you you you you I'm going to have to go to the next slide. Yes, Mary, we have two individuals, a Sharon, called well. Share is that you that 501 willows springs drive. is right. Three minutes right. You can say anything you're afraid. I don't know. I think. All right. I'm going to ask you to come back to the next slide. Thank you. Thank you. Thank you. Thank you. Thank you. mail to rescue those people back from the trauma. Spent 42 years practicing law on licensed Texas Colorado and California. Senior authorized labor representative and I really like labor unions, but they were abusing the lawyers in San Bernardino County. So I took on that little problem and straighten that out so that the lawyers could do their job without governmental interference. Really not a friend of government by and large because it becomes overreaching really quickly. I spent three years as a soldier's angel sending packages and letters to deployed military personnel, sailors, army. They couldn't tell their mama that somebody just shot at their boat, but they could tell me five years of voluntary teacher for troubled kids, whose parents most of them were in prison. And Tim has put up with me for eight years. I work for Kenda as a free lawyer helping take out the trash for police departments, what she knows about. When evidence isn't good anymore, I have to go get rid of it. And nobody in the state as a DA's office does that except Kenda. Worked for four DAs, she's phenomenal and ethical. All right. So I was a criminal defense attorney for a minute when my dad was dying. I was a senior staff lawyer for the fifth district court of appeal here. And I worked five or six years for the criminal district courts and Dallas as a staff lawyer or senior staff lawyer. So I've spent about 40 years of my life as a volunteer. I started volunteering here. Well, last Tuesday, I walked out, Rich walked out with me. The reason for that is, I'm a big fan of Frederick Douglass. And he believed that liberty is meaningless. We don't have the rights to mind him, though. I take him out of mind all the time, don't I, Tim? Well, the mayor has interrupted with that, and I don't like it. And so what had happened, Brent tried to explain that some of the mailers that went out about the leaking water were incorrect. The mayor talked over him. And then when I talked to the mayor about the fact that the concerned citizens of Heath, Westside was blocking people. People came to me. I hate social media because what happens in social media? If you got a problem with me, you go and talk trash. You don't come talk to me. I'm not stupid. I can change my mind, but I'm also an advocate. And I have been up to hundreds of things and I lost very few, not because I'm brilliant, because I work hard. Don't like that. And I'm annoying too. That's my brother. No, you don't, don't I love you. The truth is I know I'm annoying. He admitted our mayor that they blocked people from saying things that were negative to him. That they blocked people who said positive things to the other people running to the positions in the city. And that's chicken liver. I don't like that. If you're going to win, you win on the maris. You can throw your brow all you want. I got proof of what you did. You blamed your wife, which is lily livid. That's best up for what you're doing and make your argument for why you're the best candidate. So do I have animus toward him? I do not, but I'm disappointed in he and the two new people because the first night they were here we had a budget adjustment. So I think the county I was good man I'd be Dr. Paul but I wouldn't have a JD and a lawyer I'd be working and operating on somewhere but that didn't happen. So a budget adjustment Jay, I'm equally involved in that. I have a financial guy. I'm going to get the money from the general fund, the one we paid for, which is lawyers. Lawyers don't work for free, do they? We're trying to pay people, we got the money, we didn't ask you about this, it's the election, but we're not gonna turn around if you think they're not, but we're representing our citizens. Because the quality of the life is a little too much. Except the people who living expenses are accepted. So what happened was, the person was not to accept the budget adjustment without having one word with our lawyers to understand what the litigation was about. And that didn't pass. So then what happened? Well, then, I believe it was Mr. Weaver, moved that we accepted. And the three of them voted against without one word understanding what's going on other than what was in the public and that don't cover it. Because we have attorney climate privilege with our lawyer who happens to be here tonight. They give us good counsel. So I'm disappointed in their behavior because the behavior is somehow the four of us who's been here while are the enemy. We don't have an agenda. I don't build swimming pools. I don't rent water pottings. I'm not in partnership developing things with a former mayor or anybody else. My money comes from a retirement year's put in people in front of them and a lot of our people who killed you. I've got people who are not in the right place and they should. And I was surprised Rich walked out with me, but we didn't walk out for him as the mayor said. Rans standing said in situation. We walked out because this is a body and this government works manager and counsel. None of us is more important than the other. The mayor has no more power than rich or Scott or Mr. Mormon. It's the majority. You're supposed to be an advocate. Leadership is advocacy. Leadership is not game-tune. Leadership is not sneaking around. And one of the first communications I have, and you want to have secret meeting me and other members. That's illegal. I'm not ever doing it. At this point, I'm never getting popped in except for the other part because it was obvious that three of them appeared obviously as a cross-fe you look at all these things and you're sure you thought they had to ask. That night, three of them buried off together. He's very disappointed, particularly for Scott, because I got to know him, but he's probably part of it. And I thought a great deal of it. I'm disappointed right now. I could be wrong. But my comments since I just said the same, not. So I don't think for instance. The brothers. I go home in the very very comfortable. Raise my hands. But I like this place. Thank you. Well, right. Our next speaker is Roy Stacey, 2321 Woodmont, sir. I'm not sure I want to follow that. I'll give you the chat. I'm going to call you. My name is Roy Stacey. I live in 2321 Woodmont, circle. 