2008.09.02 CC Agenda Packet
AGENDA
Edmonds City Council
Council Chambers, Public Safety Complex
250 5th Ave. North, Edmonds
______________________________________________________________
September 2, 2008
6:30 p.m. - Executive Session: Legal advice regarding pending or threatened litigation.
7:00 p.m. - Call to Order and Flag Salute
1. Approval of Agenda
2. Approval of Consent Agenda Items
A. Roll Call
B. AM-1760 Approval of City Council Special Workshop Minutes of August 18, 2008.
C. AM-1764 Approval of City Council Meeting Minutes of August 26, 2008.
D. AM-1761 Approval of claim checks #106461 through #106637 for August 28, 2008 in the amount of
$698,636.97.
E. AM-1763 Snohomish County Regional Drug Task Force Agreement. Reviewed by the Public Safety Committee
on 08/12/08.
3. AM-1759
(5 Minutes)
Introduction of Student Representative
4. AM-1756
(5 Minutes)
Proclamation in honor of Green Edmonds Week, September 8 - 13, 2008.
5. AM-1768
(30 Minutes)
Public Hearing for the Six Year Transportation Improvement Program (2009-2014) and
proposed resolution adopting the Six-Year Transportation Improvement Program and
directing the same to be filed with the Secretary of Transportation and the
Transportation Improvement Board.
6.Audience Comments (3 minute limit per person)*
*Regarding matters not listed on the Agenda as Closed Record Review or as Public Hearings
7. AM-1767
(20 Minutes)
Fiber Optic Network Recommendations - Update and Next Steps.
8. AM-1762
(10 Minutes)
Approval of Findings of Fact related to the 7/29/08 and 8/05/08 Closed Record Review:
Appeal of the Hearing Examiner decision to deny the request to subdivide Arbor Court,
a 1.27 acre parcel developed with 35 townhomes, into 35 fee-simple townhouse parcels.
The site is located at 23800 – 23824 Edmonds Way. (File Nos. P-08-16 and APL-08-4)
9. AM-1754
(30 Minutes)
General Fund Revenue Options.
Packet Page 1 of 267
10. AM-1757
(45 Minutes)
Discussion on appraisal/environmental due diligence process for the Downtown
Waterfront Activity Center properties known as The Old Antique Mall and Skipper's
site.
11. (5 Minutes)Mayor's Comments
12. (15 Minutes)Council Comments
Adjourn
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AM-1760 2.B.
Approval of 08-18-08 City Council Workshop Minutes
Edmonds City Council Meeting
Date:09/02/2008
Submitted By:Sandy Chase Time:Consent
Department:City Clerk's Office Type:Action
Review Committee:
Action:
Information
Subject Title
Approval of City Council Special Workshop Minutes of August 18, 2008.
Recommendation from Mayor and Staff
It is recommended that the City Council review and approve the draft minutes.
Previous Council Action
N/A
Narrative
Attached is a copy of the draft minutes.
Fiscal Impact
Attachments
Link: 08-18-08 Draft Council Workshop Minutes
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 08/28/2008 09:14 AM APRV
2 Mayor Gary Haakenson 08/28/2008 09:38 AM APRV
3 Final Approval Sandy Chase 08/28/2008 09:42 AM APRV
Form Started By: Sandy
Chase
Started On: 08/28/2008 09:12
AM
Final Approval Date: 08/28/2008
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Edmonds City Council Draft Minutes
Special Workshop
August 18, 2008
Page 1
EDMONDS CITY COUNCIL DRAFT MINUTES
SPECIAL WORKSHOP
August 18, 2008
The Edmonds City Council Special Workshop was called to order at 9:00 a.m. by Council President
Plunkett in the Brackett Meeting Room, Edmonds City Hall, 121 5th Ave. North, Edmonds. The meeting
was opened with the flag salute.
ELECTED OFFICIALS PRESENT
Gary Haakenson, Mayor
Michael Plunkett, Council President
Peggy Pritchard Olson, Councilmember
Steve Bernheim, Councilmember
D. J. Wilson, Councilmember
Deanna Dawson, Councilmember
Dave Orvis, Councilmember
Ron Wambolt, Councilmember
STAFF PRESENT
Tom Tomberg, Fire Chief
Mark Correira, Assistant Fire Chief
Al Compaan, Police Chief
Duane Bowman, Development Services Director
Brian McIntosh, Parks & Recreation Director
Noel Miller, Public Works Director
Kathleen Junglov, Finance Director
Debi Humann, Human Resources Manager
Cindi Cruz, Administrative Assistant
Linda Carl, Senior Executive Assistant
Scott Snyder, City Attorney
Sandy Chase, City Clerk
Jana Spellman, Senior Executive Council Asst.
Jeannie Dines, Recorder
1. APPROVAL OF AGENDA
The agenda was approved with no changes.
2. FINANCIAL STATUS OF CITY: 2009-2010 BUDGET BRIEFING
Finance Director Kathleen Junglov distributed a Revenue and Expenses Executive Summary. She
advised the forecast was for a deficit of approximately in $1.4 million in 2009 and approximately $4.5
million in 2010. She reviewed three significant events that contributed to the deficit:
1) Property tax revenue – typically the assessed evaluation plays little role in the tax levy,
however, it was important in a year when a levy lid lift was done. Although Snohomish County
has not provided information by city, information by school district shows the Edmonds School
District will have an increase in assessed value of only 1%. When the EMS levy was anticipated,
she projected a 7% increase; therefore, the funds from the EMS would be lower than forecast.
She anticipated a loss of $450,000 over 2009 and 2010; the final numbers will be available from
Snohomish County in mid-September.
2) Sales tax revenue –a decrease in revenue of $2 million was forecast in 2008 - 2010. The current
model forecasts sales tax revenue $250,000 below estimates, primarily due to a decline in auto
sales. She noted forecasts anticipated the downturn in the economy, but did not foresee $4/gallon
fuel prices or the impact the subprime would have on auto sales. She explained recent
information from MRSC regarding the estimates they provided were based on 2002 data adjusted
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Special Workshop
August 18, 2008
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for inflation. This information was to be used as an estimate of the potential magnitude of the
impact and they do not recommend using it for budgeting. Sales tax sourcing was included in the
budget at the numbers the Department of Revenue (DOR) estimated; that amount has since been
reduced by half. Sales tax sourcing funds will begin to be received in September but the actual
amounts will be relatively unknown until the City has some experience. She anticipated further
information provided by DOR in late August would be used to update the forecast. She
commented sales tax year-to-date has fluctuated but the trend now appears to be declining.
3) Cost of labor – a savings of approximately $900,000 was realized by eliminating the
Administrative Services Director, Economic Development Director and Assistant City Engineer
positions but those savings were consumed by the cost of contracts that were negotiated this year.
As a result of the high CPI, COLA for 2009 will be 5.8% for contracts on CPIU, 6.2% CPIW,
5.8% for the Fire Department plus an additional 1% for implementing a mandatory fitness
program.
Ms. Junglov noted any one of the three events would have impacted the budget but together they created a
difficult and challenging situation. She recalled the forecast presented at the Council retreat estimated
underruns in expenditures of 2.5-3%. Underruns in 2008 are anticipated to be 1%; due to the tight
budgets in 2009 and 2010 any estimated underrun was removed from the forecast. She cautioned these
numbers were preliminary as some costs were unknown such as for SnoCom.
A brief discussion followed regarding lower than anticipated revenue from the EMS levy because it was
based on assessed valuations, anticipation that property tax on new construction would be down, and
anticipation that Edmonds’ assessed valuation would not decrease at the same level as the overall
Edmonds School District due to waterfront property in Edmonds whose value was still increasing.
Mayor Haakenson explained he asked Ms. Junglov to be very conservative in the forecasts, anticipating
the downturn in the economy would continue. He explained with a $1.4 million shortfall in 2009 and
$4.5 million in 2010, the City had reached the point where expense and revenue lines crossed. With such
large decreases in revenues the Council faced difficult choices; he planned to ask the Council to increase
Development Service permit fees across the board as they were currently below what other cities charged,
implement an ambulance fee for the Fire Department, and lift the ban on gambling in Edmonds. Without
those new revenue streams, the Council would need to identify budget cuts in order to balance the budget,
cuts of at least $2-3 million in the next two years. He noted the areas of the budget the Council could cut
were limited, difficult and painful. He recalled when the City faced a similar situation, he chose to
withdraw from the Sno-Isle Library and asked voters to annex to Sno-Isle which when approved by the
voters saved the General Fund over $1 million a year and allowed the City to maintain the service levels
residents expected.
Mayor Haakenson advised he has been in discussions with Fire District 1 and six other cities regarding
the formation of a Fire Authority, whereby the cost of fire service would be paid to a central Fire
Authority directly by the taxpayers, taking the City out of the fire service business and saving the General
Fund approximately $4 million/year. He advised discussions were ongoing and he offered to report to the
Council as further information became available. He explained the concept was created by the State
Legislature and several other Fire Authorities had been created. As the Council proceeded through
today’s agenda, he urged them to keep their eyes focused on the financial well being of the City.
Mayor Haakenson anticipated the ambulance fee would generate approximately $700,000, gambling
could generate approximately $500,000 (1/3 of Mountlake Terrace’s $1.5 million revenue), increasing the
utility tax and cable franchise fees generated approximately $100,000 for each 1% (currently 1%, could
be increased to 6%), full cost recovery of permit fees, and an undetermined amount from red light
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Special Workshop
August 18, 2008
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cameras. He advised other potential revenue sources were implementing a B&O tax and/or a general
property tax increase. Councilmembers requested administration provide the handout from the budget
book regarding the revenue sources discussed previously and the amounts each generated.
Discussion followed regarding:
• Voter approval required to lift the ban on gambling.
• Past attempts to create a consolidated fire service.
• Creation of a Fire Authority potentially costing taxpayers more.
• The Legislature’s approval in 2004 of a Regional Fire Protection Service Authority model with
separate taxing authority.
• Opportunity to eliminate inefficiencies and implement efficiencies via a Fire Authority.
• Whether establishing a Fire Authority would result in savings for residents.
• Potential for better control over the rate of increase in fire service costs via regionalization.
• Consortium governance of the Fire Authority which provides for local representation.
• Increased costs to taxpayers via annexation to the Sno-Isle Library.
• Ensuring the creation of a Fire Authority did not simply shift the tax burden.
• A preference to simply ask citizens for a tax increase rather than lifting the ban on gambling
and/or shifting the cost of fire service to a Fire Authority.
Mayor Haakenson referred to a letter from Snohomish County Corrections that jail costs and booking and
daily maintenance fees were increasing. He advised a letter was also received from the Snohomish
County Executive asking for $150,000 for the Snohomish County Health District to avoid layoffs. City
Attorney Scott Snyder remarked labor costs constituted 60% or more of the City’s budget with the
majority being fire and police. Edmonds also has the lowest employee to citizen ratio and costs; no other
savings with regard to labor costs are possible other than laying off employees which impacts service.
Mayor Haakenson advised the six cities interested in discussing the creation of a Fire Authority plan to
meet again in early September to determine whether to continue discussions. It was agreed to schedule a
presentation to the Council in September regarding creation of a Fire Authority, next steps if the cities
agreed they wanted to pursue the concept, etc.
3. CITY UNFUNDED PRIORITY PROJECTS
Public Works Director Noel Miller referred to a list of projects in the packet under Transportation Benefit
District (TBD) including building maintenance projects. He distributed a current list of 6-year Capital
Improvement Program (CIP) projects, identifying projects with no funding available to complete. He
noted building maintenance projects were a high priority in order to maintain the buildings the City
currently owns and did not include any new capital projects.
Parks & Recreation Director Brian McIntosh advised many of the unfunded projects were related to parks
and recreation. The list had not been prioritized as staff wanted the Council to identify priorities.
Discussion followed regarding methods used to identify and obtain outside governmental grants, extreme
competition for grants, and less federal funds available due to the federal government deferring funds to
homeland security and anti-terrorism.
4. ACQUISITION OF THE OLD SAFEWAY AND SKIPPERS SITES
Councilmember Bernheim provided a slide presentation which he explained was an attempt to assist the
Council with envisioning different levels of development in the Antique Mall area. His presentation
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Special Workshop
August 18, 2008
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included photos of the current site and what could be – business park, swimming pool, park, parking,
commercial building, hotel, historical/heritage, code-compliant development, urban village, facelift, open
space/public plaza, connections via overhead crossings, etc.
Council President Plunkett recalled the Council had asked for a scope of work for an appraiser,
environmental consultant and public consultants. Development Services Director Bowman explained Mr.
McIntosh contacted an appraiser to determine what was needed to do an appraisal and what information
they would need from a geotech. The response was they wanted a letter of transmittal from an
investigative firm with a summary of the general information/knowledge available regarding the property.
Although the appraiser did not want a lengthy technical report, only general information, Mr. Bowman
anticipated good, technical environmental data would be necessary to make a determination whether to
move forward, information that would require permission to go on site. He concluded it was difficult to
have an appraisal done without investigating what was on ground because of the impact that information
could have on the cost.
Mr. Snyder envisioned a two step process, first a variety of technical data was public information
including soil testing done for the treatment plant, flooding data, etc. The second step, if the Council
decided to proceed without the property owner’s permission, the City can via the discovery process gain
site access in a condemnation proceeding. He acknowledged a negotiated sale process was easier because
there would be greater site access. The City could also negotiate a discount for site conditions/clean up
costs. He concluded via Landau the City could get a site condition letter or assumptions for the appraiser
but actual public costs could vary considerably based on actual site conditions. He acknowledged an
approximate appraisal would be sufficient to begin discussion with property owners regarding a selling
price and could be a reality check.
Councilmembers discussed environmental constraints lowering the value of the property; using the
appraisal to begin discussion with the property owner; developing a vision regarding public ownership
including how much of the land to purchase, for what purpose and what type of project to take to the
voters; an appraisal as the first step in developing a vision; and other potential projects that could be
combined with this purchase in a bond measure.
Council President Plunkett recalled the Council’s direction that staff provide a scope of work for the
appraisal for the Antique Mall and the Skippers properties with environmental due diligence and to begin
finding consultants for the vision and public use. It was suggested staff contact Sound Transit regarding
opportunities to partner with them on the Skippers site. Mr. Snyder clarified it was not possible to
conduct environmental due diligence at this time; true environmental due diligence and site specific
environmental analysis would be done sometime in the future.
Councilmembers agreed to proceed as directed at the last Council meeting, including obtaining a letter of
site constraints based on readily available public information to aid the appraiser. Mr. Bowman advised
he would provide a report to the Council at the September 2 meeting.
5. TRANSPORTATION BENEFIT DISTRICTS (TBD)
Mayor Haakenson recalled the concept of a TBD was presented at the Council retreat as a potential
revenue source; staff was seeking direction from the Council whether they were interested in proceeding
with the formation of a TDB either via Council action or via a public vote.
Public Works Director Noel Miller reviewed a graph that compared revenue in Fund 112, Consumer Price
Index and WSDOT Construction Cost Index. He advised forecasts were for no REET revenue for
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Special Workshop
August 18, 2008
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transportation projects in 2009, thus the need for another significant revenue source for this fund to carry
out the Capital Improvement Program.
Ashley Probart, AWC, provided a PowerPoint presentation that described TBDs, TBD formation,
eligible TBD projects, TBD project criteria, accountability measures, revenue options (Councilmanic or
voter-approved), funding examples of a $20 vehicle license fee, and estimated annual revenue Edmonds
could expect.
Discussion followed regarding:
• How funds from a vehicle license fee would be distributed to jurisdictions without Zip +4
information.
• Limited exemptions from vehicle license fees.
• The same vehicle license fee regardless of size of the vehicle.
• No opportunity for a discount in vehicle license fees for seniors/low income.
• Staff’s anticipation that a vehicle license fee of $20/vehicle would be sufficient to address the
City’s transportation needs over time.
• Availability of further information regarding the City’s transportation needs once the
Transportation Comprehensive Plan update was completed this fall.
• Use of the revenue from vehicle license fees to leverage grant funds.
• Ability for the City to identify a purpose for the program including percentages to be allocated to
project types and identify projects each year to avoid the sunset provision and comply with the
material change policy.
Discussion continued regarding TBD funds freeing up state fuel tax funds for operations/maintenance
which was currently subsidized by the General Fund. Mr. Probart clarified TBD funds could be used for
maintenance and operations. He advised many cities/counties were considering a $20 fee via
Councilmanic action to show citizens how the funds were being used with the intent of asking the voters
for a larger amount to fully fund programs once there was community confidence in how the funds were
being used.
Discussion continued regarding the need for a broad vision for funding city services and concern that
instituting this fee would dilute support for a larger amount. At the Council’s request Mr. Miller
described the two sidewalk projects whose bids had been rejected in hopes of receiving a lower bid in late
November. The Council requested a status update on these projects at a televised Council meeting. The
Council also requested the following:
• Further information regarding what projects could be funded via a TBD and what relief it would
provide to the General Fund.
• Identification of all sidewalk projects.
• A range of TBD options including what a $20 vehicle license fee would fund and what could be
funded with a higher fee.
• Research the commercial impact fee and how much revenue it could generate.
7. PARKS PLAN
Parks & Recreation Director Brian McIntosh briefly reviewed the public process used in developing the
Parks Plan. With regard to the question whether levels of service were aggressive enough, he explained
level of service was tied to the availability of land and the will of Council. The Park Plan was a general
plan that established direction for the Parks & Recreation Department; the Plan placed no restrictions on
the Council.
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Special Workshop
August 18, 2008
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Discussion followed regarding:
• How ambitious the Plan was versus it being realistic.
• The Parks Plan should be a visioning document and therefore should be more ambitious even if it
required asking voters for funds to achieve it.
• Realistic projects that could be accomplished if money were not an issue.
• The voters’ historic support for parks and public safety bonds.
• Concern the Plan was not ambitious enough as levels of service were reduced.
• Concern many of Lora Petso’s criticisms had not been rebutted.
• How a realistic plan could also be ambitious.
• The ability to be visionary in the Parks Plan via other methods than level of service.
Mr. McIntosh explained level of service was a number; staff attempted to identify geographic areas of the
City that were not well served by parks where 2 acre parks could be purchased/developed. He
commented the size of those parks could be increased which would increase the level of service; however,
2 acres seemed realistic. Mr. Snyder pointed out the Council had a great deal of legislative discretion to
describe their vision in the Parks Plan.
Discussion continued regarding:
• Council not wanting to scale back the vision for parks.
• The Parks Plan providing a broad vision for the parks system.
• The number of citizens who participated in the process of updating the Plan.
• Concern that young families’ viewpoints were not represented in the Plan.
• The long term vision of the Council with regard to parks/
• Ensuring a more realistic Plan did not result in a less ambitious Plan.
The Council requested staff provide a comparison of where the Plan was scaled back from the previous
Plan and Council would decide whether to reinstate the language that had been removed.
6. GENERAL PRIORITIES FOR THE CITY
Councilmember Wilson suggested the Council offer prioritizations and/or opinions regarding what kind
of City they wanted Edmonds to be, services they wanted the City to provide, etc. Mayor Haakenson
agreed prioritization would be helpful to staff in preparing the budget. The Council offered input
regarding the following topics:
• Whether to schedule an agenda item during this budget process regarding a vote to lift the
ban on gambling - The majority of the Council was not in favor of this as a potential revenue
source.
• Creation of a Fire Authority - It was the consensus of the Council they wanted to learn more
about it to ensure everyone had a good understanding of the concept before making a decision.
Chief Tomberg cautioned the City was only a participant in a long process.
• Senior Center - Council questions included whether the City should continue to fund
maintenance on a building that needed extensive renovation/replacement in the future, whether
funds for redevelopment could be included in a potential capital bond, whether to continue to
lease this prime real estate to a specific senior center operation or to consider alternatives, and
whether some of the services could be provided elsewhere and the current site integrated into a
plan for the waterfront. Discussion included the need for a stable situation at the Senior Center
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August 18, 2008
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before further capital investment were made, Senior Center’s ability to obtain grants, the danger
of losing grant funds for the kitchen remodel if they were not used soon, the burden on the City to
continue maintaining the Senior Center facility, and the estimated $4 million cost to renovate the
facility.
Mr. Snyder advised the Senior Center was developed/improved/maintained with CDBG grant
funds; under federal regulations the City was obligated to maintain the use as specified or return
the funds. He was uncertain of the procedures if the senior center were relocated to another site.
Staff was asked to investigate whether any of the grants the City had received for the Senior
Center were tied to the structure or property. Council agreed to defer further comment on the
Senior Center until tonight’s Council meeting when the Senior Center lease was scheduled as an
agenda item.
• Antique Mall/Skippers properties - The Council discussed increases in taxes for an average
home of 29.1% since 2002, examples of costs to the public from a $12.1 and $24.2 million bond
measure, other priorities versus purchasing property that many view as a luxury, determining the
real cost of the property as a step in determining the priority, differences between long term
capital investments and operating, voter approval that would be required for capital investments
such as the Senior Center, aquatic center and Antique Mall/Skippers properties.
• Sidewalk construction - staff was asked to provide a list of all sidewalk projects.
• Transportation infrastructure - the Council was satisfied with the current $750,000 threshold
for dedicating REET funds to parks and funds over $750,000 to transportation. Council
acknowledged funds for transportation could be provided via a TBD.
• Fiber Optic Cable - further information will be provided to the Council in the near future.
• Business climate improvement - Mayor Haakenson advised there were no funds in the budget to
devote to economic development unless directed by the Council. He advised Jacobson Marine
had withdrawn their proposal to relocate in Edmonds due to increases in building material costs
and the downturn in boat sales. There was no support voiced by the Council for increasing the
priority of funding for economic development.
Mayor Haakenson asked whether the Council had any interest in pursuing a B&O tax which could be
structured as an employee tax, based on revenue, etc. He noted a B&O tax had been rejected by previous
Councils as being bad for business. He further asked the Council to identify suggested budget cuts since
they had rejected a large potential revenue stream (lifting the ban on gambling in Edmonds).
8. ADJOURN
The Council workshop was adjourned at 1:07 p.m.
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AM-1764 2.C.
Approval of 08-26-08 City Council Minutes
Edmonds City Council Meeting
Date:09/02/2008
Submitted By:Sandy Chase Time:Consent
Department:City Clerk's Office Type:Action
Review Committee:
Action:
Information
Subject Title
Approval of City Council Meeting Minutes of August 26, 2008.
Recommendation from Mayor and Staff
It is recommended that the City Council review and approve the draft minutes.
Previous Council Action
N/A
Narrative
Attached is a copy of the draft minutes.
Fiscal Impact
Attachments
Link: 08-26-08 Draft City Council Minutes
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 08/28/2008 11:02 AM APRV
2 Mayor Gary Haakenson 08/28/2008 11:03 AM APRV
3 Final Approval Sandy Chase 08/28/2008 11:06 AM APRV
Form Started By: Sandy
Chase
Started On: 08/28/2008 10:50
AM
Final Approval Date: 08/28/2008
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August 26, 2008
Page 1
EDMONDS CITY COUNCIL DRAFT MINUTES
August 26, 2008
Following a Special Meeting at 6:30 p.m. for an Executive Session regarding negotiation of purchase of
real estate, the Edmonds City Council meeting was called to order at 7:00 p.m. by Mayor Haakenson in
the Council Chambers, 250 5th Avenue North, Edmonds. The meeting was opened with the flag salute.
ELECTED OFFICIALS PRESENT
Gary Haakenson, Mayor
Michael Plunkett, Council President
Peggy Pritchard Olson, Councilmember
Steve Bernheim, Councilmember
D. J. Wilson, Councilmember
Dave Orvis, Councilmember
Ron Wambolt, Councilmember
ELECTED OFFICIALS ABSENT
Deanna Dawson, Councilmember
STAFF PRESENT
Al Compaan, Police Chief
Duane Bowman, Development Services Director
Noel Miller, Public Works Director
Rob Chave, Planning Manager
Frances Chapin, Cultural Services Manager
Sandy Chase, City Clerk
Jana Spellman, Senior Executive Council Asst.
Jeannie Dines, Recorder
1. APPROVAL OF AGENDA
Mayor Haakenson requested the order of Agenda Items 4 and 5 be reversed.
COUNCILMEMBER WAMBOLT MOVED, SECONDED BY COUNCILMEMBER OLSON, TO
APPROVE THE AGENDA AS AMENDED. MOTION CARRIED UNANIMOUSLY.
2. CONSENT AGENDA ITEMS
Councilmember Orvis requested Item G be removed from the Consent Agenda.
COUNCILMEMBER WAMBOLT MOVED, SECONDED BY COUNCILMEMBER OLSON, TO
APPROVE THE CONSENT AGENDA. MOTION CARRIED UNANIMOUSLY. The agenda items
approved are as follows:
A. ROLL CALL
B. APPROVAL OF CITY COUNCIL MEETING MINUTES OF AUGUST 18, 2008.
C. APPROVAL OF CLAIM CHECKS #106364 THROUGH #106460 FOR AUGUST 21, 2008
IN THE AMOUNT OF $232,560.86. APPROVAL OF PAYROLL DIRECT DEPOSITS
AND CHECKS #47065 THROUGH #47165 FOR THE PERIOD AUGUST 1, 2008
THROUGH AUGUST 15, 2008 IN THE AMOUNT OF $754,327.58.
D. ACKNOWLEDGE RECEIPT OF CLAIMS FOR DAMAGES FROM ROSS S. ADAMS
($1,822.32), AND ALICE COLLEEN BROWN (AMOUNT UNDETERMINED).
E. APPROVAL OF LIST OF BUSINESSES APPLYING FOR RENEWAL OF THEIR
LIQUOR LICENSES WITH THE WASHINGTON STATE LIQUOR CONTROL
BOARD, AUGUST 2008.
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August 26, 2008
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F. AUTHORIZATION FOR MAYOR TO SIGN CONTRACT WITH ARTIST FOR THE SR
99 INTERNATIONAL DISTRICT ENHANCEMENTS PROJECT.
ITEM G: APPROVAL OF FINDINGS OF FACT RELATED TO THE 7/29/08 AND 8/05/08 CLOSED
RECORD REVIEW: APPEAL OF THE HEARING EXAMINER DECISION TO DENY
THE REQUEST TO SUBDIVIDE ARBOR COURT, A 1.27 ACRE PARCEL DEVELOPED
WITH 35 TOWNHOMES, INTO 35 FEE-SIMPLE TOWNHOUSE PARCELS. THE SITE
IS LOCATED AT 23800 – 23824 EDMONDS WAY. (FILE NOS. P-08-16 AND APL-08-4)
Councilmember Orvis commented usually if he disagreed with a decision made by a majority of the
Council, he would simply pull the item and vote against it. In this instance, he encouraged the Council to
add to the Findings of Fact. He expressed concern with the potential for the City to be liable if an
accident occurred on one of the driveways. The City was typically protected from liability unless the
cause was deliberate. He cited examples where a city was held liable for a deliberate act such as the City
of Ocean Shores where the City was sued because a building did not meet the setback requirements and
since they had deliberately ignored the situation, the building was required to be moved. A similar case in
Seattle occurred when the fire codes for a building for the homeless were ignored and the City incurred a
great deal of liability following a subsequent fire.
In this case, there is a disagreement over what constituted a street and whether the driveways needed to
have sidewalks and curb cuts and if they met street width standards. His concern was there was evidence
that the driveways were streets, yet there were no sidewalks or curbs and they did not meet the street
width standards, yet there was almost nothing in the record regarding why that interpretation of the code
was correct. He concluded the record gave the impression that the City was “looking the other way.” He
anticipated in a future lawsuit a judge could find upon reviewing the record that the driveways were
clearly streets and should have been required to meet street standards, that it was deliberate and that the
City was liable for an accident. He urged the Council to direct the City Attorney to include reasons in the
Findings of Fact why the driveways were not streets and did not need to meet the street standards. This
would provide a record and absolve taxpayers of future liability.
Councilmember Wambolt asked Councilmember Orvis if he had consulted with City Attorney Scott
Snyder. Councilmember Orvis answered he had not. Development Services Director Duane Bowman
advised the Findings of Fact were drafted by Mr. Snyder.
Councilmember Bernheim agreed with Councilmember Orvis and would vote against the Findings of
Fact.
Council President Plunkett asked whether this item could be delayed a week to allow Councilmember
Orvis to confer with Mr. Snyder. Mr. Bowman answered the City was required to process a preliminary
plat within 90 days; this was likely over that time limit now due to the appeal. He did not anticipate the
applicant would raise a challenge if the item was continued to next week. Council President Plunkett
agreed with delaying this a week to allow Councilmember Orvis to confer with Mr. Snyder.
It was the consensus of the Council to delay action on this item until the September 2 Council meeting.
4. SWEARING-IN CEREMONY FOR CORPORAL DAMIAN SMITH
Police Chief Al Compaan commented on the importance of publicly acknowledging and celebrating
promotional opportunities within the Police Department. He introduced the Department’s newest
Corporal of Police, Damian Smith. He described Corporal Smith’s background including enlisting in the
Air Force in 1995, spending six years on active duty and upon discharge in 2000, enlisted in the
Washington Air National Guard as a Reservist. He was hired as an entry level police office by the City in
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2002 and has spent his career on patrol. Corporal Smith broadened his experience by becoming a Field
Training Officer, Firearms Armer, Dive Team Member and start-up member of the Marine 6 Team
Marine Unit. He has received three commendations to date including Officer of the Year in 2005. In
February 2008 he participated in an all-day civil service assessment center for the position of Corporal.
Chief Compaan swore in Corporal Smith and his mother Joanne pinned on his badge.
Corporal Smith thanked the City for the opportunity to be sworn in at a formal setting, commenting it was
meaningful to the members of the Police Department to have the steps in their career recognized. He
introduced his parents Harold and Joanne, his wife Michelle and daughter Rilan, thanking them for their
support. He looked forward to leading by example and mentoring others.
3. AUDIENCE COMMENTS
George Everett, Edmonds, encouraged the City to adopt a resolution calling for an investigation into the
events of 9/11. He outlined reasons to doubt the official story. The public was told two highjacked
airplanes slammed into the Twin Towers of the World Trade Center and burst into flames and the
resultant fires weakened the structures and caused their collapse. However, no other steel framed high
rise anywhere in the world has ever been brought down by fire, making it unbelievable that three would
come down in one place on one day. Even more improbable was that all three came down at freefall
speed, typical of a controlled demolition. He noted the top of the south tower, falling through tons of
steel and concrete in the center of the building, would not fall at freefall speed, yet it did - a physical
impossibility without extraordinary outside help. For these reasons, he and thousands of others including
a growing number of professionals doubted the official story and wanted to know the truth which could
only be revealed by an independent, objective and thorough investigation. He encouraged citizens to join
the list of well-known people who supported the quest for truth at PatriotsQuestion911.com and/or sign a
petition at AE911.org and Firefightersfor911truth.org. He advised further information regarding 9/11 was
available on Seattle’s Community Access Network, Comcast Channel 77 on Thursdays at 11:00 a.m.
B.B. McGinley, Edmonds, expressed concern with the construction of a 2,880 square foot, 25-foot tall
commercial garage and warehouse on their neighbor’s property that blocked the views of several nearby
homes and completely changed the character of the immediate neighborhood. She questioned why the
structure was not limited to the 15-foot height limit for an accessory structure, asserting that because its
use was subordinate and incidental to the use of the home, it fit the description of an accessory building
and was not an attached garage. She viewed the breezeway connecting the house and garage as an
attempt to remove the garage from the definition of an accessory building. She anticipated the seven
homes whose views were affected by the structure would likely experience property value losses. She
noted the City cites the case of Chelan Co. v. Nykreim as the reason a public hearing could not be held, a
case that is based entirely on a 21 days appeal window expiration. She relayed Development Service
Director Duane Bowman’s explanation that there was no appeal in the granting of the building permit
because the interpretation of the building code did not require neighbors be notified and also because the
21 days appeal window had long expired. She questioned how the 21 day appeal process applied when
they had no prior knowledge of the permit application and approval. As a result, they had been denied
due process and their rights had been violated. The City’s only consolation to them was that they would
use this as a “poster-child” to modify the building code. She encouraged citizens living next door to a
proposed building or land use change to do their own due diligence and not allow the City to violate the
building code by interpretation.
Roger Hertrich, Edmonds, referred to the concern he expressed last week regarding the PCC garbage
enclosure located 30 inches from the sidewalk on 9th Avenue, advising he now agreed with staff’s
interpretation that the wall around the garbage was a fence. However, if this was considered a fence, a
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permit was required in accordance to Chapter 17.30.010. He questioned whether a permit had been
issued for the fence, noting a fence located 10-feet from the right-of-way and over 3 feet in height
required review and must be based on the original grade. Next, he distributed a 1980 version of the
contour lines for Albertsons, which he asserted represented the original grade. He also distributed
elevations of the water tank, noting reference to grade in those drawings was to the existing grade, not the
original grade in the Albertsons drawings. He concluded there may be a problem with how the elevation
was determined, commenting it appeared PCC used the existing grade, yet the code required the original
grade be used. He questioned whether the additional salary provided to Mayor Haakenson was producing
results, asserting that staff decisions were getting worse.
Councilmember Wilson asked for staff to respond to Ms. McGinley’s comments. Mr. Bowman assured
the structure was not a commercial garage; Ms. McGinley believes the property owner will turn the
structure into a commercial garage. There was no business license application and the building was
reviewed as a residential garage, not a commercial garage
Councilmember Wilson asked if Ms. McGinley was correct that the height of an accessory building was
limited to 15 feet in height. Mr. Bowman answered a detached accessory building could only be 15 feet
in height; this structure was attached to the house. He relayed that the property owner eventually planned
to demolish the house and construct a new house.
Councilmember Wilson inquired about the permit requirement for a fence. Mr. Bowman cautioned the
Council about getting into a debate about a permit, referring to a court case Mission Springs v. Spokane
which exposed the Council to potential liability when they went outside their purview. In general, he
advised a fence permit needed to be approved as part of a development when it was within 10 feet of the
right-of-way and over 3 feet to prevent sight distance problems. The fence was reviewed by the
Architectural Design Board and approved as part of the tenant improvements.
5. PRESENTATION BY UNIVERSITY OF WASHINGTON PROFESSOR DENNIS HARTMANN
ON GLOBAL WARMING AND HOW IT AFFECTS EDMONDS.
Professor Dennis Hartmann, University of Washington, provided recent results on global warming.
He described average temperatures and precipitation in Seattle, Washington and global averages, noting
the variability in temperatures and precipitation in the State. He displayed a graph of annual variations in
temperatures and precipitation, highlighting maximum and minimum temperatures during 1940 and 2000.
He displayed a graph illustrating the maximum and minimum temperatures for each 12 months of the year
which reveal the minima occurred in the 1950s and the maxima were closer to 2000. He displayed a
graph of the temporary mean temporal history of temperatures 1880 to 2000, recognizing recent
temperature increases.
Professor Hartmann explained much of the warming occurred in high latitudes. Seattle experienced a
8/10th of a degree anomaly in the last five year period (2001-2005) based on the period 1950-1980. These
increases were also reflected at sea level and a slight decline in the northern hemisphere snow cover. He
concluded the scientific statement was that global warming had been detected. He provided photographs
of ice retreat in Glacier Bay, Alaska, in 1940 and 2004, record melting of Artic sea ice in 2007, and
outbreaks of the Pine Beetle in Canada as anecdotal evidence of global warming. He relayed it was
known that surface temperatures around the world were increasing more rapidly during the past 30 years
which was thought to be related to the increase in carbon dioxide in the atmosphere.
He provided a graph of the CO2 concentration in the atmosphere 1700 to present which revealed an
approximately 40% increase since the industrial revolution and current increase of approximately ½% per
year. He explained research using ice bubbles in ice cores from Antarctica to determine CO2 provides a
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650,000 year record of methane and CO2. He concluded it was known that CO2 had increased since the
industrial revolution as a result of fossil fuel burning.
Professor Hartmann noted the next question was attribution, whether the warming of the global surface
temperature associated with humans produced an increase in greenhouse gases. He displayed a physical
model that takes into account the energy budget of the earth that includes not only greenhouse gases but
also human induced aerosols. He provided images from space, identifying forest fires in Oregon, soot
from fires, areas of increased solar absorption, and areas of increased solar reflectivity from human-
induced aerosols. He displayed a graph illustrating the natural variability in the global mean temperature
versus what is produced by humans, evidence that allows scientists to conclude the warming observed in
the last 30 years is principally associated with the human effect. He relayed science’s virtual certainty
that warming during the past 30 years was not a natural variability but was caused by human alterations
particularly greenhouse gases in the atmosphere, primarily CO2 produced by fossil fuel burning.
The next step for science was to predict how the climate would change in the future, which was
complicated because, 1) it was difficult to predict what humans would do in terms of fossil fuels and how
much CO2 would be released and 2) the models were uncertain and incomplete. He provided various
scenarios showing the global mean temperature over the last 100 years and the next 100 years; worst case
was 3.5 °C (7 °F) warming by the end of the century. He concluded over the next 20 years warming and
sea level rise were significant and reasonably certain but not catastrophic. By the end of the century
warming was much larger and more uncertain if nothing was done to reduce the release of greenhouse
gases. Beyond the end of the century, temperatures would continue to increase, resulting in the
Greenland ice sheet beginning to melt and a dramatic rise in sea level rise.
Councilmember Wilson questioned at what point warming would become catastrophic. Professor
Hartmann replied CO2 released into the atmosphere remained a long time. By the time significant affects
were evident, it would be too late because the CO2 would continue to increase, the climate would
continue to warm and CO2 would remain in the atmosphere for centuries. He concluded corrective
measures were necessary in advance of catastrophic levels.
Professor Hartmann relayed projections for 2050 including a ½ °F per decade temperature increase, a
30% decline in winter snow pack, a 6 inch rise in the sea level, and the same average precipitation with
more rain in the winter and less in the summer, noting there were also affects on stream temperatures,
ocean acidity, and native versus invasive species. He relayed actions to combat include conserving
energy, increasing efficiency, and pursuing safe, renewable domestic energy sources.
He reviewed current electricity, oil and natural gas production and consumption; sources of U.S. oil,
fossil fuel and natural gas proven reserves and rate of use. He relayed that many scientists believe oil
production was at its maximum at the present time and that global oil production would decrease
gradually and more rapidly in the future while demand continued to increase.
He concluded climate change in Washington was relatively modest and manageable; by the time the most
serious impacts were apparent, it would be too late to stop them. He displayed a graph illustrating fossil
fuel emissions and atmospheric CO2. He displayed a graph of primary energy consumption per capita for
the US, China and the world, advising global demand was expected to grow 60% from 2006 - 2030, thus
the need for new sources of energy or conservation. He reviewed a graph of per capita CO2 emissions for
the US, Sweden, Taiwan, China, and India 1950-2000.
He urged the public to consider practicing resource conservation; support development of clean,
renewable and domestic energy sources; and make a personal decision about whether or not humans
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should drastically alter the global climate. He concluded this was a difficult, long term problem but there
were short term solutions that were in the nation’s interest to pursue.
Councilmember Bernheim thanked Professor Hartmann for his presentation of the factual details. He
asked him to comment on the importance of individuals making small decisions in their lives versus
larger entities that may contribute substantially more to global warming. Professor Hartmann cited the
importance of building codes, energy efficiency in homes, the efficiency of electrical appliances, etc. He
commented there was some corporate interest in energy conservation, advising he met recently with Wal-
Mart executives, an important way of bringing energy efficiency to the average citizen. He commented
on his own efforts including riding a bicycle to work and updating the windows in his home from metal to
vinyl, noting there were many personal choices individuals could make to save energy and money.
Councilmember Wambolt expressed his appreciation for the tone of Professor Hartmann’s presentation.
He anticipated this would be a doomsday presentation and although Professor Hartmann pointed out a
number of things to be concerned about, his presentation was at the right level.
For Councilmember Wilson, Professor Hartmann explained although it was anticipated precipitation
would remain approximately constant in this area, significant changes in precipitation were projected in
other parts of the world.
Councilmember Wilson asked where the most extreme climate changes were likely to occur. Professor
Hartman answered the Artic was warming faster than anywhere else. Councilmember Wilson relayed he
heard several years ago that the Artic, southeast Alaska and the Puget Sound area were experiencing the
greatest levels of climate change and asked if there was reason to believe that global warming in the
Seattle/Puget Sound region would be significantly more than other areas. Professor Hartmann stated
warming in Seattle would be slightly greater than the tropics but would be reasonably close to global
averages.
Councilmember Wilson commented his understanding was that the average change was less important
than the extremes. Professor Hartmann answered the things that would be noticed earliest were extremes
never observed before such as heavier rainfall during winter storms with more flooding. Councilmember
Wilson asked whether that volatility had been observed in the Puget Sound region. Professor Hartmann
answered it was difficult to assign statistical significance to extreme events because they were so rare.
For example it was unknown whether an event like Katrina was more probable due to global warming.
6. REVIEW AND PROPOSED ADOPTION OF ORDINANCE AMENDING ECDC CHAPTER 17.40
RELATED TO NON-CONFORMING REGULATIONS.
Development Services Director Duane Bowman recalled the Council held a public hearing on August 18
on the Planning Board’s recommendation and directed the City Attorney to prepare the necessary
ordinance incorporating revisions requested during Council discussion. He noted the revisions to the
ordinance began in August 2006.
COUNCILMEMBER WAMBOLT MOVED, SECONDED BY COUNCILMEMBER ORVIS, FOR
APPROVAL OF ORDINANCE NO. 3696.
COUNCILMEMBER WILSON MOVED, SECONDED BY COUNCILMEMBER ORVIS, TO
AMEND PARAGRAPH C ON PAGE 4 OF THE ORDINANCE, BY REPLACING “CITY-
APPROVED HISTORIC SURVEY” WITH “COUNCIL-APPROVED HISTORIC SURVEY.”
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Councilmember Wilson advised his intent was to ensure any Historic Survey was approved by the City
Council and was not left open to interpretation.
AMENDMENT CARRIED UNANIMOUSLY.
THE MAIN MOTION CARRIED UNANIMOUSLY. The ordinance approved is as follows:
ORDINANCE NO. 3696 OF THE CITY OF EDMONDS, WASHINGTON, AMENDING THE
COMMUNITY DEVELOPMENT CODE BY THE REPEAL AND REENACTMENT OF
CHAPTER 17.40 NONCONFORMING USES, BUILDINGS, SIGNS AND LOTS, AND FIXING A
TIME WHEN THE SAME SHALL BECOME EFFECTIVE
7. FUNDING REQUEST FOR SNOHOMISH COUNTY HEALTH DISTRICT.
Councilmember Orvis, Council representative on the Snohomish Health District (SHD) Board, relayed
the District’s $150,000 funding request from the City. He referred to the 1994 City budget which
illustrated the City used to directly fund the Health District in the amount of $232,000 per year in addition
to the City’s share of the bonds on the Rucker building, which is the Public Health building in Everett.
He explained the SHD was currently facing a $4.4 million deficit. In an effort to describe how this had
occurred, he explained pre 1995 the SHD’s discretionary funds were shared on a per-head basis between
the county and cities (with the exception of TB which was funded exclusively by the county). In 1995 the
State assumed the cities’ responsibility for funding SHD using revenues from motor vehicle excuse tax
(MVET). In 1999 the passage of I-695 eliminated MVET but the State continued to pay the cities’ share
of SHD with MVET backfill. In 2000 the SHD sought more funding from the county and were directed
to spend down their $5 million reserve. During 2000-2008 the SHD stretched out their reserve by
aggressively seeking grants while discretionary revenue increased at less than 1% annually. Now, the
situation in 2009 is that the reserve is gone and the SHD needs funding assistance. He reviewed a
comparison of how SHD discretionary funds have grown only an average of 0.9% annually.
He reviewed the result of applying the pre-1995 funding scenario (funded on a per head basis) to 2009:
SHD’s discretionary need ~ $10 million
Subtract TB control - $1.5 million
Subtract LCDF (State funding) - $ 794,686
Revenue to split $7,678,849
Snohomish County population 686,300
2009 need $11.19/person
1995 need $ 7.48/person
Need for revenue only increased at 3% annual growth
Councilmember Orvis pointed out the county was currently providing $1,528,530 which for the 318,685
population equated to $4.80/person. The cities (via the State) were providing $2,258,207 which for the
367,615 population equated to $6.14/person; the SHD needs $11.19/person.
Councilmember Orvis provided an analogy of the Health District (HD) by comparing a firefighter to the
fire inspection. The firefighter put fires out, rescues people and save lives; the fire inspector stops fires
before they happen and saves lives (but less glamorously). The SHD is a lot like the fire inspector. For
example when someone has a heart attack they call the paramedics; the SHD wants citizens not to need
the paramedics by funding preventative programs such as smoking cessation, health education and
partners in child care, First Steps and clinical services. The SHD wants people never to have to see a
doctor (other than checkups) by providing restaurant inspections to keep food safe, septic inspections to
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keep water safe, immunizations, and communicable disease control. He explained the SHD was also like
the firefighter; SHD personnel risk exposure to harmful elements they are protecting the public from via
disease control including TB, Pandemic Influenza and West-Nile virus; toxic cleanup including improper
garbage disposal, meth lab cleanup and septic clean up/ and disaster programs. He emphasized the SHD
was serving Edmonds citizens, displaying an aerial map of the Lynnwood/Edmonds area and identifying
the location of the Lynnwood clinic.
Councilmember Orvis reviewed the following information:
Program Services Provided Predominate
funding
Cuts?
Environmental Health Inspection of water, food, septic
tanks and monitors toxic waste
Fees Will escape most cuts
because can raise $900,000 in
fees
Communicable Disease TB control, STD control, disease
outbreak monitoring (such as
Pandemic Influenza)
Discretionary
funds
Vulnerable to cuts because of
little grant matching (except
PHEPR)
Community Health First Steps, vaccines, child health,
tobacco cessation, injury
prevention, health education
Grants matched
by discretionary
funds
Requires cuts of $2-3 to save
one dollar
He listed numerous SHD environmental health, communicable disease and community health programs
that were venerable to cuts, emphasizing the importance of all the programs to the public health and that
cuts would have a negative impact on public health.
He reviewed cuts proposed by the SHD Health Officer that would save $1.6 million and minimize the
impact on public health, pointing out the elimination of some programs also would result in $800,000 in
lost grants:
• Environmental Health: increase fees, cut 1 FTE to support small public water systems and
eliminate West-Nile Virus program (1 FTE)
• Communicable Disease: Cut 3 FTE from TB control (from 14 FTE to 11 FTE) and eliminate the
STD Clinic (2 FTE)
• Community Health: Eliminate First Steps (11.8 FTE) and Parent Child Health (1 FTE), 40% cut
in vaccine preventable diseases (6 FTE), and tobacco prevention (0.6 FTE)
He referred to a recent newspaper article regarding a confirmed TB case at Alderwood Mall. He
displayed a graph of the death rate for infectious diseases from 1900-2000 that illustrated a decrease in
the rate, largely due to health districts which via prevention save lives. He emphasized the importance of
the immunization program.
He referred to a recent newspaper article regarding a Whooping Cough outbreak in Island County,
pointing out it was less expensive to immunize than to treat the disease. He pointed out the potential
economic impact of a major disease outbreak.
Councilmember Orvis reviewed three potential funding scenarios, expressing support for full funding
with fees:
• Full funding: County and cities increase contribution to $11.19/person, county add $6.39/person
($2,036,397) and cities add $5.05/person ($1,856,456). Impact on Edmonds: $204,838
(population 40,760). Funding source: New cable TV taxes
• Full funding (with fees): SHD increases fees raising $890,000 ($1.30/person), county adds
$5.09/person or $1,6,22,107, cities add $3.75/person or $1,378,556. Impact to Edmonds:
$152,850 (population 40,760). Funding source: New cable TV taxes
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• Most Funding: SHD increases fees raising $890,000 and cuts $1 million ($2.75/person), county
adds $3.64 per head or $1,160,013, and cities add $2.30/person or $845,514. Impact on Edmonds:
$93,748. Funding source: New cable TV taxes
Councilmember Orvis concluded public health performance was measured by life expectancy and years
of life lost. He emphasized the need for everyone to be a part of funding public health.
Mayor Haakenson thanked Snohomish County Medical Director Dr. Gary Goldbaum for attending
tonight’s meeting. Mayor Haakenson relayed that after yesterday’s public hearing on the Snohomish
County Executive’s plan for cities to contribute $3.64/per resident, Snohomish County Councilmember
Cooper, who did not support cities paying this amount, was working on a plan for Snohomish County to
provide funding and develop a long term plan for funding. Next he referred to Councilmember Orvis’
proposal to use new cable TV taxes to fund the Health District, advising staff had already used cable TV
taxes to help balance the budget for 2009-2010. If those funds were used for the SHD, other cuts would
need to be made to the City’s budget.
Council President Plunkett questioned whether Edmonds would be subsidizing other cities if Edmonds
chose to provide the funding and other cities did not. Councilmember Orvis answered yes, advising he
was seeking leadership from the City on this issue. He acknowledged the funding proposal was voluntary
this year and he hoped to be able to legally obligate cities next year. He offered to continue to monitor
the situation with Snohomish County Councilmember Cooper.
For Council President Plunkett, Dr. Goldbaum advised the SHD was moving ahead with plans for a
budget reduction in the 2009 budget of $4.4 million by increasing fees as Councilmember Orvis described
which would generate approximately $800,000-$900,000, leaving a budget deficit of $3.6 million. The
SHD has instituted a hiring freeze; nine positions are currently vacant. Preliminary estimates are that up
to 90 of the existing 262 staff members would need to be laid off. They are moving ahead with plans to
begin the reductions in two phases: in September 2008 the first 35 positions to be cut will be announced
and take affect in November, and a second set of cuts will be announced in November and take affect in
January. He noted the budget was typically not built this early; they were beginning the process based on
what they know regarding the $4.4 million shortfall in 2009.
Councilmember Wambolt commented on his experience at the Lynnwood clinic obtaining immunizations
for trips, commenting those fees had increased significantly but may still be too low. He recalled when he
went to China, the cost for vaccinations was $500. He questioned whether the clinic was serving many
people who paid nothing. Dr. Goldbaum advised a fraction of the cost of travel immunizations was labor;
the bulk was the cost of the immunizations themselves. He advised the travel clinic was quite small, did
not generate a great deal of revenue and was fully self-supported. He advised sliding fees applied to
people seeking Whooping Cough, Measles, and polio vaccines; the cost of the vaccines were subsidized
by the State but the labor costs were not.
Councilmember Wambolt asked how much of a problem illegal immigrants were. Dr. Goldbaum
explained people were not screened on the basis of legal status in the US. Anyone in the US was
breathing the same air, drinking the same water, potentially sharing the same food; therefore, the public’s
health was protected by the SHD ensuring that everyone, legal or illegal, remained healthy.
Councilmember Wambolt clarified he was not inferring illegal immigrants should not be treated but that
they may be one of the reasons the SHD’s expenses were increasing. Mr. Goldbaum responded only a
fraction of their clients were foreign-born, the majority were US-born.
Councilmember Wambolt asked the rationale for the discretionary need of $10 million. Councilmember
Orvis responded the HD currently receives $6.4 million and has a $4.4 million deficit.
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Councilmember Wilson asked if State law mandates the county fund the HD. Dr. Goldbaum stated the
counties were responsible for public health funding. Councilmember Wilson noted if the cities provided
funding to the SHD, they would be subsidizing Snohomish County and their responsibility to fund the
HD. Dr. Goldbaum pointed out the State law that established that responsibility was based on a different
structure; counties’ financial bases were shrinking as unincorporated areas were annexed. The current
challenge was to identify an equitable statewide funding source which was the original intent of MVET.
He noted this was not happening in just Snohomish County but in all 39 counties across Washington
State. He concluded in a sense the cities would be subsidizing the county but the citizens in cities were
actually not contributing at the same rate as citizens in unincorporated areas. Councilmember Orvis asked
for a reference to a specific RCW, recalling the county was required to provide funding for TB.
Councilmember Wilson relayed that Snohomish County General Fund budget was $700 million and their
deficit was $9 million or 1.2%, significantly less than the City’s budget which is forecast to have an 8.5%
deficit. He suggested the percentage difference between the county and the city’s deficit be emphasized
to the Snohomish County Council. He was in favor of funding the HD if it fit within the City’s priorities.
Council President Plunkett asked Councilmember Orvis to research whether State law required the county
fund the HD or only TB. Dr. Goldbaum commented it was his understating TB was called out but that
public health was the county’s responsibility. He reminded that diseases did not respect cities’
boundaries; the challenge over the next year in view of this public health crisis was to identify a long
term, equitable statewide solution. To accomplish this, he anticipated action at the State legislature would
be required and recommended cities actively support that effort.
Mayor Haakenson observed the HD’s revenue shortfall was due to the loss of MVET and the backfill
revenue. Cities were in the same position as the loss of MVET and backfill had the same affect on their
finances.
8. COUNCIL REPORTS ON OUTSIDE COMMITTEE/BOARD MEETINGS
Council President Plunkett reported the Downtown Parking Committee was informed there was now a
full staff of parking enforcement officers. In June, before staffing was complete, 57 parking tickets were
issued; since an additional officer was added, 143 parking tickets were issued in July. He explained the
objective of parking tickets was to rotate vehicles so that visitors and shoppers could conveniently park
downtown. He relayed the Parking Committee’s thanks to the Council and Mayor for their support of
parking enforcement. Mayor Haakenson commented when parking enforcement increased, he received
numerous complaints.
Councilmember Wambolt reported at the August 11 Port meeting there was a presentation by the
Edmonds Seal Sitters who patrol the beach from Caspers to the dog beach to care for seals in distress. He
suggested they provide a presentation to the Council. In addition, the Port passed a resolution giving the
Executive Director authority to issue Public Works contracts without bids in emergencies and to spend up
to $1500 for sponsorship of the Governor’s Economic and Workforce Development conference. At the
August 25 meeting the Commission was provided a quarterly budget report that indicated their net
income was higher than budgeted. They were also informed Sound Transit was delaying renting a
parking area from the Port from September 1, 2008 to January 1, 2009. He anticipated this would also tie
up the Skippers property longer.
Councilmember Wambolt relayed a report from Commissioner Burkhart that the Woodway Town
Council was questioning the benefit of Woodway residents being part of the Port and why they were
paying property taxes to the Port. Councilmember Wambolt advised Woodway could not withdraw from
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the Port unless approved by the State. He anticipated if Woodway were able to withdraw, Edmonds
residents’ property taxes for the Port would increase.
Councilmember Olson reported she attended a Community Technology Advisory Committee meeting;
they plan to provide a report to the Council next week.
Councilmember Wilson reported the Lake Ballinger Forum met today. A scope of work for a consultant
has been developed and a staff committee identified and recommended a consultant to move the five
cities and Snohomish County forward. Because Edmonds is the lead agency, Council approval of the
Interlocal Agreement is to be scheduled on the Consent Agenda on September 16.
9. MAYOR'S COMMENTS
Mayor Haakenson reported last Saturday City Clerk Sandy Chase, her staff and the Police Department
hosted a very successful shredding event at Top Foods; participation between 9:00 - 12:00 p.m. increased
from 200 cars last year to 600 cars this year. He commended Ms. Chase for organizing the event.
Mayor Haakenson advised on August 18 the Council held a mini-retreat that included discussion
regarding the budget process. As promised at that meeting, staff will present new revenue sources and fee
increases at the September 2 meeting. Potential revenue sources to be discussed, that the Council could
enact themselves without a vote of the people, include the following: Increasing the utility tax on City-
operated utilities to 7%, increasing the cable TV utility tax to 6%, increasing all Development Service
Department fees, an increase in the business license fee, parking enforcement revenue, Transportation
Benefit District, EMS transport user fees, and B&O tax. Staff will also present to the Council potential
revenue sources that would require a public vote including a utility tax increase on non-City operated
utilities, a general property tax levy lid lift, gambling and the Fire Authority.
10. COUNCIL COMMENTS
Councilmember Wambolt stated there appeared to be a great deal of graffiti downtown. He reminded that
citizens were responsible for removing graffiti in a timely manner. He suggested any questions be
directed to Public Works, Development Services or the Police Department. Mayor Haakenson reported
on Saturday night the police caught the graffiti artists responsible for much of the graffiti.
Councilmember Wilson encouraged citizens to support local events including the upcoming Running of
the Balls, a SnoKing Youth Club event, on September 6 & 7 and the first ever Edmonds Green Festival
on September 13 & 14. He commented a number of local businesses had changed ownership or closed in
the past six months and there had been talk among proprietors and at the Chamber about leaving
Edmonds. There have also been a number of great new retailers open in Edmonds. He urged Edmonds
citizens to support local businesses as dollars spent locally helped the community at large.
