Board Meeting
October 28, 2024
Transcript
Describer:
CPNMD Board Meeting Agenda
Monday, October 28th, 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 October 28th, 2024, Board Meeting agenda.
IV. Consider approving the September 23rd, 2024, Board Meeting minutes.
V. Consider approving the Wednesday September 18th, 2024, Special Work Session minutes.
VI. Public comment period. (Three-minute maximum per person).
VII. Filter Rehab Pilot Report, and Engineering Proposal. Greg Sekera P.E. & Erica Wirski, Kennedy Jenks.
a. Consider approval of Filter Rehabilitation Proposal.
VIII. Daupler Demonstration and Presentation. Chad Feather, Daupler.
IX. Communication Director’s report.
X. Finance Director's report.
A. Ratify claims for payment including check numbers 28828 -28904 and electronic payments issued from September 19, 2024 through October 22, 2024.
September Checks $491,275.54
October Checks $3,046,867.51
Total Checks $3,538,143.05
September Electronic Payments (all funds) $21,572.44
October Electronic Payments (all funds) $19,737.31
Total Electronic Payments (all funds) $41,309.75
September Total Expenditures $512,847.98
October Total Expenditures $3,066,604.82
All Totals $3,579,452.80
B. Approve payments to the City of Castle Pines for amounts due as of 12/31/23 per the IGA and 2023 audit.
Storm Drainage $24,377
General / Parks and Recreation $1,381,405
Total Expenditures $1,405,782
XI. Legal Counsel's report.
XII. District Manager’s report.
XIII. Executive Session: Upon motion and affirmative vote of 2/3 of the Directors present, the Board may enter into executive session for the sole purpose of determining positions relative to matters that may be subject to negotiations; developing strategy for negotiations; and instructing negotiators intergovernmental agreements with water providers and evaluation and costs of professional contracts as allowed by Section 24-6-402 (4), C.R.S
XIV. Board Action related to the executive session, if necessary.
XV. Discuss necessity of November Study Session, or potential work session.
XVI. Director’s Matters.
XVII. Adjourn.
Board Member Jana Krell:
Good evening and welcome to the Monday, October 28th, Castle Pines North Metropolitan district board meeting. let's start with the Pledge of Allegiance, please.
Describer:
The board members and the audience rise from their seats and recite the Pledge of Allegiance, as the camera pans from left to right from the board to management staff to the audience and back to the board. When they are done, they sit down again.
All Speak:
I Pledge allegiance to the flag of the United States of America. And to the Republic for which it stands. One nation under God, indivisible, with liberty and justice for All.
All Board Members Speak:
Great. Thank you guys. For the agenda, let's start with roll call. Leah. Present. No conflicts. Tera. Present. No conflicts. And Jim present. No conflicts. We do not have Jason today. And, I'm here. No conflicts. Okay.
Jana:
Item number three, consider approving the October 28th board meeting agenda. Nathan, I believe, I'm to adjust with, change to item number five.
Consider approving the Wednesday, September 18th special work session minutes. That's the correct.
District Manager Nathan Travis:
yeah. So we can go ahead and strike that line item. We approved those at the September 23rd Board meeting.
Jana:
Oh. Remove the. Okay. So we're going to strike through item five from today's agenda. And then I believe in my adding to items under the GM report.
Nathan:
Yep correct under the district manager's report
Jana:
okay.
So then underneath Nathan's report which is going to be item 12, consider approval of easement from CP commercial to see and CPNMD for a fire hydrant and update on sanitary sewer overflow event related to the Monarch rehab project.
Board Voting All Speak:
So, with those changes, I'd like to make motion to approve today's agenda. Second, all in favor?
Leah I Tera, I, Jim, I, and I approve as well.
Jana:
Okay. Okay. Item number four consider approving the September 23rd, 2024 board meeting minutes. Do we have any questions on those or changes, revisions, etc.?
Board Member Tera Radloff:
I moved to approve the September 23rd, 2024 board meeting minutes as presented. I second.
Board Voting All Speak:
And for the vote Jim approve. Tera. Hi Leah. Approve and I approve as well. Thank you. Okay.
Jana:
We struck through item number five.
So number six public comment period. Greetings. Do we have anybody who would like to speak this evening?
Describer:
Steve Dawes a frequent attendee, rises and comes to podium facing the board to the right of audience seating and to the left side of the board, near staff seating which is adjacent 90 degrees to the board and to the audience.
Steve Dawes, Castle Pines Resident:
Steve Dawes 5703 Jasper point circle, the Danielsgate neighborhood. I didn't hear what you said about the special minutes. Special meeting, minutes of the 18th. What happened to those?
Nathan:
so they were, they were already approved at the September 23rd board meeting.
Steve:
Okay. I must have missed that. All right, another minor point is you have said on your agenda today a executive session for a variety of reasons. And technically, you need to cite the correct subsection 24 64024E for negotiations. It's not in there. In addition of valuation and costs of professional conduct is not something that falls within the executive session list, unless it's supposed to be negotiation of a professional contract.
So that part of your notice is deficient in that regard. I saw in the comments, the public documents, that there was a sewer spill on Happy Canyon Creek, and that happened when there was material that got stuck in the sewer during a rehab project. Is that the responsibility of the contractor, Elite Surface and Infrastructure?
Nathan:
we that's the agenda item that we added under the district manager's report.
So we'll address that during the meeting, Okay.
Steve:
I noticed that in Mr. Seter's report, there is a list of reasons why the proposed merger with the Parker Water District didn't occur. And that, that list was made at the request of somebody. So I was glad to see that, because I think the public needs to know why that fell through.
And I'd like to know because that's what Parker, what are saying? The reasons were what's our side of the story? Why were these deficiencies occurring? And if there's an answer to that, I think that's something that the citizens should know. Finally, at the last meeting, Director Enquist properly raised, the subject of the public comment session of these meetings being extended from 3 to 5 minutes.
To me, that's a no brainer. I mean, if you had hordes and hordes of people here wanting to speak at the public comment, I could see limited to three minutes, but I can tell you that in a time I've been going here, which is since the new board came, other than my wife and I, one person who are in my notes has spoken in the public comment section, so it's not exactly an overwhelming horde of people wanting to take up your time.
Now, I know that generally the chair is pretty liberal of a long time. I met up or exceeded my three minutes, but I think you should add in your new rules and regulations. Adopt a policy where people get more time and that's it. Thanks.
Jana:
Great. Thank you. Steve. Kim, did you have anything you wanted to add to the executive?
Okay then, Steve, in regards to the time I want to I want to field that one. So we just decided, just like you said, instead of retracting and changing it from 3 to 5 minutes, we'd rather just make it as needed. So that way, if it ever does become hordes and hordes of people, we can still fall back on our three.
But we're going to be more, soft on that. Another victory, I think so, yeah. I never looked at the clock while you were talking. You were good,
Steve:
right? And there was one occasion when my wife was speaking, and I was the only person who was speaking that particular night, about six months ago, when the chair reminded her it was limited.
Three minutes. And I'm looking around and there's nobody here. So I don't like the what the rush was, but that's all. Thanks very much.
Jana:
No, thank you for bringing that up, I appreciate it. Okay. And then.
If no. Do we have anybody online? Okay. Thank you, Tera, for that reminder. Okay. item number seven, filter rehab pilot report and engineering proposal.
Nathan:
All right. For that one, we have, Erica Ski and Greg Sekera. to give, presentation on both of those. so I'll have to get Eric, if you want to get your laptop plugged in and set up.
Greg S. Sekera, P.E., Kennedy/Jenks Consultants, Inc.
So. Yeah. Good to see everyone. thanks for having us. Eric, we got we got two items to talk about, the pilot, program that you guys all know about that's been completed. And now Erica has the report done. She's going to go over that report, and then we also have. And then following that kind of lead into the into the, proposal to start, the design of the filter projects.
So I'm going to turn it over to Erica. She's going to do most of this talking, but I'll be here. So.
Describer:
On screen. CPN Filter Pilot Overview: Filter Beds Rehabilitation
Why?
Filter media and other equipment is at the end of its useful life and needs to be replaced
Upgrade filter capacity to meet future demand
Improve water quality for CPN community
Erica Wirski, Kennedy/Jenks Consultants, Inc.
Hey. Thanks, Greg.
