The seemingly inevitable failure of Facebook, the attempted sale of Times Warner, the crumbling of the Weinstein Company and the takeover bid for 20th Century Fox should remind us all of one important fact. Eventually, every business ends. Either it shuts down and closes up shop, is rebranded completely or it's bought up and sold off. You might think there are companies on the market that this won't happen to but of course, it will. Nothing, not even the conglomerates like Disney are too big to fail.
It's true to say that for some businesses, death comes far more quickly than anticipated or indeed expected. A lot of businesses won't even make it past their first year on the market. Why is this, what goes wrong? These are some of the questions we're going to look at today. But we're also going to explore how to catch a business before it hits the ground. There are ways to save a failing business. You just need to have the right mindset and know what steps to take. Let's get started then by thinking about the basic measure of success.
Does Your Price Exceed The Cost?
This is a very basic, simple lesson of business and you would be amazed how many company owners completely forget it. Before we go on, we should note that sometimes, businesses can find success by selling for less than it takes to make a product. Companies may start off on the market selling at a loss. The benefit of this, of course, is that the low price attracts more customers and helps you build up interest in the business and thus ensure the longevity of your company.
Careful though, because eventually, that has to change. You have to start making more than you're spending at some point and it should be early on. What happens if you fail to do this? Basically, you'll be bought out or killed by a competitor who is able to sell at a higher price and maintain profitability.
The general rule here is this. You need to make sure that you're making enough on the price of one unit of product to make more. If you're not in this situation, you will need to either increase the price or lower the costs, regardless of the impact on demand.
It's easy for costs to grow out of control of cost. Maybe, you're just spending too much on staff. Business owners often assume that spending more for highly trained, the professional expert staff is always going to be the best option. Actually, this isn't true, because if the staff are more expensive and overskilled, then you can cut cost by using cheaper employees who will still be able to complete the same job. So, look at the staff you have hired and figure out whether they are costing you more than they are worth. If they are, it might be worth exploring cheaper options on the market even if they're not quite as qualified.
What If You're Behind With The Bills?
If your business is on the edge of failing, it's likely that the costs are growing out of control. That's understandable, but there are ways to deal with this issue. First, you should think about borrowing and rather than borrowing outright you can borrow based on the assets that you have, using them as equity to free up the capital you need. You can see your options here.
online, or you can just think about the most valuable assets in your business right now and whether you actually need them. If you are changing up your business model, it's always a smart idea to take a look at what you're not using, how valuable it is and whether you can sell it. Of course, using equity to borrow is always going to be a risk, but if it keeps you afloat, it could be a risk worth taking.
Of course, if you already owe money in your business, you need to start prioritizing the payments. You may not have the cash to pay all the money you owe at once, but that's okay. Think of it like being in debt. If you're being in debt, what costs do you focus on? Well, you keep up the mortgage repayments because otherwise, you'll lose the house. The Phone's not important so you might let that slide but you need heating and electric, so you keep paying those. The credit card bills? That will depend on how much you owe.
The same is true with business payments. Prioritise the payments that will hurt your company the most. Again, energy bills are going to be a top priority because without the energy, you'll have no power and with no power, you can't operate. The website hosting bills are often one that slides through the cracks when you're facing money trouble, but this is actually important. Without it, your website won't respond, and if it's not responding, you can't get customers. If that's your only source of income, boy are you in trouble.
Then, consider the penalties that you might face if you don't pay some of the costs you have hanging over your head. You might think that tax is something you can let slip a little but tax fines can be massive and more than enough to push your company out of business for good. Of course, if the costs are getting bigger and bigger, you need to look at ways to reduce them. There are various options to consider there.
The first step is to remove any of the luxuries, the little things that make your company just a tad more unique. That's important when you're trying to entice new workers into the fold but not so much when you're only just hanging on. So, if you're running a small business, you might give employees little treats such as doughnut boxes for the office kitchen. These are the little things that will, unfortunately, need to be avoided and ignored. Yes, employees will notice the change, and you may have to explain the situation. But a few white lies wouldn't go amiss here as there's no sense creating a panic. You also don't want them to start abandoning ship while the course can still be corrected.
What about actually laying off some of your staff? This is a personal decision, and it's one that you're going to have to make yourself. Some companies will do everything in their power to avoid laying off staff. But even if you can avoid firing someone, something has to give. This usually will mean a reduction in compensation, hours or even total pay. It's the only way to keep things going and the cogs turning. You will always have difficult decisions to make to keep your company afloat, but it's better to make them then to just surrender. Don't forget, if the company fails, everyone loses their jobs anyway.
You may also need to think about asking for help. For instance, you might be renting your office space. If that's the case, you should consider asking your landlord whether it might be possible to pay less rent until you get things back on your feet. Why would they agree to this? Less rent is far better than an empty building.
It is worth speaking to a financial consultant and finding out what the profitable and non-profitable areas of your business actually are. There might be various areas that are not making any money at all. Cut them out your business model, and you'll be back on track.
If you can't save the company, then you need to think about selling it. You might think that your business isn't valuable enough to even think about a sale or to consider that a possibility but don't be so sure. There will always be valuable parts of your business even if you just ending up selling it like a car that's been scrapped. For instance, you might have an awesome web domain. Some people will pay thousands for the right domain that they believe could easily become profitable. You will need to talk to a broker about this possibility.
Remember, always keep the future sale in mind. This means regardless of what point you are at running your business, the logbooks and records should be in good order. This will guarantee someone will want to buy your company in the hope of turning it around. Where you may have failed, they will see potential and selling can give you the money you need to start over with a new idea.
We hope you take this advice on board and look at the ways that you can save your own company, catching it when it falls. You have some difficult decisions and a rough road ahead, but if you succeed, it could all be worth it. It's just a matter of taking the right steps and course correcting your company.


Extensive corneal epithelial defect associated with internal hordeolum after uneventful laser in situ keratomileusis.
Maldonado MJ, Juberías JR, Moreno-Montañés J.
Department of Ophthalmology, University Clinic, Pamplona, Spain.
This report illustrates a retrospective case review in which extensive corneal epithelial ulceration occurred concomitantly with an internal hordeolum in the inferior forniceal conjunctiva 24 hours after an uneventful laser in situ keratomileusis.
The internal hordeolum and epithelial defect were successfully managed using a bandage soft contact lens, a course of topical dexamethasone and tobramycin, and generous lubrication.


