Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Good evening. We're going to open the meeting at 6.11. Madam Clerk, can you take roll? Commissioner Barabay. Commissioner Roby. She's on her way. Commissioner Mazzone. Present. Commissioner Keeter. Here. chairman Lembertow here Commissioner Amarati Dodi yes, she's here she told me she called me told me she was sick she couldn't make it We have calm. Thank you. Okay Let's see our pledge of allegiance please Judge of Allegiance, please. Judge of Allegiance, good night. I'm not a state of South America, and the New York Public, but we just sent one nation under God in the divisional liberty that this world Okay, we need to, you know, a motion to accept the minutes. Second. One favor. Aye. Aye. Mr. Water Director handed it over to you. Good evening, Chairman, Commission and staff. We're going to continue with our routine reporting from each division. At then, I will highlight some new updates and we will be open for any discussion. So first, we're going to start with our community outreach. Good evening, commissioners and everyone. community outreach. We're excited about the fact that we are honored at the APWA Florida chapter conference in Orlando between April 28th and May 1st. Our director, the mid-represented city so well by receiving the project of the year, Olyther River, water main replacement. Big kudos. You guys can see the proof, we have evidence. Thank you for representing the city so well. Dropsae was water conservation post, sorry contest reception was held, made a second. We had some great turn-up from the youth, great food, and want kudos to wingstop for donating the food for the children. And it was just awesome. We were able to honor parents and their children as well in faculty members of the different schools. Highlight, North Miami Beach, they camped with Allison Academy on April 22nd. It was pretty amazing. You see some of the pictures. Commissioner, then Sue came by. At that time, the thing she was a vice mayor. She came by and took some pictures. She's not here. And also, if you look at the picture to the right, Water Day Day Camp plant tour with the tourist aims Jewish school on May 8th, with Commissioner Fortuna was quite amazing. We had a great time, a lot of great education. The kids were so excited. We were able to give them treats and snacks, but most importantly, we gave them good education about water information. And I tell you, both groups, both kids, all the kids were much sharper. They were sharp when they got there, but they were much sharper when they left. And the faculty and the community in large was very excited. And so we're so glad that we're able to give back and support and some good information about water education. I want to take a moment to thank Mr. Chris Walker at the water plant for doing a magnificent job having the plant ready and facilitating the tour and allowing the kids to see all the great things that they're doing at the water plant. I just want to say I went to Miami Gardens, Norwood, and Norland community meeting on May 12th, and I had my bulletproof vest on. I didn't need it. They did bring up the question about the search charge, and of course, I made them aware that it's beyond me. It's in the legislation, and they can talk to their commissioners and their community leaders about it. And that we're here to assist you with water education, water conservation. We bought customer service kudo to Nesto and Monique and the team, we were at a table there to answer. And they bought their water bills to answer any questions or any concern we talked to them about the the share plus the What do you call it the To allow them to get care care money to help them with their water bills So we were able to talk to them about that as well and so any questions they had to ask we we would there thank you, Chris, for being there as well from the water, what a plant perspective he was able to elaborate there. So we had a good time. I am going back to Miami Gardens on Discoming Tuesday at the Penn tab church, the neighborhood community meeting that I'll be there, Chris will be with me and also Manique will be there. So we're spending time talking to the residents and making them feel real good about NMB water. I think you missed something. I'm sorry sir. Didn't you miss something? We're going to host American Public Association, Launcher, Andrew. Thank you sir. Thank you, man. I appreciate it. Yep, we're excited in August Launcher? Yeah, I'm Andrew. Good afternoon. Good afternoon, the Italian. Thank you, sir. Thank you, man. I appreciate it. Yep. We're excited. In August, August 28th, we will be hosting. And I've been in the city over 22 years. And I don't, I think it's probably my second year of Karima and Pedro remembers, was spent a long time since we hosted the American Public Works Association, over 150 professional engineers, consultants, and directors will meet here in our city, the McDonald's Center, and we will have one of the vendors to take care of the food, the luncheon, and what we will be hosting here, him it will be the lead director to welcome everybody to our city and they'll be talking water and public works. And so we're excited. And it'll be first time in a long time. So everybody, all roads lead to North Miami Beach for August 28th. Be there or be square. Thank you. Thank you, ladies and gentlemen. Thank you. Next, ladies and gentlemen. Thank you. Next we have our water quality. Oh, happy