All right, the time is five o'clock. I'd like to call today's City of Bloomington Utility Service Board meeting to order. The City of Bloomington Utility's mission is to enhance the quality of life in our community by providing safe, sustainable, and high-quality drinking water, wastewater, and stormwater services in a cost-effective manner promoting public health, economic vitality, and environmental stewardship.
 If any board member has any personal or financial conflict with any issues or individuals on the agenda, then please be sure to recuse yourself during those portions of the meeting. We will start today's meeting with petitions and communications. Are there any petitions and communications from the public? Hearing none, moving along to the approval of the minutes of the previous meeting.
 Approval of the minutes of July 28th. Second. We have a motion and a second. Are there any questions or comments about the minutes from the previous meeting? Hearing none, all in favor please say aye. Aye. All opposed say nay. Minutes from the July 28th meeting are approved.
 Next, we have approval claims. First, we have the standard invoices for a total amount of $1,193,688.57. Are there any questions or comments on the standard invoices? Yes, ma'am. I have a question on page four. I can see that we've got some of our leadership individuals taking a course at IU, frontline leadership course.
 I'd just like to hear a little information about that project. And I'm glad to see that we are utilizing the resources that we have here in town with using an Indiana University course. But anyway, I just wanted to know what they're doing. Yeah. So this was a course that Matt Havy had found and thought it would be really good for our leadership to take to help with people management skills.
 Just in general, how to improve their leadership abilities. I believe it is a two-day course. Great. Excellent. Thank you. That's my only question. Have they already attended? Or, OK, do we know when it is? Is it like? Is it September 10th and 11th, somewhere in there? It's September 10th and 11th. Do you know which school that's
 Is it SPIA or business? It's at the business school. Nice. We're good. That was my only question. Thank you. Any other questions or comments? I am not currently an Indiana University employee, so I think I can vote yes. What do you think? No conflict of interest? I asked that question because I will be again, because I'll be teaching. But I'm not right now.
 I guess I'm good, for a few weeks. See you in September, right? All right, hearing no other questions or comments, do we have a motion of approval for standard invoices? I move we approve standard invoices for today. Second. Motion is second. All in favor, please say aye. Aye. All opposed, say nay. Standard invoices are approved.
 Next we have utility bills for a total amount of $127,114.62. Are there any questions or comments on the utility bills? I move approval of the utilities claims list. Second. All in favor please say aye. Aye. All opposed say nay. Utility bills are approved.
 is wire transfers for a total amount of $600,329.86. Any questions or comments on the wire transfers? All right, I move approval of the wire transfers for the month of August. Second. Motion and a second. All in favor please say aye. Aye. All opposed say nay. Wire transfers are approved.
 Last but not least, we have customer refunds for a total amount of $1,919.13. Are there any questions or comments on the customer refunds? Do we have a motion for approval? I move we approve customer refunds for payday to August 15th. Second. We have a motion and a second. All in favor, please say aye. Aye. All opposed, say nay.
 Customer refunds are approved. Thank you all. Item five on the agenda is the approval of the consent agenda. Catherine Zager. Good evening. I'm Catherine Zager, utilities director, and I'm presenting tonight's consent agenda totaling $89,492.68. The first contract is with JBR slash ALE Mechanical LLC for $20,000.
 for on-call HVAC and plumbing services at all CBU locations. Next is with BBC Pump and Equipment Company Inc. for $20,000 for on-call service for pumps for plant booster stations and lift station equipment. Next is with Elamec for $1,500 for bulk water station software IT support.
 Next is with Applied Technical Services for $20,000 for on-call service for material and metal tank test. Next is with Substation Electrical Testing Company for $20,000 for on-call services for high and low voltage systems. Next is with Ava's Waste Removal Inc. for $780 for recycling pickup at Blucher Pool Wastewater Treatment Plant.
 Next is with Atlas Technical Consultants Inc for $5,812.68 for the Dillman Plant Groundwater Monitoring and Reporting to Item. Next is with Economy Termite and Pest Control Inc for $1,400 for spraying for spiders at Dillman Wastewater Treatment Plant. Is there any member who wishes to consider one or more of these items individually?