17 years ago when John Rackliffe was still the mayor of the city, John asked me one day if I would agree to serve as the presiding judge of the Heathen Municipal Court, and I turned him down, and then he asked me if I would reconsider and I did and I took that position and for the last 17 years I've served as the presiding judge of this court, which meets in this very room. But I recently met with Kevin to advise him, but I thought it was probably about time for me to retire from that position. And I also told him that I had met with Tim Hartley, who's been the associate judge at entire 17 years, and that I had told Tim, that if the city council wanted to move Tim into the presiding judge role, that I would be willing to stay on for a while to help out as an associate judge if the council wanted me to do that. So I know that's an issue before the court, but I just wanted to come here tonight personally. First of all, let you know my decision, the retirees, the presiding judge. Also, my willingness to serve as an associate judge if the council wants me to do that, but frankly, you're not going to hurt my feelings one way or the other. But more importantly, just to say thank you to the council for giving me the opportunity to serve and what turned out to be a real privilege and an honor. During that period of time and also wanted to publicly thank people like Kevin and normal chief Syrian. A lot of other people here at the city Lisa see back people I've had opportunity to work with over those 17 years. I've been very supportive, very friendly. So I just wanted to say thanks to everyone. And from all of us, thank you. Mr. Lasher, is there any any other sign up for public comment? No more speakers mayor. All right wonderful. And I'm not going to address. What we heard there. So. Thank you guys for speaking moving into agenda item number three. This is a discussion regarding the investigation of events leading to a failure. Of the city skater system that occurred on July 25th, 2024. Mr. Lashin. All right thank you, Mayor and Council. Aaron, did we have a PowerPoint associated with this? Okay, while Danny's getting that up, we had 40 hours of, we just had this last week, starting Thursday, we had 40 hours of misery quite frankly because we had a breakdown of our SCADA system, it's a system that's been with us for over a couple of decades, almost three decades. And we were after, you know, in the aftermath of that, we finally worked through it thanks to a lot of hardworking people out in the field, including our public safety staff, everyone in public works, including our field operation staff, and everyone here internally trying to get the word out of what's going on and why it's going on. So what we have produced for you and the council and it's on your desk. It is dated July 31st executive summary of what happened. And we started writing this probably in earnest this Friday. And we've been revising it up to probably the past two hours. I've had some of you, I had a Brent Weaver call me this morning. He asked for a summary when I was driving in. I gave him a summary. And then when I got back in, I discovered that the summary I gave Councilman Weaver had totally changed. And so we had revised the report. And so we went back and forth. And the good thing that happened is that our Skatech consulted, who's been with us, I guess since 1989, could the someone can correct me with them wrong, was supposed to come out tomorrow and do an analysis. That was of course one day to late, but fortunately he was able to get back in town and come out today. So we got information, about 3.35, and once we got that information, we had to update this report again. So this report is fresh off the presses. And so I had it memorized by noon, but now all the news stuff wanted, I'm probably gonna have to maybe read it verbatim. But for those of you who don't know, particularly for those of you audience, what is a SCATUS system? And it is, it's meant the long and acronym stands for supervisory control and data acquisition system. A lot of industries use it, cities use it primarily to operate their municipal water supply, but essentially it's a data control system that interfaces with hardware and software. And it allows us to pretty much see how much water is being used by the community, sort of on aggregate basis. How much water is in our water tanks? How much storage with the storage levels are? And it also ensures that the pump stations and associated equipment are working sufficiently. So basically, its main purpose is not only just to get of us, what's happening with our water system, but when something goes wrong, it's supposed to sound an alarm and say you need to do something about this. Well, on Thursday, July the 25th, that did not happen. And so that was the, why that didn't happen is something that the Mayor and this Council is asking us to do a plenary investigation into. And so what we're gonna do is, I'm gonna go through PowerPoint presentation that was put together by our Assistant City Manager, Erin Adele, and then go through these slides very, very quickly. The bottom line, I'm going to tell you the bottom line, there are two things that happen is that the hardware for the transceivers and just the hardware for the remote terminal control RTC. I'm not a computer person, so I had to learn this from Danny and others within the past week. Those things are so old that they're dying. And the software itself, which is 1989 software, I can't remember what I was doing in 1989. I think I was with the city of Fort Worth working. And that's when the software was installed, and presumably the hardware, the RTC, was put in some time prior to that. So it's an old system. And the software is dying because it was in this particular case, we got two failed components. We have a software, the alarm software malfunction, and that's very old software. And then secondly, one of the transcebers, it's actually an old copper wire phone line. It's dead. It was dead. And apparently it had died before and it's had to be replaced. And so there are, you know, bandaid, what I would call bandaid solutions to repair it, which would cost, you know, $2,400 to replace the link in line with a cellular line. And then other money maybe $200 a year for upgrades. But the bottom line is the best way that staff thinks we need to fix this is is mouthball the system immediately. And we basically I think it was in March of 23, a former Public Works Director, I think gave a presentation on some of the software problems and the hardware problems. And those problems that he predicted back then, they essentially they occurred on last Thursday. So what we originally did is that in the budget process for next budget cycle, which we're going through right now, we had a line item for it. What we're going to do is we're going to take that line item out and we're going to find the money and Jay has done a great job in finding some old code with money and