Okay, we're going to go ahead and start the meeting. 607. Madam Clerk, take roll. Commissioner Amarati. Commissioner Barabay. President. Commissioner Keeter. President. Commissioner Rosone. President. Commissioner Padodi fidelity present commission of Roby Chairman liberto here. Thank you. We have corn Let's go ahead and accept the minutes of the last meeting. My second. All in favor? Aye. Aye. Aye. Thank you. Yes. a motion to accept the minutes of the last meeting. My second. All in favor? Aye. Aye. Thank you. Mr. Director. Good evening, Chairman, Commissioner and staff. We're going to have a same presentation format like last month with progress division who made some new activity and they have new update to report. And after that, we're going to go through the CIP transition plan from Black and Witch as it was directed on last week commission to us. So we put the plan together and I would like to present it to you all next week is going to go before the Commission as well With that I will turn it to staff who will start with our financial monthly report and then we take it further Hopefully it will have any ask any question you may have on Thank you Good afternoon everyone. I'm losing my voice. I apologize for that. I'll try to make this as quick as possible. So, is this on screen as well? Okay, so the budget overview. We have nine divisions and I'm illustrating the total budget, the actual expenditures and remaining funds. So I'm going to highlight the remaining funds for the administration division. It's 18.7 million. And some of the reasons for that is we have debt service around 5.2 million that hasn't been paid as yet. It's scheduled, but it hasn't actually hit the account as yet. We have $10.4 million in internal transfers and just about 1.6 million salaries. So coming down to division 904, that's the water plant. We have about 4.9 million dollars remaining and most of that is chemical expenditures that we plan for remaining part of the fiscal year and salaries. Salaries are about a million dollars. The next one I'm going to highlight is the wastewater fund. Waste water fund has just about $12 million left. And most of that is made up of salaries, capital and chemicals that we plan to purchase, as well as internal transfers and debt service. Again, for all of our divisions, we have a total of about 188 PEOs opened. $12.1 million in PEOs ordered. Remaining balance on these PEOs, meaning we've liquidated most of it. However, the remaining balance is right now $7. million. Any questions? On the listing for maintenance, would maintenance include fuel, vehicle costs, vehicle repair to? Is that all included in one? Can you point out which division you're talking about? Oh, from 909? Yeah, yeah. 909, the actual division manager is here, but they maintain the water plant, like the assets at the water plant, as well as like the stations, things of that nature. And Commissioner, every division have their own costs related to maintaining the vehicle on their own division budget. So with that, our maintenance 9-0-9 won't cover the cost for water distribution, you know, fleet maintenance has related to your question. The department has mechanics and electricians that service the assets at the water plant. Thank you. And I was just questioning if it was included in maintenance. Oh, well, maintenance for the vehicles assigned to that division. Okay, thank you. Thank you, again. Next, we have our community outreach updates. Good evening commissioners, Mr. Director. Community outreach. Some of our achievements were proud to mention and to share with you about our golf tournament, third annual golf tournament classic was our platinum event. We were very successful with it. We made it for minutes amount of money, had a lot of fun. We just had a great time, the money for we care the share. We're able to give back to our community. So that's some of the great, great points of the whole event. We do have a video, but we didn't bring it tonight. Next meeting will bring it so you can see some of the highlights of this a major event. Some of you were there. I do commission of Whitney was there. And he can contest to the fact that it was a huge success. We had of 132 golfers. We made more money than we did last year. In fact, we made a record number and so we feel real good about it. And so we're looking forward to the fourth annual. And next, the fourth annual, we'll see all of you there. Okay. The highlights for the month of March, where we had the participation with the career day and what participated with the career day with the full-fled elementary on March 20th. On March 31st, we participated with Sunny Outs, which is good. I got an opportunity to meet many of the community leaders and stakeholders at the event. It was called the Family Resource Day, FPNL and many other corporations were there. North Miami Beach was in the house and we were able to talk to the commissioners, the community in large. Let them know that we're there for them any information. I was glad to have customer service with me there. If they had any concerns about their water bill or anything, we were able to answer any questions and give them good information about water conservation and what we're doing in North Miami Beach. And so it was just great having the synergy with them on that day. Our social media engagement is growing and we're connected with all platforms. So we're enhancing that. And so stay tuned for more of that to come. What a conservation month is the month of April. We're proud to say first time in the history of the city of North Miami Beach, we're doing a fire hydrant painting program. We've kicked it off with four local schools, three of them. Our day county public schools, we're engaging with, we're getting all the necessary paperwork in terms of the whole homeless agreements. Thank you, Mr. Johnson. We're working through all of that. Some of the schools have already kicked off, full for elementary kicked off the other day, and they're working all week long. They have full fire hydrants that are going to be painting. You should see some of the work that they're doing there. I'm sorry, I don't have any pictures with you. Next time I have some beautiful pictures, but it is marvelous. You can go on our webpage and you can see some of the stuff that they're doing. So just to drive home the whole idea about water conservation and getting the kids to understand the importance of conserving and saving water. And it's a good segue to talk on April 25th. We'll be having a day camp right there across the street in the public service building. We will be teaching the kids about water conservation. Also, take them down to the engineering department. They'll be touring our entire building, going down to the engineering department, and learning about what the engineers do in terms of what we connect it with water. And we'll bring them out too, because the because the kids they love the trucks so they'll get a chance to see a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a decision to make a project of the year, the O'Leah Project, Waterman Replacement. We got high honors about that. Our director will be there being honored for the project of the year, the O'Lita Project Waterman replacement. We got high honors about that. Our director will be there receiving the award. And so we're excited. Stay tuned for more of that kind of good stuff because we're doing a lot of good stuff in N&B water, but we just need to make sure that we highlight it and let the world know how great we are. And also, we got a great water. It's not on the slide, but we have a water plant tour with Torres Ames Jewish School. We've got 12 young boys. We'll be working in conjunction with one of our commission's commission of Florida. We'll be working with us. 12 boys will be bringing over to the water plant, educating them about water and how water is processed, and how the plant runs. And so to be a sit down educational tour event will be, you know, again, giving them some nice swag bags and some good information about N&B water. When they leave, they'll be very knowledgeable about what N&B water is all about. And in the month of May, National Drink and Water Day, and we'll be between May to 4th and 10th. So stay tuned. We'll be