Mayor Haakenson also provided a reminder about the car show on September 6 & 7.
11. ADJOURN
With no further business, the Council meeting was adjourned at 9:07 p.m.
Packet Page 22 of 267
AM-1761 2.D.
Approval of Claim Checks
Edmonds City Council Meeting
Date:09/02/2008
Submitted By:Debbie Karber Time:Consent
Department:Administrative Services Type:Action
Review Committee:
Action:Approved for Consent Agenda
Information
Subject Title
Approval of claim checks #106461 through #106637 for August 28, 2008 in the amount of
$698,636.97.
Recommendation from Mayor and Staff
Approval of claim checks.
Previous Council Action
N/A
Narrative
In accordance with the State statutes, City payments must be approved by the City Council.
Ordinance #2896 delegates this approval to the Council President who reviews and recommends
either approval or non-approval of expenditures.
Fiscal Impact
Fiscal Year:2008
Revenue:
Expenditure:$698,636.97
Fiscal Impact:
Claims: $698,636.97
Attachments
Link: Claim cks 8-28-08
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 08/28/2008 10:19 AM APRV
2 Mayor Gary Haakenson 08/28/2008 10:25 AM APRV
3 Final Approval Sandy Chase 08/28/2008 11:02 AM APRV
Form Started By: Debbie
Karber
Started On: 08/28/2008 09:49
AM
Final Approval Date: 08/28/2008
Packet Page 23 of 267
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
1
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
6
1
8
/
2
2
/
2
0
0
8
07
0
5
2
3
G
4
C
O
N
S
U
L
T
I
N
G
I
N
C
02
8
3
TR
A
I
N
I
N
G
/
L
E
I
N
TR
A
I
N
I
N
G
/
L
E
I
N
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
9
0
.
7
1
210.00 Total :210.00
10
6
4
6
2
8
/
2
2
/
2
0
0
8
06
9
1
9
8
P
N
C
W
A
W
E
S
T
E
R
N
W
A
R
E
G
I
O
N
0
8
2
1
2
0
0
8
TR
A
I
N
I
N
G
/
M
O
O
R
S
/
S
E
B
E
R
S
/
C
L
A
Y
/
A
M
B
U
R
G
E
Y
TR
A
I
N
I
N
G
/
M
O
O
R
S
/
S
E
B
E
R
S
/
C
L
A
Y
/
A
M
B
U
R
G
E
Y
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
9
0
.
7
1
1,220.00 Total :1,220.00
10
6
4
6
3
8
/
2
8
/
2
0
0
8
06
8
2
0
1
A
C
T
I
V
E
N
E
T
W
O
R
K
L
T
D
10
0
0
0
0
0
9
6
7
Cl
a
s
s
r
e
c
e
i
p
t
p
a
p
e
r
f
o
r
D
S
D
Cl
a
s
s
r
e
c
e
i
p
t
p
a
p
e
r
f
o
r
D
S
D
00
1
.
0
0
0
.
6
2
0
.
5
5
8
.
8
0
0
.
3
1
0
.
0
0
62.06 Total :62.06
10
6
4
6
4
8
/
2
8
/
2
0
0
8
0
7
1
1
7
7
A
D
V
A
N
T
A
G
E
B
U
I
L
D
I
N
G
S
E
R
V
I
C
E
S
0
8
-
4
1
3
JA
N
I
T
O
R
I
A
L
S
E
R
V
I
C
E
JA
N
I
T
O
R
I
A
L
S
E
R
V
I
C
E
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
1
0
.
2
3
334.00
JA
N
I
T
O
R
I
A
L
/
F
L
O
O
R
I
N
G
M
A
I
N
T
.
08
-
4
1
4
JA
N
I
T
O
R
I
A
L
/
F
L
O
O
R
I
N
G
M
A
I
N
T
.
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
1
0
.
2
3
273.33 Total :607.33
10
6
4
6
5
8
/
2
8
/
2
0
0
8
0
6
6
4
1
7
A
I
R
G
A
S
N
O
R
P
A
C
I
N
C
10
1
2
5
5
1
9
5
M5
Z
3
4
CA
R
B
O
N
M
O
N
O
X
I
D
E
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
1
1
386.53
Fr
e
i
g
h
t
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
1
1
17.50
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
1
1
36.36 Total :440.39
10
6
4
6
6
8
/
2
8
/
2
0
0
8
06
8
8
5
7
A
M
E
C
E
A
R
T
H
&
E
N
V
I
R
O
N
M
E
N
T
A
L
I
N
C
9
1
8
5
4
9
FA
C
A
S
B
E
S
T
O
S
P
R
O
F
S
V
C
T
H
R
O
U
G
H
-
8
/
2
/
0
8
FA
C
A
S
B
E
S
T
O
S
P
R
O
F
S
V
C
T
H
R
O
U
G
H
-
8
/
2
/
0
8
11
6
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
1
0
.
0
0
157.94 1 Page:
Pa
c
k
e
t
Pa
g
e
24
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
2
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
(C
o
n
t
i
n
u
e
d
)
Total :157.94
10
6
4
6
6
8
/
2
8
/
2
0
0
8
0
6
8
8
5
7
06
8
8
5
7
A
M
E
C
E
A
R
T
H
&
E
N
V
I
R
O
N
M
E
N
T
A
L
I
N
C
10
6
4
6
7
8
/
2
8
/
2
0
0
8
0
0
1
3
7
5
A
M
E
R
I
C
A
N
P
L
A
N
N
I
N
G
A
S
S
O
C
I
A
T
I
O
N
1
6
1
8
4
6
-
0
8
0
6
0
1
AP
A
M
e
m
b
e
r
s
h
i
p
-
M
a
c
h
u
g
a
2
0
0
8
-
2
0
0
9
AP
A
M
e
m
b
e
r
s
h
i
p
-
M
a
c
h
u
g
a
2
0
0
8
-
2
0
0
9
00
1
.
0
0
0
.
6
2
0
.
5
5
8
.
6
0
0
.
4
9
0
.
0
0
110.00
AP
A
M
e
m
b
e
r
s
h
i
p
L
i
e
n
,
K
.
2
0
0
8
-
2
0
0
9
18
0
8
5
3
-
0
7
0
6
0
3
AP
A
M
e
m
b
e
r
s
h
i
p
L
i
e
n
,
K
.
2
0
0
8
-
2
0
0
9
00
1
.
0
0
0
.
6
2
0
.
5
5
8
.
6
0
0
.
4
9
0
.
0
0
230.00 Total :340.00
10
6
4
6
8
8
/
2
8
/
2
0
0
8
0
6
6
0
2
5
A
N
D
E
R
S
O
N
,
A
N
G
I
E
AN
D
E
R
S
O
N
0
8
2
4
PL
A
Z
A
R
O
O
M
M
O
N
I
T
O
R
PL
A
Z
A
R
O
O
M
M
O
N
I
T
O
R
~
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
1
0
0
.
4
1
0
.
0
0
210.00 Total :210.00
10
6
4
6
9
8
/
2
8
/
2
0
0
8
06
9
7
5
1
A
R
A
M
A
R
K
65
5
-
3
8
2
8
0
0
4
UN
I
F
O
R
M
S
E
R
V
I
C
E
S
PA
R
K
M
A
I
N
T
E
N
A
N
C
E
U
N
I
F
O
R
M
S
E
R
V
I
C
E
S
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
2
4
0
.
0
0
34.04
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
2
4
0
.
0
0
3.03 Total :37.07
10
6
4
7
0
8
/
2
8
/
2
0
0
8
06
9
7
5
1
A
R
A
M
A
R
K
6
5
5
-
3
8
2
8
0
0
7
18
3
8
6
0
0
1
UN
I
F
O
R
M
S
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
2
4
0
.
0
0
96.33
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
2
4
0
.
0
0
8.57 Total :104.90
10
6
4
7
1
8
/
2
8
/
2
0
0
8
0
6
9
7
5
1
A
R
A
M
A
R
K
65
5
-
3
8
0
3
2
6
8
FL
E
E
T
U
N
I
F
O
R
M
S
V
C
FL
E
E
T
U
N
I
F
O
R
M
S
V
C
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
2
4
0
.
0
0
22.40
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
2
4
0
.
0
0
1.99 2 Page:
Pa
c
k
e
t
Pa
g
e
25
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
3
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
7
1
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
9
7
5
1
A
R
A
M
A
R
K
FA
C
M
A
I
N
T
U
N
I
F
O
R
M
S
V
C
65
5
-
3
8
1
0
2
6
2
FA
C
M
A
I
N
T
U
N
I
F
O
R
M
S
V
C
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
2
4
0
.
0
0
40.44
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
2
4
0
.
0
0
3.60
FL
E
E
T
U
N
I
F
O
R
M
S
V
C
65
5
-
3
8
1
2
1
5
0
FL
E
E
T
U
N
I
F
O
R
M
S
V
C
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
2
4
0
.
0
0
19.50
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
2
4
0
.
0
0
1.74 3 Page:
Pa
c
k
e
t
Pa
g
e
26
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
4
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
7
1
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
9
7
5
1
A
R
A
M
A
R
K
PW
M
A
T
S
65
5
-
3
8
1
2
1
5
1
PW
M
A
T
S
00
1
.
0
0
0
.
6
5
0
.
5
1
9
.
9
1
0
.
4
1
0
.
0
0
1.75
PW
M
A
T
S
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
6.65
PW
M
A
T
S
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
6.65
PW
M
A
T
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
1
0
.
0
0
6.65
PW
M
A
T
S
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
1
0
.
0
0
6.65
PW
M
A
T
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
4
1
0
.
0
0
6.65
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
0
.
5
1
9
.
9
1
0
.
4
1
0
.
0
0
0.16
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
0.59
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
0.59
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
1
0
.
0
0
0.59
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
1
0
.
0
0
0.59
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
4
1
0
.
0
0
0.60
ST
R
E
E
T
/
S
T
O
R
M
U
N
I
F
O
R
M
S
V
C
65
5
-
3
8
1
2
1
5
2
ST
R
E
E
T
/
S
T
O
R
M
U
N
I
F
O
R
M
S
V
C
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
2
4
0
.
0
0
3.24
ST
R
E
E
T
/
S
T
O
R
M
U
N
I
F
O
R
M
S
V
C
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
2
4
0
.
0
0
3.24
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
2
4
0
.
0
0
0.29
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
2
4
0
.
0
0
0.29 4 Page:
Pa
c
k
e
t
Pa
g
e
27
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
5
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
7
1
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
9
7
5
1
A
R
A
M
A
R
K
FA
C
M
A
I
N
T
U
N
I
F
O
R
M
S
V
C
65
5
-
3
8
1
9
1
6
2
FA
C
M
A
I
N
T
U
N
I
F
O
R
M
S
V
C
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
2
4
0
.
0
0
40.44
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
2
4
0
.
0
0
3.60
PW
M
A
T
S
65
5
-
3
8
2
1
0
5
7
PW
M
A
T
S
00
1
.
0
0
0
.
6
5
0
.
5
1
9
.
9
1
0
.
4
1
0
.
0
0
1.75
PW
M
A
T
S
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
6.65
PW
M
A
T
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
4
1
0
.
0
0
6.65
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
0
.
5
1
9
.
9
1
0
.
4
1
0
.
0
0
0.16
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
0.59
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
0.59
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
1
0
.
0
0
0.59
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
1
0
.
0
0
0.59
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
4
1
0
.
0
0
0.60
PW
M
A
T
S
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
6.65
PW
M
A
T
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
1
0
.
0
0
6.65
PW
M
A
T
S
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
1
0
.
0
0
6.65 5 Page:
Pa
c
k
e
t
Pa
g
e
28
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
6
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
7
1
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
9
7
5
1
A
R
A
M
A
R
K
ST
R
E
E
T
S
T
O
R
M
U
N
I
F
O
R
M
S
V
C
65
5
-
3
8
2
1
0
5
8
ST
R
E
E
T
S
T
O
R
M
U
N
I
F
O
R
M
S
V
C
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
2
4
0
.
0
0
3.24
ST
R
E
E
T
S
T
O
R
M
U
N
I
F
O
R
M
S
V
C
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
2
4
0
.
0
0
3.24
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
2
4
0
.
0
0
0.29
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
2
4
0
.
0
0
0.29 Total :224.07
10
6
4
7
2
8
/
2
8
/
2
0
0
8
06
5
5
5
3
A
S
C
E
Sh
u
s
t
e
r
R
e
g
i
s
t
r
a
t
i
o
n
Lo
w
I
m
p
a
c
t
D
v
l
p
C
o
n
f
.
S
h
u
s
t
e
r
Lo
w
I
m
p
a
c
t
D
v
l
p
C
o
n
f
.
S
h
u
s
t
e
r
00
1
.
0
0
0
.
6
2
0
.
5
3
2
.
2
0
0
.
4
9
0
.
0
0
395.00 Total :395.00
10
6
4
7
3
8
/
2
8
/
2
0
0
8
0
6
4
3
4
3
A
T
&
T
42
5
-
7
7
1
-
0
1
5
2
ST
A
T
I
O
N
#
1
6
F
A
X
ST
A
T
I
O
N
#
1
6
F
A
X
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
4
2
0
.
0
0
35.13 Total :35.13
10
6
4
7
4
8
/
2
8
/
2
0
0
8
06
5
9
5
0
A
T
S
E
L
E
C
T
R
O
-
L
U
B
E
I
N
T
L
I
N
C
54
5
5
8
18
7
0
BA
T
T
E
R
Y
P
A
C
K
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
2
432.00
Fr
e
i
g
h
t
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
2
30.00 Total :462.00
10
6
4
7
5
8
/
2
8
/
2
0
0
8
07
0
3
0
5
A
U
T
O
M
A
T
I
C
F
U
N
D
S
T
R
A
N
S
F
E
R
4
6
6
2
2
OU
T
S
O
U
R
C
I
N
G
O
F
U
T
I
L
I
T
Y
B
I
L
L
S
6 Page:
Pa
c
k
e
t
Pa
g
e
29
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
7
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
7
5
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
07
0
3
0
5
A
U
T
O
M
A
T
I
C
F
U
N
D
S
T
R
A
N
S
F
E
R
UB
O
u
t
s
o
u
r
c
i
n
g
a
r
e
a
#
1
0
0
p
r
i
n
t
i
n
g
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
4
9
0
.
0
0
90.87
UB
O
u
t
s
o
u
r
c
i
n
g
a
r
e
a
#
1
0
0
p
r
i
n
t
i
n
g
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
9
0
.
0
0
90.87
UB
O
u
t
s
o
u
r
c
i
n
g
a
r
e
a
#
1
0
0
p
r
i
n
t
i
n
g
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
9
0
.
0
0
91.13
UB
O
u
t
s
o
u
r
c
i
n
g
a
r
e
a
#
1
0
0
p
o
s
t
a
g
e
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
2
0
.
0
0
282.82
UB
O
u
t
s
o
u
r
c
i
n
g
a
r
e
a
#
1
0
0
p
o
s
t
a
g
e
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
2
0
.
0
0
282.82
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
4
9
0
.
0
0
8.18
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
9
0
.
0
0
8.18
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
9
0
.
0
0
8.20 Total :863.07
10
6
4
7
6
8
/
2
8
/
2
0
0
8
00
1
7
0
2
A
W
C
E
M
P
L
O
Y
B
E
N
E
F
I
T
T
R
U
S
T
S
e
p
t
e
m
b
e
r
2
0
0
8
SE
P
T
E
M
B
E
R
2
0
0
8
A
W
C
P
R
E
M
I
U
M
S
09
/
0
8
F
i
r
e
P
e
n
s
i
o
n
A
W
C
P
r
e
m
i
u
m
s
61
7
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
2
3
0
.
0
0
4,372.20
09
/
0
8
R
e
t
i
r
e
e
s
A
W
C
P
r
e
m
i
u
m
s
00
9
.
0
0
0
.
3
9
0
.
5
1
7
.
3
7
0
.
2
3
0
.
0
0
25,172.60
09
/
0
8
G
a
y
d
o
s
A
W
C
P
r
e
m
i
u
m
s
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
2
3
0
.
0
0
1,107.13
09
/
0
8
A
W
C
P
r
e
m
i
u
m
s
81
1
.
0
0
0
.
0
0
0
.
2
3
1
.
5
1
0
.
0
0
0
.
0
0
289,784.45 Total :320,436.38
10
6
4
7
7
8
/
2
8
/
2
0
0
8
0
6
6
6
7
3
B
I
L
L
S
B
L
U
E
P
R
I
N
T
I
N
C
37
6
4
2
4
FA
C
M
A
I
N
T
-
P
R
I
N
T
I
N
G
A
N
D
B
O
N
D
I
N
G
FA
C
M
A
I
N
T
-
P
R
I
N
T
I
N
G
A
N
D
B
O
N
D
I
N
G
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
287.70
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
25.61 7 Page:
Pa
c
k
e
t
Pa
g
e
30
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
8
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
(C
o
n
t
i
n
u
e
d
)
Total :313.31
10
6
4
7
7
8
/
2
8
/
2
0
0
8
0
6
6
6
7
3
0
6
6
6
7
3
B
I
L
L
S
B
L
U
E
P
R
I
N
T
I
N
C
10
6
4
7
8
8
/
2
8
/
2
0
0
8
0
0
2
5
0
0
B
L
U
M
E
N
T
H
A
L
U
N
I
F
O
R
M
C
O
I
N
C
6
6
1
3
4
9
-
0
1
IN
V
#
6
6
1
3
4
9
-
0
1
-
E
D
M
O
N
D
S
P
D
UN
I
F
O
R
M
P
A
N
T
S
/
K
A
M
K
A
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
2
0
.
2
4
0
.
0
0
217.00
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
2
0
.
2
4
0
.
0
0
19.53 Total :236.53
10
6
4
7
9
8
/
2
8
/
2
0
0
8
06
8
4
3
4
B
R
A
U
N
N
O
R
T
H
W
E
S
T
I
N
C
97
8
3
UN
I
T
4
8
4
-
B
U
M
P
E
R
C
E
N
T
E
R
,
A
L
U
M
G
R
A
T
I
N
G
,
UN
I
T
4
8
4
-
B
U
M
P
E
R
C
E
N
T
E
R
,
A
L
U
M
G
R
A
T
I
N
G
,
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
401.84
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
30.94 Total :432.78
10
6
4
8
0
8
/
2
8
/
2
0
0
8
07
2
0
0
5
B
R
O
C
K
M
A
N
N
,
K
E
R
R
Y
BR
O
C
K
M
A
N
N
9
5
2
2
YO
G
A
C
L
A
S
S
E
S
YO
G
A
#
9
5
2
2
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
4
0
.
4
1
0
.
0
0
168.00
YO
G
A
#
9
5
2
3
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
4
0
.
4
1
0
.
0
0
282.10
YO
G
A
#
9
5
2
4
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
4
0
.
4
1
0
.
0
0
477.40 Total :927.50
10
6
4
8
1
8
/
2
8
/
2
0
0
8
07
1
5
1
0
B
U
C
K
,
A
L
I
C
I
A
BU
C
K
9
7
0
1
AR
T
F
O
R
K
I
D
Z
MI
N
I
M
A
R
K
E
R
S
#
9
7
0
1
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
280.00
MI
N
I
M
A
R
K
E
R
S
#
9
8
4
3
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
280.00 Total :560.00
10
6
4
8
2
8
/
2
8
/
2
0
0
8
00
3
0
0
1
B
U
I
L
D
E
R
S
S
A
N
D
&
G
R
A
V
E
L
28
5
2
8
6
ST
R
E
E
T
/
W
A
T
E
R
/
S
E
W
E
R
-
C
R
U
S
H
E
D
R
O
C
K
8 Page:
Pa
c
k
e
t
Pa
g
e
31
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
9
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
8
2
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
00
3
0
0
1
B
U
I
L
D
E
R
S
S
A
N
D
&
G
R
A
V
E
L
ST
R
E
E
T
/
W
A
T
E
R
/
S
E
W
E
R
-
C
R
U
S
H
E
D
R
O
C
K
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
774.87
ST
R
E
E
T
/
W
A
T
E
R
/
S
E
W
E
R
-
C
R
U
S
H
E
D
R
O
C
K
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
774.87
ST
R
E
E
T
/
W
A
T
E
R
/
S
E
W
E
R
-
C
R
U
S
H
E
D
R
O
C
K
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
1,549.75
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
68.96
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
68.96
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
137.93 Total :3,375.34
10
6
4
8
3
8
/
2
8
/
2
0
0
8
0
7
1
7
6
6
C
A
M
P
B
E
L
L
,
C
O
N
N
I
E
CA
M
P
B
E
L
L
9
6
9
5
KA
Y
A
K
I
N
G
IN
T
R
O
D
U
C
T
O
R
Y
K
A
Y
A
K
I
N
G
@
M
A
R
I
N
A
B
E
A
C
H
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
202.05 Total :202.05
10
6
4
8
4
8
/
2
8
/
2
0
0
8
06
8
4
8
4
C
E
M
E
X
/
R
I
N
K
E
R
M
A
T
E
R
I
A
L
S
94
1
5
7
2
2
9
7
1
ST
O
R
M
-
C
O
N
C
R
E
T
E
D
U
M
P
E
D
ST
O
R
M
-
C
O
N
C
R
E
T
E
D
U
M
P
E
D
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
3
2
0
.
4
9
0
.
0
0
61.10
ST
R
E
E
T
-
A
S
P
H
A
L
T
94
1
5
7
2
2
9
7
4
ST
R
E
E
T
-
A
S
P
H
A
L
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
767.85
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
69.11
ST
R
E
E
T
-
A
S
P
H
A
L
T
94
1
5
7
3
2
0
3
5
ST
R
E
E
T
-
A
S
P
H
A
L
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
730.35
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
65.73 9 Page:
Pa
c
k
e
t
Pa
g
e
32
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
10
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
8
4
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
8
4
8
4
C
E
M
E
X
/
R
I
N
K
E
R
M
A
T
E
R
I
A
L
S
ST
R
E
E
T
-
A
S
P
H
A
L
T
94
1
5
7
4
1
3
8
2
ST
R
E
E
T
-
A
S
P
H
A
L
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
712.50
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
64.13
ST
R
E
E
T
-
A
S
P
H
A
L
T
94
1
5
7
5
5
9
4
8
ST
R
E
E
T
-
A
S
P
H
A
L
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
487.50
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
43.88
ST
R
E
E
T
-
A
S
P
H
A
L
T
94
1
5
7
6
3
2
2
3
ST
R
E
E
T
-
A
S
P
H
A
L
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
455.70
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
39.19
ST
R
E
E
T
-
A
S
P
H
A
L
T
94
1
5
7
7
1
1
8
9
ST
R
E
E
T
-
A
S
P
H
A
L
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
375.00
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
33.75
ST
R
E
E
T
-
A
S
P
H
A
L
T
94
1
5
7
9
6
7
7
5
ST
R
E
E
T
-
A
S
P
H
A
L
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
494.23
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
3
1
0
.
0
0
44.49 Total :4,444.51
10
6
4
8
5
8
/
2
8
/
2
0
0
8
0
0
3
5
1
0
C
E
N
T
R
A
L
W
E
L
D
I
N
G
S
U
P
P
L
Y
L
Y
1
3
4
4
1
2
W
A
T
E
R
-
C
A
R
B
O
N
D
I
O
X
I
D
E
W
A
T
E
R
-
C
A
R
B
O
N
D
I
O
X
I
D
E
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
41.18
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
3.67 Total :44.85
10
6
4
8
6
8
/
2
8
/
2
0
0
8
00
3
5
1
0
C
E
N
T
R
A
L
W
E
L
D
I
N
G
S
U
P
P
L
Y
LY
1
3
5
0
6
2
AL
S
S
U
P
P
L
I
E
S
10 Page:
Pa
c
k
e
t
Pa
g
e
33
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
11
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
8
6
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
00
3
5
1
0
C
E
N
T
R
A
L
W
E
L
D
I
N
G
S
U
P
P
L
Y
me
d
i
c
a
l
o
x
y
g
e
n
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
3
1
0
.
0
0
67.28
Fr
e
i
g
h
t
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
3
1
0
.
0
0
17.50
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
3
1
0
.
0
0
7.55
AL
S
S
U
P
P
L
I
E
S
LY
1
3
5
0
6
5
me
d
i
c
a
l
o
x
y
g
e
n
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
3
1
0
.
0
0
98.52
Fr
e
i
g
h
t
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
3
1
0
.
0
0
17.50
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
3
1
0
.
0
0
10.32
AL
S
S
U
P
P
L
I
E
S
LY
1
3
5
0
6
6
me
d
i
c
a
l
o
x
y
g
e
n
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
3
1
0
.
0
0
33.64
Fr
e
i
g
h
t
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
3
1
0
.
0
0
17.50
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
3
1
0
.
0
0
4.55 Total :274.36
10
6
4
8
7
8
/
2
8
/
2
0
0
8
07
2
3
3
3
C
G
I
T
E
C
H
N
O
L
O
G
I
E
S
&
S
O
L
U
T
I
O
N
S
Y
0
6
W
0
4
6
4
Sh
a
r
e
p
o
i
n
t
S
e
t
U
p
S
e
r
v
i
c
e
s
Sh
a
r
e
p
o
i
n
t
S
e
t
U
p
S
e
r
v
i
c
e
s
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
4
1
0
.
0
0
1,890.00 Total :1,890.00
10
6
4
8
8
8
/
2
8
/
2
0
0
8
0
6
4
6
9
0
C
H
A
M
P
I
O
N
B
O
L
T
&
S
U
P
P
L
Y
I
N
C
4
8
9
9
4
6
99
9
9
NU
T
S
&
B
O
L
T
S
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
1
33.12
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
1
2.84 11 Page:
Pa
c
k
e
t
Pa
g
e
34
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
12
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
8
8
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
4
6
9
0
C
H
A
M
P
I
O
N
B
O
L
T
&
S
U
P
P
L
Y
I
N
C
ED
M
0
0
0
0
1
49
0
1
4
6
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
1
11.52
NU
T
S
&
B
O
L
T
S
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
1
133.90 Total :181.38
10
6
4
8
9
8
/
2
8
/
2
0
0
8
0
6
6
3
8
2
C
I
N
T
A
S
C
O
R
P
O
R
A
T
I
O
N
46
0
2
1
9
6
2
7
UN
I
F
O
R
M
S
18
"
t
o
w
e
l
s
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
4
1
0
.
3
1
0
.
0
0
75.00
vo
l
u
n
t
e
e
r
u
n
i
f
o
r
m
s
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
4
1
0
.
2
4
0
.
0
0
19.76
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
4
1
0
.
3
1
0
.
0
0
6.67
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
4
1
0
.
2
4
0
.
0
0
1.76
UN
I
F
O
R
M
S
46
0
2
2
4
9
2
4
Vo
l
u
n
t
e
e
r
s
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
4
1
0
.
2
4
0
.
0
0
20.00
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
4
1
0
.
2
4
0
.
0
0
1.78
OP
S
U
N
I
F
O
R
M
S
46
0
2
2
4
9
2
5
St
n
.
1
6
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
2
4
0
.
0
0
105.58
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
2
4
0
.
0
0
9.39
UN
I
F
O
R
M
S
46
0
2
2
6
0
5
8
St
n
1
7
-
A
L
S
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
2
4
0
.
0
0
111.29
St
n
1
7
-
O
P
S
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
2
4
0
.
0
0
111.30
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
6
.
1
0
0
.
2
4
0
.
0
0
9.91
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
2
4
0
.
0
0
9.90 12 Page:
Pa
c
k
e
t
Pa
g
e
35
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
13
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
8
9
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
6
3
8
2
C
I
N
T
A
S
C
O
R
P
O
R
A
T
I
O
N
OP
S
U
N
I
F
O
R
M
S
46
0
2
2
6
0
7
9
St
n
.
2
0
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
2
4
0
.
0
0
134.69
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
2
4
0
.
0
0
11.98 Total :629.01
10
6
4
9
0
8
/
2
8
/
2
0
0
8
0
6
3
9
0
2
C
I
T
Y
O
F
E
V
E
R
E
T
T
I0
8
0
0
1
9
7
9
W
A
T
E
R
Q
U
A
L
I
T
Y
-
W
A
T
E
R
L
A
B
A
N
A
L
Y
S
I
S
W
A
T
E
R
Q
U
A
L
I
T
Y
-
W
A
T
E
R
L
A
B
A
N
A
L
Y
S
I
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
1
0
.
0
0
1,890.00 Total :1,890.00
10
6
4
9
1
8
/
2
8
/
2
0
0
8
01
9
2
1
5
C
I
T
Y
O
F
L
Y
N
N
W
O
O
D
63
6
0
IN
V
#
6
3
6
0
-
C
U
S
T
#
4
5
0
E
D
M
O
N
D
S
P
D
JU
L
Y
2
0
0
8
/
N
E
X
T
E
L
S
E
R
V
I
C
E
10
4
.
0
0
0
.
4
1
0
.
5
2
1
.
2
1
0
.
4
2
0
.
0
0
53.01 Total :53.01
10
6
4
9
2
8
/
2
8
/
2
0
0
8
07
0
2
3
1
C
N
R
I
N
C
54
1
7
2
Se
r
v
i
c
e
r
e
p
a
i
r
8
/
1
9
/
0
8
Se
r
v
i
c
e
r
e
p
a
i
r
8
/
1
9
/
0
8
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
4
8
0
.
0
0
165.00
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
4
8
0
.
0
0
14.69 Total :179.69
10
6
4
9
3
8
/
2
8
/
2
0
0
8
00
4
0
9
5
C
O
A
S
T
W
I
D
E
L
A
B
O
R
A
T
O
R
I
E
S
W
1
9
6
3
5
7
0
CL
E
A
N
I
N
G
S
U
P
P
L
I
E
S
BR
E
A
K
U
P
C
L
E
A
N
E
R
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
170.16
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
15.14 Total :185.30
10
6
4
9
4
8
/
2
8
/
2
0
0
8
00
4
0
9
5
C
O
A
S
T
W
I
D
E
L
A
B
O
R
A
T
O
R
I
E
S
W
1
9
6
0
8
0
0
FA
C
M
A
I
N
T
-
B
L
E
A
C
H
,
G
L
O
V
E
S
,
T
T
,
T
O
W
E
L
S
,
FA
C
M
A
I
N
T
-
B
L
E
A
C
H
,
G
L
O
V
E
S
,
T
T
,
T
O
W
E
L
S
,
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
589.75
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
52.49 13 Page:
Pa
c
k
e
t
Pa
g
e
36
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
14
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
(C
o
n
t
i
n
u
e
d
)
Total :642.24
10
6
4
9
4
8
/
2
8
/
2
0
0
8
0
0
4
0
9
5
0
0
4
0
9
5
C
O
A
S
T
W
I
D
E
L
A
B
O
R
A
T
O
R
I
E
S
10
6
4
9
5
8
/
2
8
/
2
0
0
8
0
0
4
0
9
5
C
O
A
S
T
W
I
D
E
L
A
B
O
R
A
T
O
R
I
E
S
W
1
9
6
4
9
3
4
A
OP
S
S
U
P
P
L
I
E
S
st
a
t
i
o
n
s
'
c
l
e
a
n
i
n
g
s
u
p
p
l
i
e
s
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
3
1
0
.
0
0
159.75
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
3
1
0
.
0
0
14.22 Total :173.97
10
6
4
9
6
8
/
2
8
/
2
0
0
8
06
4
3
6
9
C
O
D
E
P
U
B
L
I
S
H
I
N
G
C
O
31
2
2
4
CO
D
E
R
E
V
I
S
I
O
N
Co
d
e
S
u
p
p
l
e
m
e
n
t
s
00
1
.
0
0
0
.
2
5
0
.
5
1
4
.
3
0
0
.
4
1
0
.
0
0
1,149.30
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
2
5
0
.
5
1
4
.
3
0
0
.
4
1
0
.
0
0
102.29 Total :1,251.59
10
6
4
9
7
8
/
2
8
/
2
0
0
8
06
9
9
8
3
C
O
M
M
E
R
C
I
A
L
C
A
R
D
S
O
L
U
T
I
O
N
S
1
0
3
3
GF
O
A
-
C
A
F
R
a
p
p
l
i
c
a
t
i
o
n
GF
O
A
-
C
A
F
R
a
p
p
l
i
c
a
t
i
o
n
00
1
.
0
0
0
.
3
1
0
.
5
1
4
.
2
3
0
.
4
9
0
.
0
0
415.00 14 Page:
Pa
c
k
e
t
Pa
g
e
37
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
15
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
9
7
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
9
9
8
3
C
O
M
M
E
R
C
I
A
L
C
A
R
D
S
O
L
U
T
I
O
N
S
N1
W
i
r
e
l
e
s
s
-
1
2
B
l
u
e
t
o
o
t
h
s
e
t
s
-
12
8
7
N1
W
i
r
e
l
e
s
s
-
1
2
B
l
u
e
t
o
o
t
h
s
e
t
s
-
00
1
.
0
0
0
.
6
2
0
.
5
3
2
.
2
0
0
.
4
2
0
.
0
0
831.88
Ma
r
q
u
e
l
.
c
o
m
-
4
B
l
a
c
k
b
e
r
r
y
h
o
l
s
t
e
r
s
-
I
T
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
3
1
0
.
0
0
82.80
N1
w
i
r
e
l
e
s
s
.
c
o
m
-
4
B
l
u
e
t
o
o
t
h
-
S
t
D
e
p
t
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
4
2
0
.
0
0
276.96
Ac
c
e
s
s
o
r
y
G
e
e
k
-
V
e
h
i
c
l
e
c
h
a
r
g
e
r
-
I
T
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
3
1
0
.
0
0
30.09
Ac
c
o
s
s
o
r
y
G
e
e
k
-
V
e
h
i
c
l
e
c
h
a
r
g
e
-
I
T
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
3
1
0
.
0
0
9.99
HP
-
D
u
p
l
e
x
e
r
A
c
c
e
s
s
o
r
y
f
o
r
S
t
a
t
i
o
n
1
6
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
3
1
0
.
0
0
83.85
ic
e
w
e
b
-
s
u
b
s
c
r
i
p
t
i
o
n
&
u
s
e
r
f
e
e
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
4
9
0
.
0
0
64.85
ic
e
w
e
b
-
S
u
b
c
r
i
p
t
i
o
n
p
a
c
k
a
g
e
m
a
i
n
t
e
n
a
n
c
e
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
4
8
0
.
0
0
29.95
St
a
t
e
o
f
W
A
-
R
e
g
i
s
t
r
a
t
i
o
n
C
N
e
l
s
o
n
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
4
9
0
.
0
0
15.00 Total :1,840.37
10
6
4
9
8
8
/
2
8
/
2
0
0
8
06
9
9
8
3
C
O
M
M
E
R
C
I
A
L
C
A
R
D
S
O
L
U
T
I
O
N
S
7
4
0
3
TI
M
E
R
/
A
N
D
E
R
S
O
N
-
B
O
L
D
S
TI
M
E
R
/
A
N
D
E
R
S
O
N
-
B
O
L
D
S
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
2
93.51
PI
P
E
B
E
N
D
E
R
/
H
A
R
B
O
R
F
R
E
I
G
H
T
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
1
161.81
BL
U
E
T
O
O
T
H
/
V
E
R
I
Z
O
N
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
2
0
.
0
0
209.21
SE
A
L
A
N
T
/
B
A
L
L
A
R
H
A
R
D
W
A
R
E
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
1
63.15
BL
U
E
T
O
O
T
H
/
V
E
R
I
Z
O
N
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
2
0
.
0
0
98.10 Total :625.78
10
6
4
9
9
8
/
2
8
/
2
0
0
8
0
6
9
9
8
3
C
O
M
M
E
R
C
I
A
L
C
A
R
D
S
O
L
U
T
I
O
N
S
3
2
6
3
AC
C
T
#
3
2
6
3
S
O
B
R
I
E
N
15 Page:
Pa
c
k
e
t
Pa
g
e
38
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
16
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
9
9
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
9
9
8
3
C
O
M
M
E
R
C
I
A
L
C
A
R
D
S
O
L
U
T
I
O
N
S
Gl
o
w
b
r
a
c
e
l
e
t
s
-
P
r
e
v
e
n
t
i
o
n
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
3
0
0
.
3
1
0
.
0
0
87.39
Gl
o
v
e
s
,
C
u
p
s
,
L
a
b
e
l
s
,
L
a
b
e
l
W
r
i
t
e
r
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
3
1
0
.
0
0
418.73
AC
C
T
#
8
2
7
2
-
E
D
M
O
N
D
S
P
D
82
7
2
Ve
r
i
z
o
n
W
i
r
e
l
e
s
s
-
C
e
l
l
P
h
o
n
e
H
o
l
d
e
r
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
3
0
0
.
3
1
0
.
0
0
16.33
Of
f
i
c
e
M
a
x
-
R
e
c
o
r
d
L
e
d
g
e
r
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
3
1
0
.
0
0
14.80
Ni
k
'
s
T
r
a
n
s
p
o
r
t
a
t
i
o
n
-
R
T
S
m
i
t
h
N
A
S
R
O
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
4
0
0
.
4
3
0
.
0
0
54.00
Me
a
l
R
T
S
m
i
t
h
N
A
S
P
O
C
o
n
f
.
P
h
o
e
n
i
x
A
Z
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
4
0
0
.
4
3
0
.
0
0
105.87
Lo
d
g
i
n
g
R
T
S
m
i
t
h
N
A
S
P
O
C
o
n
f
.
P
h
o
e
n
i
x
A
Z
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
4
0
0
.
4
3
0
.
0
0
741.00
AC
C
T
#
8
2
9
8
-
M
B
A
R
D
82
9
8
Re
g
i
s
t
r
a
t
i
o
n
-
K
P
l
o
e
g
e
r
T
h
e
U
l
t
i
m
a
t
e
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
4
0
0
.
4
9
0
.
0
0
129.00
Re
g
i
s
t
r
a
t
i
o
n
-
R
R
a
m
s
e
u
r
T
h
e
U
l
t
i
m
a
t
e
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
4
0
0
.
4
9
0
.
0
0
129.00
2
L
E
D
F
l
a
s
h
l
i
g
h
t
s
w
/
s
l
e
e
v
e
s
&
e
h
i
c
l
e
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
3
1
0
.
0
0
201.96
En
g
r
a
v
i
n
g
-
C
&
M
T
r
o
p
h
y
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
4
1
0
.
0
0
12.41
AC
C
T
9
2
3
7
J
L
A
W
L
E
S
S
92
3
7
Ke
y
s
&
L
o
c
k
s
f
o
r
R
a
d
a
r
T
r
a
i
l
e
r
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
2
0
.
3
1
0
.
0
0
24.50 16 Page:
Pa
c
k
e
t
Pa
g
e
39
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
17
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
4
9
9
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
9
9
8
3
C
O
M
M
E
R
C
I
A
L
C
A
R
D
S
O
L
U
T
I
O
N
S
AC
C
T
#
9
8
2
1
E
D
M
O
N
D
S
P
D
98
2
1
Ca
m
e
r
a
R
e
p
a
i
r
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
4
8
0
.
0
0
274.43
Me
a
l
-
L
P
M
i
l
l
e
r
A
d
v
A
c
e
-
V
A
p
p
l
i
c
a
t
i
o
n
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
4
0
0
.
4
3
0
.
0
0
123.24
Lo
d
g
i
n
g
-
L
P
M
i
l
l
e
r
A
d
v
A
c
e
-
V
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
4
0
0
.
4
3
0
.
0
0
695.45
Me
a
l
-
L
P
M
i
l
l
e
r
A
d
v
A
c
e
-
V
A
p
p
l
i
c
a
t
i
o
n
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
4
0
0
.
4
3
0
.
0
0
11.45
Fu
e
l
-
L
P
M
i
l
l
e
r
A
d
v
A
c
e
-
V
A
p
p
l
i
c
a
t
i
o
n
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
4
0
0
.
4
3
0
.
0
0
38.41 Total :3,077.97
10
6
5
0
0
8
/
2
8
/
2
0
0
8
0
6
9
9
8
3
C
O
M
M
E
R
C
I
A
L
C
A
R
D
S
O
L
U
T
I
O
N
S
3
5
2
7
OF
F
I
C
E
M
A
X
-
F
S
1
6
-
C
H
A
I
R
M
A
T
OF
F
I
C
E
M
A
X
-
F
S
1
6
-
C
H
A
I
R
M
A
T
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
45.77
BL
U
E
V
O
L
T
-
O
N
L
I
N
E
N
E
C
C
L
A
S
S
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
9
0
.
0
0
89.00
BL
U
E
V
O
L
T
-
O
N
L
I
N
E
G
R
O
U
N
D
I
N
G
&
B
O
N
D
I
N
G
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
9
0
.
0
0
50.00
IN
D
E
P
E
N
D
E
N
T
E
L
E
C
T
I
R
A
L
-
O
N
L
I
N
E
C
L
A
S
S
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
9
0
.
0
0
200.00 Total :384.77
10
6
5
0
1
8
/
2
8
/
2
0
0
8
06
9
8
4
8
C
R
A
M
,
K
A
T
H
E
R
I
N
E
CR
A
M
9
4
0
7
IR
I
S
H
D
A
N
C
E
C
L
A
S
S
E
S
IR
I
S
H
D
A
N
C
E
1
3
+
#
9
4
0
7
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
140.00
IR
I
S
H
D
A
N
C
E
F
O
R
K
I
D
S
#
9
4
1
3
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
95.20
IR
I
S
H
D
A
N
C
E
F
O
R
K
I
D
S
#
9
4
1
4
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
168.00 Total :403.20
10
6
5
0
2
8
/
2
8
/
2
0
0
8
00
5
8
5
0
C
R
E
T
I
N
,
L
A
W
R
E
N
C
E
CR
E
T
I
N
0
8
2
3
PL
A
Z
A
R
O
O
M
M
O
N
I
T
O
R
17 Page:
Pa
c
k
e
t
Pa
g
e
40
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
18
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
0
2
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
00
5
8
5
0
C
R
E
T
I
N
,
L
A
W
R
E
N
C
E
PL
A
Z
A
R
O
O
M
M
O
N
I
T
O
R
~
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
1
0
0
.
4
1
0
.
0
0
145.00 Total :145.00
10
6
5
0
3
8
/
2
8
/
2
0
0
8
06
6
3
6
8
C
R
Y
S
T
A
L
A
N
D
S
I
E
R
R
A
S
P
R
I
N
G
S
0
8
0
8
2
9
8
9
7
7
1
IN
V
#
0
8
0
8
2
9
8
9
7
7
1
5
3
7
4
0
4
4
-
E
D
M
O
N
D
S
P
D
CO
O
L
E
R
R
E
N
T
A
L
/
D
R
I
N
K
I
N
G
W
A
T
E
R
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
3
1
0
.
0
0
69.48 Total :69.48
10
6
5
0
4
8
/
2
8
/
2
0
0
8
07
2
1
8
9
D
A
T
A
S
I
T
E
B
U
S
I
N
E
S
S
A
R
C
H
I
V
E
S
6
0
0
3
6
Sh
r
e
d
C
a
b
i
n
e
t
J
u
n
e
-
0
8
Sh
r
e
d
C
a
b
i
n
e
t
J
u
n
e
-
0
8
00
1
.
0
0
0
.
2
5
0
.
5
1
4
.
3
0
0
.
4
1
0
.
0
0
10.00
Sh
r
e
d
C
a
b
i
n
e
t
J
u
n
e
-
0
8
00
1
.
0
0
0
.
3
1
0
.
5
1
4
.
2
3
0
.
4
1
0
.
0
0
10.00 Total :20.00
10
6
5
0
5
8
/
2
8
/
2
0
0
8
06
3
0
6
4
D
E
Z
U
R
I
K
W
A
T
E
R
C
O
N
T
R
O
L
S
R
P
I
/
5
4
0
0
5
8
4
4
98
2
4
0
0
VA
L
V
E
A
C
T
U
A
T
E
R
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
1
292.04 Total :292.04
10
6
5
0
6
8
/
2
8
/
2
0
0
8
07
1
8
3
6
D
M
I
D
R
I
L
L
I
N
G
C
O
N
S
T
R
U
C
T
I
O
N
2
0
0
7
S
t
o
r
m
U
s
e
T
a
x
E7
F
H
.
U
s
e
T
a
x
(
P
a
i
d
b
y
C
o
n
t
r
a
c
t
o
r
)
E7
F
H
.
U
s
e
T
a
x
(
P
a
i
d
b
y
C
o
n
t
r
a
c
t
o
r
)
11
2
.
2
0
0
.
6
3
0
.
5
4
2
.
0
0
0
.
4
8
0
.
0
0
1,555.03
E7
F
H
.
U
s
e
T
a
x
(
P
a
i
d
b
y
C
o
n
t
r
a
c
t
o
r
)
41
2
.
2
0
0
.
6
3
0
.
5
9
4
.
3
2
0
.
4
8
0
.
0
0
1,555.02
E7
F
I
.
U
s
e
T
a
x
(
P
a
i
d
b
y
C
o
n
t
r
a
c
t
o
r
)
41
2
.
2
0
0
.
6
3
0
.
5
9
4
.
3
2
0
.
4
8
0
.
0
0
134.48
E7
F
K
.
U
s
e
T
a
x
(
P
a
i
d
b
y
C
o
n
t
r
a
c
t
o
r
)
11
2
.
2
0
0
.
6
3
0
.
5
4
2
.
0
0
0
.
4
8
0
.
0
0
2,860.38
E7
F
K
.
U
s
e
T
a
x
(
P
a
i
d
b
y
C
o
n
t
r
a
c
t
o
r
)
41
2
.
2
0
0
.
6
3
0
.
5
9
4
.
3
2
0
.
4
8
0
.
0
0
2,860.38 Total :8,965.29
10
6
5
0
7
8
/
2
8
/
2
0
0
8
06
9
6
0
5
E
A
G
L
E
E
Y
E
C
O
N
S
U
L
T
I
N
G
E
N
G
I
N
E
E
R
S
2
0
0
8
0
4
1
Pr
o
f
S
e
r
v
-
B
l
d
D
i
v
18 Page:
Pa
c
k
e
t
Pa
g
e
41
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
19
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
0
7
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
9
6
0
5
E
A
G
L
E
E
Y
E
C
O
N
S
U
L
T
I
N
G
E
N
G
I
N
E
E
R
S
Pr
o
f
S
e
r
v
-
B
l
d
D
i
v
00
1
.
0
0
0
.
6
2
0
.
5
2
4
.
1
0
0
.
4
1
0
.
0
0
14,455.69 Total :14,455.69
10
6
5
0
8
8
/
2
8
/
2
0
0
8
06
8
8
0
3
E
A
S
T
J
O
R
D
A
N
I
R
O
N
W
O
R
K
S
30
7
1
4
7
3
SE
W
E
R
I
N
V
E
N
T
O
R
Y
-
~
SE
W
E
R
I
N
V
E
N
T
O
R
Y
-
~
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
4
0
.
0
0
1,362.00
LA
M
P
H
O
L
E
F
R
A
M
E
&
L
I
D
S
~
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
4
0
.
0
0
444.00
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
4
0
.
0
0
160.73 Total :1,966.73
10
6
5
0
9
8
/
2
8
/
2
0
0
8
06
8
2
9
2
E
D
G
E
A
N
A
L
Y
T
I
C
A
L
08
-
0
9
3
7
2
W
A
T
E
R
Q
U
A
L
I
T
Y
L
A
B
S
A
M
P
L
E
S
W
A
T
E
R
Q
U
A
L
I
T
Y
L
A
B
S
A
M
P
L
E
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
1
0
.
0
0
884.00 Total :884.00
10
6
5
1
0
8
/
2
8
/
2
0
0
8
00
7
6
7
5
E
D
M
O
N
D
S
A
U
T
O
P
A
R
T
S
98
8
0
2
SU
P
P
L
I
E
S
DR
A
I
N
P
L
U
G
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
4.99
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
0.44 Total :5.43
10
6
5
1
1
8
/
2
8
/
2
0
0
8
00
7
6
7
5
E
D
M
O
N
D
S
A
U
T
O
P
A
R
T
S
97
2
3
1
UN
I
T
E
Q
3
7
P
O
-
B
L
A
C
K
H
A
M
M
E
R
E
D
P
A
I
N
T
UN
I
T
E
Q
3
7
P
O
-
B
L
A
C
K
H
A
M
M
E
R
E
D
P
A
I
N
T
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
9.88
Sa
l
e
s
T
a
x
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
0.88
SE
W
E
R
S
U
P
P
L
I
E
S
98
4
8
7
SE
W
E
R
S
U
P
P
L
I
E
S
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
17.98
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
1.60 19 Page:
Pa
c
k
e
t
Pa
g
e
42
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
20
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
(C
o
n
t
i
n
u
e
d
)
Total :30.34
10
6
5
1
1
8
/
2
8
/
2
0
0
8
0
0
7
6
7
5
0
0
7
6
7
5
E
D
M
O
N
D
S
A
U
T
O
P
A
R
T
S
10
6
5
1
2
8
/
2
8
/
2
0
0
8
0
7
0
6
8
3
E
D
M
O
N
D
S
M
A
I
L
&
P
A
R
C
E
L
1
4
9
1
8
UP
S
B
R
O
W
N
&
C
A
L
D
W
E
L
L
UP
S
B
R
O
W
N
&
C
A
L
D
W
E
L
L
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
2
0
.
0
0
8.34
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
2
0
.
0
0
0.74 Total :9.08
10
6
5
1
3
8
/
2
8
/
2
0
0
8
00
8
4
1
0
E
D
M
O
N
D
S
P
R
I
N
T
I
N
G
C
O
R
2
1
7
2
6
W
A
T
E
R
-
1
0
0
0
G
R
E
E
N
B
A
C
K
F
L
O
W
C
A
R
D
S
W
A
T
E
R
-
1
0
0
0
G
R
E
E
N
B
A
C
K
F
L
O
W
C
A
R
D
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
159.00
10
0
0
W
H
I
T
E
M
E
T
E
R
C
A
R
D
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
148.00
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
27.32 Total :334.32
10
6
5
1
4
8
/
2
8
/
2
0
0
8
00
8
6
8
8
E
D
M
O
N
D
S
V
E
T
E
R
I
N
A
R
Y
H
O
S
P
I
T
A
L
1
6
7
2
7
6
IN
V
#
1
6
7
2
7
6
-
C
L
I
E
N
T
I
D
#
3
0
8
/
E
D
M
O
N
D
S
EX
A
M
,
V
A
C
C
I
N
E
/
K
9
D
A
S
H
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
6
0
.
4
1
0
.
0
0
149.62
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
6
0
.
4
1
0
.
0
0
8.24 Total :157.86
10
6
5
1
5
8
/
2
8
/
2
0
0
8
00
8
7
0
5
E
D
M
O
N
D
S
W
A
T
E
R
D
I
V
I
S
I
O
N
1-
0
0
5
7
5
CI
T
Y
P
A
R
K
CI
T
Y
P
A
R
K
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
326.82
BR
A
C
K
E
T
T
'
S
L
A
N
D
I
N
G
R
E
S
T
R
O
O
M
1-
0
0
8
2
5
BR
A
C
K
E
T
T
'
S
L
A
N
D
I
N
G
R
E
S
T
R
O
O
M
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
839.36
SP
R
I
N
K
L
E
R
1-
0
0
8
7
5
SP
R
I
N
K
L
E
R
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
30.37
CI
T
Y
P
A
R
K
S
P
R
I
N
K
L
E
R
M
E
T
E
R
1-
0
2
1
2
5
CI
T
Y
P
A
R
K
S
P
R
I
N
K
L
E
R
M
E
T
E
R
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
55.89 20 Page:
Pa
c
k
e
t
Pa
g
e
43
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
21
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
1
5
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
00
8
7
0
5
E
D
M
O
N
D
S
W
A
T
E
R
D
I
V
I
S
I
O
N
SP
R
I
N
K
L
E
R
1-
0
3
9
0
0
SP
R
I
N
K
L
E
R
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
34.02
SP
R
I
N
K
L
E
R
1-
0
5
1
2
5
SP
R
I
N
K
L
E
R
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
59.54
GA
Z
E
B
O
I
R
R
I
G
A
T
I
O
N
1-
0
5
2
8
5
GA
Z
E
B
O
I
R
R
I
G
A
T
I
O
N
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
21.25
CO
R
N
E
R
P
A
R
K
1-
0
5
3
4
0
CO
R
N
E
R
P
A
R
K
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
41.31
ED
M
O
N
D
S
C
I
T
Y
P
A
R
K
1-
0
5
6
5
0
ED
M
O
N
D
S
C
I
T
Y
P
A
R
K
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
21.25
PA
R
K
S
M
A
I
N
T
E
N
A
N
C
E
S
H
O
P
1-
0
5
6
7
5
PA
R
K
S
M
A
I
N
T
E
N
A
N
C
E
S
H
O
P
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
662.49
ED
M
O
N
D
S
C
I
T
Y
P
A
R
K
1-
0
5
7
0
0
ED
M
O
N
D
S
C
I
T
Y
P
A
R
K
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
105.12
CO
R
N
E
R
P
A
R
K
1-
0
9
6
5
0
CO
R
N
E
R
P
A
R
K
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
55.89
SW
C
O
R
N
E
R
S
P
R
I
N
K
L
E
R
1-
0
9
8
0
0
SW
C
O
R
N
E
R
S
P
R
I
N
K
L
E
R
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
44.96
PL
A
N
T
E
R
1-
1
0
7
8
0
PL
A
N
T
E
R
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
44.96
CO
R
N
E
R
P
L
A
N
T
E
R
O
N
5
T
H
1-
1
6
1
3
0
CO
R
N
E
R
P
L
A
N
T
E
R
O
N
5
T
H
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
59.54 21 Page:
Pa
c
k
e
t
Pa
g
e
44
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
22
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
1
5
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
00
8
7
0
5
E
D
M
O
N
D
S
W
A
T
E
R
D
I
V
I
S
I
O
N
CI
T
Y
H
A
L
L
T
R
I
A
N
G
L
E
1-
1
6
4
5
0
CI
T
Y
H
A
L
L
T
R
I
A
N
G
L
E
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
118.36
6T
H
&
M
A
I
N
P
L
A
N
T
E
R
B
O
X
1-
1
6
6
3
0
6T
H
&
M
A
I
N
P
L
A
N
T
E
R
B
O
X
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
43.13
5T
H
&
D
A
Y
T
O
N
S
T
P
L
A
N
T
E
R
1-
1
7
4
7
5
5T
H
&
D
A
Y
T
O
N
S
T
P
L
A
N
T
E
R
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
41.31
PI
N
E
S
T
R
E
E
P
L
A
Y
F
I
E
L
D
1-
1
9
9
5
0
PI
N
E
S
T
R
E
E
P
L
A
Y
F
I
E
L
D
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
43.19
W
A
T
E
R
1-
3
6
2
5
5
11
4
1
9
T
H
A
V
E
S
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
28.55
9T
H
&
C
A
S
P
E
R
S
T
(
W
E
S
T
P
L
A
N
T
E
R
)
2-
2
5
1
5
0
9T
H
&
C
A
S
P
E
R
S
T
(
W
E
S
T
P
L
A
N
T
E
R
)
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
32.19
9T
H
&
C
A
S
P
E
R
S
T
(
E
A
S
T
P
L
A
N
T
E
R
)
2-
2
5
1
7
5
9T
H
&
C
A
S
P
E
R
S
T
(
E
A
S
T
P
L
A
N
T
E
R
)
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
50.42
SP
R
I
N
K
L
E
R
2-
2
8
2
7
5
SP
R
I
N
K
L
E
R
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
39.49
MI
N
I
P
A
R
K
2-
3
7
1
8
0
MI
N
I
P
A
R
K
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
29.67
W
A
T
E
R
8-
4
0
0
0
0
23
7
0
0
1
0
4
T
H
A
V
E
W
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
3,240.01 Total :6,069.09
10
6
5
1
6
8
/
2
8
/
2
0
0
8
00
8
7
0
5
E
D
M
O
N
D
S
W
A
T
E
R
D
I
V
I
S
I
O
N
1-
0
0
6
5
0
LI
F
T
S
T
A
T
I
O
N
#
7
LI
F
T
S
T
A
T
I
O
N
#
7
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
7
0
.