 Hearing none, if there's no opposition, these items will be approved as recommended by staff. Hearing no opposition, the consent agenda is approved. All right, thank you. Item number six is request approval of amendment number one to agreement for services with Brehab Corporation, Jose Fuentes. Good afternoon, how are you doing today?
 Good, how are you? Doing well. This is for Rehab Corporation. They do cranes as well as air compressors. One of the air compressors that we have at our Monroe plant is constantly running and we're just going to need to get some services done to it. The backup system will be used and we just wanted to make sure we had enough monies in the account so we could pay the bills on time.
 Hearing none, do we have a motion for approval? Yeah, I move approval of amendment number one for our services agreement pre-op. Second. We have a motion and a second. All in favor, please say aye. Aye. All opposed, say nay. Request is approved. Thank you. Thank you. Next, we have request approval of the 2026 budget recommendation.
 Hello, Catherine Sager again, utilities director. I am representing to you the 2026 city of Bloomington utilities budget. First, we'll start with our mission, which is to enhance the quality of life in our community by providing safe, sustainable and high quality drinking water, wastewater and stormwater services in a cost effective manner, promoting public health, economic vitality and environmental stewardship.
 The vision of CBU is to be the leading municipal water utility organization in Indiana. CBU currently has 194 regular full-time staff, three regular part-time staff, and one intern. That is split between our six divisions, administration, finance, environmental, engineering, operations, and transmission and distribution.
 First, I'd like to start off with some of the successes we've had since the last presentation of the budget. In water, we've completed the filter media replacement and solids handling improvements at Monroe Water Treatment Plant.
 We also had our notice to proceed, which was issued in March of this year for our chemical feed line project. This project will replace chemical feed lines. This is going to ensure some redundancy and resiliency in our critical feed systems. This is currently scheduled for completion in fall of 2026. This will also add a new backwash pump to add resiliency and also required by item.
 We also have completed our full asset inventory with our business risk exposure analysis and Monroe water treatment plant to direct and prioritize our capital improvement projects, which will be submitted as part of our future rate case.
 I'm also proud of the respiratory protection program that we developed this year. This ensures the proper selection, use, and maintenance of respirators at our plants to protect workers from any airborne hazards. We also cleaned multiple tanks at Monroe Water Treatment Plant, some of these being cleaned for the first time.
 And finally, in our water, I'm proud to say that our state-certified lab is prepared to start accepting drinking water samples to start testing for lead. At Blucher Pool Wastewater Treatment Plant, we have partnered with ITS to complete upgrades to our fiber optic network and our server infrastructure.
 We have the design and process programming for our instrumentation upgrades that have been completed. And we have a full project completion goal for the end of this year. At Dillman, our capacity improvements project to achieve our 19MGD and improve the safety at the plant is ahead of schedule. We are looking at
 construction that started in the spring of 2025. We also completed our bar screen replacement project, a picture added for scale. The big thing being dropped into that building is our bar screen. And in storm, we've fully implemented our street sweeping program with water quality focused routes.
 We've also continued our partnership with the City of Bloomington Engineering to build rain gardens to the Winslow Street project. We've officially launched our stormwater management permit in EPL and we've accepted, we've been accepted into the IDEM Clean Communities Program for our commitment to environmental leadership.
 Just for reference, this is a voluntary program which recognizes Indiana municipalities that take proactive, sustainable environmental actions. By being a member, we receive recognition when we apply for competitive grants and we'll receive advanced notice of regulatory inspections once we reach the gold level. We also are awarded six residential stormwater grants totaling $56,829.
 In customer service, we have spent so far $17,195.91 a year today in customer assistance, and we are further expanding our eligibility criteria. We have now opened the service center for walk-in appointments. We are utilizing an intercom system that balances our ability to keep our staff safe with our ability to serve our customers.