All righty. So, purpose of this discussion is to go over the filter pilot that we conducted over the past, summer for Castle Pines. But just to bring it back briefly as to why we conducted this pilot. the purpose is that the filter media at the water treatment plant is at the end of its useful life, along with other equipment at the plant.
the desire was to also upgrade the filter media such that it could provide a higher flow flow rate and increase capacity at the plant. this is to meet future demand in Castle Pines and then finally to improve the water quality for the Castle Pines community. So, as I mentioned, a big part of this was the capacity goal or the main part of the filter pilot was the capacity goal.
We are attempting to go from 5 MGD to 7 MGD for the rating for the plant. and in order to do this, the CDPHE, the Colorado Department of Public Health and Environment requires that you do a pilot run a pilot. If there you're exceeding a certain loading rate within your filter. So that was the main reason that we did the pilot.
Describer:
Water Quality Goals table
Parameters are Total Iron, Total Manganese, and Radium 226 & 228
The Water Quality goal for each is Iron, less than or equal to 0.05 milligrams per liter with an SMCL goal of .3 milligrams per liter. Manganese goals are less than or equal to 0.015 milligrams per liter with a Secondary Maximum Contaminant Limit goal of .05 milligrams per liter. Radium goals are the sum which is less than 5 pico curies per liter and the Maximum Contaminant Limit goal is the same.
Erica.
So in meeting this capacity goal, we also were needing to meet the following water quality goals. So the two main constituents in Castle Pines water iron and manganese. And these are the constituents that cause turbid water kind of cloudiness. And a perceived poor water quality. However, I'll point out that the requirement for the secondary maximum contaminant limit, is actually not an enforceable requirement.
It is an esthetic requirement. so there's no harm to the public by exceeding that. That being said, from an esthetic point of view, we have aimed for a goal that's lower than that secondary maximum contaminant level such that we're serving the community and reducing the complaints of, turbid water and being sure that we're doing our best to address those.
And finally, beyond iron and manganese, there's also a little bit of radium in the water. There is a maximum contaminant limit for radium. and it is needs to be less than five pico curies per liter. We haven't seen this number exceeded at all in the, water that's exiting the plant. However, it's something we want to just keep in mind because it has the ability to accumulate on media.
Board Member James Mulvey:
real quick before you jump, jump back a second. I do this to Nathan all the time. You have people sitting here that aren't familiar with the headings on your table, and if you could just go through and just quickly describe that, what you're actually measuring. I mean, I think we understand with iron and manganese and radium is, but as far as your levels and things like that, we can breeze through stuff and there might be people that don't understand or would like to understand.
Erica:
Sure. So immediately, so obviously on the far left there, you've got the parameter which you just described iron, manganese and radium. The next column over on the right is our water quality goal. So these are the goals that we set for this pilot to reach the level of water quality for the community that we wanted to reach immediately to the right of that is MCL, which is stands for Maximum Contaminant limit.
This is a threshold set by the US EPA. It's a federal limit, that's required to be met. we only have a maximum contaminant level on this list for radium. There is no maximum contaminant level for iron or manganese because we are these are esthetic. water quality constituents. One more to the right is SMCL or secondary maximum contaminant limit.
This is a guideline set by the US EPA for esthetic reasons. And so for iron and manganese because these compounds are not necessarily harmful to human health at the levels that are typically found in water, there are guidelines for those called secondary maximum contaminant levels just to improve water quality esthetically. and again moving back over to that center column, our water quality goals are lower than the secondary maximum contaminant levels to provide better quality water than is even recommended.
Describer:
On screen. Media selection pictogram.
Viles depicted containing various combinations, from the left
Anthracite + GreensandPlus, GreensandPlus, Anthracite + Sand, Prolix Advantage
Erica:
So as far as the medias that we tested for different columns, and without, I'm happy to go through these if that's desired. But, we selected these based on the throughput, the amount of water that they could handle and their ability to deliver on the water quality goals that we set. our primary media that we thought would likely perform the best is the first one there, which is anthracite and green sand plus.
But we tested three other ones for comparison sake to determine if there was potentially a better solution for Castle Pines.
Leah:
can you remind me how long the pilot lasted for? Again,
Describer:
A Day Onsite
From the left: Equipment Check - ensure all columns are online and operational
Iron, Manganese, pH, Temperature, Chlorine
Lab Analyses 2 - 3x per day Suit of compounds includes iron, manganese, TENORM, etc.
Erica:
it was 16 weeks. and just kind of briefly day on site, I think a few of you had had the chance to view the pilot. but we performed equipment checks. We did some hand analyzes for iron, manganese, pH, temperature and chlorine. And then we sent, some samples to labs, certified labs to get the analyzes for the specific constituents that we were looking to target.
Describer:
On screen. Results - Manganese Removal
This table is comprised of complicated test results with more than 4 distinctive points of measurements. Erica will highlight the most significant portions, please contact Nathan for more information.
Erica:
So these are results. And, without going too deeply into this, I know it's a little bit of a big graph here. we tested four different flow rates, which is the top, row. There are those four different flow rates, but the most important one is the one that's corresponding to the seven MGD flow rate that we're targeting for the plant in order to meet the water quality goals that I just described, we need about 90% removal.
So we were able to see 90% removal for manganese across all of these columns.
Same thing for iron focusing on that 7.35 and this is gallons per minute per square foot. So it's a measure of the throughput that's going through the filter. It's called a filter loading rate. this is again corresponding to the seven MGD that we're targeting for the plant. so again for iron, we were able to see that we got a pretty, above the 90% that we were looking for across all of these different, mediums that we tested.
James:
please, at your higher flow rate, just looking at higher the lower flow rate, in some cases, it appears, I mean, just tell me what your 96.6 is in your anthracite and sand or, you know, pick one of these.
Erica:
So. I'm sorry. That was very loud. For at the ten gallon.
James:
Now, just, your 7.35 gallons per minute squared.
comparatively, you know, if I look at the six gallon, you know, for green sand only. Okay, 99.3 and 99%, what are what is those what are those two numbers telling you besides a higher percentage? 99.3? I'm just saying that you put up a bunch of data, but. And we see a bunch of numbers, what are those numbers tell you?
Erica:
So those numbers are telling us the removal percentage for in this case iron. So we're in order to meet the goal that we set, we need 90%. So what these numbers are telling you are that all of these numbers are actually above 90%. So we are meeting exceeding that goal.
James:
All right. And then I had a question, say look at ten gallons per minute.
In green sand only again, and yeah, well actually not a good example, but and again, these are within the margin of error for your standard deviation. But you get 99.3 in green sand only for 735 and 99 at six and 97 at four. So I would think that the higher flow rate would remove less not more. And I guess that's really my question is, what explains the inversion of that, what you would think is the right way this data should go.
Erica:
So this data, because it's this very small margin of around 99% removal, especially for green sand, only that media has very small size and it removes both iron and manganese and really anything in the water really. Well, not anything but iron and manganese really well. So basically what it's telling you is at these flow rates, there's not a significant enough difference between the flow rates to dictate how well this media's how.
Well iron and manganese are being removal being removed within that small amount of noise there. If you were to compare a much larger size media, for example, the anthracite in sand, you would see that that does a poorer job at. The bigger difference is between the different medias, more so than between the different flow rates. Generally, you're getting more pretty similar removal at these flow rates, but what you're losing is head loss characteristic.
And by that I mean efficiency. So you tend to get pretty okay removal of these constituents in particular across a range of flow rates. But what you are losing by going to higher flow rates is more so efficiency, which is why you wouldn't necessarily want to go that high. And that's kind of also the next slide all go into efficiency a little bit more.
Describer:
On screen. Results - Headloss - Anthracite + Greensand - and Greensand alone. These are data charts. Erica explains them.
Erica:
So I apologize for all of the slides that are a little bit small print there. But essentially what I'm talking about when I mean efficiency is how often these media are backwashed. So when you have to backwash really frequently, meaning you have your filter that's running in a, downward flow or gravity flow. So water's running through it the same way it would in, say, a Brita filter.
In order to remove that and revive your filter, you need to backwash and make the flow go the other way. So when you get enough, you know, stuff on your media, you have to backwash then. And so what you're seeing what you were asking about before is why is the removal so similar? Well, it's because we maintain a similar removal by back washing more or less frequently.
