Board Meeting
June 24, 2024
Transcript
Describer:
Board Meeting Agenda
Monday, June 24th, 2024, at 6:00 p.m.
7404 Yorkshire Drive, Castle Pines, CO 80108
I. Welcome. Call meeting to order. Pledge of Allegiance.
II. Roll call. Determination of quorum. Disclosure of potential conflicts.
III. Consider approving the June 24th, 2024, board meeting agenda.
IV. Consider approving May 28th, 2024, board meeting minutes.
V. Public comment period. (Three-minute maximum per person).
VI. Alternative capital project delivery options., Alex Page.
VII. Request for service and inclusion. JAM Ranch, Jim Fitzmorris P.E.
VIII. Communication Director’s report.
IX. Finance Director's report.
A. 2023 Audit Update.
B. Ratify claims for payment including check numbers 28623 - 28682 and electronic payments issued from May 21,2024 through June 19, 2024.
May June Totals
May Checks $328,639.66 June Checks $608,525.05 Total Checks $937,164.71
Electronic Payments (all funds) for May $55,114.83, for June $19,880.55 Total Electronic Payments $74,995.38
Total Expenditures for May $383,754.49, for June $628,405.60 Total $1,012,160.09
IX. Legal Counsel's report.
X. District Manager’s report.
A. Parcel transfer update.
B. SSO Violation update.
XI. Executive Session- Upon motion and 2/3 vote, the Board may enter into executive session as allowed by Section 24-6-402 (4)(a) and (e)(1) of the Colorado Revised Statutes regarding possible renewable water partnerships and agreements.
XII. Director’s Matters.
XIII. Adjourn
Board President Jason Blankaert:
All right. Good evening and welcome to the Castle Pines North Metro District board meeting for Monday, June 24th, at 6 p.m.. Let's, begin the meeting by and, saying the Pledge of Allegiance.
All:
I pledge Allegiance to the flag of The United States of America. And to the republic for which it stands. One nation, one nation, under God, indivisible, with liberty and justice for all. Right.
Jason:
Thank you. Let's, take roll call here. Jim,
Board Member James Mulvey:
present. No conflict.
Board Member Tera Radloff:
Tera present. No conflicts.
Board Member Jana Krell:
Jana. Present. No conflicts.
Board Member Leah Enquist:
Leah. Present. No conflicts.
Jason:
And I'm Jason Blankaert, and I'm present with no conflicts.
moving to our next item on the agenda, consider approving the June 24th, 2024 board meeting agenda and we can couple that.
District Manager Nathan Travis:
I so I do have one quick thing on the agenda. Oh, what is that? Item seven. requests for service and inclusion from Jam Ranch. the property owner, was unable to attend tonight, so they've asked that we, move their presentation to the July board meeting.
however, Greg Sekera with Kennedy Jenks is still here. and he can kind of walk through the district side, and some kind of initial stuff for it. But It really, just be kind of adjusting the name at the end of that one instead of, Jim Fitzsimmons, it'll be, Greg Sekera.
Jason:
Okay, great. Thank you.
Tera:
So I move to approve the agenda with the slight adjustment that the district manager made.
James:
And then, I can second that just. Well.
Jason:
All right. Great. Having a second. We'll go to vote. Jim. Approve.
Board Voting All Speak:
Tera, approve. Jana. I and Leah approve. I approve as well. So we'll approve the, board meeting agenda.
Jana:
I'm gonna ask a quick question. Out of order. will we have legal representation today? yeah.
Nathan
So Kim is currently stuck in traffic. He's on his way.
Jana:
No. That's fine. Just on the agenda, I want to. Yeah.
Jason:
All right. Great. so next, we'll move on to, approving the board. Minutes from, May 28th, 2024.
Tera:
So, I make a motion to approve the board minutes from May 8th, 2024. And I do have a grammatical change.
Jason:
Okay, I'll second your motion with your grammatical change.
Tera:
So, yeah, on page two, under parcel transfer update, it mentioned, identified 105 parcels owned by the town. We we need to call it the city. I know, we know that it's the city of Castle Pines. But to eliminate any confusion, if somebody reads these in the future. we're not a town we're a city.
So just change that. Yeah, owned by the city
Nathan:
to that point, I think that should actually read owned by the district. since we currently own those parcels.
Tera:
Okay, okay. So then I amend my motion to say change town to district.
Board Voting All Speak:
Very good. And I'll second that motion. Let's go to a vote, Jim. Approve. Tera. I, Jana.
I Leah approve and I approve as well. So we have passed the board meeting minutes and we'll open up now to, public comment period.
Jason:
Is anybody. On our, zoom or in person that has any comments?
Okay. Hearing none, we'll close out the public comment period and move on to the alternative capital project delivery options by Alex Paige. Good evening. Alex.
Describer:
On screen. Title Slide
Castle Pines North Metro District
Filter Bed Rehabilitation Projects
June 24, 2024
Kennedy Jenks
Alex Paige, Kennedy Jenks:
Good evening everyone. thanks for having me back. So we're going to talk a little bit today about our filter bed rehab project that's coming up. As you all know, we are finishing up our pilot testing phase and getting prepared to retrofit the district's six media filters at their water treatment plant.
Describer:
On screen.
Agenda
• What is CMAR
• Why CMAR for the District
• Case Study: City of Arvada
• Next Steps
• Questions
Alex:
as we look ahead to this project, we wanted to have an informational session and discussion with you today on an approach we would like to consider taking for executing this project that we think could be a big benefit to the district. so agenda is we're going to talk about an alternative delivery method called CMAR and, and what that means for the district and why and discuss next steps and have some Q&A time.
Describer:
On screen.
Why are we here?
Alex:
open discussion with the board. So why are we here? So taking up to, you know, couple thousand feet level, the six filter beds currently in the plant are due for an upgrade. and there's a couple reasons for that. Not just water infrastructure age. there's some newer technologies available to increase the water quality and treatment. processes at the plant, as well as increasing the capacity of, of the treatment plant.
So that's why we're doing this project. it's one of the last projects that we'll be looking to do to fully upgrade the water treatment plant that we've been working to do programmatically over the last three years now. Yeah, three years now. So that's kind of why we're here. so just to walk folks through, I don't want to assume anyone's heard of alternative delivery.
Describer:
On screen.
Alternative Delivery Contract Methods
Design-Bid-Build
Design-Build (Progressive or Fixed Price)
Construction Manager at Risk
Alex:
Traditionally, public projects are bid or are procured in a design bid build fashion. So design engineers do complete design and then a contractor bids on it. And usually you select the lowest bid. There's several alternative contract delivery methods that allow entities to also select contractors on a qualifications based process. So that's what we're talking about here. This is just for informational purposes.
Describer:
On screen.
Construction Manager at Risk
Construction Manager at Risk
General Contractor/Construction Manager (GC/CM)
Construction Manager/General
Contractor (CM/GC)
Alex:
It goes by many names. so there's design build or progressive or fixed price. That's one flavor. and then there's construction manager at risk. And so we're talking about CMAR. And in there are different names for CMAR in case you've worked in different arenas. so construction manager at risk GCCM, CMGC as a general statement, if you hear these words, they're all very similar, if not the same.
So for our purposes of today, we'll be talking about construction manager at risk. There are, you know, other utilities in the state of Colorado that use, CMGC but again, that's they're all the same thing essentially, just in case you all have heard the names before.