advertising and promoting a lot of the good stuff that we'll be doing in N&B water. Any questions? Also you have employee appreciation? Yes. Yes. On April 18th, Employment Thank You, Mr. Director. May 18th, we have Employees Appreciation Day. Thank you to our Director to acknowledge and will be awarding many of our employees, the employee of the year and all that kind of good stuff. Tindered employees who've been here 5, 10, 15, 20 years, 30 years will be honoring them and highlighting their highlights and what they've done. And just kind of the whole department come together and to have a good fellowship and eat some good barbecue and reflect upon the good times. Thank you. Thank you. Wait. On the award for the O'Lieta River Crossing, what was that award based on? Was it the technology, the engineering, what was significant? I'll let someone who's more specialized in that, Sam, talk about it. Good evening commissioners. The American Public Works Association rates projects based on first the project cost. They have different categories. Or project was not only highlighted based on the level of effort that took to perform the work, but also the initiative and the community output the intent and overall environment aspects of the project. but also the initiative and the community output, the intent and the overall environment aspects of the project. And also the limited disruption on the community throughout the project. That was another factor of that. They considered it. Right. I know it was part of the park in a section where that. So thank you. See, Commissioner, I taught them to say all that. Okay. Well, this one you should be able to do. So the fire hydrant painting. When you send the pictures, tell you what, I wouldn't mind having a list of where they are, the corner of whatever. Okay. I'd like to pay attention to it when I drive by and I'm all over around here. I'd like to see them. Well, I can give you a little heads up. You can drive around the high schools, their six fire hydrants, we painted them while all white. We'll be transforming those hydrants into a design, school colors, mascots. You can go the full furred over here. You'll see at least one of them that's already painted. But all of the fire hydrants, all 19 fire hydrants, excuse me, all 14 fire hydrants all painted right, right, courtesy the 908, thank you, Pedro and the group for getting them to give them kind of like a base and the kids will paint over, kind of prime over it. So you can drive around, Allison Academy, which they only have one, and then JFK, which has like three of them. So they're primarily going to be around the school? Around the perimeter of the school which we thought was pretty prudent to because it's safe. We engage with the local campus police and also our NNB PD. We'll be there as well to make sure that it's a safe environment for the kids. Okay, good. Pretty neat. And get the police crayons. Yeah. Yeah. So it's a, it's a really great. Any more questions? All right. Thank you. That's it. But thank you for that. I'll keep an eye out for it and it explains because somebody asked me about the white paint and aren't they supposed to be yellow. Yeah. Now I know. Yeah. We're going over some small legal hurdles that Mr. Johnson's have with high school so we'll see how that pans out. But stay tuned. Great start to come. NMB social media also posted some picture of the height. Yes. You know this thing. Jerry, take some. You know, we'll hear that. You guys can check that out as well. Yes one. All right. Thank you folks. Next we have our plant production and maintenance. Our plant maintenance manager will present that. I don't know how to yell. We can't wait to do the speaking thing again. This is wonderful. Thank you. In the last month we ran about 266 work orders combined and that helped us to produce around 746 million gallons. We got will 3F back in operational service. It passed all of its testing and got approval from the health department. So That's letting us run all three RO's kids again simultaneously. We're pretty happy about that. How long has been out? It's been out for a little over a year and a half, I would say. Good job, thank you. Yes, sir. We are running an internal VFD replacement program. We've got about seven of the 11 done so far, but we're going to have to pin to a little bit on that for another ongoing project we have with CIP. The clear fire number two has been taken offline for our cleaning and we're doing some in-house rehabilitation on that. That's cleaning up, getting rid of all the rust, welding back up what we need for it. or annual celebrations for instrumentation is ongoing and we're hopefully going to have the reports for those soon. The well 12, which is one of our larger limestone wells, is soon to have a new check valve, gate valve, and air relief with a sampling point. We're also going to be installing a new flow meter for that system. That's why. Thank you. That one is a 16. No. 12. It's 12. 12. No, no. Well 12 I believe is a 16 inch line. Let's see, will 21 and 20 are scheduled to be worked on in May now. Once we get those back online, we'll be able to run all four of our nano skids simultaneously. But luckily we did have the ACs for the VFD booster pumps on the nanos, so we can run all of those independently at full capacity again. For purchase order requests, we're pending fluid controls. That's for the replacement and spares of our road torque actuators, valves, and other components that we're going to need. That item is on next week, Agenda. Yes, sir. And on that as well, we're looking to increase our allotment with RICSO as there are a primary provider for specialized electrical equipment and the assistive performing our annual PMs on the VFDs we have around the facility. So about it. It is on next Agenda as well. Yes, sir. Yeah. I have a valve exercise program. Yes, sir. And how often do we actually make around? For our team, we generally try to do the in-house valves on the sludge, for instance, about once a month. The operators themselves do it much more frequently than that. Our aspect on the maintenance side is to check all of the valves, make sure they're not leaking, check the check valves, open them up, clean the strainer's in. Are there some lures like that, sir? Wherever we're doing the out on the street. So on the street, we are preparing the package to submit the acquisition. Part of our initiative is to go over valve exercising program annually. Based off our current budget, we're able to identify with in engineering team, the critical needed area. We're doing two program at once, which is Fire Hydrant Painting and Valve Exercise in Program, which we're going to budget accordingly for next year. So we're going to have annual Valve Exercise in Program with the report that can update our GIS at end. If anything missed, we can locate it through that program. If anything needs replacement, we can locate it after reports from the program because we have limited resource and I believe that we have over 10,000 valves across the city, right? Yeah. So with the crew capacity, it's obviously you can't get to all of them five year-even how many operators do we have on the trucks that connect the valve yeah you need you know you know but you know as far as operator it's 10 we have the whole crew Uh, what was it such a machine? Right now, we've not used any, uh, uh, a regular, director is saying is we are contracting time and time for solving. Got it. To do that, because of the problem, personnel. We can do that. Yeah, and the cost comparison, compared to our resources cost, It's a very logically make sense. If you contract it out, they will con roll the ball. And it's very logical that it's worth it. So same wish. All right, anything else? Yeah, sir. Yes, sir. All right, thank you. Next, we have our engineering infrastructure team. Good evening. Good evening. Oh, thanks. So this past month we had a lot of location tickets. We closed a 1252 location tickets throughout our distribution system. We have 15 active developer projects that we are currently inspecting the construction of. We reviewed 13 public works permits inside the city limits. It responded to 16 GIS records requests. We reviewed plans for impact fees, 14 sets of plans. So, 36 of the coronadelmar properties were assessed for connection fees. We had a Tried review for a new burger for the reconstruction of the burger king that's on 163rd Street and reviewed an easement for the town of Golden Beach Civic Center. And the impact fee, we're working with our engineering team. We need to update our history of the impact fee. So as far as rate, I think our story is worth 19, 1987. And our water. 