the meeting. Good evening everybody. We're going to go ahead and start the meeting. Madam City Clerk, you want to take a roll? Yes. Commissioner Armoate. Commissioner Barabai Commissioner Commissioner Keeter Commission Mizone here Commissioner Padotti here Commissioner Robi She's on her way she called me and said she was running late from from job downtown. Chairman Bucinberto. Present. Quorum established. Thank you. Thank you. Let's go ahead and do our pledge of allegiance. Pledge of allegiance to the flag of the United States of America and to the Republic of which is a stands, one nation under God, and visible liberty and justice for all. Need a motion for the minutes, Tony? Make a motion to accept last February's minutes. Motion to accept. All in favor. All right. Turned over to you. Good evening Chairman, Commission staff. Today we're going to have different presentation and report as directed by commission. We're going to focus more on operational activities, expenses, budget and projects and focus more on operation side and capital improvement. Also I would like to to announce Mr. Sam as our new deputy director. We're happy to have you onboard with NNB water with the background of his activity on NNB. It's going to be a great addition. And every division manager today are going to stand before you and report about their division activity app. The red contact with you also, we can have better understanding and brainstorm with each other as far as, you know, improvement that might need it in our operation. Hopefully that can satisfy a lot of your requests and also improve our processes and workload as well. With that, I would like to turn it to Gerrard and start taking the lead as far as presentation. Every manager will stand before you. Also, it was a short notice that I have to mention. Staff did a great job on proud of them, within less than a week they were able to put this together. so could as to you all. Especially me. Yeah, you'll notice from your papers and what you'll see on the screen, this is a completely new format. As you see, the audience is probably quadruple since the last meeting. So my name is Gerard Klein. I am the communications manager for N Andy Water. I've been with the program for six years. Probably mostly you don't know me because I'm behind the scenes. I should be right now. But we're gonna start. Every manager is gonna have about two to three slides. Kinda go quick. If you have any questions, feel free. The first section is finance. Good evening, everyone. This is going to be a quick financial update. So we have. Kagan, state your name for the record here. Okay, my name is Kagan Atkinson. I am the Utilities Finance Manager. I've been with the city for just over five years. Right. So in our financial update, I'll just hit the highlights, the administrative division, the budget for the fiscal year was just about 24 million, and we have about $19 million in remaining funds, and then I'll give a brief explanation of what that remaining funds consists of. About 1.5 million of that is salaries. 10.4 would be internal transfers, for example, transfer to the general fund, transfers to IT, the self insurance, as well as transfer to customer service. There's also $5.3 million of debt service included in that $18.9 million that you see remaining. Let's jump down to the Norwood water plant. There's about $12.9 million in the budget. In the adopted budget, sorry, and $5.1 million available that's remaining for the rest of the fiscal year. Of that remaining funds, we have around $1.3 million in salaries, and 3.3 million dollars in like chemicals and capital projects. So it's I'm just explaining that the remaining funds that you see We have plans for it, right? With waste water fund there's about 12.2 million dollars remaining of our $15.9 million adopted budget. And of that, $1.3 million is debt service, $2.6 internal transfers, again, transfers to the general fund, transfers to customer service, transfers to the self-insured liability. And we have about $2 million in capital projects in the wastewater fund and $2.2 million in salaries. On this slide, I want to add that thank you, Kayyan. There are a lot of work beyond the scene that we're preparing as far as new projects and requisition to be entered across inter. Across all different divisions we are at the end of the second quarter of the year. As we progress you will see that number goes down and it shows the performance of the department and division as well as execution on the project and equipment or needs that we have. Yes. Some of the internal transfers are made at different points in time during the fiscal year. So as we approach the midpoint, then that's when some of the general phone transfers will happen. And the internal service phones transfers. And we have another slide. All right, so this slide is highlighting our progress in terms of and covered peels that we have in each division. So, Norwood is on track. At this point last year we had just about the same number of peels opened. So it lists the ordered amount and the amount liquidated, the amount liquidated is the the invoices that we've actually paid on these peels that we have open. So in total, have about $11.8 million in POs ordered. We have $8.2 million in the remaining balance of those open POs and $3.6 million in invoices that we've paid. Again, wanna remind you that we are just about five and a half months into the fiscal year. So as we progress, we'll open more peos and that liquidated balance will go up. Thank you. I think next we have our community outreach. Mr. Williams. Thank you, sir. Good evening, everyone. It feels different in here when it's daylight saving time changes. Community outreach. I want to talk about that a little bit. Achievements and accomplishment. We're really proud and excited that we are. O'LRiven crossing Water Main Replacement won the project of the year through the American Public Works Association of South Florida. We're excited that on April 28th in Orlando we will get, we will be awarded there. Our director will be there to receive the award. We're also excited about our drop savers contest. We reached out to over 30 schools and we had over 135 student entries that sent in their artwork and all of the great creative ideas that they had about water conservation and we had local winners and the state winners we submitted to the American Water Works Association so we are hoping to have some state winners as well. And then, a little later on we'll have a big event for the parents and the faculty and the principal here and inside the litman or at the McDonald's Center to congratulate and to just celebrate all the kids that participated, all the winning children that participated in the event. highlights, our director, himid, Nick Van and also Deputy Director Sam Zakona represented us well at the Infra Day on February 25th. Downtown it was quite amazing. Both of them served us very well. We had a rousing round of applause because of their presentations. And also the disaster expo our director, Hamid presented and served on the panelist as one of the panelists on March the fifth downtown at the Miami Beach Convention Center. It was quite amazing. Our social media engagement, we are constantly working to enhance it, to connect to the community, to engage. Last month we had over 20 something posts across Facebook, X, Instagram, and LinkedIn. We're constantly building to connect to the community, to be in that means of communication. The upcoming outreach that we have coming up March 17th through the 23rd, we got fixed a leak week that will be going on and will be highlighting it on our social media platforms and also in all of our communication with the schools and throughout the community. We have on March the 20th, Fullfoot Elementary School Career Day. We're excited that we'll be going to their career day, we'll be taking some of our GSI engineering folks with us, customer service, and yours, truly, to talk about N&B water and community outreach and public affairs and all the good stuff that we do. Every time that we go to anyone in the local schools, we get a great connection with the kids and they really love what we do and we love being there. So we're building a great bond and a good synergy with our local schools. On March 22nd, World Water Day will be communicating with the public and making people aware of World Water Day, which is significant because people need to understand the importance of conservation and and be water being that we We have the best best tasting one in tap. We want folks to be aware of it and just to be aware of the importance of water because 98% of our body is water and so we try best to communicate that and the World Water Day is significant day that will continue to put messages out there about it and the significance of it. March 28th, third annual week here to share golf, charity golf tournament. We consider this to be our platinum event. We raise a tremendous amount of money to give back to the community to particularly those residents in part of our distribution who are not able to pay their water bills, particularly at times like this where there's layoffs, hard times, and difficult times we try to reach our customers and meet them where they are. On March 31st, Sonny Al's Beach family resource day, we will be there with a table with some of our professionals to talk to our residents there. They're part of our district water distribution. There'll be other community stakeholders and different vendors and businesses that will be there, but N&B yours truly and all of us, we will be there representing N&B water. In the month of April, we're excited. For the first time ever, we have our Fire Hydrant Painting Program with four local schools and in Beehive, JFK Middle School, Fullford and also Allison Academy and all four schools, all four principals and the staff. They're very excited. They'll be the students. We'll be painting Fire Hydrant. Thanks to our director. He had this vision. We got behind it. I want to thank Division 908 who went out and painted all the hydrants prepared. They put white paint, you know, the prime them so that way when the kids began to paint the hydrants with the different sketches and the different layouts, some of them will be their mascots, their school colors, but they will be really nice and neat and some of the best talented kids will go out and paint on the fire hydrant. And we're going to reach out to local media outlets. We have our local police department, NBPD, NB Finance will be there to help and to ensure that everything is safe and sound. And so it's going to be an amazing event. This is the first of his kind in the city of North Miami Beach and we look forward to experimenting out through all the schools throughout North Miami Beach. In April, water conservation month and that is one of the reasons why we're excited about the fire hydrant program because it's all about water. And so we'll be doing events and continuously keeping the message out about water conservation because the water that we save is significant and also saves money and saves lives. So that's my story. I'm sticking to it. Thank you very much. I'm Greg Williams. Have a good evening. Thank you, Greg. Thank you, Greg. Next, Next we have Mr. Osangar, a safety and claim manager. Good evening everyone. My name is Andre Hoseng. As the director just stated I'm the safety and claims manager. As my colleague just said I'm going to be discussing some of our achievements, some of my achievements and accomplishments. And highlights. I successfully submitted over 10 claims, an ad follow up contract that I was doing work in our city, totally over $9,000. I was able to reintroduce some safety programs that we had since then, and I brought back as well as some new ones. FDOT driver control, defensive driving, lack of tail-tag out. One of the newer ones that we brought in last year was the University of Florida. It was the first time we had our eight hour especially cement pipeline. It was a huge success. Some of the highlights that I was able to do was I partnered with our engineering team and our GSS coordinator to digitalize and modernize our PPE request. We are now able to request digitally through our asset management software and we're able to track it better. I reestablished our contact with our insurance partners, foundation risk. We now have a direct line of communication should we need to submit claim, or need any claim coverage explanations. Currently leading the leading the review on NMBU Waters Herc and Preparedness Program. Some of the challenges that I'm overcoming is I handle safety as well as the claims. So sometimes when I'm in the field, our claims team needs information, be it pictures, data, pricing, material information. So sometimes there is a delay in getting that information because I am in the field. So that is something that I'm trying to work on enhancing to fix the delay when it comes to subrogation. Also, I perform an internal audit at our water plant. I've been working with our maintenance team going over several, addressing some of the issues, be it signage, repainting, replacing the equipment, and upgrading some of the guard wells as well as some other things. Thank you. Thank you, Andrea. Water quality in its remurage? I had a quick question. How many claims do we receive throughout the year? Andrew. I really do good questions. Yeah, we have a question. That I got to wait for. I got to. That's all good. No, that's all good. I just want to know how many claims do we receive throughout the whole year? Regularly or? Yeah. I'd say, so a lot of, we have a lot of claims but some of the claims we can't pursue but the ones that we can't, so I'd say we have zero and 10 to 15 per year. Okay, all right, thank you. Good evening. My name is Valentina Ramirez and I'm the Water Quality Control Manager for the water plant. Some of the achievements and accomplishments that were done in the short period time, I've been here only 10 months, so I had implemented as management system, which I track all the complaints and sample