People often ask me if I loved the Corporal.
What he did – the Corporal, my ex-lover and father of the bunnies – was hold me down under his thumb through the use of physical + emotional abuse, manipulation, lies, and threats to ruin my reputation as a somewhat public figure as a yoga teacher and health + fitness professional in a small town.
I am often asked now, after leaving him, if he was ever even capable of love or true emotions.
But love is so much more than what Merriam-Webster manages to outline in their abridged definition of the word. There are so many factors at play when it comes to love. The way I see it, there are as many different ways to love as there are stars in the sky. Even if we each experience a feeling we define and convey as love, we each love differently and we also love different people in different ways. But we still call it love. It has many forms.
I, without a doubt, loved the Corporal. Some part of me always will. He's the father of my children and, having played such an important role in my life, I will forever love him in more ways than one. When I think about it and look back with an open heart and mind, I know that the Corporal loved me. I think that he continues to love me still.
We recently had the court hearing for the Protection From Abuse (PFA). The purpose of the hearing was to determine if a PFA should be granted and what the terms and conditions of it would be if it were. I had been advised to wait for the courthouse doors to open and for everyone standing outside to go in before getting out of my car to enter the building that morning. That way, I wouldn't encounter the Corporal and possibly subject myself to harassment. Apparently, people don't like getting accused of abuse (even when it is true) and will often give you a hard time and attempt to talk you out of pressing the issue if they get the chance. So I waited.
When I finally entered the courtroom with my attorney, I noticed a few rows of benches with people sitting and standing nearby. There, sitting on the back-row bench, in the farthest corner of the courtroom, I saw him. He was sitting alone looking down at the floor. I had only caught a quick glance before the Women's Services advocate spoke to me & diverted my attention, but not before I saw him look up to see me. Our eyes met for a microsecond – this was the only eye contact we made for the duration of the hearing.
As the women's advocate introduced herself and began to explain how the hearing would progress, I heard a familiar sound. It came softly at first, barely audible, but definitely there. Then, a few moments later, I heard it clearly… a sound I had encountered so many times that it is forever impressed upon my heart, like a soft scar. The Corporal was weeping. My heart commenced shattering into a million pieces the instant that I looked back and saw his hands covering his face. He still loved me. Here was the proof of that.
I'll never know exactly why he shed those tears that day. Maybe he felt scared and alone. Perhaps he felt some remorse for the events that had led us up to this moment in the courtroom. Maybe the sadness he felt from losing his family washed over him in that instant. Whatever the reason, my heart went out to him.
The PFA hearing was a long and drawn out process. There were other cases being heard that day and we were witnessing each one before us. I gleaned some tid-bits of information from every passing case that came up and filed them away in my mind, expecting that I might find the information useful when my time came.
In my own case, I had received notice only days before that the Corporal had filed a civil action suit against me. It claimed that I had at one point indicated that he was not the father of our children and he was now suing me for a court-ordered paternity test.
This was no doubt an attempt on his part to prolong paying child support, knowing full well that it would take time to get the results of the DNA tests back & that, because of the nature of his income, the Corporal wouldn't be obligated to pay any arrears. I had certainly never expressed at any point that Bunny Boy or Bunny Girl were not his. But, for all I knew, he may have actually believed that I had cheated on him during our time together.
This was doubtful though. After all, this accusation was coming from the same guy who used to yell at me and threaten to both ruin my reputation and withhold funds if I didn't play along with his money games. He, at different points in time, insisted that I commit welfare fraud and also fraudulently continue to claim unemployment benefits that I was pretty sure I was no longer eligible for.
Faced with the fear of losing everything that was in my name (apartment, car, utilities, etc.) combined with the fact that I had just given birth to my first child, I actually went along with the unemployment claims. After a while, I had even convinced myself, through conversations with the Corporal, that I still had good reason to claim them. This was earlier on in our relationship when I felt weaker and he lorded more power over me.
Eventually, I was found out and had to simply repay said benefits, luckily escaping any criminal charges. He was actually the one who paid those benefits back, so I felt that karma had saved me there. By the time he came down on me again about claiming welfare benefits, which I knew I wasn't eligible for, I was stronger and had learned my lesson from before. He eventually backed down on this issue because I stood my ground.
So, chances are pretty good, in my mind, that he most likely had asked for the paternity test to simply prolong paying any child support. Both children have been with me exclusively since the arrest and I have not yet received even an offer for a single dime from him.
When the issue of custody came up in our PFA hearing, the judge reiterated that, in most cases, he almost always awards at least some custody to BOTH parents. I had just witnessed a woman in the case before mine reluctantly sign a finalized PFA order with the terms outlined that her abusive ex would get visitation rights with their eleven-year-old son until an official custody order could be mediated.
But, because the Corporal was questioning paternity, when the issue of custody arose in our case, he was denied any and all rights. The judge cited that it was because it was a contradiction to want custody of children you didn't think were yours. The stars had aligned in my favor and the paternity order turned out to be a blessing in disguise. The bunnies would remain with me, at least until our official custody mediation.
The Corporal was noticeably distraught and had been shedding tears nearly the entire time we were presenting our case in front of the judge. He sat at his table alone, no attorney by his side to help him. And, crazy as it may seem, I was once again heart-broken for him.
The Corporal plead with the judge multiple times to allow him visitation rights, but was repeatedly denied. The pieces of my broken heart disintegrated into dust… It had been over a month since he had any contact with our children and I could only imagine his pain. On some level, I felt it as if it were my own; I am an exceedingly empathetic being and I'd had such close ties with him for so long.
The judge granted me the protection of the PFA for a full year, which is quite a long time in comparison to other cases. I had full custody of the bunnies and the Corporal was neither allowed to contact us nor have anyone else contact us on his behalf for an entire year.
I had won. I had gotten everything I wanted from the hearing. I knew that this was going to be the outcome the entire time, Spirit had already told me (though the details leading up to the outcome were never expressed to me). I knew that we were finally safe. I knew I should have been happy. But, in many ways, I wasn't.
Looking back on the years that I spent with the Corporal, there were many fond memories: Good times filled with joy and laughter; Intimate moments that brought us closer together; Leaning on each other through various hardships; The days that each of the bunnies were born. Of course, the abuse had always been present to one degree or another, but it had been minimized in my mind over time by the many joys we had experienced in our shared lives.
In the moment that I walked out of that courtroom, I didn't look back at him. I looked forward towards my future. The one where he couldn't hurt us anymore. The one where we would no longer have happy memories together anymore, either. My children had lost their father in that moment. I had lost my partner and best friend. But, I had gained my life back and the opportunity to finally work towards healing.
On my way towards the courtroom door, the woman's advocate stopped me and said that one of the county seat judges was hoping to see me before I left. When she told me who it was, I smiled and agreed to visit with him, as he was a dear friend who I knew through my yoga classes.
When I got to speak with my friend, he asked about how things had gone with the hearing, as he had become familiar with my case. We talked for a while about all that had transpired and about the feelings I had associated with the whole event. In talking with him, I managed to work through some of those feelings and gain a profound sense of closure that I had been desperately needing. So, if you're reading this now my friend, thank you for your help.
He apologized for not having the ability to help with my legal issues, as it would be a conflict of interest for him. I replied that he had been more help as a supportive friend and that it was just what I needed at that time.
I left the courthouse that day feeling confident and free, but there was still a small part inside of me that was weighed down by the sadness that filled my heart about the Corporal. Even if everything that came down that day was of his own doing, I still couldn't help but feel sorry for him. Most people don't and may never see this about him, but I know that he's not a bad person. He's actually quite loving, although a little misguided and has some growing up yet to do.
In truth, the Corporal is a deep ocean of emotions that, just like the tides, come and go in waves. His losses are greater than any of mine and I know that he is profoundly hurt and in need of help. I pray for his safety and well-being and have asked Spirit to watch over and guide him.


With its breathtaking views over Onetangi Beach, Pah View House has one of the premium Waiheke locations, and offers very spacious Luxury accommodation. Located just a short 200 m walk down a track to the beach.
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Main living room / dining area / kitchen / bathroom (with Bath) / one queen bedroom.
Bunk room with 2 sets of bunks, sleeping up to 4 guests.
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Please note that this house is suitable for a maximum of 8 adults, but can sleep 10 if a family group.
View is amazing!! There is lots of space out the front to sit back and relax. Loved staying here thanks!
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The house was lovely with the utmost stunning views situated on the best beach on Waiheke! This spacious home was perfect for our large group of 9! We thoroughly enjoyed our stay and highly recommend it!


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Seven Roads To Be Affected By Traffic Control As Buhari Visits Lagos On Wednesday
The routes to be affected by traffic control include the Mobolaji Bank-Anthony Way (coming from the presidential wing of Murtala Muhammed Airport to LASUTH under bridge); Kodesoh Road; Obafemi Awolowo Way; Kudirat Abiola Way and Ikorodu Road (between the Ojota Intersection and Anthony Interchange). Other routes are the Oworonshoki-Apapa Expressway (between Anthony and Oshodi Transport Interchange) and the International Airport road through the Local Wing of the airport to Mobolaji Bank-Anthony Way and back to the Obafemi Awolowo Way. Roads highlighted above shall only be cordoned-off when necessary, Obafemi Awolowo Way and portions of Mobolaji Bank-Anthony shall be closed to traffic on three occasions within the specified period, as they are central to the President's itinerary
President Muhammadu Buhari will visit Lagos on Wednesday to inaugurate projects.
The one-day working visit was announced in a statement issued by the Lagos State Ministry of Information and Strategy on Tuesday.
According to the statement, the itinerary of the President will include declaring open the "rehabilitated 10-lane Oshodi/Murtala Muhammed International Airport Road, and the 170-Bed Ayinke House (Maternity Hospital) at the Lagos State University Teaching Hospital in Ikeja.
Other projects to be unveiled include the Lagos State Theatre at Oregun in Ikeja, the new 820 Mass Transit buses and the multi-level Oshodi Transport Interchange on the Apapa-Oshodi Expressway.
"The presidential visit would hold between 9am and 3m on Wednesday, during which traffic on some routes will be diverted in order to ensure a free flow of traffic," read the statement. said.
"The presidential visit would hold between 9am and 3pm on Wednesday, during which traffic on some routes will be diverted in order to ensure a free flow of traffic," it said.
According to the statement, the routes to be affected by traffic control include the Mobolaji Bank-Anthony Way (coming from the presidential wing of Murtala Muhammed Airport to LASUTH under bridge); Kodesoh Road; Obafemi Awolowo Way; Kudirat Abiola Way and Ikorodu Road (between the Ojota Intersection and Anthony Interchange).
Other routes are the Oworonshoki-Apapa Expressway (between Anthony and Oshodi Transport Interchange) and the International Airport road through the Local Wing of the airport to Mobolaji Bank-Anthony Way and back to the Obafemi Awolowo Way.
"Roads highlighted above shall only be cordoned-off when necessary, Obafemi Awolowo Way and portions of Mobolaji Bank-Anthony shall be closed to traffic on three occasions within the specified period, as they are central to the President's itinerary," it said.
The statement, therefore, advised motorists to avoid the above-listed roads where necessary and make use of alternative routes of their choice.
It advised that where motorists find it unavoidable plying the afore-mentioned roads, patience and cooperation with traffic managers should be their watchword.
It solicited the support of motorists and commuters for all inconveniences as a result of the diversions, saying that traffic managers, enforcement and security agents will be positioned at all strategic intersections to allow orderly vehicular movements.

redpajama_set_name: RedPajamaCommonCrawl


José María Obando, (born 1795, Cauca, New Granada—died April 29, 1861, Sobachoque, Colom.), Colombian president (1853–54), whose violent character and career were representative of the political and military leaders of 19th-century Colombia.
Obando fought for the Spanish crown during most of the Latin-American war for independence. He finally joined Simón Bolívar's revolutionary forces but opposed Bolívar's centralist government (Gran Colombia) after independence was achieved. Many historians believe that Obando was responsible for the assassination of Bolívar's lieutenant Marshal Antonio de Sucre, whose death helped clear the way for Obando's rise in the 1830s to the vice presidency and ministry of war in the State of New Granada.
After attempting an unsuccessful revolution against the Conservative Party government (1838–40), Obando fled to Peru. Following his return to New Granada after the election victory of the Liberal Party (1849), he was elected president in 1853. The high point of his regime was the adoption of the Liberal constitution (1853). Opposition from radicals and conservatives led to his overthrow the following year. After another period of exile, Obando returned to New Granada in 1860, where he was killed fighting in a civil war.


SATA 3.0, Buffer 256 MB, 7200 rpm, Discs/Heads 1/2, Average Seek 6 ms, 3, 5"
HDD WD kõvaketas Red, 3.5", 3TB, SATA/600, 64MB cache. Western Digitali punase seeria kõvakettad on mõeldud kasutamiseks koduserverites, kus rõhk on vastupidavusel ja ketaste koostöövõimel RAID lahenduses.
Toshiba X300 6TB. Hard drive interface: SATA, Hard drive capacity: 6000 GB, Hard drive size: 3.5"
WD Purple drives are built for 24/7, always-on, high-definition security systems. With a supported workload rate of up to 180 TB/yr and support for up to 64 cameras, WD Purple drives are optimized for surveillance systems. The Right Drive for the Job WD Purple drives have been engineered specifically for the extreme demands of high temperature, 24/7 surveillance systems. Performance You Can Trust From a worldwide leader in the storage industry, WD Purple is engineered for quality video playback when you need it most. Expand Your View to 64 WD Purple drives are optimized to support up to 64 cameras, giving you flexibility to upgrade or expand your security system.