some other sources to go ahead and get bends on this thing and starting next week. It's in my report. It is my hope and this is very optimistic that we get it all done the week before Thanksgiving so that when we're all going down a Thanksgiving dinner and we're about to eat the turkey then at least we know we got to save water supply and that we're not going to have these hiccup anymore. But the we're really strange thing about this, and this is where I would sleep, is that we've had this, this hiccup has occurred just as, you know, as late as last year, but it happened in the daytime, we were able to catch it. We were able to replace component parts and we got it fixed and it went and merged, you didn't have to go into the water. This happened in the worst possible time, the middle of the night. And it was very odd that we had a software failure and then we had a cable failure, just a phone cable that just went dead, almost like you didn't pay your bill. And then they cut it off, but we paid our bills. And so we thought this was such a perfect storm that we don't want to mess with this thing anymore. So we're going to be healing. This gift thing is going to be monitored by human staff 24 hours a day like it sort of is now, but it's going to be done with a little bit more zest than we had in the past. And we will no longer be purchasing component parts for this system anymore. It's gone. So real quickly, let me tell you what's in the report. You've got my two page summary, which I just basically explained to you. We have an exhibit A is basically these are all of the events of these time frames that are listed in here. staff to get them as close as you can. And so this basically covers the 40-hour period when we went down up to the point to where we got it back, got the system pressurized. We took six samples of water. We had the testing lab test it and confirmed that the water was safe, and then we got it back. We sent those results to the TCEFU. And then exhibits B, C&D are basically the public works. This is the timeline, you know, on, on, from their events that have been incorporated into the exhibit A. And one thing we want to point out is that, Brian Cree, his, his lines were put in exhibit B, but Mike Schick was also out in the field and he really provided a great service. He added some time lines too. There may be a five minute overlap or conflict with some of those two entries, but that's why that has occurred on some of the, if you kind of triangulate and try to synchronize all these. In chief Siri, he has provided his information. He had a significant amount of calls, and on his second page, you get his call information, his dispatch volumes that he got from Mark 1911, and you see he had, so you have all that information to see which homes and businesses expressed a concern. And then we have Suzanne, who along with Brian Cree, they're out on a well-deserved vacation. She has told you, giving you an idea of all the various postings, and we did a lot of videos that we posted on our website. And then like on her third page, she's telling me how many views and user hits we got. Her all those various postings that we we did and reform through this 40 hour period. And then exhibiting. Exhibit is a smoking gun, which is going to be the first slide. This is this. Now this is is 1989 software. It looks pretty cool for 1989, but you see the red letters right here, which says fail. Well, prior to, you know, prior to Thursday morning when Brian Creed was looking at it, it didn't say that it was indicating it was just it had a kind of like a static read and it was saying that nothing's flowing into the tank. Nothing is flowing out of the tanks. The tanks are full and everything is fine and dandy within which is kind of weird being in late July when everyone's wondering their gardens when they're lawns, it usually doesn't say that. So it took field staff to go out to the tower itself and to do a manual reading and something was wrong because there was something happening with the tower. It was the levels were manly gaged and they were little. And so it was about 7 a.m. that we noted there was low pressure in the system and that's when we started getting calls. So about 740, we did that physical inspection of the South-Toe Tower, and we confirmed that the low pressure was the result of drainage, and we were at the bottom of the bowl. When that happens, you've got to, you've got to go into a boil alert. The pump won. We had to restart that happens, you've got to, you've got to go into a bull o'leard. The pump won. We had to restart that manually because they weren't working. Essentially, everything in the system was, that was happening, wasn't being transmitted to it. It's like the system was lying to us. When actually it said the towers were full, the towers were empty and we're about to become fully drained. So we around eight o'clock, that's when Brian, we had a lot of talks. I had a call from the mayor and then I had a call to Brian and then we about eight or nine, we declared a boiled watered notice and a little bit after that, our field staff, they went out there and they looked at SCADA and they did a forced restart of SCADA, something you can to unplug and the thing and then plug it back in. And that helped. We had SCADA communications restored, displayed the display corrected. And it correctly showed what I showed you in that last slide that there was a failure in the communication and the transmission failure. The system wasn't talking to our main network computer that's in the Public Works Operations Building which is south of here. So the pressure got restored to operating levels about 10 a.m. and then north and the south tower around 441 that same day, they were filled to capacity. The following day we did our staff collected our samples, we submitted them to the North Texas Municipal Water District Lab. It's their water, we get that water from City of Rockwell and so that's why we had to send it to them. And then on Saturday I got a call from Mike Schuch and he told me the samples were passed. And so we rescinded the boil water notice at that time. So like I said, this was approximately a 40 hour from Wednesday night when things look really nice, I think he'd already all the way through mid-saturday morning when we were able to buy our ordinance and buy the TECQ rules lift the boil requirement. Like I said, this is what SCATEF stands for. For those of you who have cameras, want to take pictures, I'll leave this up because it's a really good definition. And like I said, the failure stems from a jam communications affecting the radio transceivers and the buried landline. And the part of the system, the age of the hardware and the software is believed to be a leading cause of these failures. And it