0
0
21.25 22 Page:
Pa
c
k
e
t
Pa
g
e
45
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
23
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
1
6
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
00
8
7
0
5
E
D
M
O
N
D
S
W
A
T
E
R
D
I
V
I
S
I
O
N
LI
F
T
S
T
A
T
I
O
N
#
8
1-
0
0
9
2
5
LI
F
T
S
T
A
T
I
O
N
#
8
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
7
0
.
0
0
21.25
LI
F
T
S
T
A
T
I
O
N
#
1
1-
0
1
9
5
0
LI
F
T
S
T
A
T
I
O
N
#
1
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
7
0
.
0
0
21.25
LI
F
T
S
T
A
T
I
O
N
#
2
1-
0
2
6
7
5
LI
F
T
S
T
A
T
I
O
N
#
2
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
7
0
.
0
0
21.25
Pu
b
l
i
c
W
o
r
k
s
F
o
u
n
t
a
i
n
,
B
l
d
g
s
&
R
e
s
t
r
o
o
m
s
1-
0
3
9
5
0
Pu
b
l
i
c
W
o
r
k
s
F
o
u
n
t
a
i
n
,
B
l
d
g
s
&
R
e
s
t
r
o
o
m
s
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
7
0
.
0
0
330.09
Pu
b
l
i
c
W
o
r
k
s
M
e
t
e
r
S
h
o
p
1-
0
5
3
5
0
Pu
b
l
i
c
W
o
r
k
s
M
e
t
e
r
S
h
o
p
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
7
0
.
0
0
91.61
LI
F
T
S
T
A
T
I
O
N
#
6
1-
0
5
7
0
5
LI
F
T
S
T
A
T
I
O
N
#
6
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
7
0
.
0
0
43.27
CI
T
Y
H
A
L
L
1-
1
3
9
7
5
CI
T
Y
H
A
L
L
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
7
0
.
0
0
360.65
CI
T
Y
H
A
L
L
1-
1
4
0
0
0
CI
T
Y
H
A
L
L
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
7
0
.
0
0
90.86
LI
F
T
S
T
A
T
I
O
N
#
1
4
4-
3
4
0
8
0
LI
F
T
S
T
A
T
I
O
N
#
1
4
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
7
0
.
0
0
21.25 Total :1,022.73
10
6
5
1
7
8
/
2
8
/
2
0
0
8
0
7
2
3
9
5
E
T
Z
L
E
R
,
D
O
N
A
L
D
&
C
L
A
U
D
I
A
P
L
N
2
0
0
7
0
0
9
2
MO
D
I
F
I
C
A
T
I
O
N
R
E
Q
U
E
S
T
F
O
R
$
5
6
0
W
A
S
N
O
T
MO
D
I
F
I
C
A
T
I
O
N
R
E
Q
U
E
S
T
F
O
R
$
5
6
0
W
A
S
N
O
T
00
1
.
0
0
0
.
0
0
0
.
2
5
7
.
6
2
0
.
0
0
0
.
0
0
560.00 Total :560.00
10
6
5
1
8
8
/
2
8
/
2
0
0
8
06
3
9
5
3
E
V
E
R
G
R
E
E
N
S
T
A
T
E
H
E
A
T
&
A
/
C
7
2
7
0
FS
1
6
-
S
E
R
V
I
C
E
A
N
D
R
E
P
A
I
R
O
N
7
H
V
A
C
23 Page:
Pa
c
k
e
t
Pa
g
e
46
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
24
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
1
8
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
3
9
5
3
E
V
E
R
G
R
E
E
N
S
T
A
T
E
H
E
A
T
&
A
/
C
FS
1
6
-
S
E
R
V
I
C
E
A
N
D
R
E
P
A
I
R
O
N
7
H
V
A
C
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
8
0
.
0
0
955.00
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
8
0
.
0
0
85.00
FS
1
6
-
S
E
R
V
I
C
E
A
N
D
R
E
P
A
I
R
E
P
A
P
U
M
P
72
7
1
FS
1
6
-
S
E
R
V
I
C
E
A
N
D
R
E
P
A
I
R
E
P
A
P
U
M
P
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
8
0
.
0
0
1,568.00
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
8
0
.
0
0
139.55 Total :2,747.55
10
6
5
1
9
8
/
2
8
/
2
0
0
8
06
6
3
7
8
F
A
S
T
E
N
A
L
C
O
M
P
A
N
Y
W
A
M
O
U
1
3
9
9
8
SU
P
P
L
I
E
S
MI
S
C
.
S
H
O
P
S
U
P
P
L
I
E
S
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
237.12
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
21.10
SU
P
P
L
I
E
S
W
A
M
O
U
1
4
0
1
4
SU
P
P
L
I
E
S
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
143.70
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
12.79
SU
P
P
L
I
E
S
W
A
M
O
U
1
4
1
2
5
SU
P
P
L
I
E
S
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
14.98
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
1.32 Total :431.01
10
6
5
2
0
8
/
2
8
/
2
0
0
8
06
5
4
2
7
F
C
S
G
R
O
U
P
14
0
7
-
2
8
0
7
0
2
7
W
A
T
E
R
S
E
W
E
R
S
T
O
R
M
R
A
T
E
U
P
D
A
T
E
6/
2
5
-
7
/
2
5
/
0
8
W
a
t
e
r
,
S
e
w
e
r
&
S
t
o
r
m
w
a
t
e
r
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
1
0
.
0
0
1,209.60
6/
2
5
-
7
/
2
5
/
0
8
W
a
t
e
r
,
S
e
w
e
r
&
S
t
o
r
m
w
a
t
e
r
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
1
0
.
0
0
1,579.20
6/
2
5
-
7
/
2
5
/
0
8
W
a
t
e
r
,
S
e
w
e
r
&
S
t
o
r
m
w
a
t
e
r
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
571.20 24 Page:
Pa
c
k
e
t
Pa
g
e
47
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
25
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
2
0
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
5
4
2
7
F
C
S
G
R
O
U
P
W
A
T
E
R
S
E
W
E
R
S
T
O
R
M
R
A
T
E
U
P
D
A
T
E
14
0
7
-
2
8
0
8
0
0
3
7/
2
5
-
8
/
2
5
/
0
8
W
a
t
e
r
,
S
e
w
e
r
&
S
t
o
r
m
w
a
t
e
r
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
1
0
.
0
0
806.40
7/
2
5
-
8
/
2
5
/
0
8
W
a
t
e
r
,
S
e
w
e
r
&
S
t
o
r
m
w
a
t
e
r
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
1
0
.
0
0
1,052.80
7/
2
5
-
8
/
2
5
/
0
8
W
a
t
e
r
,
S
e
w
e
r
&
S
t
o
r
m
w
a
t
e
r
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
380.80 Total :5,600.00
10
6
5
2
1
8
/
2
8
/
2
0
0
8
07
2
4
0
5
F
E
S
T
A
,
A
L
I
Z
A
F
E
S
T
A
0
8
2
1
RE
F
U
N
D
RE
F
U
N
D
/
S
W
I
M
M
I
N
G
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
5.50 Total :5.50
10
6
5
2
2
8
/
2
8
/
2
0
0
8
07
0
2
7
1
F
I
R
S
T
S
T
A
T
E
S
I
N
V
E
S
T
O
R
S
5
2
0
0
2
1
1
5
9
3
TE
N
A
N
T
#
1
0
1
7
0
6
/
L
E
A
S
E
0
0
0
0
1
9
1
8
Se
p
t
0
8
4
t
h
A
v
e
n
u
e
P
a
r
k
i
n
g
L
o
t
R
e
n
t
00
1
.
0
0
0
.
3
9
0
.
5
1
9
.
9
0
0
.
4
5
0
.
0
0
300.00 Total :300.00
10
6
5
2
3
8
/
2
8
/
2
0
0
8
07
2
4
0
6
G
A
S
P
E
R
S
,
P
A
M
E
L
A
GA
S
P
E
R
S
0
8
2
1
RE
F
U
N
D
RE
F
U
N
D
/
S
W
I
M
M
I
N
G
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
5.50 Total :5.50
10
6
5
2
4
8
/
2
8
/
2
0
0
8
07
2
4
1
3
G
I
L
L
I
H
A
N
,
N
I
C
O
L
E
G
I
L
L
I
H
A
N
0
8
1
9
RE
F
U
N
D
RE
F
U
N
D
-
R
E
T
U
R
N
I
N
G
C
R
E
D
I
T
O
N
A
C
C
O
U
N
T
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
340.00 Total :340.00
10
6
5
2
5
8
/
2
8
/
2
0
0
8
0
7
2
4
1
4
G
I
O
R
D
A
N
O
,
J
U
L
I
E
GI
O
R
D
A
N
O
0
8
1
8
RE
F
U
N
D
RE
F
U
N
D
-
R
E
T
U
R
N
I
N
G
C
R
E
D
I
T
O
N
A
C
C
O
U
N
T
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
80.00 Total :80.00
10
6
5
2
6
8
/
2
8
/
2
0
0
8
06
8
6
1
7
G
L
E
I
S
N
E
R
,
B
A
R
B
A
R
A
G
L
E
I
S
N
E
R
9
5
7
9
TA
I
C
H
I
C
L
A
S
S
E
S
25 Page:
Pa
c
k
e
t
Pa
g
e
48
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
26
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
2
6
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
8
6
1
7
G
L
E
I
S
N
E
R
,
B
A
R
B
A
R
A
TA
I
C
H
I
#
9
5
7
9
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
4
0
.
4
1
0
.
0
0
1,188.00
TA
I
C
H
I
#
9
5
7
0
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
4
0
.
4
1
0
.
0
0
141.75
QI
G
O
N
G
#
9
5
8
2
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
4
0
.
4
1
0
.
0
0
330.75
TA
I
C
H
I
#
9
5
7
7
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
4
0
.
4
1
0
.
0
0
425.25 Total :2,085.75
10
6
5
2
7
8
/
2
8
/
2
0
0
8
01
2
1
9
9
G
R
A
I
N
G
E
R
97
1
2
5
1
3
2
3
4
SU
P
P
L
I
E
S
SA
F
E
T
Y
C
A
N
S
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
286.74
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
25.52 Total :312.26
10
6
5
2
8
8
/
2
8
/
2
0
0
8
0
7
1
3
9
1
G
R
A
Y
&
O
S
B
O
R
N
E
I
N
C
06
7
1
3
.
0
0
-
2
1
E6
D
A
.
S
e
r
v
i
c
e
s
t
h
r
u
0
6
/
2
8
/
0
8
E6
D
A
.
S
e
r
v
i
c
e
s
t
h
r
u
0
6
/
2
8
/
0
8
12
5
.
0
0
0
.
6
4
0
.
5
9
4
.
7
5
0
.
4
1
0
.
0
0
17,378.72 Total :17,378.72
10
6
5
2
9
8
/
2
8
/
2
0
0
8
06
7
6
1
5
G
T
S
I
N
T
E
R
I
O
R
S
U
P
P
L
Y
42
7
0
4
7
9
-
0
0
CI
T
Y
H
A
L
L
P
R
O
J
E
C
T
-
S
A
N
D
E
R
A
T
T
A
T
C
H
M
E
N
T
,
CI
T
Y
H
A
L
L
P
R
O
J
E
C
T
-
S
A
N
D
E
R
A
T
T
A
T
C
H
M
E
N
T
,
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
496.88
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
42.74 Total :539.62
10
6
5
3
0
8
/
2
8
/
2
0
0
8
01
2
5
5
5
H
&
L
S
P
O
R
T
I
N
G
G
O
O
D
S
82
5
7
SO
F
T
B
A
L
L
S
SO
F
T
B
A
L
L
S
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
2
0
.
3
1
0
.
0
0
808.50
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
2
0
.
3
1
0
.
0
0
71.96 Total :880.46 26 Page:
Pa
c
k
e
t
Pa
g
e
49
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
27
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
3
1
8
/
2
8
/
2
0
0
8
07
0
5
1
5
H
A
R
L
E
Y
D
A
V
I
D
S
O
N
O
F
S
E
A
T
T
L
E
2
2
0
6
7
5
UN
I
T
1
0
0
-
L
O
C
K
S
E
T
S
UN
I
T
1
0
0
-
L
O
C
K
S
E
T
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
44.78
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
3.99
UN
I
T
E
Q
3
7
P
O
-
H
E
A
D
L
A
M
P
22
2
1
6
3
UN
I
T
E
Q
3
7
P
O
-
H
E
A
D
L
A
M
P
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
71.19
Sa
l
e
s
T
a
x
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
6.33
UN
I
T
E
Q
3
7
P
O
-
R
E
P
A
I
R
S
U
P
P
L
I
E
S
22
3
4
6
2
UN
I
T
E
Q
3
7
P
O
-
R
E
P
A
I
R
S
U
P
P
L
I
E
S
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
72.76
Sa
l
e
s
T
a
x
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
6.45
UN
I
T
E
Q
3
6
P
O
-
O
I
L
A
N
D
F
I
L
T
E
R
S
22
3
4
6
3
UN
I
T
E
Q
3
6
P
O
-
O
I
L
A
N
D
F
I
L
T
E
R
S
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
255.00
Sa
l
e
s
T
a
x
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
22.70
UN
I
T
E
Q
3
7
P
O
-
T
O
U
R
P
A
K
H
A
R
N
E
S
S
22
3
4
6
6
UN
I
T
E
Q
3
7
P
O
-
T
O
U
R
P
A
K
H
A
R
N
E
S
S
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
74.48
Sa
l
e
s
T
a
x
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
6.63
EQ
3
7
P
O
-
P
E
A
C
E
T
O
U
C
H
-
U
P
K
I
T
22
3
4
6
9
EQ
3
7
P
O
-
P
E
A
C
E
T
O
U
C
H
-
U
P
K
I
T
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
18.39
Sa
l
e
s
T
a
x
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
1.64
UN
I
T
E
Q
3
7
P
O
-
M
I
R
R
O
R
S
22
3
4
7
1
UN
I
T
E
Q
3
7
P
O
-
M
I
R
R
O
R
S
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
55.98
Sa
l
e
s
T
a
x
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
4.98 27 Page:
Pa
c
k
e
t
Pa
g
e
50
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
28
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
3
1
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
07
0
5
1
5
H
A
R
L
E
Y
D
A
V
I
D
S
O
N
O
F
S
E
A
T
T
L
E
UN
I
T
E
Q
3
7
P
O
-
H
E
A
D
L
A
M
P
S
22
3
4
7
2
UN
I
T
E
Q
3
7
P
O
-
H
E
A
D
L
A
M
P
S
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
75.99
Sa
l
e
s
T
a
x
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
6.76
UN
I
T
E
Q
3
7
P
O
-
A
S
S
E
M
B
L
Y
S
U
P
P
L
I
E
S
22
3
4
7
3
UN
I
T
E
Q
3
7
P
O
-
A
S
S
E
M
B
L
Y
S
U
P
P
L
I
E
S
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
483.81
Sa
l
e
s
T
a
x
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
43.04 Total :1,254.90
10
6
5
3
2
8
/
2
8
/
2
0
0
8
0
1
2
9
0
0
H
A
R
R
I
S
F
O
R
D
I
N
C
FO
C
S
2
4
2
5
9
0
UN
I
T
1
2
8
-
D
I
A
G
&
R
E
P
A
I
R
O
F
A
L
I
G
N
M
E
N
T
UN
I
T
1
2
8
-
D
I
A
G
&
R
E
P
A
I
R
O
F
A
L
I
G
N
M
E
N
T
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
4
8
0
.
0
0
365.60
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
4
8
0
.
0
0
32.54 Total :398.14
10
6
5
3
3
8
/
2
8
/
2
0
0
8
00
6
0
3
0
H
D
R
E
N
G
I
N
E
E
R
I
N
G
I
N
C
39
6
3
4
-
H
E4
G
A
.
S
e
r
v
i
c
e
s
t
h
r
u
0
8
/
0
2
/
0
8
E4
G
A
.
S
e
r
v
i
c
e
s
t
h
r
u
0
8
/
0
2
/
0
8
41
2
.
3
0
0
.
6
3
0
.
5
9
4
.
3
2
0
.
6
5
0
.
0
0
10,253.20
E7
A
C
.
S
e
r
v
i
c
e
s
t
h
r
u
0
8
/
0
2
/
0
8
40
5
8
2
-
H
E7
A
C
.
S
e
r
v
i
c
e
s
t
h
r
u
0
8
/
0
2
/
0
8
11
2
.
2
0
0
.
6
3
0
.
5
9
5
.
4
4
0
.
4
1
0
.
0
0
6,232.33 Total :16,485.53
10
6
5
3
4
8
/
2
8
/
2
0
0
8
06
9
1
6
4
H
E
W
L
E
T
T
-
P
A
C
K
A
R
D
C
O
M
P
A
N
Y
4
4
7
3
4
3
8
9
IT
E
M
K
R
8
9
0
U
A
B
A
W
H
I
C
H
R
E
P
L
A
C
E
S
A
K
5
8
9
U
S
#
A
B
It
e
m
#
K
R
8
9
0
U
A
#
A
B
A
w
h
i
c
h
r
e
p
l
a
c
e
s
~
31
0
-
0
0
1
0
0
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
3
5
0
.
0
0
1,289.00
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
3
5
0
.
0
0
114.72 Total :1,403.72
10
6
5
3
5
8
/
2
8
/
2
0
0
8
07
2
4
0
7
H
O
L
L
I
N
G
B
E
R
Y
,
J
A
M
I
E
HO
L
L
I
N
G
B
E
R
Y
0
8
2
1
RE
F
U
N
D
28 Page:
Pa
c
k
e
t
Pa
g
e
51
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
29
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
3
5
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
07
2
4
0
7
H
O
L
L
I
N
G
B
E
R
Y
,
J
A
M
I
E
RE
F
U
N
D
/
S
W
I
M
M
I
N
G
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
27.50 Total :27.50
10
6
5
3
6
8
/
2
8
/
2
0
0
8
06
7
8
6
2
H
O
M
E
D
E
P
O
T
C
R
E
D
I
T
S
E
R
V
I
C
E
S
1
0
8
1
3
7
0
YO
S
T
P
O
O
L
-
P
L
A
S
T
I
C
B
A
G
S
YO
S
T
P
O
O
L
-
P
L
A
S
T
I
C
B
A
G
S
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
9.80
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
0.88
ST
R
E
E
T
-
G
R
O
M
E
T
S
F
O
R
S
I
G
N
S
H
O
P
15
8
0
5
2
0
ST
R
E
E
T
-
G
R
O
M
E
T
S
F
O
R
S
I
G
N
S
H
O
P
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
3
1
0
.
0
0
14.80
Sa
l
e
s
T
a
x
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
3
1
0
.
0
0
1.33
CI
T
Y
H
A
L
L
-
T
A
N
K
L
E
V
E
R
15
8
0
5
4
1
CI
T
Y
H
A
L
L
-
T
A
N
K
L
E
V
E
R
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
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0
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.
6
5
1
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9
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9
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3
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0
0
0.62
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A
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P
P
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20
3
4
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S
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20
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5
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22.43
Sa
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1
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0
0
0
.
6
5
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5
1
9
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1
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0
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2.02
RA
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G
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R
S
T
A
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-
1
0
K
P
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A
/
C
20
4
7
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3
9
RA
N
G
E
R
S
T
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N
-
1
0
K
P
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T
A
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C
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0
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6
4
0
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5
7
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3
5
0
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3
1
0
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0
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399.00
Sa
l
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s
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x
00
1
.
0
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6
4
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5
7
4
.
3
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0
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3
1
0
.
0
0
35.91 29 Page:
Pa
c
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Pa
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52
of
26
7
08
/
2
8
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Vo
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30
9
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5
0
A
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Page:
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Ba
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:
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Vo
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#
De
s
c
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/Ac
c
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Amount
10
6
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3
6
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2
8
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2
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0
8
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06
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30
4
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4
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6
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6
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5
1
9
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9
2
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3
1
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.
0
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37.16
Sa
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1
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0
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6
5
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5
1
9
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9
2
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3
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0
.
0
0
3.34
FA
C
M
A
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T
S
H
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P
&
U
N
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T
5
-
P
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S
32
7
8
4
FA
C
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&
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63.29
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6
5
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1
0
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0
0
5.70
SE
W
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R
-
R
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K
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(
3
)
40
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2.20
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60
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14.81
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1.33
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R
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P
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61
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1
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R
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Sa
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3.80 30 Page:
Pa
c
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Pa
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53
of
26
7
08
/
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PL
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97.60
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0
0
8.78
ST
R
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52.10
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11
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4.68
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51
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32.29
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51
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3
1
1
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2.90
PS
-
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85
6
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27.64
Sa
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6
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2
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1
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2.48
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R
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2
2
8
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T
9
6
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90
3
0
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7
0
ST
R
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T
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2
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8
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9
6
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14.04
Sa
l
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0
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6
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5
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1.26 31 Page:
Pa
c
k
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t
Pa
g
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54
of
26
7
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/
2
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8
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32
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#
De
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c
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Amount
10
6
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29.94
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0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
0.53
LI
B
R
A
R
Y
-
S
U
P
P
L
I
E
S
91
0
2
2
8
7
LI
B
R
A
R
Y
-
S
U
P
P
L
I
E
S
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
12.45
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
1.12
PS
-
K
I
C
K
P
L
A
T
E
S
F
O
R
D
O
O
R
S
92
6
4
0
2
1
PS
-
K
I
C
K
P
L
A
T
E
S
F
O
R
D
O
O
R
S
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
29.94
FA
C
M
A
I
N
T
U
N
I
T
5
-
C
U
T
T
E
R
,
S
U
P
P
L
I
E
S
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
24.95
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
4.94 32 Page:
Pa
c
k
e
t
Pa
g
e
55
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
33
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
3
6
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
7
8
6
2
H
O
M
E
D
E
P
O
T
C
R
E
D
I
T
S
E
R
V
I
C
E
S
PW
-
S
V
C
F
E
E
FC
H
-
0
0
2
8
3
3
0
9
6
PW
-
S
V
C
F
E
E
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
5.00
PW
-
S
V
C
F
E
E
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
5.00
PW
-
S
V
C
F
E
E
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
3
1
0
.
0
0
5.00
PW
-
S
V
C
F
E
E
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
5.00 Total :1,157.17
10
6
5
3
7
8
/
2
8
/
2
0
0
8
07
2
4
1
5
H
O
W
E
,
J
U
L
I
E
HO
W
E
0
8
1
9
RE
F
U
N
D
RE
F
U
N
D
-
R
E
T
U
R
N
I
N
G
C
R
E
D
I
T
O
N
A
C
C
O
U
N
T
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
2.00 Total :2.00
10
6
5
3
8
8
/
2
8
/
2
0
0
8
0
6
0
1
6
5
H
W
A
G
E
O
S
C
I
E
N
C
E
S
I
N
C
19
2
6
5
E5
G
A
.
L
S
1
3
M
a
t
e
r
i
a
l
T
e
s
t
i
n
g
t
h
r
u
E5
G
A
.
L
S
1
3
M
a
t
e
r
i
a
l
T
e
s
t
i
n
g
t
h
r
u
41
2
.
3
0
0
.
6
3
0
.
5
9
4
.
3
2
0
.
6
5
0
.
0
0
2,684.19 Total :2,684.19
10
6
5
3
9
8
/
2
8
/
2
0
0
8
07
2
0
4
1
I
B
S
I
N
C
O
R
P
O
R
A
T
E
D
40
7
6
5
9
-
1
SH
O
P
S
U
P
P
L
I
E
S
-
P
R
O
F
D
R
I
L
L
B
I
T
S
SH
O
P
S
U
P
P
L
I
E
S
-
P
R
O
F
D
R
I
L
L
B
I
T
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
193.31
Fr
e
i
g
h
t
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
7.68
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
17.88
SH
O
P
-
R
E
T
U
R
N
E
D
P
R
O
F
D
R
I
L
L
B
I
T
S
F
O
R
C
R
40
8
2
1
4
-
1
SH
O
P
-
R
E
T
U
R
N
E
D
P
R
O
F
D
R
I
L
L
B
I
T
S
F
O
R
C
R
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
-193.31
Fr
e
i
g
h
t
F
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
-7.68
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
-17.88 33 Page:
Pa
c
k
e
t
Pa
g
e
56
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
34
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
3
9
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
07
2
0
4
1
I
B
S
I
N
C
O
R
P
O
R
A
T
E
D
FL
E
E
T
S
H
O
P
-
P
R
O
F
D
R
I
L
L
B
I
T
S
40
8
2
1
5
-
1
FL
E
E
T
S
H
O
P
-
P
R
O
F
D
R
I
L
L
B
I
T
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
168.72
Fr
e
i
g
h
t
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
7.68
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
15.70
FL
E
E
T
S
H
O
P
-
D
R
I
L
L
B
I
T
S
41
0
1
8
3
-
1
FL
E
E
T
S
H
O
P
-
D
R
I
L
L
B
I
T
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
183.36
Fr
e
i
g
h
t
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
7.13
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
16.95 Total :399.54
10
6
5
4
0
8
/
2
8
/
2
0
0
8
07
0
0
4
2
I
K
O
N
F
I
N
A
N
C
I
A
L
S
E
R
V
I
C
E
S
77
2
0
3
0
6
7
IN
V
7
7
2
0
3
0
6
7
E
D
M
O
N
D
S
P
D
RE
N
T
B
I
L
L
I
N
G
8
/
1
3
/
0
8
T
O
9
/
1
2
/
0
8
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
4
5
0
.
0
0
821.73
AD
D
I
T
I
O
N
A
L
I
M
A
G
E
S
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
4
5
0
.
0
0
303.63
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
4
5
0
.
0
0
100.17 Total :1,225.53
10
6
5
4
1
8
/
2
8
/
2
0
0
8
06
7
0
6
6
I
M
S
A
N
W
C
O
N
F
E
R
E
N
C
E
10
4
3
1
0
20
0
8
C
O
N
F
R
E
G
&
C
L
A
S
S
-
D
B
R
O
W
N
I
N
G
20
0
8
C
O
N
F
R
E
G
&
C
L
A
S
S
-
D
B
R
O
W
N
I
N
G
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
4
9
0
.
0
0
380.00
20
0
8
C
O
N
F
R
E
G
-
G
E
N
E
E
V
A
N
S
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
3
1
0
.
4
9
0
.
0
0
250.00 Total :630.00
10
6
5
4
2
8
/
2
8
/
2
0
0
8
07
1
6
3
4
I
N
T
E
G
R
A
T
E
L
E
C
O
M
01
0
4
9
4
7
4
6
C/
A
0
1
0
4
9
4
7
4
6
PR
1
-
1
C
i
t
y
P
h
o
n
e
S
e
r
v
i
c
e
7
/
1
0
-
8
/
1
0
/
0
8
00
1
.
0
0
0
.
3
9
0
.
5
2
8
.
8
0
0
.
4
2
0
.
0
0
824.22 34 Page:
Pa
c
k
e
t
Pa
g
e
57
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
35
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
(C
o
n
t
i
n
u
e
d
)
Total :824.22
10
6
5
4
2
8
/
2
8
/
2
0
0
8
0
7
1
6
3
4
0
7
1
6
3
4
I
N
T
E
G
R
A
T
E
L
E
C
O
M
10
6
5
4
3
8
/
2
8
/
2
0
0
8
0
6
9
0
4
0
I
N
T
E
R
S
T
A
T
E
A
U
T
O
P
A
R
T
W
A
R
E
H
O
U
S
E
4
7
1
6
1
4
SH
O
P
S
U
P
P
L
I
E
S
-
N
O
I
D
L
I
T
E
S
E
T
,
W
A
S
H
SH
O
P
S
U
P
P
L
I
E
S
-
N
O
I
D
L
I
T
E
S
E
T
,
W
A
S
H
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
48.79
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
4.34
SH
O
P
S
U
P
P
L
I
E
S
-
L
O
N
G
H
O
O
K
S
,
F
U
S
E
47
2
6
6
5
SH
O
P
S
U
P
P
L
I
E
S
-
L
O
N
G
H
O
O
K
S
,
F
U
S
E
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
724.19
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
64.45 Total :841.77
10
6
5
4
4
8
/
2
8
/
2
0
0
8
06
7
5
1
2
J
A
C
O
E
N
V
I
R
O
N
M
E
N
T
A
L
I
N
C
17
2
4
2
FA
C
M
A
I
N
T
-
A
P
P
L
I
A
N
C
E
R
E
C
Y
C
L
E
FA
C
M
A
I
N
T
-
A
P
P
L
I
A
N
C
E
R
E
C
Y
C
L
E
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
7
0
.
0
0
25.00
ST
O
R
M
-
A
P
P
L
I
A
N
C
E
R
E
C
Y
C
L
E
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
3
2
0
.
4
9
0
.
0
0
50.00 Total :75.00
10
6
5
4
5
8
/
2
8
/
2
0
0
8
01
5
2
7
0
J
C
I
J
O
N
E
S
C
H
E
M
I
C
A
L
S
I
N
C
4
0
3
6
0
4
54
2
7
8
8
2
5
HY
P
O
C
H
L
O
R
I
T
E
S
O
L
U
T
I
O
N
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
5
3
3,377.19
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
5
3
297.19 Total :3,674.38
10
6
5
4
6
8
/
2
8
/
2
0
0
8
07
1
2
7
3
J
O
H
A
N
N
E
S
S
E
N
,
L
A
U
R
I
J
O
H
A
N
N
E
S
S
E
N
0
8
1
4
RE
F
U
N
D
CL
A
S
S
R
E
F
U
N
D
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
224.00 Total :224.00
10
6
5
4
7
8
/
2
8
/
2
0
0
8
07
2
1
9
9
J
O
N
E
S
&
S
T
O
K
E
S
A
S
S
O
C
I
A
T
E
S
I
N
C
0
0
5
4
8
9
3
E7
A
D
.
S
e
r
v
i
c
e
s
t
h
r
u
0
7
/
2
7
/
0
8
E7
A
D
.
S
e
r
v
i
c
e
s
t
h
r
u
0
7
/
2
7
/
0
8
11
2
.
2
0
0
.
6
3
0
.
5
9
5
.
4
4
0
.
4
1
0
.
0
0
5,364.99 35 Page:
Pa
c
k
e
t
Pa
g
e
58
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
36
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
(C
o
n
t
i
n
u
e
d
)
Total :5,364.99
10
6
5
4
7
8
/
2
8
/
2
0
0
8
0
7
2
1
9
9
07
2
1
9
9
J
O
N
E
S
&
S
T
O
K
E
S
A
S
S
O
C
I
A
T
E
S
I
N
C
10
6
5
4
8
8
/
2
8
/
2
0
0
8
0
7
0
0
1
9
J
U
D
I
C
I
A
L
C
O
N
F
R
E
G
I
S
T
R
A
T
I
O
N
2
2
9
0
8
CO
U
R
T
T
R
A
I
N
I
N
G
F
O
R
E
S
P
I
N
O
Z
A
A
N
D
I
V
A
N
J
A
C
K
CO
U
R
T
T
R
A
I
N
I
N
G
F
O
R
E
S
P
I
N
O
Z
A
A
N
D
I
V
A
N
J
A
C
K
00
1
.
0
0
0
.
2
3
0
.
5
1
2
.
5
0
0
.
4
9
0
.
0
0
200.00 Total :200.00
10
6
5
4
9
8
/
2
8
/
2
0
0
8
07
2
4
1
6
J
U
N
D
,
S
A
R
A
H
JU
N
D
0
8
1
9
RE
F
U
N
D
RE
F
U
N
D
O
F
D
A
M
A
G
E
D
E
P
O
S
I
T
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
110.00 Total :110.00
10
6
5
5
0
8
/
2
8
/
2
0
0
8
07
2
4
0
8
K
E
I
F
F
E
R
,
E
M
I
L
Y
KE
I
F
F
E
R
0
8
2
1
RE
F
U
N
D
RE
F
U
N
D
/
S
W
I
M
M
I
N
G
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
5.50 Total :5.50
10
6
5
5
1
8
/
2
8
/
2
0
0
8
07
1
1
3
7
K
I
D
Z
L
O
V
E
S
O
C
C
E
R
KI
D
Z
9
4
2
7
KI
D
Z
L
O
V
E
S
O
C
C
E
R
C
L
A
S
S
E
S
36 Page:
Pa
c
k
e
t
Pa
g
e
59
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
37
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
5
1
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
07
1
1
3
7
K
I
D
Z
L
O
V
E
S
O
C
C
E
R
CL
A
S
S
#
9
4
2
7
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
773.50
CL
A
S
S
#
9
4
2
8
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
910.00
CL
A
S
S
#
9
4
2
9
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
1,365.00
CL
A
S
S
#
9
4
3
0
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
1,365.00
CL
A
S
S
#
9
4
3
1
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
500.50
CL
A
S
S
#
9
4
3
2
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
910.00
CL
A
S
S
#
9
4
3
3
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
1,365.00
CL
A
S
S
#
9
4
3
4
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
1,274.00
CL
A
S
S
#
9
4
3
5
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
637.00
CL
A
S
S
#
9
4
3
6
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
364.00
CL
A
S
S
#
1
0
1
9
7
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
318.50 Total :9,782.50
10
6
5
5
2
8
/
2
8
/
2
0
0
8
07
2
4
1
7
K
I
M
,
S
U
S
A
N
K
I
M
0
8
1
3
RE
F
U
N
D
CL
A
S
S
R
E
F
U
N
D
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
42.00 Total :42.00
10
6
5
5
3
8
/
2
8
/
2
0
0
8
01
1
0
5
0
K
R
O
G
E
R
F
R
E
D
M
E
Y
E
R
C
U
S
T
O
M
E
R
C
H
R
71
5
1
3
1
OP
S
S
U
P
P
L
I
E
S
st
a
t
i
o
n
s
'
l
i
n
e
n
s
u
p
p
l
i
e
s
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
3
1
0
.
0
0
371.80
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
3
1
0
.
0
0
33.09 37 Page:
Pa
c
k
e
t
Pa
g
e
60
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
38
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
(C
o
n
t
i
n
u
e
d
)
Total :404.89
10
6
5
5
3
8
/
2
8
/
2
0
0
8
0
1
1
0
5
0
01
1
0
5
0
K
R
O
G
E
R
F
R
E
D
M
E
Y
E
R
C
U
S
T
O
M
E
R
C
H
R
10
6
5
5
4
8
/
2
8
/
2
0
0
8
0
1
6
8
5
0
K
U
K
E
R
R
A
N
K
E
N
I
N
C
34
0
2
2
6
-
0
0
1
Ro
l
l
s
P
l
o
t
t
e
r
B
o
n
d
Ro
l
l
s
P
l
o
t
t
e
r
B
o
n
d
00
1
.
0
0
0
.
6
2
0
.
5
5
8
.
8
0
0
.
3
1
0
.
0
0
385.00
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
2
0
.
5
5
8
.
8
0
0
.
3
1
0
.
0
0
34.27 Total :419.27
10
6
5
5
5
8
/
2
8
/
2
0
0
8
01
7
0
5
0
K
W
I
C
K
'
N
K
L
E
E
N
C
A
R
W
A
S
H
08
0
8
0
8
-
0
1
IN
V
#
0
8
0
8
0
8
-
0
1
-
E
D
M
O
N
D
S
P
D
60
B
A
S
I
C
C
A
R
W
A
S
H
E
S
/
J
U
L
Y
2
0
0
8
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
2
0
.
4
8
0
.
0
0
150.60
2
V
A
N
W
A
S
H
E
S
/
J
U
L
Y
2
0
0
8
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
2
0
.
4
8
0
.
0
0
10.02 Total :160.62
10
6
5
5
6
8
/
2
8
/
2
0
0
8
07
2
3
9
3
L
A
W
E
N
F
O
R
C
E
M
E
N
T
A
S
S
C
I
N
C
0
8
0
1
6
5
8
-
I
N
IN
V
#
0
8
0
1
6
5
8
-
I
N
E
D
M
O
N
D
S
P
D
GR
A
F
F
I
T
I
C
A
M
W
/
D
V
R
~
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
1
0
.
3
5
0
.
0
0
7,700.00
HY
P
E
R
D
R
I
V
E
S
P
A
C
E
4
0
G
B
~
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
1
0
.
3
5
0
.
0
0
199.00
B/
W
C
A
M
E
R
A
,
L
O
W
L
I
G
H
T
W
/
L
E
N
S
~
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
1
0
.
3
5
0
.
0
0
295.00
Fr
e
i
g
h
t
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
1
0
.
3
5
0
.
0
0
125.00 Total :8,319.00
10
6
5
5
7
8
/
2
8
/
2
0
0
8
07
0
6
6
9
L
E
V
E
N
H
A
G
E
N
,
K
A
T
H
R
Y
N
LE
V
E
H
H
A
G
E
N
0
8
1
9
RE
F
U
N
D
RE
F
U
N
D
O
F
C
R
E
D
I
T
O
N
A
C
C
O
U
N
T
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
4.00 Total :4.00
10
6
5
5
8
8
/
2
8
/
2
0
0
8
07
2
4
1
8
L
U
P
O
,
G
I
N
A
LU
P
O
0
8
1
9
RE
F
U
N
D
RE
F
U
N
D
O
F
E
P
R
D
A
M
A
G
E
D
E
P
O
S
I
T
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
500.00 Total :500.00 38 Page:
Pa
c
k
e
t
Pa
g
e
61
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
39
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
5
9
8
/
2
8
/
2
0
0
8
01
8
9
5
0
L
Y
N
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3.55 39 Page:
Pa
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Pa
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13.17
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Pa
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Pa
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4.71 41 Page:
Pa
c
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Pa
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64
of
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T
S
U
P
P
L
I
E
S
-
S
I
L
G
L
Y
D
E
,
T
H
R
E
A
D
L
O
C
K
E
R
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
34.66
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
3.08
UN
I
T
4
8
6
-
A
I
R
F
L
I
T
E
R
S
55
6
8
2
8
UN
I
T
4
8
6
-
A
I
R
F
L
I
T
E
R
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
66.08
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
5.88
RE
T
U
R
N
S
U
P
P
L
I
E
S
55
6
8
9
1
RE
T
U
R
N
S
U
P
P
L
I
E
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
-61.67
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
-5.49
UN
I
T
1
2
6
-
T
H
R
E
A
D
L
O
C
K
E
R
,
P
T
E
X
T
H
R
D
S
E
A
L
55
6
9
5
0
UN
I
T
1
2
6
-
T
H
R
E
A
D
L
O
C
K
E
R
,
P
T
E
X
T
H
R
D
S
E
A
L
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
22.48
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
2.00
UN
I
T
6
4
7
-
T
R
A
N
S
F
I
L
T
E
R
55
6
9
5
9
UN
I
T
6
4
7
-
T
R
A
N
S
F
I
L
T
E
R
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
16.81
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
1.50
UN
I
T
E
Q
3
7
P
O
-
S
P
L
I
T
P
O
L
Y
L
O
O
M
55
7
0
6
1
UN
I
T
E
Q
3
7
P
O
-
S
P
L
I
T
P
O
L
Y
L
O
O
M
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
12.00
Sa
l
e
s
T
a
x
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
1.07 42 Page:
Pa
c
k
e
t
Pa
g
e
65
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
43
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
5
9
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
01
8
9
5
0
L
Y
N
N
W
O
O
D
A
U
T
O
P
A
R
T
S
I
N
C
UN
I
T
8
6
-
W
A
T
E
R
P
U
M
P
,
A
I
R
F
I
L
T
E
R
55
7
0
8
5
UN
I
T
8
6
-
W
A
T
E
R
P
U
M
P
,
A
I
R
F
I
L
T
E
R
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
59.88
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
5.33 Total :729.85
10
6
5
6
0
8
/
2
8
/
2
0
0
8
0
1
8
9
7
0
L
Y
N
N
W
O
O
D
D
O
D
G
E
26
3
6
2
7
-
1
UN
I
T
1
2
1
-
C
L
A
M
P
S
UN
I
T
1
2
1
-
C
L
A
M
P
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
20.52
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
1.82
UN
I
T
9
0
-
B
R
A
K
E
R
O
T
O
R
,
P
A
D
K
I
T
26
3
8
1
2
-
1
UN
I
T
9
0
-
B
R
A
K
E
R
O
T
O
R
,
P
A
D
K
I
T
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
543.76
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
48.39
UN
I
T
9
0
-
G
A
S
K
E
T
26
3
8
5
4
UN
I
T
9
0
-
G
A
S
K
E
T
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
4.42
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
0.39 Total :619.30
10
6
5
6
1
8
/
2
8
/
2
0
0
8
01
8
9
8
0
L
Y
N
N
W
O
O
D
H
O
N
D
A
61
6
6
6
3
UN
I
T
3
0
4
-
O
I
L
S
E
A
L
S
,
H
O
N
D
A
B
O
N
D
UN
I
T
3
0
4
-
O
I
L
S
E
A
L
S
,
H
O
N
D
A
B
O
N
D
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
31.06
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
2.76 Total :33.82
10
6
5
6
2
8
/
2
8
/
2
0
0
8
07
2
4
0
3
M
A
A
C
O
C
O
L
L
I
S
I
O
N
R
E
P
A
I
R
A
N
D
1
6
3
0
4
IN
V
#
1
6
3
0
4
-
E
D
M
O
N
D
S
P
D
43 Page:
Pa
c
k
e
t
Pa
g
e
66
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
44
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
6
2
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
07
2
4
0
3
M
A
A
C
O
C
O
L
L
I
S
I
O
N
R
E
P
A
I
R
A
N
D
RE
P
A
I
R
H
O
L
E
S
I
N
S
W
A
T
V
E
H
I
C
L
E
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
3
0
.
4
8
0
.
0
0
2,854.51
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
3
0
.
4
8
0
.
0
0
245.49 Total :3,100.00
10
6
5
6
3
8
/
2
8
/
2
0
0
8
02
0
0
3
9
M
C
M
A
S
T
E
R
-
C
A
R
R
S
U
P
P
L
Y
C
O
9
5
9
0
3
1
9
8
12
3
1
0
6
8
0
0
CA
L
C
U
L
A
T
O
R
/
S
C
R
E
W
D
R
I
V
E
R
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
1
29.74
Fr
e
i
g
h
t
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
1
5.33 Total :35.07
10
6
5
6
4
8
/
2
8
/
2
0
0
8
07
1
3
9
2
M
E
D
I
A
B
A
Y
P
R
O
D
U
C
T
I
O
N
S
L
L
C
2
0
0
7
-
4
2
4
OU
T
D
O
O
R
C
I
N
E
M
A
P
A
C
K
A
G
E
CO
M
P
L
E
T
E
O
U
T
D
O
O
R
C
I
N
E
M
A
P
A
C
K
A
G
E
~
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
2,200.00
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
198.00 Total :2,398.00
10
6
5
6
5
8
/
2
8
/
2
0
0
8
06
4
2
9
0
M
E
L
'
S
H
A
U
L
I
N
G
81
8
0
8
W
A
T
E
R
-
T
O
P
S
O
I
L
W
A
T
E
R
-
T
O
P
S
O
I
L
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
64.88
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
5.77 Total :70.65
10
6
5
6
6
8
/
2
8
/
2
0
0
8
06
3
7
7
3
M
I
C
R
O
F
L
E
X
00
0
1
8
0
0
5
Ju
l
y
-
0
8
T
a
x
A
u
d
i
t
P
r
o
g
r
a
m
Ju
l
y
-
0
8
T
a
x
A
u
d
i
t
P
r
o
g
r
a
m
00
1
.
0
0
0
.
3
1
0
.
5
1
4
.
2
3
0
.
4
1
0
.
0
0
65.77 Total :65.77
10
6
5
6
7
8
/
2
8
/
2
0
0
8
02
1
9
8
3
M
O
T
O
R
T
R
U
C
K
S
I
N
C
11
0
1
5
0
9
2
0
SH
O
P
S
U
P
P
L
I
E
S
-
F
R
E
E
Z
E
&
R
E
L
E
A
S
E
44 Page:
Pa
c
k
e
t
Pa
g
e
67
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
45
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
6
7
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
02
1
9
8
3
M
O
T
O
R
T
R
U
C
K
S
I
N
C
SH
O
P
S
U
P
P
L
I
E
S
-
F
R
E
E
Z
E
&
R
E
L
E
A
S
E
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
10.93
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
1
.
0
0
0.94 Total :11.87
10
6
5
6
8
8
/
2
8
/
2
0
0
8
06
6
2
3
6
M
U
R
R
A
Y
,
F
R
A
N
M
U
R
R
A
Y
9
5
9
3
EC
O
O
N
T
H
E
G
O
!
EC
O
-
O
N
T
H
E
G
O
!
#
9
5
9
3
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
3
5
0
.
4
1
0
.
0
0
441.00 Total :441.00
10
6
5
6
9
8
/
2
8
/
2
0
0
8
0
6
4
5
7
0
N
A
T
I
O
N
A
L
S
A
F
E
T
Y
I
N
C
02
3
0
6
4
1
-
I
N
W
A
T
E
R
/
S
E
W
E
R
-
O
2
S
E
N
D
O
R
F
O
R
G
X
2
0
0
1
W
A
T
E
R
/
S
E
W
E
R
-
O
2
S
E
N
D
O
R
F
O
R
G
X
2
0
0
1
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
45.00
W
A
T
E
R
/
S
E
W
E
R
-
O
2
S
E
N
D
O
R
F
O
R
G
X
2
0
0
1
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
45.00
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
4.01
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
4.00
W
A
T
E
R
/
S
E
W
E
R
-
L
G
&
X
L
G
H
V
Y
D
T
Y
N
T
R
L
E
02
3
0
9
1
3
-
I
N
W
A
T
E
R
/
S
E
W
E
R
-
L
G
&
X
L
G
H
V
Y
D
T
Y
N
T
R
L
E
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
73.50
W
A
T
E
R
/
S
E
W
E
R
-
L
G
&
X
L
G
H
V
Y
D
T
Y
N
T
R
L
E
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
73.50
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
6.55
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
6.54 Total :258.10
10
6
5
7
0
8
/
2
8
/
2
0
0
8
06
6
5
1
1
N
C
N
I
E
S
CA
M
E
R
O
N
RE
G
F
O
R
C
A
M
E
R
O
N
9
/
2
2
/
0
8
RE
G
I
S
T
R
A
T
I
O
N
C
A
M
E
R
O
N
9
/
2
2
/
0
8
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
4
0
0
.
4
9
0
.
0
0
169.00 45 Page:
Pa
c
k
e
t
Pa
g
e
68
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
46
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
7
0
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
6
5
1
1
N
C
N
I
E
S
RE
G
F
O
R
R
I
C
H
A
R
D
S
O
N
9
/
2
2
/
0
8
RI
C
H
A
R
D
S
O
N
RE
G
I
S
T
R
A
T
I
O
N
F
O
R
R
I
C
H
A
R
D
S
O
N
~
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
4
0
0
.
4
3
0
.
0
0
169.00 Total :338.00
10
6
5
7
1
8
/
2
8
/
2
0
0
8
02
4
3
0
2
N
E
L
S
O
N
P
E
T
R
O
L
E
U
M
03
7
8
8
0
7
-
I
N
FL
E
E
T
-
F
I
L
T
E
R
I
N
V
E
N
T
O
R
Y
FL
E
E
T
-
F
I
L
T
E
R
I
N
V
E
N
T
O
R
Y
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
4
0
.
4
0
16.75
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
4
0
.
4
0
1.43
FL
E
E
T
-
F
I
L
T
E
R
I
N
V
E
N
T
O
R
Y
03
7
8
8
0
8
-
I
N
FL
E
E
T
-
F
I
L
T
E
R
I
N
V
E
N
T
O
R
Y
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
4
0
.
4
0
70.91
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
4
0
.
4
0
6.31 Total :95.40
10
6
5
7
2
8
/
2
8
/
2
0
0
8
07
2
0
3
2
N
O
R
R
,
J
U
L
I
E
N
O
R
R
9
4
4
9
W
I
G
G
L
E
S
&
G
I
G
G
L
E
S
W
I
G
G
L
E
S
&
G
I
G
G
L
E
S
#
9
4
4
9
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
224.00 Total :224.00
10
6
5
7
3
8
/
2
8
/
2
0
0
8
02
4
9
6
0
N
O
R
T
H
C
O
A
S
T
E
L
E
C
T
R
I
C
C
O
M
P
A
N
Y
S
2
3
5
8
1
2
6
.
0
0
1
20
9
1
LA
M
P
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
2
207.60
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
2
18.48 Total :226.08
10
6
5
7
4
8
/
2
8
/
2
0
0
8
06
6
3
9
1
N
O
R
T
H
S
T
A
R
C
H
E
M
I
C
A
L
I
N
C
00
9
3
5
9
3
SO
D
I
U
M
B
I
S
U
L
F
I
T
E
SO
D
I
U
M
B
I
S
U
L
F
I
T
E
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
5
4
592.50
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
5
4
52.73 Total :645.23 46 Page:
Pa
c
k
e
t
Pa
g
e
69
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
47
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
7
5
8
/
2
8
/
2
0
0
8
06
1
0
1
3
N
O
R
T
H
W
E
S
T
C
A
S
C
A
D
E
I
N
C
07
8
8
6
4
6
HO
N
E
Y
B
U
C
K
E
T
R
E
N
T
A
L
HO
N
E
Y
B
U
C
K
E
T
R
E
N
T
A
L
:
~
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
5
0
.
0
0
92.20
HO
N
E
Y
B
U
C
K
E
T
R
E
N
T
A
L
07
8
8
6
4
7
HO
N
E
Y
B
U
C
K
E
T
R
E
N
T
A
L
:
~
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
5
0
.
0
0
98.02
HO
N
E
Y
B
U
C
K
E
T
R
E
N
T
A
L
07
9
6
0
1
9
HO
N
E
Y
B
U
C
K
E
T
R
E
N
T
A
L
:
~
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
5
0
.
0
0
98.02 Total :288.24
10
6
5
7
6
8
/
2
8
/
2
0
0
8
02
5
6
9
0
N
O
Y
E
S
,
K
A
R
I
N
00
0
0
0
5
7
3
PB
M
i
n
u
t
e
t
a
k
e
r
8
-
1
3
-
0
8
PB
M
i
n
u
t
e
t
a
k
e
r
8
-
1
3
-
0
8
00
1
.
0
0
0
.
6
2
0
.
5
5
8
.
6
0
0
.
4
1
0
.
0
0
384.00 Total :384.00
10
6
5
7
7
8
/
2
8
/
2
0
0
8
0
6
3
5
1
1
O
F
F
I
C
E
M
A
X
I
N
C
03
6
2
2
6
OF
F
I
C
E
S
U
P
P
L
I
E
S
9
X
1
2
E
N
V
E
L
O
P
E
S
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
1
0
0
.
3
1
0
.
0
0
22.07
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
1
0
0
.
3
1
0
.
0
0
1.96
OF
F
I
C
E
S
U
P
P
L
I
E
S
73
0
6
6
4
TO
N
E
R
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
168.42
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
15.16
OF
F
I
C
E
S
U
P
P
L
I
E
S
81
8
9
8
6
PE
N
S
,
T
O
N
E
R
,
E
T
C
.
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
1
0
0
.
3
1
0
.
0
0
114.77
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
1
0
0
.
3
1
0
.
0
0
10.22 Total :332.60
10
6
5
7
8
8
/
2
8
/
2
0
0
8
06
3
5
1
1
O
F
F
I
C
E
M
A
X
I
N
C
16
8
5
4
4
Pa
p
e
r
47 Page:
Pa
c
k
e
t
Pa
g
e
70
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
48
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
7
8
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
3
5
1
1
O
F
F
I
C
E
M
A
X
I
N
C
Pa
p
e
r
00
1
.
0
0
0
.
3
1
0
.
5
1
4
.
2
3
0
.
3
1
0
.
0
0
211.32
20
0
9
C
a
l
e
n
d
a
r
U
B
D
e
p
t
00
1
.
0
0
0
.
3
1
0
.
5
1
4
.
2
3
0
.
3
1
0
.
0
0
43.29
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
3
1
0
.
5
1
4
.
2
3
0
.
3
1
0
.
0
0
22.66 Total :277.27
10
6
5
7
9
8
/
2
8
/
2
0
0
8
0
6
3
5
1
1
O
F
F
I
C
E
M
A
X
I
N
C
10
5
4
6
4
52
0
4
3
7
IN
K
J
E
T
C
A
R
T
R
I
D
G
E
S
/
L
O
G
B
O
O
K
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
4
1
169.94
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
4
1
15.13
52
0
4
3
7
13
0
8
2
9
LO
G
B
O
O
K
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
4
1
-78.04
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
4
1
-6.94
52
0
4
3
7
13
1
0
3
9
LO
G
B
O
O
K
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
4
1
81.11
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
4
1
7.21 Total :188.41
10
6
5
8
0
8
/
2
8
/
2
0
0
8
06
3
5
1
1
O
F
F
I
C
E
M
A
X
I
N
C
09
9
0
4
6
OF
F
I
C
E
S
U
P
P
L
I
E
S
Of
f
i
c
e
S
u
p
p
l
i
e
s
00
1
.
0
0
0
.
2
5
0
.
5
1
4
.
3
0
0
.
3
1
0
.
0
0
129.38
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
2
5
0
.
5
1
4
.
3
0
0
.
3
1
0
.
0
0
11.52
OF
F
I
C
E
S
U
P
P
L
I
E
S
13
1
4
1
7
Of
f
i
c
e
S
u
p
p
l
i
e
s
00
1
.
0
0
0
.
2
5
0
.
5
1
4
.
3
0
0
.
3
1
0
.
0
0
-42.64
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
2
5
0
.
5
1
4
.
3
0
0
.
3
1
0
.
0
0
-3.79 48 Page:
Pa
c
k
e
t
Pa
g
e
71
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
49
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
(C
o
n
t
i
n
u
e
d
)
Total :94.47
10
6
5
8
0
8
/
2
8
/
2
0
0
8
0
6
3
5
1
1
0
6
3
5
1
1
O
F
F
I
C
E
M
A
X
I
N
C
10
6
5
8
1
8
/
2
8
/
2
0
0
8
0
6
3
5
1
1
O
F
F
I
C
E
M
A
X
I
N
C
15
0
9
7
7
Of
f
i
c
e
S
u
p
p
l
i
e
s
-
D
S
D
Of
f
i
c
e
S
u
p
p
l
i
e
s
-
D
S
D
00
1
.
0
0
0
.
6
2
0
.
5
5
8
.
8
0
0
.
3
1
0
.
0
0
280.33 Total :280.33
10
6
5
8
2
8
/
2
8
/
2
0
0
8
02
5
8
8
9
O
G
D
E
N
M
U
R
P
H
Y
A
N
D
W
A
L
L
A
C
E
6
6
8
9
4
6
JU
L
Y
0
8
L
E
G
A
L
F
E
E
S
Ju
l
y
-
0
8
L
e
g
a
l
F
e
e
s
00
1
.
0
0
0
.
3
6
0
.
5
1
5
.
1
0
0
.
4
1
0
.
0
0
30,707.46
JU
L
Y
-
0
8
R
E
T
A
I
N
E
R
F
E
E
S
66
8
9
4
9
Ju
l
y
-
0
8
r
e
t
a
i
n
e
r
f
e
e
s
00
1
.
0
0
0
.
3
6
0
.
5
1
5
.
1
0
0
.
4
1
0
.
0
0
15,691.10 Total :46,398.56
10
6
5
8
3
8
/
2
8
/
2
0
0
8
02
5
8
8
9
O
G
D
E
N
M
U
R
P
H
Y
A
N
D
W
A
L
L
A
C
E
6
6
8
9
4
9
Le
g
i
s
l
a
t
i
v
e
l
e
g
a
l
f
e
e
s
-
J
u
l
y
2
0
0
8
Le
g
i
s
l
a
t
i
v
e
l
e
g
a
l
f
e
e
s
-
J
u
l
y
2
0
0
8
00
1
.
0
0
0
.
1
1
0
.
5
1
1
.
1
0
0
.
4
1
0
.