collections that we do throughout the month. I also, we also, as a laboratory, we have earned the EPA certification of Examantcy, which I have a certification here if anyone likes to see. And some highlights that is going on, we're doing ongoing sampling for Eastern shores, water main replacement, 5 million gallon water storage tank, also the sampling for PFAS every quarterly, which is not stated there, but just a couple of little info for you guys. And some of the repairs future plans for the laboratory is remodeling for new safety cabinets and fume hoods, and the water plant laboratory with equipment with a flow analyzer, refrigerator and incubator. I want to add to that. Part of our vision is to get a lab to the situation that we can operate everything internally right now. are contracting to other lab services, but if we get to the point that we can have the fully certified lab with all the equipment and resources, I think that would be great for us as well as saving and also response to a lot of our regulatory needs. So that's part of our vision, Sue. Looks like she's on our way. We've got our first certificate, right? Where in the right track? The EPA certificate. Next slide. So as you know, as a laboratory, we are lacking some staff. And we are encountering several significant challenges. And you can see all the lists that we are facing. So I have a chart here. I don't know if anyone sees it here. It's like a pie where it shows you where all my complaints and samplings that have been done throughout the months that I've been here. So if you see I sample, sample collections like 46%. Sample clearance is 28%. Water quality complaints is 21%. And other sample collections is 5%. My upcoming projects are, it's preparing for the Consumer Confidential Report, which is the CCR for the Water Quality, conductive 5% of the letting co-persampaling at daycares and schools for 2025. And hopefully expanding my scope in the laboratory. And as far as challenges that she brought up through her assessment, we're going to, as best as we can, propose what can be done in our next physical year as far as equipment at least and, you know, needs for the lab function and consider any resource adjustment need be through our budget cycle and we're going to you know propose that as well. Right. What are your complaints for water quality? What are some of the typical complaints? So I just recently had one for a lead and copper. So if you noticed that there was a lead and copper letter that went out to customers and I had one resident that was complaining about it's worry about she had lead and copper we go out and we test for basic quality Also grabbed a sample for lead and copper and we also analyzed it for her to have a piece of mine At that letter that went out it was following the EPA regulation that we were mandated to inform our residents and as a complimentary or as part of our responsibility, the moment we receive any requests from resident, we will send our staff out to take the sample and share the result with them as well. What's the issue with copper? I mean, every house has copper. Yeah. We're responsible up to the meter. So if every house has so far, that's EPA and there is no clear guideline and we need to make sure in our distribution system we minimize the risk of lead and copper and that's the whole legislative. Not lead, certainly, but is copper now declared toxic too? It does. Tony? To my knowledge. Copper rolls. It really does. I don't see, there's no leaching. Even if I'm lead solder, if you let the water run a couple seconds, when you turn it on, before you draw glass, you're not going to get anywhere else. I was in two minutes with copper being entered. It's better than the plastics that they're putting in now. True. And the whole regulation was on lead and cut, so we follow that. I think we replaced most of our lead connections. We don't have any in our inventory as far as I'm on my right, Trem. We don't have any but we need to maintain it and inspect it and submit the report you know to EPN FTP and that's what we'll follow. So we have no carp or nurse system either? No lead no carp or as far as I know am I right? Creme? We don't have any lead service line. That would be a cover. There is copper. Yeah. Right. Right. Right. No, I understand that. Okay. I just never heard copper as an issue but up until now. So. No, most most of the copper was the branch lines coming off the main the service. if you look like an our neighborhood, you see there all, you know, it's all being converted to plastic. I got a copper line from my meter to my house. You'll live. Yeah. Replace the galvanized one that was all. But there might be new guideline come from aftermither from, you know, EPA level. At this point there is nothing, but I can see that might start informing you know public on that as well. Sure. Okay. Well thank you. You're very welcome. Do you receive the complaint for water turbidity a lot? And your department? Do I receive the complaints? Yes we do. Also. So I have a suggestion that might help you guys. Yes. Customer service will end up getting that call. Yes. Call get transferred to you. Mm-hm. I would say like, you have like, say you're overwhelmed with a lot of, helping a lot of people at the same time because you have short staff. If you had like an automated system that would answer the call to say what area is turbidity, it might eliminate a lot of your staff being shorthanded. So that's why I implemented the asset management application. Because that's where customer service just input the complaints, ask a couple questions that is listed. And when I see what's listed, if it's concerning for us to go out, then we'll go out and sample. Okay, thank you. You're very welcome. Thank you. Next, we have our water production. We have our interim chief, interim plant manager, Mr. Walker. Good evening. Good evening. My name's Christopher Walker. I said I'm the interim chief production manager at the water plant. I've been with the water plant ten years now. So I'll be going over some achievements highlights, challenges at the planet itself. Achievements first. Right now, as of February 2025, for this this for last month we produced, we increased our production slightly higher than estimated around 700 million gallons. We estimated we produced just over about 720 million gallons for the month actually. We're up from 75 last year. I think I made the reason for that was we sold the water to county and also city of calendar because they requested to open the inner car due to the main times that they had in their operation. So over 10 days or 18 days I think we produced the water to them as well. Through to my everyday count down. I'm being on the other bill. Talked about it. Talked about it. Yes. Some more highlights is our new 5 million gallon storage tank that we've just built, just had installed. That increases our capacity as of current to around 11.2 million gallons on site. We still have a 2 million gallon tank off site as well, just in case of any emergency situations. Challenges at the plant, we have 20 wells, 20 production wells split up between the three of our productions, which is lime, nano, and reverse osmosis. Of those lime production wells, we have nine actively being in use. And we have two that are out of service currently. They're up for service for some repairs. For our RO wells, we have four. Three of those are in service. One of them is coming up, should be available to us shortly. My name is Liz. Oh, I'm sorry. Sorry about that. So of our role, we have three in service, one out of service currently, but should be in service soon. We're waiting for approval from the health department. As far as our nanos, we have five wells. Three of them are in service and two of them are down right now. We're waiting for repairs on those two Question yes, how much does it cost or what is the process to? Repair the outer service wells at the water plant it depends some of them are just maybe the motors our old or go bad. Some pumps maybe impellers are damaged. Usually those are the two issues. I'm not exactly sure of the cost. I was in the part of that. Going forward hopefully I will be. So I have those numbers for you. Yeah, I can elaborate more on that. If it gets to a equipment, depends on the size and horsepower of the pump and motor. It could rain somewhere between 50,000 all the way to 200,000 on equipment. If it requires some structure or repair, like casing or mobilization from contractor, that could go up as well. But most of our rehabbing, it will start from the equipment side and we will try to minimize the construction need unless it's necessary. But we will do routine maintenance on them when we pull the pump so we do some cleaning and some specific process to recondition the well before we put the new equipment on it as well. But our main task manager is here in case you need further clarification on that. To piggyback on what you said, have we done a condition assessment on all our wells at the water plant? You touched on the point that we're going to do absolutely. Further on in the slide, you will see that I'm pushing to present in our next budget condition assessment in all our well, so we can have better understanding of what needs to be done and which will require immediate attention as far as, you know, recognition, rehabbing or sometimes, you know, or a recommendation may lead to abandoning some wells. But at this point, I don't have the, you know, recondition, rehabbing or sometimes, you know, the recommendation may lead to abandoning some wells. But at this point, I don't have the, you know, overall detailed report because we have not done conducted that condition assessment. Staff have good understanding as far as, you know, what is the condition, but we may need to get an engineering involved to go through that. And then we can come up with the plan for next five to 20 years and You know start Implementing our captain pool my planning is for us maintaining our improving our wells Thank you. Yes, sir All right, so as far as our major repairs have been completed at the plant so far maintenance as Fict as there was a leak on our sulfuric acid bolt tank. That was contained and repaired on site by staff by the maintenance staff. We had two transfer pumps installed, one on our blending basin and one in our lime clear wells. We had a cleaning of one of our clarifiers, which is our largestifier on site. That clarifier number three has been cleaned and service for its annual servicing. We also did a service on our odor control to control any sulfur smell that may get into the air from our arowels. Upcoming projects, we are scheduling for our cleaning of our clarifier too, which is our smaller unit. Our membrane cleaning for the RO and nano's. We're looking to do those this up in the upcoming months and our disinfection for our well three F, which is our Floridian well, which I said is one of the wells that are down for the RO's. So like I said, we're just waiting on the letter back from the health department. We've submitted everything, so we're just waiting all of those. That okay. is one of the wells that are down for the RO, so like I said, we're just waiting on the letter back from the health department. We've submitted everything, so we're just waiting all of us. That okay, so we can put it back in service. And also, I'd like to add to that, that we're working on some plan for our tickner in LymeSuff thing, that we need to do some maintenance on that equipment as well. and it's under our program that we're trying to improve. Thank you. equipment as well. And it's under our program that we're trying to improve. Thank you. All right, thank you. Next, we have our water distribution and wastewater collection manager, Mr. Gillis. Hey Dave. Good evening. Dave Gillis, I'm a distribution and collections manager for NAB Water. I've been with NAB for about 35 years now, so. But it was hard to convince him to come and stand here because I, I tried to. So it's all my first time. Yeah, but we're in distribution, we're facing. We've got a lot of ongoing projects between the golden glades interchange relocations for FDOT. Of course, you all know about Eastern shores, water main replacement ongoing and the challenges we're facing there. We also have some program, our work being done in the wastewater collection with, we just recently lined a new forced main for one of our collection systems to help better that area and reduce the chances of a event. So, and we're also continuing our mandated system maintenance on both collection and distribution, fire hydrant maintenance, valve exercising, collection system cleanings, and all that ongoing on top of answering calls and assisting other departments with their needs and emergencies. Again, I've very touched. Our highlights we've handled all our complaints as quickly as possible with minimal impact to the residents and customers. We've also, again, we installed the liner at the Cabero system. Assisted, yeah, assisted with the customer service with some large meter replacements at key facilities. And- Where is that meter, that's six inch. Excuse me. Where is that trans. Trash in the in the MID industrial park at the Miami Dade trash transfer station there. The old incinerator. Oh. Oh, excuse me. Yeah, northeast of that new 190. 