So for the green sandwich does a really good job at removing different contaminants. It's great for removal and it gets you that really high percentage that we saw. However, it needs to be back washed really frequently, which means that it has a reduced efficiency relative to other types of media. So that's the other aspect that we want to look at here, which is you might be able to push a really high flow rate through each of these different medias.
However, by doing that you reduce efficiency. And at what point does it make does it not make sense anymore to push that high flow rate? So from these different graphs you can kind of see how quickly it gets backwash by how close those lines are together. The gray lines. So the closer they are together, the more it's being backwash and therefore the less time it's running.
James:
So and I'll just do my stupid thing here. Oh.
Sorry. Please just walk up to it, I guess. And this, you know, I see lines together and I see lines apart and just walk me through it because, you know, again, we did this test. And one of the things when, whenever I have my guys take data and don't. I'm sorry I said, I just meant that people there are ladies and men, but, I like a take away.
And I like to understand what we just paid for and what the citizens paid for. And I understand you're getting back to efficiency, cleaning the filters. And ultimately, hopefully there's a slide here that tells us essentially what you've discovered in the optimal flow rate, the optimal filter media, and how often you would actually perform these backwash events.
And and again, that's all about, you know, you're talking a lot about efficiency. So, you know, I'd like to hear the takeaway, if you spent four months or so doing this work and you have a ton of data, but need to kind of boil it down. So one we can absorb it, and, and everybody else, it's online or sitting in the audience can, can understand what we did and why we did it.
So thank you.
Describer:
On screen. Conclusion
Anthracite + Greensand performed best in terms of headless, turbidity, and removal of target constituents. Erica explains.
Erica:
Sure. Yeah. And that'll be I can go ahead and just skip ahead to the summary slide if that helps. so the conclusion here really was that based on the information that we showed and we can kind of get more into that if that's desired. But based on the information that we showed, we chose the anthracite and green sand filter, which is the first one in that little graph that I showed you, which and the reasons that we chose that one, or because it performed best in terms of efficiency and in terms of removing our target constituents and in terms of the operation of it for the operators being easy to operate
and not require any additional equipment by changing other things at the plant.
James:
Again, I apologize. It's a military thing that bottom line up front. So that was if we just flipped the whole presentation. It was a great bunch of data. Can we go back now?
Erica:
Sure. Yeah, absolutely.
Leah:
I have a quick question. More, I guess, for for context, let's see if I can articulate this well.
Is, is there like a standardized best practices for these types of filter media, kind of in the industry, or is it really dependent upon, like the individual systems?
Erica:
It's a good question. So there's kind of two when it comes to water treatment plants, you have often surface water plants, groundwater plants. Those can be two kind of big differentiators.
Castle Pines has ground water that's relatively clean and doesn't have a lot of the things that you might find in a surface water plant. So our groundwater has mainly iron, manganese. And then we keep an eye on radium. for groundwater, there is, you know, there are some recommended general types of media you might use, but there's a lot of different configurations out there.
What I would say is it's a little bit more dependent, not on, you know, location or a plant per se, but on what you're trying to remove. And in our case, what we're trying to remove primarily is iron and manganese. And for iron and manganese and green sand, which is what we tested, is a very tried and true and recommended technology.
Leah:
All right. Green sand. So we're heading down that direction. and it sounds like everything I've heard over the last few months and Nathan's mentioned a few times, and you guys have come in a few times and kind of talked about it, but that puts us in sort of the norm of a lot of water districts in the state and maybe across different states, you know, that have similar groundwater issues.
And what have you understand, the media would be probably driven by other factors. But for groundwater based, predominantly groundwater based metro districts or similar water facilities, this is probably the most common. You're thinking, or a fairly high percentage of these facilities would run this filter. Media.
Erica:
Yes, anthracite and green sand is a very standard and tried and true media selection for the constituents that we're looking to remove.
So it would be something I would expect to see in other plants who have similar water quality. Thank you.
Describe:
On screen. Implement new solution to upgrade the Treatment Plant's filter beds, pictures of the Water treatment tanks
Erica:
In the interest of time, I can move forward to the, larger filter upgrades proposal if that works for you guys. Okay, great. So again, large, the solution here is we've done the filter pilot and we've gathered the information required to select the media. And the new the next step rather is to implement that solution at the water treatment plant.
Describer:
On screen. Filter Beds Rehabilitation
Why?
Filter media is at the end of its useful life and needs to be replaced
Upgrade filter capacity to meet future demand
Improve water quality for CPN community
Erica:
So again just going back to why we're doing this, the filter media again is at the end of its useful life. We need to upgrade the capacity to meet future demand. And we are looking to improve the water quality for the community.
Describer:
On screen. Filter Beds Rehabilitation Proposal
Task 1 - Project Management
Task 2 - CMAR Support Services
Task 3 - Basis of Design
Task 4 - CDPHE Coordination
Task 5 - 30% Design
Task 6 - 60% Design
Task 7 - Final Design
Task 7 - Project Bidding
Task 8 - Engineering Services During Construction
Task 9 - Develop a Standard Operations Procedure Manual
Task 10 - Data Asset Collection
Task 11 - Record Drawings
Erica:
So without going through all these tasks, this is kind of the large scale picture of what the filter bed rehabilitation will encompass. And right now we're just discussing the first three tasks, which are project management, CMAR, and the basis of design project management being sort of just project management, which is, I think relatively, straightforward. So, moving past that, if that's okay, just want to focus on the two tasks, which are similar support services and basis of design.
Describer:
On screen. Task 2 - CMAR Support Services
Early Involvement: The construction manager (CM) is engaged early in the design phase to provide input on costs, schedules, and construct-ability.
Guaranteed Maximum Price (GMP): The CM commits to completing the project within a guaranteed maximum price, which helps control costs and limits the owner's financial risK.
Collaboration: The CM works closely with the owner and designer throughout the project, fostering a collaborative environment that enhances communication and decision-making.
Risk Management: The CM assumes financial risk for the project, incentivizing them to manage potential issues proactively and keep the project within budget.
Streamlined Process: By integrating the design and construction phases,
CMAR can lead to faster project completion and improved efficiency.
Erica:
So a lot of text here. Sorry about that. just to give you guys a refresher. So Alex came in here and went over the similar process for I think a few meetings ago. but essentially, CMAR means construction manager at risk. And the reason why we'd like to pursue a similar process for this project is because it allows for early involvement for the construction manager, and this allows for increased collaboration earlier in the project.
And what that does is provides enhanced risk management. And the reason for that is that because the construction manager can be there earlier, they can see the state and status of things and be a part of the design process such that when they produce their pricing, they are aware of the needs of the system and the needs of the particular project.
It also streamlines the process. just having that direct communication early on, rather than having a full design and then bidding a process, and then finally, I know I'm going a little bit out of order here, but at the end of the CMAR process, they produce what's called a guaranteed maximum price. And this allows us to have transparency about what the district is going to pay for in, for the project by the finish of the project.
Jana:
so typically we would do a design bid build.
Erica:
So in this case it's partial design. So for this part of the project what we'll be doing is, is creating the documentation and including the request for information, request for quotes, things like that that allow the district to then select a contractor ahead of time. So and then by the end of this process, the goal is to have a at the end of the first few steps of this process.
The goal is to have a contractor on board that we can then use for the rest of the process
Jana:
is maybe this is for Nathan. Is the contractor selected based on Quals then, since no pricing is part of this,
Nathan:
correct? Yeah. So we'll we'll release an RFP and then we'll get back qualifications so we can evaluate it. Thank you.
Describer:
On screen. Task 2 - CMAR Support Services
Develop information that potential CMAR partner can use to bid
Select CMAR partner
Submit cost and equipment to CMAR at each step in the process
Review final GMP
Erica:
So again just the main purpose of this is to develop the information that the CMAR partner can use. To make a bid, we need to select a partner, and then submit cost and equipment to the partner at each step in the process and review that final pricing for the district to provide comment. So that's kind of the holistic look at what this task encompasses.
Nathan:
another big advantage for CMAR and a primary driver for us is that it really helps shorten your timeline. So once you have the contract on board, you can start doing things like procuring long lead items. You can start getting all of that kind of set up much quicker. That's largely that's important for us because we're working closely with Centennial to schedule this.