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Uninsured Rate In U.S. Falls To A Record Low Of 8.8%
By Phil Galewitz	 September 12, 2017
Three years after the Affordable Care Act's coverage expansion took effect, the number of Americans without health insurance fell to 28.1 million in 2016, down from 29 million in 2015, according to a federal report released Tuesday.
The latest numbers from the U.S. Census Bureau showed the nation's uninsured rate dropped to 8.8 percent. It had been 9.1 percent in 2015.
Both the overall number of uninsured and the percentage are record lows.
The uninsured rate has fallen in all 50 states and the District of Columbia since 2013, although the rate has been lower among the 31 states that expanded Medicaid under the health law. California's rate was 7.3 percent in 2016, less than half of its 17.2 percent rate in 2013.
"California has shown that the Affordable Care Act is working to expand health coverage and provide new patient protections," said Anthony Wright, executive director of Health Access California, a consumer advocacy group. "While many thought our nation's rising uninsured rate was unsolvable, the advancement in California shows that if policymakers and the public are united in trying to make reform work, we can do big things."
The latest figures from the Census Bureau effectively close the book on President Barack Obama's record on lowering the number of uninsured. He made that a linchpin of his 2008 campaign, and his administration's effort to overhaul the nation's health system through the ACA focused on expanding coverage.
When Obama took office in 2009, during the worst economic recession since the Great Depression, more than 50 million Americans were uninsured, or nearly 17 percent of the population.
This KHN story can be republished for free (details).
The number of uninsured has fallen from 42 million in 2013 — before the ACA in 2014 allowed states to expand Medicaid, the federal-state program that provides coverage to low-income people, and provided federal subsidies to help lower- and middle-income Americans buy coverage on the insurance marketplaces. The decline also reflected the improving economy, which has put more Americans in jobs that offer health coverage.
The dramatic drop in the uninsured over the past few years played a major role in the congressional debate over the summer about whether to replace the 2010 health law. Advocates pleaded with the Republican-controlled Congress not to take steps to reverse the gains in coverage.
The Census numbers are considered the gold standard for tracking who has insurance because the survey samples are so large.
Among the states, the lowest uninsured rate last year was 2.5 percent in Massachusetts and the highest was 16.6 percent in Texas, the Census Bureau said. States that expanded Medicaid had an average uninsured rate of 6.5 percent compared with an 11.7 percent average among states that did not expand, the Census Bureau reported.
More than half of Americans — 55.7 percent — get health insurance through their jobs. But government coverage is becoming more common. Medicaid now covers more than 19 percent of the population and Medicare nearly 17 percent.
This story was produced by Kaiser Health News, an editorially independent program of the Kaiser Family Foundation.
Phil Galewitz September 12, 2017


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Home > Politics > Corruption: Judge to investigate the Dassault campaign in Corbeil-Essones
A Decisive Battle for Employment and Against the Explosion of Unemployment "In Order to Obtain Changes there must be Pressure from Below" Fabien Roussel Goes into Action for Jobs at Choisy-Le-Roi French Communists pay hommage to Ho Chi Minh on the occasion of the 130th Anniversary of his Birth The French Communist Party (PCF) signs open letter on international response to Covid-19 China, the UN, Multilateralism and the Emerging World, under fire from Trump The Moscow communists invite you to take part in an initiative to celebrate the 150th anniversary of Lenin's birth Fabien Roussel, National Secretary of the PCF: "The Communist Ideal is More Relevant than Ever". CRISIS. The PCF Puts Its Ideas on the Table Address by Fabien Roussel, elected National Secretary of the French Communist Party on 25 November 2018. Good webinar on Labour fight back today in the USA by CPUSA Taking politics with philosophy
ORIGINAL FRENCH ARTICLE: Corruption: un juge va enquêter sur le système Dassault à Corbeil-Essonnes
by S.G.
Corruption: Judge to investigate the Dassault campaign in Corbeil-Essones
Translated Sunday 31 March 2013, by Kristina Wischenkamper
Paris Prosecutor opens a criminal investigation into vote buying, corruption, money laundering and misuse of corporate assets in the Corbeil (Essonne) 2008—2010 municipal election campaigns, won by Senator Serge Dassault and his right arm Jean-Pierre Bechter, both members of the UMP.
Suspected illegal electoral practices were the subject of a preliminary investigation conducted since 2010 by the interregional specialized jurisdiction (juridictions inter-régionales spécialisées [JIRS]) in Paris, following a report by the anti-fraud agency Tracfin. In addition, an investigation into telephone call harassment was launched after complaints from Dassault's children, and a preliminary investigation for extortion by organized gangs is also underway.
Poisonous climate
The Prosecutor's decision comes after Bruno Piriou asked in a statement issued on 27 February "that justice be done in Corbeil." The Communist Councillor and opponent of Serge Dassault and Jean-Pierre Brechter during the last elections, went on to deplore "the staggering sums of money involved in ensuring their re-election" and "the poisonous atmosphere leading up to the bloody revenge attacks of the last few days. "
A reminder of the facts:
June 2009: Mayor of the municipality from 1995 to 2009, industrialist Serge Dassault finds himself forced to pass the reins of this ex-communist bastion to his right-arm man Jean-Pierre Bechter following the invalidation by the State Council of the municipal 2008 elections, since "the donation of significant amounts of money by the outgoing mayor to the inhabitants of the town", was "likely to impair the validity of the vote".
October 2009: the election of his successor Jean-Pierre Brechter is invaidated.
December 2012: Jean-Pierre Brechter is elected after the third election in three years.
December 2012: le Canard Enchaîné reports that 1.7 million euros in cash came through Lebanon, to arrive — a few weeks before the 2010 municipal election — in the hands of intermediaries who redistributed the cash to activists and voters. The newspaper also mentions videos of neighborhood youths claiming they had not received their due, and the voice of Serge Dassault evoking a transaction with an intermediary.
in February 2013, the allegations, brushed aside by the Dassault camp, return to the headlines following two revenge attacks in fewer than three weeks in Corbeil, in which two young men were the target of gunfire . One of the victims, Rachid Toumi, in an interview with Le Parisien says that these revenge attacks were the result of an alleged vote-buying system introduced by Senator Serge Dassault and the current mayor of the commune Jean-Pierre Bechter. "Corbeil has become a mafiosa system. Dassault's money has corrupted everything," he explains in a video, his face hidden.
"We need justice to be done so that republican values can be put to work again in this town. Corruption is rampant here" according to Bruno Piriou who welcomed the opening of the judicial enquiry on Friday as "good news".
Socialist MP Carlos da Silva, former deputy to Manuel Valls, has meanwhile called upon Dassault and Bechter to "immediately assume the consequences" of the judicial inquiry "so as not to further damage Corbeil."
"I was elected with a lead of 800. I do not see how we could have bought 800 votes," Jean-Pierre Bechter told AFP.


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Q: how to show shared features between items in the same column of a data frame in R If a data frame contains column on items, their features and the value of their features, how to show shared features between items in the same column of a data frame?
This is the input dataframe
df <- data.frame(group = c(rep(c('A', 'B', 'C'), 3)),
                                   feature = c('x','x','x','y','y','z','z','w','t'),
                                   value=c(1,2,1,3,2,1,2,2,3))

This is a sample of the desired output, which compares any two pairs A&B, A&C, B&C and filter for common features:
df_desired <- data.frame(group1 =c('A','A','B'), group2 = c('B','C','C'), shared_feature = c('x','x','x'), value1 = c(1, 1,2), value2 = c(1, 2,1))

A: You could try the following:
# Added stringsAsFactors=F argument
df <- data.frame(group = c(rep(c('A', 'B', 'C'), 3)),
                 feature = c('x','x','x','y','y','z','z','w','t'),
                 value=c(1,2,1,3,2,1,2,2,3),stringsAsFactors = F)

df_desired <- data.frame(group1 =c('A','A','B'), group2 = c('B','C','C'), shared_feature = c('x','x','x'), value1 = c(1, 1,2), value2 = c(1, 2,1))

# For rbindlist function
library(data.table)

# Keep only features that are available for every group
df_agg = aggregate(value ~ feature, data = df, FUN = length)
shared_feats = df_agg$feature[df_agg$value==length(unique(df$group))]
df = df[df$feature %in% shared_feats,]

# A function that takes a feat_df containing the values of one feature for each group,
# and converts it to our expected output.
create_comb_df <- function(feat_df)
{
  df2 = as.data.frame(t(combn(feat_df$group,2)))
  colnames(df2) = c('group1','group2')
  df2$feature = feat_df$feature[1]
  df2$value1 = feat_df$value[match(df2$group1,feat_df$group)]
  df2$value2 = feat_df$value[match(df2$group2,feat_df$group)]
  return(df2)
}

# Create final output
rbindlist(lapply(split(df,as.character(df$feature)),create_comb_df))

Output:
   group1 group2 feature value1 value2
1:      A      B       x      1      2
2:      A      C       x      1      1
3:      B      C       x      2      1

Or, to get all shared features, replace
shared_feats = df_agg$feature[df_agg$value==length(unique(df$group))]

with
shared_feats = df_agg$feature[df_agg$value>1]

and the results are:
   group1 group2 feature value1 value2
1:      A      B       x      1      2
2:      A      C       x      1      1
3:      B      C       x      2      1
4:      A      B       y      3      2
5:      C      A       z      1      2

Hope this helps!