Describer:
On screen. Water Collaborative Delivery Association
Construction Management at Risk (CMAR)
Separate contracts With a designer and a contractor, but working together
Design is performed in parallel with the construction planning and estimating
Construction starts upon mutual Contract Price agreement
A circle puzzle graphic with CMAR in the center owner Advisory on top in green, Designer to the left in blue and CMAR to the right in Brown
Alex:
And so we've borrowed some slides from our friends at Water Collaborative Delivery Association to help kind of explain at a definition level what CMAR is. So under this CMAR contracting method you have two contracts. Still, one is maintained with the design engineer and one is then established with your prime contractor. And typically the design and the construction planning are performed at the same time and together.
And then before the construction phase actually starts, you agree upon a set contract price, which is called your guaranteed maximum price, or GMP.
Describer:
On screen. Water Collaborative Delivery Association
Construction Management at Risk (CMAR)
A process plot for Overseeing deign and construction. Under Oversee design in green, Starting from the left with Project Identification to Procurement Strategy to Procure designer, below in blue is SOQ/Proposal, this is 10% of the project. Designer selection based on qualifications and technical approach (note) is connected at 10%.
Continuing on the top line in green, CMAR Procurement implementation RFQ/RFP to Award CMAR Phase 1 contract this is 30% of the project. And below in blue is Project Design- optional owner advisor functions may be performed by designer or a third party owner advisor, this activity proceeds from 10% to 90% of the project.
And below this in brown is CMAR selected on qualifications, often with fee (note) connecting a brown SOQ/proposal to the green CMAR Procurement implementation RFQ/RFP
From 30% to 60% Next in brown is Phase 1 negotiations
From 30% to 60% green top line is Facilitate CMAR Phase 1 preconstruction
From 60% to 90% top line is Facilitate contract price agreement
From 60% to 90% on the bottom line in brown is Phase 1 preconstruction
Next is Oversee Construction
Construction Contract Price agreement prior to construction (Phase 2) note
Top line in green is Services during phase 2 construction (CM)
Below in blue is Design clarifications & SDCs (optional)
On the bottom in brown is Phase 2 construction delivery
Top line is Transition to operations
Below is Commissioning & Start-up support
On the bottom is Commissioning & startup
Top line is Operations
On the bottom is Warranty
Alex:
Oh they have fancy animations. I wasn't ready for that. so to give a little bit of an idea of how this would look, I'm going to go through all the animations. This is what happens when you borrow a slide that's not yours. so the green here is the pro like kind of a think of it as the owner's timeline.
The blue is your design engineer's timeline and the brown is for the contractor. So right now we're in this phase of the project. I know, I apologize, the words are a little tiny, but this is where you select your procurement method. And approach the project. And you can take the project up to about 10% design. And so at this point, what utilities will start to do is they will put if they want to go with alternate delivery like CMAR, they will issue what's called an SoC or statement of qualifications proposal request to solicit proposals from contractors.
And then you go through, you know, a normal solicitation process where they have to submit qualifications as well as, a price with what we call phase one services, which would be to support the design effort. So that means the contractor would be coming on board between 10 and 30%, and then they would be with the project team through about 90%, providing real time cost estimating, scheduling input and construct ability input.
The contractor is also able to be, allowed and budgeted to do exploratory work if needed. So like a lot of times on existing plans with a lot of yard piping, they'll use them to go pothole to identify where pipes are. and then once you get to the 90% phase of design, the design is progressed enough that at that point a contractor can issue a GMP to the owner, and that would be a guaranteed maximum price for construction.
the benefit of this contracting method is because the contractor's been, along with the design process the whole time. There's a lot less risk for unknowns and change orders. Typically under these methods of construction, you see change orders because, you know, you legitimately said, oh, can you you know, while you're out there, add, you know, this extra 50ft of pipe that we didn't originally plan on versus you avoid the oh, we didn't know that conditions like now we've got this argument.
We have to have to issue a change order. So that's kind of the main reason why they're brought on. And then what's nice about CMAR is at this point, if for whatever reason, the the experience with the selected contractor in phase one is not to the district's liking, you have an off ramp option and you do not have to proceed with that contractor into construction.
You can then take the design documents, through traditional bidding. So that's what CMAR is. I'm going to talk a little about why we see some benefits for the district and give you some examples, both on the technical side and locally. And then I'll have some time for questions, if that's all right. I'm sure there might be already some questions, but hang in there with me.
Describer:
On screen. Why CMAR for the District?
1. Risk Management
2. Real Time Cost Estimating/Certainty
3. Pre-procurement of Equipment
4. Design Constructability Reviews
5. Accelerated Schedule
6. Qualification Based
Selection
7. Contract Flexibility
8. Best Value
Alex:
So, for the district, these are kind of like top eight reasons that we wanted to go through. why CMAR for the district. So a big thing is risk management. We've done a good job of documenting the facility through the capital projects we've executed so far. currently, though, for the filters, we don't have a ton of information of what was originally constructed.
So bringing a CMAR on would provide benefit to the district, because we could do that. Field investigation during design and design around real conditions. we also get real time cost estimating and certainty. And your pre procurement is more well planned out as other utilities that we know they've actually really benefited from this. They've gotten a head start on if something was more or less costly than they thought.
Also for pre procurement the contractor has a pulse on what's actually a long lead item and what's not. So you might think VFDs are your long lead item. But for a filter project, your media could be your longest lead item. So then a contractor can work with a design engineer to say, hey, I need those pre procurement specifications to come out first so we can get that bought sooner than maybe the VFD.
So you get that real construction world knowledge as you design the project. They also will be helpful with construct ability reviews. I think engineers are very smart. But contractors definitely know how to build things in the real world. So having their input on how to install things is very important helps avoid issues in the field later on.
It also has an accelerated schedule component. because the contractors on board early, they're part of the design. You get a set price at phase one and you can continue with that prime, and they can just start work at that point. Qualifications based selection. You are not picking a low bidder in this situation. You are picking someone based on the qualifications because they've done the work before, which I think is a lot of utilities like to have that added level of control, of knowing that the contractor and their subs have done the work before and again, contract flexibility.
That's just referencing if things don't go as well in phase one, as we hope you would be able to end that contract with that prime contractor and move on to another entity. And then lastly, alternative delivery and CMAR that in our industry, the term best value is getting associated with these methods because you are able to maintain separate contracts and or similar with the contractor and design engineer.
Describer:
On screen. CMAR Mitigates Risks
A graphic of an existing filter and a Rehabilitated and Improved Filter. Alex explains.
Alex:
But you're you're creating a project environment that's collaborative and gets you ahead of things. and so you just have like a best value for the overall project versus maybe the headaches that might come along with traditional procurement. specific example, just to bring it down to the district level. this is an example of what kind of a textbook image of what filters look like.
So, right now we have a multimedia filter with we're expecting a clay under drain. We're not entirely sure. All that's built in here, we're not entirely sure of when this was constructed. And they had to anchor this under drain in, you know, are there tie holes left in the concrete that can be a problem later? We are goal seeking to move to a more modern filter design, like on the right here with anthracite and sand with a low profile under drains to help increase that capacity.
We were talking about earlier. and so under like a CMAR contracting, what we could do is during design very early in design, have a contractor come out and literally do kind of a filter pothole or a test hole and dig down, tell us what under drains are in each filter, tell us the condition of the concrete and it would inform the design based on what's actually out there.