So we're staying online this winter so that they can do a large project, and then we're going to go off line early next year. And so this really also helps us hit those hit those timelines and kind of a truncated window.
James:
Okay. absolutely non-binding I understand the whole contract side of things, but start to finish and maybe we'll touch on this later.
We, we kind of did in past meetings, but rough time period to go through this process and then come out the other side with, you know, filter, filter media, whatever, you know, the plumbing upgrade, so to speak, at, at the filter plant, you know, that kind of thing. And just real round number kind of thing.
Erica:
I think we are looking at about a year, a little more than a year, I would say rough timeline.
Do you agree with that, Greg? Yeah, yeah, yeah.
Greg:
Speaking off mic.
James:
Yeah, we've discussed that. I was really talking six months, a year, year and a half, two years. That's the granularity I was just looking for. So thank you.
Describer:
On screen. Task 3 - Preliminary Design
Develop Design Criteria
Develop Equipment List
Analyze required electrical load
Assess Underdrains
Assess Air scour and blower capabilities
Process improvement evaluations
Corrosion and Structural Evaluations
Develop Opinion of probable costs
Erica:
Alrighty. And then again, we were just looking at that task 123. First one being project management, second one being CMAR, which we just talked about. And then the third task that we're looking at with this proposal is preliminary design. And kind of the major aspects of that are just listed here. But essentially it's encompassing of developing design criteria, knowing what the plant needs and designing to that, developing an equipment list, performing some electrical analysis to know if the plant has enough capacity or if we need more assessing the current equipment, including the filter beds.
The under drains, the air scout, the air equipment that provides aeration, and things of that nature, as well as some corrosion and structural evaluations and an opinion of probable cost. So so that we have an idea of what we think it will cost when we get bids back from or when we get information from CMARs. Potential CMAR contractors.
And that's that's all I've got.
Tera:
So for clarification, the not holding you to approximately one year timeline is that tasks one, two and three. okay.
Erica:
Oh wait, I'm sorry, you were asking if that's the timeline for tasks one through three. or is it just one? And that's just one. That's for one through 11. Yeah. Oh, okay.
Jana:
Thank you. Erica. Okay. I believe, Kim, that we are to consider approval for the filter rehab proposal that we've got presented.
Legal Counsel Kim Seter, Esq.:
That's correct.
Jana:
Okay. Any questions from the board on what Kennedy Jenks provided in our packets?
Board Voting All Speak:
Hearing no questions. I would like to make recommendation to, move forward with this proposal. second, that one. take a vote. Leah. Approve. Tera. Hi, Jim. Approve. And I approve as well. Thank you, thank you, thank you.
Jana:
Moving moving on to item eight, Daupler demonstration and presentation. Chad. I think he's online, Chad.
Chad Feather, VP of Client Success, Daupler:
Good Evening Everybody, I'm here on the zoom.
All right. Can everybody hear me in the room?
Jana:
Yeah, I think we can hear. Yeah.
Describer:
On screen. Daupler
Castle Pines North Metro District + Daupler
Chad:
Awesome. I share my screen here. All right, so everybody able to see the screen presentation with a logo on it.
Nathan:
Are we able to get this up on the projector.
Leah:
And Nathan I'm guessing like the text I got today about the sewer spill was that through Daupler. Correct. Okay. that was great.
Chad:
All right. And I'll say to I apologize for not being able to be there in person as well. I'm based here in Kansas City. I was hoping to be there in person for the meeting, but not able to quite make that through this time. So I apologize for being on zoom, but I appreciate you taking the time to listen to the presentation today.
Nathan, you mentioned trying to get it on like the projector there. Let me hold off a couple seconds. Are we good to kind of go ahead and get going too?
Nathan:
Yeah. We we've got you up and. Good to go. so quick, quick reminder for, audience and anybody that might be on the meeting online. Daupler is the emergency in after hours response company that we've been using.
so, we have asked them to join us to talk about just kind of how that's going, how the district's using it. they're really going to do kind of a general overview, and I'll let you guys chime in with any specific questions that you have. the timing is fortuitous because we just use this system for a district wide notification today.
Chad:
So. Yeah. Awesome, I appreciate that. It's nice to meet everybody. My name's Chad Feather. I'm the VP of client success at Daupler. So mostly work with all our current customers, including Castle Pines and The district here do everything from implementation, onboarding, support, but also here to kind of walk through even kind of day to day, Chad, That may happen with the customer as well.
Nathan:
Chad, sorry to interrupt. Can I get, we have a room with a terrible acoustics here. Can I get you to slow your speech down a little bit?
Chad:
Yeah, sorry about that. No worries. Is this better at all? Yes. Okay. Awesome. yeah. So I want to kind of cover a couple of things. So as Nathan mentioned, we had been working with the district for about a year and a half now.
Describer:
On screen. End to End Response Management
Inputs - Triage - Dispatch - Engage
on a couple of different projects. And recently within the past six months or so, expanded that to accommodate for a couple of other projects we've onboarded as part of it and wanted to sort of walk through these kind of step by step and show the progression of the project as we've gone along here, as well. So at a very high level, when Castle Pines District onboarded Daupler about a year and a half ago, we started with our response management system, where the whole goal was to Nathan's point, help respond to emergencies as they occurred after hours.
And really, for us, and as we think about the relationship with the district that occurs, and really these four core components you see on the screen. So first and foremost, we are helping the district collect inputs from customers. Most commonly that is, you know, a caller calling in to report an issue like a citizen seeing what they see.
And calling and reporting to our call center. So just to clarify, we have our own call centers that answer the calls from your customers after hours. Once you get the information from the customer, we triage information to help determine is an emergency, is it not? If it is an emergency, make sure we get it to the right person to respond to it.
If it's not an emergency, we'll still document the call and put it on to the Daupler platform for the district staff to see the next day. and then that last component you see there on the right hand side, that triangle is a dispatching component where, you know, for us, if it is emergency, make sure we get a hold of somebody within the district to acknowledge it and become aware of it and ready to respond to it as soon as possible.
And then really, that last component you see at the bottom is that engaged component where our whole goal is to keep the customers engaged, along with the district staff engaged throughout that entire process. So everybody is aware of what's going on at all points in time to and really, we feel like the biggest impact Daupler can make is on that customer engagement section.
Describer:
On screen. Customer Engagement, next slide is a Pictogram called
Transform the relationship with your customers - with 3 smart phones illustrating a call, text and website connection with customers.
Chad:
And what that looks like from a customer experience is, a customer calls in to our staff, and we're able to answer that call after hours. And no matter what the customers are reporting, we always ask the customer if they want to receive a link to their phone, where they can upload photos or notes that your staff can turn see as well.
If they say yes, we will send a text link automatically to their phone as soon as the phone, as soon as their phone call with us ends, they'll have that text message they're ready to view. They open up that link and they can view all the details related to their incident. They have the ability here. The core thing is to add photos and notes.
And they can even you can see here, add photos and check the photos they've uploaded and kind of check on the status of that request they made. And the important thing is those photos that that customer uploads right here. Then go on to what we call the Daupler incident page, where the district staff can see what's going on with each report.
Describer:
On screen. Information populates on incident page for field staff to see - A laptop is shown to visual a Daupler Incident page as Chad describes it.
Chad:
so in this case, you know, the caller reported a sinkhole that appeared in their front yard after a recent snowstorm. You can see the photo uploaded by the customer right here, along with notes that were left by the crew along the way. So if every call that we get after hours, we provide this incident page that allows the district staff to track what's going on, take notes and add important information along the way.
Describer:
On screen. Pictures Chad describes.
Chad:
These are just a few examples we thought were interesting to show of actual photos uploaded from the district's customers along the way. and it's really important as you use it to help determine, you know, how critical is an emergency, right? So in this case, right here, like obviously you see a hydrant that, you know, was hit and got removed.
That's clearly more of an emergency than other situations might be. Right. so the important thing is it gives the crew context to know what's going on before they go on site and helps determine important pieces of information like, do I need to roll a truck? Is this something that could wait to the next day? pieces of information that you may not get just off of simple reports as well.
Describer:
On screen. Note blocks Chad describes.
Chad:
I mentioned as well that, you know, the residents have the ability to upload notes, and this is what that process looks like. And I kind of blurred out some important pieces information. But, you know, that could be, you know, personally identifiable information here, but you can see some different reports, right? So, hey, you know, I added a picture and a note, you know, let me know if anything else.