makes the system progressively unstable and it has. And then the buried landline cable is simply inactive and the exact cause for that has not yet been determined and we'll be looking, we hope to get some information from the state of gentlemen who was out there today and he'll hope it by next week we'll provide us a little bit more information. Okay, here is a ground zero. This is the SCADA hardware. It's described as the remote terminal units located at the South Tower and this RTUA activates the software to send the data to the communication devices through the communication devices known as transceivers to the SCADA network, computer skater, skater network, computer located at the Public Works Service Center. And the transceiver, that thing you see in that little red dot, that thing is failing, it's been replaced. In fact, there's two, two, well, that they found in the cabinet that appear to be spare transceivers, but apparently they've been replacing these things throughout the years and when they keep failing and that's just not a really a good practice to get into. And so it's just the age and it's just such a dated system that the new type of communication is a little more efficient. Some of it is wireless and it has a lot better redundancy and fail safe measures. These transceivers, here's one right there, that's a bigger shot of one and they are prone to failure, they are prone to lock up and locking up, it would stop the server at the Public Works Center from receiving the information. And so that's what happened plus, plus even it was working, we didn't have a cable to send information anyway. So like I said, it was this perfect, storm of stuff that was really worked against everything. And so the state of service would simply show the last values and the towers it received before it lost communication with the strange thing here. It really wasn't showing that it was showing from what Brian told me the towers were full nothing flowing in nothing flowing out. That's kind of strange because we're not sure we have seen that before. So when staff restarted that unit out there at the water tower, communication with the SCADA, it was restored. And the software, which is called Intouch, that's not related to the Intouch Ministry, you see on TV, it's a software company. And so it started showing correct values. And the alarm panel that's on the right side of the cabinet that's connected to the copper, copper, foam line, well it started calling out. And on site inspection day indicates the foam line it's still not active, it's still dead. So I mean, that just tells you, when you read all this stuff, I tell you the transceiver was shot, the foam line is shot, this is shot, the software is shot. It's the, we just need to blade what I like to call blade, clean the whole thing and put in a new system immediately. And it needs to be is detected, it alarms the network. And computers are activated. Text messages are sent to Mike, Brian, Martin out in the field, other people out in the field. But this didn't happen on July 25th because the landline cable was an active to send those message. So, you know, it was like a double whammy. We have the transceiver, you know, didn't send the message, but even if it did, it didn't have a medium to put the message to flow through. As the cable was dead. So the communication dollars, these devices, they have filled before, and there was a significant one that we did find records of that happened in 2013, and it was due to a bad batch of some components For the RTU out there That was easily resolved and they've had to replace the landline devices two or three times the diners for the landline devices And the last one was last year, which was due to a possible power search Where we're gonna be we've looked into that as well, and we're still investigating what type of power searches and at what magnitude and how frequently those are occurring out there. But at the landline, you know, but here's the band-aid thing, which we didn't like getting. This is the impression we don't, we think we're done quite frankly, but we can fix the landline problems to be so much cheaper, it'd be about 24 hours, I've been $2400 or maybe two cellular units to replace it, plus about $300 a year for maintenance. That sounds nice and cheap, but if we're still going to have transceiver problems, then that money isn't going to do anything for us. It's not going to do anything for this community. So, now I've talked about the network computer at the at the public work center. As you know, that public work centers in bad shape were getting a new one built and it's bound to go out to bed in about another 30 days or so. But this is where it is. It looks like it's in my closet at home. You can even see if you look to the left, if you've got some shirts you want to hang up, just come to our skater room and hang them up on that laundry road, that rod there, you see to the left. It's just, I mean, this looks fancy. If you're not familiar with computers, this looks fancy, but this is 19 late 1980s technology that we're looking at here. So the current software, it can alert by any communication means beyond the visual, not in touch interface. And so, you know, that was a problem. So what the city had to do some time ago was by additional software, it's called WEN911. And it was purchased to monitor skater and send out the text to recipients of honors because apparently the the the canned skater program couldn't do that anymore. So so that now that software is now proven to be unreliable and it was in March of 2023 when Mattel's Apple, the previous public works director was here, he reported on these and deficiencies. And from that presentation, we made a decision that, okay, we definitely got to put that in the scope for our 2020, for 2025 budget. And so that's what prompted us to put that line item in, but what happened last week, we're taking that line out and we're just, we've found the money, we're gonna take care of it now. And so, sort about this. This slide tells us, my apologies. Tells us some of the people, there's actually some vendors that we've already started speaking with, ProtoLink, was in last year to look at our skater options and they gave us some pricing. We don't know where that is. And then in anticipation, because of the age of the system, we did create what we call a clone computer and we put it at public works so we would have a plug-in backup should the current computer crash and this system would need to be installed manually after an issue is discovered but how do we done it in this case we still would have problems because the issue was a big train seaver at the water tower and a dead communication line in the ground. And then we met with other people, a block designed to evaluate and