birthday. Good evening. Happy the belay the birthday. Oh, thank you. And one year here. So, my couple of things. Good evening, everyone. I'm happy to be here and to discuss a couple of things that I have accomplished in wallet equality. We are now tracking all the complaints and numbers of samples collection. We also do all the line clearance for all the new projects also. So those are also being tracked. We have completed the audit for EPA which is the Environmental Protection Agency also with the Florida Department of Health. We just started the first month of PFAS quarterly and And a couple of highlights. I closed about 91% of work orders. Sample clearance forms, sample collection, and watery compliance. So and also, complete calls. Also receiving estimate for remodeling for the laboratory and some equipment set up where are implementing and also in the lab. Upcoming projects that I have in mind is completing the CCR which would be done in two weeks or so. of 5% lead and copper sampling for all the daycares in schools. I'm hoping to have at least that done by the end of this year and go on moving forward. 5% to finish up in 2027. Adding additional lab staff and working on the project of eliminating fluoride. Any questions? Thank you. Do we have any, do you have any idea how many of these schools and daycares that we're talking about? It's system wide, right? I mean, it's in our, We said about, I think we estimated about 100, I think it was. Yeah. About 100, Yes, that's pretty good workload in for you to do that. And we are still working on how we're going to plan if we are going to go inside, get the permission and take the samples or we're just going to be destroying the bottles. So that's a lot of the day care centers and this thing gardens are with a lot. I mean really a lot. Yeah. And then of course a lot of schools as well. So yeah, it's pretty good. Thank you. Thank you. So since we're still on quality and compliance topic, as the manager mentioned, we had EPA came on site. There were some tasks that's been assigned that were in compliance there's no issue we're working hand to hand with them. Staff did an amazing job in very short period of time as a teamwork on supplying and completing the certification of our risk and resiliency assessment that is required by EPA on their VIEC. And right after that we are entitled of submitting our emergency response plan for any vulnerable point that is it or recommended on the assessment and we're putting all the requirement together it's due by September so we're working diligently on that and also that will drive the assessment in all our operating procedure. So staff are working very actively to update our SOPs to protect our operation and improve the resiliency of our system. So that is going to be some ongoing effort, and I would like to thank you all for making it happen. Next, we have our water plant production maintenance. Good evening. Good evening, maintenance. Good evening. Good evening. Good evening. In April this year we had a couple of achievements. We had our biennual cleaning of one of our clarifiers, our smallest one, which is about five MGD production. We also had an annual meter calibrations for all the wells and the flow meters on site and off site. We're just awaiting a report, a finalized report of the numbers. See how we're doing there. We also had our blending basin transfer pumps which is basically the pumps that transfer the product of finished water into the tanks to be distributed to the city's residents. So we have all of them, we have them all back in service now so we're fully functional in that aspect. We also have one of our reclaim tanks for our backwash for our limesight, softening process, reclaimed tank is back in service as well. Highlights, when we had a couple of staff members get a recognition for Long Javier Service five year achievement awards. We also had an assessment with the EOC for the upcoming events coming at some So they did a walk to PD and PD and the EOC. They came to an assessment of the facilities. And on that topic, there's going to be more activity because of FIFA World Cup event next year. So county, they do have their own committee and our team and PD are heavily involved as far as security and you know activities on that regard. So Since we're the only service provider for the event on hard rock We need to make sure we have secured production for that event Yes, and we also have Also, we had a our nanoroduction We have to replace some AC units for in a stage booster pumps with that that equipment Which we all have they're all back in service now. They've all been replaced So we're back to full capacity as far as our nanoproduction is concerned which is roughly about 16 MGD daily. As far as maintenance, upcoming projects, we have our membrane cleaning that we still have to complete a schedule for this month and look to complete it. We also have our slush thickener, just annual cleaning and inspection. We have our clarifier three, our largest clarifierfire which is our 5, our 10 million gallon a day Clarefire will be going down for service as well. And installation of our recirculation odor control pumps which we cat in the parts and maintenance will be doing and installed soon. Thank. Also, staff at Water Plan Main Task Team are working with our engineering team. We are migrating from our current asset management in the main task team to go through the central lies application