2006. 2006. So we're working on some strategy to update our impact fee as well for utility while we're doing the rate study at the same time. Did the assessment, those coronadamer assessment, do you actually have hard numbers on those? Yeah, so basically they're like the individual properties as they're getting as they're ready to connect through our CIP program. Each property has to go through the permitting process and we were reviewing this third batch I guess. We cover those fees. Yes we are but we're reimbursing the utility form. So we're charging the Mazette grant, the DEO grant for the fee. So we're, oh, CRA, CRA. So the property owner is not, not, correct. Yeah, there's not any dime. I could say an issue in the next sewer hookups you want to do. This is going to be the standard. You said it's standard. Very good program there. We have four of them. Yeah, Very good program. On the highlights. Not necessarily good program for city. Highlights. This past month, a transition on the CIP projects back to Mr. Zamacona, our deputy director. I was acting interim for the duration until we found a permanent replacement. Thank you for all your effort. Thank you, Mr. Director. Also, we completed the review of the Bentley Tower Project in sunny Isles and collected $586,000 in water in plant and fire flow fees. Quite a monumental project, that's 62 stories and 216 units. Completed the review of the Nomi Square Complex out in Biscayne Gardens off of 17 tab in you and Opalaka Boulevard. What are the outer reaches of our system at 342 units, seven-story apartment complex. And lastly, we have the pre-construction meeting for the massive presidential estates west project, which will consist of 103 new single family homes and over 6,000 feet of new 8-inch water main and 18 fire hydrants. That is basically in the back side of the presidential estates development where there used to be a golf course, so someone bought that land and They're building 103 new homes. So So the golf course has gone away there. Yes, sir On the locations is that like year to date or was that it was just the month we do about the month We do we do do between 12,000 and 15,000 locates a year. F three three locators. Just wondering because I waited just waited. We can't talk. We don't. But we propose us to do this quicker or what? So we do have a little bit of a backlog, but we're doing the best we can with with the men power we have but we may be in the case. Sorry. How many locators do we have? We have three locators. Two. Three. Three. It's a lot. They're busy on the on the Bentley towers project an anomy square project You know like the nomy square project has more units etc. What's why the cost difference between the two? So it's typically the fire flow fee that's the bigger to get items. So on the Nomi Square Project, they actually put in a lot of infrastructure, which I gave them credit for. Whereas the Bentley towers all they did was a connection, straight connection. So they didn't do any improvements to the system. Okay. Why, are they required to? Well, where Nomi Square is located, the infrastructure is the message. Well, I mean, let's say on Bentley. So Bentley's on Sunni Isles are, yeah, Bentley's Sunni Isles, right? Yes. So they ended up paying more because they got fewer credits. All right, but they don't have to up was the infrastructure recently upgraded? We don't have to over the one that why the building doesn't pay for that. So over the well that's the way of reimbursing us basically. We put in the infrastructure over the past 30 years. We put in a 24 inch main and 12 inch main on Collins. So that's sunny. How else could build up? Okay. Thanks. I was just curious. I think any building being built should pay for everything around it. So that's that's whether or so by paying the fire flow fee at Rimburses our investment. Thank you very much. You're welcome. Chrome back to the 36. So we're hook up. Do you an average with with the cost was per unit? I know they're gonna very I want to say like for I because a lot of duplexes and quads in that neighborhood Anywhere between 2,500 and 5,000 dollars. I thought I would have thought it. Yeah Yeah, that's our fee they have to pay the county for treatment No, I'm just talking about the actual. Yeah, yeah, that's pretty fee they have to pay the county for treatment. All right. No, I'm just talking about the actual. Yeah, yeah, that's pretty reasonable. It's pretty decent. Yeah. Wow. Yeah. And they have to pay Durham and maybe they water and sewer. So, yeah, that's fine. OK. Thank you, guys. All right. Thank you. Thank you. Thank you. We have our warehouse in our last manager. Thank you. Hello, everyone. Very. For achievements. Next we have our warehouse and our last manager. Thank you Hello everyone For achievements and accomplishments we sent out the forklift there was In the repair and we just received it last week It's fully working now. We were down one forklift now. We have two The asbestos What they were sitting in phase two for quite some time was successfully removed as well. Highlights of the pending projects in March have been ordered. The staff has also completed all the gas tank certifications and upcoming projects that I have. I'm working now with two vendors. I'm looking for a third vendor for Gates and Rax in Phase 2. And for the ceiling fans, we have all the quotes. We are going with one vendor, which we now are just waiting for him to send us the all his paperwork. So we could register him in units, into units minutes, as a vendor. And hopefully we'll have these senior fans installed. I'm hoping within a month or two. Also we're working with our warehouse and engineering team. One of our goal is to make their process fully automated, implementing barcode scanning, utilizing our asset management system and have automated inventory control so we can set the burn rate on orders and make it more effective. So staff are diligently working together to make that happen as well. We have already met with city works and how to meet with them regarding this. Thank you. Any questions? Thank you. Thank you. Thank you. All right. Next we have our customer service. Your favorite department. Good evening commissioners. I heard where the money is, right? All right. So for the month of March, we did our quarterly readings at the residential. And obviously our commercial readings which is monthly. For the residential, we had a large amount of manual readings. So it means we had to actually go out and obtain the readings manually and that kind of prolonged it by a bit. But luckily we managed to keep a good steady pace and we finished within the timeframe that we have to complete the reading while doing billing. We also implemented a new zero usage method to kind of pinpoint all those accounts that had zero usage coming through the system or through REITS. And they went ahead and compared those REITS through our network. My network and work orders were created. We weren't able to identify exactly what was going on We also went ahead and estimated those accounts in the meantime to make sure we don't you know we We uh do the same thing we did with the January bills Uh a large amount of work orders were created also for a field team to go out and investigate and bring us back the results and if registers need to be replaced and Soviet. We also, one of our achievements on March is we went ahead and reversed a few penalties from the commercial billing. I came to our attention that some customers didn't receive their January bill on the commercial side due to an error from our vendor, their party vendor, and they admitted the mistake was on their end. However, we had to go ahead and make sure we credit all those day penalties for the customers and notify them of what had conspired, which we did through the current invoice. And if they request a bid, and we'll happily send