 We also will be installing a kiosk by the end of this year to provide 24-7 service to our customers. We've also moved to have our text notifications to all customers to communicate important updates. And what this means is that our Everbridge system, which used to just be an opt-in system, we're now able to use all of our customer
 contact information to communicate boil water advisories to all of our impacted customers. We're also utilizing Tyler Notify to provide our customers with urgent account status updates such as delinquent bills. Now I'll move on to some challenges and needs. I like to start with the successes. One of our major
 challenges is our water fund. Our operating expenses and project costs have significantly increased compared to the estimates we used to build our last rate case. Our last rate case was built with a test year of 2019 and did not include any of the inflation that we've seen since the pandemic. Right now what we're doing is to continue to closely manage our cash balances
 for our water expenses. So what that looks like is we look at everything that comes in and every little thing that goes out to make sure that we're making the best decisions to serve our customers right now. And unfortunately, there were some delays earlier this year in data acquisition that have pushed our rate case back that we were hoping to have more progress on at this point. Another challenge that we face is that we are
 outgrowing our current service center, the space needed for our staff and equipment. At CBU, we are outgrowing the current service center and our garage. And a lot of that also looks like our current storage not meeting modern utility needs, a lot of our stuff sitting out and is exposed to the heat and sun and rain when it really shouldn't be.
 Another one of our large challenges is our aging and outdated infrastructure. This is necessitating replacement and repair of equipment. So some of the things I wanted to highlight with our aging and outdated infrastructure
 First is our chemical tanks and feed lines. In our successes, I noted that we put our chemical feed line project out to bid, but that really still remains a challenge until that project is complete. Many of our chemical tanks and feed lines are over 20 years old. And this system is what delivers our disinfection chemicals and allows us to treat our drinking water. So ensuring that this equipment is redundant is absolutely essential.
 We also have a lot of our electrical systems and instrumentation at Monroe that are outdated and approaching end of life. An overall update of these systems is in our CIP, which we will be submitting as part of our rate case. In the meantime, we're ensuring that we are budgeting our water cash budget for the replacement and repair of equipment as needed. And then,
 Another aspect of our aging and outdated infrastructure specifically as our fluoride delivery system. CBU has had issues delivering the recommended 0.7 milligrams per liter of fluoride since the end of 2019 due to leaks in our system. The bulk tank that we had was relined in 2022, but it continued to leak. We tried temporary delivery systems, but those pose safety risks to our staff.
 We are currently testing all components of our system to determine if additional relining of the 20-year-old tank will be effective. Our goal is to have a temporary cost-effective solution finished by the beginning of next year so that we can safely continue the addition of fluoride to our drinking water. Additionally, we have a capital improvement project slated for 2027 for more comprehensive overhaul and assessment of the system, along with other chemical building improvements in our pending rate case.
 Now that we looked at all the challenges we're facing, let's look at some opportunities. Our first opportunity, and this remains an opportunity from last year, is the substantial progress we've made on the Winston Thomas Service Center and on the Winston Thomas site. So far, we've spent $858,000 in demolition and $698,000 in design.
 Finished our site remediation, which has put the parcel in a good position for future development of the service center and just in general for future development to be a good steward of this parcel. We also worked with Champlain to help develop 50% designs and those still remain relevant. And then we've done some work to do some, to redetermine the floodplain
 We're still in progress on working on a LOMER, and we have successfully secured a no-rise certification for the existing parcel. Another opportunity is the progress we have made on our water rate case. Despite the delays, we are now making good movement on our water rate case. We were able to get that data, and we are now looking at setting dates for public input.
 and the first state for public input will be at this USB meeting August 25th, followed by a couple more meetings and then to council. We currently have a target of filing with the IURC in October. So to get into the budget numbers. So this year, the administration has begun implementing priority-based budgeting.
 All of the city's budget is going to be grouped into these six priorities based on programs within the departments. Those six priorities are high-performing government, public safety, affordable housing and homelessness, economic development, community health and vitality, and transportation. Because CBU's budget is separate from the general fund,
 We felt that it was best to fully classify CBU's budget into community health and vitality as this was the best suited priority and this keeps our budget set aside and not and not being so mixed in with general funds and other programs. So instead of.
 slicing this up into programs, we'll be looking at how CBU's budget is split by its six different divisions and by our large bond payments and interdepartmental payments. So here you can see that each of our divisions has anywhere between 22 and 3% of our budget. Our bond payments are 27% of our budget and then our
 departmental payments are 17. Our interdepartmental payments, this is going to look different from the interdepartmental agreement because this includes estimates for the 2024 in our departmental, 2025 in our departmental, and benefits owed in 2025. Again, here is our budget summary just kind of in some graphs and
 pie chart just to kind of get a visual representation of how our budget is split up. All right, now we'll take a quick look at our different divisions and how they contribute to our budget. First is our transmission and distribution division. We have five
 work groups essentially in transmission distribution that's wastewater, water, stormwater, meter service, and inspection and location. Each of these groups employs between 11 and 13 employees. Next we have our operations group which accounts for 22 percent of our budget.