redpajama_set_name: RedPajamaStackExchange


text:
Q: xgboost giving inf or nan error, but no infinite values in training data It seems that when I am trying to run xgboost, that I am being accosted to check the data values, however i do not have any infinite or nan values. I have been using this code for years, and it seems that recently with one of the package updates this started occurring. Has anyone else witnessed this or know the cause?
Below is showing me evaluating the input data, and the error that occurs when processing my numpy matrices.
np.isnan(x_train).any()
Out[72]: False

np.isnan(y_train).any()
Out[73]: False

min(x_train.flatten())
Out[58]: -1.8606612930273785e+79

max(x_train.flatten())
Out[59]: 1.828733011430676e+79

File "", line 1, in
training.train_model(x_train,y_train)
File "C:\Users\kinsm\Dropbox (Personal)\Other\Python\finance\training.py", line 63, in train_model
model = model.fit(x, y)
File "C:\Users\kinsm\anaconda3\lib\site-packages\xgboost\core.py", line 436, in inner_f
return f(**kwargs)
File "C:\Users\kinsm\anaconda3\lib\site-packages\xgboost\sklearn.py", line 1158, in fit
train_dmatrix, evals = _wrap_evaluation_matrices(
File "C:\Users\kinsm\anaconda3\lib\site-packages\xgboost\sklearn.py", line 236, in _wrap_evaluation_matrices
train_dmatrix = create_dmatrix(
File "C:\Users\kinsm\anaconda3\lib\site-packages\xgboost\sklearn.py", line 1172, in
create_dmatrix=lambda **kwargs: DMatrix(nthread=self.n_jobs, **kwargs),
File "C:\Users\kinsm\anaconda3\lib\site-packages\xgboost\core.py", line 436, in inner_f
return f(**kwargs)
File "C:\Users\kinsm\anaconda3\lib\site-packages\xgboost\core.py", line 541, in init
handle, feature_names, feature_types = dispatch_data_backend(
File "C:\Users\kinsm\anaconda3\lib\site-packages\xgboost\data.py", line 564, in dispatch_data_backend
return _from_numpy_array(data, missing, threads, feature_names,
File "C:\Users\kinsm\anaconda3\lib\site-packages\xgboost\data.py", line 163, in _from_numpy_array
_check_call(_LIB.XGDMatrixCreateFromMat_omp(
File "C:\Users\kinsm\anaconda3\lib\site-packages\xgboost\core.py", line 210, in _check_call
raise XGBoostError(py_str(_LIB.XGBGetLastError()))
XGBoostError: [10:15:32] C:/Users/Administrator/workspace/xgboost-win64_release_1.4.0/src/data/data.cc:945: Check failed: valid: Input data contains inf or nan


CBDC's policy is to only shares validated and verified data. Validation ensures that records are in a standard format; with Ordnance Survey grid reference, location, recorder and determiner name and species scientific name using a recognised name in the NBN Species Inventory. CBDC staff liaise with the recorder if there are any queries and may ask for evidence such as photographs or specimens.
Verification is the process of checking that the species identification is correct. Verification is undertaken by local referees or county recorders on an annual basis and is supplemented by national experts reviewing CBDC datasets on a more ad hoc basic. For most records verifiers will merely accept the record is plausible based on what is known about the species' range, life history, habitat preferences, ease of identification and the recorder's experience.


