Maria Pope: The next bucket is really around the detection and that’s where in the quick response. That’s where those relationships and that technology really come to bear. And then on the rapid response to make sure that if there are any sparks that we’re able to put them out quickly. So it’s a lot of work. It’s definitely a year-round process and is a changed operating environment that we have today and we’ll have as we move forward.
Shahriar Pourreza: Perfect. Thank you, guys. It is taking enough time, and Joe, congrats on the spot. I appreciate it.
Joe Trpik: All right. Thank you.
Maria Pope: Thanks, Shahriar.
Operator: And thank you. And one moment for our next question. And our next question comes from Richard Sunderland from J.P. Morgan. Your line is now open.
Richard Sunderland: Hi. Good morning. Can you hear me?
Maria Pope: Yeah. We can. Good morning.
Joe Trpik: Yeah.
Richard Sunderland: Great. Thank you. Just cleaning up a few items here. You passed a little bit of the CapEx raise in the prepared comments. Curious, those trends should they continue relative to what you’ve budgeted for 2024 and beyond. Is that bias in CapEx upside as well in the forward years versus the latest 2023 rate?
Maria Pope: Yeah. I’ll let Joe take up and handle this one. I think one of the things that we should recognize is that the CapEx that we have is reflective of customer needs. We have been impressed with the number of new connects that have continued as interest rates have gone up, as well as the amount of municipal work, in particular, road-widening, Joe meant in his prepared remarks. But in addition to our large digital and semiconductor customers, we continue to see growth in our region. Joe, do you want to address a little bit more on that one?
Joe Trpik: Sure. Richard, good morning. Our long-term capital has an amount as you look further out of $800 million that is for what we’ll call base capital. To Maria’s comment and we will continue — continually reevaluate here, as we see, what I’ll call it, our customer demand or customer growth-related items that could be incremental to that $800 million. We will look to do an adjustment here to our long-term plans. We’re going to continue to watch to see where customer growth goes. Of course, we include within our forecast at a volume of connections, road widening, things like that for customers. Those type of items can be variable and to the extent that trend continues to hold at a higher rate, we will evaluate either is there room in the budget to displace something else or if we do need to take a look at that long-term trend of $800 million if it needs to be at a higher rate.
And we will continue to do that. We’ll do that with our next annual update that we do here and then, obviously, that will be something we’re keeping a watch on as we go forward.
Richard Sunderland: Understood. Understood. Very helpful there. And then just switching gears to the NVPC outlook. I think the commentary was very clear, but I just wanted to drill down a little bit further on kind of 3Q to-date versus 4Q. So it sounds like the 3Q dynamics have been a lot better versus 1H and then if you kind of normalize 4Q versus the challenges last year, you get to your outlook relative to baseline versus where things came in in the first half of the year. Is that effectively in or I guess what I’m curious about is what you’ve seen so far in 3Q and how much that gets you there versus what you need to see on 4Q?