Thank you. Hole can be pretty dangerous an animal fell into it. Helps give context for how big the hole is that they're reporting. even things like right here where we can see an issue reported from the fire station, it's helpful context to have some of that before you go out and respond to it as well. So just to kind of recap, this is happening anytime a customer calls in, whether they're calling for a one off incident that only impacts them, or even if they're calling about a large water main break that's impacting most of the district.
Describer:
On screen. Analytics and Performance next slide. Daupler Heatmap a map depicting black google map style pins of reported incidents. Chad explains further.
Chad:
They have the ability to quickly go in here and upload photos and notes that are helpful for the district's team. On the back side. a couple of quick highlighting points on performance analytics. So throughout the entire time of using the system, Castle Pines, the district also has the ability to view a heatmap of all the calls that have come through.
And so you can view this in retrospect, where you can go back and look at, you know, for certain time periods of start date and day and type of calls, you know, what type of calls and how many water leaking calls do we get in the month of September and know that down on the heat map to see core reoccurring spots and issues, you also can use this in real time.
Describer:
On screen. Fast Response Times table, Within these durations:
15% of the time, 50% of the time, 85% of the time, was there an
Acknowledgement or Call back, There was an Acknowledgement in 3 minutes, 22 seconds 15% of the time, 5 minutes 12 seconds 50% of the time, and 11 minutes, 30 seconds 85% of the time. There was a Callback In 32 seconds, 15% of the time, 3 minutes, 9 seconds 50% of the time, and 17 minutes, 47 seconds 85% of the time.
Chad:
You know, let's say you're getting hit by a major storm is coming through. You can see in real time on a map where all the calls are coming in from to help determine, you know, where you need to send crews and how to respond to the issues as well. And overall, the district staff is responding to your residents really quickly.
So you can see here and these are different kind of durations of times. But in that middle kind of 50th percentile, you can see that the crews acknowledging incidents, it's in about five minutes and calling the customer back within about three within that time period too. So within 5 to 10 minutes are already in communication with the customer, and they're actually responding to it and trying to get kind of on scene when they need to respond to it as well.
So just to kind of take a second to recap, that's been the system we've had in place for the past year and a half or so. Within the past six months, we started working on a project to what we call Daupler Notify, which is a software system that allows the district to proactively notify customers to citizens during major events.
Describer:
On screen. Proactively notify citizens during major outage or weather event. Next Slide. Delineate your own boundary and notify
This is a neighborhood map which highlights a certain section of a neighborhood where the user can select only the customers in that region to receive notification.
Chad:
And this could be, you know, both planned outages, unplanned outages. The important thing is it gives a district the ability to quickly go on to a map, draw boundary and say, like, hey, this neighborhood right here, we want to send notification out to them and once you draw that boundary, you can see, you know, hey, we know that 68 people live in that boundary.
the district will go through and send a message in right here. Like you can see was sent out. I believe it went through today or recently where they talk about water service have been suspended due to ongoing work on emergency valve repair. And in that case, this message was sent out to the 68 people, via phone call and text message.
So if the resident has a mobile phone, that message is sent automatically as a text message. If that resident has a landline, it is sent as a robo call that reads out the same thing that a text message would send. this can be used for both kind of reactive and proactive forms of communication. So if you have a water main break and need to send out an alert notification through the system, you can let's say you're doing proactive maintenance and you're going to be shutting down water and or shutting down streets.
You had the capability of sending this out as well. using this message system for that. This has been live for about a month or so. I know the district sent out kind of a an emergency kind of test notification to everybody to see, you know, make sure everyone would receive it. Earlier this month, I believe that went out, and without any issues.
which has been great. with the, you know, Nathan or district kind of tell me if I'm wrong and I need that. But I believe that that was the case so far. but really excited to get this out there as a way of keeping communication going with residents during any major thing or outage when they happen.
so really want to kind of stop there on the presentation side and find out if you have any kind of questions or anything. I can help answer it from my perspective.
James:
your your robocall, for the landlines, I mean, the text is easier, I think, with the robocall. What's the preamble? So people just hang up, like, what do you actually say? You know, water emergency or this is Castle Pines North or, you know, what do you say?
Chad:
Yeah, we had the capability of putting in something like, hey, this is Castle Pines North.
It'd then read out the message. we can work with the district to determine, and I'd have to look to see how we have it set up for you exactly today. but we we definitely have the capability of putting something like that in front of a message. When you reads out. Thank you. Yeah. Great question.
Jana:
You can keep going. Chad.
Chad:
That's most of what I wanted to cover today. Just kind of give a quick update at a very high level. What we've done on the project so far and kind of the recent release we had in the past month or so. So no really more slides to show on my side, but happy to dive into it any further.
If you want me to.
Jana:
No further questions from the board. Thank you. Also, thank you. Moving on to agenda item number nine, Communication Directors Report. Hi Bailey.
Communications Director Bailey Budnik:
Good evening. thank you again, Chad, for that amazing presentation. Daupler has really been a great tool just to understand what residents are seeing on the ground day to day and then extrapolating that out into either broader messages or just responding to them, you know, via one, one on one. So, yeah. And then to begin, does anyone have any beginning questions for the report?
Tera:
I do. So I had a question on the web site visits. Are those unique when you broke it down into the page views are those unique page views or those just total
Bailey:
correct. So the first three so 2024 water quality board meeting and finances are unique. When that's the first page that they visit. going to the website.
And then for the total 61,000 views, that would be, them visiting the home page first.
And encompassing. Yeah. Also, I guess I think I'm missing two other page views with that.
Leah:
I have a question slash request. So when I was looking through the numbers, I would love to see some context around them. So right now it's just like an absolute number. and I have no idea. Like, is that more than last month? Less than last month. So I would love to see how the numbers are trending month over month.
And I think even if we're able to do like three months, to, to get more of a sense of, you know, trends and if things are going up, why are they going up or if they're going down, maybe why they're going down. But just having a number without that context doesn't feel very meaningful. Definitely. So if you have that when you're going through these, that would be helpful.
Bailey:
Yeah. And then I plan on putting just an overarching data set from, you know, January 2024 through December 2024. to look at just the increases on everything. But in general, page views have been going up. and it also depends. So when we had the, you know, boil water notice, that was our most viewed month as far, which makes sense.
So it it ebbs and flows if there's, you know, a lot of attraction to a certain topic that people are curious about.
James:
emergency test notification. You had five residents on unsubscribed after that event. Did we contact them and find out why or do you have any insight into why they would want to receive those?
Bailey:
my guess is that they were outside of the, either they moved away or they're not within the resident, residency anymore. We did discover today that we can directly reach out to them, via text or call.
So that's something that we want to follow up on. But, and they think I'm going to give more insight or if Chase is still on, but how they collect the numbers, and then send it out. I think it was probably a location thing that they're just not in this location anymore.
Nathan:
Okay. So in other in in short, we did not reach out to them to find out why they unsubscribed, but we certainly can.
James:
Okay. I mean, I, I'm not in favor of bugging people of the unsubscribed. I was just wondering if they wrote you a nasty grand back, like, you know, you idiot. Or I'm not in your district or whatever, so, you know, just. Yeah, but anyway, I appreciate it. and then the same kind of question of water main break communication.
as far as, you know, appreciate some feedback. What you heard, what might be something you might change based on feedback from that event. I mean, if we're not learning each time and getting better each time, then what are we doing it for? So I don't want to hear an answer to that.
Bailey:
Yeah. So there was no direct feedback, via the Daupler or, email or on any comments or, you know, in any other forms.
So in my view of, public communication, if there's nothing negative coming back that we're doing a job, we're doing a great job with that.
Jana:
No further questions. Thank you. Oh, wait. Nope. All good. Moving on to item number ten. Finance directors report. Good evening. Phyllis.
Phyllis Brown, Community Resource Services of Colorado (CRS):
Good evening. we're going to ratify claims for check numbers 28828 to 28904 and electronic payments from the last meeting date September 19th through October 22nd. do you want me to read these amounts for you?
Tera:
So before we do that, could we go over because this is, you know, significantly higher than we normally approve. So if we could talk a little bit about why that is. So before we get into, okay, approvals,
Phyllis:
I'm going to go down to the page where we have the listing.