So that's a big benefit. Otherwise we would be designing as best we could based on the documents we have. And it would be like, all right, best of luck till we get out there. so that's just to bring it kind of home for this project. That's a that's one of the biggest benefits, I think, that this project could, could see by going this route.
and to give you some ease of that, this is done before the city of Arv has literally just done this for their filter rehab project. they have, I think, ten or more filters that literally all had different under drains, different mechanical washes that they didn't have any information on. So we've been talking to them just to get their feedback.
Describer:
On screen. Local CMAR Case Study - City Arvada Filter Rehab Project
Approach
• Advertised CMAR SOQ on Bid Net
• Prime Contractor selected by 30% design
• Early design support (e.g. under drain material ID)
• Procurement Workshops
Benefits
• Set procurement schedule based on market conditions
• Early design adjustments based on constructability
• Identified Unknowns during design
• City selected subcontractors with prime
• Collaborative, responsive team
Alex:
The process was really beneficial for them. they did a public SOQ process for, for fair public bidding, and brought their contractor in at 30%. They got early design support where they were able to identify what under drains they were going to be able to use. they also did the procurement workshops, which I kind of alluded to earlier, where they, the contractor told them what was going to be the longest lead items and real costs help them get ahead of capital planning on their project.
I think it was a little bit more than they were expecting. So help them navigate that. and so yeah, these, schedule benefits based on real time market conditions. They were able to make early design adjustments because they were able to actually go check things out in the field. identify the unknowns ahead of time. I haven't heard this before, but they leveraged this contracting method to actually select the subcontractors with with the prime.
and that can be important in certain projects as well. you know, the whole team has to perform. So. Yeah. So this was just I just wanted to provide kind of peace of mind for you, the board here that this has been done literally on a pretty much the same project right here in Colorado. So, yeah. And at that, thanks for enduring all that we can open up for discussion.
Jason:
Thank you very much. let's open this up for discussion. Anybody on the board have any questions? I know we went and saw the the, model today or the pilot. Yeah. Pilot. Thank you. We saw the pilot today, and that answered a lot of our questions. but does anybody have any further questions?
James:
I have a couple of comments and a question. one. Alex, I appreciate I wasn't able to make it today because, out East, but, when you, I think you said Aurora or Arvada just went through this process, and I was just wondering if you can comment on the, you know, from a percentage basis what the risk was financially.
we're in a similar boat. We have a lot of things that weren't properly documented, I think late 80s, 90s, there was repairs, rework, upgrades done that weren't necessarily documented fully in that system. And based on what you just, you know, kind of referenced, what was the percentage of, you know, total contract worth or dollars that were spent?
to either mitigate or upgrade or, uncover these types of issues, related to designs, for the different filter bed, drain systems. and, you know, I just wonder if you could talk to that for a minute. Appreciate it.
Alex:
Yeah. We are, we're gathering some cost information from our vet on their project, but I could tell you at a high level that, when you do traditional design bid build, you can estimate about a 10% change order rate and similar aims to dramatically reduce that.
they I lost my train of thought there. So for them, the percentage of risk. I don't know if you can totally quantify that, but yeah, I think the big point is that you be looking to avoid about a 10% change order rate that's expected under traditional design procurement processes. Is that what you're asking about?
James:
Yeah, for the most part. and then sorry about the background noise here. and you, you, you, you sort of illustrated or. Yeah, you talked to a process that I essentially use from all my design work where I, I engage at, early stage with my contractor or subcontractors. but there's always stuff that comes up. And I was just trying to identify, you know, one for the boards, like, what do we need to hold in reserve?
What do we need to expect as overage? Is this stuff that, again, you're going to dig up stuff, you're going to uncover stuff. And I just really want to understand what is that number that we should be thinking about to hold in reserve budgetary as we go forward and what are the implications of that? Is that, like, you know, again, based on recent experience, I'd like to understand your feeling of how much time, how much money that equates to and, and what that risk looks like.
And I, and I grant that I'm asking you the crystal ball. Some stuff. Yeah. That's okay, I get it, I, I get it, but I'm just saying, you know, I'm trying to leverage your experience, and, and I think everybody in the board has a similar opinion. And we really value when you come in and talk to us, we appreciate it.
And I don't think anybody's going to hold your feet to the fire if you give us numbers. But I would like to understand what your personal feeling is or what you what you think you've seen in recently and what that looks like.
Alex:
Yeah. So for the phase one services where the contractor is helping us investigate, we're working to rein in an overall capital estimate at a budgetary level for this project.
The pilot data will inform that. But as a rule of thumb, the phase one services are usually 1% of that estimated value. when we there's a couple of ways you can go about it when you issue there. SOQ for CMAR, you can give that estimate and tell them that their fee needs to be within 1% of that.
Or I've seen some other districts, they'll give an estimated hours and level of effort and scope. And just like a consulting firm for a design would give you a rate schedule and estimated hours, they would they would go about that so we would know and kind of be able to control that phase one cost of services. and then as term as total capital contingency, that might require further discussion.
But capital projects I've seen they the boards and city councils, they'll take a they'll keep a 10% contingency of the capital cost and reserves, for higher risk projects, usually because it has more expensive equipment. I've seen contingencies held up to 30%. I don't have the, like, estimated capital range quite yet because we're working on finalizing that data.
But those are kind of the general rules of thumb. So like 1% of that number is usually held for the phase one services. and then for overall project contingency, I most of the time, utilities hold about 10% in reserve for that project.
James:
Okay. Super helpful. And thank you very much. Yep.
Jason:
Thanks, Jim. Does anybody else have any questions
Jana:
I'm gonna ask, a technical question and stay really high level. Okay. on the under drains. So in the, in the kind of cross section we talked about clay, like potentially we have clay. what's the significance of the like what's why would we want to move to the low profile?
I don't really understand anything about it. That's why I say stay real high. Okay.
Alex:
So. So you're the clay under drains. They went in and, you know, late 80s, early 90s. So one there or as old as I am, so in their 30s, so they, they will see like broken you will see broken tiles of the under drains at that point, the clay just has a natural tendency to become frail over time and break.
So we want to make sure you're not having open like field drains, because then, media can pour through the lower profile benefit is for more flow. Those are drained. Those are designed more in like a stainless steel mesh pattern versus, kind of non-porous, like the clay under drains are kind of like a tile with a hole through it versus the under drains kind of function more in a continuous manner with a mesh setup.
So it allows more flow to get through. and then they are typically brass-stainless steel, which is more durable and corrosion friendly, than other metals. And then again, the clay is likely. I will not be surprised if we find some broken tiles down there just by their age. Thanks Alex..
Jason:
Okay. Great questions. anybody else have anything?
All right. Thank you very much. Awesome.
Alex:
And then Nathan, did we want to highlight the next steps we're going to take. I mean me or you? okay. so, yeah. So with you're kind of unofficial approval, we'd like to start exploring the contracting method with your legal counsel and just talking through what that would look like. We're going to be getting some example contracts from ECCV, who we represent.
And then Arvada has been generous enough to share what their contract documents look like and then start walking through that process if that's All right. With everyone. yeah.
Jason:
Yeah. We can direct counsel to talk to you about that.
Alex:
Okay, great. Awesome. Well, thank you.