0
0
9,003.70 Total :9,003.70
10
6
5
8
4
8
/
2
8
/
2
0
0
8
06
3
7
5
0
O
R
C
A
P
A
C
I
F
I
C
I
N
C
03
5
4
5
0
YO
S
T
P
O
O
L
S
U
P
P
L
I
E
S
YO
S
T
P
O
O
L
C
H
E
M
I
C
A
L
S
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
252.40
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
22.47 Total :274.87
10
6
5
8
5
8
/
2
8
/
2
0
0
8
00
2
2
0
3
O
W
E
N
E
Q
U
I
P
M
E
N
T
C
O
M
P
A
N
Y
0
0
0
5
0
2
4
1
UN
I
T
5
5
-
F
C
9
0
D
E
G
N
O
Z
UN
I
T
5
5
-
F
C
9
0
D
E
G
N
O
Z
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
216.30
Fr
e
i
g
h
t
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
11.51
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
20.28 49 Page:
Pa
c
k
e
t
Pa
g
e
72
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
50
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
8
5
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
00
2
2
0
3
O
W
E
N
E
Q
U
I
P
M
E
N
T
C
O
M
P
A
N
Y
UN
I
T
5
5
-
S
U
C
T
I
O
N
H
O
S
E
00
0
5
0
2
4
2
UN
I
T
5
5
-
S
U
C
T
I
O
N
H
O
S
E
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
1,003.72
Fr
e
i
g
h
t
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
37.29
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
92.65 Total :1,381.75
10
6
5
8
6
8
/
2
8
/
2
0
0
8
07
0
9
3
1
P
A
T
T
O
N
B
O
G
G
S
L
L
P
0
7
2
0
0
8
DC
L
O
B
B
Y
I
S
T
F
O
R
J
U
L
Y
2
0
0
8
DC
L
o
b
b
y
i
s
t
c
h
a
r
g
e
s
f
o
r
J
u
l
y
2
0
0
8
00
1
.
0
0
0
.
6
1
0
.
5
1
9
.
7
0
0
.
4
1
0
.
0
0
4,000.00 Total :4,000.00
10
6
5
8
7
8
/
2
8
/
2
0
0
8
07
0
0
0
3
P
A
X
T
O
N
,
L
A
U
R
E
L
P
A
X
T
O
N
9
3
5
6
SU
M
M
E
R
T
H
E
A
T
E
R
C
A
M
P
SU
M
M
E
R
T
H
E
A
T
E
R
C
A
M
P
#
9
3
5
6
00
1
.
0
0
0
.
6
4
0
.
5
7
4
.
2
0
0
.
4
1
0
.
0
0
3,601.50 Total :3,601.50
10
6
5
8
8
8
/
2
8
/
2
0
0
8
06
9
9
4
4
P
E
C
K
,
E
L
I
Z
A
B
E
T
H
PE
C
K
9
5
6
2
PI
L
A
T
E
S
PI
L
A
T
E
S
S
T
R
E
T
C
H
&
S
C
U
L
P
T
#
9
5
6
2
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
4
0
.
4
1
0
.
0
0
280.00 Total :280.00
10
6
5
8
9
8
/
2
8
/
2
0
0
8
07
2
4
0
9
P
E
T
O
S
A
,
E
M
I
L
Y
PE
T
O
S
A
0
8
2
1
RE
F
U
N
D
RE
F
U
N
D
/
S
W
I
M
M
I
N
G
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
5.50 Total :5.50
10
6
5
9
0
8
/
2
8
/
2
0
0
8
0
0
8
4
7
5
P
E
T
T
Y
C
A
S
H
-
P
U
B
L
I
C
W
O
R
K
S
7
/
7
-
8
/
2
6
/
0
8
FA
C
M
A
I
N
T
-
M
A
Y
-
J
U
L
Y
0
8
M
I
L
E
A
G
E
~
50 Page:
Pa
c
k
e
t
Pa
g
e
73
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
51
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
9
0
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
00
8
4
7
5
P
E
T
T
Y
C
A
S
H
-
P
U
B
L
I
C
W
O
R
K
S
FA
C
M
A
I
N
T
-
M
A
Y
-
J
U
L
Y
0
8
M
I
L
E
A
G
E
~
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
3
0
.
0
0
22.69
FA
C
M
A
I
N
T
-
T
R
U
C
K
S
H
A
R
P
E
N
E
R
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
19.61
ST
R
E
E
T
-
C
D
L
P
H
Y
F
E
E
S
-
B
S
A
N
D
E
R
S
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
55.00
SI
G
N
S
H
O
P
-
C
E
L
L
P
H
O
N
E
C
A
S
E
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
3
1
0
.
0
0
16.33
W
A
T
E
R
Q
U
A
L
I
T
Y
-
V
I
N
E
G
A
R
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
21.54
W
A
T
E
R
-
C
R
O
S
S
C
O
N
N
E
C
T
I
O
N
C
E
R
T
I
F
I
C
A
T
I
O
N
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
9
0
.
0
0
86.00
W
A
T
E
R
-
O
I
L
F
O
R
T
R
U
C
K
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
4.85
W
A
T
E
R
/
S
E
W
E
R
O
F
F
I
C
E
-
F
A
N
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
17.29
SE
W
E
R
P
U
M
P
S
T
2
-
P
U
D
I
N
S
P
E
C
T
I
O
N
F
E
E
S
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
7
0
.
0
0
66.00
UN
I
T
S
E
Q
0
4
,
0
5
,
0
7
,
4
5
P
O
-
L
I
C
F
E
E
S
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
131.00 Total :440.31
10
6
5
9
1
8
/
2
8
/
2
0
0
8
07
2
4
1
0
P
O
B
L
E
,
E
M
E
Y
L
N
PO
B
L
E
0
8
2
1
RE
F
U
N
D
RE
F
U
N
D
/
S
W
I
M
M
I
N
G
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
5.50 Total :5.50
10
6
5
9
2
8
/
2
8
/
2
0
0
8
06
5
1
0
5
P
O
R
T
S
U
P
P
L
Y
00
6
7
9
6
UN
I
T
M
1
6
-
S
A
L
T
A
W
A
Y
C
O
M
B
O
K
I
T
UN
I
T
M
1
6
-
S
A
L
T
A
W
A
Y
C
O
M
B
O
K
I
T
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
28.19
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
2.51 Total :30.70
10
6
5
9
3
8
/
2
8
/
2
0
0
8
04
6
9
0
0
P
U
G
E
T
S
O
U
N
D
E
N
E
R
G
Y
08
4
-
9
0
4
-
7
0
0
-
6
W
W
T
P
P
U
G
E
T
S
O
U
N
D
E
N
E
R
G
Y
51 Page:
Pa
c
k
e
t
Pa
g
e
74
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
52
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
9
3
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
04
6
9
0
0
P
U
G
E
T
S
O
U
N
D
E
N
E
R
G
Y
W
W
T
P
P
U
G
E
T
S
O
U
N
D
E
N
E
R
G
Y
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
7
2
.
6
3
24.79 Total :24.79
10
6
5
9
4
8
/
2
8
/
2
0
0
8
03
1
6
0
0
R
E
L
I
A
B
L
E
F
L
O
O
R
C
O
V
E
R
I
N
G
S
1
1
0
8
0
2
PL
A
Z
A
R
O
O
M
-
4
"
R
O
P
P
E
(
1
0
0
L
F
)
PL
A
Z
A
R
O
O
M
-
4
"
R
O
P
P
E
(
1
0
0
L
F
)
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
114.00
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
3
1
0
.
0
0
10.15 Total :124.15
10
6
5
9
5
8
/
2
8
/
2
0
0
8
0
6
8
4
8
3
R
H
2
E
N
G
I
N
E
E
R
I
N
G
I
N
C
48
0
7
5
E3
J
C
.
S
e
r
v
i
c
e
s
t
h
r
u
0
7
/
2
7
/
0
8
E3
J
C
.
S
e
r
v
i
c
e
s
t
h
r
u
0
7
/
2
7
/
0
8
41
2
.
1
0
0
.
6
3
0
.
5
9
4
.
3
2
0
.
6
5
0
.
0
0
2,208.05 Total :2,208.05
10
6
5
9
6
8
/
2
8
/
2
0
0
8
07
2
4
1
9
S
C
H
O
B
E
R
,
M
E
L
I
S
S
A
SC
H
O
B
E
R
0
8
1
9
RE
F
U
N
D
RE
F
U
N
D
O
F
C
R
E
D
I
T
O
N
A
C
C
O
U
N
T
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
10.27 Total :10.27
10
6
5
9
7
8
/
2
8
/
2
0
0
8
06
6
9
6
4
S
E
A
T
T
L
E
A
U
T
O
M
O
T
I
V
E
D
I
S
T
I
N
C
0
3
-
8
5
2
7
3
7
FL
E
E
T
S
H
O
P
-
B
R
A
K
E
P
A
D
FL
E
E
T
S
H
O
P
-
B
R
A
K
E
P
A
D
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
34.88
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
3.10
FL
E
E
T
-
B
R
A
K
E
P
A
D
K
I
T
S
03
-
8
5
3
0
7
1
FL
E
E
T
-
B
R
A
K
E
P
A
D
K
I
T
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
67.27
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
5.99 52 Page:
Pa
c
k
e
t
Pa
g
e
75
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
53
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
9
7
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
6
9
6
4
S
E
A
T
T
L
E
A
U
T
O
M
O
T
I
V
E
D
I
S
T
I
N
C
UN
I
T
1
1
6
-
F
U
E
L
F
I
L
T
E
R
S
03
-
8
5
4
6
8
6
UN
I
T
1
1
6
-
F
U
E
L
F
I
L
T
E
R
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
38.64
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
3.44
UN
I
T
1
2
7
-
S
H
O
E
K
I
T
,
O
I
L
S
E
A
L
03
-
8
5
5
9
4
3
UN
I
T
1
2
7
-
S
H
O
E
K
I
T
,
O
I
L
S
E
A
L
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
116.76
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
10.39
UN
I
T
7
0
-
H
O
S
E
,
P
U
M
P
K
I
T
,
T
H
E
R
M
O
S
T
A
T
03
-
8
5
7
4
4
2
UN
I
T
7
0
-
H
O
S
E
,
P
U
M
P
K
I
T
,
T
H
E
R
M
O
S
T
A
T
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
106.59
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
9.49
UN
I
T
7
0
-
B
R
A
K
E
R
O
T
O
R
A
S
S
E
M
B
L
Y
,
P
A
D
03
-
9
3
5
5
3
1
UN
I
T
7
0
-
B
R
A
K
E
R
O
T
O
R
A
S
S
E
M
B
L
Y
,
P
A
D
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
252.02
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
22.43
UN
I
T
1
2
9
-
E
L
E
M
E
N
T
,
S
C
R
E
E
N
A
S
S
E
M
B
L
Y
03
-
9
3
5
9
4
5
UN
I
T
1
2
9
-
E
L
E
M
E
N
T
,
S
C
R
E
E
N
A
S
S
E
M
B
L
Y
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
46.76
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
4.16
UN
I
T
1
2
9
-
E
L
E
M
E
N
T
A
S
S
E
M
B
L
Y
03
-
9
3
5
9
5
0
UN
I
T
1
2
9
-
E
L
E
M
E
N
T
A
S
S
E
M
B
L
Y
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
18.88
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
1.68
UN
I
T
1
1
7
-
F
I
L
T
E
R
03
-
9
3
7
4
6
0
UN
I
T
1
1
7
-
F
I
L
T
E
R
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
18.88
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
1.68 53 Page:
Pa
c
k
e
t
Pa
g
e
76
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
54
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
9
7
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
6
9
6
4
S
E
A
T
T
L
E
A
U
T
O
M
O
T
I
V
E
D
I
S
T
I
N
C
UN
I
T
2
7
7
-
H
U
B
A
S
S
E
M
B
L
Y
03
-
9
3
9
3
4
3
UN
I
T
2
7
7
-
H
U
B
A
S
S
E
M
B
L
Y
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
73.88
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
6.58
UN
I
T
8
8
-
S
H
O
E
S
E
T
,
G
A
S
F
I
L
T
E
R
,
K
I
A
03
-
9
3
9
5
5
2
UN
I
T
8
8
-
S
H
O
E
S
E
T
,
G
A
S
F
I
L
T
E
R
,
K
I
A
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
104.30
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
9.28
UN
I
T
8
9
-
F
I
L
T
E
R
S
03
-
9
3
9
7
2
4
UN
I
T
8
9
-
F
I
L
T
E
R
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
42.86
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
3.81
UN
I
T
1
2
8
-
S
E
N
D
K
I
T
S
,
S
P
A
R
K
P
L
U
G
S
03
-
9
3
9
9
6
1
UN
I
T
1
2
8
-
S
E
N
D
K
I
T
S
,
S
P
A
R
K
P
L
U
G
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
214.17
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
19.06
UN
I
T
1
1
5
-
S
H
O
E
K
I
T
,
O
I
L
S
E
A
L
03
-
9
4
0
0
7
9
UN
I
T
1
1
5
-
S
H
O
E
K
I
T
,
O
I
L
S
E
A
L
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
96.88
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
8.62
UN
I
T
4
8
6
-
A
L
T
E
R
N
A
T
O
R
A
S
S
E
M
B
L
Y
03
-
9
4
0
2
7
4
UN
I
T
4
8
6
-
A
L
T
E
R
N
A
T
O
R
A
S
S
E
M
B
L
Y
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
165.88
CO
R
E
F
E
E
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
60.00
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
20.10 54 Page:
Pa
c
k
e
t
Pa
g
e
77
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
55
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
9
7
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
6
9
6
4
S
E
A
T
T
L
E
A
U
T
O
M
O
T
I
V
E
D
I
S
T
I
N
C
UN
I
T
1
2
6
-
B
R
A
K
E
P
A
D
,
T
R
A
N
S
F
I
L
T
E
R
03
-
9
4
0
6
5
9
UN
I
T
1
2
6
-
B
R
A
K
E
P
A
D
,
T
R
A
N
S
F
I
L
T
E
R
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
69.87
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
6.22
UN
I
T
1
1
5
-
S
H
O
E
K
I
T
03
-
9
4
1
4
8
4
UN
I
T
1
1
5
-
S
H
O
E
K
I
T
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
108.89
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
9.69
UN
I
T
1
1
5
-
M
A
N
I
F
O
L
D
S
E
T
,
V
A
L
V
E
C
O
V
E
R
S
E
T
03
-
9
4
1
5
4
5
UN
I
T
1
1
5
-
M
A
N
I
F
O
L
D
S
E
T
,
V
A
L
V
E
C
O
V
E
R
S
E
T
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
76.86
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
6.84
UN
I
T
1
1
4
-
S
P
A
R
K
P
L
U
G
S
,
R
O
T
O
R
,
C
A
P
,
03
-
9
4
1
7
1
0
UN
I
T
1
1
4
-
S
P
A
R
K
P
L
U
G
S
,
R
O
T
O
R
,
C
A
P
,
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
193.54
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
17.23
UN
I
T
1
0
2
-
P
A
D
K
I
T
,
O
I
L
S
E
A
L
03
-
9
4
2
6
5
2
UN
I
T
1
0
2
-
P
A
D
K
I
T
,
O
I
L
S
E
A
L
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
62.39
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
5.55
UN
I
T
1
0
2
-
F
R
O
T
O
R
03
-
9
4
2
7
6
2
UN
I
T
1
0
2
-
F
R
O
T
O
R
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
169.76
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
15.11
UN
I
T
1
2
0
-
B
E
L
T
03
-
9
4
2
8
1
5
UN
I
T
1
2
0
-
B
E
L
T
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
35.88
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
3.19 55 Page:
Pa
c
k
e
t
Pa
g
e
78
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
56
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
9
7
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
6
9
6
4
S
E
A
T
T
L
E
A
U
T
O
M
O
T
I
V
E
D
I
S
T
I
N
C
RE
F
U
N
D
F
R
O
M
5
/
7
/
0
6
05
-
2
0
5
4
2
1
RE
F
U
N
D
F
R
O
M
5
/
7
/
0
6
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
-226.88
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
-20.19
RE
F
U
N
D
O
F
9
/
7
/
0
6
05
-
2
0
5
4
2
8
RE
F
U
N
D
O
F
9
/
7
/
0
6
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
-14.88
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
-1.32
RE
F
U
N
D
O
F
2
/
2
0
/
0
7
05
-
2
2
2
8
2
5
RE
F
U
N
D
O
F
2
/
2
0
/
0
7
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
-125.42
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
-11.16
CO
R
E
C
H
A
R
G
E
R
E
F
U
N
D
05
-
2
7
7
3
4
7
CO
R
E
C
H
A
R
G
E
R
E
F
U
N
D
G
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
-60.00
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
-5.34 Total :1,904.29
10
6
5
9
8
8
/
2
8
/
2
0
0
8
0
6
1
1
3
5
S
E
A
V
I
E
W
C
H
E
V
R
O
L
E
T
2
4
5
6
4
7
UN
I
T
9
6
-
H
O
S
E
,
C
O
N
N
E
C
T
O
R
S
UN
I
T
9
6
-
H
O
S
E
,
C
O
N
N
E
C
T
O
R
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
152.38
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
13.56
UN
I
T
7
9
-
S
P
R
I
N
G
S
24
5
6
9
0
UN
I
T
7
9
-
S
P
R
I
N
G
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
1.90
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
0.17 56 Page:
Pa
c
k
e
t
Pa
g
e
79
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
57
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
5
9
8
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
1
1
3
5
S
E
A
V
I
E
W
C
H
E
V
R
O
L
E
T
UN
I
T
4
9
2
-
A
P
P
L
I
Q
U
E
24
5
6
9
3
UN
I
T
4
9
2
-
A
P
P
L
I
Q
U
E
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
59.30
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
5.28
UN
I
T
4
9
2
-
E
M
B
L
E
M
24
5
8
5
1
UN
I
T
4
9
2
-
E
M
B
L
E
M
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
29.11
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
2.59 Total :264.29
10
6
5
9
9
8
/
2
8
/
2
0
0
8
0
3
6
5
0
9
S
I
G
N
A
T
U
R
E
F
O
R
M
S
I
N
C
02
6
3
2
6
UB
-
#
1
0
W
I
N
D
O
W
E
N
V
E
L
O
P
E
S
UB
-
#
1
0
W
I
N
D
O
W
E
N
V
E
L
O
P
E
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
217.50
UB
-
#
1
0
W
I
N
D
O
W
E
N
V
E
L
O
P
E
S
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
217.50
UB
-
#
9
C
O
U
R
T
E
S
Y
R
E
T
U
R
N
E
N
V
E
L
O
P
E
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
149.25
UB
-
#
9
C
O
U
R
T
E
S
Y
R
E
T
U
R
N
E
N
V
E
L
O
P
E
S
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
149.25
Fr
e
i
g
h
t
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
39.38
Fr
e
i
g
h
t
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
39.38
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
36.15
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
36.14 Total :884.55
10
6
6
0
0
8
/
2
8
/
2
0
0
8
06
8
4
8
9
S
I
R
E
N
N
E
T
.
C
O
M
00
8
3
8
4
0
-
I
N
UN
I
T
E
Q
4
5
P
O
-
L
E
D
D
O
M
E
L
I
G
H
T
57 Page:
Pa
c
k
e
t
Pa
g
e
80
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
58
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
6
0
0
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
8
4
8
9
S
I
R
E
N
N
E
T
.
C
O
M
UN
I
T
E
Q
4
5
P
O
-
L
E
D
D
O
M
E
L
I
G
H
T
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
40.00
Fr
e
i
g
h
t
51
1
.
1
0
0
.
6
5
7
.
5
9
4
.
4
8
0
.
6
4
0
.
0
0
13.75
UN
I
T
6
5
1
-
M
O
U
N
T
D
E
V
I
C
E
00
8
4
5
0
0
-
I
N
UN
I
T
6
5
1
-
M
O
U
N
T
D
E
V
I
C
E
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
188.10
Fr
e
i
g
h
t
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
15.95 Total :257.80
10
6
6
0
1
8
/
2
8
/
2
0
0
8
03
6
9
5
0
S
I
X
R
O
B
B
L
E
E
S
I
N
C
19
-
0
2
2
3
6
1
UN
I
T
4
7
4
-
S
E
R
V
I
C
E
C
H
A
M
B
E
R
UN
I
T
4
7
4
-
S
E
R
V
I
C
E
C
H
A
M
B
E
R
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
68.96
Sa
l
e
s
T
a
x
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
3
1
0
.
0
0
5.93 Total :74.89
10
6
6
0
2
8
/
2
8
/
2
0
0
8
06
5
8
0
3
S
K
Y
H
A
W
K
S
S
P
O
R
T
S
A
C
A
D
E
M
Y
2
3
8
8
2
2
7
3
1
SP
O
R
T
S
C
A
M
P
S
SO
C
C
E
R
9
3
8
3
~
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
2
0
.
4
1
0
.
0
0
1,386.00
SP
O
R
T
S
C
A
M
P
S
23
8
8
2
3
1
1
9
FL
A
G
F
O
O
T
B
A
L
L
#
9
3
8
4
~
00
1
.
0
0
0
.
6
4
0
.
5
7
5
.
5
2
0
.
4
1
0
.
0
0
2,450.00 Total :3,836.00
10
6
6
0
3
8
/
2
8
/
2
0
0
8
03
7
2
2
5
S
N
O
C
O
C
L
E
R
K
S
&
F
I
N
A
N
C
E
A
S
S
O
C
C
r
e
s
s
/
K
a
r
b
e
r
8/
2
8
/
0
8
M
e
e
t
i
n
g
C
r
e
s
s
/
K
a
r
b
e
r
8/
2
8
/
0
8
M
e
e
t
i
n
g
C
r
e
s
s
/
K
a
r
b
e
r
00
1
.
0
0
0
.
3
1
0
.
5
1
4
.
2
3
0
.
4
9
0
.
0
0
30.00 Total :30.00
10
6
6
0
4
8
/
2
8
/
2
0
0
8
03
7
8
0
1
S
N
O
C
O
H
U
M
A
N
S
E
R
V
I
C
E
D
E
P
T
I
0
0
0
2
0
5
2
4
8
CU
S
T
I
D
#
H
S
A
L
C
0
0
8
Q1
-
0
8
L
i
q
u
o
r
B
o
a
r
d
P
r
o
f
i
t
s
&
T
a
x
e
s
00
1
.
0
0
0
.
3
9
0
.
5
6
7
.
0
0
0
.
5
1
0
.
0
0
2,301.24 Total :2,301.24 58 Page:
Pa
c
k
e
t
Pa
g
e
81
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
59
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
6
0
5
8
/
2
8
/
2
0
0
8
03
7
3
7
5
S
N
O
C
O
P
U
D
N
O
1
56
8
0
0
1
2
8
0
3
BA
L
L
I
N
G
E
R
P
A
R
K
I
R
R
I
G
A
T
I
O
N
BA
L
L
I
N
G
E
R
P
A
R
K
I
R
R
I
G
A
T
I
O
N
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
4
7
0
.
0
0
29.74 Total :29.74
10
6
6
0
6
8
/
2
8
/
2
0
0
8
03
7
3
7
5
S
N
O
C
O
P
U
D
N
O
1
24
3
0
1
5
9
1
9
95
8
-
0
0
1
-
0
0
0
-
8
W
W
T
P
P
O
W
E
R
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
7
1
.
6
1
19,899.37
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
7
1
.
6
1
1,193.96 Total :21,093.33
10
6
6
0
7
8
/
2
8
/
2
0
0
8
0
3
7
3
7
5
S
N
O
C
O
P
U
D
N
O
1
11
2
-
0
0
0
-
5
1
1
-
9
22
0
0
0
8
4
T
H
A
V
E
W
Tr
a
f
f
i
c
S
i
g
n
a
l
2
2
0
t
h
S
t
S
W
&
8
4
t
h
A
v
e
W
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
61.72
SI
G
N
A
L
L
I
G
H
T
20
6
0
0
1
4
3
9
2
SI
G
N
A
L
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
29.26
ST
R
E
E
T
L
I
G
H
T
20
6
0
0
1
5
4
5
6
ST
R
E
E
T
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
29.26
SI
G
N
A
L
L
I
G
H
T
24
7
0
0
1
8
1
2
4
SI
G
N
A
L
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
33.26
fi
r
e
s
t
a
t
i
o
n
#
1
6
25
4
0
7
9
4
3
2
4
fi
r
e
s
t
a
t
i
o
n
#
1
6
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
7
0
.
0
0
1,850.71
LI
F
T
S
T
A
T
I
O
N
#
9
27
9
0
0
1
2
4
7
6
LI
F
T
S
T
A
T
I
O
N
#
9
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
7
0
.
0
0
119.91
SI
G
N
A
L
L
I
G
H
T
28
8
0
0
1
2
5
1
9
SI
G
N
A
L
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
36.37
LI
F
T
S
T
A
T
I
O
N
#
3
29
6
0
0
1
9
3
3
5
LI
F
T
S
T
A
T
I
O
N
#
3
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
7
0
.
0
0
103.01 59 Page:
Pa
c
k
e
t
Pa
g
e
82
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
60
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
6
0
7
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
03
7
3
7
5
S
N
O
C
O
P
U
D
N
O
1
SC
H
O
O
L
F
L
A
S
H
I
N
G
L
I
G
H
T
33
8
0
0
1
6
4
2
2
SC
H
O
O
L
F
L
A
S
H
I
N
G
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
28.77
FI
V
E
C
O
R
N
E
R
S
W
A
T
E
R
T
A
N
K
34
6
0
0
1
9
2
6
2
FI
V
E
C
O
R
N
E
R
S
W
A
T
E
R
T
A
N
K
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
7
0
.
0
0
207.08
NE
W
T
R
A
F
F
I
C
C
O
N
T
R
O
L
L
I
G
H
T
A
T
2
1
5
T
H
&
36
3
0
5
7
3
8
6
7
NE
W
T
R
A
F
F
I
C
C
O
N
T
R
O
L
L
I
G
H
T
A
T
2
1
5
T
H
&
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
3
0
.
4
7
0
.
0
0
72.52
LI
B
R
A
R
Y
37
2
0
0
1
2
0
5
7
LI
B
R
A
R
Y
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
7
0
.
0
0
2,092.29
BL
I
N
K
I
N
G
L
I
G
H
T
39
7
0
0
1
3
5
9
9
BL
I
N
K
I
N
G
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
28.77
LI
F
T
S
T
A
T
I
O
N
#
1
3
40
1
0
0
2
3
7
2
1
LI
F
T
S
T
A
T
I
O
N
#
1
3
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
7
0
.
0
0
144.23
SI
G
N
A
L
L
I
G
H
T
43
2
0
0
1
0
1
9
4
SI
G
N
A
L
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
33.11
ST
R
E
E
T
L
I
G
H
T
44
3
0
0
1
8
4
1
8
ST
R
E
E
T
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
38.77
TE
L
E
M
E
T
R
Y
S
Y
S
T
E
M
46
4
0
0
1
7
4
1
6
TE
L
E
M
E
T
R
Y
S
Y
S
T
E
M
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
7
0
.
0
0
28.06
TR
A
F
F
I
C
S
I
G
N
A
L
46
8
0
0
1
1
9
5
6
TR
A
F
F
I
C
S
I
G
N
A
L
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
77.49 60 Page:
Pa
c
k
e
t
Pa
g
e
83
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
61
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
6
0
7
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
03
7
3
7
5
S
N
O
C
O
P
U
D
N
O
1
Pu
b
l
i
c
W
o
r
k
s
48
4
0
0
1
1
9
5
3
Pu
b
l
i
c
W
o
r
k
s
00
1
.
0
0
0
.
6
5
0
.
5
1
9
.
9
1
0
.
4
7
0
.
0
0
72.66
Pu
b
l
i
c
W
o
r
k
s
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
4
7
0
.
0
0
276.09
Pu
b
l
i
c
W
o
r
k
s
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
7
0
.
0
0
276.09
Pu
b
l
i
c
W
o
r
k
s
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
7
0
.
0
0
276.09
Pu
b
l
i
c
W
o
r
k
s
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
4
7
0
.
0
0
276.09
Pu
b
l
i
c
W
o
r
k
s
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
4
7
0
.
0
0
276.08
ST
R
E
E
T
L
I
G
H
T
48
6
0
0
1
4
9
6
0
ST
R
E
E
T
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
37.13
SI
G
N
A
L
L
I
G
H
T
53
8
0
0
1
1
8
3
2
SI
G
N
A
L
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
28.77
PU
B
L
I
C
S
A
F
E
T
Y
C
O
M
P
L
E
X
53
9
0
0
2
8
1
6
4
PU
B
L
I
C
S
A
F
E
T
Y
C
O
M
P
L
E
X
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
7
0
.
0
0
4,462.90
CI
T
Y
H
A
L
L
54
1
0
0
1
0
6
8
9
CI
T
Y
H
A
L
L
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
7
0
.
0
0
2,440.96
TR
A
F
F
I
C
L
I
G
H
T
54
5
0
0
1
6
0
4
2
TR
A
F
F
I
C
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
129.25
SC
H
O
O
L
F
L
A
S
H
I
N
G
L
I
G
H
T
S
54
7
0
0
1
2
3
3
6
SC
H
O
O
L
F
L
A
S
H
I
N
G
L
I
G
H
T
S
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
28.77
TR
A
F
F
I
C
L
I
G
H
T
55
1
0
0
1
5
6
6
1
TR
A
F
F
I
C
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
4
0
.
4
7
0
.
0
0
29.74 61 Page:
Pa
c
k
e
t
Pa
g
e
84
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
62
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
6
0
7
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
03
7
3
7
5
S
N
O
C
O
P
U
D
N
O
1
ST
R
E
E
T
L
I
G
H
T
I
N
G
60
0
0
0
1
3
0
0
0
ST
R
E
E
T
L
I
G
H
T
I
N
G
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
3
0
.
4
7
0
.
0
0
8,469.06
ST
R
E
E
T
L
I
G
H
T
I
N
G
61
0
0
0
1
3
0
0
9
ST
R
E
E
T
L
I
G
H
T
I
N
G
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
3
0
.
4
7
0
.
0
0
7,937.44
ST
R
E
E
T
L
I
G
H
T
I
N
G
61
0
0
0
1
3
3
0
6
ST
R
E
E
T
L
I
G
H
T
I
N
G
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
3
0
.
4
7
0
.
0
0
170.07
ST
R
E
E
T
L
I
G
H
T
I
N
G
62
0
0
0
1
3
0
0
8
ST
R
E
E
T
L
I
G
H
T
I
N
G
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
3
0
.
4
7
0
.
0
0
1,814.76
Fi
r
e
s
t
a
t
i
o
n
#
1
6
70
6
0
0
0
0
2
7
5
Fi
r
e
s
t
a
t
i
o
n
#
1
6
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
7
0
.
0
0
28.28 Total :32,044.82
10
6
6
0
8
8
/
2
8
/
2
0
0
8
03
7
3
7
6
S
N
O
C
O
P
U
D
N
O
1
08
0
6
0
4
A
&
0
8
0
7
1
4
B
IN
S
T
A
L
L
A
T
I
O
N
O
F
H
E
A
D
O
N
S
T
R
E
E
T
L
I
G
H
T
IN
S
T
A
L
L
A
T
I
O
N
O
F
H
E
A
D
O
N
S
T
R
E
E
T
L
I
G
H
T
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
6
3
0
.
4
8
0
.
0
0
100.00 Total :100.00
10
6
6
0
9
8
/
2
8
/
2
0
0
8
03
8
7
0
0
S
O
S
N
O
C
O
C
H
A
M
B
E
R
O
F
C
O
M
M
E
R
C
E
2
1
7
0
6
9/
1
/
0
8
-
9
/
0
1
/
0
9
M
E
M
B
E
R
S
H
I
P
9/
1
/
0
8
-
9
/
1
/
0
9
M
e
m
b
e
r
s
h
i
p
00
1
.
0
0
0
.
3
9
0
.
5
1
9
.
9
0
0
.
4
9
0
.
0
0
600.00 Total :600.00
10
6
6
1
0
8
/
2
8
/
2
0
0
8
06
9
9
9
7
S
R
I
T
E
C
H
N
O
L
O
G
I
E
S
I
N
C
88
1
3
4
E3
J
B
/
E
3
G
B
.
R
o
b
e
r
t
s
t
h
r
u
0
8
/
1
5
/
0
8
E3
J
B
/
E
3
G
B
.
R
o
b
e
r
t
s
t
h
r
u
0
8
/
1
5
/
0
8
41
2
.
1
0
0
.
6
3
0
.
5
9
4
.
3
2
0
.
6
5
0
.
0
0
1,023.75
E3
J
B
/
E
3
G
B
.
R
o
b
e
r
t
s
t
h
r
u
0
8
/
1
5
/
0
8
41
2
.
3
0
0
.
6
3
0
.
5
9
4
.
3
2
0
.
6
5
0
.
0
0
1,023.75
E5
G
A
.
R
o
b
e
r
t
s
t
h
r
u
0
8
/
1
5
/
0
8
41
2
.
3
0
0
.
6
3
0
.
5
9
4
.
3
2
0
.
6
5
0
.
0
0
97.50 Total :2,145.00 62 Page:
Pa
c
k
e
t
Pa
g
e
85
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
63
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
6
1
1
8
/
2
8
/
2
0
0
8
06
0
3
7
1
S
T
A
N
D
A
R
D
I
N
S
U
R
A
N
C
E
C
O
Se
p
t
e
m
b
e
r
2
0
0
8
SE
P
T
E
M
B
E
R
2
0
0
8
S
T
A
N
D
A
R
D
I
N
S
U
R
A
N
C
E
Se
p
t
e
m
b
e
r
2
0
0
8
S
t
a
n
d
a
r
d
I
n
s
u
r
a
n
c
e
81
1
.
0
0
0
.
0
0
0
.
2
3
1
.
5
5
0
.
0
0
0
.
0
0
19,031.05 Total :19,031.05
10
6
6
1
2
8
/
2
8
/
2
0
0
8
03
9
7
7
5
S
T
A
T
E
A
U
D
I
T
O
R
'
S
O
F
F
I
C
E
L
7
2
2
5
9
JU
L
Y
-
0
8
A
U
D
I
T
F
E
E
S
Ju
l
y
-
0
8
A
u
d
i
t
F
e
e
s
00
1
.
0
0
0
.
3
9
0
.
5
1
9
.
9
0
0
.
5
1
0
.
0
0
528.88
Ju
l
y
-
0
8
A
u
d
i
t
F
e
e
s
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
5
1
0
.
0
0
22.04
Ju
l
y
-
0
8
A
u
d
i
t
F
e
e
s
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
5
1
0
.
0
0
88.15
Ju
l
y
-
0
8
A
u
d
i
t
F
e
e
s
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
5
1
0
.
0
0
88.15
Ju
l
y
-
0
8
A
u
d
i
t
F
e
e
s
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
5
1
0
.
0
0
88.15
Ju
l
y
-
0
8
A
u
d
i
t
F
e
e
s
11
1
.
0
0
0
.
6
5
3
.
5
4
3
.
3
0
0
.
5
1
0
.
0
0
22.04
Ju
l
y
-
0
8
A
u
d
i
t
F
e
e
s
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
5
1
0
.
0
0
44.05 Total :881.46
10
6
6
1
3
8
/
2
8
/
2
0
0
8
00
9
4
0
0
S
T
E
L
L
A
R
I
N
D
U
S
T
R
I
A
L
S
U
P
P
L
Y
I
N
C
2
7
2
4
2
4
9
W
A
T
E
R
/
S
E
W
E
R
-
P
O
S
T
H
O
L
E
D
I
G
G
E
R
S
63 Page:
Pa
c
k
e
t
Pa
g
e
86
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
64
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
6
1
3
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
00
9
4
0
0
S
T
E
L
L
A
R
I
N
D
U
S
T
R
I
A
L
S
U
P
P
L
Y
I
N
C
W
A
T
E
R
/
S
E
W
E
R
-
P
O
S
T
H
O
L
E
D
I
G
G
E
R
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
49.99
W
A
T
E
R
/
S
E
W
E
R
-
P
O
S
T
H
O
L
E
D
I
G
G
E
R
S
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
49.99
PI
C
M
A
T
T
O
C
K
H
E
A
D
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
14.99
PI
C
M
A
T
T
O
C
K
H
E
A
D
S
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
14.98
PI
C
K
C
L
A
Y
H
A
N
D
L
E
R
A
I
L
R
O
A
D
3
6
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
14.99
PI
C
K
C
L
A
Y
H
A
N
D
L
E
R
A
I
L
R
O
A
D
3
6
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
14.98
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
7.12
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
7.12
W
A
T
E
R
/
S
E
W
E
R
-
H
E
A
V
Y
D
U
T
Y
R
O
A
D
R
A
K
E
27
2
4
2
5
0
W
A
T
E
R
/
S
E
W
E
R
-
H
E
A
V
Y
D
U
T
Y
R
O
A
D
R
A
K
E
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
95.00
W
A
T
E
R
/
S
E
W
E
R
-
H
E
A
V
Y
D
U
T
Y
R
O
A
D
R
A
K
E
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
95.00
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
8.46
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
8.45 Total :381.07
10
6
6
1
4
8
/
2
8
/
2
0
0
8
04
0
4
3
0
S
T
O
N
E
W
A
Y
E
L
E
C
T
R
I
C
S
U
P
P
L
Y
1
5
7
4
8
0
7
15
6
4
4
EL
E
C
T
R
I
C
A
L
S
U
P
P
L
I
E
S
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
2
67.16
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
2
2
5.98 Total :73.14
10
6
6
1
5
8
/
2
8
/
2
0
0
8
0
7
2
4
0
4
T
E
L
E
D
Y
N
E
I
S
C
O
I
N
C
86
5
9
4
2
42
3
2
0
1
64 Page:
Pa
c
k
e
t
Pa
g
e
87
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
65
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
6
1
5
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
07
2
4
0
4
T
E
L
E
D
Y
N
E
I
S
C
O
I
N
C
SA
M
P
L
E
R
/
P
U
M
P
T
U
B
E
A
S
S
E
M
B
L
Y
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
3
1
1,539.81
Fr
e
i
g
h
t
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
3
1
21.00
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
3
1
138.91 Total :1,699.72
10
6
6
1
6
8
/
2
8
/
2
0
0
8
0
0
9
3
5
0
T
H
E
D
A
I
L
Y
H
E
R
A
L
D
C
O
M
P
A
N
Y
1
6
0
7
0
2
3
NE
W
S
P
A
P
E
R
A
D
9/
2
P
u
b
l
i
c
H
e
a
r
i
n
g
00
1
.
0
0
0
.
2
5
0
.
5
1
4
.
3
0
0
.
4
4
0
.
0
0
51.48 Total :51.48
10
6
6
1
7
8
/
2
8
/
2
0
0
8
00
9
3
5
0
T
H
E
D
A
I
L
Y
H
E
R
A
L
D
C
O
M
P
A
N
Y
1
6
0
4
5
0
3
SR
C
E
N
T
E
R
K
I
T
C
H
E
N
B
I
D
R
E
Q
U
E
S
T
SR
C
E
N
T
E
R
K
I
T
C
H
E
N
B
I
D
R
E
Q
U
E
S
T
11
6
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
1
0
.
0
0
159.84 Total :159.84
10
6
6
1
8
8
/
2
8
/
2
0
0
8
02
7
2
6
9
T
H
E
P
A
R
T
W
O
R
K
S
I
N
C
23
9
8
2
1
SU
P
P
L
I
E
S
CL
A
M
P
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
37.58
Fr
e
i
g
h
t
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
7.88
Sa
l
e
s
T
a
x
00
1
.
0
0
0
.
6
4
0
.
5
7
6
.
8
0
0
.
3
1
0
.
0
0
4.04 Total :49.50
10
6
6
1
9
8
/
2
8
/
2
0
0
8
07
2
4
1
1
T
I
D
E
M
A
N
,
N
A
N
C
Y
TI
D
E
M
A
N
0
8
2
1
RE
F
U
N
D
RE
F
U
N
D
/
S
W
I
M
M
I
N
G
00
1
.
0
0
0
.
0
0
0
.
2
3
9
.
2
0
0
.
0
0
0
.
0
0
11.00 Total :11.00
10
6
6
2
0
8
/
2
8
/
2
0
0
8
07
0
0
4
0
T
O
T
A
L
R
E
C
L
A
I
M
I
N
C
71
9
8
5
Re
c
y
c
l
i
n
g
o
f
C
o
m
p
u
t
e
r
m
o
n
i
t
o
r
s
&
Re
c
y
c
l
i
n
g
o
f
C
o
m
p
u
t
e
r
m
o
n
i
t
o
r
s
&
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
4
9
0
.
0
0
425.75 65 Page:
Pa
c
k
e
t
Pa
g
e
88
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
66
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
(C
o
n
t
i
n
u
e
d
)
Total :425.75
10
6
6
2
0
8
/
2
8
/
2
0
0
8
0
7
0
0
4
0
0
7
0
0
4
0
T
O
T
A
L
R
E
C
L
A
I
M
I
N
C
10
6
6
2
1
8
/
2
8
/
2
0
0
8
0
6
1
1
9
2
U
N
I
T
E
D
P
I
P
E
&
S
U
P
P
L
Y
79
7
3
8
4
9
W
A
T
E
R
M
E
T
E
R
I
N
V
E
N
T
O
R
Y
-
~
W
A
T
E
R
M
E
T
E
R
I
N
V
E
N
T
O
R
Y
-
~
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
4
2
.
0
0
3,554.25
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
4
2
.
0
0
316.33
W
A
T
E
R
M
E
T
E
R
I
N
V
E
N
T
O
R
Y
-
~
79
7
7
8
1
1
W
A
T
E
R
M
E
T
E
R
I
N
V
E
N
T
O
R
Y
-
~
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
4
2
.
0
0
2,130.20
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
4
2
.
0
0
189.58
W
A
T
E
R
-
R
U
B
B
E
R
M
E
T
E
R
G
A
S
K
E
T
S
79
8
1
0
4
4
W
A
T
E
R
-
R
U
B
B
E
R
M
E
T
E
R
G
A
S
K
E
T
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
33.28
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
2.96
W
A
T
E
R
-
S
U
P
P
L
I
E
S
-
R
U
B
B
E
R
M
E
T
E
R
G
A
S
K
E
T
S
79
8
2
7
9
9
W
A
T
E
R
-
S
U
P
P
L
I
E
S
-
R
U
B
B
E
R
M
E
T
E
R
G
A
S
K
E
T
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
486.72
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
3
1
0
.
0
0
43.32 Total :6,756.64
10
6
6
2
2
8
/
2
8
/
2
0
0
8
07
2
0
9
8
U
N
I
V
E
R
S
A
L
F
I
E
L
D
S
E
R
V
I
C
E
S
L
L
C
3
4
1
2
1
E6
D
A
.
S
e
r
v
i
c
e
s
t
h
r
u
J
u
l
y
2
0
0
8
E6
D
A
.
S
e
r
v
i
c
e
s
t
h
r
u
J
u
l
y
2
0
0
8
12
5
.
0
0
0
.
6
4
0
.
5
9
4
.
7
5
0
.
4
1
0
.
0
0
412.51 Total :412.51
10
6
6
2
3
8
/
2
8
/
2
0
0
8
04
3
9
3
5
U
P
S
14
8
8
5
0
5
7
IN
V
#
1
4
8
8
5
0
5
7
E
D
M
O
N
D
S
P
D
00
6
5
0
0
R
E
D
E
L
I
V
E
R
Y
C
H
A
R
G
E
~
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
2
1
0
.
3
5
0
.
0
0
65.00 Total :65.00
10
6
6
2
4
8
/
2
8
/
2
0
0
8
06
4
4
2
3
U
S
A
B
L
U
E
B
O
O
K
65
7
1
8
8
SE
W
E
R
-
M
A
N
H
O
L
E
N
E
T
W
/
P
O
L
E
C
O
N
N
E
C
T
O
R
66 Page:
Pa
c
k
e
t
Pa
g
e
89
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
67
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
6
2
4
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
06
4
4
2
3
U
S
A
B
L
U
E
B
O
O
K
SE
W
E
R
-
M
A
N
H
O
L
E
N
E
T
W
/
P
O
L
E
C
O
N
N
E
C
T
O
R
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
167.60
Fr
e
i
g
h
t
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
3
1
0
.
0
0
15.09 Total :182.69
10
6
6
2
5
8
/
2
8
/
2
0
0
8
06
9
5
9
2
U
S
A
M
O
B
I
L
I
T
Y
W
I
R
E
L
E
S
S
R0
2
9
8
8
9
7
H
IN
V
#
R
0
2
9
8
8
9
7
H
-
E
D
M
O
N
D
S
P
D
CE
L
L
P
H
O
N
E
S
E
R
V
I
C
E
00
1
.
0
0
0
.
4
1
0
.
5
2
1
.
1
0
0
.
4
2
0
.
0
0
84.03 Total :84.03
10
6
6
2
6
8
/
2
8
/
2
0
0
8
0
4
4
9
6
0
U
T
I
L
I
T
I
E
S
U
N
D
E
R
G
R
O
U
N
D
L
O
C
C
T
R
8
0
7
0
1
6
4
u
t
i
l
i
t
y
l
o
c
a
t
e
s
f
o
r
J
u
l
y
2
0
0
8
u
t
i
l
i
t
y
l
o
c
a
t
e
s
f
o
r
J
u
l
y
2
0
0
8
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
1
0
.
0
0
105.99
u
t
i
l
i
t
y
l
o
c
a
t
e
s
f
o
r
J
u
l
y
2
0
0
8
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
1
0
.
0
0
105.99
u
t
i
l
i
t
y
l
o
c
a
t
e
s
f
o
r
J
u
l
y
2
0
0
8
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
4
1
0
.
0
0
106.02 Total :318.00
10
6
6
2
7
8
/
2
8
/
2
0
0
8
01
1
9
0
0
V
E
R
I
Z
O
N
N
O
R
T
H
W
E
S
T
42
5
-
A
B
8
-
1
1
7
6
CI
T
Y
P
A
R
K
T
1
L
I
N
E
Ci
t
y
P
a
r
k
T
1
L
i
n
e
8
/
1
6
-
9
/
1
6
/
0
8
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
4
2
0
.
0
0
408.85
PO
L
I
C
E
T
1
L
I
N
E
42
5
-
A
B
8
-
2
8
4
4
Po
l
i
c
e
T
1
L
i
n
e
8
/
1
0
-
9
/
1
0
/
0
8
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
4
2
0
.
0
0
375.18
Fr
a
m
e
R
e
l
a
y
f
o
r
S
n
o
c
o
m
&
I
n
t
e
r
n
e
t
42
5
-
N
W
2
-
0
8
8
7
Fr
a
m
e
R
e
l
a
y
f
o
r
S
n
o
c
o
m
&
I
n
t
e
r
n
e
t
00
1
.
0
0
0
.
3
1
0
.
5
1
8
.
8
8
0
.
4
2
0
.
0
0
280.00 Total :1,064.03
10
6
6
2
8
8
/
2
8
/
2
0
0
8
01
1
9
0
0
V
E
R
I
Z
O
N
N
O
R
T
H
W
E
S
T
42
5
7
1
2
-
0
4
2
3
03
0
2
6
0
1
0
3
2
7
9
7
5
9
2
0
7
AF
T
E
R
H
O
U
R
S
P
H
O
N
E
S
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
4
2
0
.
0
0
55.92 Total :55.92 67 Page:
Pa
c
k
e
t
Pa
g
e
90
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
68
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
6
2
9
8
/
2
8
/
2
0
0
8
01
1
9
0
0
V
E
R
I
Z
O
N
N
O
R
T
H
W
E
S
T
42
5
-
2
0
6
-
7
1
4
7
LI
B
R
A
R
Y
S
C
A
N
A
L
A
R
M
LI
B
R
A
R
Y
S
C
A
N
A
L
A
R
M
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
2
0
.
0
0
14.93
ME
A
D
O
W
D
A
L
E
C
O
M
M
U
N
I
T
Y
C
L
U
B
-
S
C
A
N
A
L
A
R
M
42
5
-
2
0
6
-
8
3
7
9
ME
A
D
O
W
D
A
L
E
C
O
M
M
U
N
I
T
Y
C
L
U
B
-
S
C
A
N
A
L
A
R
M
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
2
0
.
0
0
14.93
FL
E
E
T
M
A
I
N
T
E
N
A
N
C
E
F
A
X
L
I
N
E
42
5
-
6
7
2
-
7
1
3
2
FL
E
E
T
M
A
I
N
T
E
N
A
N
C
E
F
A
X
L
I
N
E
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
4
2
0
.
0
0
79.17
TE
L
E
M
E
T
R
Y
S
T
A
T
I
O
N
S
42
5
-
7
1
2
-
0
4
1
7
TE
L
E
M
E
T
R
Y
S
T
A
T
I
O
N
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
2
0
.
0
0
28.28
TE
L
E
M
E
T
R
Y
S
T
A
T
I
O
N
S
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
2
0
.
0
0
28.28
P/
W
F
I
R
E
A
L
A
R
M
,
F
A
X
L
I
N
E
&
2
S
P
A
R
E
L
I
N
E
S
42
5
-
7
1
2
-
8
2
5
1
P/
W
F
I
R
E
A
L
A
R
M
,
F
A
X
L
I
N
E
&
2
S
P
A
R
E
L
I
N
E
S
00
1
.
0
0
0
.
6
5
0
.
5
1
9
.
9
1
0
.
4
2
0
.
0
0
14.10
P/
W
F
I
R
E
A
L
A
R
M
,
F
A
X
L
I
N
E
&
2
S
P
A
R
E
L
I
N
E
S
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
4
2
0
.
0
0
70.52
P/
W
F
I
R
E
A
L
A
R
M
,
F
A
X
L
I
N
E
&
2
S
P
A
R
E
L
I
N
E
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
2
0
.
0
0
57.83
P/
W
F
I
R
E
A
L
A
R
M
,
F
A
X
L
I
N
E
&
2
S
P
A
R
E
L
I
N
E
S
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
2
0
.
0
0
57.83
P/
W
F
I
R
E
A
L
A
R
M
,
F
A
X
L
I
N
E
&
2
S
P
A
R
E
L
I
N
E
S
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
4
2
0
.
0
0
81.80
TE
L
E
M
E
T
R
Y
L
I
F
T
S
T
A
T
I
O
N
S
42
5
-
7
7
5
-
1
5
3
4
TE
L
E
M
E
T
R
Y
L
I
F
T
S
T
A
T
I
O
N
S
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
2
0
.
0
0
160.64
TE
L
E
M
E
T
R
Y
L
I
F
T
S
T
A
T
I
O
N
S
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
2
0
.
0
0
298.33
PU
B
L
I
C
S
A
F
E
T
Y
F
I
R
E
A
L
A
R
M
42
5
-
7
7
5
-
2
4
5
5
PU
B
L
I
C
S
A
F
E
T
Y
F
I
R
E
A
L
A
R
M
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
2
0
.
0
0
49.53
Ra
d
i
o
L
i
n
e
b
e
t
w
e
e
n
P
u
b
l
i
c
W
o
r
k
s
&
U
B
42
5
-
7
7
5
-
7
8
6
5
Ra
d
i
o
L
i
n
e
b
e
t
w
e
e
n
P
u
b
l
i
c
W
o
r
k
s
&
U
B
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
2
0
.
0
0
52.44 68 Page:
Pa
c
k
e
t
Pa
g
e
91
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
69
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
10
6
6
2
9
8
/
2
8
/
2
0
0
8
(C
o
n
t
i
n
u
e
d
)
01
1
9
0
0
V
E
R
I
Z
O
N
N
O
R
T
H
W
E
S
T
LI
B
R
A
R
Y
E
L
E
V
A
T
O
R
P
H
O
N
E
42
5
-
7
7
6
-
1
2
8
1
LI
B
R
A
R
Y
E
L
E
V
A
T
O
R
P
H
O
N
E
00
1
.
0
0
0
.
6
5
1
.
5
1
9
.
9
2
0
.
4
2
0
.
0
0
49.30
1S
T
&
P
I
N
E
C
I
R
C
U
I
T
L
I
N
E
P
T
E
D
W
A
R
D
S
42
5
-
A
B
9
-
0
5
3
0
1s
t
&
P
i
n
e
C
i
r
c
u
i
t
L
i
n
e
f
o
r
P
t
E
d
w
a
r
d
s
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
2
0
.
0
0
45.53
PU
B
L
I
C
W
O
R
K
S
C
P
N
N
E
C
T
I
O
N
T
O
9
1
1
42
5
-
R
T
0
-
9
1
3
3
Pu
b
l
i
c
W
o
r
k
s
C
o
n
n
e
c
t
i
o
n
t
o
9
1
1
00
1
.
0
0
0
.
6
5
0
.
5
1
9
.
9
1
0
.
4
2
0
.
0
0
5.48
Pu
b
l
i
c
W
o
r
k
s
C
o
n
n
e
c
t
i
o
n
t
o
9
1
1
11
1
.
0
0
0
.
6
5
3
.
5
4
2
.
9
0
0
.
4
2
0
.
0
0
20.81
Pu
b
l
i
c
W
o
r
k
s
C
o
n
n
e
c
t
i
o
n
t
o
9
1
1
41
1
.
0
0
0
.
6
5
4
.
5
3
4
.
8
0
0
.
4
2
0
.
0
0
20.81
Pu
b
l
i
c
W
o
r
k
s
C
o
n
n
e
c
t
i
o
n
t
o
9
1
1
41
1
.
0
0
0
.
6
5
5
.
5
3
5
.
8
0
0
.
4
2
0
.
0
0
20.81
Pu
b
l
i
c
W
o
r
k
s
C
o
n
n
e
c
t
i
o
n
t
o
9
1
1
51
1
.
0
0
0
.
6
5
7
.
5
4
8
.
6
8
0
.
4
2
0
.
0
0
20.81
Pu
b
l
i
c
W
o
r
k
s
C
o
n
n
e
c
t
i
o
n
t
o
9
1
1
41
1
.
0
0
0
.
6
5
2
.
5
4
2
.
9
0
0
.
4
2
0
.
0
0
20.78 Total :1,212.94
10
6
6
3
0
8
/
2
8
/
2
0
0
8
01
1
9
0
0
V
E
R
I
Z
O
N
N
O
R
T
H
W
E
S
T
42
5
-
7
7
4
-
0
9
4
4
FS
#
2
0
-
F
A
X
L
I
N
E
FS
#
2
0
-
F
A
X
L
I
N
E
00
1
.
0
0
0
.
5
1
0
.
5
2
2
.
2
0
0
.
4
2
0
.
0
0
51.21
FR
A
M
E
R
E
L
A
Y
F
O
R
F
S
#
2
0
&
S
N
O
C
O
M
42
5
-
N
W
4
-
3
7
2
6
FR
A
M
E
R
E
L
A
Y
F
O
R
F
S
#
2
0
&
S
N
O
C
O
M
00
1
.
0
0
0
.
5
1
0
.
5
2
8
.
6
0
0
.
4
2
0
.
0
0
247.00 Total :298.21
10
6
6
3
1
8
/
2
8
/
2
0
0
8
06
9
8
1
6
V
W
R
I
N
T
E
R
N
A
T
I
O
N
A
L
I
N
C
35
4
8
1
9
5
3
10
6
6
2
9
4
BO
T
T
L
E
/
W
/
T
U
B
E
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
3
1
71.00
Sa
l
e
s
T
a
x
41
1
.
0
0
0
.
6
5
6
.
5
3
8
.
8
0
0
.
3
1
0
.
3
1
6.32 69 Page:
Pa
c
k
e
t
Pa
g
e
92
of
26
7
08
/
2
8
/
2
0
0
8
Vo
u
c
h
e
r
L
i
s
t
Ci
t
y
o
f
E
d
m
o
n
d
s
70
9
:
3
0
:
5
0
A
M
Page:
vc
h
l
i
s
t
Ba
n
k
c
o
d
e
:
fr
o
n
t
Vo
u
c
h
e
r
Da
t
e
Ve
n
d
o
r
In
v
o
i
c
e
PO
#
De
s
c
r
i
p
t
i
o
n
/Ac
c
o
u
n
t
Amount
(C
o
n
t
i
n
u
e
d
)
Total :77.32
10
6
6
3
1
8
/
2
8
/
2
0
0
8
0
6
9
8
1
6
0
6
9
8
1
6
V
W
R
I
N
T
E
R
N
A
T
I
O
N
A
L
I
N
C
10
6
6
3
2
8
/
2
8
/
2
0
0
8
0
7
2
0
0
0
W
C
I
08
2
1
3
2
1
5
5
C/
A
0
0
1
0
0
3
6
2
3
0
1
Fi
b
e
r
O
p
t
i
c
I
n
t
e
r
n
e
t
C
o
n
n
e
c
t
i
o
n
A
u
g
-
0
8
00
1
.
0
0
0
.
3
9
0
.
5
2
8
.
8
0
0
.
4
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7
AM-1763 2.E.
Snohomish County Regional Drug Task Force Agreement
Edmonds City Council Meeting
Date:09/02/2008
Submitted By:Gerry Gannon
Submitted For:Al Compaan Time:Consent
Department:Police Department Type:Action
Review Committee:Public Safety
Action:Approved for Consent Agenda
Information
Subject Title
Snohomish County Regional Drug Task Force Agreement. Reviewed by the Public Safety Committee on
08/12/08.