Nathan:
Yeah, I can shed some light on that.
So we, it's it's largely related to the Castle Pines Parkway project. So there was, a hiccup. We weren't getting invoiced for our portion of that project from the city on the individual, pay apps. And so we got, I don't remember how many there were, I think 3 or 4, pay apps that all came through at the same time.
So we basically covered our portion of that project dating back to the beginning. And so that was a pretty significant amount.
Phyllis:
Yeah. There's a page that summarizes the cash disbursements journals. monarch waterline replacement was almost $2 million of that total.
James:
Okay. I guess this goes back to my thing 3 or 4 months ago that we, we thought we were going to do is like, schedule performance index and and cost performance index, and, and that's literally two numbers.
It's going to tell you how you're doing against your plan and how much you're what you're spending against your plan. And we're still not doing that. And something like that is something I look at every single month, because it tells me whether or not I'm spending appropriately or I'm overspending or underspending, and that would indicate to me that we weren't getting the data, and that would result in a phone call to a program manager saying what's going on or you're not staffing me or what have you.
I think we need to try to do something like that to to highlight the fact that, you know, we had an anticipated burn rate and spending is what I meant by that, but anticipated spending rate of our finances. And we didn't see that. And that should result in a question or two of why that why we didn't get those bills.
And, you know, do we need to poke somebody and say, you know, cough up the invoices. Or is there some other issue that we didn't even understand was going on? So I appreciate if we can kind of enforce that. I've been asking for it for better part of 5 or 6 months now, and I haven't seen it once.
Thank you.
Phyllis:
Yeah, that's part of it. two part process. I think that will work with Susan on some of that. and Nathan to know what what's expected to come in, you know, us as we get information. It's after the fact the payments are already going through, and we are working on getting you a, budget today. Actual versus budget.
We finished the audit, and then, we were working on the budget for the October. And so that's what Andrea is working on now is getting through the reconciliations through the latest period, September, so we can get you the budget to variance the other piece. I think we'll work with Susan and Nathan to be able to come up with a here's where we're at on a project.
Here's we are we are budget today. We're not on track. We're on track. So we we will be getting there.
Leah:
I, I have a question about the audit. remind me again when we should expect that to be completed. When was and when was it supposed to be completed?
Phyllis:
Well, the audit, there's the due dates July 31st, but there's an automatic extension to September 30th.
And we did get the audit filed. so it's already completed, which you guys got, and accepted that. So are you asking when. Or if we completed it because we did complete it.
Tera:
So. And I think then, but it seems like there was a delay in starting the next audit. I know, we're still behind where we thought we were going to be on track.
So I think that's what, Director Enquist is inquiring about. And then I want to put put words in your mouth, but. Well, yeah.
Phyllis:
So we we we filed we got it done in time for the September 30th deadline. And so we're on you know, we were on track and then we'll I think we talked to Andy and said we'll get it done before July 31st and make sure it's on their calendar and we'll have our part ready so that we can get it done by July, before July 31st.
Nathan:
Leah and Tera, you guys can correct me if I'm wrong, but I think more to the point, we had had a, scheduled window, I think in March or April of 2024 to complete the audit. And I think the question is more directed at why wasn't the audit completed in that timeframe, that it was scheduled and planned and as opposed to beginning and, you know, late June, early July.
Phyllis:
Right. And part of that was we had a staffing change at CRS, and that delayed us. And then the auditor also had staffing issues. And so when we got back to them and said, here's when we'll be ready, he said, well, here's when we are able to to put that in our schedule. and so that's always a moving target when you're working with auditors.
And I was an auditor for a lot of years. And so I was on the other end of that where jobs got pushed jobs, you know, or people weren't ready. But my goal was always to have everything ready when the auditor says they want it. like I said, I was on that side of it. So we know how to prepare and we know what to get them so that when we get the information to them, they don't have a lot of questions and get through the audit with minimal comments oor issues.
Leah:
Thank you. And thank you, Tera and Nathan, for helping me articulate what I was trying to get at that. And thanks, Phyllis.
Phyllis:
do you have any more questions on the, the total or the amount of the expenses you want to go back to the ratification of the payments?
Jana:
We can go back to the ratification Phyllis.
Phyllis:
Okay. So we have checks in September for $491,275.54 in September, electronic payments, $21,572.44. Total expenditures for September, $512,847.98 October. $3,046,867.51. Electronic payments. $19,737.31, for a total of $3,066,604.82.
Total, $3,538,143.05 for electronic payments, $41,309.75 for total expenditures $3,579,452.80.
Board Voting All Speak:
I moved to approve the amounts as written into record as read into record. I will second that. And for a vote to approve Tera. I Jim, approve and I approve as well. Thank you.
Phyllis::
The next item that I added, is extra this month due to the amount due to the City of Castle Pines. As we talked about during the audit presentation for the IGA, they had, in the agreement that we paid them an amount, and that was disclosed in note ten that we went over and I've included a copy of that in the packet just for your reference, then and said, hey, we're going to give you this much.
And then after the audit's done, how much is left that we owe you? And so the amounts due for the storm drainage fund, is $24,377. The amount remaining due to general in the Parks and Rec funds is $1,381,405, for a total expenditures, due to the city of $1,405,782.
And if you want me to go back to tell you what the total to refresh your memory on what the total is, I can do that.
Jana:
I think we're okay. Thank you. Phyllis. Okay. Anything else from the board?
Board Voting All Speak:
Make a motion to approve the payments to the city of Castle Pines. amounts due to City of Castle Pines, per the IGA. And the 2023 audit as presented. And I'll second that. for the vote. Jim. Approval. Tera. I, Leah. Approve. I approve as well.
Thank you.
Phyllis:
Okay, then, the rest on page 74 that I have of the packet is our financial update, talks about our top property taxes is item one that we've received primarily all of those taxes for the year. The enterprise fund activity comparison. $93,912,000 for September verses of 2024 versus $69 million for 2023. Billed sewer usage was a 3% decrease from September 24th to September 23rd.
Water sewer revenues due to that increased usage was 908,000 for 24, versus 783,000 for 23, a 16% increase. The accounts receivable table shows you where we're at to date at the end of September 30th. So we're, staying on track. Our revenues received and our payments, line up. Our beginning balance for the year was 585. And as you'd expect with increased usage for September, our balance at the moment is about $1 million in accounts receivable.
The next table shows your monthly disbursements today with, you know, the, October payment, bringing that total up to $13 million year to date. And table five shows you the year to date cash activity by month. So at the end of September, there's $54 million in the bank accounts. The next page is just shows you your property taxes.
And then following is all the information for the disbursements that you can look at to see the detail for those payments for the current period. And then that last page is actually a page I put together with that note ten from the audit and the totals that were, due to the IGA. And if you look down at the bottom, the total payments for 2023 was $11,269,406, made of the Park improvements conservation Trust funds, and then the general funds that were turned over to the city.
Any questions?
Jana:
I don't think we have any questions. Thank you. Phyllis.
closing that item and moving on to 11 legal counsel report.
Kim:
You have a copy of our report. the first item, of course, is the, listing of the Parker Water and Sanitation District, issues that caused the termination of the IGA, or at least their statement of them, which you had requested previously. Everything else is just an update.
And then we also had an item, where we were going to collect via the, the county some past due, user fees. And we posted that and gave notice that that would happen tonight as required by law, but inadvertently did not get the resolution into the packet. So it placed that resolution in front of you. And since we set it for tonight, we should go ahead and address that.
It only involves one user. I'll let Nathan talk a little more about that so you can understand the background of it. So Paul's sorry.
Legal Counsel Paul Polito, Esq.:
so you're all the way on this a bit. And so in front of you, you have a resolution that certifies, a delinquent account for collection by the county treasurer. And I will explain what that actually means. So the Special District Act provides a method, for certifying or rather, for collecting, delinquent fees related to water and sewer services.
So specifically, a special district board can adopt a resolution, during a public meeting that allows the district, to then certify the unpaid fees to the county treasurer. The resolution can be adopted after providing notice to affected parties. And in this case, a notice was sent on September 24th, to the property owner. now, once the, once the delinquent fees are certified, the Douglas County Treasurer is authorized to collect the delinquent amount in the same way that they collect property taxes.