Jason:
Thank you very much. We'll go ahead and, close down item number 16 and open up item number seven, the request for service and inclusion with Jim Ranch.
And Jim, you're going to address or Greg You're going to address us?
Nathan:
Yeah. So Greg I'll kind of do from district engineer's perspective, kind of initial thoughts, on it. And then the official request, will come from, Jim Fitzsimmons at the July board meeting. but we figured Greg had already kind of planned on being down here.
there's some information that I think would be helpful for the board to kind of just hear and talk through a little bit prior to hearing the official request. So Greg will take care of that for us.
Jason:
Thanks, Greg, and welcome.
Greg Sekera, Kennedy Jenks:
Yeah. Thank you. Good to see you all again. Like most development project inquiries we get, it's it's really a surprise when we get them.
I think this one was really a big surprise to Nathan and I, this this property was kind of talked about very briefly to me by previous manager and some previous unnamed board members, but we never really knew what was going to happen or the density of this or the size of this development. and why they would even want to come into this district, because, I mean, they're it's not continue.
Yeah. As you can see on the map, it's not continuous to to Castle Pines. So, we, as Nathan and I have talked, you know, this is this would be a really big deal and really difficult property to serve from. the district's existing facilities. and it's really going to take, some pretty significant engineering study on our part and help from Nathan to figure out if we even can, if the district can even serve this property.
so I don't know how. I mean, they sound pretty serious about it. I think.
I think if you know, it's really a decision by by the board, if. You want to consider this and, you know, I'm saying all this without really even having even really looking at any of this, because not sure we even want to spend the time at this point.
Jason:
So what's our biggest obstacle?
Nathan:
yeah. I mean, there's several so one, like you mentioned, it would be a noncontiguous, portion of the district.
So there's a Vickers owned property that sits in between, us and them, the likelihood of them being able to get easements for things like water line looping or sewer lines through the Vickers property is very, very low. which would mean they're running significantly long pipelines to get to a point where their system is looped. looking at like 87, acres.
And change is I mean, it's not a small amount of land mixed use in a residential. So, our production capacity, is definitely something that we would have to look at if we can even get that much water to them. what kind of water rights the property comes with? So keeping in mind that if the only water rights that they bring, our, deep, well aquifer water rights like one, they would have to for us to even utilize those, we'd have to get new wells drilled, get a new raw line installed over the treatment plan, make sure the treatment plant can handle that capacity.
but then that's also increasing our, future water rights need. So if all they have is decreed groundwater rights that, hopefully have been adjudicated for municipal, that's really going to increase our load in terms of what we have to secure for our renewal, long term renewable water plan. it's it's a it would be a difficult property to serve, as I understand that they came they have spoken with the village.
as far as I know, the village turned them down. they're not really geographically close to Castle Rock or Parker infrastructure. there's there's a lot of potential challenges that come with this one.
Greg:
yeah. And I'll also add that when we did the planning, and all the. Yeah, the planning and, and, reviews for the, the Legae area and the town center,
All those facilities were planned and designed to not extend service past basically Chase, which is, into the Albert or not or what? I'm sorry. The that's what's his name again?
Nathan:
Yeah. Chase lanes goes to the Vickers property. That's the road that takes you into the, village gate.
Greg:
So, you know, we were told specifically the district would never serve that far south.
So it could be that they would have to upgrade facilities through the Legae ranch to serve this property as well. Which would be really significant.
Leah:
Do we know why? Why now? And I'm assuming the benefits would be revenue. But it sounds like the cost, and the difficulty doesn't exceed the benefits. Is that fair?
Nathan:
yeah. I think more than likely that's the case.
I mean, the they'll make their official request, you know, at the, at the July board meeting, and then that would be the board's decision to move forward if we did have to do, kind of like a more comprehensive study to see if we could serve them. that's something that would be done at their cost. there's just a lot of really big obstacles in the way.
so the assume the, you know, in a perfect world, they would say that they've got surface water rights that will cover their entire development, their deliverable, the Chatfield Reservoir, and they're willing to spend whatever it takes to get all of these infrastructure, you know, things put in place. the reality is like this would be a really, really heavy capital lift, even for a development of that size.
But, I mean, that would be more of a business decision for them to make. And so I think that that's, we can't make that full evaluation unless, you know, they they make their presentation, the board authorizes their request. And then part of that would be doing that, like, kind of benefit analysis. So like what like what benefit would this bring to the district.
Will it put us in a better position than we are now. Would it be kind of a neutral position or is or will be worse off for having done it? I think that they have, they're, they either have or in the process of including, into the city. and so there's also kind of like that consideration the city would like to see us serve this, this property.
and that's really just more of an informational point than it is anything else.
Jana:
so if the question when I read this letter is, is what I think it is, it's let us know what processes will be required to obtain the above approval. So are we looking to say do we want them to do a feasibility study.
Is that the next step in this. Is that what they're asking?
Kim:
Yeah. So there is a legal process to petition for inclusion. And that process addresses all these questions as it moves forward. So I'd suggest instead of, you know, prejudging it at this point, in July, we can either tell them at that time to do a petition, or we can tell them now to go ahead and start the petition process, and then we'll walk through that, that process and that will be part of it.
Tera:
So so that answers my questions, which was kind of what what's the logical next step, because it almost sounded like they were looking for a will serve letter before we had a feasibility study, which I knew they would pay for. But, could you just kind of talk, just maybe high level quickly about what the the petition processes?
Kim:
Yeah. So the petition itself is fairly straightforward, but they'll have to provide the plans. How many, single family equivalents they think they'll need, what water they have to bring to the district. so it gives you the opportunity to evaluate whether or not you can serve them. you know, at this point, we wouldn't even know what we would be serving.
So that process is kind of an orderly way to determine whether or not you would include them or whether you'd be willing to serve them outside of the district. which we've done before at a higher cost. what facilities they would have to bring to the district to be served. And it covers all of these bases. And as I said, we could request them to go ahead and start the petition now or wait till July and see what they have to say and then request the petition.
But either way, I think you should. I don't think you should go through the petition process,
Jason:
but they're going to talk to us in July 2nd, right? Yes. Okay.
Greg:
They were planning to come. The whole crew was planning to come tonight, but they they bailed out. So there's there's not urgency on our part to respond. I don't, I don't
Jason:
I think we should wait till.
Yeah. We should wait till they show up. Okay. Yes I agree.
Jana:
So just to speak on the other side of that, if if when they show up and kind of go over this stuff, we're still open to the idea of the petition. So to me, it feels like we're just waiting for a presentation that's not necessarily going to change our minds either way, because I still think we need to evaluate it.
Nathan:
And so that's the that's the petition process. So whether we and that's what Kim was pointing out. So I think that will it sounds like we need to allow them to do the petition process. And yeah, we'll find everything.
Jana:
So to me it felt it feels like why wait a month? What are we waiting for? Like them to present something that's not going to change our minds.
Tera:
I have that same thought.
But for me, I want them to come and ask. Because, again, if there's no urgency on their part, because what if we say, you know, what if they don't come in July? What if, again, something else takes a higher priority for them or whatever? I don't think we need to kickstart the process. I want to know how interested they are and and I'm not sure I want them to come ask.
Greg:
I'm not sure they even understand the the whole inclusion process. So, you know, maybe once they hear it, they might decide it's, you know, not worth doing.