 There are four major groups. There's maintenance booster and lift stations, Monroe Water Treatment Plant, Blucher Pool Wastewater Treatment Plant, and then Dillman Wastewater Treatment Plant. We then have our finance group, which accounts for 8% of our budget, and that's split into finance and accounting, billing collections, purchasing, and customer relations. Just for
 for the sake of the USB, I know we've reviewed all of these before, which is why I'm kind of just briefly reviewing these work groups in the council presentation. I will go through each one individually. Since we've paused, on that last slide, I know you said the employees, but I just didn't, can you go back one more? Okay, you had it down. Thank you. I heard you say like 11 to 13 in each division, but then I didn't look at that part on that slide. Thank you. No problem.
 All right, next we have our environmental division, which accounts for 4% of our budget. The work groups in environmental are water quality, pretreatment, MS4, which is our essentially stormwater team, hazardous materials, and then laboratory services. The different groups in environmental account for anywhere each group has between two and five employees.
 Next we have engineering, which accounts for another 4% of our budget. The main work groups here are capital project management, plan review and inspection, new services, and then the GIS group. Many of the employees in engineering are in our plan review and inspection that has 13 employees. The other work groups have two to three.
 Finally, we have the administration group. This accounts for 3% of our budget, and that is our director's office and administration, and then communications. The 10 employees in the director's office and administration also includes administrative staff for the other divisions. And then our communications group is eight employees. Here is our revenue budget summary.
 budget for 2026 in water is $23,119,000. Sewer is $29,845,000. Storm is $4,745,000. And then the total 2026 budget is $57,709,000.
 Here's that same budget by category. So we have around 17 million in personnel services, 5.6 in supplies, 20.6 in other services and in extensions and replacements, and then 14.2 in seeking and depreciation.
 Here's some notes on our water budget. For our personnel budget, we in water, we are down 13.1%. This is because we corrected some errors from last year's budget in New World Software that artificially inflated our personnel line. But we also did leave room based on historical run rates to cover our proposed compensation adjustments by HR.
 In supplies, we're down 15.1%, which part of this is because we are working with staff and using estimates for our chemicals that are based on past usage. So we're trying to get more accurate with what that estimate is. We're also trying to get better accuracy with our current trends to estimate our main break costs. This is more aligned with our historical actuals,
 And in general, as I've discussed, our water cash situation is requiring some belt tightening and just making sure we're getting really accurate estimates. In other services, we're up 44.3%. Again, we're also doing some general belt tightening here in water cash. This is where you also see multiple interdepartmental charges that were included in the budget.
 We're still working with the controller to look at the interdepartmentals and make those changes that we've discussed So that there may be some potential change in that and Then if you look at the ENR in the budget memo, you'll see that it's negative five hundred and eight thousand and this is representing our possible budget shortfalls in 2026 if
 It's really more of a when there is a shortfall in the water utility, depending on when we are able to implement a rate case, we will need to take out a loan from our wastewater utility to fund some of our essential projects like that chemical feed line project. In sewer, we're down 17%. Again, same reasons as water, issues with the new world were being corrected, and then we are leaving room for compensation adjustments.
 In supplies, we're up 24.4%. We're using estimates for chemicals based off past usage, again. And then we've also reclassified some things from other services to other services from supplies. This is really just to have better and more accurate reporting. In other services, we're up 50.1%. Again, this is where your multiple interdepartmental charges are included, which,
 still have some potential flexibility with the controller. And then we moved some other services from, or some from supplies to other services to make sure that they're more accurately classified. And Storm, we're up 9.1%.
 This is because we are trying to more accurately account for the time that personnel that our staff is using in storm. So we have a lot of staff who are historically just paid out of water and wastewater. However, they do spend a good amount of their time working in stormwater as this utility grows. So we're going to start accounting for that in salaries and personnel.