91. Yeah, about that. Okay. We've got some upcoming meters to change out it some other larger meters Assisting customer service with that We're also working with other issues and bisking and bisking gardens. We've had a low chlorine issue that we hopefully resolved. Again, Bobby, your favorite place, Plaza del Prada. How do you address the low chlorine? Well, we're going out working with the lab. We're running and flushing fire hydrants and taking samples and following the chlorine from the plant all the way out to that area and making sure that it's there. It's getting there. And again, we're also part of FDOT right now. We're installing a new eight inch water main along the eastern side of I-95 on North West 6th Avenue and we're in one of the final stages of that installation. So you're doing it we have a no we're doing it in the house yes. Yes really. Yep impressive. We've re restarted Lane pipe and we've done several several segments to the FDOT projects How's our inventory of pipe inventory for pipe we were good on pipe as far as on hand stock for emergencies and stuff like that Yes, and we're of course anything that we need for projects are being ordered and We're moving that through as well Thank you Dave and I want to add some other item as far as. I had a quick question. Yeah, yeah, sir, good. Looking at the work order by categories repairs is at 2% when I used to be working with an in-be water. I know we have a lot of water main breaks and service repairs. Okay, can you have a staff look at that number real quick because I know it's not 2%. That might fall under maintenance. That's why it's 66% on their main chance. So it's categorized based off the asset management request that come and category. But we will definitely verify that again to make sure that falls under what it's called. You know, categorize. Yes, sirult. We do have leaks we have service line repairs so it depends on the kind of right and that's probably categorized as impact by contractors and others that's why that number is a lot lower than what you're expecting. Okay because all of the guys are doing a lot of repairs you want to hire. Daily, nightly, yes sir, sir. We're spending a lot of time in Easter shores fixing some of the stuff, you know. So we're everywhere. So we're trying to secure the proposal for valve exercising and make it routine maintenance annually this year with the available budget that we have. And also we're trying to execute the hydrant painting program across the city to paint all the hydrant in more recurring time. Plus, working with Dave and his staff, we're trying to implement that preventive maintenance program, especially on system, and our panels and the system that we have, we're trying to be more proactive instead of being reactive, that will save a lot on us too. Do we have enough staff for the robust preventive maintenance program? We're in the, oh, sorry. Go ahead. As we execute, we can learn more about it, and then we see if we need to, you know, add more staff or not. So until we get to that mode and start executing and performing, I can see the trend to say right away, do we need more staff or not? But as we progress, we can identify the needs. Okay, thank you. Yes, sir. Thank you, Dave. Next we have our utility main time. Mr. Amon. Jesse. All right. Good evening, y'all. You'll forgive me. Public speaking is not my forte. I'm Jesse Emo. I have in the maintenance manager for the plant. And I've been with the city for about four or five years now. During the previous month, our team completed 347 work orders. During the time we recorded approximately 1200 working hours with zero reportable incidents In addition to that we performed upgrades on the raw water pH meters for both of our membrane processes This allows us to have more accurate and consistent readings for the operational team In the sodium hydroxide room we designed fabricated and installed an automated field system for the day tanks with preset alarms and manual bypass. That was all performed in-house. In addition to that, we successfully returned high service pump 5312 back to service. That's one of our three more powerful pumps that sends water into distribution. I'm thankful for that one. As Chris mentioned, transfer pump 45-16 was returned to service as was East Clearwell transfer pump 15-11. For upcoming projects, a majority of our chemical pumping rooms have been upgraded with additional safety features, such as new safety shields around the pumps and we're working on additional designs to improve safety for the team members that have to use them. Similar to the sodium hydroxide pump room, we're working on designing automatic fuel systems for the sulfuric acid rooms, both of them. That's for the nano-NRO, as well as the bleach room. And when it comes to the systems for the sulfuric acid rooms, both of them. That's for the nano-NRO, as well as the bleach room. And when it comes to painting, we all know that the facility needs a little TLC, so we're working with facilities on that, and we're also trying to find some in-house contracting to work on taking care of that. That's all. Thank you. And most of the work that you saw on the slide has been done in house even portion of that design for our chemical fit system. So we're relying on our resources knowledge to perform a lot of our needs. Next we have engineering infrastructure manager, Mr. Rossi. Good evening, everyone. Carrie Rossi. Infrastructure engineering manager with the city for 38 years. In fact, Mr. Padote was my intern when he was in college. Thank you. Did a good job. I'm very proud of you. So let's see. So my achievements and our achievements and accomplishments for the month of February, we successfully submitted the volume sewer customer ordinance annual sanitary sewer report to Durham. It's something that we put together with the assistance of the wastewater staff. We closed 1700 locator tickets. How many locator you have? We have three locators, and this is the youngest amount of location tickets. There's a lot of digging going on, I guess, in our system. Typically, we do about 12 to 1300. So this was a lot of tickets. We reviewed 18 public works, parmits, and 19 plans for impact fees. So again, there's a reflection of the activities in our system, completed 32 GIS records request. It conducted the TRAD review for these following two projects raising canes on the skin of all of our new restaurants coming in where the ABC liquors is currently at, near Highland Village and the Arch Creek Apartments project, which is a 10 story apartment building in Highland Village that's coming down the pike. The prohibit easements for the Biscayne Gardens apartments and compiled an impact fee review projection for FY 26 budget. I-lights, we're finalizing the Bentley Tower Project in Sonny Isles. It's a 62 story condo. I think it's one that's going to tower the entire city. That's going to bring in a lot of impact fees. We're looking at almost $1 million, I think. I want to touch on on impact fee. We have a report that's been done by engineering back in 2020, from one of the CCNA consultants. And we're going to review that again, I think we need to consider our impact fee to be more up to date. So we're working on that as well, just an update for you. Thank you for that addition there. Also for our upcoming projects, we are continuing at the Golden Glades Project. It's been almost a year now since I present this to you before this committee a year ago, but we are near the end. They're constantly, you know, identifying new conflicts, so they are making changes to their drainage design and we're working with them and Dave's crew have done a awesome job just the last couple of weeks they've installed 800 feet of pipe, which they're doing really, really great. I'm very proud of them. And also coming up, Miami Gardens Drive, they're going to be resurfacing the road from 27th Avenue in the West all the way to North D6. So we're going to have to raise a lot of valve boxes and things like that. But there are three fire hydrants they want us to relocate. So we're working on that. And the CIP transition, we're working hand in hand with Black and Veatch as they slowly diminish their scope. We're taking in a lot of those functions so my team is a part of that. And just on that topic, you will see more tonight, but also on one of the Dave's project, Corvera Lining Project. That was originally part of the CIP program, which it was transitioned to us, and we handled it in-house, and pretty much, you know, performed that Lining Project in-house as well. So we're trying to slowly transition from Black and Wiche and, you know, that's part of our plan as well. Thank you. Sure. Thank you. And lastly, this last slide here, some upcoming projects. We're involved with the review of various water improvements for Pintry Park, North and South, which is adjacent to St. Thomas University. It's a residential area in that vicinity, as well as Norland, which is an area just east of the Norwood water plant. We're involved in construction activities and all the projects listed here that Black and Beach has been overseeing for us, but we have a role, an active role in those projects. And lastly at the bottom, we will be compiling our annual Water Loss Report for the year 2024 by next month. as well as I mean pointed out, Raf Tellis will be strongly working on our rate study, and we are revisiting the water and soil and plant and fire flow fees. Rates, I should say, they were previously evaluated by Arcadus in 2020. We're getting reimbursed for the golden glades. There's a small section that we're going to be getting reimbursedment because we were located in an easement with that they have acquired the land. But most of the work, I would say about 90% of it is not reimbursedable. We were basically in the right away and they can tell us to get out of the way. Wow. I got a letter that the county is looking to widen 159 street from northwest six all the way to west six the highway. Want to make it five lanes all the way down. She's going to take up up the suales and there's a lot of fire hydrants all along. I know, and we have a lot of mains down the road. There's a lot of utilities. Everybody's down that corridor, fiber optic, and so on and so forth. So it's gonna be a nightmare. No problem, man. We are gonna be doing a water main replacement project from northwest six to northwest second to replace an aged two inch water main in that area. As always, big those, lots of been rezoned. Oh, yeah. All those big apartment buildings. 100 to 8,000 of apartments at. For sure. We're involved in each one of those Carolina apartments and the other one across the street. Thank you. Thank you, okay. Next we have our warehouse manager and Mr. Torres. Hello everyone. My name is Veronica Torres. I'm the intern, Materials Control and Warehouse Manager. I've been with the city for 11 months now. Archeivments and accompaniment currently. The warehouse team has demonstrated teamwork, problem solving, and overcoming challenges to meet all goals. I have met with potential vendors for future op center projects. Completed assessed management seminar to implement barcode system in the op center warehouse. I have assisted with budgeting, setup office, and warehouse processes to implement new protocols. Materials and equipment. Some of the highlights have been implementing control order processing, when shipment arrived to the warehouse. It has improved accuracy in efficiency. I have also improved deadlines for equipment for division 908 and FDOT projects. Some of the biggest challenges that we're facing at the moment in the warehouse is the manual work. This is one of the reasons why I have suggested to improve the warehouse and add bar codes to all the parts in the warehouse. That's one of the biggest challenges at the moment. Repairs of the forklift is needed, needed ceiling fans to improve working conditions during the summertime. Thank you and question. With software using still using city works or we do yes okay. Right. And we're trying to optimize that and also utilize it as best as we can to improve our workflow and processes as well. So we're in that process as well. We'll take time. And as she mentioned, this year we had different budget preparation. We went through one and one with every manager you see in the room and they presented their budget and with me we went through it and then we tried to do our due diligence to have more acute budget and better plan. So once the budget adopted come October 1st everyone are ready to go and we're going to you know expect a lot of things. Can we get her those ceiling fans for their warehouse? She forgot to mention that she already secured two proposals. So we're waiting for that. I'm waiting for one more. Yes. So whatever challenge you see here, there is a work beyond the federal. Yes, it will be resolved. Yeah, I know. I've been there. Yes. But definitely need them. Absolutely. Yeah. OK. Great. Thank you. Thank you. Thank you. Question. Do we have our own procurement person for the NNB water? First week when I came on board, that was part of the things that I've recommended to City Major office So now we transfer one of NNB water position vacant to procurement as a utility procurement agent It's been already advertised the interview process being completed So soon we're going to have dedicated utility procurement agent Under procurement report funded from NMB, but they're going to Recycly work on request from Yitzel to the park Okay, nice hope that can help a lot and yet Next we have Our best or our customer service. Good evening, commissioners, we're a涉zard customer service manager for the month of February. Our achievement accomplishments have been establishing a new process to identify faulty meters and making sure that we lower the amount of zero usage accounts. We're doing this by utilizing a report from our AMI system, which we haven't really used in the past, but due to the increase of failing registers, we are implementing this moving forward. This is very hard to pinpoint just out of the billing system and this is why we're now using the report from I-Trump to make it a little simple for billing to go over as they're reviewing and making sure we are least estimating and creating the work order to go out and replace that failing register. You know, this will help us in the long run and making sure that we are changing registers and focus our efforts of maintenance on just those that are truly failing and not just because of you know dirt and boxes or other reasons Upcoming projects we're working with IT to change the phone system It's been a struggle since I I've been in this position and even before them. Always with customer service interactions, phone dropping, people are not getting through the lines. So hopefully with this new and head, this new phone system will see