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text:
On agenda: 3/3/2020 Final action: 3/3/2020
Title: Resolution Authorizing Payment of Castle Rock Water's Portion of the 2020 Binney Connection Fee and the Meridian Title Clean-Up Fee for the Water Infrastructure Supply Efficiency (WISE) Project
Attachments: 1. Attachment A: Resolution Binney Connection Costs, 2. Attachment B: CRW WISE Water Deliveries to Date, 3. Attachment C: WISE Project CIP Table, 4. Attachment D: Key Infrastructure Description, 5. Attachment E: SMWA WISE Project Map, 6. Attachment F: Aurora Water WISE Water Rate Increase Letter, 7. Attachment G: 2020 CRW WISE Budget Impact, 8. Attachment H: 2020 WISE Project Update Summary Memo, 9. Attachment I: SMWA 2020 Payment Summary, 10. Presentation
3/3/2020 1 Town Council Approved Pass Action details Meeting details Video
From: Mark Marlow, P.E., Director of Castle Rock Water
Matt Benak, P.E., Water Resources Manager
Angie Brown, Water Resources Program Analyst
Resolution Authorizing Payment of Castle Rock Water's Portion of the 2020 Binney Connection Fee and the Meridian Title Clean-Up Fee for the Water Infrastructure Supply Efficiency (WISE) Project
The intent of this memorandum is to update Town Council on the Water Infrastructure Supply Efficiency (WISE) project, to request approval by resolution of the Binney Connection Cost (see Attachment A), and to provide context for other upcoming projects, commitments, and budgetary impacts anticipated in 2020. In 2020, Staff anticipates spending $2.3 million on 1,000 acre feet (AF) of WISE water deliveries, $712,090 on securing the Douglas County Option water (which will bring an additional 1,000 AF to the Town beginning in 2021), and $6,784,000 on Capital Improvement Projects (CIP) including the Binney Connection construction, Parker Water & Sanitation (PWSD) Bottleneck design, and more. Further detail regarding water deliveries and CIP will be discussed below and can be found in summarized tables in Attachment B and Attachment C.
The WISE project is a key piece of Castle Rock Water's long term renewable water plan. The goal of that plan is to achieve 75% or more of Castle Rock's supply as renewable water by 2050. WISE water will ultimately make up approximately 12% or more of the Town's supply depending on the Town's long term population.
History of Past Town Council, Boards & Commissions, or Other Discussions
In August 2009, Town Council unanimously approved participation in the Denver - Aurora - South Metro Intergovernmental Agreement to identify and evaluate opportunities to address long-term water supply needs for all Denver-metro communities in the most efficient and cost-effective manner possible.
In October 2009, Town Council approved the Town's involvement in an Engineering Investigation Participation Agreement between Denver Water - Aurora Water - and South Metro Water Supply Authority (South Metro). The primary objective of that work was to further investigate the potential of a water delivery project to supply South Metro members with water from blending currently unused South Platte return flows and mountain waters.
On September 11, 2012, staff presented Town Council the details of the WISE agreements. Town Council directed staff to continue working with the WISE Partnership by negotiating the Town's identified issues of concern and to present the final agreements and a staff recommendation to Town Council once the issues were resolved.
In October 2012, Town Council directed staff to further pursue a hybrid alternate water supply solution between 3,000 acre-feet and 4,000 acre-feet by negotiating proposed agreements with WISE and Stillwater Resources, Inc. (Stillwater) and to report back proposed agreements to Town Council for further consideration.
On April 24, 2013, staff presented the Intergovernmental Agreement (IGA) and WISE Water Delivery Agreement (WDA) to the Utilities Commission for discussion. The Utilities Commission voted unanimously to recommend to Town Council the approval of the IGA subject to satisfaction of the contingencies in Section 20 of the IGA and at a subscription level of 1,000 acre-feet.
On May 7, 2013, staff presented the IGA and WISE WDA to Town Council for approval. Town Council approved the IGA which included a requirement for the satisfaction of the contingencies in Section 20 of the IGA and at a subscription level of 1,000 acre-feet.
On August 14, 2013, the WDA between Denver Water, Aurora Water and SMWA is fully executed. Among the terms of the WDA agreed upon by South Metro Wise Authority (SMWA) members were the modifications to the Western Pipeline Infrastructure and the construction of the future Binney Connection to be constructed by (SMWA) prior to May 31, 2020.
On October 23, 2013, staff presented the Amended and Restated WISE WDA extension and Resolution to the Utilities Commission. By general consensus the Utilities Commission recommended these documents to Town Council for approval.
On December 3, 2013, Town Council approved Resolution No. 2013-74 approving the amendment of the SMWA Formation IGA. The amendment to the IGA authorized a one year extension to several deadlines to satisfy the remaining two contingencies of the WISE Water Delivery Agreement.
Extended terms included WISE deliveries beginning in 2016, Take-or-Pay beginning in 2017 (moved out 1 year), construction of the Binney Connection by May 31, 2021 (moved out 1 year), and End phase-in period in 2021 (moved out 1 year).
Staff presented a concept to do a lease purchase agreement with Dominion Water and Sanitation Dist. (DWSD) to the Water Resources Committee on April 8, 2014 and Utilities Commission on April 23, 2014. Water Resources Committee and Utilities Commission supported the concept of financing the purchasing of additional portions of the Western Pipeline and recommended bringing the concept to Town Council for consideration.
The draft Western Pipeline Purchase Agreement and the key deal terms for the lease purchase agreement with DWSD were brought to the Utilities Commission on May 28, 2014. Utilities Commission recommended Council proceed with approval of the purchase agreement and the related lease purchase agreement with Dominion.
The draft Western Pipeline Purchase Agreement was presented to Town Council on June 3, 2014.
Town Council recommended finalizing the western pipeline purchase agreement and finalizing the lease purchase agreement with Dominion to purchase additional portions of the western pipeline over and above the base infrastructure the Town plans to purchase.
The Purchase Agreement for the Western Pipeline was approved by Town Council on June 17, 2014 for $4,050,000. On July 22, 2014, Town Council approved a $4,300,000 Lease-Purchase Agreement with DWSD to assist with their down-payment needed for the closing of the Western Pipeline Purchase Agreement.
On August 27, 2014, Utilities Commission reviewed the key terms of the Modifications Agreement and recommended to Town Council for approval.
On September 2, 2014, Water Resources Committee reviewed the Modifications Agreement and supported Town Council approval.
On September 16, 2014, Town Council approved Resolution No. 2014-82 approving the execution of the Modifications to Shared Infrastructure Agreement by the SMWA.
On December 16, 2014, Town Council was updated on progress on the Alternate Source of Supply projects, including the WISE project.
On February 25, 2015, Utilities Commission recommended Town Council approve the additional required funding of $368,337 for the WISE Western Pipeline modifications and the Aurora Temporary Connection.
On March 3, 2015, Water Resources Committee reviewed the additional required funding of
$368,337 or the WISE Western Pipeline modifications and the Aurora Connection and recommended Town Council move forward by general consensus.
On March 17, 2015, Town Council unanimously approved Resolution No. 2015-32 for additional funding of $368,337 for the WISE Western Pipeline modifications and the Aurora Temporary Connection.
Utilities staff presented an update of this project as part of the overall Alternate Source of Supply Project Update to the Utilities Commission on July 22, 2015 and to Town Council on August 4, 2015. Presentations to the groups highlighted the recent progress for the hybrid solution.
On October 6, 2015, Town Council approved Ordinance 2015-44 as presented on first reading. The ordinance authorizes the exercise of the Town's powers of eminent domain to acquire certain property interests necessary for the WISE Infrastructure transmission line.
On November 3, 2015, Town Council unanimously approved Ordinance No. 2015-44. The ordinance was presented on second reading with no additional public input or any changes being made since prior presentation. Staff reiterated that eminent domain would only be used if all efforts to secure the needed easements through good faith negotiations with property owners had failed.
On January 5, 2016, staff provided Town Council with an update on the various components of the Alternate Source of Water Supply (ASOS) projects, including recent accomplishments by the WISE partnership, the status of the Box Elder project and progress on the Plum Creek Diversion project.
On April 16, 2016, Town Council unanimously approved Resolution No. 2016-040, approving the execution of the Intergovernmental Water Infrastructure Cost Sharing, Construction and Capacity Allocation Agreement.
On May 17, 2016, staff provided an update on the WISE and Box Elder projects which made up the hybrid solution to address the Town's long term water supply needs.
On August 16, 2016, Town Council approved Resolution No. 2016-050, approving the Draft Intergovernmental Agreement for Water Service between the Town of Castle Rock and Dominion Water and Sanitation District. Staff reviewed key points of the proposed intergovernmental agreement and benefits to Town. This was an extension of the existing agreement between the Town and Dominion, and would work in conjunction with that agreement. Under the terms of the agreement the Town will take ownership of and treat and deliver 400 acre-feet (AF) per year (on average) of Denver Basin groundwater that Dominion currently owns as a backup to their renewable WISE supplies.
On August 16, 2016, Town Council approved Resolution No. 2016-077 approving the Town of Castle Rock and Parker Water and Sanitation District Intergovernmental Water Infrastructure Cost Sharing, Design, Construction and Capacity Allocation Agreement. The infrastructure consists of a 36-inch, 4- mile pipeline and a pump station that will deliver water from Parker Water and Sanitation District's (PWSD) water distribution system to the Town's planned WISE local transmission line that is currently under design. The initial cost for participation in this IGA is $10.5 million, a portion of which would be covered by Dominion Water and Sanitation District under the separate License Agreement. The Town purchased 8.8 million gallons per day (MGD) of capacity in the pipeline and 4 MGD of capacity in the pump station.
On August 16, 2016, Town Council approved Resolution No. 2016-78 approving the Town of Castle Rock/ Dominion Water and Sanitation District Canyons Pipeline Capacity License Agreement. Staff noted this agreement was the companion agreement to the one approved by Resolution No. 2016- 077.
On September 20, 2016, Town Council approved Resolution No. 2016-087 approving an Intergovernmental Agreement for Water Service between DWSD and the Town. Staff reviewed the key points of the proposed IGA and the benefits to the Town.
On November 1, 2016, Town Council approved Resolution No. 2016-112, approving a construction contract with Garney Companies, Inc. for the WISE Local Infrastructure Construction Project. Staff reviewed highlights of the construction contract for the final section of pipeline needed to bring water to Castle Rock.
On February 28, 2018, Castle Rock Water Commission reviewed the (PWSD) Wheeling Agreement which delineates costs to be incurred as a result of conveying WISE water and northern supplies through PWSD's system. Castle Rock Water Commission recommended Town Council approval.
On March 6, 2018, Town Council approved Resolution No. 2018-014 approving the Town of Castle
Rock and PWSD Wheeling Agreement. The agreement with PWSD covers the infrastructure needed to convey WISE water, water stored in Rueter-Hess Reservoir, and future Box Elder water supplies to the Town. Parker will operate and maintain infrastructure and capital costs which will go on into perpetuity.
On March 28, 2018, staff presented updates on the WISE project, including the Wheeling Agreement and the infrastructure testing that has been conducted on the pipeline that runs from Parker Water to the Ray Waterman Regional Water Treatment Plant.
On April 25, 2018, staff provided information to commission about the intergovernmental agreement with Dominion Water and Sanitation District for the Plum Creek raw water return pipeline / Eastern Regional pipeline project. Castle Rock Water Commission recommended Town Council approval.
On May 15, 2018, Town Council approved the Execution of the Water Infrastructure Design and Construction Cost Sharing Intergovernmental Agreement between the Town of Castle Rock and Dominion Water and Sanitation District (Plum Creek Raw Water Return Pipeline / Eastern Regional Pipeline Project). Dominion conveys their WISE water through Parker and Castle Rock, and the pipeline project would convey Dominion's WISE water from Castle Rock to them.
On May 23, 2018, staff provided Castle Rock Water Commission with a WISE water update after receiving Castle Rock's first WISE water deliveries on April 30, 2018.
On June 27, 2018, staff presented Castle Rock Water Commission with the First Amendment to the Intergovernmental Agreement for Water Service between Town and Dominion Water and Sanitation District, which was to be presented to Town Council on July 17, 2018. The amendment included cost and capacity sharing provisions for the recently constructed Outter Marker Road pipeline, including Dominion's cost-share of WISE water re-treated at the Ray Waterman Water Treatment Plant. Castle
Rock Water Commission approved and recommended Town Council approval.
On June 27, 2018, staff presented Castle Rock Water Commission with a request to purchase an additional 1,137 AF of WISE water previously under reservation by Douglas County, which would bring the Town's total subscription to 2,137 AF. Castle Rock Water Commission approved and recommended Town Council approval.
On July 17, 2018, Town Council approved Resolution No. 2018-068, approving Castle Rock Water's purchase of Douglas County WISE Reservation Water. In 2013 Aurora and Denver offered 10,000 acre feet, and Douglas County reserved 2,775 AF when WISE members were unsure of their ability to convey more than the WISE membership subscription of 7,225 AF. Staff proposed purchasing an additional 1,137.5 AF WISE water reserved under the Douglas County Option which would provide the Town with a renewable and reusable supply to be paid for by growth. This purchase would additionally require an amendment to the WDA between SMWA, Aurora Water, and Denver Water.
On July 25, 2018, staff presented the temporary agreement with PWSD for the delivery of Castle Rock's water currently stored in Rueter-Hess Reservoir. The agreement would help the Town meet peak demands during the 2018 drought.
On August 22, 2018, staff presented an update on the Douglas County WISE water option. Castle
Rock Water had initially pursued the purchase of 1,137 AF in additional WISE water subscription that had previously been reserved under the Douglas County Option. However, since this was last presented to Castle Rock Water Commission, additional WISE members expressed interest in obtaining water from the Douglas County Option, and ultimately more water was requested than available under the Douglas County Option. In order to maintain amicable relationships with WISE members, Castle Rock reduced our new subscription request from 1,137 AF to 1,000 AF.
On March 27, 2019, staff presented Castle Rock Water Commission with their recommendation to purchase the Western Pipeline and Ridgegate Capacity for sale by Denver Southeast Suburban Water & Sanitation District d/b/a Pinery Water & Sanitation (Pinery) for the sale price of
$2,287,966.50. It was recommended that the Town purchase additional WISE Infrastructure capacity in order to take full advantage of the Town's northern (Box Elder) and WISE supplies. Castle Rock Water Commission approved and recommended Town Council approval.
On April 19, 2019, Town Council unanimously approved Resolution 2019-047 approving the Agreement for Purchase and Sale of Western Pipeline and Ridgegate Pipeline Capacity. This purchase secured additional capacity in the Binney Connection, Western Pipeline, and the Ridgegate Pipeline for the conveyance of the Town's increased WISE water subscription of 2,000 AF and the Town's northern water supplies.
On September 3, 2019, Town Council approved Resolution No. 2019-084, approving payment for Castle Rock Water's portion of the 2019 Binney Connection Fee and the Meridian Title Clean-up fee for the WISE project. Castle Rock Water Staff additionally presented an update of the WISE project.
On January 7, 2020, Town Council unanimously approved Resolution No. 2020-004, approving the Second Amendment to the South Metro WISE Authority Formation and Organizational Intergovernmental Agreement (Formation IGA) and contemporaneously approved the Assignment and Assumption of the Town's portion of Douglas County Reservation Water.
On February 26, 2020, Castle Rock Water Commission recommended Town Council approval of payment to SMWA for the Town's portion of the Binney Connection construction cost and the Meridian Title Cleanup Fee.
Project Description & Intergovernmental Agreements (IGAs)
The Water Infrastructure & Supply Efficiency (WISE) Project is a first of its kind partnership between Denver Water, Aurora Water, and 10 water providers in the south metro Denver area that efficiently utilizes shared infrastructure and renewable and reusable water supplies on the South Platte River.
In 2002, the Front Range of Colorado experienced an historic drought that catalyzed Aurora Water's efforts to develop a project that would return their renewable and reusable water supplies on the South Platte. The resulting project, known as the Prairie Waters Project (PWP), captured these supplies near Brighton, CO and conveyed them back to Aurora's service area through a series of pipelines and pump stations. The project cost Aurora Water $600 million and, while it provided a much needed drought supply, left Aurora with excess water supplies in hydrologically wet and normal years and the financial burden of an expensive project.
Around the same time, Denver Water was investigating ways they could also convey their renewable and reusable supplies back to their service, and began initial discussions with Aurora on how they could partner on a project that would provide both entities with a drought-resilient water supply.
Meanwhile, water providers in the south metro Denver area were in search of renewable and reusable surface water supplies to reduce their reliance on non-renewable groundwater, and partnered together to form the South Metro Water Supply Authority (SMWSA), and later joined conversations with Denver and Aurora to investigate a joint project. Ultimately this conversation conceptualized the WISE Project which would provide interested SMWSA members with Denver and Aurora's renewable and reusable supplies in hydrologically normal and wet years, Denver with an emergency drought supply, and Aurora water with funding through the sale of WISE water to SMWSA to help offset PWP costs.
In order to later formalize a partnership with Denver Water and Aurora Water, ten of SMWSA's fourteen members created the South Metro WISE Authority, through the signing of the South Metro WISE Authority Formation and Organizational Intergovernmental Agreement (Formation IGA) in 2013.
Several months after the Formation IGA was fully executed, Denver Water, Aurora Water, and the South Metro WISE Authority (SMWA) formally entered into the WISE Partnership through the full execution of the WISE Partnership Water Delivery Agreement (WDA) between Denver Water, the City of Aurora, acting by and through its Utility Enterprise, and the South Metro WISE Authority in 2013.
The WISE Partnership originally envisioned that 100,000 acre-feet (AF) of WISE water would be conveyed to SMWA members over a 10-year period. However, SMWA members could only commit to 72,250 AF at the time. Not wanting Douglas County water providers to miss out on a renewable water supply, Douglas County stepped in and agreed to hold 2,775 AF in reserve for any interested user within their jurisdiction. This reserved water is what we now refer to as Douglas County Option water.
The WDA outlined several key terms for the WISE Partnership:
• Aurora Water would offer 72,250 AF of WISE water to SMWA over a 10-year period.
• Aurora has maximum and minimum volumes of water they can offer seasonally and over time periods spanning up to five years.
• SMWA is obligated to accept a minimum volume of water in any given WISE year based on Aurora Water's offer known as Take-or-Pay (TOP) water, meaning SMWA will pay for TOP water regardless of whether the membership accepts the full minimum amount.
• Denver Water has the right to use WISE water in 15 out of every 100 years, most likely meaning SMWA members will not receive any WISE water in that year or be able to utilize certain WISE infrastructure.
• A WISE Year is defined as June 1 through May 31 of the following year and defines the period of time in which Aurora can offer and SMWA can accept WISE water.
• Aurora Water would gradually increase annual offers of water to SMWA beginning in June 1, 2017 and continuing through May 31, 2021, so that WISE members have ample time to adjust their systems and operations to receive WISE water.
WISE Year & Take-or-Pay Obligation
Included in the Formation IGA were the average annual shares of WISE water each SMWA member committed to receive annually, commonly referred to as pro-rata WISE water subscriptions. In 2013, the Town of Castle Rock committed to 1,000 AF out of the total SMWA subscription of 7,225 AF annually, meaning on average the Town would pay for 1,000 AF of WISE water whether or not the Town accepted the full offer from Aurora. This also meant that the Town generally owned a 14% subscription in SMWA owned infrastructure. However, this percent subscription and infrastructure ownership has since changed due to the purchase of additional capacity and Douglas County Option water which will be discussed later in this memo.
When Aurora began offering WISE water to SMWA on June 1, 2017, the infrastructure necessary to convey water to participants in the Ridgegate Pipeline (discussed below) was not yet completed, thus Castle Rock was not able to accept any WISE deliveries until April 2018 when Castle Rock received its first WISE water. Because less than a month remained until WISE Year 2 began and the majority of SMWA members had not yet been able to receive their WISE water, Aurora Water offered a one- time compromise in which SMWA members were able to pay for their WISE Year 1 TOP prior to May 31, 2018, while receiving their actual deliveries during WISE Year 2. The Town received all WISE Year 1 water paid for in advance during summer 2018.
Key Infrastructure & Ownership Capacities
As discussed above, the WISE Project efficiently utilizes water resources by capturing renewable and reusable Denver Water and Aurora Water supplies on the South Platte, and conveying that water through infrastructure shared (to varying degrees) by the WISE Partners (Aurora Water, Denver Water, and SMWA) and East Cherry Creek Valley Water (ECCV). Key Infrastructure is described in Attachment D and shown visually in Attachment E.
WISE water is provided to members of SMWA through the use of Aurora Water's Prairie Waters Project (PWP) which captures renewable and reusable water supplies on the South Platte. The water captured and conveyed by PWP consists of supplies owned by both Aurora Water and Denver Water to varying degrees depending on hydrologic conditions. This partnership provides water to SMWA members in hydrologically wet and normal years, and provides Denver Water with an emergency drought supply in 15 out of every 100 years.
From the PWP Pipeline, WISE water is treated at Aurora Water's Binney Water Purification Facility and is then conveyed to SMWA members primarily through the Western Pipeline. However, several members receive water by conveying their water through one connection to the Western Pipeline known as the Ridgegate Connection, and then through infrastructure owned by PWSD where they receive their water at their local connection. SMWA Members receiving their water through the Ridgegate Connection (Ridgegate Participants) include:
• Parker Water and Sanitation District
• Pinery Water and Wastewater District
• Castle Rock Water
• Dominion Water and Sanitation District
Water Deliveries