 And again, we left room based on our historical run rates for any proposed compensation adjustments. And supplies were down 44%. And this is really just to be more in line with what we've seen in our actuals. Typically supplies funds a lot of our smaller stormwater projects. And then in other services, this is up 4.2%.
 There are no major changes. Just to explain, this looks a lot larger in storm because this is where we fund some of our larger stormwater projects. So in conclusion, our budget request allows us to provide safe, sustainable, high-quality drinking water, wastewater and stormwater services in a cost-effective manner, promoting public health, economic vitality and environmental stewardship. Thank you for your consideration. I look forward to your questions.
 Great job. I'll start by just saying that I like the format, I like the, it was easy for me to, I guess, follow along, more palatable for me as an audience person, so great job on your presentation, and thank you for all your hard work. Any questions or comments for Kat?
 Oh, sorry. What time is your presentation tonight? Oh, tonight? Isn't it tonight? No, it's August 25. Oh, for some reason I thought it was tonight. OK. I thought you had to come from this and then go to that. Yes. So August 25. August 25 is our night. That will be the same night that we'll be presenting the rate case, which is probably why
 that you thought we were going to mention that. That's exactly why I thought it was one night. That's why I also accidentally said rate case when I had budget. One question I have, did we start the process of purchasing chemicals through that bidding process? Did we start that in 2024?
 Did we start that last year? Was it two years? Yeah, it was before. OK. OK. And I don't know if you can still add. But I do think that's one of the things that's also helped us with some of the chemical purchasing is that we utilize that system that's used industry-wide or by a lot of others in the industry. So we're trying to get competitive pricing.
 This is, my second question is not really budget related, but it's kind of. You talked about the Winston Thomas project. Have we, I mean, obviously it's public record that the mayor has come to us and requested the property, so investigating the opportunity for public works to build on that property.
 After that meeting, the board and staff had additional questions, and I know that we submitted that to the mayor's office. Have we, and that was back in, I can't even remember when that meeting was, April, May, maybe? Have we heard back on anything? Yeah.
 Yes, and if that hasn't been relayed back, I can get that back. That might have been a ball I dropped. I apologize. I know I missed a meeting, but I don't recall getting the feedback from the mayor's office. Yes, I know that they did give feedback because we compiled all the questions and made sure that we sent those questions in written format, sent them. We did receive a response.
 thought that it got back to you, but I will make sure that it did if it hasn't. Okay. All right. That's, that's quite right. So perhaps that can be an agenda item for maybe not the next meeting or perhaps something can be, I don't know if something can, can something be shared with the board through email? Okay. That would be lovely. That would be lovely. Yes. Thank you. Those were my two questions.
 Any other questions for Kat? Okay, thank you for I heard and saw a lot of things that we had mentioned two weeks ago reflected in this updated draft. So thank you for taking the time to do all that. Just like a comment would be like the acronym and things at the start, because I know that probably our council members know what these are, but any
 members of the public watching might not be as familiar. So that, and then I know you explained why the interdepartmental was included as it was, but I would like to have seen like a, this is going to this, this part goes to the city. Just, I know we know that when we vote on it, but, and,
 Emphasize that we're a self-funded utility. I don't know. I'm just typing your notes. Thank you. Yeah. So what you're saying is it would be nice to just see what that actual dollar amount is that's involved with? Correct. OK. Whatever we have as down as our estimate, whatever you estimate, I mean, I think that would be nice to see in writing on the screen.
 the for the interdepartmental? Yes. Did we not put a number down? I didn't see it. There was a number next to the interdepartmental payments in the table because I want to make sure that that was split out. Okay. Yeah, that table. I mean, I see the $10 million. Do you want individual departments? Um, I mean,
 Our interdepartmental agreement is not $10 million a year. And so that's why I made the asterisk say, hey, that's not what our yearly interdepartmental is, but that's what we've budgeted based on where we're at. I guess on the later slides. And I did see that note for sure. And I know you mentioned it. So you did mention that. OK. Which slide?
 I know you mentioned interdepartmental payments on subsequent sides for the different utilities. And I don't know how that factors in split between wastewater and stormwater. But I guess I'd like, even if it was in its own slide, just say, this is what we spend every year or estimate that we spend every year directly with the city. And that might just be me, and I would just send me an email. It's fine.