improvements, better tracking call recordings for training purposes and as well as providing that information to, you know, cases that we might have ongoing. And there is another joint effort between finance, IT and us. Heavenly involvement of all three departments were working on the new implementation of new billing system. Sprite fund that was awarded back in summer. So we're pushing that to expedite the implementation and seeking input from all this involved department to make sure we have successful implementation and everyone happy with it and this way we can get the best out of it. Thank you. Thank you. For the month of February, we've had 461 accounts. There are ranges of the delinquency that between one cent to $24.99 that represents one percent. Our 25 and above increased this month to 8,128, that's 24% overall. And 25,642 accounts are in good standing. I don't know why, but it represents a difference. They put 25%. But that's, you know, majority of it. the link and see tracking, my collection supervisor, since January we implemented a new way of creating notices directly through Impressor, that actually had to come in and set up a whole thing for us because we didn't have it in the past, but now we're able to track from the system and maintain the notices and impressa of how many notices, the link with notices are going out. It also provides us with a report of how much are we expecting to collect on those accounts, and this is how we would get these numbers. So for the month of February, 812 notices went out. Out of that, 198 work orders were created. That means that's the customers that didn't make payments. And what we were expected to collect was $567,000 for collections. Next up is the amount of work orders for the field team. In the month of February, we've created 1,322 work orders. This is very between Czech for leaks. Maintenance,-offs, we name it. Out of those 1300, the field team managed to complete 993 of those. So the over 80% are related to meter. And we'll get to that later in the night. but that's another indication for us. And would we all for my presentation this evening? Can you have any questions? No? Thank you. I have a question for you. There you go. Yes sir. When you guys are turning off water to the time you've been here and I know you've been here for a little while since I left. Is the traffic in the lobby less now? People are paying online, or are you getting more traffic in the lobby than ever before? It's a lot less. There were the ones that we get in, there were those, you know, they want to dispute, then we're getting their water turned off or the typical Tenon that are coming in to try to open a new account That's about it Can you give us the the timeline from the time their bill their bill is delinquent to the time you actually shut off It's always two weeks. So we give when the the notice goes out to get two weeks To give us a call to read to come into the office to make payments. The system now too, as of January, and I've seen it work, is that if the customer makes a payment full in the whole outstanding balance gets paid, it automatically generates a turn on work order, which is something that we were lacking for quite some time. we're not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not just not cycle. We can't send every single one because what is the expectation of how long is it actually going to take for someone to get their water shut off. If you got 8,000. The We can have a one-year lease put down their deposit for the water meter and never pay their bill and move out at the end of the year They never get the water. There's been cases like that. Yes That's the process that we'll follow with City Maggio office to consult with the Tamil in one form and see How we can proceed on them. It could be charged off, it could be lean. We need to allow a different option following the guideline from CDA attorney office to and then see what would be the best course of action for us on that. But at least on reoccurring, Bill and Cycle, we're trying to cut off as best as we can. That's the main reason we have this $6 and $7 million delinquent, what do we call it? It's a delinquent, yeah, outstanding amount. Standing. Yes, we can call it backlog. So it's mostly those type of scenarios that took place years ago where nobody ever paid or bill and they're gone in trying to find them. We're trying to come up with some solutions. Yeah, we've got to do something after certain three months. I mean, anyway, go ahead. Thank you very much. Sure, but we'll consider that. Thank you. I have a quick question. How long do we have to collect those outstanding balance? Because I know there's like a five-year period for taking it off our books. I have to check the city code and I don't have the right answer in top of my head, but I think per code on next door is five-year. Am I right as far as charge of five-year? Yes, statue limitation is five years through. So what year did we started? What the huge? I have to check that with my team. I don't have it in top of my head right now. But what can you know, certainly provide that information to you. OK, thank you. Thank you. Next, we have our Capter improvement program management from Black and Reach, Mr. Pani. Apple Pani. Thank you. Good afternoon afternoon commissioners. So really quickly we're going to go with some three major Achievements. As you probably all know, we started the Milling and Paving Plan on eastern shores. You saw that. The construction foundation for the new Warehouse has been established and poured and we're moving forward with that and the water treatment plant. We've heard several times tonight that we have the 5MGD tank now in operation at the water treatment plant. So those are some three major accomplishments. Some highlights that I want to showcase. One, collaborating with procurement. So we're working with procurement currently to finalize our bid on the raw water main pipeline. And that's connecting the wells that we've finalizing in the process of finalizing and connecting it to the water treatment plan. And the next upcoming project is after we finalize that procurement phase, we're going to select the contractor and move forward in construction. In fact, that was in the next commission meeting for, you know, award up to one award. Yeah. Next, going into a little bit more detail, Eastern shores. So as Dave pointed out, we, as the program management team, are working closely with the city to get assistance in shutting off some of the old services in the old mains. So we're working with them hand in hand. Some of the other, all water mains have been installed, which are the main lines, and we've received the DOH certification, and now we're in the process of doing the final tie-ins to the home. So we're doing all that now, and as you can see, we're starting from the top down in terms of the milling and trying to close out that project, hopefully soon. Next on the list is the Operation Pump Station. So we've recently completed the new new pressure sustaining valve. Currently we're running into some issues in terms of equipment delivery due to supply chains and stuff like that. Everyone is facing that. But we're ongoing and we're hoping to finish that project in the summer of this year. As I as we mentioned, nor water treatment plant, we have the five MGD tank done, we have the new slab in and then something that I I like to highlight is the high service pump. That's one of the other projects we've been working on. The pump cans got delivered, I believe, this week, and we're starting the excavation and doing the tie ins for that piping work as well for the new high service pump. Next project, coronal Delmar. So this project is we're tying in abandonment of the septic tanks and doing tie-in to our new sanitary sewer system that we've established. Currently we've completed nine product nine properties so far. We've been having a lot of difficulties with this particular project in terms of permitting as I've come up here multiple times and we've talked about this but currently moving forward we have 32 properties that have received Derm and NNB water or NNB building approval. That's going to be the next 31 properties to go into construction hopefully by the end of this month. After that, we're starting on our second batch of permitting, which is about 27 properties. Each of those are in different phases. They're at different like WASD, Derm, DOH. We have to go through our own NMB water department. We also have to go through our own NMBB water department and then we also have to go through our own NNB building department as well. Yes. We have a question. What are we going to do? The septic tanks are going to be abandoned in the woods. Yes. They're going to be open filled, capped and done. Is any of this permitting process going to be streamlined a little bit? That is a great question. Building department. That's a great question. So, how many did I have a meeting scheduled tomorrow with the internal staff to go over that? And we're going to try to work within what we can control. So, we can't really control outside agencies. So, we're going to try to control. Yeah. So, we're going to try to control what we can in our own house. Right. We have meeting scheduled with the finance director, and we're going to try to control we can yeah, so we're going to try to control we can in our own house, right? Right, so we have meeting scheduled with the finance director and we're going to see where we can stream line some of the processes and see if we can mitigate some of this Check cutting that's one of them that can expedite a lot of things but yeah Also, we're going to send more follow up to Durham as well, you know to see if we can get and I might be a little bit out of your wheelhouse. Is there any, I know some of these properties here may have a problem financially to do in some of this. Is there any, is there any, I guess grant money? Well, that's one of the issues that we're running into because the city has taken on that responsibility to pay for that. Normally what would happen is you put the pipeline in the ground, you put the gravity line in and the homeowner is responsible for doing that. The city's paying for what? We are paying 100% on this special project. For the conactory. For the conactory. Oh, I'm. I'm. I'm. I'm. and on the other subject tank? Yep, yep. That is why I was taking this long. And that's far off the... for the conactually. Are they going to pass burden on resident on the amendment of the subject tank? Yep, yep. That is why I was taking this long. And that's far off the delay. Never been done. Nobody does that. Nobody does that. Well, we're the only one. We're trying not to do it moving forward. Lesson learned. If I may add, Commissioner, we, before the project was completed the design phase. We, the team have met with the Department of Health. We agreed with Samir, and they agreed on allowing the contractor to submit permits in bulk. So it's not just one individual permit that has to go to the health, but by blocks, according to the contractor. So we did facilitate that. And the funding sources that are paying the residence portion is the Department of Economic Opportunity or the Department of Commerce that they're called down. And also the CRA and ARPA as well. So a lot of the bodies coming from state sources. Yes. OK, I can live with that. Yeah, thank you. Thank you. Thank you, sir. Do you have an estimated cost to those nine, those nine installations? What is the cost to us per property maybe? We have. Well, I think last time I checked the last invoice because they haven't been invoicing by their delays, but we have about 150,000 fifty thousand roughly But that didn't come that's not just the property. That's everything that they've been working on in terms of permitting and all that But that's what we've paid the content So can we try to establish what it would cost because we're gonna need that number going forward How much is it cost to to do one property and we can an average? We can I'll get that that we did out amongst all the ones you have and that's going to be your estimated cost when we do these other projects. to do one property and we can an average we can I'll get that We did out amongst all the ones you have and that's gonna be your estimated cost when we do these other projects. Yeah, we can I can get that number for you next meeting some some of them are long around still Yeah, it's gonna be yeah That's and then like it's gonna be depending on the homes because sometimes different septic tanks are in different areas we have to do some restoration so we can get an average cost for you because it's a total of 130 properties. And some are in the backyard. Backyard. That some restoration. So we can get an average cost for you because it's a total of 130 properties. And some are in the backyard. Backyard. That's another one. What are you doing on those runs? There's long runs like that. We got a abandoned tie in and bring in and do the clean out on the street. Yeah, they put the mains how deep did they put them? This main wasn't that deep. I think it was... No, eight feet. Yeah, between five and eight feet. Eight or eight feet. It's not the eighth mouth. Yeah. Because we just got to get the soak. There's all gravity because we got to pitch it from the back. Where are there? Right. There's some duplexes there that run vertically on the property. And there's some long runs there. Yeah. So we are also working with CRA to continue that program Corona the more on CRA section and submitting with City Major office as far as seeking for any state Appropriation to continue that even though it's funded under CRA But we're still looking for some grant option on that project to we're submitting something All right. Now, my next project is a bunch park. Water main. That's that project is moving along. Really well. I don't know you guys can't see it yet. Okay. There you go. A bunch park water main rehabilitation project. So this project right now we're on along 27th avenue and we've and we've installed water main between 163rd and 