Deliveries to Date by WISE Year
WISE Year
SMWA Obligation (AF)
CRW Obligation (AF)
CRW Received (AF)
Cost of Deliveries + O&M (SMWA)
Cost of Deliveries (PWSD)
*Estimated costs and volumes
WISE Year 3 began on June 1, 2019 and will be completed on May 31, 2020. Castle Rock Water (CRW) is invoiced for WISE water deliveries from Aurora Water and Parker for conveyance through their system. In 2019, the WISE water rate from Aurora was $5.81 per one-thousand gallons (kgal), and the conveyance fee from Parker was $0.61 per kgal. Starting on January 1, 2020, Aurora Water increased their WISE water rate to $5.99 per kgal which will remain the rate through December 31, 2020 (Attachment F). Parker's conveyance fee will remain at $0.61 per kgal through the end of WISE Year 3 (5/31/20) and it is anticipated they will increase their fee for WISE Year 4 after re- evaluation. Despite these fee increases, CRW anticipates completing WISE Year 3 TOP and making significant progress in WISE Year 4 TOP within the 2020 budget.
In WISE Year 3, CRW's TOP obligation is 484 AF. As of the December 2019 invoice issued by WISE, CRW has received credit for 299 AF of WISE water, leaving 185 AF remaining to complete CRW's WISE Year 3 TOP obligation. Although CRW has only received credit for 299 AF of WISE water since June 1, 2019, through trades with other SMWA members, CRW has received 401 AF of WISE water for a total cost of $1.62 million including O&M and PWSD conveyance fees.
It is anticipated CRW will receive a total of 200 AF of WISE water from January 1, 2020 through May 31, 2020 for approximately $565,000 including O&M and PWSD conveyance fees. With a budget of $2.3 million in 2020 for WISE water, this will leave us approximately $1.7 million for the remainder of 2020, primarily to help meet summer demands.
At this time we anticipate WISE water deliveries similar to the 2019 delivery pattern during June through September when CRW received 700 AF of WISE water for a total cost of $1.6 million. Aurora Water will likely stop deliveries in October and November to conduct maintenance, and deliveries will commence in December at which time CRW will reduce flows to our pro-rata share. This should allow us to come in near budget, and will result in a total WISE water delivery of roughly 1,000 AF in 2020, and total TOP credit of nearly 400 AF from June 2020 through December 2020 which will leave roughly 292 AF remaining to take down in early 2021. With 292 AF remaining to take down in early 2021, CRW will plan to adequately budget for this remaining TOP volume as well as for demand season of 2021, which is when full deliveries of WISE water will begin.
CRW Staff expects WISE costs in 2020 to be close to the budgeted amount of $2,291,231 for WISE water deliveries which includes the cost of WISE water, O&M charges from SMWA, conveyance fees through Parker, and potential deliveries of Rueter-Hess Reservoir supplies. Funds will be paid from the Other Professional Services Account <211-4340-443.30-70>. Additional detail including Project Codes and a breakout of anticipated spending in comparison to the 2020 Budget, can be found Attachment G.
Invoicing for Water Deliveries
Since CRW began receiving WISE deliveries in April 2018, the average monthly cost of WISE water has been roughly $200,000, with a high monthly cost of $560,000 in July of 2019. Since April 2018, CRW has sent check requests directly to Finance who then forwarded the request for approval by the Town Manager. Approval from Town Council was not sought out because it was the understanding of Staff that since Town Council had already approved the Formation IGA and annual budget, by extension Town Council had already approved monthly invoices.
However, after reconsidering this process, CRW and Finance determined it would be in the best interest of the Town to develop an alternate Best Practice which is outlined below.
Moving forward, CRW will provide Town Council with annual WISE Project updates to include expected costs of WISE water deliveries for the calendar year which will also delineate between WISE water years so that Town Council and the Town Manager are aware of expected costs. It is the intention of CRW that the update will thereby function as Town Council approval for monthly invoices above Town Manager approval, barring any alternate direction by Town Council after being presented with the annual update. Then, when monthly WISE water delivery invoices are received for amounts above the CRW Director's signing authority (including conveyance fee invoices from Parker for WISE or Rueter-Hess deliveries), CRW staff will send a check request to the Town Manager with the attached Annual WISE Update Summary Memo (Attachment H) which will include references to approved resolutions including approval of the Formation IGA Second Amendment to the Formation IGA, Douglas County Option purchase, and the 2020 budget.
Operations with Dominion Water & Sanitation District
In 2014, CRW and Dominion Water and Sanitation District (Dominion) entered into the 2014 Water Service Intergovernmental Agreement (2014 Dominion Wheeling IGA). Among the terms of the IGA is the Town's commitment to provide Dominion with the ability to move up to 4.0 million gallons per day (MGD) of their water through the Town's system and other facilities shared by the Town and Dominion, with CRW receiving reimbursement for losses through the system as well as a carriage charge.
In 2016 the Town entered into the Firming Service Commitment agreement with Dominion to provide the Town with additional supplies and provide the conditions under which the Town will treat and deliver additional water to Dominion at the Dominion connection point.
The original agreement and this first amendment have multiple advantages for the Town:
• Recovering costs of extra capacity within the Town's existing infrastructure that is not currently utilized. The agreement could result in annual revenues of approximately $600,000 based on the current calculated rate, and more if treatment of the water is required.
• Continues our regional water partnership with Dominion.
• Provides emergency redundancy to our system.
• $180,000 one-time connection fee charge.
• Five percent of the water provided by Dominion will be given to Castle Rock to cover losses through our system.
• Capacity reservation fee of $150,000 in 2019 and any year thereafter (with amounts over
$50,000 applied to a one-time connection fee) are assessed to reserve future capacity in the pipeline until water is moved through the system.
In 2019, CRW staff began monthly discussions with Dominion to develop operating standards in a memorandum of understanding (MOU) that would accomplish the following based on the language of the 2014 and 2016 IGAs:
• Document the agreed upon intent of the IGAs.
• Outline daily, monthly, annual and emergency Standard Operating Procedures.
• Best practices for flow change coordination including annual and monthly or quarterly coordination meetings.
• Develop water accounting to track water delivered to CRW and received by Dominion.
• Develop monthly accounting protocol.
At this time, Dominion plans on receiving their first deliveries of WISE water through CRW's system in 2021. Staff plans on completing the Dominion MOU in 2020.
Douglas County Option
As discussed in the Background, Douglas County held 2,775 AF of annual WISE water in reserve for interested Douglas County parties. With approval from Castle Rock Water Commission and Town Council, in 2018 CRW began the process to secure an additional 1,137.5 AF of WISE water annually (half of the Douglas County Option water), which would have increased CRW's annual subscription to 2,137.5 AF. However, once CRW and Parker began pursuing the Douglas County Option water, additional SMWA members expressed interest in purchasing some of the reserved water. In order to continue to promote regional partnerships and in accordance with the process Douglas County and SWMA used to divide the option water, CRW relinquished 137.5 AF of the Option water for other WISE members to purchase for their annual subscription. The final division of the WISE option water is as follows:
WISE Member
Town of Castle Rock
1,000 AF
Meridian Metropolitan District
475 AF
Parker Water & Sanitation District
This brings the Town's purchase of Option water to 1,000 AF and increases the Town's total subscription of WISE water from the original subscription of 1,000 AF annually to 2,000 AF, which the Town will be eligible to receive in total beginning on June 1, 2021.
To date, CRW has paid a total of $175,000 from the WISE Infrastructure account <211-4375-443.77- 72> for one invoice received in 2019 for the Douglas County Reservation Fee. Staff anticipates one additional payment will be made in the first quarter of 2020 to finalize the purchase of 1,000 AF of Douglas County Option water. The most recent WISE budget states that CRW will pay a total of $712,090 for the SMWA Operational Reserve and for the Reimbursement for Operations to Douglas County, which will be paid from the WISE Infrastructure account, <211-4375-443.77-72> Project Code WRWDCO.
2020 Douglas County Option Reimbursement
WRWDCO
211-4375-443.77-72
Capacity Needs
When the WISE Authority formed in 2013, CRW originally subscribed to 1,000 AF of annual WISE flows and subsequently purchased capacity in WISE infrastructure proportionate to CRW's pro-rata water subscription. CRW's original capacity subscription was sufficient, or nearly sufficient to meet even maximum WISE flows.
However, since 2013, CRW has secured additional water rights northeast of the Denver Metro area which staff anticipates bringing to the Town through the WISE infrastructure at a rate of 3 million gallons per day (MGD) as a base flow beginning in the mid- to late 2020's. Furthermore, CRW is in process of purchasing Douglas County Option water which will increase our pro-rata share of WISE offers from 14% to 20%. Including the original WISE subscription, the Douglas County option, and future northern supplies (from our Box Elder project), the average daily flow can now be anticipated at a rate of 4.8 MGD while maximum flows can be expected at 9 MGD. Once CRW began pursuing Douglas County Option water, Staff assessed the need to secure additional infrastructure capacity and in 2019, Town Council approved the purchase of capacity in the Binney Connection, the Western Pipeline, and the Ridgegate Pipeline from Pinery. The tables below reflect these updated capacities and outline expected flow rates from our northern supplies and the average and maximum anticipated WISE flows in light of current capacity ownership:
Flows Influencing Capacity Needs
Planned Box Elder Flows (MGD)
Average TCR WISE Flows (MGD)
Maximum TCR WISE Flows (MGD)
Average WISE + Box Elder Flows (MGD)
Maximum WISE + Box Elder Flows (MGD)
Town of Castle Rock WISE System Capacity Needs
Current System Capacity (MGD)
TCR Current Owned Capacity (MGD)
Additional Capacity needed for Average WISE & Box Elder Flows (MGD)
Additional Capacity needed for Maximum WISE & Box Elder Flo (MGD)
Binney Connection
Western Pipeline
Ridgegate Pipeline
*PWSD Bottleneck
Canyons Pipeline
Outter Marker Road Pipeline
*CRW is currently participating with Parker W&SD regarding the conceptual layout and cost sharing of additional pipeline infrastructure.
As you can see in the table above, the biggest need to increase capacity is through Parker's system, specifically through their 24" pipeline on the east side of Rueter-Hess Reservoir, known as the Parker Bottleneck. This will be discussed in the section below.
With the purchase of additional capacity in 2019 and excluding the Parker Bottleneck, CRW will only need additional capacity in the Ridgegate Pipeline. Alternatively, if CRW is offered the maximum 6 MGD from Aurora, CRW will be limited by capacity in nearly every section of WISE infrastructure, meaning that in order to take full advantage of offers of WISE water, CRW will need to purchase additional capacity in existing infrastructure or will need to work with other entities to develop projects that will increase infrastructure capacity, or lease capacity from other members if available.
At this time, CRW is focusing on increasing capacity through Parker's system where the greatest need for capacity exists.
Parker Water & Sanitation District (PWSD) Bottleneck
In order for CRW to receive WISE water deliveries at Ray Waterman Water Treatment Plant, or directly into distribution, water must be conveyed through PWSD's distribution system. In 2018, the Town of Castle Rock entered into a Wheeling Agreement with PWSD (Parker Wheeling IGA). The Parker Wheeling IGA provides CRW with a temporary license of 1 MGD capacity through Parker's eastern Rueter-Hess Reservoir (RHR) pipeline through 2024, and acknowledges that Parker's existing infrastructure capacity to convey WISE water from the Ridgegate Pipeline to Castle Rock's Outter Marker Pipeline is not sufficient to meet full WISE deliveries. Therefore, the Parker Wheeling IGA contemplates a replacement pipeline to the east of RHR, paralleling the current pipeline that would be constructed by Parker, Dominion, and CRW.
A 2015 joint study between CRW and Parker envisioned a second larger pipeline on the western side of RHR that would provide enough capacity for CRW to convey a total of 21 MGD of supplies between the eastern and western RHR pipelines to meet long-term demands, plus additional capacity for Parker and DWSD.
In 2019, Parker modeled their system demands as part of their Master Plan update. The model showed that the larger pipeline on the western side of RHR was needed more immediately than the eastern RHR replacement pipeline. In late 2019 CRW staff met with Parker, Dominion, and Shea Homes to discuss conveyance needs including volume and timing. It was determined that further study would be needed and, in February 2020, the group contracted with Jacobs Engineering to:
• Identify design flows for each party (Parker, Dominion, CRW)
• Refine the western RHR facilities configuration (pipeline and pump stations)
• Estimate and allocate costs
The study will cost CRW $10,142.60 and will be paid out of the 2020 CIP/ WISE Infrastructure account <211-4375-443.77-72>, Project Code WR WLI. Results of the study are expected in the summer of 2020 at which time CRW staff will provide an update to Town Council.
WISE Authority members have been receiving water from Aurora since 2017 through a temporary connection from Aurora's system to the Western Pipeline, known as the Temporary Aurora Connection. This connection only has capacity to convey 15 million gallons per day (MGD), which is 15 MGD less than the maximum volume SMWA members have the potential to receive from Aurora (30 MGD), and it has been long understood that additional infrastructure would need to be built to continue deliveries from Aurora in perpetuity.
As part of the WDA signed by SMWA in 2013, the WISE Authority agreed to construct infrastructure connecting the WISE Pipeline to Aurora's system. This connection, referred to in the WDA as the Binney Connection, must be constructed by May 31, 2021.
Once members began receiving WISE deliveries in the summer of 2017, SMWA began efforts needed to construct the Binney Connection. Proposals were received from consultants to determine the location and alignment of the infrastructure needed to connect from Aurora's Binney Water Purification Facility north of Aurora Reservoir, to SMWA's Western Pipeline, running along E-470.
In 2018, SMWA selected a location for both the pipeline alignment to connect to the Western Pipeline and the connections pump stations. Shortly afterwards Jacobs began designing Binney Connection infrastructure and the initial design was completed in 2019. In December 2019, SMWA sent the design out to solicit proposals for construction.
SMWA received several responses and in February 2020, selected a contractor to construct the Binney Connection. On February 19, 2020, the SMWA Board was presented with an updated budget as quoted by the selected contractors and costs came in lower than anticipated in SMWA's most recent budget released in January 2020 (Attachment I). The January 2020 budget estimated CRW's share of costs to be $6.4 million, however, SMWA updated CRW's cost to be no more than $5.8 million including a ten percent (10%) contingency and including CRW's share of the Meridian Title Clean-up.
It is anticipated that CRW will be invoiced up to $5,800,000 in 1st Quarter 2020 for the Town's portion of Binney Connection Construction costs and Meridian Title Clean-up fee. This cost has been budgeted for and will be invoiced out of the WISE Infrastructure account <211-4375-443.77-72>, Project Code WR_WBC. Construction will begin in 2020 after a contract is fully executed with the SMWA selected contractors.
The Binney Connection has been designed to flow 30 MGD, of which the Town currently owns 4.74 MGD. In order to accommodate the Town's portion of maximum flows (6 MGD of 30 MGD offered), the Town will need to purchase at least 1.26 MGD of additional capacity. Further detail is provided above in the "Capacity Needs" section.
DIA Connection
Part of the supply that Denver Water contributes to the WISE Project is located near Denver International Airport (DIA). In order to convey this water to SMWA members, and ultimately to Denver Water's service area in emergency drought conditions, it is necessary to build a connection from DIA to the WISE system, referred to in the WDA as the DIA Connection.
Two options exist to connect Denver's DIA supply to the WISE system. The first option for a connection would be to Aurora's PWP Pipeline where the supply would be conveyed to the WISE system through the Binney WPF with the rest of the WISE water supply. The second option would be for Denver to connect to ECCV's Northern Pipeline and to connect into the Western Pipeline through future infrastructure including a pump station and a station for chloramine conversion. Since CRW plans to convey our northern supplies through ECCV's Northern Pipeline, the second option could be beneficial in that the infrastructure needed to join the Northern and Western Pipelines would then be a WISE Partnership project rather than solely a CRW project.
There has been delay in determining which option will be pursued as Denver Water has been awaiting determination from the Environmental Protection Agency (U.S. EPA) on whether or not they would need to add orthophosphates to their supply for corrosion control. In January 2020, Denver Water received a three-year variance from the U.S. EPA which allowed them to forgo adding orthophosphates to their system which allows the WISE Partnership to begin discussion on which option to pursue, though the final determination will be made once it is understood what the U.S. EPA's long-term requirements for Denver Water regarding orthophosphates will be.
As a participant in the WISE Project through SMWA, the Town has agreed to participate financially in certain infrastructure projects as outlined in the WDA including the DIA Connection. The WDA outlines a payment schedule for SMWA to pay Denver Water for the construction of the DIA connection. Because the WDA requires Denver Water to construct the DIA Connection prior to 2021, the WDA will need to be amended (discussed below in "Intergovernmental Agreements").
SMWA began collecting DIA Connection fees from members in 2014 to fulfill terms of the WDA. Castle Rock Water has paid these fees annually since that time and, per the WDA, it is anticipated that the 2020 payment was the final fee collected for the DIA connection. The 2020 DIA connection fee totaled $229,334.00 and was attributed to the 2019 CIP/ WISE Infrastructure account <211-4375- 443.77-72>, Project Code WRWPSF, since the invoice was received in January 2020 and additional funds were available in the 2019 budget.
Intergovernmental Agreements (IGA's)
Currently the WDA requires Denver Water to construct the DIA Connection by 2021 which will not be feasible due to delays directly related to the EPA's recent Orthophosphates requirements.
Furthermore, both the WDA and the Formation IGA specify that SMWA will receive on average 7,225 AF annually, and the Formation IGA further delineates each SMWA member's pro-rata WISE water subscription prior to the Douglas County Option water purchase. The delay in the DIA connection and the purchase of Douglas County Option necessitate amendments to both the WDA and the Formation IGA.
SMWA began work amending the Formation IGA in 2019 with updated pro-rata shares of WISE water after the purchase of Douglas County Option water. On January 7, 2020, CRW staff presented the amended IGA to Town Council which was unanimously approved.
Also in 2019, SMWA staff met with Denver Water and Aurora Water to begin discussions on amending the WDA with updated values directly affected by the purchase of Douglas County Option water. Furthermore, the WDA will also amend the timing of certain WISE infrastructure elements including the DIA Connection. The negotiations group will hold meetings once a month to discuss specific topics of the WDA until such time as an agreeable amendment to all parties is completed.
Total Dissolved Solids (TDS) Management
Total Dissolved Solids (TDS) refer to any minerals, salts, metals, cations, or anions dissolved in water and are comprised of inorganic salts and some small amounts of organic matter that are dissolved in water. Primary drinking water standards have not been established for TDS, though the current secondary standard is 500 milligrams per liter (mg/L), which was also the standard at the time the WDA was fully executed.
Through May 31, 2030, Denver Water and Aurora Water are required, per the WDA, to deliver water with a TDS concentration at or below 500 mg/L. Salinity in water diverted near Brighton (where Aurora Water captures return flows that are in part utilized as WISE water deliveries to SMWA) can vary from below 500 mg/L of TDS during the spring to above 700 mg/L of TDS during low flow periods such as the winter. Currently, Denver Water and Aurora Water meet this water quality goal by blending some of their low TDS mountain water supplies with the water captured on the South Platte. After May 31, 2030, the WDA allows Denver Water and Aurora Water to deliver unblended WISE water to SMWA.
To mitigate the TDS concentrations of WISE water after 2030, SMWA will need to develop a project to decrease TDS concentrations. SMWA contracted with Jacobs engineering to evaluate mitigation options for SMWA and the feasibility of those options. A first draft of Jacobs report was released in the fall of 2019 and SMWA is currently awaiting a final draft after receiving comments from members.
Among options presented by Jacobs are options to blend water with SMWA members' current supplies, or to construct a desalination plant. CRW staff will continue to provide updates to Town Council as more information becomes available.
Well PA-3
Well PA-3 is located adjacent to the University Tank on the west end of the Far Western Pipeline
Segment where Denver Water will eventually have the ability to receive water through WISE infrastructure. To avoid stagnant water in the Far Western Pipeline Segment, this well has historically been operated at a fairly continuous rate of approximately 300 gallons per minute (gpm). However, water from this well is suspected to have elevated levels of iron and manganese and previous water quality mitigation strategies will no longer be feasible after the addition of SMWA's Quebec Street Filter Plant. In late 2019, construction began on Well PA-3 to update water quality mitigation and construction is anticipated to be completed by the end of March 2020. SMWA is paying for one-third of the construction costs and will be utilizing CIP funds previously contributed by SMWA members for
WISE operations and maintenance.
As described in the above sections, cost for the WISE project will be allocated from two accounts. The Other Professional Services account <211-4340-443.30-70> will be used to pay for charges associated with WISE water deliveries, and the CIP/ WISE Infrastructure account <211-4375- 443.77- 72> will be used to pay for costs associated with WISE Infrastructure. Staff is requesting a carryforward of the entire remaining 2019 WISE Infrastructure Budget of $2,277,156.75. This carryforward request is being made to cover the known infrastructure costs as well as the anticipated Parker Bottleneck design costs later in 2020.
Below is a summary of anticipated spending from each account with regard to the budget. Attachment H breaks out specific costs expected in 2020 and details applicable Project Codes.
(77-72_CIP)
(77-30_Oth. Prof. Serv.)
2019 Carryforward
2020 Anticipated Spending
Attachment A: Resolution Binney Connection Costs
Attachment B: CRW WISE Water Deliveries to Date
Attachment C: WISE Project CIP Table
Attachment D: Key Infrastructure Description
Attachment E: SMWA WISE Project Map
Attachment F: Aurora Water WISE Water Rate Increase Letter
Attachment G: 2020 CRW WISE Budget Impact
Attachment H: 2020 WISE Project Update Summary Memo
Attachment I: SMWA 2020 Payment Summary


