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Mr. Dalton stated that that was the whole problem with this. He had ars engineer tell. <br /> him that it was over 101000 GPD. He knew that it was over that amount. He knew that <br /> he had problems with it. These guys they Just carne in and bought a restaurant. When <br /> you buy a restaurant all you look at is the number of seats that they had because that <br /> was how they made money based on the number of seats. The BOH had since 1997 <br /> approved all the seats every year. Fast year they had re-affirmed that they had that <br /> number of seats so other business decisions were based on that and money was spent. <br /> Everybody thought that these seats were going to be done. The pressure was then on <br /> Mr. Hajjar to bring that complex into compliance, not to reduce seats. well, he has <br /> that option to reduce seats. It was really his choice as a business decision to talk to the <br /> restauranteurs and try to buy a restaurant to do something with, or to get a <br /> groundwater discharge permit. The board was in a tough position because they had <br /> made decisions that weren't appropriate. <br /> Mr. Ball agreed with Mr. Dalton that they understood they were in a tough position. <br /> During the approvals of all of these increases in seats throughout 1997 and on. The <br /> always thought that it was under 10,000 GPI . They would never have gone over <br /> 10,000 GPD on approvals. <br /> { <br /> Mr. Dalton asked if it was because they had all been dealt with individually and even <br /> time somebody carne in with a restaurant... <br /> Mr. Ball stated that whoever submitted plans to the hoard with the flows, whether <br /> knowingly or unknowingly always said that it was under 10,000 GPS]. So <br /> automatically they said well okay, what did you have to pay with? well, I have 2000 <br /> GPD of flow lets say. well we'll give 20 seats, no big Ileal. Thea regulation# o <br /> kicked in and what it cane down to was that they were well over. <br /> Mr. Dalton stated that what it looked like was that they came in for Building A for <br /> example and said what the flows were out there. They had 2000 GPD, but they didn't <br /> loop at the whole complex. <br /> Mr. Richardl stated that if they had Mr. Carbonneau do it. If he had done it at least <br /> they wouldn't be at the IEP. That was the other timeline. <br /> Mr. Harrington stated that Mr. Carbonneau was the one who gained the most out of it. <br /> Mr. Richardi continued by stating that in this whole Ileal it was a pilot system. If he <br /> was probably or any of thein were in Mr. Hajjar"s seat they would probably be doing <br /> the same thing. You couldn't run everybody over. They were there and they had to <br /> deal with it. The board was here and they understood that. They were dealing with it <br /> day by day with the guy. Mr. Haj j ar had put him through the wringer. . <br /> Mr. Ball stated that if he fully understood it, the Subway and the bagel slop were the <br /> last two to get their seats. <br /> 2 <br />