55th Terrace. So we're working on finalizing that. We're moving forward. That project is going well and we hope that not have any issues in the near future. Next project, as we mentioned previously, we've had some permitting issues with this one as well, mostly through Miami Garden. So this was a joint bid project, so this is the Master of Pumpsation and Bell Gardens project combined. And right currently we received the Miami-Dade County Ride of Waipermint, for Bell Gardens, and we're waiting on the Miami Gardens Ride of Waipermint. And then we also are waiting on both of those permits for Master of Pumpsation for. So we received a permit from IME Day. The approval already? Yes. But we're still waiting for IME Gardens. Mm-hmm. Let's take this along. So we received a permit from Miami Dade approval already. Yes, but we're still waiting for I'm gardens. Mm-hmm. What's taking so long for right away permit? We submitted so the process that we had was we needed to have the contractor on board first and then once the contractor got on board they filled out the application and we submitted. They went through several rounds of back and forth with us and Miami Gardens because they wanted to implement certain Details on the road restoration. You know, they don't work on Fridays, but we have a five-day work week So we have to come up with some compromise there because they want an inspector on site And if we're not there, we have to see there's a lot of back and, it sounds like they had some turnover on the staff too. Yes. It's a right-of-a-wait permit. It's, I agree with you. I'm not fighting you on that. I wish they could turn it around quicker, because now that's affecting our contractor and our contract time. But we're trying to communicate with them and see what. Yeah, we're constant communication. I've been communicating with them at least once a week, and especially with our staff. How long one was the application submitted so this with those two particular projects had uh... dry runs and we've been doing that since twenty seventeen karen yeah no disembry we submitted a recently in december twenty four originally did not ask for a dry, and am I right? They originally, that's what they said. They came back and then they said they wanted it. They wanted a draw, and that caused another delay. Yeah. Okay. So December, January, February, going to March. Going into March, and we don't have a right away permit. And then how long do we have the contractor, what a PO active? It's limited as far as executed contract as far as substantial completion. So potential they may come back with contract extension as far as time set aside any cost implication may come out of it. Is there a two, um, positive or my immediate contact of Miami Gardens, because tariff and things are changing with the whole supply change. And we're, we're in the process of that and the other element that is delaying us is that we are dealing with as part of the Bill Gardens project. We're, uh, we're meeting with the Hard Rock Stadium, because there's a portion of that forceman that goes through the Hard Rock Stadium. So one of the issues that we're having with Miami Gardens is they don't want to issue the right-of-way permit until you get permission from the Hard Rock to do that work on their property. And that has changed, so it's a lot of historical stuff that goes into this, because originally, that Carl Burgers Avenue was a public right-of-way. Then the Hard Rock bought it out, they turned it into the F1 track track because we didn't have F1 like three, four years ago. So now all of this is playing into the delays. So, but we're trying. Well, well for then we're trying to, you know, proper way to the, we had several meetings today to try to mitigate that as well. Okay, thank you. You have to rename your department to NMB water and sewer. where it takes a lot of wastewater right now looks like with a lot of place water right now. Looks like with a lot of stuff in the pipeline. Yes, sir. No, I was sewer plant, yeah. Oh, still a lot of horse man, so I'm more getting more. Yes, sir. Yes, sir. So the next project I know everyone wants to get a quick update on this is Washington Park. So holistically we're looking at about 30% complete so far. We've installed about 65% of our 10 inch force main. Again another sewer project. Just to give you some perspective that's around 4,000 linear feet of the 10 inch force main that we've installed currently. And the contractors have begun excavating the pump station. So if you're familiar with the site in the area, it's adjacent to the park and we're establishing the pump station. So they started the excavation to implement that and of 159. Yes. There it is. Uh-huh. Our next project is I wanted to give you a quick update on the eastern stores, eastern shores, water main improvement project, and its schedule. So this is prior to the request that we received from PUC to dig into the contract time frame and you know staff put put it together we're going to establish that for all upcoming projects and ongoing project that we have to cross reference the condition of our construction activity with the executed contract so we know where we're staying as far as the contract obligation. Yes sir. So as I mentioned so we're started started off with our contracture start date or NTP date was February of 27th, 2024, about a year ago. Based on that date, we would have final completion on February 26th, 2025. As you know, we're past that date. We're currently working with procurement to incorporate the below delays that I'm gonna elaborate on in a few seconds, but we're going to extend that contract time, and I've been telling you for the past few months that will be done by the end of May, beginning of June, and we're still holding to that schedule. So, the reason and the way I've come up with that end of May beginning of June timeline is we have three major delays that affected the critical path of the project. So the first one is the 1.1 and a half weeks attributed to supply chain issues. So we've specified Dr. Lyre and zinc coated pipe for this particular project and there's some reasons for that. Really quickly we're in a high saline environment so you want the zinc coating but then also you didn't want to do PVC because you have a lot of inflow and outflow with the tide going out And you didn't want to wash away the bedding and you wanted to have a heavier pipe to make sure you maintain that so We've had that issue with the supply chain to get that pipe delivered next Three-week delay due to utility conflict so as you know We've had multiple contractors in that area. Why is the use there? So when we were there laying our water main portion of the work, we had to deviate and go around that particular conflict, and that delayed us a little bit. The biggest delay that we've had is about a two month delay on the permitting issue. This is with DOH, a Department of Health. One of the main reasons for that is DOH at the time, when we started this project, and they currently don't have enough staff to process our stuff in a timely manner. So we've gotten better with that. We've. is DOH at the time when we started this project and they currently don't have enough staff to process our stuff in a timely manner. So we've gotten better with that, we've streamlined the process, obviously we're down to the end of it. I just got my last DOH certification this week. So we're finalizing that, so no more DOH in terms of permitting delays, but it affected us overall on the project about two months, because we had to get deocertification on all of the water mains. But we're working with procurement to issue the extension and, you know, amendment to the contract as far as time. So we have legal framework on that, and also we're still targeting for early June, you know, to finish up. Yes. Correct. And I'll end with this. The last couple remaining items, and I've put a tentative timeline to complete the complete service connection should be done by the end of this month of March, complete paving in about a month and a half so that brings you around to the mid-May timeframe. And then we're going to start getting through our punch list items, which is at the end of May, going into the beginning of June. So with that, before I move on, do we have any questions on those items? Perfect. So I wanted to take two seconds to do a quick wrap up. So as part of the work order for transition, we've heard what the CD wanted us to do and we've started transitioning work. You've heard him eat mentioned, transition of certain projects and elements, Kareem mentioned a few of those things, but we've did that as part of the training program as part of work order four. You'll see the next two staff members coming on, taking on some of that responsibility, but as Black and Veet reduces the level of effort and their staffing and city ramps up their staff, we're transitioning out into that phase. So as a result, you'll see the next two presenters taking on some of that responsibility. Thank you for your time. Thank you. And we have our water. their staff, we're transitioning out into that phase. So as a result, you'll see the next two presenters taking on some of that responsibility. Thank you for your time. Thank you. And we have our water and sewer engineer too, Mr. Abel-Malik. Mena. Good evening, everyone. My name is Mena. I'm one of the CIP engineers. So as I kill mention, I will go over some of the project that in design and construction under the city management. accomplished for this month is that CIP team has reviewed and submitted the 60% design review for Piantry North, Piantry South and Nonland South East. Major highlights that the engineer of record is working towards the 90% submittal for all the three projects so we are on track. Upcoming project that the Nonland South Southeast project is moving to advertising and construction fees. Next slide. So in this slide, I will go over a quick update on each project. My first project would be the Pientry North Water main replacement. The consultant has submitted the 60% design milestone and the CRB team has reviewed and submitted comments back to the URL on January 31st. That's for the Pientry North for the Pientry South. The CRB team has submitted the comments back on February 12, 2025. The next milestone, it will be the 90% and once N&B water approved the design, the engineer of record will be able to secure all the permits from the different agencies. Next slide. So the third project in design will be the Nolan South East Water Meane Replacement, the engineer of record as well submitted the 60% and the CIP team have reviewed and submitted the comments back on January 9th, 2025. The next milestone is the 90% milestone with the design fully designed. And once NMB was approved, the design the engineer of record would be able to secure all the permit from different agencies. Next slide. And the last project that we have, it's a sewer project and it's in construction as of right now. It's a curvier force main lining which is lining at 1200, 1200 linear free force main and there's our three tasks under this project. First one will it's the prep work which is include mobilization and cleaning of the first main. The second task is lining the force main itself and the third task is the road restoration and close out and this task currently in progress. What size is that fourth main? 6 inch. That's part of the initiative that we have since I think back in 2015 was the last lining work. another staking Pedro. 2017. We need to start implementing ongoing annual maintenance on lining in our sewer infrastructure. So, Carvera is the first one and we're going to continue proposing that. Was this a line that was previously lined? Not recently. Last one has been lined back in 2017. We had to re-line any that were lined. No. No. No. So this is the first sports band that we have. Are we getting a good lifetime out? Are there ones that we did line? Normally it's good so for at least 10 years, if it's been inspected. I think it's over that. Yeah. It can. depends on type of lining that you're doing in full lining or different lining. But best practice is 2 to 5% of your source system, you know, to be maintained and lined, were not there yet, and we will start implementing that in our, you know, next five year CIP as an ongoing program as well to maintain our system. It's costly, but it can save a lot of time and money and effort for us. Remember, we're spending over five million dollars annually to send our sure for treatment at county level, right? The more you get groundwater or rainwater into your system, they just treat it as a sure. So we need to secure a system to reduce that expense as well. So the return off investment is high on this application. Thank you, Mano. Thank you. Then we have GERMA, Design Manager. Good evening, everyone. My name Gilear Vinaykep. I'm the Warren Suer design manager. As a queue previously mentioned, we started this transition from Black and Veatch about a year ago. The first project that we transition from Black and Veatch was the Skater project. I went to highlight some of the savings that we were able to accomplish internally. So right at the project. And I went to highlight some of the savings that we were able to accomplish by managing this project internally. So right at the beginning we identified that was an excessive amount of design companies on this project. So we eliminated one company and that result in the saving of 314,000 dollars. And moving forward to the design portion were able to identify one part of the project that was a new Derm requirement, so we had to implement remote telemetry units in all the 65 grandestations So that part of the part that scope was more than a million dollars and we're able to reduce that about $800,000. So that results in a lot of $302,000 in savings and additionally to that by managing this internally we save another $182,000 in cost consultant services. So that in total is about $800,000 and we don't stop right there. We are still working on a new vendor for the software integration. And