Ruth Levy is a litigator focusing on health care and environmental matters in federal, state and administrative courts throughout North Carolina and South Carolina. Ruth helps companies and individuals navigate the very different, but highly regulated health care and environmental fields. In health care, her experience includes advising companies on health care fraud and abuse regulations governing physician groups, hospitals and health clinics. In the environmental realm, she has represented municipalities, manufacturers and more in various environmental cases, such as those related to interbasin transfer regulations that affect municipalities' future water supply and growth.
Ruth's litigation experience has enabled her to develop an in-depth knowledge of regulatory issues in these fields. In addition to large litigation cases, Ruth represents health care providers, insurance companies, manufacturers and other groups in front of regulatory agencies such as the Medical Board, the Joint Commission, the North Carolina Department of Environmental Quality and the South Carolina Department of Health and Environmental Control. She also advises on various regulatory matters, including medical staff issues, health care privacy laws and licensure issues.
Ruth earned her Juris Doctor degree from Campbell University School of Law after obtaining her bachelor's degree in business finance from Fairleigh Dickinson University, where she played Division I volleyball as a full-scholarship athlete.


I've been on a crappy digicam kick lately. They're a lot of fun to shoot with — after concerning myself with apertures, depth of fields, gray cards, tripods, flashes, etc. It's a lot of fun to shoot with a camera that has absolutely no settings except a shutter. The picture above is close to actual size — it's that small. It takes 640×480 or 320×240 pictures, stores a LOT of pictures (120 hi-res or 300 lo-res) and also works as a webcam or a "movie" camera – it takes a series of pictures in rapid succession.
It uses one AAA battery, and can shoot for a day or two on one battery – beware, the memory is volatile – when the battery dies, any pictures not downloaded are lost.
The Stylecam Blink appears with several names, and there's a StyleCam Blink II and other models from SiPix that resemble the original Blink. Rumor has it that some of the cameras have non-volatile memory and will not lose the pictures when the battery is removed. Let me know if you find this to be the case!
With a camera this small, you can carry it with you always. It fits into a shirt pocket, the key pocket of a pair of jeans, and comes with a wrist/neck strap. I've already used it to catch pictures I'd normally have missed. The square design is easy to hold, and can be held in your hand for "shooting from the hip".
Minimum System Requirements: Pentium PC with MS Windows 98/98se/ME/2000/XP, 64MB RAM, 90MB available hard disk space, 16-bit color display, CD-ROM drive, USB port.
Optional: 28.8kbps modem (for video conference & broadcast), Internet Service Provider (for video conference & email), Sound Blaster or 100% compatible sound card (optional), Speakers and microphone (for voice broadcast).