it over via email That was a, we had to kind of identify them and see who actually, you know, receive the penalties through kind of a manual interaction with the system. But, you know, it was, it was time consuming, but the team got it done. Upcoming, that I missed. Yeah, so the highlights again, it's the zero usage reviews. We're working with infrastructure. It's again, it's a third-party consultant to review our infrastructure, see how the meters are doing, and then we're building properly. That's the auditor company that we discussed. We talked about it last time. So we hired the firm. They're going to investigate and look into all our financial information all the way to our infrastructure data and then give us a report of finding so we can have better understanding as far as the impact on our revenue, whether it's loss or not. So we have better understanding as far as the impact from our mid-range infrastructure issues that we're dealing with. So I think within a month or two months, we would have better understanding and some report from them. And then we can come before you and the City Commission as far as finding to plan accordingly. How many years is the consultant going back? We are target is five year, but in some of their data requests, they go beyond that even to 10 years. Thank you. Depends on available data, yes. Another highlight is that we are going through, we finalize through another hiring process. So we should have the team altogether again. I believe each are sending the offer to the selected candidate and I haven't heard anything since but we picked three so at least one of them hope hopefully they take the offer. Again, some other challenges were just the amount of manual reads and the increase on the register failures, it's already 10 years and unfortunately the e-corders are not with standing what they were supposed to. So we have to go in, replace them for the pro-corders, which is more of a dial style registers. And we've just been working with the field team, making sure that we get to as many as we can and obviously as long as they're supply in the warehouse. Upcoming projects. Again, the team already sent out the notices for those affected on the January bill for the commercial side. The infrasync, as the director mentioned, we hope to see some light on what's going on with the water loss where it is through the metering or the billing site. And finally we are also should be almost done with the sprite point contract. We are working, it's a joint effort between the Department, City Attorney's Office, IT Department, Finaster Department and City Manager Office that we're an procurement, we're working hand-to-hand to finance the package while we're also putting together the data for the implementation of the new billing system that we are awarded a backing date. So we kick off as far as the communication with the contractor, we need to, you know, execute the contract that it's at the final stage. It's been awarded by commission before. Once we cut the PO, we can get them on board and start the implementation process, which is going to be all in one Application, billing plus communication portal, which Call this private wallet. So it's so engaged. Spire engaged, that's correct. So it would replace water smart. That's their current portal. Those CIS, which is our billing system, and we're We're having a work order system that we hadn't had in customer service before. So any customer service updates from the field will be translated right away, and we can provide that information to the customer by the same day pretty much. Part of our goal in this project is to centralize all the activities on the system instead of dealing with water, smart, inverse cloud and impressive three different software that are in system 9 is going to be all in one. Even payment processing we're looking to implement it and utilize their application. So once we kick off the project, we'll have better understanding on that as well. All right, thank you. I have a question. Yes. Okay, so we are making progress in hiring phone and front window roles. What about the meter readers and meter technicians? Because that was, seems like it have been a continuous problem. Did we feel those? We feel those up, yes. We had the last, uh, uh, a hiring about, I want to say, two months ago. So the positions are found. The positions. Okay. Thank you. But we, even our current level of staff, due to the backlog, a number of failure that we're experiencing, we can't catch up. So that's why we need to address the holistically issue. Thank you. Question. Have you started looking into the IMI system, the new ones that are coming out? Have you gotten any figures or anything on the budget that might want to intrigue us? No figures yet, but we've had discussions with a vendor. Mender, you know, what they have to offer. I did receive today, Simon. The figure is close to what I presented to you all last time. It's somewhere between, you know, $ presented to you all last time. It's somewhere between 14 to 16 million dollars, excluding my regard and meter, you know, because we're not certain yet how it's going to be looks like. But for 22,000 meter a can, that would be the cost including the commercial, only for AMI. but this is only budgetary price that I was able to get. Then that will help us understand how to strategize on what direction we need to take as well as implementation. Once we receive the information about our audit and now we have some good understanding about numbers, then we can explore different options on what would be the best suit for us as well as replacement. Another question or no. So what the new system that you're going to be in for billing, are they going to be able to use the current equipment that they have to implement in it? Or do you have to buy all new equipment like the tablet to and all that second- No, they can use a tablet. So this has been on the works for quite some time. And when we bought the tablets, I make sure they were angry, so they could be compatible with multiple apps in the future. So we're good for I-Trinity, we stay with them longer, and whatever system I'm sure that we move forward with AMI, we can utilize the tablets. I don't first see us having to purchase anything new. Maybe the AMR readers, but that's about it. And one other thing that we are considering now since we are looking to potentially AMI replacement project, it can be a good opportunity for us as a department to look into more smart utility initiatives. Now we're going to implement that. If we go that path, we need to have, we will get the new network and new systems. So we can tie in more technology like for INI and Sura or data regarding leak detection, pressure, different zoning. Those are all the smart utility concepts that are out there. Majority of course is going to be building the infrastructure and network, which will be colored by AMI. The rest is like adding minimal sensor here and there and then building it in some software for real time data monitoring entire water distribution and sewer. That is something that we are still, we're also looking to and the big challenge we have is funding So we also exploring different options as far as what would be the methodology available for us Whether it's grant whether it's P3 whether it's performance measure contracting whether it's you know Differing some project and only focus on this depends on the finding That's all the exercise that we're dealing right now. We're trying to come up with the best approach. On these new meters, is it we were pitched before about having a trance dooster type meters? OK, the other time. So when you're talking about the new systems, are we talking about replacing the meter? We're talking about replacing the heads and the antennas. We're talking about replacing an entire system. From meter, register, endpoint radio, and the substation and master radio, all the way to the software head end of the ITron system that we have. But couldn't this be done by just by using the software so for instance, the new antennas and the new heads? You're not liking how the registers are now in the current metering system or you want just a transducer type. I mean, are you convinced that it's more accurate or something? And