Tera:
Right? I mean, they probably will listen to this recording and figure out where we might be headed and, and do more discovery. And they may not come in July and ask us.
They may not come until who knows. So yeah, I'm okay with waiting. Based on what I've heard.
Jason:
Jim, did you have any comments?
James:
no. I just, I think just let the process, go forward. And then once you get more information, I guess the board will evaluate it.
Jason:
All right. Sounds like we're all kind of in agreement here. So, we will wait for them to come and talk to us, and then, we can start looking at this petition process.
If they choose to go down that path. So thank you very much, Greg, for, explaining some of our.
Greg:
Thank you for having us. Are you, you okay? If the cage cage crew leaves. All right. Have a great night. All right.
Tera:
And thank you all so much. That was very informative. it really did help put it all together that we went and toured the water plant before you made that presentation.
So that was very, very helpful. You're very knowledgeable. I'm excited about our demo. So thank you. And and thanks, Greg for your advice. On the other.
Great
Yeah. No thank you. We appreciate all.
Jason:
Wonderful. Great. We'll close out this section and we'll move on to the communication director's report. good evening Bailey.
Communications Director Bailey Budnik:
Good evening. thank you for joining also on that, pilot tour, because that was pretty special and definitely a lot of topics that we can cover as we move into the next phase of the pilot program and the communications.
Jason:
Yeah. I think it's great thing for the public to hear what we're, what we're trying to accomplish here.
Bailey:
Definitely. as far as communication from June 15th to May 15th to June 15th, we covered a wide range of topics, most notably continued flushing updates, and also the post crisis communication of the boil water incident. for that, we made an entire FAQ page on the website that we also, displayed through social media posts as well as email updates.
and we didn't receive any feedback from that. So it seemed like it was well received and communicated all necessary topics that community members were interested in learning about. as well as that, we also had the Food Truck Frenzy event, which was really great just to communicate with the community. And it seemed to also be, a lot of people had great questions and we had a few, informational boards out there covering, the Yorkshire project, a few reasons why, you know, we are doing the capital projects as well as just a few common questions like about billing and additional information.
We also had a way for people to win Castle Pines water bottles through, a quiz of sorts with spinning the wheel. there's eight questions, and it was fun because it drew some adults, but it also drew kids. And that way, as the kids were completing it, Nathan got a chance to talk to the parents and, you know, dive into any questions they had.
So it was a really great way to just connect with community members. And, just got, you know, a bit on what they're thinking and questions that they're asking. And then with that, we also had the water buggy, which was also a great hit. we had the branded cups. And then for people who won the water bottles, they were able to fill those up as well with that.
and the water buggy will be at all of the chamber events this summer as well.
Any specific questions with data or topics discussed?
Jana:
I do, Bailey, and, this is just some feedback. So when I flipped through all this stuff, when I got to the flushing locations, I thought those maps were a little bit of a struggle to see. You know, immediately I'm going, I can't tell what streets these are on. So, I'm sure there's a reason behind why they look like this, but I wouldn't mind a bigger vicinity map to go.
Oh, that's my part of town. Versus where? What is this street? So, just $0.02 on that. No response. Even need it.
Bailey:
So definitely I think, to your point, though, if you see so the the last one for Monday, June 17th, that one, we got confirmation that we did not have to use, the photos, exactly how they were laid out.
So that way we got to to make them more, display nicely. Definitely.
Jason:
How are the QR codes that we're putting on everything? Are people, clicking?
Bailey:
Yes. I can pull the data for the next report, but I see that in streamline, the specific web pages that we are linking with, the QR codes are getting a lot of increased traction. So that's great to see.
Jason:
Very good. does anybody else have any questions?
James:
Jim? No. I'm good. Thanks.
Bailey:
and then one other thing. So we will be posting the consumer confidence report tomorrow to the website. And then on Wednesday it will be going live through mail. and community members will receive a postcard with instructions that they can either pick up the packet here or, there will be a QR code to see it on the website fully or, you know, the link, then to go to the website.
So that will be we will be rolling that out through all deliverables as well.
Nathan:
And so the the postcards are, new this year. Historically we've sent out the actual like full CCR packet. So this is going to save us tens of thousands of dollars. So rather than, because we not only had to print out these like full like 12 page pamphlets for our CCR, we also have to send Centennial.
So we're sending out to booklets or, you know, eight and a half by 11, direct through the mail. It's it's incredibly expensive. So being able to take that down with the cost of a postcard and the stamp, and send all of those out. We did confirm with the state that that does meet all current requirements. and so the, the there's a few things we had to do.
One of them, we, we have to have copies available for it in print here. we had to include a some additional language in the CCR, that will get that taken care of. there's the other thing that we decided to do with the CCR is even though it is, so the 2024 report is covering water quality data for the calendar year of 2023.
we did include a link to the information on the boil water notice, even though it wasn't required. and I ran that past the state to they really loved the idea. I just thought that if we've got, you know, a consumer confidence report that's coming out this this close to that advisory, that it would probably raise a few eyebrows if there wasn't some information on it.
so we're including that even though it's not required. And then we'll include that again. when we do our 2025 CCR for 2024.
Tera:
Thank you. That answered most of my questions, and I appreciate you checking with the state on that. I think that's yeah, people will be looking for that. I'm excited to see all that coming out.
And I love the water buggy. I went to the concert in Coyote Ridge last night and was there because it was a chamber event, but I think it's fun, so I'm glad people liked it. And I love the idea of of the game to engage people of all ages.
Leah:
my primary feedback for this comes report is around the FAQs, about the water advisory incident report.
I just thought they were great. I thought it was great, number one, that we did it. I thought the FAQs were, really good. And then I thought the layout was really nice, too. so that that was one for me. Like, even just as a, as a resident, like, that was my primary question is like, what the heck happened and why?
and so making that information available more broadly, I really appreciated it personally. Definitely. So thank you.
Jason:
Great. Any other questions or comments? Okay. Thank you again, Bailey. And, we'll close down this, section, article eight, and then we'll move on to the finance directors report. Hello, Phyllis.
Phyllis:
Oh, how are you? well, how, it must be it must be warm there because everyone has short sleeved sleeveless form in Colorado?
Jason:
Yeah, it's very warm. It's, in the mid 90s right now, so it's a little toasty.
Phyllis:
Oh, well, hello to summer. Okay. ..... okay, if you want to go over the, statement of claim. Or I'll go over the audit first, talk to Andy. Anderson at Reuben Brown this morning, and he, was asking if we were on time.
We're starting fieldwork next Monday. And so I told him, yes, we would have everything to him for him in order for him to start. July first he has staff scheduled, I think, for that first week and then they have the holiday and then maybe the second week as well. So I will, get with Nathan about the timing for the audit and seeing if they can get that done in time to file by July 31st.
and then, any questions on that.
Nathan:
Yeah. So that is well, so we are on track with the audit to get it completed by July 31st on time. Monday we are, they're getting ready to start the field work, and Phyllis will coordinate that, with me. Yep. Sorry.
Phyllis:
And Andrea is also helping.
Nathan:
Yeah, you're a little hard to hear on our end.
Phyllis:
She is not here tonight?
I know I'm a little blurry or something. Can you hear me alright?
Nathan:
It it's a it's a little bit mumbled. I think we had tried to set off.
Phyllis:
Let me try this.
All:
Much better. Much better, much better.