we're hoping to get more savings on this project in the next month. So overall last phase of this project, this project is a two section hardware and equipment from radio, PLC and controller clip and And then there will be presented in the, or monitor in new system, which is Skada. Currently we do have our own old Skada application that needs to be migrated and modernized. So we're looking into two, three different applications. And by doing in-house legwork, we're estimating huge saving. And there are a lot new modern applications that staff are working from maintenance perspective to design and in operation. So that is another active project and we're hoping to execute that by end of this physical year. Question is I see the IT is assisting and be water staff on the Right before this meeting I had a conversation with IT director. The moment we finalize that proposed a solution, we will get them engaged on implementation phase absolutely. Okay. And the second question is, is this one, when you select a new software application, will it be integrated with the asset management system, or is it going to be by itself? Escape or normally it doesn't have any direct contact with asset management, but that's a new trend in the market that we can open the API. But for security concern, normally you don't want to have your escape, which is the core of your treatment plan to be exposed to internet. So there are different ways of doing that, but we certainly can consider some sort of interaction between our monitoring system and our our management work function. Thank you. Yes sir. All right. What's the cost of this new system? So the original cost for the whole project was $5.5 million. $5.5 million. So I know it's something needed. I know some of it's necessary. But we talk about a cost savings, I mean is there a projected ROI on that? Definitely projected ROI right now, if we want to maintain our current existing escape software for instance, we need to do license upgrade, we need to pay a lot of annual fee and we're dealing with three or four different software applications for one skater that we have. Right now, if we go and migrate to a new skater model, they're all built in. So you don't need to pay for data history and you don't need to pay for a long management software. And they will be built in. So the returns of investment is high. And also the maintenance cost will go down because now you have more better, accurate real-time monitoring system that can optimize a lot of our processing. One of the applications that I built in in a new scale of migration back in D Feel Beach were the first utility who submitted the MOR digitally to FTP and we come in and they approved it. So by that, you can imagine our operator doesn't need to do through the handwriting MOR that needs to be subnate, it's going to be digitalized and more accurate and less human error on it. So there are a lot of benefit that come down the part with the new implementation for us. So barring inflation costs and stuff like that, which we're going to experience, It's something that will lessen the cost of our annual operations. Plus, part of this project is hardware upgrade. So we're going to get a brand new set of hardware with new three to five year warranty associated to most of them. And it's more up to date, so the failure rate is coming down. And most of the age hardware we have in our control system, some of them, there are no longer being produced by the manufacturer. And we have to go to other stock like finding used application to maintain our system. It happened a lot. So that's why we need to start looking at our to our control system and you will see in my five year You know program that we put together with the staff not only hardware side of it We need to also look at our network What is the condition of fiber optic and any failure in any of this critical Equipment it will directly result to treatment plan downtime and you know shut down and we want to avoid that and we need to maintain it and stay on top of it. Very good, thank you for that. So. So the next project is actually part of the water treatment improvement project. And we have three backup generators in the water plan right now. one of them is very in the bad shape so it needs replacement. So that is actually why we were able to get one of the grant application for FEMA and I can want to give the credit to Jesse Emo the maintenance manager who did all the application fill out the forms and got this project approved for us. We are waiting for the executed contract right now. And the amount of the grant is $2.5 million and we need to match 1.1. And additionally to that with FDEP, we're able to secure another $125,000 that was already executed. Oh, that's wonderful. Once this is executed, have you started or the team have started with getting the permit with FPL? Because I remember back a couple years ago when they installed the previous generator, they had issues getting... For interlock, you mean? For the transfer. For transfer, which you know, portion of it. I don't think in this application, Jesse can confirm, but depends on design, but I don't think we need any permit from FBL on that. We already have one generator, we're just replacing. As long as we don't change the size, then we don't need to change any breakers on the switch gear, so it should be all good. And if you want to send something to grid, they will get involved. And also we're not going to upgrade our transfer switch as part of the scope for this project. It's only kind of replacement of the generator. so we should not experience such a thing in the internet. We're stopping with that generator, the existing one. We can auction it out. Or there are some process. But we'll work on that. That's a big generator. There are another conversation that I have with procurement. We're going to consolidate this stuff equipped with that. We might be able to auction and generate some money out of that for it to do. And sometimes we need permits when at some moment during the transition we parallel with the utility. At the way we have we completely open one breaker before we close the other one. So they're never parallel. So we should have not have a problem. Okay, thank you. Thank you. Thank you. So we discuss about our look at it for next five years. We put together the plan as you all know our five year CIP program is up and it's over. There is no more project to be executed. So we can't just wait for something to come and tell us what needs to be done. While we're working on 20 years CIP, we're working with consultant to give us proposal and we can review and evaluate them. Based off the best practice, staff knowledge and condition of our system and what's needed to be done, we're able to put together the five year program, at least, is not to let the ball drop and continue our system and focus on what's needed to be done. We're looking to our 2018 master plan, which technically the intent of master plan is not only to analyze the future demand, the outcome should be focused on providing recommendation as far as, you know, next 10, 20 year, you know, cap-down improvement needs. But back in the day, the focus due to the transition was to focus on master plan on what needs to be done immediately. And that's what happened. Now we're at the point we need to have better vision. So we put together that we're going to start with the well-filled infrastructure assessment and rehabilitation to your point commissioner. We're forcing assessment to be conducted in 2026 and then based off the recommendation on that, we're anticipating some construction activity. The goal of this five year is to power rate the cost financially over five years, not to hit, you know, or impact that rate. This way we can have a streamlined financial, you know, aspect of it. So next five years it's going to be some rehabilitation and on our well to be conducted. Depends on commission approval. So we're going to propose that in our, you know, in our current, you know, upcoming budget cycle. This can offer a well expansion that was identified back in date for World 2022 and 23. Well, if we get approved, we're ready to jump on design and construction in 2026. There are some needs for utility site security and access controls, system improvement, following to an American Water Infrastructure Act back in 2018 signed by President. There are some avenue and some needs. We might be able to secure some grant on that as well, but we need to perform some work on that area. Also fiber optic, the best industry life is 20 year. Our fiber optic is still the original that's been installed, I believe, 2008 or 2008 or 2008, originally. But there was some assessment as being conducted. We're reviewing that, but we're anticipating some upgrade to be conducted any failure again on our fiber. This is the water plant fiber optic, so it's not anything outside the plant. Any failure, that means you lost the nano control or you lost the RO. So we need to make sure, and fiber is very sensitive equipment. Then there's a big ticket that you all know about, PFAS legislation and talk and regulation that we're working on, and considering the guideline that we need to submit the report by 2027, and also most of you have to remove the PFAS by 2029. We need to have some game plan, and we're considering of demolition of Lyme and then considering different scenario, whether it's nano expansion or expansion, combination, it could be ion exchange, GAC, any other advanced treatment. This is going to be a big ticket item, but I think to a stain line with the guideline and time timeframe that we have, we need to propose a starting the design next year and come up with some plan of construction. This might fall this project on more regional approach with coordination with other city or county and see because the funding we're talking about a lot of money on this project But we're trying to come up with some best estimated number and propose it in our budget to make sure we meet the guideline and regulatory compliance that we need to do Set aside that our line softening. It's not in good shape. That's right. There are still you know, we have a you knowo, it's 77 years age and still we're maintaining it. So not only PFAS, but we need to improve our water treatment plan to have a better, you know, situation than the road for ourself. We're focusing on water, wastewater collection, I and I, in full infiltration correction, which will be more lining and more, you know, CCTV to be conducted. There's the best practice, as I said, 2 to 5 percent, you know, to be conducted. Roughly somewhere between 1 to 2 million annually, but we're trying to put some number together and then, you know, follow that path as an ongoing CIP program every year until we cover the whole system. And this is going to be reoccurring. And that's the best practice all other utilities, you know, ongoing CIP program every year until we cover the whole system and this is going to be reoccurring and that's the best practice all other utilities, you know, following as well. Same thing, we need to start looking into our enforcement rehabilitation for resiliency and also lift station infrastructure, pump station rehabilitation and modernization. Those are all the areas that we're going to focus. Some of them are ready to go shower ready. We have our ID out so we can quickly execute some of them require some design and we're going to propose that. Plus there are some two inch water maintenance service line replacement that needs to be done as part of our plan and one of the issues that we just encounter and we're working on is our meeting infrastructure. We're trying to secure some number for that as we present in the commission and you all tonight. We do have some meeting infrastructure needs, improvement and issue and that will be the record to our revenue. So we're trying to understand what would be the impact as well as revenue loss. But while we're working on that, we need to make sure we stop the bleeding and improve our system. So that's the approach that we're taking on that. Then water main annual replacement, following the best practice and we're trying to be proactive on that. And there are some identify fire flow capacity enhancement in our infrastructure team that we're going to propose that in our five-year CIP. So this is going to be kind of a fiber plan that we're going to present, but this will continue as we progress. There are a lot other talks, you know, septic to sewer conversion, there are a lot of infrastructure. We may end up, you know, proposing down the road in the next five years, you know, having our own wastewater treatment plan. So, but these are all critical needs that we want to maintain while we're working on the bigger, you know, project as far as, look at it for ourselves. Pretty much that's what, that's our CIP. If you guys have any comment, we would be happy to take it on the consideration. I have one comment. Since removing everything back in-house, do we have updated hydraulic model system for water and sewer? Our hydraulic modeling system, I think the last one, Karim, was done less than five years ago if I'm not mistaken. But during the process, if any of those needs to be updated, it will be part of the assessment and engineering work that will hire and will identify. We have a balanced model and we're keeping it current with any new improvements. Utilizing in-house staff under, you know, we're going to play in teams. So, but we may need to do, for instance, on well-filled, we don't have any hydraulic model. It's not a practical, not all utility do, but if you want to go over major improvement on your well side, then you may end up looking to your hydraulic model and perform that as well. Same thing on sewer and other area. Well, stormwater also, I believe, public work also work on the hydraulic model and that. So, that's what we're following. Okay. All right. I got some, we're done here. I got some new business I want to bring up. Sure. We still have the meeting issue. If you guys want, we can present it. We have a