price scatter replacement. So we're gonna bring these people out and some others to update their recommendations. They were out here back just in May. And so as we mentioned, we have found the money, we've allocated the money and we've allocated the money, and we strongly recommend that we get this done immediately. This would be about a $50,000 system for new components in an operating system. Plus about maybe 20,000 annually for yearly maintenance and upgrades. And should we not be incombred by supply chain delays. We are targeting that the new system would be substantially complete by mid-November. And that's assuming we get help from the market out there. So, like I said, I think when the last sentence in my report, my summary report is that we just can't, and I think you all agree that we cannot hold this community hostage with this unstable software with respect to the safety issues involved with our water supply. So that's why we have sped up this implementation of the new system and that concludes the presentation from staff. Be glad to answer any questions and questions of the new system. And that concludes the presentation from staff. Be glad to answer any questions. And questions of the technical nature, I'll defer to Mr. Schuch and others who are back in the back room here. Thank you. Any questions? Thank you, George. I'm sorry. First off, I do see that it was a terminate flag when we formed the urban patient of the well-merist, in the middle of the Piazzan was down below the important TCQ specifications. So it was ten minutes between the first notification to win it into the public. Very good to the staff for that. I know that I was involved with it, I'm very good to the staff for that. I know that I was involved with. I know exactly what time all those things. There's just a lot of. A lot of people. Thank you, sir. So, so very good. So, so 10 minute lives between the first notification. That we'd be able to boil notice to win the first notification. we'd be able to notice to win the first notification, wins the public. A few things to note, obviously, and this is something that was not covered in the report, but as the city manager's reference encode is a notification system in which we use text message, phone calls, auto. So if you received some of those notifications, it's through a system, it's through registration, through our utility billing. That system fell a few times during some of these interactions. So it wasn't in your report that I saw, but that is another item to note. We do have some aging software as you've just seen in this presentation, but all the way down into the way that we utilize our notification system. So there's a lot of opportunity, if you will, to use this as an example of how we can better ourselves through implementing new state of the art software, not things from the 90s. So thank you. Thank you for this exhaustive report. Thank you to the staff that I know that you guys not only had to deal with the stress and the chaos of it, but also then you had to come up and create your reports not only for TCEQ. I know many of you guys worked over the weekend to remediate and make sure that there were public notices all week and long and and again just want to say thank you to all staff because I know it was a very chaotic situation not something that anyone on staff or anyone on this bench ever wants to see everybody on this bench, we all live here and we were all in the middle of it as well. So thank you guys, again, you guys have seen in my video, thank you for your patience. But we've got some old stuff that we need to replace, okay? With that, we'll open this up for questions, stuff for Mr. Lash or Andrew or any other staff, Councilman Caldwell, you will have a question. I do. Two things. One is a statement. The March 2023 meeting, I attended. If you will call Kevin, there was a snaffoo with the notice and it was not a public meeting. The forum did not exist. So I'm not sure that meeting was reported. I sat for that prior to being elected or coming on the council and it was, Matt was an amazing, good God, this guy was smart. We didn't stay long. I think we worked into that. But there was a lot of information and I don't remember that. I remember massive information about the smart meters and being able to control leaks and the more efficient, but I don't remember a scale to being mentioned. My question is, is this module, if we get another tower, can it be added onto or do we have to look at a whole new system? We're going to look for an expandable system so that when we do get new pump, new pump station, new tower, we'll check out the capabilities because I think somewhere within our near future or CIP is going to have provision for a new storage tower. If that happens, we'll make sure it's going to be compatible. We have had terrible supply chain problems. Are you being just optimistic or do you have some intel from this? I'm being, I think I wrote this when I was drinking a lot over that weekend and so. So yeah, I'm being optimistic because, but then again, skate is it's not, cities use these and the industry use these. So these are generic pieces of really brilliant computer hardware and software that can be used in industry. They can be done. It's not justly made strictly for water systems, but people who use hydraulics and manufacturing, you know, car manufacturers use SCADA, everyone uses SCADA. NASA uses SCADA, SCADA is. And so because it's in demand, now that's the only worry I have is that we will run into supply chain. So if it's not done by the end of January, I will quit my job. No, you won't. Councilman Colwell, any further question? No, thank you. Thank you, Councilman. Where pro 10? Yeah. Thank you, sir. Councilman Morrant. Yes, sir. Councilman Weaver. Yeah, just just a couple of comments. I think certainly that that system is old and it was old when we got here. It's even older now that we've been here. One thing to be aware of and of course, Mike and the other experts in the room are going to realize this already that any system, even today's system is going to have, at some point, is going to have some hardware components. And those hardware components are going to have limited shelf life. In this case, it was the transceiver that failed. Transceivers are electronic hardware components. They're going to need to have a regular test and maintenance schedule. Whether we buy them 30 years ago or we buy them tomorrow, so those kind of components, you know, be prepared, those kind of components are going to continue to fail with a limited life expectancy. That doesn't mean that doesn't mean the whole system is bad, that doesn't mean, you know, one system is better than the other. You're just going to have expendable components whenever you have