Yeah. So also answer that question. This is a table going back to the, that is a list of, is a summary table of what was in our SMR database. And when I did an evaluation of that, we calculated about 5 million of work. I apologize for some of the, it, we're having a bit of a delay on the, with the internet here, sharing with us on this. We have a total rough order of magnitude in the ship supply of about 5 million, but we should be aware that not all of the items in our SMR database have a cost estimate affiliated with that. So once we have actual cost estimates, even as rough as they are, then we would have a more accurate picture of the work identified in the ship maintenance. In, in that database, we have 152 items that have been identified. And the average age of them is 200 and maybe one days. And it's gonna take some communication if we're looking forward to doing this with PA, so we can true up the SMRs with our recommendation, and

I, I would like to point out too, that the, the local coast guard was, is, has been directed to come down and look at our SMRs because the coast guards getting tired of the late maintenance. So they're checking up on our, on our SMRs too. Now on a, on a regular basis with, with,

I have question maybe for Rob, with the funding, the extra funding that the system is getting for a maintenance replacement. Cetera is, is there a plan to use some of that money to try to clear out some of these ship maintenance request? So that seminars only because I I'm just assuming that a lot of them are so many days out, because money's been spent on items that are critical to ships operation or, or safety, reliable, et cetera. So they kind of get pushed back. They're important also. So is there a plan to, to money to maybe in and well, for some of the vessels, not all the vessels, because we don't know what we're going to do with all of the vessels, but Chris, could I just ask? Yeah.

I, I was just gonna say it's really hard to deck cause when you're looking at SMRs, so one SMR might, might talk about something, your steel replacement, and that could be that steel replacement could be a month and a half project. So until it's evaluated by the shipyard and you know, it just because we wanna have it done doesn't mean we have time scheduled in this yard period. So that's how things also get deferred off the next year. So it does a lot of it does depend on the scope of the project, like the generators that the Maka needs. You have to order those year ahead of time. They're not gonna be there. Right. So

But if there are those items, the portion of those items would, would there be a way to, to address those with this extra money?

Yeah. So I assume the extra money you're talking about is the infrastructure bill, right? I think so there's a, you know, tough, but you know, I would say valv and his crew, at least the last few years have had to manage a much shorter time period, crisis management, almost all the time. One of the reasons for this board was to hopefully get some longer term planning and to, and the Marine highway planners being hired, have a dedicated staff that can work on planning. So Cisco and Valerie, aren't doing things they're not supposed to be doing. And we can have somebody focused strategically and full time on planning. And that was take into account, you know, not only our suggestions of short and long term plan, but their recommendations and, and really honing in how, how we position these ships and when, and what we need to get done at the highest priority versus versus kind of a crisis management of, you know, we gotta keep what's running.

What's the minimum we can do. And, and we haven't had a lot of money historically, right? I mean, especially from the state side and the federal side we've been getting by, but you're right. We have an opportunity here with this 200 million annually for the next five years. And maybe more that somehow we can work that into operations and capital along with other money in the, in the infrastructure bill, just our standard federal highway money to look at extending the life and or the replacement cycle of our vessel. So we have an opportunity here. I, I hope we can take advantage of. I just would like to add one more point to that is when we're in our annual shipyard, when the American bureau shipping is our classification, society comes down and looks the vessel and the coast guard inspectors are there. There's there's things that are just gonna come up. Like for sometimes we, we know that an area is, is bad and they've given us a pass and given us a pass and now you come in, they do more work. And they're like, no, that's it. You have to fix this. So not all of the shipyard extensions are product of, for planning. You know, some of 'em are that the coast guard, you know, they come in and say, no, no, no, no choice. You're doing this

That is one time, five year money speak a little louder. I want the one time, five year money makes me nervous when you start operational costs within that making long term, more for capital type things to through the regular process of while we work with the state and everybody else for the operational side of something, this board to be spending more time on. Sure. Might hear the operational side of on