Phyllis:
I don't know why. Sometimes that works, and sometimes it doesn't. And I just wanna let you know. Andrea would be here tonight, but she's home with Covid.
So the gift that keeps giving. So let's go through the ratification of claims. We have payments for checks 28623 to 28682. And electronic payments from May 20th 1st to June 19th. checks from May $328,639.66. Electronic payments for May $55,114.83, for a total of $383,754.49. June month to date, $608,525.05. Electronic payments $19,880.55, for a total of $628,405.60.
So the total for the period of checks $937,164.71. Electronic payments, $74,995.38 for a total of $1,012,160.09.
Tera:
So, can I ask a quick question, since I'm not really seeing a normal run rate? do we know why our, expenses went up so much in June, considering that May is like a five week month and you said to date through June, which we're not all the way through June, but why do you know why asks is that our normal run rate or why that went up so much?
Nathan:
excuse me? It's, capital project driven. So we started to get the, the final payoffs for the Yorkshire Water line. The monarch water line kicked off. We've got the filter rehab project going. We're still doing design work on a lot of the lift stations. So all of that's just, And then we've got the office renovations and stuff we're doing at the water treatment plant with the last project.
So it's really just a couple projects starting to take off.
Phyllis:
Yeah, there are some large checks this time. The tank rehab, 105,000 water wastewater lift station renovations and 96,000.
Jana:
Phyllis, I have a question. When I'm looking at this, how will I how or how would I know which ones are the capital projects when I'm flipping through the pages?
Phyllis:
Well, it's based on the account number, and I guess we can well, we can't add it to that, but we can actually separate on our table if you'd like the capital versus the, operating.
Jana:
I would greatly appreciate that, actually. Okay. I'll write it down. Anybody else would tell you that? Okay. Thank you. Phyllis.
Phyllis:
Yeah. Then we can track those capital projects as we go through the year.
James:
I have a question. Phyllis. and this is sort of real. You and Travis. and again, it's something I broke over the past year or so when we do these projects, and we talked about capital projects hitting up. used to. And this isn't your job. Okay. but you're involved in it.
How do we know how we're performing as planned and schedule with regard to we're we're writing these checks. We're issuing to the vendors that are doing the work. Yeah. where's the feedback in that process where we understand we're 35%, 15%, 25%, through the process, and they've done the work up to a certain point. And we paid them up to a certain point in weeks.
I mean, right now it's just an accounting, and you're an accountant. And I get it. Do you and Nathan talk about this process. And is it charted someplace where we know where we are on the continuum as far as what we saved and what works from and what we expect to receive as far as the billing, in related to these projects, individually or in total.
Phyllis:
Yep. So I'm on the same page with you that I would, like to get to the point where we're getting you, you know, regular financial statements, and give you that information by budget line. so as soon as we can get this audit done and, you know, we've had a couple, a couple of busy years, and then this last year we have the split.
So where we sent off the a couple of the funds and the stormwater fund. And so we're still making sure we have all those numbers tight so that we could say we only have the water and the wastewater funds left. So we're getting there, and we're going to get to the point where you're going to get more information than you've had.
But and that will get you to I mean, we need to get it done in time to start planning the budget for next year. So by that time, we're sure you'll have, draft your preliminary numbers for the current period and estimated year to date so we can draft up the budget for next year.
Nathan:
And then as far as,
James:
don't take it the wrong way.
I think everybody in total really likes the work you guys are doing. The fact we're kind of caught up now, so appreciate it.
Phyllis:
Yeah, we're we're we're almost there. And the numbers are much cleaner and we understand them. so yeah. And Nathan's got a great handle on it. So I think you're right. If we start giving him information, he's going to be able to tell us right away like, nope, that's that's not right.
We, we didn't spend that much, so that'll be nice to have that second set of eyes from him, to be able to make sure we're on track.
Nathan:
And then as far as the actual, like going through the capital, projects and monitoring the expenses as projected and expected. currently that's done. I review it, but the the bulk of that lift is done by Kennedy Jenks.
usually Lisa Swain. So she's the one that, gets the payoffs from the contractor, and then she's verifying quantities. Verifying installs. We've got their inspectors out there taking their daily logs, making sure that our the equipment that's shown on site and what's been installed, and all of the quantities that we're getting for those, individual payoffs, that payouts is correct.
And so Lisa does a pretty deep and thorough review on those. she's, really does a really nice job of challenging quantities and making sure that the numbers that we're getting back from contractors have, like, very detailed explanations. And so once Lisa kind of goes through that, she and I review the payouts. at least on the monarch project for a lot of the water treatment plant stuff, Alex, handles kind of that same role.
And then, after all of that process is when we code it and I'll sign the pay up because it's all been verified by our engineering firm through that kind of project management role. And then Phyllis and, Susan and that and that team make sure that everything gets paid out.
James:
Okay. Well, I think I appreciate that and I understand that, but I think the two numbers I'm looking for is a cost performance. You, you know, a scheduled performance where we are the project was ten months. We're five months into it. That means we've, you know, we scheduled certain events to happen. I mean, it's really two numbers.
I think that and it's how. And again, I, I hate to keep bringing in my own personal experience into this, but it works. If you understand where you are in the schedule and how much you have left to spend and what you have spent. And it's it illustrates how you're doing against budget and how you're doing against schedule.
it's really two percentages, you know, as you creep along the schedule and as you, as you spend money. It's you need that feedback. And I think that would be helpful for me personally and I and hopefully the rest of the board to understand how we're performing a budget and schedule so we can roll that into a report, you know, in coming months.
I really, really would appreciate that.
Nathan:
Okay. Yeah, I think that that sounds great. I just want to, it's a little bit difficult to hear you. So you were looking for cost performance and schedule performance were the two metrics that you were looking for? Yeah. Okay. Perfect. Yeah. I'll talk to. I'll talk to Kennedy Jenks. I, I both appreciate your experience as well as understand how that would be helpful for us internally.
Well, so I'll talk to Kennedy Jenks and that might be something we can get going, pretty quickly. It's just kind of spitting two numbers out of the process that we're already using and more like simplified and digestible version. So, as long as the rest of the board agrees with that direction. Yeah, that sounds great. I can talk to K.J. about that.
James:
Thank you very much. Appreciate it.
Phyllis:
Okay. going back to the, financial update, I just want to point out where we're at for our taxes. Year to date, we have, 66% year to date. and remember that 75% of that's going to the water fund, 25% to the sewer fund. We also did receive backfill property taxes, $126,000, pursuant to the Colorado, the SB 22238.
I did a quick calculation. And, Nathan, I'll have to have run this by you to make sure getting those taxes wouldn't put us over the 10% limit. So I'm not sure if they would include those, because these taxes are back from actually 2022. I was able to go look up because they gave back taxes for both years.
And the money you received was from 2022.
Nathan:
Got it. Yeah. We can I'll I'll look through that with you, Michael. And I've had some conversations about how that kind of works inside of the parks IGA year. prior to that, I don't think we're going to really run any risks because those taxes would have gone into the general fund anyway.
but so if those all would have landed in the general fund and whatever we need to stay below that 10% is part of that, like final accounting in the IGA. and so if there's a surplus there, that's money that, by contract through the IGA would go to the go to the city anyway. So I think we're
Phyllis:
Would it go there if it was for taxes for 22.
Nathan:
Yeah. Because if they because that money would have gone into the general fund anyway. And since the IGA requires us to give them the general fund money.