electronics. So we need to effectively, we're talking about a PM, preventative maintenance type schedule that checks these things for functional operation. And that also applies to the land line that I guess, you know, somebody run a backhoe through or something at some point and who knows. So, you know, that's a, that's either a PM or, you know, an OAM operational maintenance schedule that would help prevent this sort of catastrophe. That's it. Councilman. Councilman Dodson. Kevin, I think that that system is probably close to. DOS or OS 2 for those of us that remember those maybe a step above punch hard. So hopefully it's we can we can get rid of that because you know for our most critical resource you know it's it's an embarrassment that you know we've let it devolve to to this point not only in the system but in the house that it's housed in in the closet where people's shirts go and things like that. 25 years is a long time. You know, we've seen it now with pumps a few years ago, and we're seeing it here as well. And these are one of the things I think that, you know, my colleagues here at the table and I are tasked with trying to look around corners so that we can try to predict some of these critical failures as we go forward so that our citizens don't end up paying the price for that. And I think as good managers and stewards, I know that's all something that we're all interested in doing. So the answer is, I think having unequivically yes on the fix, I do have a couple of questions, though, if there are expedite fees, if this is off the shelf technology, right? Let's look at that. And I know that you all will. But also, I'm thinking that between where we sit today and where a potential solution might be in November, that's several months of direct oversight and having somebody sit there watching a computer with oversight. And I'm just wondering, you know, is there an interim fix between now and then that lessons the burden of having to have 24, seven direct oversight of the system. Well, I think during regular business hours, they'll be actually several people doing their normal oversight. It's just the after hours things. If there is, and again, I apologize for my lack of computer knowledge, if there is, we'll find it even if we have to pay for it. Yeah. But I think what we're doing now is that we know that that public service center has got problems. In fact, I believe it's next week. Mike, correct, and if I'm wrong, we're going to get a temporary office building with air conditioning. And that's going to be installed out there. And then we're going to move the current system into that. And so that will help a little bit in as much that we've got a good environment. Right. Right now. But in terms of what's out there, we'll ask. I mean, right now as I sit before we have a clue, but surely there may be something that we can find. And if it costs money, we'll pay for it when we get it done. And until your earlier point, if it's off the shelf and we have to pay, you know, additional fees, we're gonna pay that because we'd be nice and we can get this done before Halloween. Yeah, I appreciate it. Even if it's just two weeks off that schedule, right? So I understand, Kevin. Thank you. Thank you, Councilman. Councilman Cross. Appreciate it. It's good. Good data. I know a lot of people worked hard to overcome, you know, what happened to us. We've had this discussion now on border systems and whatnot. Do we have more systems? What else is there? Is there something else that's old that we need to address? You know, why don't we get that bubbled up now? Well, we're before it fails. I guess I'm as lessens learned. So if there is any other systems like that, whether it's water, whether it's computer, let's go ahead and get it fared out now and let's, you know, get a run at fixing it. So you're already have a bid, you're just not sure where it is, but you have a supplier? Well, man, two suppliers commands. And so then they just appeared and then that will have just appeared with Matt disappeared to Sunwell. And so Brian is familiar, plus Brian, he knows of several more in addition to this that he's on vacation, well deserted vacation. So when he gets back, he's going to be on the phone calling them. And just to get some estimates. Now, if this thing goes over $50,000, then we'll have to do a special allocation from the current budget that will require just councils approval. If it's less than $50,000, staff can go and just get it done. So that's kind of the threshold here to try. But we think, I mean, surely because the word did get out, people know that we're in business for new systems. So I bet you they come out on our door like, you know, buzzards on a meat wagon here. Pretty soon. So it's going to, we're, I think when we get a lot of goods on this. Okay. And Brenda mentioned that the preventive maintenance, you know, we discovered how that doesn't work. That's when we have a pump station. That's when we have a pump station. And here's the whole thing. What else needs preventative maintenance? You know what I mean? What do we miss in here? That's the lesson learned because these these are all indications. This isn't causing corrective action. These are all indicators. the causing effect of action. How did this happen and how do we prevent it? What other similar systems do we have? What other risks do we have out there that we're not maintaining adequately? There's been a little push, good old social media has been real friendly to me this last week at a month down here. And it revives, oh, don't have information, don't have information. It's always been my understanding that every organization, especially city council, especially a city, should have one voice. We should all agree with that voices and we should put that out and we should agree with it most of the time. We shouldn't have seven people plus whoever wants to run around and state what's the current news is. So for failing there, then we need a PIO. We need to go ahead and get a professional public information officer and get that address. So we don't have to have seven councilmen and a city manager and a director of public works and everyone else doing videos and whatnot. Let's get professional about our notifications rather than expecting, you know, people to frankly campaign on social media claiming the habillated snooze. So you say this will be installed in the temporary office building? Yeah, we're going to take the existing system very carefully put it into a new case. Yeah, I was seeing risk there too. But I think, you know, one of the things that Matt did that I think is going to help us and in fact, Scott, you're the question about, you know, having the redundancy of having human supervision 24, seven, we, that dummy computer, I think we're gonna