So this will appear on the next property tax bill, for next year, which has a much higher rate of collection. so with that in mind, we are seeking an approval of the rest of the resolution in front of you, and again, in certifying the delinquent account. And this is for property at 7430 Winter Berry Lane for collection by the county treasurer.
Tera:
Thanks for that summary. So, when we gave notice, does it have to be is there any kind of acknowledgment receipt or something? Or is you you provided by mail. So it could be in a mailbox, or could you just give me a little bit more detail on that?
Paul:
That's right. So we did provide it via certified mail and via regular mail.
Now we did get, a, a notice of Non-delivery for the certified mail, last week, last Monday. now, you know, there could be any number of reasons for that, but essentially, the property owner can challenge this. if it's, if he wants to come back and say that he doesn't have receipt of this, he's able to come and challenge that.
Jana:
Thank you. I checked what house this is just real fast on Google Maps, and it's the house that happens to be boarded up in Winter Berry. Oh Okay, so does that mean probably not inhabited. He's not living there right now. I mean what okay, okay. I would assume so, but we just don't know for sure.
Paul:
I would assume so, but we just don't know for sure.
Okay.
Paul:
Does anybody have any other questions regarding the resolution?
Kim:
With that we'd like to receive a motion to approve the resolution. And then that will be submitted to the county tomorrow.
Board Voting All Speak:
I make a motion to approve the resolution of the board of directors of Castle Pines North Metropolitan District, certifying delinquent accounts for collection by the county treasurer. I second the motion. Okay. And for the vote, Leah. Approve.
Tera. Approve. Jim. Approve. And I approve as well.
Kim:
And that's everything in my report. Unless you have any questions.
Jana:
Okay. Closing out, item 11 and moving on to 12. District manager's report.
Nathan:
Good evening guys.
so I want to jump into the two agenda items that we added first. we'll start with the sanitary sewer overflow event, and the notification that went out. So yesterday, yesterday morning we started receiving resident calls, around 10:00, that at the intersection of Stone Lawn Drive and Monarch Boulevard, that there was a sanitary sewer manhole that was overflowing.
we sent out, a Semocor responded, operations responded, and it was pretty quickly determined that, there was a large amount of asphalt that had been pushed into the bottom of that manhole, causing the back up. we inspected that manhole earlier this year, and it was clear and free. So it's also very apparent that it's a result of the ongoing construction work on the Castle Pines and Monarch project.
that, material we estimate to be about 1000 gallons, went into a nearby storm inlet that directly affects the Happy Canyon Creek to the, west. And north of the intersection of Castle or Monarch and Stone Mont. And that also precipitated us sending out an emergency notification this afternoon to alert residents, basically to stay out of the creek area.
there are any concerns with walking trails or anything like that. We really just need to keep people out of that area. at this time. So we've we have, filed the Or not filed. We've called the 24 hour response line and are waiting for we may we probably have gotten it by now, but as of late this afternoon, we were waiting for the state to give us the five day spill report, which is another required document to document.
on that document, we're going to be listing, Elite Surface and Infrastructure ESI the contractor as the potentially responsible party. I've also had communication with them today, and there's nothing to indicate that they're not going to, basically take responsibility and also reimburse the district for any costs that we incurred. there's no potential impact to the safety of our drinking water.
and there's also no reason to believe that this is going to come back on us as any kind of violation, because it was something that was outside of our control. And we have pretty definitive proof that, you know, we've been doing our maintenance. And, there were no issues at that time.
Leah:
thank you for that. Really succinct summary. follow up question I have is, are we reliant on folks like reporting as an overflow event, or is there some type of trigger notification that we get when those happen
Nathan:
in, it depends. So if the overflow event occurs at one of our lift stations, there are all kinds of alarms that go off.
In this example out in our collection system, there's no way for us to really tell outside of somebody seeing.
Jana:
How did it get in the manhole?
Nathan:
We're not entirely sure. It's actually a little bit confusing. The. This is it's common in construction, to especially roadway construction. A machine accidentally knocks off a rain cover that they're not supposed to knock off.
All of the material falls in ring and cover gets pushed back on, and nobody, nobody's the wiser until there's an issue like this. what's a little bit confusing about this one is that when the manhole was, when that section of roadway was demolished, it was all concrete, so it's been paved back with asphalt. but there's no real mechanism for asphalt to get in there and cured chunks that were clearly formed around a ring and cover. So
Jana:
it's a concrete manhole too, right?
Nathan:
Correct. Yeah. So the and it's really the if you if you look at the manhole structure, you've got like the concrete manhole that comes up and then there's a lid that sits on top of it. And so if it's in an asphalt road that gets encased with asphalt, if it's in a paved road, it gets encased with pavement.
But it's really I mean, if you look at the the actual chunks of asphalt, you can tell that they were at some point formed around the edge of a manhole. So it's a little bit confusing as to why there's asphalt in there and not concrete.
James:
And I appreciate you getting back to the guy that he sent you. The he he actually contacted my wife, and then my wife forwarded to me. So I forwarded to you.
Nathan:
Got you? Yeah, I appreciate it. I was able to give him a phone call. I haven't heard back, but we'll see.
All right. If we don't have any other questions on that. And I'll give the board updates. next month as we, shore up responsibility and we start getting invoices and stuff like that. certainly. Any further updates in terms of, state requirements?
the other thing that we added, for the agenda tonight is, pretty simple, for the property directly across from us to the south, at the south view, the south west corner of Castle Pines Parkway and Legae, there's a storage unit that's being built there. I think at the last board meeting, we approved, easements for all of the water line and sewer line infrastructure that needs to be in there.
And the developer missed a tiny little easement jog for a fire hydrant. So I really just need board approvals so that we can sign the rest of that easement agreement and then allow that project to move forward. It is holding them up from being able to start construction.
Jana:
You need approval from us this evening to, yeah. So sign off on the additional fire hydrant to accept, to accept, to accept the easement.
Yep. Okay.
Nathan:
So the easement will be granted from Castle Pines Commercial LLC to Castle Pines North Metropolitan District.
Board Voting All Speak:
Yeah. Okay. I can make a motion to, to accept the additional easement required for the storage unit. fire hydrants. Second, that motion and for the vote to approve Terra. Hi, Jim. Approve. And I approve as well.
Nathan:
Okay, other than that, in the interest of time, we've got a we had an update on the filter project earlier.
really quickly, the liquid ammonia sulfate project is at the water treatment plant is in the final stages of wrapping up. We should have that done in the next week or so. the well vault rehab project, which is really just looking at the control equipment and, metering vaults for all of our wells, also kicked off.
And so that's well on its way. the documentation asset management. So this is a pretty big one, especially as we're talking about finances and capital forecasting and all of those things. Kennedy Jenks has completed their field evaluation. And so we are expecting a deliverable on the completed asset hierarchy, which is just a fancy way of saying the list of stuff that we own, by the end of this month, and then we'll be able to import that into our capital improvement program and, asset tracking.
So there's still quite a bit of work to do there, but we think we'll have a pretty functional model, quarter one early quarter two of 2025 there.
I just missed it. And that is all I have to touch on. Unless there are any other specific questions.
James:
I apologize, I had my thing lit up and I didn't hear you, so I'll ask the question that you just touched on. I apologize, it's my fault. so capital projects, monarch water line back. on the 23rd, we said 6 to 8 weeks for completion, and that would put us at, you know, September, October.
So third week in November. We think we're going to be
Nathan:
correct. So the, current target is to get that project completed, the week of Thanksgiving. So the hope is to have the entire project wrapped prior to Thanksgiving. And we're we're on track for that. We're actually a little bit ahead right now. The waterline work will be completed, a few weeks in advance of that.
James:
And then ammonia sulfate should be done now to you said?
Nathan:
within the next couple of weeks. We're working through start up right now.
James:
Okay. and then just if you can touch on the Centennial water and sanitation, you know, we talked about the reasons why they have stuff going on over there and we're going to delay our switch over.
if we could just take 10 seconds and talk to that.
Nathan:
Yeah. absolutely. So we are, just that we're going to not switch over until. Trying to stay out of the weeds on this one. We're taking some minor deliveries right now just to assist with water supply while we have a significant portion of the roadway shut down.
but we are going to not take deliveries throughout this year, and then we are going to take deliveries early and add a larger amount next year. So we'll we'll balance the sheets. So to speak. but that'll allow us rather than run through the winter, we can probably shut down in August, August or September of next year as opposed to October.