that we have that all other division are using. So moving forward, we're going to utilize only one platform. This way, you know, we have access to, or see everything, and then have better monitoring system. Same thing that's been recently developed in our warehouse, and also in our lab. So pretty much every function are utilizing asset management, and we're trying to implement a good practice on that area as well. Thank you. I have a quick question. Sorry. I know you started walking away. Under the highlights, I mentioned the inspection with some minor recommendations. Just curious about, I guess maybe what was the nature of those recommendations? The nature of those recommendations, they had, they seen some slight vegetation in certain areas of our, what we call our recar basin. They wanted us to do some slight more, a little more maintenance on that. They noticed some algae, which is one of the difficult tasks for us and our filters being that it's open to the air and sun. So we've implemented some changes for that to try to tap her down that situation and keep that under control. One of the other ones was it escapes me but for the most part they weren't't major violations. Ultimately, they were general things that we could just little, little things we can fix up and just take, move forward with and clean up basic. Okay. I would say there were more improvement nature rather than violation. There was no wildlife, only but hey, you guys can improve this area also we're expecting you guys to perform that. And we quickly scheduled the main transport and we're on track. OK. Thank you. Yeah, now I wasn't trying to quiz you on. I don't know why. On the regular days since it kind of wanted to know like sort of what they were about. Thanks. Appreciate it. Thank you. I have a question. It's good Valentina, but I have to get your name. Yes, Miss Valentina and Christopher, do you think you know, I don't have a lot of these items in my backyard. Do you think that we could include pictures every now and again some illustration? Sure. And then please. Absolutely. Please, thank you. Okay. All right. Before and after if possible. Okay. Sure. Google. Thank you, ma. So, uh, next we have our water and wastewater distribution collection theme.. That's you, the A. We've been working, we're steadily with the continuous system maintenance, both water and collections. We've installed a couple new hydroflusures for the water quality control. The assisted customer service was some large meter replacements throughout the system. Keeping up with contractors throughout the system, we have quite a bit of contractors working in. They seem to love our mains. So that's keeping us pretty busy. And Dave, do we get to build them for the repairs? Or we are? Every chance we get. You know, if there's circumstances that prevent us from it, but yes, claims is always initiated on all damages. So yeah, we collect them. Oops, I'm on the wrong page, I'm sorry. Let's see. Yeah, I got it. They messed me up. There you go. Let's see, um, oops, I'm sorry, I'm on engineering. Did I go through mine already? It's in the same page. The same page. One page. Okay, there you go. All right. Yeah, we're doing some maintenance and repair on a couple of stations and house. And again, like I said, we're just keeping up with contractors and keeping everybody legitimate. So I wanna add to, Isra, thank you Dave for Pedro to elaborate more on recently, completed some lining project that was For the Corvero So if you can elaborate on that Hi, good me And We didn't know about this we had Aforcement Cravero. There was a very, the pipe was very thin. And we had about seven repairs spill that we had to repair. So we had a project to replace and kind of excavating. We learned from some of the project. We come out with an idea to line the assisting pipe. It was graded to 50 years of life, so we went out. That prevent us to have to deal with the inconvenience the customer, cutting the roll. The roll was in Molotorium from Miami Gardens. They just finished that roll. So it was, we just completed up about what the month ago. Yeah, yeah, I just thought I'd skip it all my, yeah, it's about about a month, put it on a new Kevlar liner. You know the name of the company that did the installation? It's it to fall in search of the lining and sister for it. They didn't mind me being just well. Yeah. Okay. They worked with us before. Yeah. I think we peeked back up that. We peeked back out of Tampa, because I'm sick. But it was kind of capital operational item. It was well above 500,000 I believe, right? It was 700,000, 700,000. But it's been completed and we recorded and staff are going to update the GIS. So this way we know that's area is secure and it's line so we should not expect any inflowing filtration, you know, at least on that area, which is good. Actually, we pay less than $300,000. The project to replace the whole pipe, I believe it was close to $800,000. Well's the beauty of lining. If it's identified as you can do the lining, then you don't have the service disruption on the road and restoration cost and mobileization. So it's going to happen quickly. And that would be our approach. So we are trying to come up with some initiative of identifying the status and condition of every catch basin. And then we can prioritize that and start targeting, lining. And one of the best practices to start with basin, go through the gravity force main and then lateral and then