Phyllis:
Okay. So that'll be a calculation for the 2024. Year, yeah. Okay. Got it. Yeah. water billed water usage was, 19% increase from last month or from last year, the same month.
And billed sewer usage was, yes, about 2% increase. So those were pretty. That was pretty similar. The water and sewer revenues were 616,000 versus 568. In May of 23, got about an 8.5% increase. Your property taxes, a little tiny schedule you have there. You can see where we have the 66% today in your property tax receipts. The next page is one I, I, think we can expand that I talked about and add the capital and the operating expenditure categories to come up with, for the next board meeting.
And, and then if you want to see it a different way, you can let, let us know.
Nathan:
And so those and the next page. Sorry, I didn't mean to step on you. Go ahead. no, no, no go ahead. I was going say so the water use increase and then the, not having a commensurate sewer rate increase is exactly what we would expect to see.
we've added a few more properties, so we anticipate, like, a little bit more sewer usage. The water uses, independent of that because it's precipitation driven. so this year, this time last year we'd had, really consistent kind of heavy rainfall. And we have gotten far less this year and it's been considerably hotter. So the indoor usage has gone up a little bit, just as we've added a little bit more properties.
with that, like that 17% delta between the two increases is 100% driven by just people started watering their lawns a lot earlier, than we had anticipated.
Jason:
All right. Great. So we need a motion to, ratify the checks for May for $328,000 to $639,000.66, electronic payments of $55,114.83. Bringing Total expenditures for May for $383,754.49 in June for $608,525.05, electronic payments in June for $19,880.55 for grand total in June, for $628,405.60 for grand totals, checks being $937,164.71, electronic payments being $74,995.38, for a grand total of $1,012,160.09.
Board Voting All Speak:
I'll make a motion to approve. Second. Great. Having a second. We'll move to vote. Jim. Approve. Tera. I, Jana. I, Leah, approve, and I approve as well. So that motion has passed.
Jason:
Do we have any other questions for Phyllis this evening? Thank you very much, Phyllis. We look forward to seeing you at our next meeting.
Phyllis:
Okay. Thank you. Have a good evening. Thank you.
Jason:
And we'll go ahead and close down the finance director's report and open up the legal counsel's reports.
Kim:
you have a copy of the report? There's quite a few things on there.
I think next month we're going to wipe out about half of those, and two of them tonight. The first one is the very first item. that introductory paragraph. I'm sorry. That doesn't apply to you. You're probably wondering who Marmot it is, but that has to do with the library districts. yeah. we've discussed this matter before.
This is the new law that requires ADA accessibility to your web page. it's it's very complicated and very technical. there was a new agency created to come up with the regulations. They've been working on those for quite a few months now, and they're in flux. initially, it was anticipated that we'd have to be in compliance by July 1st, but that has all changed over time.
And right now we have kind of a safe harbor that will be good until July of 2025. But in order to claim that safe harbor, we have to pass an accessibility policy. So I gave you a draft of the policy, essentially saying, we're we're working toward making the website ADA accessible. and then we have to have to appoint an administrator, someone that can be contacted by anyone who needs an accommodation.
So that could be Nathan. It could be Bailey. it could be streamlined. I'm not sure if they will do it. but you're fortunate in that streamline is kind of the leader in creating these accessible websites already, so that's all under way. But if we adopt the policy and then put this policy statement that is in the, in the resolution on the front facing page of the website, then we're good to go until next July, and we have to do, quarterly updates on where we are, I think, but don't know for sure yet because the regulations are changing so rapidly.
I think we may be able to, to make our plans simply say we hired streamline and we're continuing to pay them and having them do the work, but I'm not certain of that yet. But we don't have to do that right now. So for tonight, in order to comply by July 1st, we would need to adopt this resolution approving the policy.
And then attached to the policy is kind of a form plan for the future that will work that out when the time comes.
Leah:
I can make a motion. It's my first motion.
I can make a motion to adopt the ADA policy as written in the board packet for approval. Did I do that right? Perfectly.
Kim:
And, Leah, if you approve the resolution that goes with it,
Leah:
as well as approve the resolution that goes with it.
Board Voting All Speak:
Very good. I second that having a second. We'll move to vote. Jim.
I can approve that.
Tera I Jana I Leah approve. I approve as well. So that motion passes
Kim:
and then the other thing we have to do in that regard is, is select the, the, compliance coordinator. And it's I think it's probably Nathan, but I'm not going to say it has to be.
Nathan (off-mic):
yeah. I mean, it's not really that much more work for me since we're using streamlined for. So.
Thank you. yeah, I think that that makes the most sense, especially since, you know, we're using streamline for all of that. Anyway, if we if I did get any compliance requests, I'd be just forwarding them to streamline to come back through me. I don't know offhand if streamline would do that. My guess is probably they want the district to have a representative that reaches out to them.
and so I'm fine with that.
Tera:
So catch me up because I thought we were already ADA.
Nathan:
So to for current standards, we are. And so that's one of the things that Kim mentioned, is that these regulations are ever evolving still. so they're not completely set in stone. And that's kind of, streamlined platforms. Deal. So like, they're they got compliant to what was anticipated and what was already required.
And then as those new regulations come on board, they'll be updating their site and their software in their platform to make sure that they stay on top of them.
Tera:
Thank you. And that sounds like you are the right person to be our contact.
Leah:
Yes. Yeah. Is there another motion? Oh, to appoint Nathan.
Okay. I make a motion to appoint Nathan as our ADA coordinator with our website provider, streamline.
Board Voting All Speak:
Okay. Very good. I second that motion. Having a second? Let's go to vote. Jim. Approve, Tera. Approve. Jana I Leah, approve. I approve as well. So that motion is carried.
Kim:
the only other thing that we need to address tonight would be the executive session. And I apologize to you that that, document didn't come out till this afternoon.
It was a missed communication in my office, but.
Nathan:
Okay. yeah, we'll circle back around. Yeah,
Kim:
it's it's the agenda. Okay. Very good.
Jason:
All right, so then we can close out the legal counsel's report and move on to the district manager's report. Nathan.
Nathan:
all right, I'll start with the, agenda items that, I've got in, so. And then I'll take questions on the rest of the report. So, for the, parcel transfer update, it's noted in the board packet.
this is an update that I got directly from Jay. but so the purser parcel tracker spreadsheet is up to date. it got shared with all of you in your district emails this afternoon. If there's anybody else you'd like, me, to add to that, we certainly can.
Jason:
I tried opening that link and it wouldn't let me.
Nathan:
Okay, I'll make sure that that's we may have to do a, he may have to invite you from the document. but I'll make sure that that goes in. so, the first title reports have been sent out for review that included two parcels that do not have any known district utilities and six with known district utilities.
so we're going to continue with surveying work that's, all of kind of all on the way. And then we're, you know, follow the process that we discussed at the last board meeting. the priority Group one parcels, we've already started the survey on, those are will be completed first so we can record the final easements.
the starting with the district office and the parcel to the north. we've got about 19 title reports, at least, when he sent me this update last week. So we're at about 20% complete. and then the survey control network equipment, we had to fabricate a custom base plate that will end up on the roof of the water treatment plant.
so that just got pushed out a couple of weeks, but it's nothing that's delaying, any of the parcel transfer stuff. any questions on that? Everything. Everything's moving, plugging right along. We're we're on schedule to get done when we thought we would,
Tera:
you know, just a question on that because is, isn't that the project that had a pretty significant price tag.