who's the kind of benefit? So we're not at this stage. we're not looking on picking one vendor on top of another one. Well, potentially we will consider staying, you know, as one option, staying with current, you know, brand that we have as a kind to current replacement. But based off the finding, so far, the rate of failure is high. So we need to consider to see, is it to do the same thing if it's going to fail after 10 years or what would be the better available option because there are more competitive right now these days compared to what's been done 10 years ago. They're offering 15 to 20 some of them 25 year warranty. So we need to set up the new selection criteria for ourself and see what's best for us. But that could be one option. Because some of the ones I've seen pitch before, basically they're all ten year. That seemed to be the standard as far as what the metering does. It just seems to me because really, I mean, we're getting the readers, let's say on the heads, which is going to transmit this whatever to the thing. Yes, the current system that's there is failed. I don't know how many you guys see on your end. I know on my end I see plenty of failures as far as unable to read. I assume they're still sending information to you guys for billing. There's some occasions where the display dies out, but the data's not customer friendly at that. That becomes a problem when we have to go and show the customer a leak or something. Or you have to put the E at the end of the number. No, because the data is still translating. But there's cases where we go been cases where we go in, you know, we want to show the customer that they, yes, they've fact have a leak. And it's black. So, yeah. Or on the zero read, the data was transmitted, but only one gallon. I want that one. You know, you won't see the red flag. You won't see the red flag until you go I and check it and say, oh, all right, there's a discrepancy. So the problem is that, you know, if you want to try to maintain the meters of registers themselves are expensive, and then if we are looking to change the AMI. But on the transducers, what knows the expensive, I mean, it is electronic equipment. So. the other reason as we, and I before, the I-tron end of life is around the corner, nine years from now. Right, ten years seems to be from what I hear from all of them, regardless of which one's picked. So I don't know. And point costs somewhere between $100, $250, and the register same, about $100, right? So plus insulation. Plus insulation which we're doing in house that costs us. Right now turn key application that most of this vendor offering is less than $300 labor and material furnished install, not AMI side. What's our biggest meter? It's the biggest meter in the inventory there. Eight inches in that. And those are intercom. Oh, the bigger the five eighths. Most of it are five eighths, but I can be gotten in an hour or two. Yeah. Yeah. Oh yeah. OK. And how many are those? I mean, how many of the large meters, let in excess of two to an average? I can't really get around about I don't expect you to have that number maybe three three thousand meters larger meter really yeah That's a considerable amount of labor to install and hardware And then we even have to change the, the, the, the, the larger meters to inch and hardware. And then we we've been having to change the the cause all the larger meters to inch and above there are different brands. They are only their sensors on the pluses. 1800 are the I'd believe yes one inch 14,000 are five eights meter you in a Yeah, I think they were asking for the 580 So but but we've been actually having to change the register The meter itself and the chamber on the omnis Because they've also been failing so and but luckily on those locally on those we most of the infrastructure, I can have how it's built, most condominiums have a dual meter. So we're able to shut one off and maintenance while the building still has water. And most of the location. We've had some that we actually had to interrupt the water. Just recently we had to change the product down the street and that took a couple of hours because that was a big deal. You had a resident every minute coming down. How long is it going to take? All right, thanks. Thanks you guys. No problem. Have a good evening. Thank you. Next we have Captain Pupman report. Hi, good evening. As you most of you know me, I'm going over a a couple of the VIP projects. I'm gonna start with our favorite project, the Eason Shores. So. I'm gonna start with this. No, I'm good, thank you. So we've completed all of the service lines. We've received all the DOH certifications, all of the houses should be connected and we've transferred that over to the residents, meaning what you're getting water from the new water meter, water main. So that is completed. I'm sure you guys have seen all of the restoration has been ongoing in the area. So we're trying to get through the restoration and the pavement. So those are the next couple of phases we're trying to get through. So don't hold me to this but our tentative schedule is restoration for this month. So the end of April we should be done with most of the restoration. After that we should be going to complete the paving at the end of May, and then in the month of June we're going to finalize the thermoplastic. So meaning all the pavement will be done and completed, and then you're just going to put the thermoplastic on the appropriate sections of the roadway. So that, and then we'll should be out of your hair by the end of June, hopefully. Definitely no later than fourth of July, right? No, it will be way gone before fourth of July. So everyone can have their four to July parties and we'll be good to go and barbecue. So Operation Center, we received the VFDs. We received the VFDs, we're delivered, we're waiting on the MCCs which are the motor control centers and we started the process of installing the VFDs and the condo with that associated with that project as well. So we estimated to finish that project hopefully by the end of summer. And like August of September, Norwood Water Treatment Plant. So we have another set of VFDs that we've completed the witness factory testing for that. So once that's completed, we'll start the delivery process. The pump can. So really quick, pump cans look like a cylindrical pipe with the different ends coming out of it, and that is getting set in place. So these are the high service pumps that are going to be tied into that. That's going to help distribute the water through the neighborhoods and our network. And the delivery for the pre-fab construction. So as I mentioned to you, we also have multiple products going on on site. So we're doing that workshop right now or the workshop area. So it's pre-fab and those are being going to be delivered mid-April. So hopefully by the end of the month, we'll have that. And my last project on that list is by production well. So we have the floor and well, which is going to be complete. We disinfected it. We're buttoning that up because that's going to get tied into another project, which is the raw water transmission line. So that's the new well that we're going to be tying into the water treatment plant. Our next project on the list is the Washington Park project. I know everyone's interested in about that. We're moving at a good pace, we're about 57% complete overall. So that product is broken up into two segments, the actual pump station and the force main. So most of the majority of the force main is laid already. We have to do a couple connections and a couple linear foot to complete. And they're under the excavation for the actual pump station. So that's underway. Next, coronal del mar. So this is the private laterals when we're tying that in. We've completed 32 property successfully. So if you recall our couple meetings prior, we had issues with the permitting and we're running it to row blocks with the permitting issues and we couldn't get through that process But we were able to get through that and we've unlocked those 32 properties and they'll be completing the construction For those properties by the end of the month so we'll have those 32 plus the nine that we've had already So we have about 41 42 properties complete because we