presentation. We're at 3D, but we do have a memo and everything. So I'll leave it up to you. Mr. Chairman and commission. Well, if you want to make that presentation, you already? Well, we can quickly go over it if you would. Well, this is, I wanted to bring this up because we're discussing CIP. And it's come to my attention, this is what I want the board to hear this and have a discussion on it that city managers hiring a C director and he's going to create a whole different department of CIP. That's where I understand, maybe correct me if I'm wrong, that he's going to create a CIP department, which in that will handle, I guess, the CIP projects that we have here. I'm looking at all the CIP work, 95% of it is all water related. The only project that I'm aware of that's a CIP project that's not water related is the Washington Park facility, sports facility. That's an architectural building. Everything else is water or sewer related. So I don't have this comfort level of taking the water and sewer out of our water division and going into a different department. Plus not only the bureaucracy that's being created, we're having another director, the whole infrastructure, assistant director, the age, the secretaries and the office space, I guess that's gonna be a of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the office of the right? It's about my pay grade to discuss that. But no, it's a point that, as far as utility at standpoint, we're working hand-to-hand with the new CIP department and helping them to develop that department. Bottom line is going to be, we are going to be responsible to identify the scope and execute the project and then have CIP department to do the construction management for us. So it can be a good successful approach and this is something that I've seen on other cities too. As long as they work and collaborate with each other, I don't see that much issue. We're trying to develop that path and we're working with our recommendation to City Manager Office and I'm sure the whole intent from City Manager is also to make sure we successfully complete all the project in-house as its commission and PUC to Zarian also we have capacity. We may need to expand some of our resources by sharing the resources between the two departments. But I am working in a hand-to-hand with the new CIP director and trying to share our region with them and making sure we work hand-in-hand to make sure success will complete all these projects. Are we gonna have any duplication of the staffing that you're gonna need? He's gonna need staffing for that. We have a lot of questions. I have a lot of questions. I have a lot of questions. I have a lot of questions. I have a lot of questions. I have a lot of questions. I have a lot of questions. I have a lot of questions. I have a lot of questions. I have a lot of questions. I have a lot of questions. I have a lot of questions on any active project that we have now and whatever new project we're going to execute it's going to be something from scratch that we know where we want to manage it and how we want to manage it. So I think we have a plan and we're working on presenting a good plan to your and also City Commission on that. So you're comfortable then with the breakout? So far you know we're working towards the right direction. Okay and that's what I wanted to hear. I was concerned about that that they were taking this away from the water department and pushing over to a different department. At the end of the day were responsible to execute and manage all those projects and the work for utilities. So even though the construction management is going to be overseen by CIP, that doesn't mean we don't have no involvement. We're going to work, you know, hand to hand to make sure all the project is going to be completed in the- But would it be more efficient if you were doing this directly? I mean, where were you working? I can discuss that with CidMajan, share that message as well. But I think so far this is the model and we're trying to make sure, you comply with it as well. And I think that's the best, for the best interest of the city to do things in-house and that's what we're trying to do. Yeah, I understand. Most cities, depending on the city and the working right, Miami Beach had a robust CIP department, but they did a lot of buildings. They built garages, fire stations, parking garages, parking facilities. So that's why the CIP created a CIP department. Mostly for that, they did a lot of water work as well, but they had a robust public works department. But most smaller cities don't necessarily have a CIP group because again, their they're building structures are very limited when you build. I will relate to message, but at the same time, I think we're working as best as we can to minimize any confusion, duplication of effort, as long as we set the clear responsibility and pat, we should, responsibility and path, you know, we should be good, but I will still, you know, I mean, we have a procurement person now assigned to a water division, right? We did submit that to the procurement and it's going to be under the procurement report funded from NNB water. Well, that'd be the same for CIP. That's whole division so So it's going to be a combination of not only NNB water, we're not funding the entire CIP department. They're getting, so there is financial element on that, you know, too. They do have some resources on the CIP department that are going to be funded from general fund. So we don't want to mix that and bring it financially on enterprise fund too. So that was the idea to have standalone department that have share resources and fund from different department to be able to manage executed contract or project from certain department. And this can be centralized as far as reporting and also as far as management of those projects through the construction side of it. Okay, I I just have concerns about this. I just see the bureaucracy growing. No, I appreciate it. We have enough problems. We have enough problems. We have enough problems. Our overruns on our timeframes and all our jobs anyway is it is now and it's adding more staff to it just doesn't cure. But we all know we need more staff to if we want a transition from Black and Wich. Now as far as format or structure this is how it's layout now but you know I will share that but at the end of the day whether it's NNB water or CIP department if we want to reduce and you know be done with Black and Wich level of service or you know those activity we need to expand our capacity. We need to expand our capacity. We want to expand our capacity. We want to expand our capacity. We want to expand our capacity. We want to expand our capacity. We want to expand our capacity. We want to expand our capacity. We want to expand our capacity. We want to expand our capacity. We want to expand our capacity. We want to expand our capacity. We want resources, then we can successfully transition and so execute and things in house. Okay. And I think North Miami have their own CIP department, am I right? Yeah, I'm the capital project manager for North Miami. Are they reporting to utility or are they are standard on the part? I always see everything and then I work with budget. How big is your staff? Right now is this a what may not me. What man army. And what are your projects are they all mostly water related or what are your products? I'll say 60% is on water and sewer and then the rest is transportation, parks and rack, IT, the small smudge out of Darrell five years, the IP plan. Okay. But we work closely with every single department. So you're just one person, right? That's the up and see. Here's our model. We want to follow one person and Okay, but Thanks, you know, I hear your concern. I will true the implementation will do our best to minimize any you know impact on that Thank you, you thoughts you were You guys want to head into no I'm never happy with increasing the size of government. Yeah. Okay. Okay. Go ahead and if you need the. Yeah, I can go quickly over the meter issue that we encounter. If you jerked, if you can pull that slide for us. Thank you. So when I came on board, you know, I saw some indication reported from our customer service manager, I'm billing manager, and then last billing cycle, we encountered over 200 accounts with zero usage fault-team-meter connection, and we start investigation and finding out of what's going on, and then it opened up more concern and indication of failure in our system, range from different broader systematic problem, then we'll start putting some numbers together and going through some assessment next slide please. We realize the system has been installed in 2014 and 2015 and most of the equipment are at the end of their life cycle. And also we encounter a lot of meter failure, connectivity, shoe zero reads and average billing that's been happening. And in a curing billing system and delay in response caused a lot of impact in our customer service also function and satisfaction rate of satisfaction from the customer service will go down because now they're going to be overwhelmed as you can see. If you go through this slide, we had over 17,000 work order in the last physical years for in our customer service, over 800 of them were the record result of, you know, lead to middle register replacement. The cost of register is roughly about $97.00, almost $100.00. So we're talking about only over $80,000 register replacement, only middle register replacement. Set aside endpoint issue that we may have and we're trying to work on it. And every time you have a work order you need to dispatch your team. We did just minimum cost estimate for it. If we go with every work order and close it out in 30 minutes we're talking about maybe based off our labor rate and over her $15 an hour. So ballpark we're talking about over $200,000 only on troubleshooting and repairing the system that we're experiencing. And again, this is another heavy load on our building and customer service that they're getting sometimes behind as well. Also we're paying the software license over $90,000 on that. So total somewhere between $400,000 to $500,000 annually, we're just spending on maintaining the existence system. Knowingly, we still have a lot of issue that we're identifying. Is this the I-Tron system? It's I-Tron and our meters are Neptune meters. Do we have any companies telling business? They are in the business, but our warranties at Neptune warranties are over. Whatever register you replace, you get the new warranty with it. But maintaining the record on all those warranties and other challenges too, because now you keep replacing it. And also when you submit the request or replacement RMA for it, it's not going to happen right away. $100,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000,000, warranty on the system. We're trying to catch up with the heavy load that we have right now. And it just came, you know, a true investigation that we have done. We encounter and we discover all this. One T to the company. No extension warranty, but I think I still have some room to do the warranty extension if I'm not mistaken. We can verify that. But as far as Neptune, I believe it's already over. And also, it's beyond just main chance what we're seeing, as you can see on the report as well, we're experiencing a lot of, you know, over 4800 accounts that we're estimating. So we need to stop this splitting due to the, you know, issue that we have. 200 zero read means it was not flagged because it did not capture on itron because they had one gallon consumption. So it's not treated as a zero read. Now when we generate, it will realize, oh, we had those situations. Is it the system so damaged? You said one out of five looks like one out of five meters is not working. One out of five meters is not working. It seems like is it worth getting a new system? It is that's why we were commanding. But just to verify what we are discovering part of our process is that we are scoping got the third party auditor to come financially and hardware infrastructure. Looking to that quickly, we're finalizing that with poor equipment to execute. Hopefully the process may take somewhere between a month or two months for them to come, dive into all our finding and based off their expertise, they see what they audit the system for us. And then they come with some more accurate numbers for us, loss and the situation that we're issuing. Do we have an idea what a new system would cost us? The total number between 10 to 15 million dollars. So to replace the every meter is 10 to 15 million dollars? There are different model out there through the association. Some company offering furnish install model with NASA agreement or different maintenance agreement over five to 20 years agreement that they can come in. And they're going to take care of any meter related issue. So even if customer call, they will dispatch their their own team as part of the agreement. I mean, isn't that true? We'd be looking at that now. We are actively looking at the conference that I was, you know, they speak, you know, it was towards, you know, infrastructure. The beauty of this timing of this project as well, not only will secure our revenue, any new implementation on AMI, we can consider factoring smart utility infrastructure on it. So the backbone or the network of the new AMI can be utilized towards our sewer and also other smart initiatives for utility that can be a lot of saving for us because now we're going to go through all the major over hard right now we're dealing with two companies. Neptune and I-Tron, one for endpoint and network, the other one for register meter, we know they're at the end of their life and we need to find the strategy and big challenge that we're dealing with right now is funding. We need to come up with funding strategy for that as well. I had a quick question. When we install IATron to do the implementation of the AMI, did we actually replace the meter or we just replace the meter head? We replace the meter and radio, right? Everything. Everything. It was another billion