And then that'll give us a larger time frame for our filter rehab project install.
James:
Okay. And just to follow up against that, we normally pay them to throw the lever and start delivering water to us. It's really a purely budgetary thing. Are we still paying them that turn on fee at the same time?
Nathan:
correct. Actually, that that got missed this year.
So we literally just paid our capacity readiness charge last week. It's roughly $400,000. but that was part of our discussions there was making sure that if we're going to be paying that fee, that we are made completely whole on the renewable water that we take. And so there's some water accounting that'll be done, and that'll determine exactly when we go online or how early we go online.
Next summer.
James:
Okay. Can we just make sure we get status because we're in budgetary season and just talk to it next time we meet? Yep. Absolutely. Thanks.
Jana:
Any further questions?
Leah:
I have a general question. So it sounds like there's been a few instances where, we weren't invoiced. Who who's responsible for tracking that?
Nathan:
Don't know why my Mic wouldn't turn on there for a second. so that would really fall to myself and the finance department. So we did go. We did eventually catch it, but certainly too late or later than I would have liked anyway. Okay.
Jana:
Okay. No additional comments. We can close, item 12 and, move on to item 13. I would like to make a motion and affirmative vote of the directors. The board may enter into an executive session for the sole purpose of determining positions relative to matters that may be subject to negotiations, developing strategy for negotiations and instructing negotiators intergovernmental agreements with water providers and evaluation and costs of professional contracts as allowed by section 24-6-4024.
Kim:
And Jana, I'd like to add to your motion subsection E closed paren subsection Roman numeral one clothespin to address Mr. Dawes comment.
Board Voting All Speak:
Thank you Kim do have a second I'll second the motion and for the vote Leah approve Tera approved. Jim approve. And I approve as well. The board will move to executive session.
Describer:
On screen. CPNMD Board Executive Session Please Stand By
Kim:
The board is exited the executive session and return to open session at 8:12 p.m.. There were no discussions within the executive session that did not fall within the approved motion. And the statute. and finally, there were no decisions made during the executive session. And we are back in open session.
Jana:
Great. Thank you. Kim. Closing item 13. now on to item 14, board action related.
Nope. Sorry. Now, on to item 15. Discuss necessity of November's study session or work sessions. Nathan. Which got
Nathan:
yeah. So I would like to keep that one on the books. I think it's currently set for November 20th, with the exception that instead of a study session, we do a special work session so that we can have one more meeting on the budget, prior to the November whatever the following meeting is, the regular board meeting.
Board Voting All Speak:
That's fine with me. Is that it's the week before Thanksgiving. Okay? Correct. Yeah. I see no issue from me, Jim. You will not be Jim. Yeah, I'll be on travel. So would you be able to join online? no. Not From Europe. Okay, well, they're all recorded. So if you get bored one night on your traveling. Do you feel comfortable?
Okay. Fine.
Nathan:
Yeah. Primarily, I just want that opportunity to present, just a much more expanded version of the draft budget with more information on capital projects, expenditure of stuff like that.
Jana:
Great. Thank you. okay, so November 20th work session. Got it. And then, on to directors matters. Anything from the board?
I have something that I would like to ask of Nathan. just for the education purposes. Strictly, I would like to see if you could invite Michael Penny, the city manager for, the city of Castle Pines, to discuss what it could potentially look like if these two entities could merge or go under the city. Is that something that you think he could speak upon at a meeting?
Nathan:
yes, that is probably that is something that Michael would be willing to come speak at a meeting. I do think that I need full board direction.
Tera:
Is that something that's conducive to a meeting, or would that be a study session topic?
Nathan:
Oh, actually, I think a study session would be a better place for it.
That would put us into if we. Well, depending on the the current board schedule, we've only got one meeting for December, but we could have them come in for the start of the new year for January. Let me verify that really quick.
Nathan:
Yeah. So we, currently the meetings that we have on the books are, Wednesday, November 20th for the special work session. Monday, November 25th, for the public hearing of the budget and potential rate increase. And then December 11th for the adoption of the, budget and potential rate increase. So those are the meetings we have scheduled through the end of the year,
Jana:
and it wouldn't make sense to include those in either of the mid-month meetings for November or December because they're both budget related or in rate related.
Correct. Okay. With the board be okay with, an invite for a January study session? do I need to actually make a motion? Nathan, do you know or. Paul. yes.
Board Voting All Speak:
Okay. I would like to make a motion to invite Michael Penny to speak at the January study session. Do I have a second? I have a second.
And, a vote. Leah. Approve. Tera. Approve. Jim approve. And I approve as well. Thank you. Nathan.
Nathan:
Okay, so for clarification, that will be Wednesday, January 22nd.
Leah:
And Nathan, for December 11th, I have that is a metro district board meeting, right. Quarter study session. Correct. So we just don't have okay. And then I'm sorry, you said January 22nd,
Nathan:
for the study session to invite Michael to. Yes. Okay. Thank you.
Jana:
I have another topic and this is pretty far away, but, at what point do we, as a board discuss, election? so the elections are set for May. Historically, we'll start putting out the election from information, as early as, like, late January, early February. I don't know that there's much that the board needs to do outside of determining whether or not we want to host another public forum, for the board, for, but other than that, it's pretty statutory driven.
Jana:
But that's something we can discuss in January.
Nathan:
So, yeah, there's not much we do as a district other than, you know, go through the legal election requirements. We were barred from really doing anything other than just meeting those things.
Leah:
clarification for the election is that for the two board seats?
Nathan:
Correct Yeah. So that would be for, the seats currently held by Tera and Jason.
both of whom I believe are eligible to seek reelection.
Leah:
That was going to be my next question. Just more out of curiosity, because I have no idea. Like I think would do we have term limits? What are they?
Nathan:
two terms. Okay.
Right. Yep. That's right.
Jana:
Any other directors matters?
Tera:
Just want to make sure I have my calendar right. So they're the December meeting is we don't have a study session on the 18th. We only have the meeting on the 11th for the. And that's a board meeting?
Nathan:
Correct Yep. That's a board meeting for. And that's well it should be relatively quick.
for the, voting on, budget. Yep. Yep. Okay.
Jana:
If no other directors have any matters, I'd like to
Tera:
before we do a quick question. So we had something else dropped off. is this for our review? It looks like it's from your office.
Kim:
At the last board meeting, we had discussed, considering a resolution with financial constraints. So a finance policy for expenditures. And I promised you, I just give you a very rough draft as soon as possible.
And we between Paul and I. That's our rough draft.
Tera:
All right. So so it wasn't it also didn't make your packet and this is.
Kim:
Yeah. And it's really for you to just think about you know we had that discussion in executive session about how to place some controls so that you can, determine your long range planning and then keep the expenditures within, where we're trying to go.
And that's our, our initial effort at doing something like that. So yeah, I think for the next board meeting, we can talk about it at that point. I was going to send it out electronically, but I didn't want to get the emails going. So there it is. Thank you.
Leah:
I don't think so. It was. Yeah. Thanks, Jana. It was more we're trying to understand next steps. so is it like we review this if we have any feedback or questions, work with you via email. And then if it's something that the, you know, board would be interested in adopting, like would we make a motion in a future meeting.
Kim:
Yeah. So if any of you have any individual questions you want to ask, you can email Paul and I again, don't copy each other on those emails. And we can respond to those and kind of massage the proposed resolution if necessary and then at some point will attach it to the status report and you can handle it however you want.
At that point, there is no great rush on it. you know, next year will be fine.
Leah:
Okay. So. Oh, sorry. I guess I had one more thing.
So I can't remember when, but Jana and I had met with James Ecklund, and then, Jason and I met with Ron Ride with Parker, and I pulled together those meeting notes, and I sent them to Kim and to Nathan. And so if the rest of the board is interested in seeing those meeting notes, is that something that you would be able to forward to them?
Kim:
Yeah. We'll take a look at them and and make them forward-able. But again, no communications among yourselves about anything that's in there. It'll just be an information package or we may we may include it in a supplemental status report for the board meeting, just to be safe. Okay. Thank you.
Jana:
Hearing no other directors matters. We can close that and, adjourn the meeting.
Thank you guys. Appreciate you.