And then when he was here presenting with us last time, said, it's not going to be that much what kind of update do we have on the cost estimate for that project?
Nathan:
Yeah. So I think the initial cost estimate that we got was like somewhere in the neighborhood of like $1.8 million, worst case scenario, we're still tracking to be, either at or slightly under 500,000 total project cost.
so that's 50%, to the city with the IGA amendment that we signed or that we approved last month.
Leah:
And is that to be split with the city or. That's our cost.
Nathan:
So it's, half half of that. It's $486,000 or whatever it is. Half of that is our cost. Half is the city's.
James:
I mean, I just got to ask, has the city approved that?
Nathan:
yeah. They did. I think they're waiting on, the just getting the signatures pushed back and forth, but as far as I know, they approved it. Yeah. Appreciate the fact that, And I can I can double check and verify that, but I'm pretty sure that they did.
James:
Okay, thanks Nathan..
Nathan:
All right. any other questions on the parcel transfer update? Cool. All right. For the SSO violation, Jay was able to Jay and, the district were able to confirm with the state, that the, Plum Creek rehabilitation work, is a 1 to 1 ratio. So, That's great. So we put $130,000 in there. They're plugging right along on that there.
I have almost got the, Excuse me, I lost my lost my spot. Lost my spot here. They almost have the application, completed. And so we expect to have that application to present to the board for approval at the July meeting. once we have that approval, will submitted to the SEP coordinator, and we'll take the next steps going down that path.
but the the 1 to 1 ratio is really, really good to hear that. We were able to verify that. So it'll cost the 138,000 or 120. I can't remember the number. So many numbers flying around tonight. there was one thing, that I, accidentally omitted for my board, from my board reports of the South Metro Water Supply Authority, is hosting.
Well, Parker Water is hosting a water symposium, for South Metro Water, and they have invited, South Metro Water Supply Authority. members, staff members and board. So that is scheduled for July 23rd. I don't have a ton of information on it yet, but I'll. I'll send that out. I'm planning on attending. It's the day after our July board meeting.
so any board members that would like to attend, you are certainly welcome to, And I'll get you more information on, time, location and all of that stuff as, as soon as I have it. I need to reach back out to, Angie with South Metro Water to to get that online. But I forgot to throw that in my report.
any other questions?
Jason:
I'm not hearing any. So we can we can go ahead and close out the directors, managers, district masters report and that can move us onto article 11. Kim, what is the verbiage we need to do to open up the session? Oh, wait, Tera knows it.
Nathan:
Yeah. And we've it's on the agenda.
Tera:
I move we go into executive session as allowed by section 24-6-402 for A and E, one of the Colorado Revised Statutes regarding Possible Renewable Water partners and agreements. I second that motion.
Nathan:
And then, just real quick, Jim, I did send you a separate email with the executive session link. it'll take us a minute to
James
correct, but I'm good. Thank you.
Board Voting All Speak:
Okay. We'll move to vote. Jim. Approve. Tera. Hi, Jana. I Leah approve, and I approve as well. We are going to move into executive session and then return afterwards.
Describer:
On screen. Board Executive Session Please Stand By
Kim:
The board has come out of executive session at 743. Regular session is resuming at 7:46 p.m.. The discussion during executive session remained on the topic, as noted in the agenda and in the motion, and no action was taken during the executive session. And we're ready to move forward with the open session.
Jason:
Very good. We will close down item number 11 and move on to item number 12, director's matters.
So anybody have anything they'd like to talk about?
Jana:
Yes. I just have a couple questions on the calendar. because I know summer gets busy. So, we have study session July 17th. Is that still we still going first study session.
Nathan:
so yeah, that was one thing that we needed to look at. I don't have anything specific at this time for a study session in July, if you guys have any requests, I'm open to them, but as far as I know, we're probably good to vacate them.
Jana:
I'm fine. Vacating with no topics.
Leah:
Same. I'll be out of town anyways.
Tera:
I'll be out of town too, so, I'm happy to take it off my calendar.
Jason:
I'll be in town, but I don't need to get a study session by myself.
James:
And then. Hey hey hey hey, I'm good with vacating as well.
Lana:
and then we have a board meeting July 22nd, and I, I will be out of town, but I'll be available via zoom, so.
Jason:
All right. Very good.
Leah:
And those are all reflected correctly on the website.
Nathan:
They will be. And so, so one thing and I was, actually talking with Bailey about this. So we've had a couple issues with streamline. I thought I was going crazy where we've gone in and like change dates and then that they've held and then they like revert after a certain period of time.
And so I need to touch base with them. the same. She noticed the same thing with her own bio on the website. There was a typo forever ago that like, she had swapped out and then it popped back up. So we we've got, we need to put a call in to them just to see if there's anything that we're doing wrong or if there's a browser issue.
but yeah. So that was the I had when I originally posted for, the plant tour. It had showed up is August 19th. And like I remember going back in and changing it and then double checking it. And I got your text today and I was like, yeah,
Leah:
no, that's okay. I was just like, am I going crazy?
Nathan:
Yeah. And Tera has noticed a couple of them too over the past month or so.
Tera:
I wonder if it's pulling from their backup or something
Nathan:
right now. So we'll we'll look into it and make sure that there's nothing we're doing wrong, or find out if there's something that they need to correct
Leah:
when it's happened with our school district website, like where changes are saved and then they revert back, it's usually bug
Nathan:
okay, I'll, I'll talk to them about it.
Jana:
You have another thing. Did you have something Jason okay. This is not very important, but I do want to share with you guys that I officially finished my sod removal program and I am so pleased with my garden in a box and I'm not watering my side yard anymore. And so I told Nate I want to put a sign there to say ask me about my water conservation and put a QR code, because how many neighbors stopped to talk to me about like, what are you doing?
It's such a good advertisement to see. Like, you didn't have to pay for that. You. And so
Leah:
that's amazing. I didn't do like, what about an interview? Because I don't know.
Jana:
I'll pass.
Nathan:
Oh, hold on, the other four of you can vote her into it.
Leah:
I think they can scan the QR code for your interview.
James:
I think that's motion worthy.
Tera:
I think she should do an interview.
Leah:
I think that'd be great. A board member,
Jana:
I was really happy with it and want to tell more people how easy it is to do. I mean, I just plucked the plants in, I'm very pleased.
Tera off-mic:
So I am thinking about a field trip, I'd like to see it.
Jana:
I'll text it to you later. After this.
James:
Yeah, we need pictures or something.
Nathan:
So I did, and you'd, give me this idea like a month ago. And then it went right out the other side of my head. But I did talk to Bailey about it before the meeting, and so she's going to get me approved for some quick yard signs that are basically say something to the effect of like, I participated in one of Castle Pines North metro districts projects,
Jana:
because also two fold.
I did get an HOA violation for the way my yard looked in the interim, so I thought that would help if they said, oh, she's doing something right. yeah.
James:
You're on the HOA.
Jana
Yes, I'm on the HOA. Yes.
James:
That's good. I love it.
Jason:
Jim, did you have any matters to discuss?
James:
no, not this week.
Jason:
All right. Very good. We'll go ahead and close our directors matters and adjourn the meeting. Thank you. Everyone.
James:
Good night.