Recommendation from Mayor and Staff
Recommend Council approve the agreement by consent.
Previous Council Action
This topic was discussed at the August 12, 2008, Public Safety Committee Meeting. During the
Public Safety Committee Meeting it was agreed that the contract agreement between the City of
Edmonds and Snohomish County Regional Drug Task Force should go to the consent agenda
without a recommendation.
Narrative
Since January 1988, the City of Edmonds and other Snohomish County cities have been
participants in the Snohomish Regional Drug Task Force (SRDTF) with offices in Everett.
Edmonds was one of the original participants, contributing a detective and equipment to the unit.
In more recent years, Edmonds, Lynnwood, and Mountlake Terrace established the South
Snohomish County Narcotics Task Force (SSCNTF). Since the creation of the SSCNTF,
Edmonds, Lynnwood, and Mountlake Terrace have chosen to continue their support of the
SRDTF through financial contribution alone. Edmonds presently has a detective assigned to the
SSCNTF.
The SRDTF receives the majority of its funding through a U.S. Department of Justice grant. The
grant amount is based on the number and population of municipalities that participate in the
SRDTF. The required matching funds for the federal grant come from Snohomish County and the
participating municipalities. For fiscal year 2008-2009, nineteen municipalities, plus Snohomish
County, are pledging matching funds to the SRDTF.
Edmonds’ share for July 1, 2008 through June 30, 2009 is $9,127.76, a $151.24 decrease over last
year’s share. Funding for this item will be included in the 2009 Edmonds Police budget. The
interlocal agreement and the funding received from participating entities, sets forth the operational
framework for the SRDTF, and has done so since 1988.
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The SRDTF and SSCNTF work very closely and assist each other with staffing and equipment, as
needed. For example, should we encounter a drug lab locally the SRDTF can be called out to
dismantle the lab. This assistance can save us literally thousands of dollars in overtime, training,
and equipment expense. A more frequent area of cooperation and assistance occurs with
investigations where the two task forces may assist each other with investigations involving
mutual suspects.
We request that the Council approve this matter authorizing the Mayor to sign the FY 2008-2009
interlocal agreement with SRDTF.
Fiscal Impact
Fiscal Year:2008-2009
Revenue:
Expenditure:$9127.76
Fiscal Impact:
Attachments
Link: Interlocal Agreement
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 08/28/2008 11:02 AM APRV
2 Mayor Gary Haakenson 08/28/2008 11:03 AM APRV
3 Final Approval Sandy Chase 08/28/2008 11:06 AM APRV
Form Started By: Gerry
Gannon
Started On: 08/28/2008 10:34
AM
Final Approval Date: 08/28/2008
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AM-1759 3.
Introduction of Student Representative
Edmonds City Council Meeting
Date:09/02/2008
Submitted By:Jana Spellman
Submitted For:Council President Plunkett Time:5 Minutes
Department:City Council Type:Information
Review Committee:
Action:
Information
Subject Title
Introduction of Student Representative
Recommendation from Mayor and Staff
N/A
Previous Council Action
N/A
Narrative
Introduction of new Student Representative Leif Warren from Meadowdale High School.
Fiscal Impact
Attachments
No file(s) attached.
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 08/28/2008 10:19 AM APRV
2 Mayor Gary Haakenson 08/28/2008 10:25 AM APRV
3 Final Approval Sandy Chase 08/28/2008 11:02 AM APRV
Form Started By: Jana
Spellman
Started On: 08/27/2008 12:20
PM
Final Approval Date: 08/28/2008
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AM-1756 4.
Green Week Proclamation
Edmonds City Council Meeting
Date:09/02/2008
Submitted By:Linda Carl
Submitted For:Gary Haakenson Time:5 Minutes
Department:Mayor's Office Type:Information
Review Committee:
Action:
Information
Subject Title
Proclamation in honor of Green Edmonds Week, September 8 - 13, 2008.
Recommendation from Mayor and Staff
Previous Council Action
Narrative
Edmonds merchants are participating in a week of "green" activities that include distribution of
reusable shopping bags to encourage citizens to "go green." On September 11 there will be a
Greener Living program sponsored by Sustainable Edmonds, and the week will conclude with the
city's first Green Edmonds Festival on Saturday, September 13. The festival is sponsored by
Sustainable Edmonds and Green For Good, two local organizations, and will be held at the
Frances Anderson Center playfield from 11 a.m. to 6 p.m. It will include a children's craft area
featuring recycled materials, a solar-powered stage with live music, informative speakers,
and plenty of eco-friendly vendors. Walk, bike, take a bus, or carpool to downtown Edmonds and
take advantage of this free event to learn about more sustainable, environmentally friendly living.
Fiscal Impact
Attachments
Link: Proclamation
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 08/26/2008 11:46 AM APRV
2 Mayor Gary Haakenson 08/26/2008 12:23 PM APRV
3 Final Approval Sandy Chase 08/28/2008 09:42 AM APRV
Form Started By: Linda
Carl
Started On: 08/26/2008 08:57
AM
Final Approval Date: 08/28/2008
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AM-1768 5.
Public Hearing on the Six Year Transportation Improvement Program
Edmonds City Council Meeting
Date:09/02/2008
Submitted By:Conni Curtis
Submitted For:Robert English Time:30 Minutes
Department:Engineering Type:Action
Review Committee:
Action:
Information
Subject Title
Public Hearing for the Six Year Transportation Improvement Program (2009-2014) and
proposed resolution adopting the Six-Year Transportation Improvement Program and
directing the same to be filed with the Secretary of Transportation and the Transportation
Improvement Board.
Recommendation from Mayor and Staff
Council approve the Six Year Transportation Improvement Program and adopt the resolution.
Previous Council Action
None
Narrative
The Six Year Transportation Improvement Program (TIP) is a transportation planning document
that identifies funded, partially funded, and unfunded projects that are planned or needed over the
next six calendar years. The TIP also identifies the expenditures and secured or reasonably
expected revenues for each of the projects included in the TIP.
RCW 35.77.010 and 36.81.121 require that each city update and adopt their TIP prior to adoption
of the budget. A copy of the adopted TIP must be submitted to the Puget Sound Regional Council
and state transportation agencies (Washington State Department of Transportation and
Transportation Improvement Board).
The 2009-2014 TIP has been impacted by the loss of projected REET revenue for transportation
improvements. Several projects and annual transportation improvements have been delayed based
on the funding shortfall. Below are some examples of projects that have been rescheduled to a
later time with the assumption that adequate funding will become available:
• Shell Valley Construction Project (from 2009 to 2012)
• Main Street @ Third Avenue Signal Upgrades (from 2009 to 2014)
• 76th Avenue West @ 212th Street SW Capacity Improvements (new significant project that
isn’t scheduled until 2012)
• 238th Street SW @ 100th Avenue West Signal Upgrades (from 2009 to 2010)
• 80th Avenue West Pedestrian Improvements (from 2010 to 2012)
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• Main Street Pedestrian Lighting (from 2009 to 2013)
• Five Corners Intersection Improvements (from 2011 to 2012)
• SR99 @ 220th, 216th and 212th Streets SW Intersection Improvements (from 2012 to 2014)
The transportation plan update that is currently underway will provide a more comprehensive
assessment of the City’s transportation needs and funding options, including possible revenue
from a Transportation Benefit District. The draft transportation plan update and financial analysis
will be presented to the City Council for consideration in spring 2009.
Fiscal Impact
Attachments
Link: 2008 TIP Resolution
Link: Six Year TIP (2009-2014)
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 Public Works Noel Miller 08/28/2008 03:15 PM APRV
2 City Clerk Sandy Chase 08/28/2008 03:15 PM APRV
3 Mayor Gary Haakenson 08/28/2008 03:48 PM APRV
4 Final Approval Sandy Chase 08/28/2008 04:04 PM APRV
Form Started By: Conni
Curtis
Started On: 08/28/2008 01:34
PM
Final Approval Date: 08/28/2008
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- 1 -
RESOLUTION NO. ______
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
EDMONDS, WASHINGTON, APPROVING A
TRANSPORTATION IMPROVEMENT PLAN (TIP), AND
DIRECTING FILING OF THE ADOPTED PROGRAM WITH
THE WASHINGTON STATE DEPARTMENT OF
TRANSPORTATION.
WHEREAS, RCW 35.77.010 and 36.81.121 require that each city and town is
required to adopt a Transportation Improvement Plan (TIP) and update it annually, prior to
adoption of the budget, and file a copy of such adopted program with the Washington State
Department of Transportation (WSDOT); and,
WHEREAS, a public hearing was held on the TIP on September 2, 2008; and,
WHEREAS, the City Council wishes to adopt such a program stating its desire
and intent that the staff pursue additional forms of funding in order to accelerate street overlay/
improvements and walkway, sidewalk and bike way improvements in the City if such funds can
be obtained; now, therefore,
THE CITY COUNCIL OF THE CITY OF EDMONDS, WASHINGTON,
HEREBY RESOLVES AS FOLLOWS:
Section 1. A Transportation Improvement Plan is hereby adopted pursuant to the
requirements of RCW 35.77.010 and 36.81.121 to be effective on September 2, 2008 and to
continue in full force and effect until amended. A copy of such Transportation Improvement
Plan for the years 2009 to 2014 is attached hereto as Exhibit A and incorporated by this reference
as fully as if herein set forth.
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- 2 -
Section 2. The City Clerk is hereby requested and directed to file a certified copy
of the Transportation Improvement Plan with the Washington State Department of
Transportation.
RESOLVED this ___ day of ________________, 2008.
APPROVED:
MAYOR, GARY HAAKENSON
ATTEST/AUTHENTICATED:
CITY CLERK, SANDRA S. CHASE
FILED WITH THE CITY CLERK:
PASSED BY THE CITY COUNCIL:
RESOLUTION NO.
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AM-1767 7.
Edmonds Fiber Network Recommendations - Update and Next Steps
Edmonds City Council Meeting
Date:09/02/2008
Submitted By:Carl Nelson
Submitted For:Rick Jenness Time:20 Minutes
Department:Administrative Services Type:Information
Review Committee:Finance
Action:Recommend Review by Full Council
Information
Subject Title
Fiber Optic Network Recommendations - Update and Next Steps.
Recommendation from Mayor and Staff
Recommendation Summary
From a broad overview perspective, our recommendation is to continue aggressively moving
ahead in the development of the Edmond’s Fiber Network (EFN) for internal and
intergovernmental uses. The internal cost savings and productivity increases appear to have
significant potential benefit to the City and other governmental entities have been quick to
recognize the benefits the EFN can provide them, and have expressed an eagerness to partner with
the City. Their willingness to invest in the network is allowing the EFN to grow in both geographic
reach and overall capacity and at the same time cover the incremental capital costs associated with
their connections and reduce the City’s on-going cost of network operations.
The business case for providing a citywide fiber to the premise (FTTP) service for city residential
and commercial users is not so clear-cut. Our economic analysis concludes that, at present, a full
fiber to the premise deployment would be difficult to justify on its own given existing economic
conditions. However, as discussed in the attachments, it does seem to make financial sense to offer
surplus broadband capacities to content providers as well as commercial and residential users on a
selected basis, thus growing the network (and revenues) incrementally.
As an example, if the plan being presented is adopted, two of the four City locations identified in
the FTTP plan for fiber optic “hub” locations will be enabled as a part of wireless meter reading
project. If and when finances and policy justify a full fiber to the premise deployment, the fiber
optic “backbone” needed to serve nearly half the city will already be in place and paid for.
The specific recommendations being proposed in this plan are:
1.) Continue to support through the budgeting process, those capital investments that that are
directly attributable to projects that result in direct cost offsets to the City’s telecommunications
budget.
2.) Approve the issuance of one or more Water/Sewer Revenue Bonds, not to exceed $4.2
Packet Page 127 of 267
million for the acquisition of replacement water meters for all city water customers along with an
“Electronics Package” that contains radio transmitters for each of the meters and provides funds
for radio receiving towers, associated fiber optic cable runs, and related system expenses;
3.) Continue pursuing municipal, governmental and educational institutions that would benefit,
both financially and operationally, from having access to the EFN’s ultra high speed broadband
capacity.
4.) Request that the City Engineer review the City’s engineering and design guidelines in light
of new technology that allows fiber to be placed underground with minimal impact to streets or
earthen right-of-ways at a substantially reduced cost to the City.
5.) Move to adopt a policy requiring installation of fiber optic conduit when streets are either
reconstructed, dug-up for water/sewer/storm replacement or other major infrastructure
improvements.
6.) Move to adopt a policy requiring all development projects that install new, or move existing
utility services, to install a communications conduit into the structure or structures and that it be
dedicated for City use.
7.) Direct Staff to seek grant funding for a demonstration project that would create a technology
display at the library, Francis Anderson Center or other public facility that would mimic the
Edmonds “Living room of the Future”. The display would be a hands on working display
demonstrating ultra high speed internet, broadcast TV and video on demand, two-way video
conferencing. Additionally, information based energy conservation programs can be showcased
that demonstrate how real-time gas and electric meter reading can be utilized by the customer to
trim their energy usage and reduce their carbon footprint. In addition to the public display, the
grant funds should be used to connect several homes and businesses to the network to gain real
world perspective on the network.
Previous Council Action
Narrative
For several years the City of Edmonds has been working on establishing a fiber optic network
whose primary use to date has been to reduce municipal telecommunications costs while
increasing functionality.
The City has also examined two other uses for this network: providing high speed broadband
access to other local governmental and educational entities, and eventually expanding the network
to provide ultra high speed communications capabilities to businesses and residents.
See attached "Fiber Optic Recommendations" and the above Summary of Recommendations for
moving ahead in the development of the Edmond’s fiber optic network. Outlined are the steps for
internal and intergovernmental uses so as to thoughtfully invest in such a way that incremental
expansion of the network can be achieved economically and in the best interest of the City.
Fiscal Impact
Fiscal Year:
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Revenue:
Expenditure:
Fiscal Impact:
The attached recommendations includes investments to replace water meters that are currently
past their useful service life, and to couple that necessary investment with a technology package
that will enable the meters to be read remotely via a wireless connection. The technology
investment will provide direct payback in labor and equipment costs within 10 years, and if other
public/private uses of the technology can be found and quantified, the payback period could be
significantly shorter and may provide an on-going source of general fund revenue.
Attachments
Link: Fiber Optic Recommendations
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 08/29/2008 08:25 AM APRV
2 Mayor Gary Haakenson 08/29/2008 09:17 AM APRV
3 Final Approval Sandy Chase 08/29/2008 09:20 AM APRV
Form Started By: Carl
Nelson
Started On: 08/28/2008 11:47
AM
Final Approval Date: 08/29/2008
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Edmonds Fiber Network
Staff Recommendations
:
(Original)
Prepared By
an Clements
ck Jenness
D
R
i
0017_1767_Fiber Optic Network Recommendations-FINAL.Doc
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Edmonds Fiber Network (EFN)
Page 2
Acknowledgements
These recommendations are the product of hundreds of hours of work by the Mayor, members of
the City Council, City Staff, and members of the Citizens Technology Advisory Committee
(CTAC). The committee would like to acknowledge the following people for their leadership
and extraordinary level of civic service these past several years.
Mayor Gary Haakenson – For shepherding the early work of this group starting back in
February 2002 and his continued support ever since.
Former Councilmember Mauri Moore – Who in 2004 sponsored the resolution that
created the CTAC and whose enthusiasm and drive helped move the committee’s early
work forward.
Councilmember Peggy Pritchard Olson – Who in 2004 co-sponsored the CTAC reso-
lution and has attended virtually every meeting since the committee formed sharing her
wisdom, grace and humor.
Councilmember Ron Wambolt – Whose deep business and practical experience in
technology has been enormously valuable to the committee since his election in 2006.
Administrative Services Director (Retired) Dan Clements – Who is the primary au-
thor of these recommendations and the steady guiding hand that has lead the work of the
committee from the beginning. Credit for much of the success the group has achieved
belongs to him. Enjoy retirement Dan, but know that you will be missed.
City Staff CTAC Members
Stephan Clifton Bart Preecs (CTAC Chairman since 2004)
Cindi Cruz John Gates
Carl Nelson Paul Harris
Chief Tomberg Darrell Haug
Noel Miller John Heinz
Duane Bowman Rick Jenness
Asst Chief Gerry Gannon Ryan Maloney
Officer Mike Bard Michael Mestre
Mario Rossi
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Introduction
For several years the City of Edmonds has been working on establishing a fiber optic network
whose primary use to date has been to reduce municipal telecommunications costs while increas-
ing telecommunications functionality.
The City has also examined two other uses for this network: providing high speed broadband
access to other local governmental and not-for-profit entities, and expanding the network to pro-
vide fiber to the premise (FTTP) services for residents and businesses.
This background paper will present staff recommendations supporting future usage in the follow-
ing three areas:
• Internal City usage
• Public sector and intergovernmental usage
• Citizen, business and commercial usage.
A summary of these recommendations can be found on page 14.
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Internal City Usage
Background
Using cutting edge telecommunications capability has the potential to enhance the quality of ser-
vices provided by the city while at the same time lowering the costs of delivering those services.
Current Usage
When the City acquired the rights from WSDOT to the 24 strands of fiber running from the ferry
terminal up Main Street to Hwy 99, the City has been searching for ways to utilize that asset to
improve service and lower costs. To-date, the City has used the fiber to:
• Replace a commercial T-1 circuit that connected the Public Works Phone System to the
City’s PBX system in the Public Safety Building. Saving the City approximately
$500/month since January of 2006, this initiative has saved the City nearly $18,000.
• Replace a commercial T-1 circuit that provided the City with Internet access. This circuit
has been in place since June of 2007 and has saved the City nearly $6,500 while at the
same time increasing internet access from under 1 Mbps to 100Mbps.
Future Uses – More T-1 replacements
The City should continue the pattern of displacing recurring monthly payments for T-1 circuits
in favor of one time capital investments in the fiber optic infrastructure that will have paybacks
in the 2-4 year range. Future locations under consideration include:
• Francis Anderson Center
• Yost Pool
• Fire Station # 16
• Fire Station #20
• City Park
• Water Storage & Sewer pumping locations (where feasible)
Future Uses – Smart Metering, Video Arraignment & Municipal Wi-Fi)
By extending the EFN northward to the Seaview area, and southward towards Esperance area,
the City can provide a wireless communications infrastructure capable of remotely reading every
water meter in the City without the need for employees of the Water Department to drive to each
location and manually capture the meter value. Currently 37% of the City’s meters are over 20
years old, and a full 66% are over ten years old. As meters get older, their accuracy degrades
causing lost revenue to the City.
To read meters centrally, several radio reception points are needed to be located in various parts
of the City. These reception points would be connected to the central office via an expansion of
the City’s fiber optic backbone. The base cost of meter replacement (necessary in any event) is
estimated at just under $2.0 million. Moving to smart meters adds just over $2.0 million. Table 1
below summarizes these costs.
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FIGURE 2: SMART METERING COSTS
ITEM BASE METER
REPLACEMENT
SMART
METER COSTS
TOTAL COST
Replacement Water Meters $ 1,776,299 $ 1,776,299
Meter Radios 1,254,875 1,254,875
Base Station 180,700 180,700
Tower and Base 50,000 50,000
Fiber Extensions 100,000 100,000
Switching Equipment 75,000 75,000
WiFi Communications 300,000 300,000
Sales Tax 135,887 149,984 285,857
Grand Total $1,912,186 $2,110,559 $4,022,731
This cost summary assumes that all City water meters are replaced as part of this proposal. The
rational is that crews can visit a neighborhood, replace all meters, and “touch” an installation on-
ly one time. For some newer meters, it may make sense to simply install meter reading radios, as
opposed to replacing the entire meter. This would reduce the above costs.
In addition to deploying the “Smart Meter” radios, the proposal calls for enabling video arraign-
ment capability from the Municipal Court and for deploying a WI-FI mesh network dedicated to
municipal and governmental uses. These other uses would utilize the same fiber network exten-
sions required for the smart meters. The added costs for this “Electronics Package” are off-set
by three utility and one public safety factor in a eight to nine year amortization period. These off-
sets are described below.
1.) Annual reductions in personnel, vehicle, and equipment costs of approximately $92,600
per year in current dollars if all meters are replaced;
2.) Increased water system revenue due to more accurate meters. This recovery is estimated
at 3% of metered revenue, or $112,000 in 2007 dollars on metered sales of $3,735,600;
3.) By moving to video arraignment for our Court, police prisoner transport time, vehicle
costs, and fuel expenses are reduced by $47,700 annually the first year of operation.
4.) By allowing public works crews to remain in the field longer by using the municipal Wi-
Fi system to log into central City servers for information on “as-built” drawings, utility
locations, storm and sewer video, and building permit information, additional personnel,
vehicle, and fuel reductions would occur. At this juncture no value has been assigned
these productivity increases.
5.) The wireless network connections used by the Public Works crews can also be used by
Law Enforcement and Fire Department personnel. Seattle Police Department conducted
a study that identified three key facts:
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a. It costs just over $200/hour to put a police officer on the streets in Seattle (2004
dollars). This cost included salary & benefits, equipment, training and support
costs
b. The average Seattle PD officer spent 53% of his/her time on patrol, and 47% of
their time at the precinct performing administrative, record keeping and non-
patrol related tasks.
c. By having computers in their patrol cars with wireless network access, patrol time
could increase to 70% by having the officers spend some time parked in con-
spicuous areas of their patrol area performing some of their administrative duties.
It was estimated that the added police visibility was equivalent to a 15% increase
in patrol officers. (Referred to as “Force Multiplier Effect”)
At this time, no monetary value has been assigned this added capability with regards to
Edmonds PD, but it seems reasonable that the City’s savings might be proportional to Se-
attle’s based on the number of officers.
These figures are summarized in Table 1 below. Note that the added costs of Smart Metering are
paid back over a relatively short 8 year span. Increasing fuel and personnel costs will accelerate
this payback.
FIGURE 1: SMART METERING SAVINGS AMORTIZATION
Year Water Costs1
Water Rev-
enue2
PD transport
Savings1
Public Works
Productivity Police / Fire
Productivity
Cumulative
Savings
1 92,600 112,000 47,700 0 0 252,300
2 97,230 113,120 50,085 0 0 512,735
3 102,092 114,251 52,589 0 0 781,667
4 107,196 115,394 55,219 0 0 1,059,475
5 112,556 116,548 57,980 0 0 1,346,559
6 118,184 117,713 60,879 0 0 1,643,334
7 124,093 118,890 63,923 0 0 1,950,240
8 130,297 120,079 67,119 0 0 2,267,735
9 136,812 121,280 70,475 0 0 2,596,302
10 143,653 122,493 73,998 0 0 2,936,446
Notes: 1.) Assumes 5% annual cost escalator
2.) Assumes 3% lost revenue recovered and 1% annual cost of water escalator.
3.) Approximate Break-even point for Electronics Package
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Environmental Benefits
Other reasons for expanding the City’s fiber network are environmentally related. By using elec-
tronic systems for such tasks as reading water meters, and conducting in custody hearings via
video conferencing, the City is able to reduce vehicle use, fuel consumption and the resulting
carbon emissions.
The two uses that have been examined for cost reductions, smart metering and video arraign-
ments, would result in annual mileage savings of approximately 17,000 miles, and result in a
carbon footprint reduction of 8.34 tons (see Appendix 5).
As we are able to further quantify the advantages of Police, public works and utility crews being
able to utilize governmental Wi-Fi networks to remain in the field, rather than return to central
offices for information, these transportation cost savings and carbon reductions will grow con-
siderably.
Recommendations
Staff is recommending that the Mayor and the City Council take the following actions:
• Continue to support through the budgeting process, those capital investments that that are
directly attributable to projects that result in direct cost offsets to the City’s telecommu-
nications budget.
• Approve a bond resolution that finances the Wireless Meter reading project along with
the supporting fiber optic links and wireless mesh network
• Request that the City Engineer review the City’s engineering and design guidelines in
light of new technology that allows fiber to be placed underground with minimal impact
to streets or earthen right-of-ways at a substantially reduced cost to the City.
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Public Sector and Intergovernmental usage
Background
The nature of fiber optic technology and the ongoing investments being made by technology pro-
viders to further enhance its abilities, virtually guarantees that Edmonds will have ultra high
speed telecommunications capacity far exceeding its current and future needs. Sharing this ex-
cess capacity with other governmental, educational and not-for profit institutions seems clearly
to be in the mutual best interest of the City and these potential partners.
Current Usage
This notion of excess capacity was recognized in the earliest stages of the EFN’s development,
and conversations have ensued with the Edmonds School District, Edmonds Community Col-
lege, Snohomish County, Everett Community College, Stevens Hospital, SNOCOM, Port of
Edmonds and many others. To date Edmonds Community College and Stevens Hospital have
signed partner agreements to utilize the EFN as a way to lower their costs and enhance the ca-
pacity and reliability of their internet access.
Each of these partners is connecting to the network at their own expense, and paying Edmonds a
fee for the internet traffic they generate. The City is buying internet bandwidth in bulk so every
partnership helps to reduce the cost for everyone.
Future Usage
We have identified over 100 entities in the North King and South Snohomish Counties that are
potential EFN partners and we expect interest to continue to grow as we are able to point to our
early successes. Currently, plans are underway to make Edmonds a regional hub for the State of
Washington’s Intergovernmental Network (IGN) which is used by virtually every State and Lo-
cal agency office around the State. By aggregating traffic through the EFN, partners reduce their
connection costs to the IGN, while at the same time enhancing the capacity and reliability of
their service. Partnering with even 30-40 of these entities over the next several years could gen-
erate $750,000 to $1,000,000 in recurring revenue to the City.
Because these potential partners are public entities, the inter-local agreement statutes provide
clear authority for the City’s involvement in an enterprise such as this. Since the partnering
agencies are funding their own connection costs (or paying us to build it for them) we judge
there to be little risk and substantial upside potential in pursuing partnerships of this kind.
Recommendations
1.) Continue pursuing municipal, governmental and educational institutions that
would benefit, both financially and operationally, from having access to the
EFN’s ultra high speed broadband capacity.
2.) Move to adopt a policy requiring installation of fiber optic conduit when streets
are either reconstructed, dug-up for water/sewer/storm replacement or other major
infrastructure improvements.
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Citizen, Business and Commercial usage
Background
In 2007 the City contracted with a UT based consulting firm to advise City about the economic
feasibility of building a citywide “Fiber to the Home” (FTTH) or more commonly referred to as
“Fiber to the Premise” (FTTP) network. The design scope was to include every home and busi-
ness location in the City (20,022) and was designed to provided a minimum 100Mbps to every
location, but the backbone infrastructure and electronics were sized in anticipation of providing
1000Mbps (Gigabit) capacity to the majority of the City.
The price tag for this network came to approximately $28,000,000 in 2007 dollars. The eco-
nomic model indicated that approximately 40% of the potential customers would need to sub-
scribe to services carried over this network in order for the City’s investment to breakeven. If
customers were required to pay a modest one time fiber connection fee ($400-$600), the break-
even would drop to 30%. Notably, the financial analysis mentioned above did not consider the
revenue that would be generated from Governmental and Educational partners, many of whom
are not within the City limits of Edmonds. The consultant’s report is found in Appendix 4 of this
document for your reference.
Current Usage
At the present time, no residents or commercial businesses in Edmonds are using the network,
though there has been significant interest expressed to the CTAC from Edmonds residents, busi-
ness and property owners.
Future Usage
It is not difficult to see where the interest in this network would come from. In cities where mu-
nicipal network are built, telecommunications services drop in price anywhere from 20-40%.
Incumbent carriers are forced to compete with content providers who are delivered over a shared
network and are not saddled with the debt and overhead required to maintain a redundant pro-
prietary network.
In Europe, some content providers allow customers to make their own package of TV channels.
For example, the first 20 channels might be a flat $15.00/month and $.25 - $.50 per channel after
that. The customer chooses which channels they want rather than being handed (and pay for)
hundreds of channels that are of no value to them. Internet speeds in Utah reach 50Mbps for
less than $40/month, and homes in Korea and Japan are all now getting 100Mbps - 1Gbps fiber
connections and are paying far less than Edmonds residents do. These economic incentives rep-
resent the reasons Edmonds citizens and businesses will be drawn to the EFN. Staff has identi-
fied other compelling benefits to the City outlined below.
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Economic Development
Different than the financial justification above which focuses on direct costs reductions to City
operations, Economic Development justifications come from added revenue to the City either
directly from user fees, subscriptions and utility taxes on those services , or indirectly from addi-
tional tax revenue generated from activity attributed to the presence of the network. Sales Tax
revenue in the City is an important part of the City’s revenue stream, but compared to access
charges, user fees, subscriptions and other direct revenue sources, sales tax is difficult to forecast
and incrementally attribute as a network benefit.
Areas where sales tax is easily attributable would come from new business’s locating within the
city because of the availability of its ultra high speed network. Some if not many of the employ-
ees of this business will choose to live in Edmonds and some fraction of the company and em-
ployee spending will add to the retail sales of the City. Additionally, individuals who currently
commute to work in Seattle or elsewhere can effectively “telecommute” if they had access to a
network that could support the bandwidth requirements of 2-way video conferencing. This
would reduce transportation costs and pollution and would make Edmonds very attractive to the
upscale high tech work force currently locating on the Eastside of King County.
The more direct revenue streams will occur when users connect to the network and utilize its ser-
vices. Currently, The City has three Public, Educational and Government (PEG) users con-
tracted to use the network, and these three entities will bring the City nearly $54,000 per year in
direct revenue. It is not unrealistic to believe that 100 similar entities or more exist in South
County that could benefit from the ultra high capacity of the network.
Policy
The final justification for expanding the City’s broadband network relates to a policy on open
infrastructure. The vision is that, in an ideal world, there should be a single municipal fiber net-
work open to all qualified information and content providers. This is supported by the work
Packetfront prepared for the City.
“One of the core competencies of a city is building infrastructure for common use—such
as roads, water lines, wastewater treatment, and in some cases electric utilities. In many
cities, telecommunications is now considered the “fifth utility,” because cities can im-
plement such infrastructure ubiquitously, often better than any private entity. The bene-
fits of a municipal network; include better connections for utility monitoring, mobile gov-
ernment services, education, healthcare, library services, and social networking and
communication.”
“Cities are equipped to understand and accept long-term financing scenarios, because
the primary motivator for cities is to serve the public good rather than to appease stock-
holders. These facts place municipalities in an ideal position to deploy fiber projects and
makes municipal ownership of these networks easier to support. Conversely, it would be
inadvisable for any city to hand over ownership of its network to any private firm, be-
cause it would then lose the ability to make decisions regarding the deployment, use, or
operation of that network.”
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Judging future needs by today’s municipal and business imperatives is a good starting point in
establishing an open network that is technology agnostic and provider neutral. Policy should
further encourage participation and competition by as many players as possible and allow for
growth of capacity to meet future demand. The policy acknowledges the trend to make digital
forms of communication easily available over a single high speed fiber pipe by lowering the
capital requirement to provide this capability and capacity to all of Edmonds.
Ease of information delivery facilitated by City provided fiber would allow anticipated uses de-
scribed above to arise easily over time such as real time delivery of water, gas, and electric usage
information to consumers, educational learning materials, classes, and healthcare. A fiber con-
nection that is open and not limited to a single purpose or provider opens possibilities for new
information and content while lowering the capital and operational costs of delivering digital in-
formation.
The shared infrastructure model has several compelling advantages:
1. The cost of providing services over a shared network will be substantially less than pro-
viding the same services over a privately owned network. Assuming for example that
Verizon builds its fiber network for 28 million (Edmonds cost estimate) and Comcast
builds theirs for 28 million, and each earns 50% of the Edmonds market share, or 10,000
connections. Debt service and operations costs will exceed $35/month/customer. On a
shared network, where they pay access charges based on the number of customers they
have, their network costs would be only half as much, with the savings being passed on
to the citizens of Edmonds. Additionally, the service providers are not subject to the fi-
nancial risks associated with not achieving their target market share and the contingency
costs of those risks are not passed on to the consumers.
2. The shared network model will allow more than 2 competitors to provide service on the
network. This added competition will allow market forces to shape the price, variety and
quality of the service offerings that will better serve the Edmonds market. In Europe,
service providers allow customers to choose which TV stations they receive on an a la
carte basis. Fifteen dollars ($15) per month gets you your local programming plus 10
“cable” channels with additional channels available for $0.25 - $0.50 / month apiece.
The more you buy the less they cost on a per channel basis. Every citizen member of the
CTAC committee has stated they would sign up for a service like that if it were available
in Edmonds.
Creating and promoting the use of a shared network also avoids the cost, inconvenience
and aggravation associated with the City roads and family front yards being dug up for
every content providers who wants to install their network. In the absence of a City
owned shared network, this is the only approach available to those providing digital tele-
vision, internet, and phone services, so it will likely continue unless action is taken.
The City has spoken with both Verizon and Comcast about the possibility of their firms provid-
ing services over an open network, and neither local provider has expressed an interest thus far.
Verizon is in the process of completing its FIOS fiber to the premise program in southwest Sno-
homish County, and have chosen the proprietary network approach. While the Verizon approach
will provide greater bandwidth and speed than they currently provide in our area, it is not at all
comparable to the bandwidth and speed being proposed for the Edmonds network and is substan-
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tially less than what is already available in a growing number of regions in the US and many
parts of Europe and Asia.
At some point Comcast will need to up-grade their network connections to fiber speeds in order
to remain competitive. It seems prudent policy to try and avoid a duplication of dug up streets
and impaired views resulting from the recent overhead stringing of fiber cable and splice boxes
on overhead lines a second or third time. Staff will continue to reach out to Comcast in hopes of
encouraging them to consider the more progressive shared network model, and will continue our
discussions with other service providers who have expressed interest in using the Edmonds
shared network.
Recommendations
Despite all of the positive reasons to move forward with a Citywide FTTP network; City Staff
feels that the legal and financial risks to the City and its taxpayers are not sufficiently understood
to recommend moving forward at this time. At the same time, as the economics of this proposal
continue to evolve in favor of building the network, the CTAC and City Staff will continue to
evaluate the City’s options and keep the Mayor and City council informed.
The following are specific actions that staff requests the Mayor and Council to consider:
1.) Direct Staff to prepare a plan that builds EFN components incrementally, as op-
posed all at once (Big Bang). An incremental construction plan that achieves full
city-wide coverage will cost more and take longer than a “Big Bang” all-city pro-
ject; it has the benefit of eliminating the risk associated with subscriber accep-
tance.
2.) Direct Staff to revise the consultant’s business model factoring in revenue re-
ceived from a growing number of PEG partners.
3.) Move to adopt a policy requiring all development projects that install new, or
move existing utility services, to provide for a communications conduit into the
structure or structures and that it be dedicated for future City use.
4.) Direct Staff to seek grant funding for a demonstration project that would create a
technology display at the library, Francis Anderson Center or other public facility
that would mimic the Edmonds “Living room of the Future”. The display would
be a “hands-on” working display demonstrating ultra high speed internet, broad-
cast TV and video on demand, two-way video conferencing. Additionally, infor-
mation based energy conservation programs can be showcased that demonstrate
how real-time gas and electric meter reading can be utilized by the customer to
trim their energy usage and reduce their carbon footprint. In addition to the pub-
lic display, the grant funds should be used to connect several homes and busi-
nesses to the network to gain real world perspective on the network.
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Recommendation Summary
From a broad overview perspective, our recommendation is to continue aggressively moving
ahead in the development of the Edmond’s Fiber Network (EFN) for internal and intergovern-
mental uses. The internal cost savings and productivity increases appear to have significant po-
tential benefit to the City and other governmental entities have been quick to recognize the bene-
fits the EFN can provide them, and have expressed an eagerness to partner with the City. Their
willingness to invest in the network is allowing the EFN to grow in both geographic reach and
overall capacity and at the same time cover the incremental capital costs associated with their
connections and reduce the City’s on-going cost of network operations.
The business case for providing a citywide fiber to the premise (FTTP) service for city residen-
tial and commercial users is not so clear-cut. Our economic analysis concludes that, at present, a
full fiber to the premise deployment would be difficult to justify on its own given existing eco-
nomic conditions. However, as will be discussed shortly, it does seem to make financial sense to
offer surplus broadband capacities to content providers as well as commercial and residential
users on a selected basis, thus growing the network (and revenues) incrementally.
As an example, if the plan being presented is adopted, two of the four City locations iden-
tified in the FTTP plan for fiber optic “hub” locations will be enabled as a part of wire-
less meter reading project. If and when finances and policy justify a full fiber to the pre-
mise deployment, the fiber optic “backbone” needed to serve nearly half the city will al-
ready be in place and paid for.
The specific recommendations being proposed in this plan are:
1.) Continue to support through the budgeting process, those capital investments that
that are directly attributable to projects that result in direct cost offsets to the
City’s telecommunications budget.
2.) Approve the issuance of one or more Water/Sewer Revenue Bonds, not to exceed
$4.2 million for the acquisition of replacement water meters for all city water
customers along with an “Electronics Package” that contains radio transmitters
for each of the meters and provides funds for radio receiving towers, associated
fiber optic cable runs, and related system expenses;
3.) Continue pursuing municipal, governmental and educational institutions that
would benefit, both financially and operationally, from having access to the
EFN’s ultra high speed broadband capacity.
4.) Request that the City Engineer review the City’s engineering and design guide-
lines in light of new technology that allows fiber to be placed underground with
minimal impact to streets or earthen right-of-ways at a substantially reduced cost
to the City.
5.) Move to adopt a policy requiring installation of fiber optic conduit when streets
are either reconstructed, dug-up for water/sewer/storm replacement or other major
infrastructure improvements.
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6.) Move to adopt a policy requiring all development projects that install new, or
move existing utility services, to install a communications conduit into the struc-
ture or structures and that it be dedicated for City use.
7.) Direct Staff to seek grant funding for a demonstration project that would create a
technology display at the library, Francis Anderson Center or other public facility
that would mimic the Edmonds “Living room of the Future”. The display would
be a hands on working display demonstrating ultra high speed internet, broadcast
TV and video on demand, two-way video conferencing. Additionally, informa-
tion based energy conservation programs can be showcased that demonstrate how
real-time gas and electric meter reading can be utilized by the customer to trim
their energy usage and reduce their carbon footprint. In addition to the public dis-
play, the grant funds should be used to connect several homes and businesses to
the network to gain real world perspective on the network.
Attachments & References
Attached are five appendices that were used as the foundation for the recommendations con-
tained in this paper. These attachments will provide much in depth background relating to the
recommendations discussed earlier. These appendices are:
Appendix 1: Flexnet Meter and Radio Cost Estimate
Appendix 2: Underground Fiber Specifications
Appendix 3: Water Meter Radio Propagation Study
Appendix 4: Fiber to the Premise Business Plan
Appendix 5: Cost and Carbon Off-Set Calculations
Appendix 6: Citizen and Business Testimonials
In addition to these six appendices, Edmonds used a great deal of methodology and information
contained in an “Automatic Water Meter Reading Study” prepared by Grant and Osborne Engi-
neering for the City of Marysville. This study has not been included in this report, but is avail-
able from the City of Edmonds or Marysville.
Questions or Comments
We hope the information and material contained in this report will be of assistance in under-
standing what we feel are the next steps for expansion of the City’s broadband network. Staff
look forward to responding to any questions, comments, or concerns you may have.
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APPENDIX 1: FLEXNET METER & RADIO ESTIMATE
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APPENDIX 2: UNDERGROUND FIBER SPECIFICATIONS
Recommend installation of (4) conduit in 1.25” or 2” diameter (4 x 1.25” or 4 x 2”). Conduit
shall be SDR-11 HDPE , schedule 80 PVC or equivalent, meeting ASTM-3035 specifications.
Conduit shall be connected using compression couplers or heat fusion. Recommend installation
of 10-12AWG solid trace or locate wire in trench. At no time shall the pipe be deformed to
make any bend. The minimum radius for any bend or sweep in the conduit shall be thirty-six
inches (36").
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APPENDIX 3: WATER METER PROPAGATION STUDY RESULTS
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APPENDIX 4: FIBER TO PREMISES BUSINESS PLAN
Broadband Business Plan for
CCCiiitttyyy ooofff EEEdddmmmooonnndddsss
Feburary 2008
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1805 Shea Center Dr Suite 240
Highlands Ranch, CO 80129-2251
603.888.5100
fax 603.888.5101
www.packetfront.com
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City of Edmonds Broadband Business Plan
Table of Contents
Introduction and Scope.................................................................................................. 25
Benefits of Municipal Broadband—Looking Beyond the Triple Play .......................... 25
Scope of this Document................................................................................................. 27
Network Options ............................................................................................................. 29
Designing the Network.................................................................................................. 29
Building the Network .................................................................................................... 32
Operating the Network.................................................................................................. 33
Operational Plan ............................................................................................................. 37
Who should run the network? City? Partners? Vendors?............................................ 37
How should the services be marketed?......................................................................... 39
How will customer service be provided?...................................................................... 40
How should billing be done?........................................................................................ 41
What types of service level agreements need to be developed?.................................... 41
Organizational Plan ........................................................................................................ 42
What type of organization or "entity" should build/own/operate the network?........... 42
What does the staffing model of the entity look like at the City level, regional level and
who is responsible for recruiting, training and supervision of the staff?..................... 42
How would the staff levels be expected to grow?......................................................... 43
Financing ......................................................................................................................... 44
Who owns the assets once constructed?....................................................................... 44
What are the costs of financing and associated risks of the various financing options?
....................................................................................................................................... 44
What are various cash flow alternatives in a best case, worst case, as well as a
thoughtful likely case scenario?................................................................................... 44
Services ............................................................................................................................ 46
UTOPIA ........................................................................................................................ 46
Västerås, Sweden .......................................................................................................... 46
Nuenen, the Netherlands ............................................................................................... 47
Network Finances............................................................................................................ 48
Capital Expenses........................................................................................................... 48
Operating Expenses ...................................................................................................... 58
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Conclusion and Recommendations ............................................................................... 69
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IInnttrroodduuccttiioonn aanndd SSccooppee
• Benefits of Municipal Broadband—Looking Beyond the Triple Play
The core competency of communities is in building infrastructure for common use—such as
roads, water lines, and in some cases electric utilities. In many states and cities, telecommunica-
tions is now considered the “fifth utility,” because cities can implement such infrastructure ubiq-
uitously, often better than any private entity. In addition, there are many community-wide bene-
fits of a municipal network, including better connections for utility monitoring, government ser-
vices, education, healthcare, library services, and social networking and communication.
Cities are also much better equipped to understand and accept long-term financing scenarios, be-
cause the primary motivator for cities is to serve the public good rather than to appease stock-
holders. These facts place municipalities in an ideal position to deploy fiber-to-the-premise pro-
jects, and makes municipal ownership of these networks easier to support. Conversely, it would
be inadvisable for any community to hand over ownership of its network to any private firm, be-
cause it would then lose the ability to make decisions regarding the deployment, use, or operation
of that network.
While a community can and should own its FTTH network, not many cities are experts in broad-
band telecommunications or in operating networks. That’s where a third party operator can be
employed to provide critical expertise. The success of the network in terms of subscriber take
rates, service provider management, and construction management is reliant upon the experience
of the project management team. A third party team that is experienced in the deployment of
FTTH networks can help ensure the network’s success.
There are other management decisions to be made when building a municipally-owned fiber net-
work. One of the most important is whether the network will be open or closed in terms of how
services are offered. An open network is open for more than one service provider to use to offer
service. A closed network is contractually exclusive to just one service provider.
In order to meet community goals of competition and to preclude it from competing directly with
the private sector, our recommendation would be that the City of Edmonds build an open access
network. Building an open network doesn’t happen as a simple coincidence of an overall build
plan, but should be used as one of the core principles of the design, ownership, build and on-
going operations of the network.
Characteristics of a truly open fiber network include:
• Offers multiple services from multiple service providers—and can also be available
for new advanced services to run on the City-owned network, including community de-
veloped services, healthcare and educational services.
• Operates without prejudice—so that any qualified service provider can serve users on
the network without financial or operational barriers
• Provides carrier-class reliability—demonstrable 99.99% uptime
• Built on widespread industry standards—Ethernet is a standard that has been widely
adopted by both network applications and network devices, worldwide
• Uses easily scalable technology—so that an end user can easily make the jump from 100
Mbps to 1 Gbps bandwidth without affecting the other users on the network; open net-
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works will often use specialized hardware and software to make self-provisioning of ser-
vices possible, while supporting the service needs of service providers as well
• Provides an environment of bandwidth abundance—network electronics should never
be in the business of managing scarcity, but rather in providing optimum capacity to all
end users
When a city or municipality deploys an open access broadband network built on these principles,
the following benefits can be achieved:
• Supports economic growth—the vast capacity of an active fiber network will enable
businesses, educational facilities and health care facilities to improve their own service
offerings and internal operations. The availability of a world-class network will also be
very inviting for new businesses to locate to your community.
• Supports government applications—the ubiquitous deployment of an open network
provides a ready means to provide automated meter reading and automated meter intelli-
gence, as well as traffic monitoring, emergency response and law enforcement applica-
tions.
• Reduces the city’s carbon emissions—the availability of an advanced broadband net-
work has the potential to greatly encourage less driving through more innovative network
services, including—
o More telecommuting. Employers and their staff have a greater incentive to work
from home when they can rely on a network infrastructure with enough capacity
to meet their needs. Individuals and entities that transmit large amounts of data
will benefit even more.
o More teleconferencing. Instead of driving or flying to attend a meeting, one
could start a teleconferencing session. An active Ethernet fiber network provides
enough bandwidth to support very high quality visual communications applica-
tions by enabling high capacity and symmetrical upload and download speeds.
o More innovation leading to better services. Superior bandwidth will encourage
the growth, proliferation and better consumer use of e-services, including e-
commerce, entertainment, automated meter reading, e-government, etc. This
would lead to less driving and therefore fewer carbon emissions.
• Supports improved quality of life—high resolution visual communications, lower cost
true broadband connectivity, distance education, telemedicine, telecommuting (which is
made more viable with better-than-T1 capacity to each home), local community video
channels, home security, smart home technology and other services are direct results of
the availability of a true broadband open fiber network.
• Encourages innovation—large businesses, small businesses, educational entities, health
care institutions and residents alike benefit from the minimum 100 Mbps dedicated sym-
metrical capacity offered by an active fiber network. Businesses and “power users” can
subscribe to a 1 Gbps service, increasing the size of the ‘pipe’ they can access 24x7,
without affecting other users on the network. No longer limited by bandwidth scarcity,
this high bandwidth capacity can unleash creative forces to provide new and exciting ser-
vices and applications on the network. Consumers continue to increase the amount of
bandwidth they need and use, and will immediately see the benefits of the truly ‘fat pipe’.
• Encourages competition—the ability for multiple service providers to offer services on
the network encourages competition on price, service availability, and support. This is
good for residents and businesses, as it provides them with more choices and the ability
to change providers if they wish.
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• Scope of this Document
As part of its due diligence in regard to its conceived municipal broadband project, the City of
Edmonds contracted with DynamicCity (now PacketFront) to develop a Business Plan which
would cover several key areas of the project.
The Network Finances section of this document represents a financial framework with multiple
options that can be used by the City and the network stakeholders to understand the effects that
different choices will have on the financial outcome of the network. Once these choices are made
by the City (for example, the funding level contributed by the other stakeholders) PacketFront
can help Edmonds progress the business model and create a financing structure.
This Business Plan is designed to provide the following information:
• A review of the different options for the design, build and operation (DBO) of a munici-
pal network
• A recommended plan of operations
o Who should run the network? City? Partners? Vendors?
o How should the services be marketed?
o How will customer service be provided?
o How should billing be done?
o What types of service level agreements need to be developed?
• Organization Plan
o What type of organization or "entity" should build/own/operate the network?
Public Corporation; City Utility; Public Private Partnership; Private Industry?
o What does the staffing model of the entity look like at the City level, regional
level and who is responsible for recruiting, training and supervision of the staff?
o How would the staff levels be expected to grow?
• Financing
o How should the network be financed?
o Who owns the assets once constructed?
o What are the costs of financing and associated risks of the various financing op-
tions?
o What are various cash flow alternatives in a best case (rapid construction, enthu-
siastic consumer conversion rate), worst case (delayed construction, tepid con-
version rate), as well as a thoughtful likely case scenario?
• Services
o What services should be provided on the network?
o POTS, Internet access, video entertainment (broadcast & on-demand), mobile In-
ternet service (Wi-Fi), two-way interactive video (distance learning, remote
healthcare).
o What assumptions are built into the financial model regarding customer demand
and conversion rates for these services?
o What are the one-time costs to set-up and deliver the service?
o How much bandwidth does the service consume? As the technology continues to
evolve, what impact would the likely changes have on available bandwidth?
o What are the assumed gross margins of the possible services?
o What can the service provider expect to charge for the service?
o What would the network entity need to charge the service providers to cover the
costs of providing the particular service?
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o Based on the above, what are the various ROI assumptions for each service based
on various conversion rates?
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NNeettwwoorrkk OOppttiioonnss
• Designing the Network
As provided in the technological analysis submitted to the City previously, we believe that the
best solution for Edmonds’ purposes would lie in an open access, active Ethernet fiber network.
Any discussion of technological choices in networking needs to be anchored in the stated goals of
the network:
1. Generate replacement revenues for municipal government.
2. Create cost savings for residents, businesses, and municipal government.
3. Create a framework for competitive communications service providers to provide more
relevant service offerings and better customer service than is currently available today, or
will be available in five years.
4. Create a communications infrastructure that will attract for revenue-enhancing economic
development.
5. Create an open access platform capable of accommodating significant growth and inno-
vative communication services that will enhance the Edmonds civic experience.
To support these goals, the following decision factors should be used to help determine the cor-
rect network topology for Edmonds:
• Capital and Operational Expenses
The upfront cost to build, and the long-term cost to operate will influence the financial
outcome of the network and its ability to generate replacement revenue for the city.
• Global Standards
Open access platforms require compliance with common standards to support multiple
service providers.
• Bandwidth Capacity
The current and future need for bandwidth and advanced services for an increasing num-
ber of subscribers must be anticipated in the original design of the network.
• Scalability
The network should be easily expandable with little to no downtime and for the lowest
possible cost.
• Carrier Class Reliability
A network built for advanced services and multiple service providers must adhere to the
highest standards of reliability.
To summarize our main findings in regards to the Active Ethernet vs. GPON analysis:
Capital and Operational Expenses
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• The cost of the fiber plant is relatively comparable between active and passive designs.
The cost of construction management and contractors are far more significant in the total
cost of the plant than the active/passive decision.
• The active electronics are less expensive than passive electronics by about $100 per sub-
scriber.
• The engineering of an active network is less complex than a GPON.
Global Standards
• The Active Ethernet solution is based on a standard that has been stable for decades with
multiple deployments and enjoys a global market to support future cost reduction.
• Global and multi-vendor interoperability is immediate and continual for native Ethernet
solution.
• The current GPON standard has only been in use for a short period of time and there have
been multiple standards within that time period.
• It is likely that the current GPON standard will also be improved, making the current so-
lutions out of date and potentially unavailable.
Bandwidth Capacity
• The active solution delivers almost three times the bandwidth capacity to a given area for
a lower cost than a PON.
• The active solution allows the network to provide Gbps services to individual subscrib-
ers, increasing the ability to service high-end businesses and key end-users without im-
pacting the surrounding users.
• The ability to attract service providers is dependent on the network’s ability to offer the
provider access to a high bandwidth and a lower cost. An active network provides more
bandwidth at a lower cost that is more scalable.
Scalability
• Scaling bandwidth for all users is less complicated and dramatically less expensive in the
active environment than the PON. For example, reducing the split count on the PON re-
quires the purchase of additional expensive electronics.
• GPON networks require downtime to upgrade.
Carrier Class Reliability
• Because the distribution layer is closer to the subscriber, an active network is more reli-
able than a passive network with respect to cable cuts by approximately 10 times.
• In a PON design, the failure group size in the event of a cable cut is typically several
times larger than an active network.
We have completed some preliminary design work for the Edmonds network for the purposes of
estimating the construction costs for building. As the network plans proceed, more detailed engi-
neering work will be necessary in order to design the exact construction specifications for the
fiber plant, location of the cabinets, etc. We anticipate that Edmonds would use its prescribed
procurement process to issue an RFP for network engineering services for this purpose. It may be
possible to use a local firm for this work, if a qualified local firm exists; this would keep the reve-
nue from the project in the city or surrounding area.
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The City of Edmonds network as designed by the PacketFront GIS team.
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• Building the Network
Many contractors are experienced with building FTTH networks. A private firm may be con-
tracted to assist in this procurement process to help assess the proposals and the vendors’ suitabil-
ity in regards to the overall project.
Selecting the right construction firm can have an enormous impact on the overall project—both in
the quality of the work completed and the reliability of that work, as well as the financial out-
come of the network.
Bids solicited from construction firms should include reference sites as well as anticipated build-
ing timelines for sample footprints as well as for the network as a whole.
There are many elements in managing a network construction project; here are a few of the tasks
that should be completed by your construction manager. Your construction manager can be a
qualified local staff member or a contracted third party.
Construction Tasks – Implementation
1. Deliver project data to local ‘one call’ service (Blue Stakes, USA, etc.)
2. Oversee the procurement of the field engineering contractors. Identify experienced candi-
dates and initiate and manage bidding processes.
3. Field Engineering Management—contract with outside plant engineering subcontractors to
take the GIS line work done by PacketFront and engineer the construction plan in detail.
a. Identify and secure rights of way
b. Identify infrastructure running lines
c. Design fiber optic splice matrices
d. Design aerial pole attachment details
e. Generate and submit pole attachment requests (pole permits)
f. Provide to the owner and to the construction company/contractor the actual construc-
tion prints for building
4. Procurement of, and contract negotiations with, outside plant contractors
a. Excavation crews
b. Buried/underground crews
c. Aerial/overhead crews
d. Electrical crews
e. Structural crews
5. Provide construction standards to outside construction contractors
6. Host pre-construction meetings with the network owner, governing agencies
(city/state/federal), all construction crews
7. Obtain necessary permits for construction.
8. Construction Inspection
a. Ensure job site safety
b. Build community support and management
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c. Act as public interface regarding construction process
d. Provide as-built documentation to network operator to update the infrastructure data-
base daily
e. Use inspection reports (as-built data) to reconcile invoicing from contractors
9. Fiber splicing and testing
a. Supervise the testing of each fiber and span to ensure that it complies with network
standards
b. Review and accept/reject fiber optic testing data as provided by contractors
10. Quality assurance and control
a. Production tracking—document the progress of each construction crew on a daily ba-
sis
b. Incident management—manage and resolve issues such as foreign utility damage,
property damage, etc. that may arise during the course of construction
11. Billing support
a. Validate contractor invoices on behalf of network owner, based on as-built data from
field inspectors
12. Final project inspection
a. Examine the entire network holistically by involved field governing agencies, the net-
work owner and the construction management team
b. Verify that all installations are complete, documented accurately and all work areas
have been cleaned and restored
Construction Management – Operations
1. Change control and management
a. Manage and monitor installed infrastructure
b. Identify and manage network elements as needed due to ongoing changes in the field
(road widening, pole changes, moving aerial to buried, etc.)
2. Network Expansion
a. Follow all the above steps for additional communities or footprints added to the origi-
nal network.
3. Manage engineering and construction of large scale residential, commercial and business in-
stallations.
• Operating the Network
While Edmonds can and should own its network, we recommend that a third party network opera-
tions firm be contracted to manage the operations of the network. A third party network opera-
tions firm will lend crucial expertise to the day to day operation of Edmonds network, helping to
ensure its success.
Some of the tasks required for network operations include:
Service provider integration, interconnection, and management
1. Service Provider Recruitment
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a. Target, recruit and develop prospective service providers, and enhance or increase re-
tail services of existing service providers.
b. Enter into discussions with and negotiate service provider contracts on behalf of the
network owner.
2. Service Provider Management
a. Work collaboratively with the network owner to develop and implement a service pro-
vider strategy that creates value for the network owner.
b. Provide day-to-day management of service provider relationships and agreements and
for supporting the network owner’s service providers.
c. Monitor and report on the performance of the service providers against their contract
deliverables.
3. Service Provider Integration
a. Facilitate and monitor the physical and logical network interconnection of service pro-
viders to the network owner. Design, implement and monitor such interconnect
point(s) and provision virtual connections within the network in response to order ful-
fillment requests.
b. Provide necessary services to connect new service providers on the network.