That, on that, on that point, Rob,

You know, one of the things I think we're trying, you know, this, isn't this bill from Congress, we're trying to message. Isn't stimulus bill. It's not, as far as we know, it's not one time. This is the new highway act, which is, you know, they pass these every however often. And as far as we know that they could go on, they could reauthorize that we get another five. We don't know what's coming down, but your point about less for operational, that's something we can look at right now. We're looking at the more you put into operating, we can save all the revenue of the system. I think the governor it's been announced, the governor's looking at a bill to create an endowment of sorts where all the revenue system goes into some kind of savings account or future use. So there's a mix and match there. You, you all know the fiscal situation of the state. So any money you're not putting using of this federal, you're using state money. So if that's the balancing, the act, the governor has to do an O B. So yeah, certainly something to talk about. And I agree the planning for vessel replacement, it has to be look at, you know, a lot of our ships are very old and need that, that modernization lead to have any longevity. So

Yes. Thank you. Guess I have a question with the SMRs and the extent of planned yard work and deferred work that may have to be done and the budgetary issues, how, how is it going between the communication getting into a yard and the money's available. If, if a, if a final yard plan isn't complete right away, the costs going higher because the yard doesn't have the re the, the parts and necessary materials to do what has to be done, cuz the timeframes that they're being notified and are those bids going up because of that. And is that affecting the amount of time that these vessels are gonna be in the yard is extending it out at all? I guess, to some of my questions, how that system working out right now.

Yeah. In response to that, I would say that the impact is, is quite significant because it impacts the, our shipyards in their timeliness of being able to commit to new work, certain ways. Another impact is that when we are coming late out of the yard, the operational schedule she'll get changed up. And so understood it in your comment that yes, there is a lot of, of impact and quantify. That could be a, a value we could judge captain, do you have a follow up and if not, I'll go to captain hill.

No, I think that's it. I, I, we all know that unscheduled work always increases the cost. So it's just a question of how much of the potential plan work is, is communicated. And, and so at least the in yard budget can be tightened up. Thank you.

And, and, and so far we're on track for, for, for may one, probably one of the challenges there is the last time we met, we meet every two weeks with a working group. Actually, deputy commissioner myself have been doing that for a while now, meeting with the us customs and, and, and, and Canadian customs. And some of the problems we've got is we're gonna have to get down. Two pretty is R to get checked off the things that we've had to do. And apparently Canadian customers are still somewhat restricted as to their ability, you know, civil servants, their, their, their ability to move around Canada. So it was kind of the first yellow flag, but we, we think to work through that and being very hopeful for our May 1st for a May 1st start in, in prince, the dock facility is secure underwater. We've done a, we've done an underwater survey of the dock at, there was a concern there, but the dock's okay.

And we've got a punch list of things we're gonna do above the deck. The, and that's that's being done. We had some things we had to do in the terminal, permanent controls and gun and document say, if we had to put new LA on computer lines in there and we'll finish up with some signage and whatnot. So, so we're getting close. Once we get to that point, then the second phase is we have two years to do some major renovations to the up ones. And we're not even exactly sure what that's gonna entail until we get on the ground with us and Canadian customs. So starting to run by may one, we're very hopeful. And I know it's a very popular route, especially for those in Southeast, we have provided private contract service with the cattle Morans in the, in, in, in the villages. And we ran Lin canal until the end of last month.

And then luckily we were able to get the Talina accrued up. That was another challenge as was very challenging, getting that boat up and running, cuz it hadn't hadn't run while. And our crews on board did a great job. The captain and crews, we had a lot of certifications. We had to get renewed and updated and see, you know, COI drills and things like that. So we got, we got, we got that ship running. She's gonna run until we get into the shipyard for its overhaul in April. And then I guess we kind of see where we are growing wise after that. So, you know, we've had a lot of successes actually and some challenges, but so far things are going pretty well this year right now. So that's kind of it, you know, big picture.

Great. Thank you captain. Any questions before we move on?