put that to use as we move it into that new system. And that was a pretty smart thing that Matt came up with. So that's gonna, so in terms of, I guess the, the internal system that shows that screen that works the screen there, that's going to be fine. What we're worried about is going to be what's happening with that tower. And that's where we're going to be doing our 24-7 documentation with, with, with, with, with our field staff. I mean, we're going to pay overtime as necessary for that. So is our, is our new pump installed and operating yet? There in the Ponce County where were we at because that new pump that came into us like it came from my keves and different parts we weren't expecting that and so. Yeah it was a fried last week. The schedule I got a crane here and when we were delivered to the children it was not placed together as a matter of fact, it was in places. The neighborhood they learned there that was with us, took it to Mansfield, I got a call today, that will be your Tuesday morning to insert it, need three hundred horses of, off and over. Okay, did I get questions? All three, they were running right now, they've been briefed, they're a very good shape, the post-touch. But we're gl to the 200 or and installing the 300 next to maybe we can get a presentation on that that new maintenance process we have going there and then storage we're talking about that by gosh we need to do storage we don't need anything nothing stopping us from increasing our storage. We should be doing that also right away, our water storage. We have the land, we have a dedicated, we may want to consider that with future developments that they provide storage, maybe in provider storage, thank I don't know, but I don't see anything that's preventing us from creating more storage. We can't store our way out of this. I'm not saying that, but just like this failure, everything's typically in my experience, which is system maintenance, including a force one. What gets you is the multiple modes of failure. You know, we're at two by time you get to three, that's usually when it's fatal. You know, normally just one thing doesn't take you out. It's one thing, didn't you get a cumulative problem? Well, by time you get a third, that's when you really run this serious problem. So I hope we will take this holistically seriously and look at all of our systems and look what else we have out there and work on storage. But something, a storage is calibrated on supply and I think when we have our special meeting on the budget on the seventh, we're going to talk about augmenting the existing water plan, which basically is the second connection to the south, but exploring the use of wells, just selectively the use of wells. And what that's going to do to our supply, and we're thinking that that, if those are successful, if the use of wells for in-home supply is successful, then that is probably gonna push the need for another storage area, which will probably occur next to them in the line's elementary. So I don't wanna get everybody's hopes up, but we're gravitating in that direction slowly, but you're right. Thanks for your very thorough presentation. Yeah. Where's it, the ninth time, sorry, that's the seventh. Thank you very much. We're very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very very Thank you. Thank you. Councilman. Go ahead, Councilman. No, last year during the budget meeting it was slightly overwhelming with all of the systems that we dropped a lot of money for to clean up the bills that had been up to turn it off. I have a loud voice. I'll talk louder. It was a little overwhelming at last year's budget all day meeting. We spent a lot of money on different systems to try to clean up what I would call hosted no small town stuff. And we lost our IT guys. So I don't know the status of where that's going. And so I'm not criticizing our staff because I think they work. The work of two or three people. And I'm very grateful. That's why I came and cooked all breakfast one morning because. I can't do anything else, but I want you to be. Have a sense of your value. So can we do some sort of an audit without dropping a lot of money, as Rich was just saying, to look at the panoply of systems that might not have come up? I admit, I was at that March 23rd meeting, and my head exploded with Matt Apple, brilliant guy. And he pointed out a lot of stuff that had been let left to malaise by pregius people who either couldn't cut up or couldn't keep up or weren't well organized. I don't know. I don't want to indict them, but we inherited it and we have to fix it. So is there some way without making them stop, shot clock and financial reports that we can do an audit and catch up on these systems so we don't get something that sneaks up as an incident. And I'm not indicting anybody for this. This could have happened. My husband kept a apple three until they told him it will not work tomorrow. So I get that. Is there? Yeah. And I know we don't want to get brought to the end of the project and the system of the GIS that's already in the question. I can't see that. I think that's here. And also the one guy one love the that's gonna check out the Which one is it might know or old guy or And that that is in a very large was Transition that's gonna make it easier for anybody not only the shaft of issue process And also for the citizens of the water buildings and I think it's not eventually my chicken, chicken, chicken, one of my other bones, all of it. When our annualized system coming up, it'll help us better alert ourselves so we can deal with someone's business. Thank you. So the last thing to take to some time, I think that Jay, that's been, Jay's got pretty much, but I'll say it's mostly for this system, because the sooner or later it's going to be, the more we may grow to this. But that was the big problem. So that would, so we have a little chance to do it, and again, it's, if you don't grow, So we have others yet we do and we're getting this is around. We've done that very quickly. Oh, we always want something. I know. I know. I know. Oh, I need a vote. I'm telling the person like to say, look at the list. Very well. Any further questions, Councilman? No, thank you. Okay. Obviously, I would encourage the, the council to review the documentation. Any further questions if you would send them to the city manager as we do and continue the dialogue. I guess just one more comment. You don't have to go back to the closet photo, but everybody has burned in their mind now the closet photo with the old blonde oak cabinet. That's part of the reason why we pushed last year so hard for the bond fund to fund the new public works facility. And so I don't recall the exact date that we approved that I believe it was last December. You know, it