4. Wholesale Services Pricing
a. Develop, recommend adoption of, and maintain pricing schema for wholesale services.
5. Service Provider Billing
a. Calculate applicable charges for each service provider and generate and send invoices
of such charges to service providers on behalf of the network owner.
b. Respond to and resolve billing and payment inquiries from service providers.
Select and manage sub-contractors
1. Administer contracts and manage relationships with network subcontractors on behalf of, and
in conjunction with, the network owner.
2. Monitor and report on subcontractor performance against the performance metrics found in
their contracts.
Work order fulfillment
1. Receive and validate works orders from service providers for retail services for adding, modi-
fying, or changing services for existing subscribers.
2. Receive and validate work orders for the report and maintenance of the network.
3. Allocate the work generated by work orders to the contractors for fulfillment.
4. Oversee work performed by subcontractors.
5. Ensure and verify billing to service providers.
6. Review and approve billing from contractors to network owner.
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Fault & performance monitoring
1. Maintain EMS (element management system) to isolate, identify and resolve network alarms.
2. Provide support desk for service providers for tier 2 & 3 issues.
3. Monitor and report on SLA performance.
4. Monitor network utilization.
Network element repair & maintenance
1. Manage equipment warranties and current maintenance contracts.
2. Repair / replace core distribution switches.
3. Repair damaged outside plant as necessary (accidental fiber cuts, damaged cabinets or hubs).
4. Provide mobile generator support in the case of power outages.
3. Install necessary firmware and software updates/upgrades.
4. Manage contractors for other repairs.
5. Verify contractor billing.
6. Maintain documentation on network configurations.
7. Act in the capacity of technology advisor.
8. Utilize lab to test and validate new firmware/software.
Capacity planning and network engineering
1. Continuously monitor performance, utilization and capacity of the network’s physical and
logical network inventory.
2. Maintain a testing facility.
3. Test and certify the compatibility of firmware and software maintenance updates prior to de-
ploying them to the network.
4. Create and maintain documentation of the physical and logical topology and configuration of
the network.
5. Act as a technology advisor; provide background and insight into changing technologies that
could affect or benefit the network owner.
6. Analyze and recommend upgrades and changes to the network where reasonable, including
recommendations for additional physical and logical network inventory and capacity.
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Procurement & inventory management
1. Track physical and logical inventory of network elements and resources.
Policy development and administration
1. Administer network technology and business policies for the network:
a. Network security
b. New service introduction
c. Addition of service providers
d. Escalation procedures
e. Wholesale pricing
2. Assist network owner is reviewing and revising such policies to reflect changes based on in-
dustry and economic trends, technology evolution, the acquisition of new products, services
and the like.
3. Define and recommend operational policies applicable to the network, including
a. Network addressing
b. Schema
c. Quality of service parameters
d. Network resource allocation schema
e. Network resource naming conventions
f. Approved product and services models
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OOppeerraattiioonnaall PPllaann
• Who should run the network? City? Partners? Vendors?
We can answer this question in part by defining what sorts of firms should not be enlisted to run
the City’s network.
Once the characteristics and principles of an open network are understood, issues regarding own-
ership and operations of that network become clear. A service provider or a construction firm
cannot build and provide network services on its own, if the network is to meet the criteria for
openness:
• Carrier-class reliability
• Uses widespread industry standards
• Uses easily scalable technology
• Provides an environment of bandwidth abundance
• Operates without prejudice
A service provider is in the business of providing services on a network. If such a firm builds and
operates a network, the service provider can and will build the network in such a way that makes
it very difficult—if not impossible—for other service providers to compete with them on the net-
work they built and operate—regardless of the city’s wishes. The network owner/operator is em-
powered to make operational decisions on the network, as it is their own bottom line that the ser-
vice provider needs to manage. On a network it owns, a service provider can and will set up tech-
nological or procedural road blocks for other service providers in order to protect their source of
revenue—the service retail fees.
A construction firm can be contracted to build the network, but a construction firm’s expertise
isn’t in designing, operating, or supporting a world-class fiber network. A bid from such firms
should be considered when the time is right to hire contractors to build the network, but such a
firm is not typically qualified to operate the network if the City wishes to implement a world-
class network infrastructure.
While service providers are necessary for network services, revenue and healthy competition, and
construction firms are needed to build the network, neither should be in a position to own or op-
erate the City’s network, if the City truly wishes the network to adhere to the principles of open-
ness on its network.
In order to help foster healthy competition and to ensure that the network is operated efficiently
and expertly, we highly recommend that the City utilize an experienced network operations firm
that is not in a position to collect direct revenue from the network. The City may also choose to
operate this network itself using qualified staff.
Some of the major facets of network operations include:
• Network design and planning
• Service provider recruitment, selection, ongoing management and billing
• Customer acquisition and marketing
• Network monitoring
• Policy development and management
• Construction management
• Finance
Packet Page 166 of 267
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• How should the services be marketed?
The success of the network is reliant upon sufficient take rates to make the network self- sustain-
ing over time. It has been our experience that service providers typically do not market their ser-
vices to their best advantage; they are not as motivated to do so as the network owner, because
they don’t undertake the same financial risks as the network owner.
This is a good reason for the network owner—Edmonds—to market and brand its network sepa-
rately from the service providers, to create a brand awareness for the network itself. There are
several good examples of this currently, including the municipal network in Vasteras, Sweden.
The MalarNet City network in Vasteras has a distinct identity, including a user self-service portal
that links the user to community resources, service providers, local medical resources, gaming,
and social networking applications.
Users on the MalarNet City network can click a link that takes them directly to a listing of all the
available services and providers on the network, including user ratings for those services, price
structures, etc.
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This approach to community network marketing makes it easier for consumers to immediately
understand the benefits of an open access network, because the competition between service pro-
viders is healthy and extremely evident.
In short, we recommend a combined approach to marketing; service providers can and should
market their own services to network customers, but the network itself should also be marketed
separately. It is for this reason that marketing expenses have been included in the operational
costs of the network, as shown in the Services and Network Finances sections of this document.
• How will customer service be provided?
Tier 1 customer service—that is, customer service to the end users—should be performed by the
service provider(s) on the network. This can also be one of the competitive and differentiating
factors among service providers on the network; good service will reduce churn on the network;
bad service will increase it. Customer service metrics should also be included as part of the ser-
vice level agreement (SLA) with the network’s service providers in order to ensure that only
qualified, functioning service providers operate on the network. Consumers don’t always make
the distinction between the service provider and the network, and when a service provider under-
performs, it can reflect poorly on the network in the minds of the users.
Tiers 2 and 3 customer service should be performed through the network operations firm. This
would primarily be a resource for the service providers as they troubleshoot consumer issues.
The network operations firm ultimately chosen by Edmonds should be able to demonstrate ex-
perience and expertise in providing Tier 2 and 3 network support.
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• How should billing be done?
Typically, billing of the consumers should be responsibility of the service provider(s) on the net-
work; this allows the service providers to maintain a direct link to its own customers and to allow
them to create and manage their own business practices. Inserting the network owner into the end
user billing process would be cumbersome and would create an unnecessary filter between the
service provider and their customers.
Billing the service providers would be the responsibility of Edmonds through its network opera-
tions firm. Part of the responsibility of the network operations firm would be to track service pro-
vider usage and bill accordingly on behalf of the City.
• What types of service level agreements need to be developed?
Essentially, there are two categories of Service Level Agreements (SLAs) that need to be devel-
oped. One outlines the responsibilities of the Network Owner/Operator to the Service Provider,
and the other outlines the responsibilities of the Service Provider to the Network Owner/Operator.
The intent is to structure and implement the SLAs in such a way that creates a well defined
framework for the two parties to operator under, and not necessarily a penalty book for collecting
fines when problems arise. In Appendix A, we have included sample SLAs which map out the
specific terms of these agreements.
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OOrrggaanniizzaattiioonnaall PPllaann
• What type of organization or "entity" should build/own/operate the
network?
This is based primarily on the goals, resources, and risk level the City is comfortable with – and
the additional resources and skills that may be available through the private sector. Simply put,
there is not one size that fits all. However, one core principle that we do believe strongly in is the
creation of a Public/Private Partnership (PPP). The overall success of a community broadband
effort will improve by including the various skills and resources from the private sector, and by
incorporating a model that shares risk across multiple parties. We advise against a business model
where the City is the sole party responsible for – and at risk for – all of the aspects of building,
operating, and maintaining the network.
That being said, a PPP can be created through two basic structures. In one model, the public and
private sector entities share overall ownership of the network, and together comprise the decision
making body for all business issues, policy creation, day-to-day operations, network construction,
writing of commercial contracts, and so on. The other PPP model is one that is structured purely
through commercial contracts and there is no shared ownership. This creates clear separation of
power for all decisions that impact network ownership, writing policies, and other various busi-
ness decisions.
Based on our discussions with the City of Edmonds, we feel that the most appropriate model is
one where the network ownership is held solely by the City, through the creation of a special use
entity or enterprise fund, and private sector partners are engaged through commercial contracts to
provide services to, or purchase services from the network. In this model, an efficient board level
structure is created, comprised of municipal representatives who make the final decisions on the
overall community broadband plan, business model, messaging, implementation plan, and finance
structure.
Private sector partners are engaged through commercial contracts for such arrangements as pro-
viding services on the network, network operations and maintenance agreements, market-
ing/advertising efforts, and providing an additional capital source and revenue stream for the city.
However, the private sector would not fill any seats on the municipal telecom board of directors.
This keeps a clear separation of power between the public and private sector, while still benefit-
ing from a public/private partnership model that leverages the strengths of both entities – and
shares risk across multiple parties.
PacketFront, in partnership with our municipal telecom counsel, is qualified to provide the legal
expertise to help guide our clients through the organization and governance processes, make spe-
cific recommendations on what the most appropriate structure would be, and draft the legal doc-
uments to create the operating entities and commercial agreements.
• What does the staffing model of the entity look like at the City level,
regional level and who is responsible for recruiting, training and su-
pervision of the staff?
With the aforementioned model in mind, the broadband entity at the City level would be staffed
primarily by a board of directors, of approximately 4 to 8 members. This staff would have exper-
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tise in areas such as City Administration and Planning, Finance, Legal, Infrastructure and Com-
munications, and Economic Development. Furthermore, this staff would serve as a technical
steering committee for decisions that impact infrastructure design and implementation – and
manage the private sector partners through commercial agreements for such services as network
operations and maintenance, triple-play applications, and finance/lending.
If there are additional municipal bodies that would benefit the community broadband initiative,
they can be organized on a regional level through Inter-Governmental Agreements (IGAs).
• How would the staff levels be expected to grow?
Whether the City chooses to operate and maintain the network themselves, or contract with a pri-
vate sector partner to operate it on their behalf, we see moderate to no growth of the staff levels.
This reasoning is based on one of the unique aspects of the PacketFront FTTH solution, which is
a set of advanced software applications that automate the business processes for managing the
network and delivering services. Therefore, if the City chooses to operate the network them-
selves, there would be little to no staff level changes as the network grows in scale. If the City
decides to outsource the operational responsibilities to a private sector partner, then there would
be no staff changes over time, as this would be the responsibility of the party operating the net-
work on behalf of the City.
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FFiinnaanncciinngg
• Who owns the assets once constructed?
In the organization model recommended previously, the assets would be owned by the City.
• What are the costs of financing and associated risks of the various
financing options?
The two main municipal financing options are bonding and leasing. Both rates are primarily set
by market conditions, transaction size, and credit rating. Municipal bonds traditionally have a
slightly lower cost of capital, higher legal fees, and a higher level of risk as the bonds are typi-
cally backed by the full faith and credit of the municipality, and in some cases, require a tax
pledge. Municipal leasing has a slightly higher cost of capital, lower fees, less complexity and
time intensive, and a lower level of risk, as these programs typically include a non-appropriation
clause in the event that monies are not allocated for the lease payments. In both financing options,
the City owns the assets. The recommendation on which financing approach is a better fit (bond-
ing vs. leasing) will be determined by understanding the City’s credit rating, lending require-
ments, and risk appetite.
In support of the City’s financing activities, PacketFront works with a broad array of financial
partners who provide these types of lending programs, and can offer its services to conduct a cap-
ital raise.
• What are various cash flow alternatives in a best case, worst case, as
well as a thoughtful likely case scenario?
As part of the financial planning steps, PacketFront will work with the City on determining what
the various cash flow projections would look like, under best case, worst case, and likely case
scenarios – and collectively make a decision on which model the City is comfortable planning
for. All of those variables were not forecasted in this document, only the likely cash flow case.
We would propose to hold that exercise in a workshop environment. In the event that there is a
financing need to cover operational losses or debt services, these funds can be capitalized in both
financing structures mentioned above. What follows are some of the risk categories for a munici-
pal network, including increased capital costs and lower than anticipated revenue.
Risk: Higher than anticipated capital costs
Possible reasons for higher capital costs include difficult construction conditions, less-than-
anticipated aerial plant, and higher overall footage than estimated.
Possible Mitigation Strategies:
• Increase bond size
• Issue additional bond(s)
• Identify source of contingency funds
Risk: Lower than anticipated take rate
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Possible reasons for lower than anticipated take rates include incumbent competition and service
provider issues (poor marketing, poor customer support, etc.).
Possible Mitigation Strategies:
• Increase marketing expenditures
• Identify additional provider(s)
• Increase bond size
Risk: Lower than anticipated Average Revenue Per User (ARPU)
Possible reasons for lower than anticipated ARPU includes price competition, provider-related
circumstances, substitution and innovation (such as Skype and Vonage being used in place of a
voice product on the network).
Possible Mitigation Strategies:
• Improve bundling incentives and cross-selling
• Identify new products, services, and revenue streams
• Increase/change prices
• Increase business marketing & sales
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SSeerrvviicceess
An open access, active Ethernet fiber network is capable of bandwidth capacity that is superior to
any other network infrastructure currently available. As such, it will accommodate all of the ser-
vices mentioned by Edmonds: telephone service, Internet access, video entertainment (broadcast
& on-demand), mobile Internet service (Wi-Fi), two way interactive video (distance learning, re-
mote healthcare).
Wi-Fi service has not been modeled into these design-build-operate scenarios, but could be done
upon request. However, a fiber backbone installed by Edmonds would support the addition of
Wi-Fi services.
We believe it is somewhat preliminary to engage in discussions with specific service providers at
this juncture, before the network has been approved or funded, but there are several qualified ser-
vice providers who may be interested in providing services on an Edmonds network. Edmonds’
projected subscriber counts would likely draw at least one triple-play provider to its network, and
1 or 2 smaller providers. An Edmonds network also has the potential to draw the interest of lo-
cally-created or managed niche providers, such as gaming services, social network services, co-
location services, etc.
In order to demonstrate the possibilities regarding services on a municipally-owned open access
network, following are a few examples of services available on similar networks.
• UTOPIA
The Utah Telecommunication Open Infrastructure Agency (UTOPIA) is a consortium of Utah
cities engaged in deploying and operating a fiber optic network to every business and household
in its member communities. Recognizing the need to provide their residents with superior com-
munications technology infrastructure—and the reality that current service providers in the mar-
ketplace were not delivering first-tier services—the communities banded together to create a
world-class, 100% fiber optic network for member communities. The ultra-broadband UTOPIA
Community MetroNet is open to multiple service providers to offer innovative and exciting ser-
vices to citizens in the UTOPIA cities.
Four service providers currently serve subscribers on the UTOPIA network
• 1 Triple Play provider
• 2 Voice and Internet providers
• 1 Internet provider (soon also to be adding voice services)
Three of the service providers also provide business-class services.
• Västerås, Sweden
Mälarenergi Stadsnät's business model is based on a system whereby the network owner and the
service providers share the revenue generated by the network, with the service providers offering
their services direct to the users instead of running their own broadband connections to the cus-
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Edmonds Fiber Network (EFN)
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tomers they want. The service providers pay for gaining access to customers who are already
connected to the network.
The users connect to the system via a normal data socket, then buy the services they want directly
from the relevant providers, thus gaining access to Internet, email, music, films, etc. The model
has been well received by many service providers, including major firms such as Tele2 and Tis-
cali.
Västerås' community network has 29 service providers offering more than 100 unique services.
These services are suited to different categories of user, such as landlords, companies or house-
holds, and include voice, video, data, alarms, surveillance, support and operation, training, gam-
ing etc. As an open network, all those who so desire can also offer a service on the network, in
which case they sign a contract with Mälarenergi to become a service provider.
Because of the popularity of the network in the community, approximately 70% of all network
communication is local and does not go out via the Internet. It is much faster to transfer a file be-
tween two connections in the community network than to send it over the Internet, and the capac-
ity thus saved can be used for much more bandwidth hungry traffic, such as video-on-demand, IP
telephony, TV or radio, which are transmitted with much poorer quality on the Internet.
Users who wish to use the Internet also benefit from being connected to the community network
since the network is connected to the Internet via the Internet service providers that offer their
services on it. The Västerås community network offers connections at speeds no less than 10
Mbps, and has the capacity to offer 100 Mbps and 1 Gbps.
• Nuenen, the Netherlands
The city of Nuenen in the Netherlands has become the epicentre of some very exciting innovation
in the telecommunications industry, and PacketFront’s technology is making it all possible.
A Dutch cooperative, Ons Net (Our Network) has organized Nuenen’s roughly 8,000 households,
offices, schools, and shops into a purchasing cooperative with enough power to demand state-of-
the-art communications services. A very high level of consumer commitment has guaranteed a
critical mass of customers and project financing.
Volker Stevin Telecom recognized this opportunity and stepped in to build and operate a network
providing access to triple-play services: TV/video, telephony, and Internet. As a method for
quick growth, this network offered free voice service for one year and reached 90% penetration,
and largely kept that penetration rate once the promotion period was over.
Volker Stevin Telecom has chosen to remain strictly an access provider, hosting the conduit in
Nuenen for a variety of service providers to compete for customers. Via the start-up user interface
on the network a variety of service providers are presented to Nuenen residents. Volker Stevin
Telecom and Ons Net believe that more flexibility in the business model leads to more choice,
higher quality services, and lower prices to consumers.
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NNeettwwoorrkk FFiinnaanncceess
This section seeks to provide information regarding capital expenses, operating expenses, and the
take rates necessary to produce a cash positive network over time.
• Capital Expenses
19,00018,988156 174 170 296 180158 166 169 17,519 Total
9090 Mobile home
2,3172,31720+ units
1,4071,407 10 to 19 units
1,9081049269153686977901,1865 to 9 units
6,550
829410010153907783 or 4 units
390221266663502 units
6266261-Unit Attached 12,450
11,4214672991219180747310,7651-Unit Detached
ModeledTotal20072006200520042003200220012000Census
19,00018,988156 174 170 296 180158 166 169 17,519 Total
9090 Mobile home
2,3172,31720+ units
1,4071,407 10 to 19 units
1,9081049269153686977901,1865 to 9 units
6,550
829410010153907783 or 4 units
390221266663502 units
6266261-Unit Attached 12,450
11,4214672991219180747310,7651-Unit Detached
ModeledTotal20072006200520042003200220012000Census
MDU
Single
Family
Avg of 168 new homes/year
Figure 1 — Residential unit counts were estimated using 2000 Census data com-
bined with new housing building permit data.
In order to estimate capital expenses, one needs to determine how many total units are planned to
be connected to the network. For the purposes of this business plan and based on feedback from
Edmonds, we have designed this business plan as a complete city build out.
In order to determine how many units there were to be connected, we started with the 2000 cen-
sus data, which projected 17,500 units broken down by unit size. To that number we added new
home construction permitting data up through mid-summer in 2007. Combining the census data
with the additional new home permitting data since that time, we arrived at roughly 19,000 units.
We further broke that number down into two sub-categories: single family units, of which there
were 12,450 homes; and multi-dwelling units (MDUs), of which there were 6,550.
Typically, ARPU in MDUs is lower by 25-30%. However, we modeled the same amount on capi-
tal costs to get to the MDUs because there is often a need to bore underneath asphalt, so the fiber
drop will be more expensive than a single family residence. However, the same fiber drop would
be able to connect multiple units, so we modeled it relatively consistently with the single family
unit. There could also be some savings regarding the electronics in the MDUs.
Packet Page 177 of 267
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5602,722Total
Ignored2250+
Ignored5100 to 250
3350 to 99
5525 to 49
17410 to 24
560
2985 to 9
Residential1,0832 to 4
Ignored1,0721
Count# of
Employees
5602,722Total
Ignored2250+
Ignored5100 to 250
3350 to 99
5525 to 49
17410 to 24
560
2985 to 9
Residential1,0832 to 4
Ignored1,0721
Count# of
Employees
Side and hobby businesses that would
never contract for services independently
from the home.
Small businesses that possibly are home
based but could have commercial
presence. Take residential products
Businesses with commercial presence
likely to take different class of service
from residential products.
Large businesses with enterprise needs.
Assumed to remain with current
incumbent provider.
Figure 2 — Business unit counts are derived from Dunn & Bradstreet data, but
only the medium-sized businesses have been counted as business units.
This figure represents a summary of the range of businesses in Edmonds. According to Dunn &
Bradstreet, there are approximately 1,000 businesses registered in Edmonds that have only one
employee. We have ignored those businesses for the purposes of this business plan; we assumed
that those single-employee businesses by and large consist of residents who have a business li-
cense for convenience and/or those who run a business out of their home. For the most part, these
types of business have no commercial presence (office space, etc.) separate from their homes.
These types of businesses would mostly be taking residential services, not business services.
As we examined the group of businesses with between 2 and 4 employees, we understood that
some of these businesses may actually have an office or place of business outside of the resi-
dence—but again, most of these are more likely home-based. For the purposes of this business
plan, we included these into the residential numbers under the assumption that they would also
take the residential suite of products. There is also a chance that their place of work will be the
same as their place of residence, and so will not be taking services separately from their resi-
dence.
For the purposes of the Edmonds broadband network, the most vital part of he business commu-
nity are those businesses with between 5 and 99 employees, of which there are approximately
560. These businesses generally have an actual commercial presence. These businesses will also
subscribe to various levels of services, including Internet, and depending on the nature of the
business they may subscribe to a voice and video product as well.
For the businesses between 100 and 250 employees, and 250+; we assumed that they are already
well served by the incumbents, and they would not be likely to initially take service from provid-
ers on the Edmonds network. If any of these businesses do switch to the Edmonds network, it
would most likely be in 2-3 years, when their current contracts with the incumbents come up for
renewal. Some of these businesses could also take service on the Edmonds network as a backup
to their current communications services.
Packet Page 178 of 267
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CAPEX/UnitTotal Capital
19,560Units Passed
$ 906.25$ 17,726,208Plant
19.12373,970Electronics
$ 925.37$ 18,100,178Total Fixed
$ 279.23$ 2,579,825Electronics
$3,080.20
$ 1,121.10
219.51
243.82
378.53
9,239Subscribers (47% penetration)
$ 10,357,215Total Variable
$ 28,457,993Total CAPEX
3,497,250Drops
2,253,670CPE
2,028,070IP Set tops
CAPEX/UnitTotal Capital
19,560Units Passed
$ 906.25$ 17,726,208Plant
19.12373,970Electronics
$ 925.37$ 18,100,178Total Fixed
$ 279.23$ 2,579,825Electronics
$3,080.20
$ 1,121.10
219.51
243.82
378.53
9,239Subscribers (47% penetration)
$ 10,357,215Total Variable
$ 28,457,993Total CAPEX
3,497,250Drops
2,253,670CPE
2,028,070IP Set tops
Capital Expenses
% of Total CAPEX
Plant
62%
Electronics
11%
Drops
12%
CPE
8%
Set tops
7%
Variable capital
37%
Fixed capital
63%
Source: PacketFront
Figure 3 — Total capital required for the project is ~$28M, of which 64% is fixed
plant regardless of the number of subscribers. The plant can be built in phases
according to demand to allow for some variability.
The approximately 19,000 residential units, plus the 1,000 very small businesses counted in the
residential numbers, in addition to the 560 mid-size businesses equals 19,560 potentially servable
units in Edmonds.
With this number in mind, we estimate that the total capital expenditure required for the project is
$28.4 million, or approximately $3080 per unit at 47% penetration This includes $925.37 per
home passed (that is, the cost to get the fiber to the ‘curb’), plus $1,121 to connect each home that
subscribes to service on the network. The 47% estimated penetration rate equals approximately
9,239 subscribers. If you divide $28.4 million by 9,239, this equals approximately $3,080 per
user to build the network. A large percentage of that capital expense is in the outside plant. .
We believe that while this 47% penetration rate will not be gained passively by the network, it
can be reached through a tightly integrated implementation, operations and aggressive marketing,
as described later in this document.
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196 miles access plant
39 miles underground
157 miles aerial
23 miles of distribution
0.7 miles underground
4.3 miles aerial
17.9 miles of potential Blackrock
Fiber
Source: PacketFront
Figure 4 — In order to estimate capital costs, PacketFront modeled the running
line routes past every address in the city using GIS software (see the larger map
on page 6).
When we modeled the Edmonds network using available data, it appeared that more than 80% of
the network could be deployed aerially. This provides a large cost advantage over some networks;
it is much less expensive to deploy the network aerially than underground.
We acknowledge Edmonds’ preference for underground deployment; however, note that doing so
would increase the $18M fiber plant costs seen on Figure 3 to more than $35M. Deploying the
network entirely underground would make the financial success of the network extremely chal-
lenging. However, as the electric utility buries lines throughout the city, the fiber cables could be
buried at the same time to take advantage of shared costs.
PacketFront did investigate possibly using some of the existing fiber routes owned by private par-
ties to deploy part of the Edmonds’ plant; however, the fee for using their fiber plant is more cost-
ly than Edmonds deploying its own fiber. Should those fees drop substantially, this option may be
worth revisiting.
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Density
HHP / Mile
Outside Plant Cable Placement
Aerial vs. Underground
HH
P
/
M
i
l
e
196 miles of running line 19,560 HHP
Underground
Aerial
100
117
135
87
0
20
40
60
80
100
120
140
160
Edmonds City Washington
Community 2
Washington
Community 1
UTOPIA
80%
36%
52%
35%
20%
64%
48%
65%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Edmonds City Washington
Community 2
Washington
Community 1
UTOPIA
Source: PacketFront
Figure 5 — The large portion of aerial plant placement significantly reduces the
cost of the project. Edmonds’ density is also favorable.
Edmonds has some significant cost advantages when compared to other similar projects and ar-
eas. As shown on Figure 4, the Edmonds network can be constructed 80% aerially, which is a
great cost savings. Edmonds also has approximately 100 homes per square mile; this is also fa-
vorable, although is less dense relative to other cities in surrounding area. These, however, are
good metrics that will result in lower overall capital expenses.
Packet Page 181 of 267
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Outside Plant Cable Placement
Aerial vs. Underground
101%
113%
12%15% 15%
-16%
-6%
6%
-5%
-20%
0%
20%
40%
60%
80%
100%
120%
Pneumatic
Drilling
Directional
Drilling
Pull Fiber Place Strand Lash Fiber Splice <12 Splice 13 to
72
Splice 73 to
215
Splice 216+
196 miles of running line
Sources: UTOPIA, Local Edmonds Construction Firm
Figure 6 — The price of underground construction in Edmonds is double that ex-
perienced in Utah, perhaps due to less favorable ground conditions and the effect
of Prevailing Wage laws. Aerial Construction seems to reflect the impact of Pre-
vailing Wage laws alone.
As part of this process, we asked a construction firm local to Edmonds to provide quotes on labor
rates for network installation. We found that the cost relative to UTOPIA construction on some of
the main underground units were 100% more in Edmonds. In other words, the labor costs are
roughly double than what we’ve historically seen in our experience with the UTOPIA network
project in Utah. We attribute a portion of that to prevailing wage laws in Washington State, and
also a portion to unfavorable construction conditions for buried cable; combined, these factors
result in higher construction expenses.
Prevailing Wage laws do also impact the aerial portions of the network, which is consistent with
research that says that prevailing wage laws increase costs by 15%-20%. We believe that at least
a 15% increase in costs over those witnessed on the UTOPIA project would be proven no matter
which construction firm is selected.
It should be noted that the splicing costs were more comparable to average rates found for the
UTOPIA project.
While our research did not include soliciting bids from multiple construction firms, this should be
the next step for Edmonds.
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$28.00
$18.17 $18.10 $17.61
$15.15
$0
$5
$10
$15
$20
$25
$30
Edmonds
City
UTOPIA
Phase I
UTOPIA
Phase II
TCS Beltw ay
$7.25 $6.91
$5.96 $6.06
$3.21
$0
$5
$10
$15
$20
$25
$30
Edmonds UTOPIA
Phase 1
UTOPIA
Phase II
Beltway Cable
Aerial Construction Costs
157 miles
Underground Construction Costs
39 miles
$/
f
o
o
t
$/
f
o
o
t
Sources: UTOPIA, Local Edmonds Construction Firm, Dean & Company
Figure 7 — Although the underground construction costs could be significantly
higher in Edmonds, the large amount of aerial construction can minimize the im-
pact on the total capital cost of the project.
When examining the costs-per-foot for construction in Edmonds, the underground costs are sig-
nificantly more expensive than what has been experienced with other projects. The aerial costs
are less expensive but still higher than what have been experienced on a per-foot basis in other
areas of the country.
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48.62950,915Distribution Rings
72.001,408,251Inspection
$906.25$17,726,208Total
43.46850,000Cabinets
77.621,518,251Engineering
76.691,500,000Management
236.864,632,903Construction
Materials
$351.02$ 6,865,888Construction
Labor
Cost / HHPConstruction
Cost
48.62950,915Distribution Rings
72.001,408,251Inspection
$906.25$17,726,208Total
43.46850,000Cabinets
77.621,518,251Engineering
76.691,500,000Management
236.864,632,903Construction
Materials
$351.02$ 6,865,888Construction
Labor
Cost / HHPConstruction
Cost
Construction Costs
% of Total Plant
Distribution
Rings
5%
Inspection
8%
Cabinets
5%
Engineering
9%
Management
8%
Construction
Materials
26%
Construction
Labor
39%
Source: PacketFront
Figure 8 — The total cost of the outside plant is projected to be $17.7M, which
breaks down into Construction Labor, Construction Materials, Management, Engi-
neering, Cabinets, Distribution Rings, and Inspection costs.
In summary, when the $17.7M outside plant costs are broken down into its components, $6.8 mil-
lion of that is the labor portion. As discussed in previous figures, while there is not a significant
amount of underground construction, what exists is very costly.
Construction materials comprise another major portion of the total. Other categories to account
for include overall project management, engineering of the network, placing of the cabinets, dis-
tribution rings, and inspection costs.
It’s possible that, using the open trenches for the planned water project, approximately $3-4 mil-
lion of the construction costs could be offset. This would include lower labor costs (which would
be lowered but not altogether eliminated), but not lower material costs.
Questions still remain around whether the management, engineering, distribution rings or inspec-
tion costs could be offset if the network is built as part of the water project. How much or how
little Edmonds wishes to share these expenses with other stakeholders becomes a matter for Ed-
monds and the stakeholders to decide. In general, however, the more that is offset by other stake-
holders, the better the financial outcome is for the network. This will be shown in upcoming fig-
ures.
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~1500 HHP
~900 HHP
Set top box
Distribution
• 23 miles of plant
• $373,970 of electronics
• $ 19 / sub
Access
• 191 miles of plant
• $2,579,825 of electronics
• $ 279 / sub
Customer Equipment (CPE)
• $2,252,670 of electronics
• $ 244 / sub
Set tops
• $2,028,070 of electronics
• $219 / sub
95% of electronics capital
$6,860,565
5% of electronics capital
$373,970
Cabinets
Source: PacketFront
Figure 9 — The electronics will cost approximately $7.2M, of which 95% is the link
to the customer’s premise plus set top boxes for video.
This figure shows a breakdown of how the electronics are configured for the network. As seen on
the bottom left of the figure, there are $373,970 in core electronics. On the right side there is $6.8
million in access electronics, with the majority of the cost providing the link from the cabinet to
the home.
Therefore, the access electronics portion is by far the most significant portion of the costs of de-
ploying this network. We also included $2 million for set top boxes, which is about $219 per sub-
scriber, but in later figures we show that the set top boxes end up being a nice revenue maker for
the network. These numbers account for an average of 2.5 set tops per video subscriber.
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$925
$1,021
$873
$0
$300
$600
$900
$1,200
$1,500
Edmonds City Verizon FIOS 2005 Verizon FIOS 2006
$902
$880
$1,163
$220
$0
$300
$600
$900
$1,200
$1,500
Edmonds City Verizon FIOS 2005 Verizon FIOS 2006
Cost to Connect a Subscriber
9,239 subscribers – 47%
Cost per Premise Passed
19,560 HHP
Note:Edmond’s connection costs include set top boxes which are
not included by Verizon
Set top
Boxes
Sources: PacketFront, Verizon
Figure 10 — Cost per premise passed in Edmonds is in line with the Verizon FiOS
project.
To ensure that our projected costs were in line with comparable projects, we compared these pro-
jections with Verizon FiOS capital expenditures. Where the Edmonds network is projected to cost
$925 per home passed for the fiber plant, Verizon reported approximately $1000 per home passed
in 2005, and $873 in 2006. This change shows that Verizon has been able to drive down its own
costs over this period.
The cost to connect a subscriber on the Edmonds network is actually less than what Verizon has
reported, and a little bit more if you include the set top box. Verizon’s number does not include
the set top box.
This review indicates that our estimates are in a reasonable range of what the Edmonds network
will cost to deploy. The City would still need to solicit bids to finalize pricing.
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• Operating Expenses
$6.34
$9.53 $9.55
$10.87
$9.35 $9.79
$5.01
$7.74
$9.63
$9.25
$10.28
$13.97
$0
$5
$10
$15
$20
$25
Edmonds City ILEC Qwest BellSouth Verizon AT&T
$
/
S
u
b
/
M
o
n
t
h
Network Operating Expenses
Per subscriber
Field Operations
Network Operations
$17.27
$19.18
$20.12 $19.66
$23.76
$11.35
Sources: PacketFront, FCC
Figure 11 — Edmonds community fiber network is expected to be less expensive
to maintain in the field than the ILEC’s copper plant.
Operational costs for Edmonds are approximately $11 per subscriber per month, which is far
lower than the operational costs for the ILECs. The operational costs for a typical ILEC reflect
aging copper plants and old legacy systems that require more upkeep and repair. A typical ILEC
also maintains a much larger overhead cost due to their large corporate structures. The Edmonds
network will have a much leaner overhead and slimmer operational costs due to the newer and
more adaptable fiber infrastructure.
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Total Network Operating Expenses
Agency Operations
Network Operations
Marketing
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Source: PacketFront
Figure 12 — Annual operating expenses are approximately $1.5M annually. Sig-
nificant marketing dollars will be required early in the project to generate aware-
ness and subscribers.
The total network operations expenditure is thought to increase very gradually over time due to
the increased number of subscribers. This operational model allows for agency costs, including
staff. There will likely also be other similar overhead.
Initial marketing costs are estimated relatively high in order to help drive demand for services
initially—to get the word out and kick start the project. Over time marketing costs begins to taper
off into maintenance mode over a period of some years.
Network Operations and Agency costs assumed in this model include:
Network Operations:
• Asset Management – to operate the network
• Field Maintenance – to maintain the infrastructure in the field
• Collocation Fees – to locate core electronics
• Interconnects – to connect the Edmonds network to the rest of the world
Agency:
• Advertising – marketing cost for the network assumed at $200/sub
• Salaries & Benefits – $12,000/month is allocated, but not designated for specific staffing
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• Professional Fees – to cover legal and other professional fees
• Rent – no money allocated for rent. Assumed to share city space
• Insurance
• Other expenses
$63.91
$31.95
$21.30
$7.10$7.99$9.13$10.65
$15.98
$12.78
$0
$10
$20
$30
$40
$50
$60
$70
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Total Operating Expenses
Per subscriber per month
$
/
S
u
b
/
M
o
n
t
h
Take Rate
Source: PacketFront
Figure 13 — The operating overhead of the project will require take rates above
40% to bring the unit economics to a reasonable cost.
There are some variable costs on the operations side; however, most are fixed so as the take rate
goes up, those costs can be spread across a greater portion.
This figure also shows that at the 28-38% penetration range, even so high as 42% penetration, the
network will be in a range similar to what is currently being paid by the ILECs in terms of opera-
tional costs (which run typically $15-20 per user per month). The assumption is that the Edmonds
network would be closer to the 45-50% range for network penetration, and therefore have lower
operational costs than the ILECs.
PacketFront anticipates that the 45%-50% take rate would be eventually reached after approxi-
mately 6-8 years.
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($10,000,000)
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$15 $20 $25 $30 $35 $40 $45 $50 $55 $60
Present Value of Net Operating Income
By take rate and ARPU
Pr
e
s
e
n
t
V
a
l
u
e
*
ARPU (Average revenue per user)
60% Take Rate
50% Take Rate
40% Take Rate
30% Take Rate
*Assumes discount rate of 5.5% for 25 years
Figure 14 — The present value of the project—or the amount of capital that can be
raised—depends on the average revenue per user (ARPU) at a given take rate.
The ARPU for a user is derived by the service(s) subscribed to by each user. For example, a tri-
ple-play subscriber would have a higher APRU than an Internet-only subscriber. This figure
looks at one way to estimate the net value of the project for purposes of financing and private
capital. The value can be calculated by taking the ARPU combined with the take rate.
In other words, if we assume that the network can achieve a $34 ARPU and a 30% take rate, this
project would be worth about $10 million. If we believe that the network can get a $50 ARPU
and a 50% take rate, the project’s worth $55 million. This is one way to value the network for the
purposes of obtaining private equity.
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All costs required to
light the network and
make it fully capable
of carrying meter
traffic.
Includes all plant cost
as well as the premise
drop to connect the
meter to the
electronics.
Direct labor and
materials but
associated project
overhead such as
engineering,
management, &
inspection.
Only direct labor and
materials to install fiber.
$21,200,000
$21,223,458
3,497,250
$17,726,208
1,408,251
950,915
850,000
1,518,251
1,500,000
4,632,903
$ 6,865,888
Plant + Drop
$26,400,000
$26,429,923
2,262,670
2,579,825
373,970
3,497,250
$17,726,208
1,408,251
950,915
850,000
1,518,251
1,500,000
4,632,903
$ 6,865,888
Lit transport
Drops
Core electronics
Cabinet electronics
Customer electronics
$17,726,208$12,449,706Total
$17,700,000$12,400,000Round to $100k
950,915 950,915Distribution Rings
1,408,251Inspection
$17,726,208$12,449,706Total Plant
850,000Cabinets
1,518,251Engineering
1,500,000Management
4,632,9034,632,903Construction Materials
$ 6,865,888$ 6,865,888Construction Labor
All PlantMinimal
All costs required to
light the network and
make it fully capable
of carrying meter
traffic.
Includes all plant cost
as well as the premise
drop to connect the
meter to the
electronics.
Direct labor and
materials but
associated project
overhead such as
engineering,
management, &
inspection.
Only direct labor and
materials to install fiber.
$21,200,000
$21,223,458
3,497,250
$17,726,208
1,408,251
950,915
850,000
1,518,251
1,500,000
4,632,903
$ 6,865,888
Plant + Drop
$26,400,000
$26,429,923
2,262,670
2,579,825
373,970
3,497,250
$17,726,208
1,408,251
950,915
850,000
1,518,251
1,500,000
4,632,903
$ 6,865,888
Lit transport
Drops
Core electronics
Cabinet electronics
Customer electronics
$17,726,208$12,449,706Total
$17,700,000$12,400,000Round to $100k
950,915 950,915Distribution Rings
1,408,251Inspection
$17,726,208$12,449,706Total Plant
850,000Cabinets
1,518,251Engineering
1,500,000Management
4,632,9034,632,903Construction Materials
$ 6,865,888$ 6,865,888Construction Labor
All PlantMinimal
Figure 15 — A number of cases can be made for the amount of network capital
that could be carried by the other network stakeholders.
The chart above illustrates four scenarios by which the water utility may value the existence of
the fiber network for their own purposes. As is shown above, there is great variation in the value,
from a minimal amount to nearly the cost of the full buildout.
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$ 36,258,929Total
884,3642.5%Cost of Issuance
2,210,9841 yearDebt Service Reserve
3,505,5872 yearsCapitalized Interest
1,200,000Start up Operations
$ 28,457,993Capital
$ 36,258,929Total
884,3642.5%Cost of Issuance
2,210,9841 yearDebt Service Reserve
3,505,5872 yearsCapitalized Interest
1,200,000Start up Operations
$ 28,457,993Capital
Note: Assumed financing structure is 25 year revenue bonds at 5.5%
Figure 16 — An additional $8M of financing and operating overhead will likely be
required to fully fund the project.
This table categorizes the total project costs. $28.4 million in capital expenses will be required to
build the network. In addition, we estimate that the network will need $1.2 to initially support
operations until the network generates enough revenue to cover it. This business plan also as-
sumes the capitalization of two years of interest.
In addition, the plan should account for one year of reserve funds out of bond proceeds. Lastly,
with the inclusions of the cost of bond issuance at a little under $1M, the total project is antici-
pated to require slightly over $36 million.
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$0
$10
$20
$30
$40
$50
$60
$70
20%30%40%50%60%70%
Required Take Rate & ARPU
By water utility contribution
AR
P
U
Take Rate
$12.4M
$17.7M$21.2M
$26.4M
$6.0M
$0.0M
Figure 17 — Depending on the amount of capital carried by the other network
stakeholders, the required combination of take rate and ARPU can be determined.
Factoring in the required debt service on a bond issue, the capital costs and the operational ex-
penses of the network, this graph shows what would be required, in terms of take rate and ARPU,
in order to have the network’s total revenue cover all of the debt service and operations—at vari-
ous levels of funding from the other network stakeholders.
If you expect a 30% take rate and a $31 ARPU, the water utility would need to contribute $26.4M
to the project in order to make the network viable. Likewise, if the network stakeholders put for-
ward $6M, then the network would need to sustain a $38 ARPU and a 45% take rate.
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$15
$20
$10
$5
$10
$30
$5
$40
$30
Retail Rate*
(Estimated)
1.5.5.5$ 10.00PVR
1.5222$ 5.00Set Top
30%30%30%30%$ 6.00HD
50%0%50%50%$ 5.00Phone
20%10%10%10%$ 5.00Gaming/Other
$37.34
100%
30%
100%
100%
0%
100%
C
$46.15
100%
50%
100%
100%
0%
100%
D
100%100%5.00CPE Rental
$32.34$37.34ARPU
100%100%$ 6.00Base Transport
30%30%Video
25%75%25.00Speed 2
75%25%$ 15.00Speed 1
100%100%Data
BAWholesale
Rate
Service
$15
$20
$10
$5
$10
$30
$5
$40
$30
Retail Rate*
(Estimated)
1.5.5.5$ 10.00PVR
1.5222$ 5.00Set Top
30%30%30%30%$ 6.00HD
50%0%50%50%$ 5.00Phone
20%10%10%10%$ 5.00Gaming/Other
$37.34
100%
30%
100%
100%
0%
100%
C
$46.15
100%
50%
100%
100%
0%
100%
D
100%100%5.00CPE Rental
$32.34$37.34ARPU
100%100%$ 6.00Base Transport
30%30%Video
25%75%25.00Speed 2
75%25%$ 15.00Speed 1
100%100%Data
BAWholesale
Rate
Service
*Note: Retail Rates will be set by the service provider(s). These are listed for
review purposes only.
Figure 18 — Residential ARPU can be approximated by multiplying the wholesale
rate of a service by the % of subscribers taking that service.
This table describes various wholesale rates, service combinations and ARPU scenarios to be
considered by Edmonds.
Historically, of the subscribers who take UTOPIA services for broadband, 50% also take phone
service, and 30% take video. The table represents scenarios of service mixes that are largely
based on the performance of UTOPIA.
Set top boxes have been included in the above scenarios for two reasons.—there’s a high likeli-
hood that the service provider(s) who are contracted to provide service on the network won’t be
able to fund the set top boxes required. The network will therefore be required to provide the
capital. Secondly, set top boxes are a profitable source of revenue, and so it’s more advantageous
for the network to provide them.
The above scenarios assume that everyone subscribing to the network takes data service. There
are two levels of wholesale rates: $15 and $25 (per subscriber per month) for data, to account for
two different levels of data service. In addition, Scenario D charges the equivalent of a cable
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modem fee—both Comcast and Verizon typically charge such fees, so there is some precedent for
it.
For video, the scenarios assume a base transport fee of $6, as well as an option for a $6 upgrade
to HD. The scenarios charge $5 for a regular set top and $10 for a PVR set top. Based on ex-
perience, the scenarios assume an average of 2 set tops per home and .5 of a PVR. (Scenario D is
a little more optimistic and assumed more people would take the PVR.)
The scenarios also assume that in most cases about half the people would take phone at a whole-
sale rate of $5. Charging for phone service can be tricky; you can charge something, but charging
too much will encourage people to run the voice through their data pipe (i.e. with Skype or Vo-
nage), and then the network will receive no additional revenue. $5 seems to be about the maxi-
mum you could charge without pushing people to run their voice through their high speed data
line—which is a temptation if the network offers a 20Mbps or 50 Mbps product.
Scenarios A and B examine what happens when consumers are more or less price sensitive to the
data speed price. At speed 1, at $15 wholesale, the data service would retail for around $30, and
speed 2 (at $25 wholesale), data service would retail for around $40. Scenario A assumes a better
penetration of the $40 higher end speed. Scenario B assumes that people are a little more price
sensitive and more subscribe to the $30 speed. The impact of consumer’s price sensitivity is re-
flected in the ARPU for each scenario.
Scenario C offers only the higher data speed and then adds on for video, but assumes that the us-
ers go elsewhere (Skype, Vonage, etc.) for their phone services. This scenario would produce an
ARPU of $37.34.
Scenario D is the most aggressive of the 4 scenarios by offering only the high-end data speed.
This scenario also shows more consumers subscribing to HD, and more people taking a PVR as
opposed to a regular set-top box, better penetration of video overall, and the same phone penetra-
tion as the other scenarios. This scenario could be supported by very aggressive joint marketing
efforts between the network and the service providers. Scenario D would result in a $46 ARPU.
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$0
$10
$20
$30
$40
$50
$60
$70
20%30%40%50%60%70%
Required Take Rate & ARPU
By water utility contribution
AR
P
U
Take Rate
$12.4M
$17.7M$21.2M
$26.4M
D
A+C
B
$6.0M
$0.0M
Figure 19 — There are a number of reasonable combinations of stakeholder capi-
tal contributions and required take rate & ARPU to make the network viable.
Based upon the service mixes seen in the previous figure, assuming that the network achieves a
$37 ARPU as seen in Scenario A, and that with a stakeholder contribution of $12.4 million, the
network will require a 38% take rate to cover its operations and debt service requirements.
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Tacoma, WA
% of
Units
Passed
Telecom Projects
Subscriber take-rate by year
Orem, UT
Edmonds
Alameda, CA
Verizon
FIOS
FIOS Projection
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
Figure 20 — A take rate forecast growing to 45% is reasonable compared to the
performance of other networks.
This is a look at the performance of some other projects, including FiOS and Orem, Utah (part of
UTOPIA). Orem has many elements similar to an Edmonds, although it’s generally a younger
city demographically. There are also cities that represent a range of experiences. We excluded
those cities providing retail services.
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CCoonncclluussiioonn aanndd RReeccoommmmeennddaattiioonnss
As we examine this data, we can conclude that there is a reasonable business case for building out
fiber to the premise in Edmonds, and to serve residents and businesses with triple-play services.
However, we do recommend that this business plan be combined with the separate work that the
City has undertaken regarding government and city facilities, in order to discern the full financial
and business outcomes of an Edmonds network. Overall, this plan should recognize that the
chances of success for this network will increase greatly when there is an integrated approach that
incorporates the city telecom services, public utilities, education, health care, residential and busi-
ness involvement.
In addition, we wish to acknowledge the risk that the Verizon FiOS project poses to the Edmonds
network. Verizon is a solid service provider and they are delivering a good product with FiOS.
We do not yet know what impact the FiOS project will have on the competitive landscape in Ed-
monds. However, we believe that an open access fiber network has much to offer over the FiOS
project, specifically:
• The Edmonds network is envisioned to cover the entire city; it is highly unlikely that
FiOS will be deployed throughout the entire city.
• The Edmonds active Ethernet network will have greater capacity, and be quicker and less
expensive to upgrade in the future, than Verizon’s FiOS, which is built using a GPON to-
pology.
• The Edmonds network will be an open access network offering the freedom of choice to
its users; Verizon’s users will be locked into only Verizon services.
• The Edmonds network will have the capability to offer far more advanced services to its
users due to its superior capacity.
With aggressive marketing and the right message to the community, it is possible to mitigate the
threat that the FiOS project poses to the Edmonds network.
Specific recommendations for Edmonds include the following:
1. Involve other governmental entities and community stakeholders and create an integrated
business plan. Edmonds should also explore the possibilities that other governmental and
nonprofit entities may be willing to join in the business model by putting forth funds to fi-
nance the network; these entities would directly benefit from the existence of the network,
and therefore may be willing to participate in the financial risk and potential outcome of the
network.
For example, if one of the specific uses of the network is to serve the water utility, then the
water utility may be willing to allocate more funds to a network that allows it to attain its
goals. Likewise, other entities that have a direct need for the network, and will benefit from
it, may be willing to place funds into the network to help guarantee its existence and success.
These public or private funds could be used as part of the capital outlay for the network build.
Some or all of these invested funds could also be held in reserve to serve as a guarantee in
case the network does not perform as expected. This reserve fund could be used to finan-
cially secure the network, but would not otherwise be touched unless certain performance
thresholds were reached. The more funding the City is able to secure from public and private
entities, the better the financial outlook for the network.
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Edmonds should complete an integrated business plan that includes all targeted network
stakeholders, including the government and utility aspects. All the work done separately by
Edmonds needs to be integrated to provide a fuller picture of the network strengths, benefits,
costs and risks.
2. Conduct a governance and legal review to ensure an entity is created that can properly and
legally share the contributions of the joint public and private organizations. An organiza-
tional and governance structure needs to be created for the legal broadband entity. This proc-
ess involves drafting all required legal papers and agreements, formation of an appropriate
operating entity incorporated under state law, and preparing the broadband entity to accept
cash and asset contributions
3. Develop a financing plan that:
• meets the project’s goals
• fits within the constraints set by local and/or federal regulations
• fits within the business plan created during the planning phase
Ultimately, the financing plan will present options to pay for the community network. The
end result of the financing plan will be a customized financing solution for the community
that maximizes the ability to finance the network while minimizing risk to the stakeholders.
4. Develop a marketing plan and market the network aggressively. Gather grassroots support
and local champions for the initiative. The financial success of Edmonds’ network is reliant
upon a solid take rate and ARPU performance. History has shown that many municipal net-
works have not been as successful as planned, in part because they have not allocated the
marketing dollars necessary to build community awareness of the benefits of the community
network.
Appropriate marketing will create a much better response in terms of take rates, and must be
used as part of the overall strategy for network success.
5. Construct and implement the network. Hire experienced engineering, construction, and in-
spection firms to be sure that that the network is deployed within scope and budget. Use an
experienced project manager to guide the project to successful completion.
6. Make use of an experienced third-party firm to take on the daily operations of the network;
such a firm should be deeply experienced in open access networks, governance and organiza-
tional issues, network planning, service provider management, network monitoring and trou-
bleshooting, and general operations.
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Appendix A—Sample Service Level Agreements
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EXHIBIT D
Service Level Agreements
1 OVERVIEW
1.1 This Exhibit D provides detailed descriptions of the Performance Metrics for the
[PROJECT] network, and is the basis for certain service level agreements between Ser-
vice Provider and [PROJECT]. All Performance Metrics will apply to [PROJECT]’s
Network. For the purpose of these Performance Metrics, [PROJECT]’s Network can be
viewed as a carrier network to which Service Provider hands off/accepts traffic (1) for
voice services; (2) for data services; and (3) for video services; collectively (“Services”).
1.2 In addition to any other rights under this Agreement, if any given Retail Sub-
scriber (1) experiences an Outage that continues for a period of more than five (5) Busi-
ness Days after delivery of written notice thereof by Service Provider to [PROJECT], or
(2) experiences three (3) or more Outages of the same Service, whether or not for the
same reason, in any thirty (30) calendar day period, then Service Provider may terminate
the Service(s) for the Retail Subscriber without liability for cancellation or termination
charges.
1.3 Each Metric as defined in Section 3 of this Exhibit, measurement, report, report-
ing tool, or other datum is Service Provider’s “Protected” information subject to the re-
quirements set forth in Sections 8.2 and 8.3 in the body of this Agreement and
[PROJECT]’s Confidential Information subject to the requirements set forth in Section
8.4 in the body of this Agreement.
1.4 [PROJECT] will:
1.4.1 Use commercially reasonable efforts to remedy any delays, interruptions,
omissions, mistakes, accidents or errors (“Defect” or “Defects”) and restore the
Services as soon as possible after any Defect is reported to [PROJECT] using re-
ceipted electronic mail, fax or other documentation.
1.4.2 Collect, measure, and report data to Service Provider for service, network
and operational Performance Metrics described in Section 3. [PROJECT] will
provide Metrics upon written request, using a Microsoft® Excel spreadsheet or
other format mutually agreed to by [PROJECT] and Service Provider.
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[PROJECT] is responsible (at its expense) for providing any equipment, systems,
and software necessary to collect and report such Metrics.
1.4.3 Analyze and improve processes, as necessary, to achieve Performance
Metric Objectives set forth in Section 3.
1.4.4 Establish, maintain, and use quality improvement teams (“QITs”) that
meet at least quarterly, and which consist of [PROJECT] process representatives,
subject matter experts, and Service Provider, as well as potentially other of
[PROJECT]’s service providers, suppliers and subcontractors, to conduct root cause
analysis on data indicating inferior performance, act on results and implement im-
provement plans for those Metrics that fail to meet or exceed the Objectives set forth
in Section 3.
1.5 Service Provider will:
1.5.1 Measure Quality Metrics by means of Service Provider’s regularly sched-
uled Retail Subscriber satisfaction surveys which randomly sample Retail Sub-
scribers for their opinions of Service Provider service quality.
1.5.2 Collect Retail Subscriber complaint information on Services through its
customer care center(s). Based on the first twelve (12) months’ of operations, a base-
line number of Retail Subscriber complaints will be established. Following that,
Service Provider will establish a performance metric for measurement during the
term of the Agreement.
1.5.3 Measure performance metrics and work with [PROJECT] to resolve
discrepancies, if any, between the parties’ results.
1.5.4 Use commercially reasonable efforts to meet Service Provider SLAs as speci-
fied in Exhibit E.
2 DEFINITIONS AND GENERAL PROVISIONS
2.1 “Metric” or “Service Metric” means the performance measures for specific
[PROJECT] functions and includes the Description, Measurement Method, Objective and
Service Credit, if any, that define the capitalized term that is used throughout this Exhibit
D.
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2.2 “Description” means the specific [PROJECT] function to be measured.
2.3 “Measurement Method” means the tools, process and algorithms for determining
[PROJECT]’s performance and the frequency of the measurement.
2.4 “Objective” means the level of performance that Service Provider expects
[PROJECT] to achieve.
2.5 “Service Credit” means the amount [PROJECT] owes to Service Provider, where
applicable, if the Objective is not met for that month. The amount of any Service Credit
shall be calculated as set forth in Section 3.
2.5.1 Service Provider will not receive Service Credits for any Service interrup-
tion or other transmission problem (including, without limitation, any inability of
[PROJECT] to maintain Performance Metrics commitments contained herein) that
is in whole or in part caused by or attributed to Service Provider or its Retail Sub-
scriber, or other event defined under Article XI – Force Majeure in the body of
this Agreement. [PROJECT] will nevertheless use its reasonable efforts to seek a
prompt resumption of Service and/or resolution of transmission problems in those
circumstances where such efforts have a reasonable likelihood of promptly
achieving the cited results.
2.5.2 In the event that Service Credits are issued for missing Network Availabil-
ity Objectives, Service Credits shall not be issued for Packet Loss or Roundtrip
Delay/Latency for the same incidents. In the event that Service Credits are issued
for missing Network Core Average Availability Objectives, Service Credits shall
not be issued for missing Network Edge Average Availability Objectives for the
same reporting month.
2.5.3 Service Credits expressed as a percent of “Services affected”, “recurring
charges”, etc. refer to amounts charged to Service Provider by [PROJECT] unless
otherwise explicitly stated.