Wonderful. So I'd just like to highlight the theme that, that stain the course towards reliability. And that's really been our main guiding principle over the last few months is again understanding that we have, but we're trying to meet the meeting through, you know, any needs possible and should hand it out to the crew and staff getting Catalina for example, was, was very difficult and they were able to pull that out. So things like this working together, it's been leading to success. And for the record, I didn't announce myself once we got back inspect and I'm with.

So while we have been looking at ways to stay reliable, we've been evaluating, saving from the perspective of strategy, operations, maintenance, and engineering. And so a couple things to point out here with strategy will be our efforts with communications and then what we have for performance goals, X, Y, Z, and with communications, we've done a few things towards this end, which is about focusing on improving our internal and external communication. So with internal communications, we understand that we want to improve the bidirectional feedback that we get with our staff and that includes vessel shortsighted management. And so we've created internal engage engagement portal on our website on the, on the state side, on our internal server so that employees can go on there and offer comments at any point and they can do that through the public site. So it's the same methods of communication, text message phone.

So when folks are on the vessels and modified comments, they don't have to have a computer request. So, and that information has been available to us. And we've also formed a staff advisory committee and there's about eight or nine members on that staff. And we've met one time prior to this meeting. And they're really looking forward to working with this board and providing feedback or providing information to you in the perspective of our staff. So we do have a forum in place that start bouncing ideas off them. And they'll also be working with us on reviewing the test replacement special that the TRB design as that's moving forward into the next year. So we're really excited about this. They're focused on morale and some other things that everyone wants to work hard to see improvements on they're right now, planning to meet every month. Although there may be a subset of people that will be needing to review the current testing or replacement special design.

So beyond that our, our commissioner and deputy commissioner have prioritized increased visit visit shipyards. So the commissioners committed to being, having all staff meetings quarterly. He was down there about a month ago and took time both on the vessel on, and then again at the headquarters building to really listen to what's going on and, you know, hearing what our staff has to say, and that can inform directions with us moving forward. And then we're also prioritizing getting onto one of our vessels once a month. And this was both commissioner and I went to Talina when it left and I wrote Talina for the day. And that was a great opportunity to connect with regarding external communication, both our statewide communications director, Shannon McCarthy, and Sam has been here as well to help out with improving the, to and end of our social media and the frequency.

Cause we do have a lot of great things going on to it and we wanna make sure that the public is really understanding what we're going through, celebrating those successes. But then when we do have challenges like needing to delay failings or cancel sailings, that we're transparent. In fact, we've targeted on some of our failings, especially out of billing, we have to cancel that it be 30 days in advance that we're providing notice to people we've been able to stick with that so far. And we do have the am hub website, which is newly formed. And while the AMHS public website has great content, this is a little bit more operational in nature. So our plans that we have, which wouldn't be on the AMAs website for reservations are on the website discussion

Regarding comments, we are able to receive them and we right now, the volume hasn't been high. So we've been able to just manage it through email and recognition of that, the comments and recommendations we'll go forward into that internal advisory committee. And so if there's action that's being recommended that we can decide on, on how that's and on that website, we've sent it out on newsletters when there's been internal staff newsletters. And, you know, we have the, the link where people can go. If the staff wanna provide comments or enter into the conversation, it's also where they can go to become a part of that advisory group. So if they wanna join that, they can provide information saying that they are wanting to engage. And so that's how we form this group currently, ideally moving forward, it's a place where we can have more surveys once we understand what we're really asking for from our staff, what we wanna know, we can put that there and it'll be much easier to have a direct response than right now. It's an open comment box. So be pretty committed to find open comment.

Thank you. Yeah. So we touched base briefly earlier on performance measures. And as I mentioned, there was an effort a couple years ago with Matt McLaren, that to create some of these transportation service measures back from you have before in your, in your previous service. But we do have 87 measures that he's identified. And then that was reduced to 24, which seems to be the key ones. And here I've listed them out with those 24 are, and they include conformance to plan as a general topic, timeliness, accuracy, and cost. So within that, we have these metrics, which we thought of value in order to understand how are we conforming to our plans? You know, are we being timely? They're on time departure rate, what we want it to be. And then on the next slide are the cost, lots of information on costs and then accuracy, for example, what is the utilization? How many passengers are on our vessel, what that percentage. And so have this here. If you go to the next slide, you have just an example of some of this information. And I say example because it's not current data, but just an example, as you start coming up with the metrics that you'd like to see happen, you know, what this information could look like. There is a lot of, of data in the, in the background that once we know what we're asking, that we'll be able to have access to and can share

