Steve Rasche: Part of it is, Selman, the cadence of underlying projects. As you know, we have ongoing projects that are the upgrade of the system, but then you have chunky projects on top of that that tend to fall in discrete time periods. And there are a couple of chunky projects when we get to fiscal year ’24. So that’s really the explanation. We’re also ramping up a little bit more of the ultrasonic meters as we get into ’24. So there’s a combination of factors. We have obviously very detailed plans because we need to be planning six, 12, 18 months in advance to make sure that we have the right supplies and materials in order to meet our goals.
Steve Lindsey: I think it’s the continued capital plan that we have relative to our infrastructure upgrades, our new business, which runs in the 15% range. Steve mentioned a few of the innovation projects, such as ultrasonic meters. But then I think we really start to pivot to other parts of our systems, such as transmission, integrity, reliability, system improvements, pressure improvements. And so really, as you think about kind of your — and your temp plan, this is just the next priority in terms of the way we’re thinking about long term investments. So it’s really — I think it’s a building of where we’ve come to this point relative to — for the most part, it’s been infrastructure upgrades on bare steel and cast iron, it’s the next transition for us.
Selman Akyol: And then can you just remind us or any way to quantify how much of this is going to fall under ISRS you think?
Steve Lindsey: And again, that’s kind of where we start to pivot. The ISRS primarily covers, as you know, bare steel and cast iron replacement in Missouri. And so those are almost very specific to those type of infrastructure upgrades. I think over time, we’ll look for opportunities to really take that type of philosophy and look at all of your integrity management programs and go spend some time with commissions saying these are the priorities. Let’s help understand and lay out a longer term plan for these because in some cases, they’re more about system reliability and being able to make sure that we have pressure and we have gas during the coldest times of the year, it’s not necessarily just replacing old and aging pipes.
So it’s a combination of quite a few things. Again, ISRS is specific and we continue to have that on both sides of the state here in Missouri. And we’ll look for potential mechanism down the road, but those will be early discussions. And again, I think it’s more around the long term planning for your system and being able to sit down and prioritize.
Steve Rasche: And Selman, another way to look at it, if you step back and look at the totality of our capital spend and how much of that is being recovered with minimal regulatory lag or is driving new business, it’s about 75%. So it’s in the same category that we’ve been operating in for a number of years.
Selman Akyol: And then I guess, one time, there was some consideration of potentially looking at building another pipe on the west side of the state. And so should I just assume that’s completely off the table over this next 10 years?