had one or two emergencies that we had to take care of That That's what we're at. Hopefully with the new process that we've worked with the finance director and the NAB Water Director, we're trying to streamline some of the permitting. So we're going to try to beta test that now. This month, hopefully that helps us and alleviate some of the issues we've been seeing and speeds up our permitting process for coronal delmar. So the next in the queue is the 27 properties and we need to go through those agencies that you see on the screen which is WASD, DIRM, DOH, NNB water and building and some of them we have to go back to twice to get certification. Bunch park we're almost done with that project as well so that's another water main improvement projectment Project. We're in the, we're along, we finished all the pipe of Water Main on 27th Avenue between 163rd and 155th Terrace, and we're waiting on DOH certification. So we have that installed, and we're getting ready to move forward with that. Our last, my last two projects are sewer projects. Bell Gardens, we're still having issues with the Miami Gardens right away permit. We've met with the hard rock yesterday, actually, to go over some of the issues they're having with the easement and we're working through that documentation. But I am happy to report we did get all of our right away permits for the master pump station and we started construction this week. So they more contractor mobilized and were moving forward with that. I know that was pretty quick but you have any questions. Thank you. Also our team working with our plant maintenance and design manager and our design team on the SkateUp project. Our previous number and proposal was for the Sketa software implementation part of the Sketa project was roughly around $700,000 fund-admestaking. And now we are proposing different scenario and different vendor that staff are assessing. Most likely we're going to finalize it less than $200,000 with this approach that can lead us in huge saving. So it's a good exercise and thanks to the staff who are dealing with that, that was pretty much wrap up of our active project if you guys have any question and if not then I'm going to go with my presentation as well. All right. So this presentation is about cap to improvement program management transitionition Plan. Last meeting, we proposed to City Commission Task Order number five from Black & Reach, which we've been through the exercise of negotiation. We were able to cut their level of effort and save about $2 million. And then were directed by a commission They approved up to 90 days for 150,000 dollar and we were asked to come back with transition plan So next week I'm gonna present this option to as directed to city commission, but I think it's good to bring it before you all as well. The goal is to look into different scenarios and see what would be our option available. Currently under the CIP program management we have 29 active projects which about 90% of them has been completed as well as design and planning phase. 76% has been completed on procurement site. 59% of the project are active under construction and 41% of those 29 projects been completed on the construction site. So it was a pretty good program so far as far as if you look at the deliverable of the project at this one set aside the cost that you know, you all may have concern, but as far as outcome, it was good. So we were able to identify three CIP plan for as an option. Option one is going to be extending black and rich contract over the 12 months period that we originally proposed to City Commission. The other option is to immediately after 90 days illuminate the level of effort and services and then transition in house and option C is hybrid model. throughout all this, you know, review as far as financial impact, there are some allocation under the field loan and also DO grant for program management services. Overall, on both funding, we're talking about over $18 million allocated for program management over the life of the program with this proposed 12-month program from black and which we're going to be at 16 million so that 2 million is gonna be reflected But there is a risk if we want to terminate or deviate from this service that we may forfeit the grant opportunity that we have. And jeopardize that because DO is very restricted and we don't have that much leverage of the fairing project at this point or allocation of the project. Under DO, on water, for instance, we have over $23 million grant with 11.5 million match from CD, which is leverage one. So we have to spend those 11 million to free up the next 11 million. And that's why we want to make sure we're staying line as far as, you know, securing those grant and not to risk any of those opportunity that we have. So on the the three proposed plan, which I will elaborate more on other slides. If we wanna go with recommended option, which is option A, we are going to consider adding two more position after 12 months, and if commission decided to proceed with that option, which is going to be adding more construction inspector into our charter. So this way we can do more in-house activity. If we wanna go with option B, which is immediate transition in-house, then we need four more in-house staff and option C, which is hybrid. Hybrid, we're talking about six months transition. That would be additional two to three staff to be added. Factoring the cost, we're talking about almost, you know, $290 to $435,000, physical budget impact if we want to go with those options. Next slide, please. So based off our assessment, and I have a detailed transition plan on the backup for you all as well. My recommendation is to proceed with 12 months with Black & Witch because it's not only about maintaining the level of activity that we have on the project. It's a matter of how much resources we have. Right now we have a new CIP department which contains a seven position out of that two or three are vacant and during recruitment process. So if we decide to cancel service from black and which we need to make sure we have full staff on CIP department. And also we need additional resources. So if you want to add more position to that, there are going to be some, you know, complication, a light budget amendment requirement. Because moving away from this program, it will put us as far as the department in a position that we need to observe all this costs in our operating budget. Right now, this is capital costs for me. So the moment we cancel this program at this point, then I need to increase my operating budget, which will have huge impact in our operation, considering all the revenue, complication, and impact on metering that we have. So we're trying to be creative and find the best approach, which that's part of our recommendation to maintain the business continuity while we're focusing on bringing resources for CIP transition, the knowledge from, back and wish team to the new department staff, And then at that point we can completely hand it over. By then, a lot more activity is going to be completed under the program in the 12 months. And also, you saw last time that I brought the new 5-year to 10-year CIP list that we need to start dealing with. So that's going to be option A as a recommended option for commission. Then we do have another option which is option B we discussed about it. It's going to be completely eliminating the service from Black and which after 90 days, then we would need based off our assessment and the input from CIP director as well that we need four additional staff right away after 90 days to be added to that department to take over the construction activity inspection and all the require, you know, a step that we need, which adding new position require budget amendment. And going through that process, it's not going to happen overnight because now you need to go through the activity, bring it before the commission that will cause delay and that would cause a slippage on some of our projects. So there is a risk involved on that with the risk of not having enough level of staff and the DEO grant funding complication that would cause another concern. So we're trying to be creative as well as considering all the options and see what would be best but at