Next one, This could be another possible one that the board members would like to look at overall completion on schedule. Cause we understand that this is challenge sometimes given the high rate of discovery on our vessels. And so knowing our actual day plan date, and if we've been on time or not, it's a pretty simple one, but it does overall provide us with a pretty nice view of what's going on. Nice to have numbers, Any question on performance metrics?

Yeah. The, that all these there's 24 listed here and are each one of these written out in more depth?

Yes. Just provide that. We do have a summary of, of how that's calculated and then a, an actual calculation for it. We have a slides show that we can when you are ready for what those are. And then you could decide, you know, if you want us to keep track

The hub that here did not have a Fleet Conditions survey and the cost estimate, or that it be similar to the Tazlina at the time,

For example, the Kennicott, there that for big red, $60 million is for power. You know, at some point she's gonna operation big red bar for, do we think she was about 10 years out from that boy.

Yes, probably less than 10 years out for that. We're looking at it now.

So the fee condition surveys are done on average nine months before they get into the yard sometimes itself closer to a year in advance. And after they do the fee condition surveys that work that's on the recommended work list gets fed into a vessel onsite assessment. And here's where we have a team. And this is in our, the process of the, the engineering board. We have the vessel and shore side members participate in the assessment where they're evaluating the, that includes like the port, captain support engineer and port steward, and then working with the master on the vessel and the chief engineer. And then from there that work is set into the scope board for state funded overhauls and our Federalist funded C I P. And the target there is 90 days prior to it getting into the shipyard. And while it gets into the shipyard, you know, there are changeovers that occur due to the discovery work.

And also not all work that we're testing for in tested prior to entering into the ship yard and our engineering, the vessel start engineers come up with a number of items, including the weekly vessel status and construction reports. So there's a lot of data that comes there. We also have monthly 8 35 logs and our ship maintenance request reports that they provide on a monthly basis. And those are distributed out to staff. And then there's daily plan day reports, which are circulated between the, the vendors that are working our contractors and the, the shipyard and our staff. So there's a lot that goes on. And because of our short handedness, it has been difficult for engineering to meet this schedule. And this is one thing that we've identified and we're looking for solutions to this, including getting our, some contractor support. We just had a vessel construction manager retire. He's been with us for a long time. And then one more is retiring two months from now. So they recognize that they're shorthand and with the amount of work that needs to be done there, looking to partner with our, our consultants that have been with

Question. So the LA two is, excuse me, the LA's in the yard now, is this work being done now? Or is this what I'm looking at? Yeah.

Would you specify the details that are currently in the scope of work for LeConte

As you're looking at this next slide that you have out with the fleet condition survey and stuff. And I think this is where from the masters and chief engineers point of view of looking at upcoming maintenance, where I'm gonna agree with the disagree, with the priority of some of these things. And, and, and it's a balance. I know everything's a balance about money and it's prioritizing what needs to be done versus money that's available. But, well, the previous slide that Catherine had up there of the Matt ISKA, that was the wastage of the, of, of the, the officer's mess that was there. The little rust area that was showing that was identified through USR back in 2016. So, which is it got called to the carpet coast guard, saw it this year. It except what's this, why haven't you fix it? Can't let it go like this in more. So that was something that came up almost halfway through our shipyard. Now you gotta fix it. So it's very much a, a delay to the boat coming outta the yard.

Can I ask, is that more function of lack of communication between the vessels chief or, or master and management at KCO who is working through all of the other steps they have to do to get the shipping lay and what they know?