 But I just know it's a big number. And I think together, you would probably think, well, the benefits, that's going to take that, and not realize the. There's a lot of pieces to that. Yes. Yeah, for sure. So would you rather, I'm just
 myself directions here would you rather have that as just like its own slide about the interdepartmental or would or would you rather us do more of a presentation outside of that or both and this might just be Megan so as any other board members have any comments or
 cares about this particular, I mean I know you care, but like, about the necessity that it be included in this presentation, or are you good with how it is currently? It's okay if you like it how it is, that's fine. I think you bring up a great point, and the information is, yeah.
 needs to be included with the others so that you get to 100%. In this slide, I think the asterisk ought to take care of it, but maybe it could be more detailed. OK. It's never a bad idea to point it out. That's basically what I'm getting at. I mean, we point it out, but we don't talk about how much.
 I mean, yeah, it is 17% of our budget. Is that going to be normally what it will be, or is this like an off year for that percentage? Two years worth. That's two years. OK. So that kind of clarification could be useful. And I know that we were behind on our interdepartmental payments for a while. And so this would be to catch us up entirely, right? Yes, that would catch us up entirely.
 what those are for, you know, fleet maintenance, fuel, you know, those things. Yes. HR, legal, the services that we utilize that the city provides for us. So in previous budgets, that was included, right? Am I correct in thinking that? Yes. I don't think we put the details in this presentation, but we would give the interdepartmental presentation.
 But we can just have a slide that's like, hey, this is interdepartmental payments, this is how much it is, and this is a description of what it's for, and even break up what is adding up to that 10 million. If that sounds good.
 I just think, since that's a significant portion, and we talk about the interdepartmental here a lot, and I've not watched your meetings, Matt, to know like, at the council level, do you discuss that or, you know, like know the impact of each? Maybe the mechanics of the budget and that. Okay. So yeah, it's a good opportunity and a good time. Yeah, thank you. Yeah, Seth, you're correct that in past presentations, we've seen HR, we've seen fleet,
 And we always, Amanda especially, always said, are we really using X percent of human relations? So this avoids those questions, but I'm not sure we always want to avoid them. So thank you for offering to do an additional slide. I think that we would like that. And just on what that inner department is. And thank you.
 tying together a few things. So I missed our last meeting too, so I might be lacking some context, but I was reviewing the rate case press release. It didn't very clearly, anyway, specify which rate we're talking about. It's the water rate, is that right? Yes, it is the water rate. And also several times in your presentation, you mentioned belt tightening from water cash flow constraints, or cash constraints. I'm guessing these are related
 concepts right like I think drawing that out a little bit more about like when you establish rates they're set for a period of time you know costs are increasing you start to run into this situation and like that's why it's important to have these rate cases with some frequency and to continue to be able to not have major rate shocks and also be able to meet ongoing needs so we're not getting behind on things so I think that could be like that context could be clearer for council members in particular maybe yeah absolutely thank you
 Related to that, I know last time I asked, are we in an endless cycle of borrowing from sewer to pay for water, then borrowing from water to pay for sewer? I think you ought to include something that says after this rate case, we'll be on a study fixed thing where each area takes care of itself each year. Yeah. I think that's always the plan. Yeah.
 Trying to get all of that data was, it slowed us down. Yeah, I can elaborate more. So there is a section where I discuss the loan. And I wanted to make sure to, I forgot what slide that's on. There is a section where I discuss the loan when I talk about the negative ENR. And yeah, I can elaborate how this is a one-time thing. Yes, please.
 We, you know, if the rate case goes forward successfully, we will be able to pay sewer back and then all the utilities will be square. Yes, that would be nice. Historically, and I don't know why, but in the whole time I've been here, very seldom does wastewater seem to get into kind of restraints that water falls into.
 Once we get close to that rate, then we start really having to tighten the belts. And I don't usually see that from the wastewater side. There's a few reasons I go into that. Any other questions or comments for? Do we have a motion of approval? We need to approve? Yes.
 I'm thinking a report, but that was before. So we're now ready to approve so that you can take this to the city. All right. I move we approve the 2026 budget recommendation. Second. All in favor, please say aye. Aye. All opposed say nay. Request is approved. Thank you.