the end of the day it's going to be City Commission decision and we're going to present that to them. So the goal is to bring us all in house. I want that to be ultimate goal. This is the all but I want to mention that pretty much it's kind of impossible to do everything in house. It's like a hospital you want to do the surgery. Well, yes, I mean, it's very hard to do that. But if we have like you said, you know, we could put grants and jeopardy by because of black and beach and that. We needed to get that 11 million. We needed to spend 11 million. So they were matching federal funds is what I'm saying. And that can be done in house. And I mean, I like sort of the plan A, sort of hybrid. I'm not for the hybrid, But yes, that gives us the time to bring it. How much of that money on the matching grants will be available to us to transition into that? And can't we as an in house group still compete for those matching grants? pretty much none because those grants is allocated specifically for certain tasks. And I cannot, you know, let's say eliminate the black and we can inform the grant agency that I want to do in house so I can transfer it to my operating budget. They want to allow that. They found that. But in a transitional method, it could be, for instance, on the plan A. So we extend their contract, let's say for 12 months with the understanding that we're gonna slowly be moving and house. So that's additional money that we're gonna have to spend for the and house stuff. So after the 12 months, yes. Then this is going to be, well, I think to get start building before the 12 months If not immediately right after 12 month there there is no more need for black and weach That's a goal all right unless we come with the new project or as a CCNA film right like other consultants But at this one under this program manager their contract. This is the last term of their contract. All right, and this is what's been allocated as far as funding too. So our goal is through this 12 month program as best as we can to push the project to the completion point. And most of the time as you see during permitting process or some of the has been awarded as as far as contract and we do have some project that we need to put that on the street which within the next three months it's going to happen. So it's going to kick off all those pending projects not pending in progress project as well to the construction phase. So we should be in better position 12 months from which technically we We passed two months off that 12 months already. So 10 months from now, by then We do hope to have the CIP department completely firm, you know and full staff and then we can rely on our internal capacity But that doesn't mean we are be fully in-house. There are certain projects that we need to treat them as a project basis. We need to count on the engineering of records, CCNA, to do the design. We need to release the liability on them. And but certain function definitely can be done in-house. Sounds like a big job. I think you can get it on now. I'll give you six months. I have a question. Yes, ma'am. We go with the project that Black and Beach stays for 12 months and we gradually get the stuff to transition at the end of the 12 months. months. Once we need additional budget to do the hiring within those 12 months, because we can't leave the hiring for the last moment that Donald and he said. So if we're planning on hiring, I don't know, 12, 25 people, we have to start somewhere. And we cannot wait till the end. So would that affect the budget? Would we have, you know, adjust the budget to have the money for this particular hiring during the 12 months? That's the point, Anne. That's the point we've been discussing already. So he said that this is very important that you have to do amendments, et cetera. I think one way or the other, we're still going to have to have them the budget. Good point, but not necessarily, because we're in the good time next week. We're going to, before the commission and we're hoping to get some direction from that, right? So based off the, you know, direction from commission and what's going to be, you know, approve, if we go with option A, for instance, then we can live with our current budget because we have seven positions currently on CIP department, which four of them are vacant and they're actively in the process of recruitment. Now we have a direction next week, then we can propose in our FY26 budget because we're in the budget preparation phase two. So we can count and base off the understanding and directive that we get, then we can plan accordingly. Now if commission decided decided to go with option B, for instance, all right, and it's been adopted, then I have to go before them and said, all right, now I need more resources in current physical, yes, so I have to amend the budget and ask for more money and also increasing my operating cost. And those are the risks that we want to elaborate all those options for them, for them to have a better informed decision making. Yes ma'am. I have a question. Yes. Since we're on the discussion of staff being trying to bring some employees in-house, building a CIP, have we considered doing assessment on our staff, sensor or regional utility that serve multiple different municipalities in the area and compare ourselves to Miami Day County because I know Miami Day County Water and Sore has a full CIP program over there. So have we compare apples to apples to see what's the salary range? I know the market's going to be real competitive real soon in this next six to 12 months period. Absolutely, that is something that we need to treat it as a regional utility, which we are right. But there is a process for that, which we need to go through the compensation study, get HR involved. Not necessarily that would be city measures of its decision making as well to see if they want to do the citywide comp study or not only for utility to make it competitive, or depends on the direction that we may take from commission. As we get that direction, then we can go through the proper steps of hiring the Qualify firm to come. Not only, you know, compare us with Miami-Dade County with all the city or utilities around us and consider the cost of living, there are a lot of other factors that are involved, but that is something that, you know, I will look into that to see what would be the possible shared with City Manager Office as well. But it's going to be, you know, higher level decision making of how we want to proceed on that. And if need be, as well as utility, we can certainly consider that as well. Thank you. Yes sir. All right. So then we talk about all this option just to recap what we have been through. The cost of in there is some cost associated to it currently seven FT. 50 If we just average the base of the benefit overhead and baseline of the salary, we're talking about $1 million annually on currency, IP staff structure, which is seven employee. If we go with option two, we're talking about adding two more positions, which our estimate is to be proposed at roughly around $290,000 annual cost. And then option B, we're talking about $580,000 estimated cost that is going to be current physical year budget impact if we go with that direction. And also option C, most's gonna happen the same I required some you know budget modification Which is gonna be somewhere around you know? $400,000 with that you know a minor Condition to the commission is gonna be option a and I would like to seek some you know Reconnaissance feedback from you all as I can, you know, share that in the commission if you guys have any input. It is currently taking place as CIP remaining under water. At this point, CIP is separate department and, you know, we have a CIP director. We're transferring some position that is, you know, adopted on the physical year 25 budget. And that is the initiative of City Manager because of the rate of success on the water projects. And some difficulty on some of the public work projects. the idea came from City Manager of last year to create a centralized department to make sure we have good enough resources to complete the project. There are different methods as well to separate them as you brought at last time as well. All these initiatives can work