I, I think it goes back when you go back to the slide, when we're three months out of shipyard or, or, or a month outta shipyard. Yes. It's all about communication. It's about sitting down and figuring out there's just much money, you know, where do we need to spend, what has to be done this time? And you, we lost a lot of time in the first process of our shipyard. I've been told that the Lakas lost a little bit of time going the shipyard because we're spending time to figure out what work needs to be started. You know, what's gonna happen, you know, what should they be working on? And, and these things need to happen before the boat gets in the yard. So we're getting into yard and then we're making a plan versus having a plan before coming into shipyard.

And that has been a request that's been made by our shipyard contractors, bigger, as well as something that they're really looking for. I I'll just touch base briefly on this because it informs the previous slides. And that was the red items are all high urgency and or cost more than a million dollars. And these ones are a lower level urgency, but it's also important to know that well, in, in the work, in the work that has been identified through our ship maintenance request, that is, we have that gathered in a database, which is currently managed by, and this was pre, this process was recreated two years ago. Cause they understood the feedback wasn't working. Well, it was hard. We were using tackle some of the FMRs, but we now have an Excel spreadsheet with all of the FMRs and a lot of data points on there such as when there was originally issues, you know, and, and who has been on the approval side of it. We need to work with the original FMR still to, I expand this database because to captain Hillary's point, some SMRs are getting rejected or they're getting returned with different priorities. And so being able to have the justification for changes made to the SMRs that were based on vessel recommendations, that something that we've identified that we need to include,

It's not just vessel recommendations. It's it's regulatory recommendations. Okay. So like the, the, the picture of the seal and the gal there that was called out by regulatory, like you must fix it. And so it it's not, and, and everything that's in the red, there is not necessarily stuff that is called out by regularly. Some of that is stuff that is delayed maintenance. And, and I I've mentioned this and, and this is part of the history of the cycle of money, different governors, different management that were there's, there's no more robbing Peter to pay Paul that time's gone. So some of these issues in the red are things that have been and deferred and deferred and deferred that what we're running into, there's no more deferring some of this stuff now. So part of these graphs and the monies that the period needs are due to the last 10 years,

Of that work, that's recommended the 224 million. Some of those items are indeed plans over into our five year engineering master plan. And those items are listed here at this table where it's out plan CIP P work. Those are federally identified work items. We have that our engineering and management have decided we should apple first, the slide that we saw before did not include our state funded overhauls, which is sometimes able to address some of the items that are in that recommended list. We move forward. One more, we've got a slide about our ship maintenance request process,

And you can see this is attached into all of the forms when staff are filling out the ship maintenance request forms, you know, this flow chart is there so that everyone can understand the process, but there are like five levels of approval that needs to happen. And board gets into laws. And what the staff would like to see is a way to track these so that if there is an SMR that they've submitted, they can see over time where that is by going online somewhere, that's something that you feel should be made available. And, and secondly, not all of the SMRs are actually in our recomme is S that's prepared by Glosson. So we are working to do a better job of merging those two things together so that the SMRs and the fee condition survey, and any other work that needs to be done is in one place. And that, that communication with the vessel staff and our engineering side is we've got that communication happening regular.

So can I, the ship maintenance request that we're talking about are, are they on the slide? That was just before that, when we look at these big scopes of work, these are, these are the big C I P projects only. And these others, the SMRs are basically what we do at ship state, correct?

Partially yes. Sometimes the shifts maintenance requests might be in, in future C I P work depends what it is. The Matt, me, Matt mu could use new generators. Their generators have, are very old. That is an SMR that I've, that I've written up, but it was just written up this year. So not in this, this, this monetary thing things right now. So it just depends. And a lot of that, like ship maintenance request for, you know, outdated carpet or things like that. There's just a lot of that, that doesn't get generated into the gloss and things. Gotcha.

Yeah. Great, great. Well, I, I mean, as far as challenges, you know, we're, we're, we're into our, you know, first, first, full year of, of scheduling. We've never done that before. And so we're, we're well into that and that's, that's working pretty nice and that's, that's, that's been challenging, you know, given there's a lot of coordination between what goes on in the shipyards, what goes on with federal C I P projects fitting all the pieces of puzzle together, trying to reduce gaps as much as we possibly can. So it's, it's, it's, it's, that's, that's been challenging. We, we are working very hard to try to hire more vessel vessel staff back we've we we've lost, you know, quite a few from COVID things like that. We've got a pretty aggressive marketing campaign in place. We're working very, very closely with department of labor within, within the next few days, I will have signed a contract with a professional job placement service at specializes in finding Marine personnel like we're looking for.