2.6 “[PROJECT]’s Network” or “Network” means the “Network” as defined in Arti-
cle I of the body of this Agreement.
2.6.1 “Network Core” means that portion of the Network for which a higher de-
gree of redundancy and reliability is provided (see diagram 4.1), including Re-
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gional Core Switch (RCS) and Distribution Core Switches (DCS) and Provider
Access Switches (PAS)
2.6.2 “Network Edge” means that portion of the Network for which a lesser de-
gree or no redundancy is provided (see diagram 4.1), including Access Distribu-
tion Switches (ADS) and Access Portals (AP)
2.6.3 ”Network Connection Point (NCP)” means the point(s) of Service Pro-
vider connectivity ingress and egress deployed at multiple Points of Presence
providing access to the [PROJECT] Network for service providers.
2.6.4 “Access Portal (AP)” means the switches deployed at the subscriber prem-
ises where the fiber network terminates into service ports.
2.6.5 “On Premises Back-Up Battery” means the sealed lead acid component of
the uninterruptible power supply deployed on the Retail Subscriber’s premise.
2.6.6 “Quality of Service (QoS)” means the direct measure of quality for the ser-
vices delivered over [PROJECT]’s Network.
2.6.7 “Customer Premise Equipment (CPE)” means the equipment, such as, but
not limited to, Access Portals and video gateways, that will be installed at the Re-
tail Subscriber’s premise.
2.7 “Business hours” means 8:00 am to 5:00 PM Pacific Time on a Business Day. “Business Day”
means Monday through Friday, excluding public holidays recognized in Utah.
2.8 “Outage” means Service(s) is/are interrupted such that there is a loss of continuity (unable to
transmit or receive traffic to the Retail Subscriber Access Portal), or when [PROJECT] and Service Pro-
vider agree that Service is unfit or unavailable for use. Each Service affected is counted separately (e.g. if
the Access Portal of a Retail Subscriber who has video and data Services fails then it is counted as two (2)
Outages.)
2.8.1 The following are excluded from Outages:
• failure of components for which Service Provider and/or its Retail Subscriber(s) are re-
sponsible and are therefore not part of [PROJECT]’s Network (e.g., to the network side
of the interconnecting Service Provider router).
• time that corrections cannot be made because the Service Provider, Retail Subscriber, or
access to the facilities necessary for making the repair, are inaccessible
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• problems caused by Retail Subscribers’ negligence or misconduct, or by the negligence
or misconduct of others authorized by the Retail Subscribers
• problems resolved as “No Trouble Found”
• scheduled network upgrades and maintenance periods. The upgrades and maintenance
will be scheduled when customer services are impacted minimally, typically between 12
AM to 6 AM local time. Furthermore, [PROJECT] will notify the Service Provider of
such scheduled upgrades or maintenance periods as per 3.9.7.
• Circumstances defined in Section 2.5 above.
2.9 “Outage Duration” is the time in minutes that an Outage has occurred. An Outage begins when
Service Provider notifies [PROJECT] and [PROJECT] opens a trouble ticket and ends when service has
been restored.
2.10 “Availability” means percentage of time [PROJECT]’s Network is available for
service. Network Average Availability is measured performance of [PROJECT]’s Net-
work. Even though [PROJECT]’s Network Core Switches deliver 99.99% Network Av-
erage Availability, a Service Provider is not be assured 99.99% availability unless its
equipment is appropriately configured and connected over redundant paths to
[PROJECT]’s Network (see Diagram 4.1) Availability for the Network Core and Net-
work Edge are computed separately.
Network Average Availability is:
100__
__1 ×⎥⎦
⎤⎢⎣
⎡−∑
TimeAvailableTotal
durationsoutageNetwork
Sum of Network_outage_durations = the total of the outage time, in minutes, of all Retail
Subscribers’ Services in service affected by network outages during the reporting calen-
dar month.
Total_Available_Time = (number of Services in service on the last day of the cal-
endar month preceding the reporting month) * ((days in the reporting calendar
month) * (minutes per day)).
2.11 “Delay / Latency” means the time it takes a packet to traverse the distance between two points on
the Network (note: every 50 miles (one-way) increases the allowable roundtrip delay by 1 millisecond).
Specifically, roundtrip delay/latency means the interval of time, in milliseconds, it takes a sixty-four byte
(64-byte) test packet of data to travel from the Regional Core Switch (RCS) which the service provider
uses to aggregate and distribute their services to a QoS specific AP connected to each ADS via
[PROJECT]’s Network and back. Any unsuccessful ping will be counted at 20 milliseconds.
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Delay/Latency will be monitored and tested as follows: [PROJECT] will make at least 20 roundtrip delay
measurements each hour.
Measurements will be taken from RCS elements that distribute and aggregate subscriber services through
all ADSs to dedicated, management-specific APs for each QoS. Delay will be measured to the nearest mi-
crosecond. The “Average Monthly Round Trip Delay” is calculated as the average of all measurements
taken during a given calendar month. Objectives for round trip delay are given in Section 3.2.1, 3.3.1,
3.4.1, 5.1, 6.1, and 7.1.
In the event of Delay/Latency problems. [PROJECT] will respond to the specific Delay/Latency problem
when notified and documented by Service Provider on behalf of any individual Retail Subscriber.
[PROJECT] will perform end-to-end performance measurements and other tests and take necessary correc-
tive action to restore Retail Subscribers Service to levels specified for Delay/Latency in Section 3.
2.12 “Packet loss” means a maximum percentage of data packets that [PROJECT]’s Network may drop
(sent and not received) through the [PROJECT] Network.
[PROJECT] will track the number of dropped packets by QoS level on the egress of all [PROJECT] switch
ports that are connected to other [PROJECT] switch ports. On the ingress of [PROJECT] switch ports,
dropped packets are not categorized by QoS. [PROJECT] will count all ingress port dropped packets and
prorate dropped packets across QoS levels based on bandwidth of each QoS level. [PROJECT] will only
monitor dropped packets which will not be part of the SLA calculation on service provider NCP ports.
Packet loss is calculated as a percent as follows:
100ports specified allon QoSgiven afor packets All
ports specified allon QoSgiven afor packetsLost ×⎥⎥
⎦
⎤
⎢⎢
⎣
⎡
∑
∑
[PROJECT] fails to meet the service level agreement when the percent packet loss for any Service
exceeds the Objective.
2.13 “Installation” means [PROJECT] will provide Committed Due Dates for installation of Service in
less than or equal to the intervals from order date as shown below.
For pre-configured Services (voice, video, ISP data) to Residential Subscribers
• Access Portal has been previously installed, no truck roll required: two (2) business days
• Access Portal has been previously installed, truck roll required: seven (7) business days
• Full install fiber and Access Portal installation is required: twelve (12) business days
For pre-configured Services (e.g., voice, video, ISP data) to Business or MDU Subscribers
• Access Portal has been previously installed, no truck roll required: two (2) business days
• Access Portal has been previously installed, truck roll required: seven (7) business days
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• Access Portal installation is required, premise construction has been
previously Installed, no inside wiring required:
twelve (12) business days
• Building entry not complete or Access Portal, conduit and/or inside wiring installation are re-
quired: case-by-case basis
For custom services case-by-case
2.13.1 A delayed installation credit will not be applied under the following cir-
cumstances:
• Installation is delayed at Service Provider’s request
• Due to events described under 2.5
• Installation is delayed with the approval of Retail Subscriber
• [PROJECT] has not been given necessary access to facilities required for
installation or Retail Subscriber is not ready or not available to accept the
Service until after the committed due date
• Retail Subscriber facilities are unsuitable or unfit for installation
• [PROJECT] has:
• made reasonable efforts to consult with the appropriate Service
Provider work center (or such other contact specified by Service
Provider) by telephone; and
• taken such further reasonable and prudent actions in an attempt to
make installation as Service Provider may direct in the course of
such consultation.
• If [PROJECT]’s reasonable efforts to consult with Service Pro-
vider as required above are unsuccessful, [PROJECT] shall notify
Service Provider of the reason for the delay as soon as reasonably
possible.
2.14 For installations, [PROJECT] will:
• Maintain sufficient CPE to fill Retail Subscriber order
• Attempt to contact Retail Subscriber prior to the scheduled appointment
• twenty-four (24) hours prior (up to 2 attempts)
• 30 minutes prior to the schedule appointment
• Arrive on site at Retail Subscriber premises within the appointment window
• Install Service(s) as ordered, including CPE.
• Update Retail Subscriber’s order status within 1 business day after the installation
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2.15 [PROJECT] will collect and meet following inventory Performance Metrics:
• Notify Service Provider to replenish fulfillment materials (if applicable) with-
in thirty (30) calendar days of anticipated depletion of its inventory
• Maintain its Homes Passed / Marketable database with a minimum of ninety-
nine percent (99%) accuracy. (The inaccuracy is measured by the number of
installations that are cancelled by [PROJECT] due to service not being avail-
able to a particular address after providing a Committed Installation Date to
Service Provider.)
2.16 “Repair and/or Maintenance at the Retail Subscriber Premises” means that a
[PROJECT] technician or [PROJECT] sub-contractor visits the Retail Subscriber Prem-
ises to perform needed, requested and scheduled work on Services and associated
[PROJECT]-provided equipment.
For Repair and Maintenance visits, [PROJECT] will:
• Maintain sufficient CPE to complete necessary repairs
• Attempt to contact Retail Subscriber prior to the scheduled appointment
• twenty-four (24) hours prior (up to 2 attempts)
• 30 minutes prior to the schedule appointment
• Arrive on site at Retail Subscriber premises within the appointment window
• Repair Service(s) as ordered
• Update Retail Subscriber’s order status within 1 business day after the installation
Any Repair and/or Maintenance at the Retail Subscriber Premises that do not take place
in accordance with the foregoing requirements will be performed in a reasonable time-
frame and in a reasonable manner, taking into consideration the relevant circumstances.
2.17 [PROJECT] will provide a sufficient number of qualified staff to answer and re-
spond to all technical support calls and direct trouble ticket system inputs from Service
Provider to meet the Objectives. The Performance Metrics specify Objectives that in-
clude: (1) the target time for answering/responding to calls, and (2) the percentage of
calls that shall meet the target
[PROJECT]’s telephone support and trouble ticket system shall be available twenty-four (24) hours a day,
three hundred and sixty-five (365) days a year. During normal Business Hours, [PROJECT] shall accept
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calls from Service Provider on all valid topics. Outside of normal Business Hours, [PROJECT] shall re-
spond to calls relating to Network and Service defects.
The target time or duration is measured from the time Service Provider’s telephone call
enters the [PROJECT]’s help desk routing queue until the time Service Provider speaks
to a technician who is capable of resolving the trouble or answering the question.
2.18 “Mean Time to Repair (MTTR)” means the average time of the actual repair
needed to restore Services. MTTR is measured in each reporting calendar month.
Number of Outages = Count of Outages (Defined in Section 2.8) less Outage Ex-
clusions (Defined in Section 2.8.1)
SLA Response Window = time allowed under the specific SLA to begin repair ser-
vice (e.g. Next Business Day, Same Day, 4 Hour, etc). The SLA Response
Window is subtracted from each Outage Duration. Unless otherwise speci-
fied in a separate service agreement, SLA response window is by the end
of the next business day.
MTTR is calculated as follows:
⎟⎟
⎠
⎞
⎜⎜
⎝
⎛∑
Outages ofNumber
Durations Outage
A separate MTTR is calculated for each committed SLA Response Window. The
MTTR is measured in the same units as the SLA Response units (i.e. days or hours).
2.19 [PROJECT] will strive to resolve trouble tickets as quickly as possible. The
Direct Measures of Quality (DMOQs) addressing this are the percentage of ser-
vice outage trouble tickets that are resolved within either one or two days – the
concern being those that remain open for longer periods. This metric has two
measures: (1) the total number of occurrences, and (2) the corresponding per-
centage that the total number reflects. SLA Response Window and Repair
Time are defined in Section 2.18.
DMOQ Period = 24 hours or 48 hours, depending on the metric
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The percentage is calculated as follows:
()100 monthcalendar in the tickets troubleofnumber Total
hrs 48 (2)or hrs, 24 (1)ithin month calendar ain resolved ticketstrouble ×⎟⎟
⎠
⎞
⎜⎜
⎝
⎛∑w
Packet Page 210 of 267
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c
t
i
o
n
2
.
1
1
Se
e
S
e
c
t
i
o
n
2
.
1
1
For each reporting month in which the Network fails to achieve this Objective, [PROJECT] will issue a 2% credit on the Service Provider monthly recurring charges for all applicable Services.
3.
3
.
2
Pa
c
k
e
t
l
o
s
s
<0
.
1
%
Se
e
S
e
c
t
i
o
n
2
.
1
2
Se
e
S
e
c
t
i
o
n
2
.
1
2
For each reporting month in which the Network fails to achieve this Objective, [PROJECT] will issue a 2% credit on the Service Provider monthly recurring charges for all applicable Services.
3.
4
Da
t
a
–
Q
o
S
3
Pa
c
k
e
t
Pa
g
e
21
2
of
26
7
E
d
m
o
n
d
s
F
i
b
e
r
N
e
t
w
o
r
k
(
E
F
N
)
Pa
g
e
8
4
Pe
r
f
o
r
m
a
n
c
e
M
e
t
r
i
c
s
Ob
j
e
c
t
i
v
e
De
s
c
r
i
p
t
i
o
n
Me
a
s
u
r
e
m
e
n
t
M
e
t
h
o
d
Service Credit
3.
4
.
1
Ro
u
n
d
-
t
r
i
p
D
e
l
a
y
/
L
a
t
e
n
c
y
<4
m
i
l
l
i
s
e
c
o
n
d
s
R
T
d
e
l
a
y
+
1
ms
f
o
r
e
a
c
h
5
0
m
i
l
e
s
(
o
n
e
w
a
y
)
Se
e
S
e
c
t
i
o
n
2
.
1
1
Se
e
S
e
c
t
i
o
n
2
.
1
1
For each reporting month in which the Network fails to achieve this Objective, [PROJECT] will issue a 2% credit on the Service Provider monthly recurring charges for all applicable Services.
3.
4
.
2
Pa
c
k
e
t
l
o
s
s
0.
3
%
Se
e
S
e
c
t
i
o
n
2
.
1
2
Se
e
Se
c
t
i
o
n
2
.
1
2
For each reporting month in which the Network fails to achieve this Objective, [PROJECT] will issue a 2% credit on the Service Provider monthly recurring charges for all applicable Services.
3.
5
Da
t
a
–
Q
o
S
2
3.
5
.
1
Ro
u
n
d
-
t
r
i
p
D
e
l
a
y
/
L
a
t
e
n
c
y
<5
m
i
l
l
i
s
e
c
o
n
d
s
R
T
d
e
l
a
y
+
1
ms
f
o
r
e
a
c
h
5
0
m
i
l
e
s
(
o
n
e
w
a
y
)
Se
e
S
e
c
t
i
o
n
2
.
1
1
Se
e
S
e
c
t
i
o
n
2
.
1
1
For each reporting month in which the Network fails to achieve this Objective, [PROJECT] will issue a 2% credit on the Service Provider monthly recurring charges for all applicable Services.
3.
5
.
2
Pa
c
k
e
t
l
o
s
s
0.
5
%
Se
e
S
e
c
t
i
o
n
2
.
1
2
Se
e
Se
c
t
i
o
n
2
.
1
2
For each reporting month in which the Network fails to achieve this Objective, [PROJECT] will issue a 2% credit on the Service Provider monthly recurring charges for all applicable Services.
3.
6
Da
t
a
–
Q
o
S
1
3.
6
.
1
Ro
u
n
d
-
t
r
i
p
D
e
l
a
y
/
L
a
t
e
n
c
y
<8
m
i
l
l
i
s
e
c
o
n
d
s
R
T
d
e
l
a
y
+
1
ms
f
o
r
e
a
c
h
5
0
m
i
l
e
s
(
o
n
e
w
a
y
)
Se
e
S
e
c
t
i
o
n
2
.
1
1
Se
e
S
e
c
t
i
o
n
2
.
1
1
For each reporting month in which the Network fails to achieve this Objective, [PROJECT] will issue a 2% credit on the Service Provider monthly recurring charges for all
Pa
c
k
e
t
Pa
g
e
21
3
of
26
7
E
d
m
o
n
d
s
F
i
b
e
r
N
e
t
w
o
r
k
(
E
F
N
)
Pa
g
e
8
5
Pe
r
f
o
r
m
a
n
c
e
M
e
t
r
i
c
s
Ob
j
e
c
t
i
v
e
De
s
c
r
i
p
t
i
o
n
Me
a
s
u
r
e
m
e
n
t
M
e
t
h
o
d
Service Credit applicable Services.
3.
6
.
2
Pa
c
k
e
t
l
o
s
s
<1
%
Se
e
S
e
c
t
i
o
n
2
.
1
2
Se
e
S
e
c
t
i
o
n
2
.
1
2
For each reporting month in which the Network fails to achieve this Objective, [PROJECT] will issue a 2% credit on the Service Provider monthly recurring charges for all applicable Services.
3.
7
Da
t
a
–
Q
o
S
0
3.
7
.
1
Ro
u
n
d
-
t
r
i
p
D
e
l
a
y
/
L
a
t
e
n
c
y
<
2
0
m
i
l
l
i
s
e
c
o
n
d
s
S ee
S
e
c
t
i
o
n
2
.
1
1
Se
e
S
e
c
t
i
o
n
2
.
1
1
Not applicable
3.
7
.
2
Pa
c
k
e
t
l
o
s
s
<
2
%
Se
e
S
e
c
t
i
o
n
2.
1
2
Se
e
S
e
c
t
i
o
n
2
.
1
2
Not applicable
3.
8
In
s
t
a
l
l
a
t
i
o
n
3.
8
.
1
On
-
t
i
m
e
i
n
s
t
a
l
l
a
t
i
o
n
97
%
o
f
a
l
l
i
n
s
t
a
l
l
a
t
i
o
n
s
s
h
a
l
l
me
e
t
C
o
m
m
i
t
t
e
d
I
n
s
t
a
l
l
a
t
i
o
n
Du
e
-
d
a
t
e
s
Se
e
S
e
c
t
i
o
n
2
.
1
3
Se
e
S
e
c
t
i
o
n
2
.
1
3
Each month that [PROJECT] fails to meet the Objective by the amount indicated below, [PROJECT] will issue the following Service Credit to the Service Provider: (1) Below 98% but not below 95% then $45 per incident which missed the Commit-ted Due-date; (2) Below 95% then $90 per incident which miss the Committed Due-date.
Pa
c
k
e
t
Pa
g
e
21
4
of
26
7
E
d
m
o
n
d
s
F
i
b
e
r
N
e
t
w
o
r
k
(
E
F
N
)
Pa
g
e
8
6
Pe
r
f
o
r
m
a
n
c
e
M
e
t
r
i
c
s
Ob
j
e
c
t
i
v
e
De
s
c
r
i
p
t
i
o
n
Me
a
s
u
r
e
m
e
n
t
M
e
t
h
o
d
Service Credit
3.
9
Se
r
v
i
c
e
M
e
t
r
i
c
3.
9
.
1
Te
c
h
n
i
c
a
l
S
u
p
p
o
r
t
R
e
s
p
o
n
s
e
Ti
m
e
85
%
o
f
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
’
s
t
e
l
e
-
ph
o
n
e
c
a
l
l
s
(
f
o
r
i
n
s
t
a
l
l
a
t
i
o
n
an
d
/
o
r
m
a
i
n
t
e
n
a
n
c
e
)
c
o
n
n
e
c
t
e
d
to
[
P
R
O
J
E
C
T
]
’
s
N
e
t
w
o
r
k
O
p
-
er
a
t
i
o
n
s
C
e
n
t
e
r
w
i
t
h
i
n
5
m
i
n
-
ut
e
s
.
Se
e
S
e
c
t
i
o
n
2
.
1
7
Se
e
S
e
c
t
i
o
n
2
.
1
7
Not applicable
3.
9
.
2
Te
c
h
n
i
c
a
l
S
u
p
p
o
r
t
R
e
s
o
l
u
t
i
o
n
N
o
t
i
-
fi
c
a
t
i
o
n
t
o
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
10
0
%
o
f
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
’
s
tr
o
u
b
l
e
t
i
c
k
e
t
r
e
s
o
l
u
t
i
o
n
(
i
.
e
.
,
ti
c
k
e
t
c
l
o
s
e
d
)
w
i
l
l
b
e
n
o
t
i
f
i
e
d
t
o
SP
w
i
t
h
i
n
3
0
m
i
n
u
t
e
s
o
f
a
t
i
c
k
e
t
be
i
n
g
c
l
o
s
e
d
v
i
a
a
n
a
g
r
e
e
d
u
p
o
n
no
t
i
f
i
c
a
t
i
o
n
m
e
t
h
o
d
.
Se
e
S
e
c
t
i
o
n
2
.
1
9
Se
e
S
e
c
t
i
o
n
2
.
1
9
Not applicable
3.
9
.
3
Me
a
n
T
i
m
e
t
o
R
e
p
a
i
r
S
e
r
v
i
c
e
O
u
t
-
ag
e
Me
a
n
T
i
m
e
t
o
R
e
p
a
i
r
s
h
a
l
l
n
o
t
ex
c
e
e
d
t
h
e
t
i
m
e
s
s
p
e
c
i
f
i
e
d
i
n
th
e
S
L
A
s
.
Se
e
S
e
c
t
i
o
n
2
.
1
8
Se
e
S
e
c
t
i
o
n
2
.
1
8
Not applicable
3.
9
.
4
%
T
r
o
u
b
l
e
T
i
c
k
e
t
s
R
e
s
o
l
v
e
d
>
2
4
Ho
u
r
s
Le
s
s
t
h
a
n
f
i
v
e
p
e
r
c
e
n
t
(
<
5
%
)
Se
e
S
e
c
t
i
o
n
2
.
1
9
Se
e
S
e
c
t
i
o
n
2
.
1
9
DM
O
Q
P
e
r
i
o
d
–
2
4
h
o
u
r
s
Not applicable
3.
9
.
5
%
T
r
o
u
b
l
e
T
i
c
k
e
t
s
R
e
s
o
l
v
e
d
>
4
8
Ho
u
r
s
Le
s
s
t
h
a
n
t
h
r
e
e
p
e
r
c
e
n
t
(
<
3
%
)
Se
e
S
e
c
t
i
o
n
2
.
1
9
Se
e
S
e
c
t
i
o
n
2
.
1
9
DM
O
Q
P
e
r
i
o
d
–
4
8
h
o
u
r
s
Not applicable
Pa
c
k
e
t
Pa
g
e
21
5
of
26
7
E
d
m
o
n
d
s
F
i
b
e
r
N
e
t
w
o
r
k
(
E
F
N
)
Pa
g
e
8
7
Pe
r
f
o
r
m
a
n
c
e
M
e
t
r
i
c
s
Ob
j
e
c
t
i
v
e
De
s
c
r
i
p
t
i
o
n
Me
a
s
u
r
e
m
e
n
t
M
e
t
h
o
d
Service Credit
3.
9
.
6
Mi
s
s
e
d
Ap
p
o
i
n
t
m
e
n
t
s
Ze
r
o
(
0
)
To
t
a
l
n
u
m
b
e
r
o
f
t
i
m
e
s
a
n
d
r
e
a
s
o
n
s
f
o
r
[P
R
O
J
E
C
T
]
’
s
t
e
c
h
n
i
c
i
a
n
f
a
i
l
i
n
g
t
o
ke
e
p
a
s
c
h
e
d
u
l
e
d
a
p
p
o
i
n
t
m
e
n
t
w
i
t
h
an
y
R
e
t
a
i
l
S
u
b
s
c
r
i
b
e
r
w
i
t
h
i
n
t
h
e
a
p
-
po
i
n
t
m
e
n
t
w
i
n
d
o
w
.
Se
e
S
e
c
t
i
o
n
2
.
1
3
On
a
n
i
n
d
i
v
i
d
u
a
l
S
u
b
s
c
r
i
b
e
r
p
e
r
Se
r
v
i
c
e
b
a
s
i
s
,
t
h
e
t
o
t
a
l
n
u
m
b
e
r
o
f
ti
m
e
s
a
n
d
r
e
a
s
o
n
s
f
o
r
[
P
R
O
J
E
C
T
]
fa
i
l
i
n
g
t
o
k
e
e
p
s
c
h
e
d
u
l
e
d
a
p
-
po
i
n
t
m
e
n
t
s
f
o
r
p
r
o
f
e
s
s
i
o
n
a
l
i
n
-
st
a
l
l
a
t
i
o
n
o
r
t
e
c
h
n
i
c
i
a
n
d
i
s
p
a
t
c
h
ap
p
o
i
n
t
m
e
n
t
s
w
i
t
h
a
n
y
R
e
t
a
i
l
Su
b
s
c
r
i
b
e
r
,
w
i
t
h
i
n
a
c
a
l
e
n
d
a
r
mo
n
t
h
c
o
u
n
t
e
d
e
a
c
h
r
e
p
o
r
t
i
n
g
ca
l
e
n
d
a
r
m
o
n
t
h
.
In the event [PROJECT] fails to appear at a Retail Subscriber’s Prem-ises for a scheduled installation or repair/maintenance appointment within the appointment window , [PROJECT] will, upon Service Pro-vider’s request, either (a) issue Ser-vice Provider $60 Service Credit, or (b) cancel the affected order without any cancellation charges.
3.
9
.
7
No
t
i
f
i
c
a
t
i
o
n
o
f
S
c
h
e
d
u
l
e
d
N
e
t
w
o
r
k
Up
g
r
a
d
e
o
r
M
a
i
n
t
e
n
a
n
c
e
10
0
%
N
o
t
i
f
i
c
a
t
i
o
n
t
o
S
e
r
v
i
c
e
Pr
o
v
i
d
e
r
c
o
n
t
a
c
t
s
v
i
a
e
l
e
c
t
r
o
n
i
c
ma
i
l
o
r
o
t
h
e
r
a
g
r
e
e
d
u
p
o
n
m
e
-
th
o
d
f
i
v
e
(
5
)
d
a
y
s
i
n
a
d
v
a
n
c
e
th
e
s
c
h
e
d
u
l
e
d
e
v
e
n
t
Nu
m
b
e
r
o
f
t
i
m
e
s
[
P
R
O
J
E
C
T
]
p
e
r
-
fo
r
m
s
s
c
h
e
d
u
l
e
d
n
e
t
w
o
r
k
u
p
g
r
a
d
e
s
o
r
ma
i
n
t
e
n
a
n
c
e
i
n
a
c
a
l
e
n
d
a
r
m
o
n
t
h
d ef
i
n
i
t
i
o
n
o
r
n
a
t
u
r
e
o
f
O
u
t
a
g
e
p la
n
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Edmonds Fiber Network (EFN)
Page 90
EXHIBIT E
Service Provider Service Level Agreements
1 OVERVIEW
1.1 This Exhibit E provides detailed descriptions of the Performance Metrics for Service
Provider performance, and is the basis for certain service level agreements between Service Pro-
vider and [PROJECT]. All Performance Metrics are expectations of Service Provider’s perform-
ance and quality of customer services directly related to and in consideration of the use of
[PROJECT]’s Network. For the purpose of these Performance Metrics, [PROJECT]’s Network
can be viewed as a private carrier network to which Service Provider hands off/accepts traffic (1)
for voice services; (2) for data services; and (3) for video services; collectively (“Services”).
1.2 In addition to any other rights under this Agreement, if any given Retail Subscriber (1)
experiences an Outage that continues for a period of more than five (5) Business Days after
[PROJECT] delivers written notice to Service Provider of such Outage, or (2) experiences multi-
ple Outages of the same Service, whether or not for the same reason, in any thirty (30) calendar
day period, then upon written request from the Retail Subscriber, [PROJECT], in its sole discre-
tion, may transfer the service connections to an alternate provider without the Retail Subscriber
or [PROJECT] having any liability of any kind whatsoever for cancellation, termination or any
other charges.
1.3 Service Provider will:
1.3.1 Use commercially reasonable efforts to remedy any delays, interruptions,
omissions, mistakes, accidents or errors (“Defect” or “Defects”) and restore the Services
as soon as possible after any Defect is reported to Service Provider.
1.3.2 Collect, measure, and report data to [PROJECT] for service, and opera-
tional Performance Metrics described in Section 3. Service Provider will provide Metrics
upon written request, using a Microsoft® Excel spreadsheet or other format mutually
agreed to by [PROJECT] and Service Provider. Service Provider is responsible (at its ex-
pense) for providing any equipment, systems, and software necessary to collect and re-
port such Metrics.
1.3.3 Analyze and improve processes, as necessary, to achieve Performance
Metrics set forth in Section 3.
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Page 91
1.3.4 Measure Quality Metrics by means of Service Provider’s regularly sched-
uled Retail Subscriber satisfaction surveys which randomly sample Retail Subscribers for
their opinions of Service Provider service quality.
1.3.5 Collect Retail Subscriber complaint information on Services through its
customer care center(s). Based on the first twelve (12) months’ of operations, a baseline num-
ber of Retail Subscriber complaints will be established. Following that, [PROJECT] will es-
tablish a performance metric for measurement during the Term of the Agreement.
1.3.6 Provide [PROJECT] with necessary customer information to allow
[PROJECT] the opportunity to perform a similar survey of customer opinion as a comparative
benchmark to evaluate Service Provider’s performance on the Network.
2 DEFINITIONS AND GENERAL PROVISIONS
2.1 “Metric” or “Service Metric” means the performance measures for specific Service Pro-
vider functions and includes the Description, Measurement Method, and Objective that define
the capitalized term that is used throughout this Exhibit E.
2.2 “Description” means the specific Service Provider function to be measured.
2.3 “Measurement Method” means the tools, process and algorithms for determining Service
Provider’s performance and the frequency of the measurement.
2.4 “Objective” means the level of performance that [PROJECT] expects Service Provider to
achieve.
2.5 Repetitive non-compliance with any provision of this Exhibit E is a material breach of
this Agreement and, in [PROJECT]’s sole discretion, may result in the termination or non-
renewal of thereof.
2.7 “Retail Quality of Service (RQoS)” means the direct measure of quality for the Retail Ser-
vices delivered over [PROJECT]’s Network.
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Page 92
2.8 “Retail Customer Premise Equipment (CPE)” means the equipment, such as, but not lim-
ited to, premise wiring performed by Service Provider, Service Provider routers, hubs or
switches or other Service Provider equipment that will be installed by the Service Pro-
vider at the Retail Subscriber’s premise.
2.8 “Business hours” means 8:00 am to 5:00 PM Mountain Time on a Business Day. “Business
Day” means Monday through Friday, excluding public holidays recognized in Utah.
2.9 “Outage” means Service(s) is/are interrupted such that there is a loss of performance (unable
to properly utilize the Retail Services), or when [PROJECT] and Service Provider agree that
Service is unfit or unavailable for use.
2.9.1 The following are excluded from Outages:
• failure of components for which [PROJECT] and/or the Retail Subscriber(s) are responsible and
are therefore not part of Service Provider’s Platform.
• time that corrections cannot be made because Retail Subscriber, or access to those facilities are
necessary for making the repair, are inaccessible
• problems caused by Retail Subscribers’ negligence or misconduct, or by the negligence or mis-
conduct of others authorized by the Retail Subscribers
• problems resolved as “No Trouble Found”
• scheduled Service Provider network upgrades and maintenance periods. The upgrades and main-
tenance will be scheduled when Retail Subscriber Services are impacted minimally, typically from
12 AM to 6 AM local time. Furthermore, Retail Service Provider will notify [PROJECT] of such
scheduled upgrades or maintenance periods as per 3.7.4 and 3.7.5
• any Service interruption or other transmission problem that is in whole or in part caused by or at-
tributed to [PROJECT] or Service Provider’s Retail Subscriber unless Service Provider could
have reasonably been able to avoid such Service interruption
• other event defined under Article XI – Force Majeure in the body of this Agreement. Following a
Force Majeure Event, Service Provider will use commercially reasonable efforts to promptly re-
sume Services.
2.10 “Outage Duration” is the time in minutes that an Outage has occurred. An Outage begins when Service
Provider opens a trouble ticket and ends when Service Provider notifies [PROJECT] that the problem has been re-
solved and Retail Services are available to Retail Subscribers.
2.11 “Availability” means percentage of time RQoS meets defined performance metrics. Re-
tail Services Average Availability is measured performance of Service Providers Retail Services.
Availability for each of the Retail Services are computed separately.
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Edmonds Fiber Network (EFN)
Page 93
Retail Services Average Availability is:
100__
___Re1 ×⎥⎦
⎤⎢⎣
⎡−∑
TimeAvailableTotal
durationsoutageServicetail
Sum of Retail_Service_outage_durations = the total of the outage time, in minutes, of
the Retail Subscribers’ Services during the reporting calendar month.
Total_Available_Time = (days in the reporting calendar month) * (minutes per day).
2.12
Service Provider shall have an oversubscription rate at a level to provide Retail Subscribers with off-net throughput
commensurate with Services purchased. Throughput demand on Service Provider connection shall not exceed
available throughput except during infrequent moments of unusually high demand. It is anticipated Service Pro-
vider will offer a 100 to 1 oversubscription, however this ratio will be adjusted to ensure throughput is commensu-
rate with Services purchased.
To monitor Throughput, the Service Provider will make at least 24 throughput measurements each day from
[PROJECT]’s test access portals (“Access Portals”) to Speakeasy, MegaPath or other mutually agreed speed test
site.
2.13 “Installation” means Service Provider will provide Committed Due Dates for scheduling of Service in less
than or equal to the intervals from order date as shown below. {The following could be modified in conjunction with
definitions contained within Service Provider install commitments}
For pre-configured Services (voice, video, ISP data) to Residential Subscribers
• Access Portal has been previously installed, no truck roll required: two (2) business days
• Access Portal has been previously installed, truck roll required: seven (7) business days
• Full install fiber and Access Portal installation is required: twelve (12) business days
For pre-configured Services (e.g., voice, video, ISP data) to Business or MDU Subscribers
• Access Portal has been previously installed, no truck roll required: two (2) business days
• Access Portal has been previously installed, truck roll required: seven (7) business days
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Edmonds Fiber Network (EFN)
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• Access portal installation is required, premise construction has been
previously installed, no inside wiring required: twelve
(12) business days
• Building entry not complete or Access Portal, conduit and/or inside
wiring installation required:
case-by-case basis
For custom services: case-by-case
2.13.1 A delayed installation will not counted under the following circumstances:
• Installation is delayed at [PROJECT]’s request; or
• Installation is delayed at the request of Retail Subscriber.
• Retail Subscriber has not given [PROJECT] necessary access to the premises
where installation is to be made or Retail Subscriber is not ready or not available
to accept the Service until after the committed due date.
• Service Provider has:
• made reasonable efforts to consult with Retail Subscriber by telephone
from the premises where installation is scheduled to be made (or from a
location near such premises); and
• taken such further reasonable and prudent actions in an attempt to make
installation as Service Provider may direct in the course of such consulta-
tion.
• If Service Provider’s reasonable efforts to consult with Retail Subscriber as re-
quired above are unsuccessful, Service Provider shall notify [PROJECT] of the
reason for the delay as soon as reasonably possible.
• During a Force Majeure Event.
2.13.2 Voice installations requiring Local Number Port (“LNP”) should be coordinated closely
with [PROJECT] and the prior voice provider to avoid telephone service disruption to the Retail
Subscriber. Service Provider must have a backup plan in place in case of LNP failure. Backup
plan must provide Retail Subscriber with telephone service until number can be ported.
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Edmonds Fiber Network (EFN)
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2.14 For installations, Service Provider will:
• Maintain sufficient CPE to fill Retail Subscriber order
• If the Service Provider is managing and installing their own inside wiring, contact Retail Subscriber
prior to the scheduled appointment
• twenty-four (24) hours prior (up to 2 attempts)
• 30 minutes prior to the schedule appointment
• Arrive on site at Retail Subscriber premises within the appointment window
• Install Service(s) as ordered
• Update Retail Subscriber’s order status within 1 business day after the installation
2.15 Service Provider will collect and meet the following inventory Performance Metrics:
• Notify [PROJECT] to provide additional [PROJECT] provided CPE materials within
thirty (30) calendar days of anticipated depletion of its inventory.
2.16 “Repair and/or Maintenance at the Retail Subscriber Premises” means that a Service Pro-
vider technician visits the Retail Subscriber Premises to perform needed, requested and sched-
uled work on Services and associated Service Provider equipment.
For at least ninety-five percent (95%) of all Repair and/or Maintenance appointments at the Retail Subscriber Prem-
ises, Service Provider will:
• Maintain sufficient CPE and supplies, as applicable, to complete necessary repairs
• Contact Retail Subscriber prior to the scheduled appointment twenty-four (24) hours
prior (up to 2 attempts)
• Arrive on site at Retail Subscriber Premises within the appointment window
• Repair/maintain Service(s) as ordered
Any Repair and/or Maintenance at the Retail Subscriber Premises that do not take place in ac-
cordance with the foregoing requirements will be performed in a reasonable timeframe and in a
reasonable manner, taking into consideration the relevant circumstances.
2.17 Service Provider should provide quality support and technical assistance as follows:
2.17.1 Service Provider will provide a sufficient number of qualified staff to answer and respond
to all technical support calls and direct trouble ticket system inputs from Retail Subscribers to
meet the Objectives. The Performance Metrics specify Objectives that include: (1) the target
Packet Page 224 of 267
Edmonds Fiber Network (EFN)
Page 96
time for answering/responding to calls, (2) the percentage of calls that shall meet the target and
(3) the trouble resolution notification time to Service Provider.
Service Provider’s telephone support and trouble ticket system shall be available twenty-four
(24) hours a day, three hundred and sixty-five (365) days a year.
During normal Business Hours, Service Provider shall accept calls from Retail Subscribers on
all Service-related topics. Outside of normal Business Hours, Service Provider shall respond
to calls relating to Service Provider Network and Service defects.
The target time or duration is measured from the time Retail Subscriber’s telephone call enters
the Service Provider’s help desk routing queue until the time Retail Subscriber speaks to a tech-
nician who is capable of resolving the trouble or answering the question.
2.17.2 All employees of Service Provider are expected to be courteous, knowledgeable and help-
ful and to provide effective and satisfactory service in all contacts with Retail Subscribers.
2.17.3 Service Provider shall provide telephone coverage adequate to meet metrics outlined in
3.6.6, 3.6.7 and 3.6.8.
2.17.4 The Service Provider’s customer service representatives (“CSR”) shall have the authority
to provide credit for interrupted service, for any violation of these Standards, to waive fees, to
schedule service appointments and to change billing cycles, where appropriate. Any difficulties
that cannot be resolved by the CSR shall be referred to the appropriate supervisor who shall con-
tact the Retail Subscriber by the end of the next business day and shall attempt to resolve the
problem within forty eight (48) hours or within such other time frame as is acceptable to the Re-
tail Subscriber and Service Provider.
2.17.5 Bills will be clear, concise and understandable. Bills must be fully itemized, with itemi-
zations including, but not limited to, basic and premium service charges and equipment charges.
Bills will also clearly delineate all activity during the billing period, including optional charges,
rebates and credits. In case of a billing dispute, Service Provider shall respond to a written com-
plaint from a Retail Subscriber within thirty (30) days.
2.17.6 Credits for Services will be issued no later than the Retail Subscriber’s next billing cycle
following the determination that a credit is warranted. Refund checks (if applicable) will be is-
sued promptly, but no later than either the Retail Subscriber’s next billing cycle following reso-
lution of the request or thirty (30) days, whichever is earlier, or the return of the equipment sup-
plied by the Service Provider (if applicable) if Service is terminated.
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2.17.7 Service Provider shall provide clear instructions in written form (other forms are possible
in addition to written) regarding use of the Retail Services. Service Provider must provide such
written instructions to [PROJECT] prior to use in the field and work with [PROJECT] to create
and accurate and mutually agreed upon Retail Subscriber documents.
2.17.8 Retail Subscribers will be notified of any changes in rates, Services, support hours or con-
tact information, charges or channel positions (as applicable) as soon as possible in writing. No-
tice must be given to Retail Subscribers a minimum of thirty (30) days in advance of such
changes if the change is within the control of the Service Provider.
2.17.9 Service Provider shall establish written procedures for receiving, acting upon, and resolv-
ing Retail Subscriber complaints, and crediting Retail Subscriber accounts and shall publicize
such procedures through printed documents at Service Provider’s sole expense. Said written pro-
cedures shall prescribe a simple manner in which any Retail Subscriber may submit a complaint
by telephone or in writing to Service Provider that it has violated any provision of this Exhibit E,
any terms or conditions of the Retail Subscriber's contract, or reasonable business practices.
2.18 “Mean Time to Repair (MTTR)” means the average time of the actual repair needed to
restore Services. MTTR is measured in each reporting calendar month.
Number of Retail Outages = Count of Retail Outages (Defined in Section 2.9) less Retail
Outage Exclusions (Defined in Section 2.9.1)
Retail SLA Response Window = time allowed under the specific RSLA to begin repair
service (e.g. Next Business Day, Same Day, 4 Hour, etc). Unless otherwise speci-
fied in a written RSLA, the response window is Next Business Day. The RSLA
Response Window is subtracted from each Outage Duration.
MTTR is calculated as follows:
⎟⎟
⎠
⎞
⎜⎜
⎝
⎛∑
Outages Retail ofNumber
Durations Outage Retail
A separate MTTR is calculated for each committed RSLA Response Window. The MTTR is
measured in the same units as the RSLA Response units (i.e. days or hours).
Packet Page 226 of 267
Edmonds Fiber Network (EFN)
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2.19 Retail Service Provider will strive to resolve trouble tickets as quickly as possible.
The Retail Direct Measures of Quality (RDMOQs) addressing this are the percentage of
trouble tickets that are resolved within either one or two days – the concern being those
that remain open for longer periods. This metric has two measures: (1) the total num-
ber of occurrences, and (2) the corresponding percentage that the total number reflects.
RSLA Response Window and Repair Time are defined in Section 2.18.
RDMOQ Period = 24 hours or 48 hours, depending on the metric
The percentage is calculated as follows:
()100 monthcalendar in the tickets troubleofnumber Total
hrs 48 (2)or hrs, 24 (1)ithin month calendar ain resolved ticketstrouble ×⎟⎟
⎠
⎞
⎜⎜
⎝
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2.20 Retail Service Provider will endeavor to provide quality services achieving Retail
Subscriber retention rates below the industry average at an annual average of no more
than 12%. This will be measured monthly, as described in 3.6.1 as follows:
1% monthcalendar theofday last theon ssubscriber ofnumber Total
______<=⎟⎟⎠
⎞⎜⎜⎝
⎛monthcalendarinonsCancellatiSubscriberofNumber
Packet Page 227 of 267
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.
1
1
3.
2
In
t
e
r
-
ne
t
Tr
a
n
s
i
t
Da
t
a
-
Qo
S
x
3.
2
.
1
Up
l
o
a
d
a
n
d
D
o
w
n
l
o
a
d
Th
r
o
u
g
h
p
u
t
c
o
m
p
a
-
ra
b
l
e
t
o
a
d
v
e
r
t
i
s
e
d
pr
o
d
u
c
t
s
Se
e
S
e
c
t
i
o
n
2
.
1
2
Se
e
S
e
c
t
i
o
n
2
.
1
2
3.
3
Re
t
a
i
l
Se
r
-
vi
c
e
In
s
t
a
l
-
la
t
i
o
n
3.
3
.
1
On
-
t
i
m
e
p
r
o
v
i
s
i
o
n
i
n
g
97
%
o
f
a
l
l
i
n
s
t
a
l
l
a
-
ti
o
n
s
s
h
a
l
l
m
e
e
t
Co
m
m
i
t
t
e
d
I
n
s
t
a
l
l
a
-
ti
o
n
D
u
e
-
d
a
t
e
s
Se
e
S
e
c
t
i
o
n
2
.
1
3
Se
e
S
e
c
t
i
o
n
2
.
1
3
Pa
c
k
e
t
Pa
g
e
22
8
of
26
7
E
d
m
o
n
d
s
F
i
b
e
r
N
e
t
w
o
r
k
(
E
F
N
)
Pa
g
e
1
0
0
Pe
r
f
o
r
m
a
n
c
e
M
e
t
r
i
c
s
Ob
j
e
c
t
i
v
e
De
s
c
r
i
p
t
i
o
n
Meas-ure-ment Meth od
3.
4
Re
t
a
i
l
M
a
r
k
e
t
i
n
g
M
e
t
r
i
c
3.
4
.
1
Re
t
a
i
l
M
a
r
k
e
t
i
n
g
R
e
s
p
o
n
s
e
Ti
m
e
Wi
t
h
i
n
2
w
e
e
k
s
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f
ma
r
k
e
t
r
e
a
d
y
n
o
t
i
f
i
-
ca
t
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o
n
S
e
r
v
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e
P
r
o
-
vi
d
e
r
w
i
l
l
l
a
u
n
c
h
ma
r
k
e
t
i
n
g
e
f
f
o
r
t
s
.
3.
4
.
2
Re
t
a
i
l
M
a
r
k
e
t
i
n
g
F
r
e
q
u
e
n
c
y
At
l
e
a
s
t
e
v
e
r
y
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mo
n
t
h
s
S
e
r
v
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c
e
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r
o
-
vi
d
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r
s
h
a
l
l
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o
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t
a
c
t
a
l
l
no
n
-
s
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b
s
c
r
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b
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n
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ma
r
k
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t
a
b
l
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d
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r
e
s
s
e
s
to
o
f
f
e
r
S
e
r
v
i
c
e
s
3.
5
Re
t
a
i
l
S
u
b
s
c
r
i
b
e
r
R
e
t
e
n
t
i
o
n
Me
t
r
i
c
3.
5
.
1
Re
t
a
i
l
S
u
b
s
c
r
i
b
e
r
R
e
t
e
n
t
i
o
n
Me
t
r
i
c
Se
r
v
i
c
e
P
r
o
v
i
d
e
r
s
wi
l
l
r
e
t
a
i
n
R
e
t
a
i
l
Su
b
s
c
r
i
b
e
r
s
a
t
o
r
be
l
o
w
i
n
d
u
s
t
r
y
a
v
e
r
-
ag
e
c
h
u
r
n
r
a
t
e
s
.
Se
e
s
e
c
t
i
o
n
2
.
2
0
Se
e
s
e
c
t
i
o
n
2
.
2
0
3.
6
Re
p
a
i
r
M
e
t
r
i
c
s
3.
6
.
1
Me
a
n
T
i
m
e
t
o
R
e
p
a
i
r
S
e
r
v
i
c
e
Ou
t
a
g
e
Me
a
n
T
i
m
e
t
o
R
e
p
a
i
r
sh
a
l
l
n
o
t
e
x
c
e
e
d
t
h
e
ti
m
e
s
s
p
e
c
i
f
i
e
d
i
n
t
h
e
RS
L
A
s
.
Se
e
S
e
c
t
i
o
n
2
.
1
8
Se
e
S
e
c
t
i
o
n
2
.
1
8
Pa
c
k
e
t
Pa
g
e
22
9
of
26
7
E
d
m
o
n
d
s
F
i
b
e
r
N
e
t
w
o
r
k
(
E
F
N
)
Pa
g
e
1
0
1
Pe
r
f
o
r
m
a
n
c
e
M
e
t
r
i
c
s
Ob
j
e
c
t
i
v
e
De
s
c
r
i
p
t
i
o
n
Meas-ure-ment Meth od
3.
6
.
2
%
R
e
t
a
i
l
T
r
o
u
b
l
e
T
i
c
k
e
t
s
R
e
-
so
l
v
e
d
>
2
4
H
o
u
r
s
Le
s
s
t
h
a
n
f
i
v
e
p
e
r
-
ce
n
t
(
<
5
%
)
Se
e
S
e
c
t
i
o
n
2
.
1
9
Se
e
S
e
c
t
i
o
n
2
.
1
9
RD
M
O
Q
P
e
r
i
o
d
–
2
4
h
o
u
r
s
3.
6
.
3
%
R
e
t
a
i
l
T
r
o
u
b
l
e
T
i
c
k
e
t
s
R
e
-
so
l
v
e
d
>
4
8
H
o
u
r
s
Le
s
s
t
h
a
n
t
h
r
e
e
p
e
r
-
ce
n
t
(
<
3
%
)
Se
e
S
e
c
t
i
o
n
2
.
1
9
Se
e
S
e
c
t
i
o
n
2
.
1
9
RD
M
O
Q
P
e
r
i
o
d
–
4
8
h
o
u
r
s
3.
6
.
4
No
t
i
f
i
c
a
t
i
o
n
o
f
S
c
h
e
d
u
l
e
d
S
e
r
-
vi
c
e
U
p
g
r
a
d
e
o
r
M
a
i
n
t
e
n
a
n
c
e
10
0
%
N
o
t
i
f
i
c
a
t
i
o
n
t
o
[P
R
O
J
E
C
T
]
v
i
a
e
l
e
c
-
tr
o
n
i
c
m
a
i
l
o
r
o
t
h
e
r
ag
r
e
e
d
u
p
o
n
m
e
t
h
o
d
fi
v
e
(
5
)
d
a
y
s
i
n
a
d
-
va
n
c
e
t
h
e
s
c
h
e
d
u
l
e
d
ev
e
n
t
Wh
e
n
e
v
e
r
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
p
e
r
f
o
r
m
s
sc
h
e
d
u
l
e
d
s
e
r
v
i
c
e
u
p
g
r
a
d
e
s
o
r
m
a
i
n
t
e
n
a
n
c
e
no
t
i
c
e
s
s
h
a
l
l
i
n
c
l
u
d
e
•
de
f
i
n
i
t
i
o
n
o
f
n
a
t
u
r
e
o
f
O
u
t
a
g
e
•
pl
a
n
n
e
d
o
u
t
a
g
e
t
i
m
e
•
nu
m
b
e
r
o
f
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
R
e
t
a
i
l
Su
b
s
c
r
i
b
e
r
s
i
m
p
a
c
t
e
d
•
tr
o
u
b
l
e
t
i
c
k
e
t
n
u
m
b
e
r
o
r
e
v
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n
t
r
e
f
e
r
-
en
c
e
Nu
m
b
e
r
o
f
t
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m
e
s
s
c
h
e
d
u
l
e
d
se
r
v
i
c
e
u
p
g
r
a
d
e
s
o
r
m
a
i
n
t
e
-
na
n
c
e
i
m
p
a
c
t
i
n
g
R
e
t
a
i
l
S
u
b
-
sc
r
i
b
e
r
s
’
S
e
r
v
i
c
e
s
o
c
c
u
r
d
u
r
i
n
g
a
c
a
l
e
n
d
a
r
m
o
n
t
h
.
T
h
i
s
n
u
m
-
be
r
i
n
c
l
u
d
e
s
a
n
y
a
n
d
a
l
l
s
e
r
-
vi
c
e
s
o
n
[
P
R
O
J
E
C
T
]
’
s
N
e
t
-
wo
r
k
.
3.
6
.
5
No
t
i
f
i
c
a
t
i
o
n
o
f
U
n
s
c
h
e
d
u
l
e
d
Up
g
r
a
d
e
,
M
a
i
n
t
e
n
a
n
c
e
e
v
e
n
t
10
0
%
N
o
t
i
f
i
c
a
t
i
o
n
t
o
[P
R
O
J
E
C
T
]
c
o
n
t
a
c
t
s
vi
a
e
l
e
c
t
r
o
n
i
c
m
a
i
l
o
r
ot
h
e
r
a
g
r
e
e
d
u
p
o
n
me
t
h
o
d
w
i
t
h
i
n
t
e
n
(1
0
)
m
i
n
u
t
e
s
o
f
t
h
e
st
a
r
t
o
f
a
n
u
n
s
c
h
e
d
-
ul
e
d
e
v
e
n
t
Wh
e
n
e
v
e
r
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
p
e
r
f
o
r
m
s
a
n
un
s
c
h
e
d
u
l
e
d
n
e
t
w
o
r
k
u
p
g
r
a
d
e
o
r
m
a
i
n
t
e
-
na
n
c
e
e
v
e
n
t
t
h
e
n
o
t
i
c
e
s
h
a
l
l
i
n
c
l
u
d
e
:
•
de
f
i
n
i
t
i
o
n
o
f
n
a
t
u
r
e
o
f
O
u
t
a
g
e
•
pl
a
n
n
e
d
o
u
t
a
g
e
t
i
m
e
•
nu
m
b
e
r
o
f
S
e
r
v
i
c
e
P
r
o
v
i
d
e
r
R
e
t
a
i
l
Su
b
s
c
r
i
b
e
r
s
i
m
p
a
c
t
e
d
•
tr
o
u
b
l
e
t
i
c
k
e
t
n
u
m
b
e
r
o
r
e
v
e
n
t
r
e
f
e
r
-
en
c
e
Nu
m
b
e
r
o
f
m
i
n
u
t
e
s
f
r
o
m
S
e
r
-
vi
c
e
P
r
o
v
i
d
e
r
’
s
n
o
t
i
f
i
c
a
t
i
o
n
t
o
[P
R
O
J
E
C
T
]
’
s
t
o
a
f
t
e
r
t
h
e
b
e
-
gi
n
n
i
n
g
o
f
a
n
u
n
s
c
h
e
d
u
l
e
d
se
r
v
i
c
e
u
p
g
r
a
d
e
,
m
a
i
n
t
e
n
a
n
c
e
ev
e
n
t
,
o
r
M
a
j
o
r
S
e
r
v
i
c
e
I
n
c
i
-
de
n
t
.
T
h
i
s
n
u
m
b
e
r
i
n
c
l
u
d
e
s
an
y
a
n
d
a
l
l
s
e
r
v
i
c
e
s
o
n
[P
R
O
J
E
C
T
]
’
s
N
e
t
w
o
r
k
.
Pa
c
k
e
t
Pa
g
e
23
0
of
26
7
E
d
m
o
n
d
s
F
i
b
e
r
N
e
t
w
o
r
k
(
E
F
N
)
Pa
g
e
1
0
2
Pe
r
f
o
r
m
a
n
c
e
M
e
t
r
i
c
s
Ob
j
e
c
t
i
v
e
De
s
c
r
i
p
t
i
o
n
Meas-ure-ment Meth od
3.
6
.
6
Te
c
h
n
i
c
a
l
S
u
p
p
o
r
t
R
e
s
p
o
n
s
e
Ti
m
e
85
%
o
f
R
e
t
a
i
l
S
u
b
-
sc
r
i
b
e
r
’
s
t
e
l
e
p
h
o
n
e
ca
l
l
s
(
f
o
r
i
n
s
t
a
l
l
a
t
i
o
n
an
d
/
o
r
m
a
i
n
t
e
n
a
n
c
e
)
co
n
n
e
c
t
e
d
t
o
S
e
r
v
i
c
e
Pr
o
v
i
d
e
r
w
i
t
h
i
n
5
(f
i
v
e
)
m
i
n
u
t
e
s
Se
e
S
e
c
t
i
o
n
2
.
1
7
Se
e
S
e
c
t
i
o
n
2
.
1
7
3.
6
.
7
Sa
l
e
s
R
e
s
p
o
n
s
e
T
i
m
e
85
%
o
f
p
o
t
e
n
t
i
a
l
Re
t
a
i
l
S
u
b
s
c
r
i
b
e
r
s
sh
o
u
l
d
w
a
i
t
n
o
m
o
r
e
th
a
n
3
(
t
h
r
e
e
)
m
i
n
-
ut
e
s
o
n
h
o
l
d
b
e
f
o
r
e
sp
e
a
k
i
n
g
t
o
a
s
a
l
e
s
re
p
r
e
s
e
n
t
a
t
i
v
e
.
Se
e
S
e
c
t
i
o
n
2
.
1
7
Se
e
S
e
c
t
i
o
n
2
.
1
7
3.
6
.
8
Bu
s
y
S
i
g
n
a
l
Un
d
e
r
n
o
r
m
a
l
o
p
e
r
a
t
-
in
g
c
o
n
d
i
t
i
o
n
s
,
t
h
e
Re
t
a
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APPENDIX 5: COST & CARBON OFF-SET COMPUTATION
In-Custody Hearings
Court
1) In reviewing the in-custody calendar, there were two vehicles per week from January 1st
through September 30th.
2) There were three Friday hearings from January 1st through September 30th. Each hearing
required two vehicles.
3) The City borrows a van from the City of Lynnwood which holds 10 inmates. The size of
the vehicle used for the second set of inmates depends on the size of the transport.