whether that way or this way, but I already relayed the message to see the manager office as well. All these initiatives can work whether that way or this way, but I already will lay the message to City Manager Office as well. And I believe you know City Manager is considering all the option that is going to be suitable or what's best for the city by that this point. We do have CIP department that is active and are actively looking to feel those positions. Well, you heard my position last my position last meeting about the problem with the CIP for North Miley beaches it's mostly all water and sewer related 90% of our projects or CIP projects for water and sewer correct? Correct. So it doesn't make a lot of sense to take that out and then shift that to another department when're going to have I think some duplication of services here you're going to have. You know you're you're taking away from your your efficiency economy of scale by having you know having kept here. The one building that's going to take that would be considered a CIP project That can be done by another department. It can be done by property management, an architect or engineer associated with property management. Remember that project also has two sets of consultants managing that as well. Haysam and Soros, the engineer of record, plus we have Black and Veach overseeing. Right now, do- two sets of consultants managing that as well. Hazen and Soror is the engineer of record, plus we have Black and Veach overseeing, right now just the pump station, but I'm sure they're gonna take over other phases of that as well. So I don't see why we're doing this, to create another department with the... I will definitely again relate that message and again, I think this is what's currently in place. That doesn't mean we should not look into the best approach for ourselves. But there is pros and cons and each approach. The approach that is currently in place does have some ability of centralized program is program management in house, but there might be some concern or risk that you mentioned could be some slip through on some project whether in this or that side depends how good we build that department and that's why I'm recommending a continuum with black and white not to put too much stress on newly formed the part until we have better understanding as far as the direction from city manager office of what would be the next. Did we get the procurement person? Yeah. It's the new agent started last week and it came to my office, yes. Now we have dedicated procurement agent, report to procurement manager, but work with us and to hand moving forward. You know the reason for keeping it the CIP and the water division. Again, as I said, it's above my pay grade. Yeah, that's right. But we are analyzing all the aspect of it. I know city magic is working also on different options to see what would be available approach for us. And based off that, at the end of the day, the goal is to maintain and continue our operation in successful way. Okay. Thank you. Do we have any word back from the Florida legislature on that surcharge vote in the Senate? Has that happened yet? It's ongoing, no, I think that they do have one or two more committee before it gets to Senate. But it's ongoing and it's in the- We have any kind of contingency plan to make up for that money if we don't prevail? There are some, you know, thoughts and ideas that are in place, you know, as far as infrastructure, we do have some potential thought as far as, you know, what would be the potential impact from BIME Garden and what would be the other opportunity for us in surrounding area and other jurisdictions. So we're diligently looking into all available options for us and I know Sid Mager and elected official are working hand to hand to with coordination with us to see what would be the best feasible option for us to pursue. Okay. I don't know if the board is aware. The search art that we charged for outside the city resident outside the city was voted down by the Florida House of Representatives and to tell for mommy gardens to not have to pay a search charge. The residents would not have to pay North, Miami Beach a search charge. That amounts to about three million a year that we that we collect from that from Miami Gardens for that so that will go away if the Senate passes the same thing. So there's going to be some. And also you know on the publisher agenda next week mayor brought two items which is one start authorizing city manager to start the Talk and negotiation with my red date counties for as potential fair asset value of our infrastructure So to authorize city manager to start engagement with them and also there is another You know item resolution to authorize city manager for potential Utility expansion as regional utility. So that will set the roadmap as far as our charter for a city manager office to start getting in contact with other cities that are potential for expansion for us and publicly show the intent that we're willing and we have the capacity to expand while we're looking off potential conversation with Miami-Dade regarding Miami-Guardia. So those items are in there as well. Can you discuss with the city attorney that issue about maybe the fire hydrants that we talked about an operational fee for operating the fire hydrants. There's over 1,000 fire hydrants in Miami Gardens. True, but also at the same time, we're responsible to provide the health for the public. So I don't think it's gonna be feasible option for us to consider it through the negotiation that we have or the situation that we're dealing for, Marmigarde, because at the end of the day, what they're talking, if you watch all those activities on the Senate committee, they think it needs to be built in in our utility rate as part of it. I think it may not be a viable option for us to pursue, but I will definitely discuss that with CDO Turner's office as well. All right. Yeah, if you could give us some kind of direction at the next meeting, what your recommendation would be on that. Sure. Overlook. 187 fire hydrants in Miami Gardens worth about the number words. Yes, but we're responsible to provide the fire hydrant to you know, protect the community regardless. It's not needed. Remember that. It's not needed. There's no need. Yes, but we are responsible to provide the you know, water for you know, fire department regardless in our service area. So that's how I look into that. Sure. All right. I appreciate it. Just real quick, the city attorney. What do you know about the trip to Tallahassee when was it last week? That wasn't a lot of it was in regards to Miami Gardens and itself. Is there a resolution to it? I heard something to the effect of Miami Gardens is looking for some discounts because you know the water plants and Miami Gardens. There's not been a resolution and to the extent that you've heard anything I don't think that that would be appropriate given the posture of the parties right now. Okay. So I definitely wouldn't want to speculate on anything, but as soon as there is something to update, the city attorney's office will update accordingly. Okay. And is this gonna happen like in the near future? Is this something that's just been dragging out like it has been for years? Yeah, again, I wouldn't want to speculate on it, particularly in a public forum, but as soon as we have something to update, we will do so. Okay. Thank you. Years then. All right. Anything else here? Anybody? We have public comment. Our public commenter is not here today. So well, I make a motion to adjourn. Anything else from city attorney or anything? No sir. No. Anybody else? No comments? Any bringing? No questions? Okay. Your motion to adjourn. Second. Okay. One favor. Thank you. Thank you. Thank you. Thank you. to travel within our community. Come on, let's take a ride to see how it is. Why should you ride freebie? You'll be happy to know that these test of vehicles are green and energy efficient. All you have to do is request a service on your smartphone through the ride freebie app following these easy steps. Download the app at www.ridefreebie.com to request a ride. Select your destination within NNB, confirm your pick up, and enjoy the ride. 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