So we're very encouraged to, you know, about that. We've hired about 40 new entry level positions over the last few months. So that's, that's positive. We've got about 50 more that are trying to get documents. It's very challenging with, COVID just trying to get the documents they need working through, you know, the coast guard headquarters in Virginia. And that's a very, that's a very slow process. So, so, you know, that's, you know, that's, that's been challenging. I, I think probably, you know, some of the successes that we've had is we've, we've got the demeanor replacement rolling along and you know, we've got, you know, we've, we've, we've put out correspondence looking for interest recently. We, we, we hope to be able to have an RFP or not an RFP as we're running under CMGC, but, you know, be looking for a shipyard by the middle of March.

And we're very close to having a project manager on board. There's a very highly qualified person, former high level employee within the Marine engineering department who has a lot of experience in the early days in the TuiNa the tu replacement design. So it's, it's been challenging to, to, to get that off the ground, which, which, which, which we've done, you know, the Hubbard we've got, we've got co cabins started on, we had a little bit of a slow start with some federal contracting issues there, but we got that resolved and we're looking at an October one delivery. It'll now be challenging, getting the Hubbard back into the, back into the scheme of, of, you know, getting the ship online, you know, simply because we are shorthanded out in the fleet. So it's a matter of keeping ships running while we get a crew on the Hubbard to get it all certified, cuz it has zero certifications and that's a process, you know, I mean it, it was a day boat and now it's gonna be a 24 7 boat.

So this and challenges there, once we get to October 1st, actually prior to that, we'll have a cool board it and get it ready to go and then get it into service. Prince Rupert, a lot of challenges there. I could probably talk all day about what's going on in prince a few years ago, the United States and Canada signed a major agreement called the land rail Marine and air agreement. And basically what it did is it turned a lot of these, you know, clearance facilities, both in airports and land and in, in water based terminals like ours into what they call full pre-clearance facilities. We have never really done. Let's consider it to be full pre-clearance in prince. We gotta start doing that. This will allow the agents, us customs agents that we take down with us to be armed in the, on the terminal. And we we've had some things we've had to do in a, in like a two phased process to get running on May 1st.

Well, you know, just general, you know, you know, general maintenance work. We, we, we did get a request by the coast guard to have us clear out what we call the shaft alley and go looking for bad steel because it's, it's been a problem area on other ships. And, and this is a kind of a prime example of what we run into, you know, totally, you know, something we weren't expecting and the inspectors come aboard. It's been a, been a problem on other ships in the shaft valley area, Paul Jones, and we'll know where that is. And we'll clear that out and we're gonna have to UT shoot that whole area to see if there is bad steel there. Not that we assume there is. So, so some of the challenges, but, but no, just, just, just general work, work on the engines equipment with, with doing some coatings, you know, and we'll see if we get into any steel replacement, we weren't planning on steel replacement until, you know, this one came up with the coast guard and of course we have to comply with that. So, you know, we feel we're on track to get the, you know, get the LA county out on, on March 1st. We don't say anything unless something real unexpected comes up in the alley with the steel. So pretty, pretty general course the COI and all those certificates. And, you know, you know, working on, you know, safety equipment and life apps and all that, stuff's gotta go Asho I get repacked and tested. So, but we're on, we're on track with Le Connie.