was finally approved, but you know, that public works, that public works facility is in dire need of demolition in replacement. And so that's what we're, you know, again, that was the purpose of the bond fund last year, one component of the bond fund. So just wanted to remind everybody that we were looking ahead for that. To get rid of that closet, looking ahead for that issue. Very good. Thank you, Councilman. Before we go to the next agenda item, obviously exhibit B. Let's make sure that we note this software, no built-in communications, no redundancies, software no longer supported, not user friendly, lacks mobile availability and lacks contemporary hardware, also to noted multiple years in a row. So we are going to remediate that, remediate it quickly outside of budget cycle. But that is what these budget cycles are for is to address these types of items. So I would encourage all of us that as we look at this new budget cycle that we consider. The importance to some of these items to council Councilman Krauss, let me point out, if a PIO is good for you, then let's make sure that that's in your recommendations for the budget cycle. There are a number of things like a third shift. We talked about a failure point. Well, failure point could have been human touch in a third shift. Again, should and could be addressed in budget cycles whenever we're trying to trim all of the items in the budget. A staff works very diligently to follow the budget that the council approves. So we've got a lot of work to do and we will do that work moving into this new budget cycle. All right, moving into agenda item number four. We're going into executive session and accordance with Texas government code chapter 551 sub chapter D the city council will recess an executive session. This is a closed meeting to discuss the following four dot a section 551.074. This is a deliberation regarding the appointment evaluation, reassignment, duties, discipline, or dismissal of a public officer or employee regarding appointments and reappointments to the Planning and Zoning Commission, HMBC, HEDC, Park Board Board of Adjustments, Architectural Review Board, Mayor Pro Tem and Municipal Court Judge. We are now in executive session at 727. Thank you, everyone. Thank you. You're great. You're all good add, you know, your purpose. Your purpose. Again, good. Oh, you're over it. I want to read in a regular session to consider action if any on matters discussed in executive session agenda item six items for consideration is six dot a discussion in action regarding appointments and reappointments to the planning and zoning commission HMBC HEDC part board board of adjustments, architectural review board, and mayor pro-10. As we've discussed in executive session and what's been the activity of this board, of this body, and the past mayor, is to conduct those in executive session. For the privacy of the citizens in which apply to have discussion on, just so we can get to know all of them because not everybody was able to be part of the interviews. So thank you council for all of your hard work going through that and thank you to the council members that also took a lot of their own personal time to be part of those interviews. It's much appreciated. So at this time, Chair will open the floor to entertain a motion. I would like to start with the easiest first. I would move that we appoint Rich Kraus, Mayor Pro Tem. Okay. At this time, we have a motion on the floor to bring Mayor Pro Tem as Councilman Rich Kraus. Do we have a second? Second. We have a second by Councilman Rufo, so the motion moves. All of those in favor say aye. Aye. Those opposed, it passes unanimously. Congratulations. If you're a Councilman Kraus. Thank you very much. I'm sure I've said Mayor Pro Tem. There you go. Very well. I'd like to make a motion with regard to a municipal court. That we. Oh, That's a different. It's a six to be. But time to do the. Good. Good. So we will. We'll continue over the floor. Chair will entertain another motion. Yeah, I'll make a motion for reappointment for Planyman's Oning Commission to reappoint Wayne Gordon and Harry Hinkel. I would say that. Well, hold on, let me do one big motion here. Okay, thank you. Okay, very much. Pointment to HNBC, HEDC, like Zelenskis, Reappointment to Park Board, Katie Wozniak, yes, Katie Wozniak. Reappointment to Board of Adjustments, Christopher Boek, and Reappointment as an alternate on the Architectural Review board, Harriet Anderson. And then I would continue my motion to appoint to HNBC, HEDC, Glenn Hedinger, A point Douglas Barkley, a point Richard Keppke and a point Miles Hunter. Continuing emotion to a point to the park board, John Walker. Continuing emotion to a point to the board of adjustments Nathan Goodnight and Cindy Horn and to a point to the Board of Adjustments as an alternate Dalton Tasset and continuing my motion to a point to the Architectural Review Board as an alternate Lisa Reeves and to a point as chairman of the Architecture Review Board, Jason Thompson. That's the end of my motion. Very well. Okay, so we have a motion on the floor as stated. Do we have a second? Second. Okay. We have a second by Councilman Krauss. So now, now we can do discussion. Make sure I covered a review. Yeah, I'm confused. Okay. So, so, so, so do. So we don't have a second. No, we do have a second. We have a second. We will open for discussion. Yep. I'm confused because we're leaving members of council on EDC or we're not because you just named four names. That's correct. The liaison's have relinquished their seats for these applicants. Okay. Any other discussion? We have a second on the floor. The motion moves. All those in favor say aye. Aye. Those opposed. Okay. So it passes with one opposing councilman call. And let me let me just say. Thank you council. A lot of decisions being made. We are blessed as a city to have the applicants that applied and a big thank you to these council members for giving up the liaison seats to allow more applicants to join, Council, for going through that. Moving into agenda item six. B, this is a discussion in action regarding resolution, appointing a municipal court judge and associate municipal court judge. So at this time, we will open this up if there's any discussion. If not, the chair will open the floor for a motion. Go ahead, chair. You were ready. Oh, yeah, for Tim. Yeah, I'll move the, the three of point partly to be the mini judge and allow judge Stacy to come down to be associate municipal judge. All right. So, so motion on the floor is as stated. Do we have a second? Second. We have a second by Councilman Dodson. So the motion moves. All those in favor say aye. Aye. Those opposed? If that's as unanimously. Okay. At this time at 9.41 p.m. This meeting is adjourned. Thank you.