4) 9 week sample (August and September) - estimates calculated based on the number of
inmates transported
a. 10 hearing days
b. Average hearing day data
i. Two vehicles
1. One way trip from the City of Edmonds police department to the
City of Lynnwood police department to the Snohomish County jail
is 18 ½ miles. Round trip is 37 miles.
2. IRS mileage rate is $.485
3. Estimated cost for two round trips = $36
ii. 3.6 Officers
1. Transport officer average hourly wage = $ 50.38
2. An average of 4.5 hours per hearing day
iii. Estimated average cost per hearing day: $852
1. $36 vehicle cost
2. $816 officer cost
5) Estimated annual transport savings per year: $47,710
a. Average number of hearings per year: 56
i. 4.67 hearings per month
ii. 12 months
b. Average transport cost per hearing $852
6) Estimated annual mileage savings – 4,144 miles
a. Average number of hearings per year: 56
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b. Round trip mileage for two cars per hearing: 74 miles
7) Estimated annual CO2 (tonnes) savings: 2.67
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Smart Metering
Labor Cost
1) Meter Reader
a. 62% time spent reading meters
b. 21% time spent on maintenance
c. 17% overhead time
d. Hourly wage - $18.68, plus 30% for benefits - $24.28
e. Estimated salary savings $4,210 per month
f. Estimated annual savings $50,521
2) Water Maintenance Worker II
a. According to the current water maintenance technician, he spends approximately
30 to 50 % of his time on utility dispatches. In the calculation, 30% was used for
the current processes.
b. Hourly wage - $25.45, plus 30% for benefits - $33.09
c. Estimated current salary based on 30% equals $20,646
3) Utility Billing Technician
a. According to the utility billing technician, she spends approximately 10% of her
time on utility dispatch items that are associated with the actual reading of the
meter. The following items are considered utility dispatches.
i. Closing Bills
ii. Re-reads
iii. Leak Adjustments
b. Hourly wage - $25.23, plus 30% for benefits - $32.80
c. Estimated current salary based on 10% equals $6,822
Equipment Rental
1) Vehicle cost per year based on July 2006-June 2007 vehicle expenditure data
a. #128 WTR 2002 FORD F-250 PICK-UP (water maintenance worker II (#77) –
30% of actual vehicle usage)
i. 381 average miles per month (10/19/2007)
ii. Annual operation and replacement costs - $2,935
1. Operating costs - $2,161
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2. Replacement costs - $774
b. #56 WTR 2000 GO-4 (meter reader scooter)
i. 500 average miles per month (10/19/2007)
ii. Annual operation and replacement costs - $5,981
1. Operating costs - $2,381
2. Replacement costs - $3,600
c. #38 WTR 1995 FORD PICKUP (meter reader)
i. 541 average miles per month (10/19/2007)
ii. Annual operation and replacement costs - $5,660
1. Operating costs - $3,860
2. Replacement costs - $1,800
Installation Costs
1) Cost Factors
a. Radio read meter costs were obtained by Jim Waite, the Water/Sewer Manager.
He obtained the cost from vendors the City currently uses.
b. Labor costs are based on the number of unit installations per hour based on the
size of the meter. Installation would be performed by a Water Maintenance
Worker.
i. Actual 2007 salary and benefits - $33.09 per hour
ii. An overhead rate of $42.00 was used to calculate the labor costs. This
figure was calculated based on a methodology used by the water depart-
ment in figuring out the amount of actual time worked during the period.
c. The number of meters and the age of the meters were pulled from the Eden Utility
Billing System.
2) Meters
a. 29% of the City’s water meters are between 10 and 20 years old. The table below
describes the estimated cost to replace these meters.
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Meter
Size
Number of
Meters
Number of meters
between 10 and 20
years old
Installation
Time (number
per hour)
Per Unit
Cost
Labor Cost (10 to 20
Year Old Meters)
Radio Read
Meter Cost
Material Cost
(10 to 20 Year
Old Meters)
Cost to Replace
(10 to 20 Year Old
Meters)
5/8"9,026 2,598 3.00 14.00 36,372.00 240 623,520 659,892
1"449 127 2.00 21.00 2,667.00 300 38,100 40,767
1 1/2"201 94 1.00 42.00 3,948.00 500 47,000 50,948
2"202 74 1.00 42.00 3,108.00 1600 118,400 121,508
3"22 6 0.25 168.00 1,008.00 2000 12,000 13,008
4"55 16 0.25 168.00 2,688.00 3100 49,600 52,288
6"32 15 0.25 168.00 2,520.00 5500 82,500 85,020
8"51 30 0.10 420.00 12,600.00 9400 282,000 294,600
10,038 2,960 64,911.00$ 1,253,120.00$ 1,318,031.00$
b. 37% of the City’s water meters are greater than 20 years old. The table below de-
scribes the estimated cost to replace these meters.
Meter
Size
Number of
Meters
Number of meters
greater than 20
years old
Installation
Time (number
per hour)
Per Unit
Cost
Labor Cost
(Greater than 20
Year Old Meters)
Radio Read
Meter Cost
Material Cost
(Greater than 20
Year Old Meters)
Cost to Replace
(Greater than 20
Year Old Meters)
5/8"9,026 3,403 3.00 14.00 47,642.00 240 816,720 864,362
1"449 181 2.00 21.00 3,801.00 300 54,300 58,101
1 1/2"201 50 1.00 42.00 2,100.00 500 25,000 27,100
2"202 32 1.00 42.00 1,344.00 1600 51,200 52,544
3"22 9 0.25 168.00 1,512.00 2000 18,000 19,512
4"55 3 0.25 168.00 504.00 3100 9,300 9,804
6"32 4 0.25 168.00 672.00 5500 22,000 22,672
8"51 10 0.10 420.00 4,200.00 9400 94,000 98,200
10,038 3,692 61,775.00$ 1,090,520.00$ 1,152,295.00$
c. 34% of the meters are not part of the replacement calculation
Cost Comparison
1) Baseline and descriptions for meter reading at a central location
a. The top portion of the baseline table exhibits meters that need to be replaced due
to the fact they have exceeded their useful life, 20 years.
b. The bottom portion of the baseline table exhibits meters that would benefit from
replacement, 10 to 20 year old meters.
Existing Baseline System
Expense Description 2007 2008 2009 2010 2011 2012 2013 2014
Initial Meter Replacement Program 1,152,295.00$
Bi-Monthly Meter Reading Costs 50,520.60 51,783.615 53,078.205 54,405.161 55,765.290 57,159.422 58,588.407 60,053.117
Administrative Meter Reads 27,467.33 28,154.009 28,857.859 29,579.305 30,318.788 31,076.758 31,853.677 32,650.019
Vehicle Replacement Costs 6,174.00 6,328.350 6,486.559 6,648.723 6,814.941 6,985.314 7,159.947 7,338.946
Vehicle Maintenance Costs 8,402.20 8,612.255 8,827.561 9,048.250 9,274.457 9,506.318 9,743.976 9,987.575
1,244,859.13$ 94,878.23$ 97,250.18$ 99,681.44$ 102,173.48$ 104,727.81$ 107,346.01$ 110,029.66$
Expense Description 2007 2008 2009 2010 2011 2012 2013 2014
Total AMR Capital Costs 1,318,031.00$
Total AMR System O&M Costs
Water Cost Savings from Meter Accuracy (10,520.50) (10,520.50) (10,520.50) (10,520.50) (10,520.50) (10,520.50) (10,520.50) (10,520.50)
Sewer Cost Savings from Meter Accurancy
Bi-Monthly Meter Reading Costs 28,532.52 29,245.84 29,976.98 30,726.41 31,494.57 32,281.93 33,088.98 33,916.20
Administrative Meter Reads 13,634.63 13,975.49 14,324.88 14,683.00 15,050.08 15,426.33 15,811.99 16,207.29
Vehicle Replacement Costs 1,315.80 1,348.70 1,382.41 1,416.97 1,452.40 1,488.71 1,525.92 1,564.07
Vehicle Maintenance Costs 3,674.04 3,765.89 3,860.04 3,956.54 4,055.45 4,156.84 4,260.76 4,367.28
1,354,667.49$ 37,815.42$ 39,023.82$ 40,262.42$ 41,532.00$ 42,833.31$ 44,167.15$ 45,534.35$
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c. Current labor costs - $77,989
i. Meter Reader salary and benefits for a total of $50,521
ii. 30% of the Water Maintenance Worker II salary and benefits for a total of
$20,646
iii. 10% of the Utility Billing Technician salary and benefits for a total of
$6,822
d. Current annual vehicle costs – $14,576
i. Vehicle used by the water maintenance technician - $2,935
ii. Two vehicles used by the meter reader - $11,641
e. Smart metering labor costs - $42,167
i. Largest cost savings is in salaries and benefits
ii. 33% of the meters would not be replaced and need manual reads. Based
on the current time spent reading meters, which is 62%, the time needed
to read these meters is 20% of the maintenance worker’s time ($14,080).
iii. Maintenance would need to be continued at the same rate as the current
meters – 21% of the maintenance worker’s time ($14,452).
iv. Some administrative reads would be needed due to resident requests as
well as reads for closing bills, misreads, and leak adjustments on the re-
maining 33% of the manual read meters. Based on the current time
spent on administrative reads, which is 30%, the time needed to read
these meters is 10% of the maintenance worker’s time ($6,813).
v. The change in the utility billing technician’s time is zero. Administra-
tive tasks currently performed will decrease with the offset being new
administrative tasks. 10% of the utility billing technician’s time is spent
on utility dispatch issues ($6,822).
f. Smart metering annual vehicle costs - one vehicle used by the water maintenance
technician (51%) - $4,990
2) Baseline and descriptions for meter reading via automobile
a. The top portion of the baseline table exhibits meters that need to be replaced due
to the fact they have exceeded their useful life, 20 years.
b. The bottom portion of the baseline table exhibits meters that would benefit from
replacement, 10 to 20 year old meters.
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Existing Baseline System
Expense Description 2007 2008 2009 2010 2011 2012 2013 2014
Initial Meter Replacement Program 1,152,295.00$
Bi-Monthly Meter Reading Costs 50,520.60 51,783.615 53,078.205 54,405.161 55,765.290 57,159.422 58,588.407 60,053.117
Administrative Meter Reads 27,467.33 28,154.009 28,857.859 29,579.305 30,318.788 31,076.758 31,853.677 32,650.019
Vehicle Replacement Costs 6,174.00 6,328.350 6,486.559 6,648.723 6,814.941 6,985.314 7,159.947 7,338.946
Vehicle Maintenance Costs 8,402.20 8,612.255 8,827.561 9,048.250 9,274.457 9,506.318 9,743.976 9,987.575
1,244,859.13$ 94,878.23$ 97,250.18$ 99,681.44$ 102,173.48$ 104,727.81$ 107,346.01$ 110,029.66$
Expense Description 2007 2008 2009 2010 2011 2012 2013 2014
Total AMR Capital Costs 1,318,031.00$
Total AMR System O&M Costs
Water Cost Savings from Meter Accuracy (10,520.50) (10,520.50) (10,520.50) (10,520.50) (10,520.50) (10,520.50) (10,520.50) (10,520.50)
Sewer Cost Savings from Meter Accurancy
Bi-Monthly Meter Reading Costs 37,708.44 38,651.15 39,617.43 40,607.87 41,623.07 42,663.64 43,730.23 44,823.49
Administrative Meter Reads 13,634.63 13,975.49 14,324.88 14,683.00 15,050.08 15,426.33 15,811.99 16,207.29
Vehicle Replacement Costs 1,651.20 1,692.48 1,734.79 1,778.16 1,822.62 1,868.18 1,914.89 1,962.76
Vehicle Maintenance Costs 4,610.56 4,725.82 4,843.97 4,965.07 5,089.20 5,216.43 5,346.84 5,480.51
1,365,115.33$ 48,524.45$ 50,000.58$ 51,513.60$ 53,064.46$ 54,654.08$ 56,283.45$ 57,953.54$
c. Current labor costs - $77,989
i. Meter Reader salary and benefits for a total of $50,521
ii. 30% of the Water Maintenance Worker II salary and benefits for a total
of $20,646
iii. 10% of the Utility Billing Technician salary and benefits for a total of
$6,822
d. Current annual vehicle costs – $14,576
i. Vehicle used by the water maintenance technician - $2,935
ii. Two vehicles used by the meter reader - $11,641
e. Smart metering labor costs - $51,343
i. Largest cost savings is in salaries and benefits
ii. 33% of the meters would not be replaced and need manual reads. Based
on the current time spent reading meters, which is 62%, the time needed
to read these meters is 20% of the maintenance worker’s time ($14,080).
iii. One employee would spend one to two days driving around the city
scanning the meters. It would take approximately 13% of the mainte-
nance worker’s time ($9,176)
iv. Maintenance would need to be continued at the same rate as the current
meters – 21% of the maintenance worker’s time ($14,452).
v. Some administrative reads would be needed due to resident requests as
well as reads for closing bills, misreads, and leak adjustments on the re-
maining 33% of the manual read meters. Based on the current time
spent on administrative reads, which is 30%, the time needed to read
these meters is 10% of the maintenance worker’s time ($6,813).
vi. The change in the utility billing technician’s time is zero. Administra-
tive tasks currently performed will decrease with the offset being new
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administrative tasks. 10% of the utility billing technician’s time is spent
on utility dispatch issues ($6,822).
f. Smart metering annual vehicle costs - one vehicle used by the water maintenance
technician (64%) - $6,262
3) Carbon reduction - the following estimates are based on #56WTR and #38WTR not be-
ing used for meter reading and maintenance.
a. Estimated annual mileage savings 12,492
b. Estimated annual CO2 (tonnes) savings: 5.67
c. Estimated annual vehicle cost savings $11,640
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AM-1762 8.
Arbor Court Findings
Edmonds City Council Meeting
Date:09/02/2008
Submitted By:Duane Bowman Time:10 Minutes
Department:Development Services Type:
Review Committee:
Action:
Information
Subject Title
Approval of Findings of Fact related to the 7/29/08 and 8/05/08 Closed Record Review:
Appeal of the Hearing Examiner decision to deny the request to subdivide Arbor Court, a
1.27 acre parcel developed with 35 townhomes, into 35 fee-simple townhouse parcels. The
site is located at 23800 – 23824 Edmonds Way. (File Nos. P-08-16 and APL-08-4)
Recommendation from Mayor and Staff
Approve the findings of fact (Exhibit 1).
Previous Council Action
City Council held a closed record review of the appeal on July 29, 2008, and August 5, 2008. At
the August 26, 2008, Councilmember Orvis pulled the findings and asked for clarification and
additional findings. The Council requested the matter be brought back for consideration on the
September 2, 2008 meeting.
Narrative
After holding a closed record review of the appeal by the applicant of the Hearing Examiner's
decision to deny the request to subdivide the Arbor Court townhomes into individual fee-simple
townhouse parcels, the City Council voted to uphold the appeal and approve the proposed
subdivision. The findings drafted by the City Attorney to implement the Council's action are
attached as Exhibit 1.
Since the August 26, 2008 meeting, the City Attorney has revised the findings, specifically
paragraph 3, to address the issue raised by Councilmember Orvis regarding street standards.
Fiscal Impact
Attachments
Link: Exhibit 1 - Revised Findings (Arbor Court)
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 08/28/2008 10:19 AM APRV
2 Mayor Gary Haakenson 08/28/2008 10:25 AM APRV
3 Final Approval Sandy Chase 08/28/2008 11:02 AM APRV
Form Started By: Duane Started On: 08/28/2008 09:56
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Form Started By: Duane
Bowman
Started On: 08/28/2008 09:56
AM
Final Approval Date: 08/28/2008
Packet Page 241 of 267
BEFORE THE EDMONDS CITY COUNCIL
Regarding: )
) File No: P-2008-16
Edmonds Arbor Court )
Townhouses )
)
THIS MATTER came on for hearing before the Edmonds City Council on July
29, 2008. The City Council heard the matter as a closed record appeal. The matter was
continued to August 5, 2008 in order to provide the City Council additional materials
representing the complete record. At the continued hearing with the consent of the
appellant/applicant, a party of record not present at the initial closed record review
hearing was permitted to speak.
FINDINGS OF FACT
For its findings of fact and conclusions, the City Council adopts the Planning
Division Advisory report and recommendations of June 6, 2007 as set forth on pages 12
through 17 of the initial Council transcript, except to the limited extent modified herein.
ADDITIONAL FINDINGS
1. The City Council finds that the staff interpretation has been consistently
applied both at the staff level and by the Hearing Examiner. See materials submitted in
conjunction with Motion for Reconsideration and admitted pursuant to the Hearing
Examiner’s decision on reconsideration beginning at page 195 of the transcript.
2. Based thereon, the City Council concludes that the townhouse subdivision
approvals and staff interpretations are decisions of the zoning official interpreting an
ambiguous provision of the City code and are not an attempt to legislate or address
{WSS703669.DOC;1/00006.900000/}
1
Packet Page 242 of 267
matters not covered by previous legislation. As such they are entitled to deference in this
proceeding.
3. Based upon the additional submittals in the reconsideration, the City
Council adopts the Hearing Examiner’s conclusion set forth at pages 202 - 203 of the
transcript and finds that minimum lot size requirements have been met. The staff report
Findings 3(a) and 5(a) are supplemented to reflect that the subdivision will be served by
private access easements. Therefore, adequate provision has been made for access and
other engineering requirements.
CONCLUSION
The City Council acknowledges the closeness of the issue but finds that on
balance, the staff’s interpretation should be adopted. The Hearing Examiner’s decision is
accordingly overturned. The provisions of the subdivision ordinance applied to
townhouses contain some ambiguity. The City Council finds that the staff’s
interpretation is reasonable and should be given deference as an interpretation of the
zoning official. The staff’s interpretation has been consistently applied and adopted in
prior decisions of the Hearing Examiner. The conditions set forth in the staff report are
adopted along with engineering requirements set forth therein and adopted in the Hearing
Examiner’s response to the Motion for Reconsideration
DONE this _____ day of _______________, 2008.
CITY OF EDMONDS
Mayor Gary Haakenson
ATTEST/AUTHENTICATED:
By:
Sandra S. Chase, City Clerk
{WSS703669.DOC;1/00006.900000/}
2
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AM-1754 9.
General Fund Revenue Options
Edmonds City Council Meeting
Date:09/02/2008
Submitted By:Kathleen Junglov Time:30 Minutes
Department:Administrative Services Type:Action
Review Committee:
Action:Recommend Review by Full Council
Information
Subject Title
General Fund Revenue Options.
Recommendation from Mayor and Staff
Consider items in conjunction with balancing the 2009-2010 Biennial Budget.
Previous Council Action
Council Summer Retreat August 18, 2008.
Narrative
At the summer retreat, staff presented General Fund revenue options, however not all of the
options were discussed. This agenda item transmits the current list of revenue options along with
a brief narrative on each item. At Council request, more detailed information will be presented.
Fiscal Impact
Attachments
Link: General Fund Revenue Options
Link: Business License Fees Memo
Link: Business License Fee Survey
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 08/25/2008 11:41 AM APRV
2 Mayor Gary Haakenson 08/25/2008 11:50 AM APRV
3 Final Approval Sandy Chase 08/26/2008 11:46 AM APRV
Form Started By: Kathleen
Junglov
Started On: 08/25/2008 11:31
AM
Final Approval Date: 08/26/2008
Packet Page 244 of 267
City of Edmonds
121 FIFTH AVENUE N. ● EDMONDS, WA 98020 ● 425-771-0239
FINANCE DEPARTMENT
Gary Haakenson
Mayor
Kathleen Junglov
Director
● Incorporated August 11, 1890 ●
Sister City – Hekinan, Japan
August 21, 2008
To: City Councilmembers
From: Kathleen Junglov, Finance Director
Re: Potential Revenue Options for the General Fund
In response to a request by Council President Plunkett, city staff is providing the
following information detailing potential revenue options for the General Fund.
As discussed the Council retreat on Monday August 18th, the City’s General Fund is
facing deficits of $1.5 million and $4.5 million in 2009 and 2010, respectively. Council
President Plunkett requested a list of revenue options discussed at the retreat as well as
any other potential General Fund revenue sources. Those with the impact as “unknown”
are still being researched.
Following the table limited information has been provided on each option. At council
request more detailed information will be provided.
Option Annual Impact
Council Action
Utility tax increase to 7% on city operated utilities $100,000
Increase CATV utility tax to 6% 450,000
Development Services Department Fees 67,000
Business License Fees unknown
Parking Enforcement Revenue unknown
Transportation Benefit District 700,000
EMS Transport User Fees 700,000
B & O Tax 1,500,000
Vote of the People
Utility Tax increase non-city operated utilities 650,000
General Property Tax Levy Lid Lift 2,000,000
Gambling 500,000
Fire Authority 4,000,000
Utility tax increase to 7% on city operated Utilities (Water, Sewer, Storm)
There are no restrictions on the tax rates for water sewer and storm water utilities –
Council could increase without a vote of the people. An average bill is approximately
$100. A 1% increase to 7% would cost the average customer an additional $6 per year,
providing the General Fund an additional $100,000 in revenue.
Packet Page 245 of 267
General Fund Revenue Options, Page 2
Increase CATV utility tax to 6%
City can impose the Franchise fee at 5% and a utility tax up to 6%. Presently utility tax
is at 1%. Each additional percent would add $90,000 per year ($12/per year average
impact to customer).
Development Services Department Fees - $67,000
By raising the Development Services Department fees by 16% and requiring permit
applicant’s to pay for all consultant review costs, the City will recoup a minimum of
$67,000 per year.
Transportation Benefit District
Following the prescribed process, which includes public input, Council may form a TBD.
Without a vote of the people council can approve up to a $20 annual vehicle fee, or a
Commercial & Industrial Impact fee.
With voter approval up to .2% sales and use tax (10 year limit), Property tax – an excess
levy for capital purposes or a 1 year excess levy, up to $100 annual vehicle fee, or vehicle
tolls.
In 2009 the general fund will transfer approximately $700,000 to the Street fund to
support operations, preservation, and maintenance which it is now clear are allowable
expenditures of TBD funds.
EMS Transport User Fees
Being assessed by Fire District #1 ($1.2M), and Everett ($1.6M).
During 2007 the City of Edmonds provided 1663 BLS transports and 578 ALS transports.
It appears the City could collect approximately $700,000 per year based on the City of
Everett’s billings vs rate of collection experience.
B & O Tax - $1,500,000
Maximum rate that can be charged is two tenths of a percent (.2%) unless a higher rate
was levied prior to 1982 or voter approved. Rate is applied to GROSS receipts, at a
minimum the first $20,000 of gross receipts are exempted.
Should Edmonds impose a B&O tax it would impact all companies doing business in
Edmonds, not just local businesses.
It is difficult to estimate the revenue that could be generated from a B&O tax with out
knowing the rate that would be assessed and the minimum amount exempted.
Several Washington Cities impose a B & O Tax. Following is a table detailing the Cities
and a history of their collections.
Packet Page 246 of 267
General Fund Revenue Options, Page 3
City 2004 2005 2006
Aberdeen 2,441,701 2,508,785 2,545,086
Algona 117,489 170,228 200,836
Bainbridge Isl. 291,258 305,952 347,729
Bellevue 20,420,775 22,256,898 27,058,265
Bellingham 9,168,199 10,470,180 11,299,028
Black Diamond 80,894 90,231 106,033
Bremerton 2,887,320 3,392,365 3,190,631
Buckley 45,639 34,244 31,196
Burien 445,157 517,392 499,997
Cosmopolis 183,115 223,719 250,130
Darrington --29,382 41,846
Dupont N/F 143,310 173,537
Everett 11,774,281 12,906,327 14,179,240
Everson ----210,420
Hoquiam 602,603 --824,284
Issaquah 1,694,767 1,914,509 2,201,895
Kelso 612,314 592,805 621,077
Kirkland 899,709 929,498 978,003
Lacey 1,278,338 1,470,165 1,876,138
Lake Forest Park 140,412 162,651 181,817
Long Beach 67,309 85,330 78,202
Longview --1,939,597 2,062,161
Mercer Island 361,177 503,372 191,902
North Bend 424,050 449,956 490,299
Ocean Shores 178,046 296,910 251,017
Olympia 3,744,687 4,241,189 3,989,392
Pacific 313,997 378,648 483,574
Port Townsend 414,013 536,150 622,874
Rainier 41,223 60,158 45,906
Raymond 252,696 252,590 255,656
Redmond 3,432,104 3,612,038 3,799,649
Roy 9,030 11,527 12,445
Ruston 7,189 7,057 7,678
Seattle 127,360,514 142,804,814 160,201,698
Shelton 668,987 676,496 642,954
Snoqualmie 532,751 606,274 652,293
Tacoma 23,187,599 24,544,290 24,578,841
Tumwater 1,414,551 1,593,516 1,473,325
Vancouver 3,403 ----
Westport 622,132 725,464 577,497
Yelm 344,596 416,529 394,480
Packet Page 247 of 267
General Fund Revenue Options, Page 4
Utility Tax increase non-city operated utilities (Electric, Natural Gas, Telephone,
Solid Waste) - $650,000
Estimate the annual impact to average customer would be about $35 per year, providing
the General Fund an additional $650,000 in revenue. Would require a vote of the people.
Point about utility tax increases is they are assessed on a larger group than property taxes
as many entities are exempt from property taxes.
General Property Tax Levy Lid Lift - $2,000,000
One way to raise additional revenue would be to do a Levy lid lift. Levy lid lifts can
either be temporary - for a period of time or a specific purpose, or permanent. Levy lid
lifts require a vote of the people.
For example, a levy lid lift in the amount of $2,000,000 would cost the owner of a home
valued at $500,000 approximately $131 per year.
Gambling - $500,000
As a point of reference, the City of MLT budget includes $1.6M in gambling tax revenue
in 2009. They currently have 3 casinos operating in the City. Would require a vote of
the people.
Fire Authority - $4,000,000
A Fire Authority is a separate taxing district which in essence is stand alone provider of
Fire and EMS services. The City could form one on it’s own or partner with neighboring
jurisdictions. Establishing a Fire Authority would require a vote of the people.
EMS Levy $3,865,944
Fire District #1 300,000
Woodway Contract 360,496
Total Revenues $4,526,440
Total Expenditures for Fire/EMS (8,817,962)
Net Resources Available $4,291,522
Traffic Light Cameras
I-985 has been certified to be put to the voters on the November 4, 2008 ballot. This
initiative would divert revenue from traffic cameras from local government to “traffic
flow purposes”.
Per August 12, 2008 Public Safety Committee Agenda Memo:
Based on the analysis by our traffic engineer the following intersections recommended
for ATS's survey are 220th St SW and SR99 four directions, 238th St SW and SR 99
north and south bound, and 100th Ave W and SR104 east and west bound. Public Safety
committee requested a presentation to full council before authorizing the ATS survey.
Potential revenue from this source has yet to be determined and at this time may in fact
be unlikely.
Packet Page 248 of 267
Business License Fees
2,023 Business Licenses (in city)
Approximately 325 new licenses are received each year. 325 x $65 = $21,125.00
Approximately 1800 renewals are received each year. 1800 x $25 = $45,000.00
Increase commercial business license fee to $125: 225 x $125 = $28,125.00
Increase home occupation business fee to $100: 100 x $100 = $10,000.00
Increase renewal fee to $50.00: 1800 x $50 = $90,000.00
1,004 Non-resident Business Licenses (out of city)
1004 x $25.00 = $25,100.00
Increase non-resident business license fee to $50: 1004 x $50 = $50,200.00
Current total of all fees: $ 91,225
Increases total: $178,325
Increase to General Fund: $ 87,100
Packet Page 249 of 267
BUSINESS LICENSE FEES
City Commercial Home Apartment Other Non-
resident
Annual
Renewal
B&O
Tax
Edmonds $65 $65 $65 $25 $25 No
Lynnwood $109 +$14.50
per employee
$109 $148 Home- $27
Comm- $92
plus $14.50
per
employee
NR- $148
No
Mountlake
Terrace
$100 0-10
$170 11-20
$335 21-50
$675 51-over
FTE Based on 40
Hour week
$60 $35 plus $1 per
Unit Fee $100
Quarterly
$40
Same No
Mukilteo $113.50
FTE Fee .0228
Hours per year x
Employees
$113.50 $113.50 Temp
Contractor’s
License
$15 30 days
$15 2nd 30
days
Same No
Mill Creek $25 1x only
Review Fee
$25 0-3
$50 4-8
$75 9-13
$100 14-19
$150 20-25
$200 26-32
$300 33 +
$25 1x
only
Review
Fee
$25 plus
$50 for
Permit
or $100
for Permit
if 1
outside
employee
Based on
how many
employees
working
within the
city limits
Same minus
1x Review
Fee
No
Shoreline Washington
State License
Only
1x Fee
$137
No
Packet Page 250 of 267
AM-1757 10.
Waterfront Antique Mall and Skipper's Property
Edmonds City Council Meeting
Date:09/02/2008
Submitted By:Duane Bowman Time:45 Minutes
Department:Development Services Type:
Review Committee:
Action:
Information
Subject Title
Discussion on appraisal/environmental due diligence process for the Downtown Waterfront
Activity Center properties known as The Old Antique Mall and Skipper's site.
Recommendation from Mayor and Staff
Recommendation of the Council President
Council needs to discuss and determine if the attached scope of work for RFP is sufficient and, if
so, does Council wish to continue on with RFP based upon attached or amended scope of work to
do an environmental assessment of subject properties?
Council needs to determine funding source(s).
Per Council direction of August 5, 2008, "direct staff to bring back ideas regarding potential
consultants for the Council to consider in regard to developing a vision.” Staff is seeking
additional Council direction with respect to public use consultants. Therefore, should Council
develop a scope of work for a RFP for a public use consultant?
Previous Council Action
On August 5, 2008, the City Council directed staff to put together a scope of work for an
environmental assessment to accompany an appraisal of the Antique Mall and former Skipper's
properties, along with a public use consultant.
Narrative
The City Council, at the August 5, 2008 meeting, asked staff to look into developing a scope of
work to accomplish an appraisal of the Antique Mall/Skipper’s properties. At the meeting, I
expressed concerns regarding cost and the limited environmental assessment that would be done
as part of the appraisal.
Since the meeting, staff has received input from two geotechnical firms and Brian McIntosh was
able to speak with an appraiser. Attached is a draft Request for Proposal for an environmental
assessment. This is the first step if the City Council wants to pursue an appraisal of the subject
properties. Once the environmental assessment is completed an appraisal can take into account the
environmental assessment in conjunction with an appraisal. Then the appraiser can complete the
market appraisal. It appears that the total estimated cost for the environmental assessment would
Packet Page 251 of 267
be in the range of $5,000 - $8,000 and the appraisal would cost approximately $11,500 for the two
properties. Council will need to determine how to fund the cost for the appraisal.
Regarding the public use consultant, the Council will need to give more specifics for exactly what
it wants the consultant to do and how much it wants to spend on such a consultant. The Council
may want to wait for the appraisal before proceeding with a public use consultant.
Included, for the Council's information, is an article from the Washington State Department of
Ecology regarding hazardous waste considerations in real estate transactions.
Fiscal Impact
Attachments
Link: Exhibit 1 - CC Minutes 080508
Link: Exhibit 2 - Scope of Work Environmental Assessment
Link: Exhibit 3 - DOE Real Estate Hazardous Materials Brochure
Form Routing/Status
Route Seq Inbox Approved By Date Status
1 City Clerk Sandy Chase 08/27/2008 02:13 PM APRV
2 Mayor Gary Haakenson 08/27/2008 02:39 PM APRV
3 Final Approval Sandy Chase 08/28/2008 09:42 AM APRV
Form Started By: Duane
Bowman
Started On: 08/26/2008 09:50
AM
Final Approval Date: 08/28/2008
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DRAFT
Geotechnical Feasibility Evaluation / Focused Environmental Site Assessment
The City of Edmonds (City) desires to obtain a preliminary geotechnical evaluation and
focused environmental site assessment (ESA) in order to evaluate the site conditions, potential
environmental liabilities, and site development constraints that could be imposed by the site’s
existing geotechnical and environmental conditions. The information gathered in the assessment
will be used in the consideration of the potential appraised value of the property. In the event
that the City elects at a later date to purchase the property, the City expects to conduct more
detailed due diligence and site evaluations to further assess potential site purchase liabilities.
Geotechnical Feasibility Evaluation
The Consultant shall conduct a geotechnical feasibility evaluation to assess the site’s soil
and groundwater conditions and their impact on site development. The Consultant shall collect
and compile geotechnical information to the extent that it is available from existing sources.
Potential sources could include City Building Division or Public Works files, published geologic
or geotechnical information, or information that may be available in the Consultant’s files. On-
site drilling, sampling, or testing is not included in this scope of services.
The Consultant shall review the existing data on soil and groundwater conditions,
consider the impact of the soil conditions on likely foundation and site development alternatives,
and summarize the geotechnical feasibility evaluation in a letter report.
The report shall include:
• A summary of soil and groundwater conditions, based on the available information.
• Likely alternatives for foundation support for various types of structures that could be
constructed on the site.
• Other site development constraints or constructability issues related to the soil and
groundwater conditions that could potentially impact site development costs and
property value.
Focused Environmental Site Assessment
The Consultant shall conduct a focused ESA in general accordance with the American
Society for Testing and Materials (ASTM) Standard Practice for Environmental Site
Assessments: Phase I Environmental Site Assessment Process, E 1527-05 (as currently applied
in the State of Washington). However, the scope of services for this focused assessment has
been modified to meet the specific needs of this project and does not constitute a Phase I ESA
per the ASTM standard. Property owner interviews, detailed site reconnaissance, inspection of
building interiors, or on-site sampling and testing will not be included in the focused ESA.
Based on the findings of the focused ESA, the need for further evaluation (i.e. data/document
review, physical inspection or testing), as appropriate, shall be recommended, and can be
Packet Page 260 of 267
outlined in a separate scope of work for consideration by the City.
The purpose of the focused ESA is to develop historical and regulatory information
regarding the project area to assess the potential for contamination to exist at the subject
property. The information developed during the focused ESA process is intended to provide
initial information to assess potential liabilities associated with the subject property and
environmental conditions that could impact property value or site development costs.
The focused ESA shall include:
• Reviewing available aerial photographs, historical fire insurance maps, and topographic
maps to assess past uses of the subject project from the present back to their first
developed use, or back to 1940, whichever is earlier.
• Reviewing listings from a subcontracted database service of confirmed and suspected
contaminated sites abstracted from EPA, tribal, and Ecology environmental databases, as
prescribed by ASTM. ASTM requires that these databases be searched for confirmed and
suspected contaminated sites within various distances up to a 1-mile radius of the project
right-of-way.
• Preparing a draft written letter report presenting the results of the focused ESA for City
review. The letter report will identify data gaps in the assessment, the efforts to fill them,
and comments on whether the data gaps are significant and affect the overall findings.
• Preparing a final letter report incorporating City comments, as appropriate.
Packet Page 261 of 267
Ecology Report R-TC-92-115 Revised September 1999 Page 1
A D e p a r t m e n t o f E c o l o g y R e p o r t
Hazardous Waste Considerations
In Real Estate Transactions
Public awareness of
hazardous waste problems
and environmental laws has
created both obvious and
unexpected liabilities in real
estate transactions. To
minimize risk, purchasers are
advised to conduct an appro-
priate investigation into the
history of activities and
business practices associated
with a piece of property
before buying or leasing it.
Otherwise, you could be
accepting responsibility for
hazardous waste contami-
nation caused by someone
else and you could be
required to pay for cleaning
it up.
Although commercial
and industrial properties are
more likely to be contami-
nated than residential or rural
properties, many rural and
agricultural properties can
also have significant
contamination problems.
You could be potentially
liable for the cleanup of
hazardous substances
regardless of the type of
property you buy or lease.
This report is directed
toward anyone involved in
real estate transactions;
individual citizens, real
estate brokers and agents,
appraisers, lenders,
attorneys, consultants, and
developers. It identifies some
common concerns regarding
hazardous waste liability as it
relates to property
transactions and outlines
investigative techniques
commonly used to assess the
potential for hazardous
substance contamination at a
site.
In the 1980s, laws were
passed requiring identifica-
tion, investigation, and
cleanup of sites contami-
nated with hazardous
substances. These laws
impose potential liability on
property owners, lessors,
lessees, and others involved
in the management or
purchase of properties that
are contaminated and require
cleanup.
Most hazardous waste
cleanups in Washington are
governed by two laws:
Federal: Comprehensive
Environmental Response
Compensation and Liability
Act (CERCLA), commonly
known as Superfund.
Washington State: Model
Toxics Control Act
(MTCA), Ch.70.105D
RCW, passed by voters in
1988 as Initiative 97.
Liability Under the
Laws Is Far-Reaching
❖ You do not have to be
responsible for all the
contamination on your
property to be required to
pay all or part of the cost of
cleaning it up.
❖ If you buy or lease a
piece of property knowing it
is contaminated, or do not
conduct an adequate
environmental site assess-
ment before buying or
leasing the property, you
may be found liable for
cleanup.
Environmental liability can
be costly. Before entering
into a purchase or lease
agreement on property that
could be contaminated,
Ecology recommends that
you seek the advice of
professionals experienced in
conducting environmental
site assessments. The
information contained in
this report should not be
used to replace the advice
and expertise of legal or
technical specialists who
have proven experience
with environmental
site assessments.
Caution!
This report does not, and is not intended, to state the
circumstances under which liability will be imposed
under state or federal law, nor does it establish a
standard of due diligence or define appropriate
inquiry for environmental site assessments.
“Due Diligence” and “Appropriate Inquiry” are
terms used to designate the nature and extent of an
environmental property assessment for a given site.
To establish that a purchaser or lessee should not be
liable for cleanup costs, that person must be able to
show that they investigated the property fully before
its purchase or lease and in doing so did not find any
contamination. If the property inspection was not
conducted with “due diligence” or if the purchaser
did not conduct an “appropriate inquiry”, he or she
may be held liable for cleaning up the property.
Hazardous Waste Laws:
You Could Become Liable
Packet Page 262 of 267
Page 2 Revised September 1999 Ecology Report R-TC-92-115
Why An Environmental Site Assessment Is Needed: LIABILITY
An environmental site
assessment of real property
prior to transfer of title is not
required by Washington state
or federal law. In Washing-
ton state, environmental site
assessments are being
conducted by private
individuals and companies in
response to the strict liability
imposed by hazardous waste
laws.
The buyer of a piece of
property assumes the rights
and responsibilities of
property ownership. Failure
to look into the environ-
mental status of property
prior to its purchase will be
interpreted to mean that the
buyer is willing to accept the
property “as is”. For the
unwary buyer this could
include the cost of cleaning
up contamination from
hazardous substances.
Who Is Responsible ?
❖ Current owners or
operators of facilities
❖ Any person who owned
or operated the facility at the
time of disposal or release of
a hazardous substance
❖ Any person who brought
or caused a hazardous
substance to be located at the
facility
Liability Is Strict, Joint
and Several
According to state and
federal laws, persons liable
for sites where a release of
hazardous substances has
occurred or threatens to
occur are strictly, jointly, and
severally liable for the
cleanup of those sites.
Strict liability means that
liability may be assigned
regardless of who is at fault
for the release. This means
that if your property is
contaminated you may be
held legally responsible for
cleaning it up even if you did
not cause the contamination.
Joint and several
liability means that each and
every potentially liable
person can be required to pay
all or part of the cleanup
costs and environmental
damages resulting from any
release. If 100 people
brought drums of chemicals
to a dump, and hazardous
substances leaking from
those drums were later found
to be a threat to human
health or the environment, all
100 of them or any subgroup
of them could be required to
pay for cleanup.
Hazardous Waste
Liability Affects
Financing
Banks may be less willing to
lend money on property
contaminated with hazardous
substances. The property
could have diminished resale
value or the entire value of
the property could be lost. In
extreme cases,
contamination might make
the property unsaleable or
could result in a financial
liability greater than the
original cost of the property.
The potential causes of
reduced market value for
contaminated properties
include:
❖ Cleanup costs
❖ Damage to natural
resources (such as wildlife)
❖ Liability to surrounding
properties and affected
individuals
❖ The stigma attached to
property that was once
“dirty”
❖ Difficulty in acquiring
mortgage loans or insurance
Defenses to Liability?
Although not easy to
establish, some defenses to
liability are provided in the
Model Toxics Control Act.
Among the persons who are
not liable for a release is any
person who can establish
that, at the time the facility
was acquired, the person had
no knowledge or reason to
know that any hazardous
substance had been released
at the site. The burden of
proof lies with the purchaser.
To meet the standard of
proof required to qualify for
this “innocent purchaser’s”
defense, the person must be
able to show that before
buying the property they
made “. . .all appropriate
inquiry into the previous
ownership and uses of the
property, consistent with
good commercial or
customary practice in an
effort to minimize liability.”
No person can escape
liability by knowingly selling
contaminated property
without first disclosing
knowledge of the
contamination to the buyer.
Nor can anyone escape
liability who caused or
contributed to a release of a
hazardous substance.
To determine if a person
is an “innocent purchaser”
the courts will consider:
❖ The specialized
knowledge or experience of
the buyer
❖ The relationship of the
actual price paid to the value
of uncontaminated property
❖ Whether the buyer used
commonly known or
reasonably determined
information consistent with
good commercial or
customary practices
❖ The obviousness of the
presence or likely presence
of contamination at the
property
❖ The buyer’s ability to
detect the contamination by
appropriate inspection
The courts may hold the
buyers of industrial or
commercial property to
higher standards of review
than persons buying
residential property.
Definition of
Hazardous
Substance and
Hazardous Waste
Under the Model Toxics
Control Act definition,
“hazardous substances”
could be almost any
chemical or waste that
could threaten human
health or the
environment.
“Hazardous substances”
include those substances
that are “hazardous
wstes.”
However, for the
purpose of this document
these terms are used
interchangeably.
Packet Page 263 of 267
Page 3 Revised September 1999 Ecology Report R-TC-92-115
Environmental Site Assessments
A thorough environmental
site assessment can minimize
potential liability under the
Model Toxics Control Act.
Since one of the primary
defenses to liability is the
“innocent purchaser”
defense, you must be able to
show that you looked into
the previous ownership and
uses of the property
“consistent with good
commercial or customary
practice . . .”
The courts have yet to
determine what constitutes
“appropriate inquiry” or
“good commercial or
customary practice”, and
there is no universally
accepted industry standard to
clarify how indepth an
investigation must be to
satisfy this requirement. As a
result, there is no way to be
completely sure you will be
free of potential liability for a
hazardous waste cleanup
when you acquire commerc-
ial or industrial property.
However, one way to
minimize your chances of
being liable for cleanup of
contamination caused by a
prior owner is to do an
environmental site
assessment.
What Is An
Environmental Site
Assessment?
An environmental site
assessment evaluates the
historical uses and
succession of owners or
occupants of a site. It helps
to identify the possibility that
past practices at and around
the property have left it
contaminated with hazardous
substances that will have to
be cleaned up.
The scope of the
environmental site
assessment is determined by
the nature of the property
and any unique circum-
stances surrounding it.
Properties near existing
hazardous waste sites and
properties on or near heavy
industrial land are the most
likely to be contaminated.
The greater the chance that a
site is contaminated, the
more detailed the analysis of
site conditions should be.
Commercial sites that
are or have neighbors known
to be on federal or state
hazardous sites lists should
be carefully evaluated. Also,
existing or past businesses
known to store or use chemi-
cals should be carefully
evaluated.
Small commercial
properties typically require a
less extensive environmental
investigation, and residential
properties usually even less.
But don’t be deceived by the
size of the property, its
location or use. A few 55-
gallon drums of chemicals
can be stored anywhere, and
they can contaminate thou-
sands of gallons of ground
water and/or hundreds of
cubic yards of soil.
Due to the unique
history and circumstances
surrounding every piece of
property, the scope of an
environmental site assess-
ment should be determined
on a site-by-site basis. This is
why it has been so difficult
to establish a standard of due
diligence for environmental
site assessments. It’s hard to
say how much investigation
will be adequate when every
site is different. If you do an
environmental site
assessment and don’t find
contamination until after you
buy the property, you may
still be required to pay for its
cleanup.
There are a variety of
guidance materials and
publications available on
conducting property assess-
ments. Although these
publications may provide
some of the basics of a
property assessment, there is
no replacement for the
experience of a thorough and
reputable professional who is
competent in conducting
environmental site
assessments.
You Must Be Thorough!
Environmental site assess-
ments contain several
common elements, including
a site history, comprehensive
review of records, inter-
views, and a physical site
inspection. Soil and water
sampling will be needed if
any of the other investigative
methods identify a
possibility that contami-
nation could exist.
Although valuable
information may be obtained
from federal, state, and local
regulatory agencies, you or
your hired consultant will be
responsible for acquiring,
analyzing, and compiling the
information as well as
justifying the results.
Remember, you have the
burden of proving that you
did everything possible to
discover potential
contamination.
Always keep in mind:
The more likely a site is
contaminated, the more
detailed the environmental
site assessment should be.
Remember to keep the
results of your environmental
site assessment. The
information may be useful in
the future (i.e. future pro-
perty transfers, liability
issues).
Packet Page 264 of 267
Page 4 Revised September 1999 Ecology Report R-TC-92-115
What Makes Up An Environmental Site Assessment?
Check Site Lists
Ecology’s Toxics Cleanup
Program maintains a data
base of all currently known
hazardous waste sites. A
report entitled The
Confirmed or Suspected
Contaminated Sites Report
lists potential and
confirmed hazardous waste
sites in Washington and is
available to the public.
In addition, Ecology
publishes the Hazardous
Sites List twice each year.
This list contains sites that
have been assessed by the
Washington Ranking
Method (WARM), in which
a rank of “1" is used for
sites with the highest
potential for risk to human
health and the environment
and ”5" is the lowest. The
WARM ranking is a
comparison between all
sites on the list and is used
Do not assume that there
are no hazardous waste
problems at a site just
because the property is
not on one of Ecology’s
lists. It is possible that
contamination has gone
undiscovered or hasn’t
been reported.
by Ecology to help prioritize
sites for cleanup. It does not
determine the actual risk at a
site. A state-wide list of sites
with leaking underground
storage tanks is also
available from Ecology.
All of the sites on the
Hazardous Sites List will
also be on the Confirmed or
Suspected Contaminated
Sites Report , but the reverse
is not true. A site doesn’t go
on the Hazardous Sites List
until it has gone through a
preliminary study in the state
cleanup process (called a Site
Hazard Assessment) and has
been ranked.
In addition to the state’s
Hazardous Sites List, the
U.S. Environmental
Protection Agency (EPA)
has a list of all known federal
sites being cleaned up under
Comprehensive
Environmental Response,
Compensation and Liability
Act of 1980 (CERCLA - also
known as “Superfund”), as
well as sites that could be
contaminated due to the
handling of hazardous
substances that are Resource
Conservation and Recovery
Act (RCRA) facilities. You
can write the Region 10 EPA
office and request
information about known or
likely contamination at the
property you are considering.
Personal Interviews
Interviews can provide
useful information about a
site. As appropriate under
the circumstances, the
following individuals could
be interviewed:
❖ Present and former
owners, operators and
employees of a facility
❖ Regulatory agency
personnel
❖ Neighboring residents
or businesses
Review of Regulatory
Records
Regulatory agencies such
as EPA, the Department of
Ecology, county health
departments, and local
planning offices can
provide useful information
regarding potential liability
at a site. The following
types of information is
often available in the files
at federal, state, and local
regulatory agencies. It can
be viewed, or copies
obtained for a fee, by
contacting the regulatory
agency.
❖ Environmental permits
(air, water, discharge,
septic, etc.)
❖ Hazardous waste
manifests, storage notices,
and waste generator reports
❖ Inspection reports
❖ Spill reports
❖ Violation notices,
administrative orders,
compliance schedules, or
other enforcement actions
regarding the site
❖ Correspondence related
to the site
❖ Zoning, comprehensive
plans, and business licenses
Information
Call (360) 407-7170 (voice), (360) 407-6006 (TDD) or
toll-free 1-800-826-7716 to receive:
The Confirmed or Suspected Contaminated Sites Report - A list of all known sites
where hazardous substances have been released or a release is suspected and further
testing is needed.
Hazardous Sites List - (A subset of the Affected Media and Contaminants report) A
list of ranked sites where some kind of cleanup action is likely to be required.
Site Register - An update on cleanup activities at hazardous waste sites in Washington
state (published every two weeks).
Leaking Underground Storage Tank List - A list of all known sites with leaking
underground storage tanks.
Call (425) 553-1200 (voice), (425) 553-1698 (TDD) to receive:
Site Information from EPA on actions related to the Resource Conservation and
Recovery Act (RCRA), the Comprehensive Environmental Response Compensation
and Liability Act (CERCLA) and the master database of facilities being investigated
by all EPA programs and many state programs (Facility Index Data System - FINDS).
Or write: EPA, 1200 Sixth Avenue, Seattle, WA 98101
Packet Page 265 of 267
Page 5 Revised September 1999 Ecology Report R-TC-92-115
Questions A Prudent
Purchaser Should Ask
Review of Other Public
Records
A variety of other public
records can provide useful
information about a site.
This information can be
found in local newspapers,
the county auditor’s office,
and the superior and district
courts. The following types
of information may be
obtained:
❖ Title records
❖ Existing environmental
liens
❖ Surrounding property
owners and zoning of
properties
❖ Aerial photographs
❖ Sanborn Fire Insurance
Maps, Polk Directories
❖ Historical records and
photos, including: Archival
records, business records,
manuscripts (personal
papers)
❖ Books on local history
❖ Local newspapers and
clipping files
❖ Periodicals/Journals on
local history
❖ Historical society
records
❖ Historical museum
records
❖ Litigation regarding the
property or owner
Site Inspection
All environmental site
assessments should include
an on-site inspection of the
property. No defense to
liability will be possible
without a physical inspec-
tion of the property in
question. Many indications
of environmental problems
can be easily identified by
walking around and
visually inspecting the
property. Any of the
following may signal the
presence of hazardous
substance contamination:
❖ Lack of vegetation, sick
or dead vegetation
❖ Unusual or noxious
odors
❖ Stained soil
❖ Settling ponds or
unnaturally colored surface
water
❖ Indication of current or
past storage of fuel,
chemicals, or hazardous
substances
❖ The presence of fill
consisting of waste
materials
❖ Containers or drums
with unknown contents
❖ Proximity of property
to known or suspected
hazardous waste sites or
sources
❖ Proximity of property
to industrial or commercial
areas
❖ Proximity of property
to a major highway or
railroad line
The following questions may
help identify site activities or
materials that could contri-
bute to environmental
liability at a site. This is not
an all-inclusive list, but will
give you a good start:
❖ What are the past uses of
the property?
❖ What hazardous sub-
stances has the owner/
operator generated,
manufactured, managed,
treated, stored, disposed of,
released, or sent off-site?
❖ Have chemicals,
pesticides, or fertilizers been
used, treated, stored, or
disposed of at the site?
❖ Are there any under-
ground storage tanks, dry
wells, or other buried struc-
tures where chemicals have
been stored or disposed of?
❖ Is the site served by city
sewer or septic tank? (Note:
chemicals dumped in a septic
tank could be a source of
pollution).
❖ Is the site on fill land
and what type of fill was
used?
❖ Are there any materials
or structures containing
asbestos?
❖ Is there electrical
equipment with PCBs?
❖ Does the facility have
the required environmental
permits to operate in its
current capacity?
❖ Have any discharges
surpassed permit require-
ments? What is the result of
any state or federal Class 2
inspections of the facility in
regard to National Pollution
Discharge Elimination
System (NPDES) permits?
What are the results of any
Discharge Monitoring
Reports (DMRs)?
❖ What is the compliance
record with environmental
laws for the current and past
facilities at the site?
❖ What is the condition of
existing pollution control
equipment?
❖ Are there any currently
known environmental
liabilities?
❖ Is the site on or near any
sensitive environments
or habitats, wetlands,
streams, archeological sites?
What To Do If
Contamination Is
Discovered
If an environmental site
assessment indicates
contamination may be
present that could threaten
human health or the
environment, this must be
reported to Ecology. Further
testing of surface and
subsurface soil and water
should be conducted to
determine the extent of the
contamination and potential
scope of cleanup needed.
If you wish to purchase
the property in spite of
finding contamination, you
may want to work jointly
with the current owner to
arrange for appropriate soil
and/or water testing.
Packet Page 266 of 267
Page 6 Revised September 1999 Ecology Report R-TC-92-115
Property Contracts:
Written Protections
For More Information
When industrial or com-
mercial real estate is being
acquired, potential liability can
be lessened by including
specific disclosures and written
protections in the purchase
contract. Such a contract could
include:
❖ Disclosure of all
hazardous substances or
materials associated with the
property
❖ Disclosure of hazardous
substance release/spill
reports to local, state, or
federal agencies
❖ Disclosure of the
facility’s environmental
compliance record
❖ Disclosure of all
environmentally-related
investigations, studies or
reports prepared about the
facility
❖ Warranty that the seller
has used due diligence to
discover the existence of all
information requested
❖ An agreement on who
will assume any environ-
mental liability should
problems be discovered in
the future. (Caution! This
may not provide much
protection if the person
assuming liability has
insufficient assets to
complete a cleanup.)
Any agreement or property
contract that assigns liability
for contamination that
occurred at a site before its
purchase exists between the
contracting parties only.
Once you accept control of
property you become
potentially liable under state
law.
Contact Ecology’s Toxics
Cleanup Program Head-
quarters Office at (360)
407-7170 (voice), 407-6006
(TDD only) or 1-800-826-
7716, or contact the regional
office nearest you.
Northwest Region:
3190 160th Avenue SE
Bellevue WA 98008-5452
(425) 649-7000 (voice) or
(425) 649-4259 (TDD only)
Southwest Region:
5751 6th Ave SE Olympia
WA 98504-7775
(360)407-6300 (voice) or
(360) 407-6306 (TDD only)
Central Region:
15 W Yakima Avenue
Yakima WA 98902-3452
(509) 575-2490 (voice) or
(509) 454-7673 (TDD only)
Eastern Region:
N 4601 Monroe Suite 100
Spokane WA 99205-1295
(509) 456-2926 (voice) or
(509) 458-2055 (TDD only)
Ecology’s Toxics Cleanup
Program Headquarters
Office, 1-800-826-7716 or
(360) 407-7170, for copies
of the Hazardous Sites List,
Site Register, Confirmed or
Suspected Contaminated
Sites Report, or the MTCA
law and/or regulations.
Ecology’s Toxics Cleanup
Program, Underground
Storage Tank Unit, 1-800-
826-7716 for information
about the registration of
underground storage tanks.
Contact the regional office
for information about sites
contaminated by leaking
underground storage tanks.
Ecology’s Hazardous
Waste and Toxics
Reduction Program,
(360) 407-6700 (voice) or
(360) 407-6006 (TDD only)
for information on the
historical record of
companies filing notifica-
tions of dangerous waste
activities.
Ecology’s Hazardous
Substance Information
Office, 1-800-633-7585, for
information on land, air, and
water emissions reported
under Community Right-to
Know; hazardous substances
present at a site subject to
Community Right-to Know
laws; and information on
pesticide use.
U.S. Environmental
Protection Agency Region
10, (425) 553-1200 (voice)
or (425) 553-1698 (TDD
only), for further site specific
information about federally
managed hazardous waste
(RCRA) sites in Washing-
ton, or a CERCLA (Super-
fund) sites list. Through
EPA’s Freedom of Informa-
tion Act officer, you may
request all the information
EPA has on the property
you’re considering, and
surrounding properties if you
specifically request it. They
prefer that you submit your
request in writing. Within
ten days, EPA will respond
to your request for informa-
tion. Using zip code they can
search each EPA data base
(RCRIS, CERCLIS, FINDS)
and will ask each of their
programs to identify all the
information they have about
a piece of property.
Local Fire Districts or
Emergency Response
Agencies, check your local
directory, for information
on sites of chemical or toxic
substance fires, explosions,
or spills.
Local Health Department,
check your local directory,
for information about solid
waste, moderate risk waste
facilities, or contaminated
drinking water systems in
your area.
Local City and County
Planning Departments,
check your local directory,
for information regarding
local land use plans and
zoning.
Local City and County
Building Departments,
check your local directory,
for information about site
use information.
Local library and Histor-
ical Societies for informa-
tion on historic land uses,
industries, and individuals.
Ecology is an Equal Oppor-
tunity employer. If you have
special accommodation needs,
please contact the Toxics
Cleanup Program at (360) 407-
7170 (voice or (360) 407-6006
(TDD only).
Packet Page 267 of 267