 Next, we have old business, any old business from the board. Any old business from staff. New business, any new business from the board. New business from staff. Subcommittee, there was no subcommittee today. Staff reports.
 I just have one staff report and that is to just let the public know about our upcoming rate case meetings. So the first public opportunity to hear about our rate case and to hear about proposed rates will be August 25th here, five o'clock at the USB meeting. We will then have another public meeting
 that Friday, the 29th, again here, I believe five o'clock again. And that meeting will be dedicated to just discussing the rate case, getting input from the public, answering questions as needed. And then the third opportunity with this group and the public will be September 8th. The rate case will come back to the board
 Hopefully for a vote. And again, the public is welcome to that. After that, we hope to move to council. And again, those will be public meetings before submitting to the IURC. Please come out. We'd like to hear from you. Three opportunities. Thank you. Did we put that in the bills for this month? We announced it someplace.
 We've put out a press release, and we're going to be putting out flyers and pushing things out to the community. Not everyone reads what's on their bills, so we just really wanted to make sure that we were pushing this informant so we were going to get to people a little quicker. No matter what we do, I guess people are always going to say, gee, how did that happen? Why didn't my bill go up?
 Does anybody else bill as high as mine and all these kind of questions? And when we get a case approved, there's a big jump. And so the more we can do to try to explain why that's important, why we're headed this direction and for input, the better. Absolutely. And maybe also even after the first bill comes out,
 providing an explanation on the bill. Thank you. Yeah, that'd be really helpful. And to that end, just building on my prior comment, I think like helping surface this in the budget presentation on the 25th would be helpful because a fair amount of folks do watch those meetings and kind of engage with some of their opportunity. We don't have another council regular session until September 3rd, but I'll be sure to announce it during council report at that meeting. Excellent, thank you. Well, is it?
 If there's a bill cycle that we could still grab to get the September 8th final input session, it'd be good to add that as a line, I think, on the bills. Thank you. For rent payers who do attend our presentations or maybe watch a recording, how will they be able to get feedback? Is that something that they can hear the presentation and then expect to come to the microphone that night?
 You know, a subsequent meeting is a soliciting session. How do you anticipate those meetings going? Yeah. So for the first meeting, I think that's going to be a lot of getting information. So that'll be really the first opportunity to really get all the all the numbers and to get a lot of that information presented. I'm hoping that we're giving the public a little time to digest, think about their questions, what they want to know, what they'd like to dive into and then
 In that meeting on Friday, I expect that to be a little more of a dialogue, a little more of questions and answers, trying to help clear anything up. And then the meeting on the eighth, any, of course, we will always have public comment. If there's anything people weren't able to express on the meeting on the 29th, and then hopefully,
 There will also be Zoom links. Yeah. I do have one other question that's unrelated to this, but I do want to ask if there were others, if we weren't finished with that topic. Sure. OK. So I received an email this week directing me to the new billing
 New Billing Portal, is that a better, that's a good, so I know that we had had some questions about that in a prior meeting, but I just wanna make sure that people that are currently signed up or were signed up through, which program was it? E-Suite. E-Suite should have received an email in their inbox that directing them to this new program.
 I did that today as a consumer and I just wanted to say it looks very nice. It is easy to read. It is easy to pay your bill. And so for those out there in the public who have not signed on to get their information this way, I encourage you to go to our website, the city Bloomington utilities website and get logged into the portal. So it was very nice and easy to do.
 To the team that put that together, thank you. Awesome. So you were able to get on when today? Yeah, I received an email saying that I had been added and I had not done anything at all. Yeah, I tried a week ago and they said they had glitches in it. I couldn't log on to my website. Yeah, it might be today.
 but it's really nice, so. Yeah, and just, so that's utility access, and customers can come to our website, go to residential utility services, and then there'll be a link to get your, where you go to pay your bill, it'll take you to utility access, and if you haven't already signed up, go ahead and sign up, and if you already signed up, it'll be right there.
 And again, it's nice you can also set your bill up for auto pay so you can get your notifications and your bills electronically and you can pay your bills that way too. So again, encouraging our rate payers to do that. Thank you. Any other new business or staff reports, sorry. No.
 Any additional petitions and communications from the public? So we have a motion to adjourn.