year PI CIP is within our planned rate path.

We're accelerating some water main replacement projects and expanding water storage capacity for future growth.

Sewer utility renewal and replacement projects are ramping up to meet our asset management strategy.

And the storm utility continues to focus on point repairs and added many new projects from our system plan updates to manage flooding and water quality to meet regulatory requirements.

Lastly, we're adding several new projects to the CIP to address planning and emerging needs.

Uh, and a lot of those also get uh inputted from operations and maintenance as well.

Here I want to talk about our robust uh community engagement plans that we have for our capital improvement program.

Uh the goal of our public engagement strategy is to use inclusive and accessible engagement opportunities to ensure transparency and understanding in the utilities CIP budget process.

We want to keep the community informed, gather feedback and build public trust.

We use various various digital and in-person channels to accomplish this.

Utilities has a public-facing budget website with an overview and timeline that we will maintain with regular updates as we go through the budget process.

This is our one true source of public information about the budget.

We then share this information through various community communication channels designed to reach the diverse communities we serve in Bellevue.

As you can see here, this includes video segments on Bellevue TV, community meetings, monthly social media campaigns, uh newsletter articles, tabling at community events, coordinated messaging with homeowners, associated associations, and community-based organizations, and partnering with other departments on shared messaging.

Lastly, I want to touch on the schedule for the capital improvement program budget with ESC.

This is showing how the CIP budget inputs into the overall budget review and approval process.

We have bolded the ones related to CIP.

Today we are reviewing the preliminary CIP budget and getting your feedback.

June 4th, Fiscal will present the operating and CIP budget proposals.

June 18th, the rate forecast will be presented.

September 17th, ESC is scheduled to provide a recommendation to city council.

And lastly, in October, ESC chair is plan to present the recommendation to council.

That's it.

Yeah.

That brings closure to our presentation today.

Any other questions that uh have I had one relative to staffing, and I love to hear that you know, you guys always talk about you're looking at your resources as well as projects and you know, scheduling as needed.

So are you anticipating recommending staffing uh adjustments?

That would impact the operating budget, of course, but based on your plan.

No, we have not included any additional uh staffing resources.

Okay.

Um the proposed budget, even though it its size looks larger.

Um, but we have um uh have a very robust process in no capital delivery, and we have been tuning it up and and we've been able to be very efficient in delivering.

Um and also the project size may increase the for D2 project cost increase, but that doesn't mean you have a more projects to deliver.

Yeah.

So sometimes the construction costs will increase, so that drives some of the need.

And then also you can increase some of the scope for each project.

So if you do a little bit more water main as part of one project, that doesn't necessarily need more resources.

So we're finding ways to optimize the delivery process, package the right level or amount of work per project.

Uh, and that allows us to deliver more with the same resources.

So yeah.

Great.

I I will also say though, that I'm not saying keep the line at where we are because we need to do more, as we talked about from water main replacement standpoint, for example.

And I I am concerned that the water workforce is shrinking um and it's becoming a real concern about getting people.

So if we have to do internships or, you know, we have the apprenticeship programs or whatever.

Let's make sure we have that water workforce pipeline.

And when I talk about water, of course, it's water, wastewater, stormwater.

Um, I just want to make sure we've got a you know, a reliable pipeline of people coming in to do the work.

So, you know, if we have to add internships or whatever, apprenticeships to keep it um reliable and sustainable.

Uh I'm for all for that.

Yeah.

Yeah, it's a great idea.

And it's something we'll we continue to evaluate is our staffing needs.

Um, you know, we balance uh what our CIP budget is with our resources, but also with what uh uh type of rate impact it might have.

So um we find that we try and find that's thank you guys.

Great job.

Yeah, thank you.

Thank you.

All right, no other questions.

Uh thank you very much, Dave and Brule.

Thank you.

Yeah.

And then uh we'll circle back to uh councilman of any uh input you want to pass on to us from No, no uh no inputs.

Uh sorry, I'm tardy this evening as we had the firefighter awards right next door, and uh they've been bugging me to show up.

So I did only happens once a year, but uh we're very blessed by uh uh the amazing uh people, not only in utilities, but in fire department as well that represent our city and do incredible work.

So uh no report for me.

Thank you so much.

All right, thank you.

Uh Joe, when you want to go over the calendars then.

Yeah.

Um I want to thank Dave for going over a lot of the budget items on the calendar.

So this is the ESC calendar.

I'll just touch on a couple.

Um, on May 21, we're looking at that field trip, a CIP field trip.

So I think what we'll do is get an email out to you next week to get your availability for that date.

We've committed if we're doing a second meeting to confirm with you your availability and then and make a decision at least three or four weeks ahead of time so you can plan.

Um then I'm gonna jump on to the council count.

And then, well, but looking at June, then we're uh for sure on that second meeting in June.

Yes, for the count for the commission.

Thank you for having that out.

Yeah, we are for sure on that.

Um August is the recess.

Uh and Dave covered most of the other ones getting us into the fall.

So I'm gonna jump down to council.

April 28 is the sewer cost of service and rate design that you all worked on.

Uh I think two or three meetings were spent on this to get your recommendation out of that.

That recommendation is in final draft form for Commissioner Wand to sign.

Um, and then we get into May, some standard uh project work.

Um, but King County Wastewater Treatment Division rate forecast and the regional wastewater services plan update will be coming in May.

And then in June, another project you all worked on was the utility bill assistance program update.

So that will be in June, and that will also have a recommendation coming out of the ESC.

I am going to then finally in July, cascade budget rates and the cascade supply program will be present updated to council.

That will get us into the fall.

So I'll just leave it at that.

Any questions on the calendar?

It is a busy, busy year.

All right.

With no further business on the agenda, I would entertain a motion to adjourn.

Move to adjourn.

I second.

Uh hearing no objection, meeting is adjourned at 7:55 p.m.