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Reception - Oct. 12, 6 -9 p.m.
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text:
Biz Bits, Business
Dedicated to Mirum
Peoria's hottest startup company announced a significant investment in its manufacturing facilities last month.
by Peoria Magazine |
Peoria's hottest startup company announced a significant investment in its manufacturing facilities last month. Natural Fiber Welding, Inc. (NFW) will add 110,000 square feet of space in downtown Peoria for production of their innovative plant-based leather, Mirum. Besides more than doubling their manufacturing footprint, the firm plans to add more than 100 jobs and announce a range of new business partners throughout 2021.
Created through NFW's patented processes with all natural inputs and zero use of plastic, Mirum is now ready for the global marketplace. "We've shown that Mirum can perform like conventional leather in several key segments including fashion, footwear and automotive—but without any plastic resins, glues or coatings other plant-based alternatives rely on," explains Oihana Elizalde, NFW vice president and head of the Mirum business unit.
"This manufacturing facility provides NFW with exceptional capabilities and positions Peoria to become a national textile technology hub," adds Tom Waggoner, chief operating officer. "[It] provides exceptional value for NFW while also supporting the effort to bring employment opportunities to the most challenged areas of our community."
Founded in 2015 by Dr. Luke Haverhals, NFW first resided in the Peoria NEXT Innovation Center before graduating to its headquarters on Galena Road three years later. As it ramps up production for its global brand partners, NFW expects to eventually produce tens of millions of square feet of Mirum per year within this new space. By sourcing raw materials from nature rather than synthetic plastics, NFW stands poised to revolutionize a wildly diverse array of industries in the years to come.
"NFW is pioneering an entirely new system that will enable humanity to break our addiction to synthetic plastics in major global industries," explains Dr. Luke Haverhals, CEO. "Making our clothes, shoes, furniture and automobiles from plants grown by regenerative agriculture is the future." PM
For more information, visit naturalfiberwelding.com.