dollars. Yes. So. There's got to be double that now. I'll be about 25, 20, 25 million. No, I think they're all different models. So for instance, we do have some cost saving measure if we want to go through the new AMI. We do have a lot of meter close that they can do dual-take meter with one endpoint. That's a new feature that a lot of those companies offer that can cut the cost of, let's say, endpoint instead of having 34,000 endpoint. You may end up through the assessment, original assessment that they're going to do. We may end up saying, we only need 20,000 endpoints. So we can save on 15,000 endpoint costs costs and do the dual pit meters. But that would be depends on the location, how many of those scenarios we have. But there are some cost saving measure we can incorporate. But if we look at it, if we migrate the cost of new migration installation, pretty much is equal to cost of right now replacement and maintaining the current system for us. Because you're just paying $100 for register. You're sending your staff with effort and hourly rate and overhead that we have. To the point where. I think we're at the point that we're not trying to. That's my recommendation that I'm proposing it and I say that memo to the city commission as well So we're trying to you know do our due diligence verify it. That's why we're going to hire You know third party auditor to make sure we're in the right mindset and then this way we can you know be have better solidar Condition as well How much is that order you're gonna cost less than 50,000 dollars? Oh, okay. It's not many that much. And we can't cover that. We produce 9.1 million gallons last year. This physical year, or current billing year, we build 6.6 million. So we're talking about 1.6 million gallon lost. Not necessarily all of them are revenue loss, some of them are unaccounted loss, you know, hydrogen flushing, you drain 5 million gallon during the construction. There are some factor, but we need to analyze that and that's what we are doing right now to see what portion of this 1.6 million difference between what we produce and what we build it's related to our metering loss. So we can say our actual loss. But considering that we came up with some percentage which is 10% on accounted loss which is that's what's required by its actual alarm management. Nobody should exceed you may, you know, exceed that have to justify it. If we factor that in, we're talking about 4.6 million, you know, loss following two base of the wholesale rate. So if we want to go with tier one rate, then we're talking over seven million loss. That's kind of high level estimate that we have done, but that's why we need to certify that and hire some auditor to make sure the number are correct. And then we can come up with a better game plan on that and address the issue in broader, you know, approach. I have a quick comment. Can we phase that program out just in case in the near future? Isn't it all of us at one time? I would not recommend that. This is not construction project. I think the best approach is, you know, for them to come in quickly, roll the ball, roll the neighborhood and be done with it because you don't want to maintain two system at a two year program, too, that would be another headache for them. And I think the best, recently from Cucidio Cooper City We execute the same project. We have the same issue there. I went before a consumer gutter pool and By the time we execute the contract till now that I'm here four months pretty much most of their meters been installed right now Over 10,000 meter account that they had so So they're hiring their own sub, they come and they just come with a new routing and they start hitting the ground and do the replacement. Always across, do you know what the cost works for the 10,000? I mean. Over there, if I'm not mistaken, the cost furnishings tall with the network shouldn't, you know, last project that I've done, it was roughly around $300 or less, depends on what vendor or what brand you go. But depends if you want to go with solicitation or other procurement we call like, you know, piggyback, we know counties working on other cities also around us are working on new contracts so we can consider those cost saving measures as well. Also, through this process, we are working with CDEA, Attorney and CDEA, the office of reviewing the responsibility of Jacob contract and their obligation, if you go to back, a previous society right here, to see what was their obligation, and if there is any action we may need to take on that. And we're also evaluating the separation agreement. And also the meter warranty in all aspects to see what would be the best thing for city to be done, as far as legal side of it. So there are a lot more elements involved in this project. But as far as you're still standpoint, my goal is to secure that, stop the bleeding, migrate it to new thing as best as we can. And then while we're working with City Manager of Isan Legal and other entities. All right, well, thanks. Thank you. Are we done? Let's wrap this up because we got all these talented people here that are more born to death. But thank you for, you know, listening to us, I think we would consider any comment you may have for the next page and it's saying 21.7% of the meters. 25% of our meters are. One out of five. I said that before. One out of five or not. Really? It's not bad. Oh, as I said, on the memo, you can see we are averaging over 4800. That's that shows you 12% you know failure as simple as that. So but we are verifying it through you know, third-party auditor as well to make sure it's correct that information. All right, anything else from you guys up here? We're going to have public comment and then when you guys get the quote now to get on the new AMI system, are you guys going to look into the valves? Adam, I think you shut off the water. They will come with different features and they will probably set up most of them. So we can consider, you know, auto-shut off, we can consider leak detection and depends on our flexibility on budget. As long as we build a good infrastructure, those are all the features that can be even ads-on. So we definitely consider that because that's another element of our customer service to do the short off automatically to all leak detection or pressure monitoring. So there are a lot of the features that we can utilize on that infrastructure. Thank you. Yes. to the short off automatically to all leak detection or pressure monitoring. So there are a lot of the feature that we can utilize on that in our infrastructure. Thank you. Yes sir. Anything else? Got anything? No? Okay. Let's have public comment. The floor is open for public comment. Okay have three minutes, sir. Chair of commission, officials. Good evening. My name is Eduardo Timberl. I'm a new resident of North Miami Beach, year three months or so. Welcome. I work for my everyday county. I manage the community action human Services Department's legislative and policy portfolio. My background is I'm a marine scientist, coastal zone management specialist. I also serve as a liaison for the Behavioral Health Advisory Board, the My Everyday County Behavioral Health Advisory Board, My Everyday County Services Board, and the Miami-Dade County Community Action Agency Board. So it was nice to come out here and I understand kind of the role that you all take as an advisory body to this commission to help provide responsible and good governance. I also understand with my background the importance of the technical aspects that we're discussed today. But dry, interesting. The reason I'm here today is to not give you a long preamble. I went yesterday to the meeting regarding fluoridation of our water supply. The meeting I felt, it was productive, decorum was maintained. I guess nowadays that's all you can ask for sometimes. But really what was, it was a false equivalency that was provided. You had dentist, medical professionals come out. It's hard to verbalize what scientific consensus looks like and means in the face of cherry-picked studies and of, you know, a catered narrative. In the commission meeting, I think next month, they're going to be bringing this issue up for debate. To me, it's a name that we need to be having these discussions, especially the impact that ruined Florida for water supply and us mismanaging a water our supply would have on the most vulnerable of our population. Yeah, as a resident. water supply and us mismanaging a water supply would have on the most vulnerable of our population. You know, as a resident, as someone familiar with the body of work are all involved in, it may be who this body to provide some formal urging through a letter, a memorandum, an urging resolution to the City Commission, letting them know that you have to provide good governance, and that means really bucking the short term discomfort from a vocal minority and taking a long term outlook toward everyone in health outlook. So this is to have to do that. We're going to have to do that. We're going to have to do that. We're going to have to do that. We're going to have to do that. We're going to have to do that. We're going to have to do that. We're going to have to do that. We're going to have to do that. We're going to have to do that. Good evening everyone. My name is Mbara Kazan. I heard it. We are going to give away our auction the gen sets. And how old were those gen sets? How many hours they work for? We got in $2.5 million. And those Jensets, I know last for thousands of hours. And they last for many years as well. And ever so often, we hear and oh, we replace in Jensets, we replace in Jensets. I want to thank the Commissioner, Jay Charnoff, for his liaison, the time that he spent here. The new commissioner, the new liaison, I have not seen him, I heard it's the new mayor. I remembered when Ray Marin, when he was the consulman from since 2000, he was the PUC liaison and he was here every meeting, even when he became mayor. He never skipped a meeting. I hope that this is not like a stay waiting. The liaison supposed to be here, that is the present mayor. Black and Viche timeline, I would like to see, if you can present it through the chairman, the black and Vish timeline because we seem to be getting a problem with that and when they came here how long they have stayed, what they've done and so forth. The, you know, the fire hydrants, I'm glad that we were tackling that because a past administration, I'm not going to identify which one, but it literally used the fire hydrants and did not paint them. And later claim and said, oh, we ran to failure. And look, even the fire hydrants were not even painted. Well, I told it last, the UC director, that she has to paint them. And she continued painting it, and I liked that. And we've had Dr. Joseph Ladappo. He came yesterday, he's the surgeon general for Florida. And he told us that fluoride, fluoride is a medication, we should not be putting it in water. So I told him, I said, you know, my parents told me to eat bread, eat milk, drink milk, and eat cheese. It's good for your bones and your teeth. Is that a medication too? We said, oh, that's a great question. So there's a lot of information and misinformation going about. For instance, we've had some elected officials. They're pushing the mandate that there is a mandate for us to have subject to sewer conversion. That is not correct. Our city manager says that it is not so. The consent degree is for- Mr. Gerson, thank you. Thank you. We're trying to get through. Thank you very much Bruce. I'll remember this. Thank you. Thank you. If I may just to clarify, I did not say that as Pacific Generator is going to be auctioned. We will definitely consider the run time. If it can be usable, we will consider it. If not, one way you ask, especially what would you do? One way is to auction? And also regarding Black and Wich, we're working on transition plan and we will present it to City Commission. All right. Yeah, that's a pretty massive generator. Okay, anything else that's going ahead and close the meeting, let me know. I'll take a motion to adjourn. Second. All right. Favorite? All right. Favorite? All right. OK. Thank you very much. you you you you Go online to fpl.com slash protect for more information. Click the link to report a scam. We know it can be difficult to tell when someone's trying to scam you. If you ever feel concerned, just hang up the phone or ask the person to leave. If you feel unsafe, call 911 and ask for help. You can find more information about how to protect yourself from scams on fpl.com slash protect. I'm gonna go. I'm gonna go. I'm gonna go. I'm gonna go. I'm gonna go. I'm gonna go. I'm gonna go. I'm gonna go. I'm gonna go. I'm gonna go. I'm gonna go. I'm gonna go. I'm gonna go. I'm gonna go. Oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh, oh I'm not sure if I can get the right answer. I'm not sure if I can get the right answer. I'm not sure if I can get the right answer. I'm not sure if I can get the right answer. I'm not sure if I can get the game. I'm going to get the game. I'm going to get the game. I'm going to get the game. I'm going to get the game. I'm going to get the game. I'm going to get the game. I'm going to get the game. I'm going to get the game. I'm going to get the game. I'm going to get the game. I'm going to get the game. I'm going to get the money. I'm going to get the money. I'm going to get the money. I'm going to get the money. I'm going to get the money. I'm going to to go back to the place where I was supposed to go. I'm gonna have to go back to the place where I was supposed to go. I'm gonna have to go back to the place where I was supposed to go. I'm gonna have to go back to the place where I was supposed to go. I'm gonna have to go back to the place where I was supposed to go. I'm gonna have to go back to the place where I was supposed to go. I'm going to get you a little bit more. The The I'm gonna have to go. I'm gonna have to go. I'm gonna have to go. I'm gonna have to go. I'm gonna have to go. 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