I'm gonna disagree with this slide a little bit. I'm not gonna speak for every captain and chief engineer, but us going into the yard with the mountain is the, the chief engine. I had no idea what was planned, what work was planned, what was scoped going into the yard. So there's a, a stop, there's a gap in that three month or three week yard or month out thing of, of actual planning of what's going in the yard and what's happening, what loss is recommending versus what shoreside engineering recommending what's actually gonna happen. And even the shortage in the shipyard when we got there, what, what was expected of them once we arrived

I may, you know, tend to agree, you know, we are, we are short-staffed, not only on the engineering department with, you know, midlevel the, you know, you know, midlevel engineering and, and the same thing on the, on the port cap that side, you know, what we have done very recently is put out a request to our ability to term contract, to bring in engineering support from the outside with term contractors, we've just done that. We've gotten to a point where we just need the extra help. It it's actually slowed down the SMR process. We've had an SMR process for years and years and years, but we just got to a point where we were almost getting overrun in the office, trying to keep up with it. So we brought in a consultant, we brought Loston in, and I think we're gonna slowly see a real steady, positive, you know, movement on our ship maintenance request things. But yeah, I would, I would agree with the captain there on that one. And some of it has to do where the shipyard is shorthanded. They are. And we've been a little shorthanded in, in, in the management end of things, both on the ops and engineering side. And, you know, we are, we are trying to replace those shore suicide positions. They've been included with the contract with the professional job placement service. So yeah.

Yeah. Thank you. And I reiterate this as well, cause it a common comment is that this process isn't happening as our vessel staff would like to see. So real effort going into this and working to create a, a more streamlined database of our maintenance and having those conversations moving forward, my priority and the Mr. Carson's comment about is what's being done on Macon in the recommended work list. That's something that we also need to have a better system of, you know, here's the recommended work and this is what's being done so that it's really easy for others to look and be able to see from the outside what's happen while the engineering staff will have that in their head. It may not be documented

Just on the on time departure, one of the tracking being in operations, I, I don't think that's a good one to track just because for sometimes I leave early tides there's sometimes I leave weight cuz there's time built to schedule, but sometimes we leave weight through the medical accidents. There's, there's so many variables of that, that I, I just would say that would be copy a good, accurate reflection of what's actually happening. So it's just too many variables

I I'm, I'm pleased to see the, the, the depth of metrics available. And, and I would suggest that, you know, it's good to know the landscape. I think this board has to focus itself on, you know, systemic and mission delivery metrics, as opposed to sort of operational details that, you know, they're, they're, you know, our, our purposes strategic and, you know, mission driven and as opposed to sort of operational details. So I would hope that we would be able to call this list to the, the metrics that most drive towards our specific role. And, you know, there's a theory called the, the seven levels of why that if you ask why enough, you'll be able to drill down to the real reason for a problem or an issue. If we're seeing that something isn't happening at the strategic or, or mission level, it's, it's good to know that we could drill down probably many levels into some operating D details, but as a general role, I'd like to see a stay at high level.

And so as we move into engineering, one comment is I love the seven levels why I've heard of five, so seven really good there, no doubt. So within engineering, as this has been decided that this is one of the top priorities for this board and the survey that we requested leading into this meeting, the consensus was that engineering was a top priority topic to move forward with. So we've provided a little bit more information here on this, just to give you some things to be about. And if you wanna move on to the next slide mentioned earlier that we have feet condition surveys, and these are prepared by gloss and these are done annually on every one of our vessels and these are available online. And this information helps us to project the magnitude of work that could be expected in the upcoming years for each vessel.

So the bottom of this graph talks about the four main life cycle from early vessel operation and, and past retirement and an early vessel operation from, you know, zero to 20 years, you could expect there's a low level cost affiliated with it, but once it gets past retirement and over 15 years into extended operation, that's when we see, you know, increased structural challenges and the discovery work, which leads to expanded scopes of work. And of course the extended over whole time, these costs are rough order of mag estimates. I wanna point that out. They're not engineering cost estimates, but when you look at the whole picture here, what we see is that there's a lot of high priority items that total of 224 million.

These are all items that have been identified in the last years, recondition surveys. And it's not necessarily a, a planning. It's not saying we have identified, this is planned and unplanned board altogether, but if you calculate all the work that needs to be done for each special, this is what that costs. Some of them are of high urgency and high investment. And some of them are, are lower level.

And, and the Hubbard is going to be integrated into that.