manhole complete the basin. And then you're done, you go to the next base and may not happen, you know, overnight, but we propose that in our, you know, capital improvement planning as well. So we're hoping to receive some approved funding through our budget presentation and then we can start utilizing same approach, which is expedited way of dealing with the type of project because does not require that much design involved. And we have enough resources in has as far as engineering capacity. So I think in those type of projects, we're going to see some good progress moving forward. Yes, that was the second line. Thank you. Now we have Mr. Hour Engineering, Mr. Kreme. Right. Good evening, everyone. I'm Ed. How are you? Good. Thank you. So for my updates this month, as Dave pointed out, there's a lot of contractors out there. So we had 995 location tickets. So that's 995 people digging in our system. So again, another busy month on that front. The rest of the items on this, on the or the accomplishments are primarily business as usual. Public Works permits, GIS records,, and plan review. Just busy, completed the review and approval of the easements for the Marine Nettle Mar Project in Soniails and the OASIS project and OJIS. OJIS area continues to be a very busy area for us. We have five or six construction projects in that area. That's Miami Gardens drive around Dixie Highway back there. There's a lot of construction back there. And we completed our Water Loss Report for year 2024 which was submitted to Durham on time. When it's due to Sad for the World of Management's week? Part. When it's due to submitted to Sad for the World of Management's week? That is in September. September. They have a little slightly different format for that. Where's the stand? How much water did we lose this year? We were on 19% so it was an increase and we're looking at the numbers really hard with a third-party consultant to see what's going on. In fact yesterday Peter and I went out to check some of the subacus crossings in Adventura and in sunny aisles to see if there's anything obvious we didn't see anything obvious so that's perhaps a good thing but we're looking we're leaving no stone unturned we're gonna be checking everything all the interconnects all the conan crossings the meter ring everything And hopefully soon within a month or no more than two months, we will come with the final assessment out of the audit that we're doing on AMI. But we took the approach of very comprehensive analysis. So we started from raw water all the way to the end user. Consider all the consumption, consider all the possible water loss even within the water treatment plan. They were looking for a recovery of membrane, you know injection, but so all the aspect of the production and the distribution is being under consideration. There was a lot of data exchange from staff. The good thing is we have good relative data available, and that expedite the process. They are now reviewing it and comparing it with AWS benchmark to see what would be our stand on it. But I would say, yes, we are definitely at some loss in our water mirror in system. what would be a stand on it, but I would say yes, we are definitely at some loss in water meter in system. What would be the percentage? We don't know, but I'm at the point that I believe what I presented to you all before, we're going to be at the same mark or even higher, but we're going to see, you know, some final assessment from the auditor to certify that for us. So we know what how much loss we're talking as far as unaccounted water and also in our meeting system. They also consider all the aspect of the condition of the equipment, age of the material and the equipment that we have numbers of calls, numbers of work order within the past five years. So we're doing the true assessment to identify that and we're at a final step now. Once they're done, they will come with some, you know, final technical memorandum that will present to you all and city commission. That will trigger us on what would be our next step. So we can have more informed decision making and proposed solution to your N commission on what would be our next direction. Because we need to, as I said before, we need to stop the bleeding on that application, and this is critical path for us. So if you have any input or question on that, we would be happy to consider it. I have a question. Karim. Yeah, Robert, did we eliminate connection to Holland? Or does that still connect me? That's still there. They've been buying water on and off. They've had issues with their plant and they call us and say can we turn the valve on? You know they've been selling them water. We've got a meter reading when we do that. No, it's on AMR. And there's a potential of another maybe opportunity because they have some needs. So we're going to evaluate and see how we can accommodate them and protect our, you know, oppression, but at the same time, if we can expand, it's not going to be residential, it's more wholesale interconnect approach, but we're willing to support. We're gonna find it. Trust me. Yes. Under highlights, some big projects in our system, we completed the review of the St. Ridge's Tower in sunny Isles. It's a 62-story apartment complex, 181 units. And we also the pre-construction meeting of the Nex SO project in Highland Village, which is a nice 16 story, 254 unit condo and they're going to be connecting to our water and sewer system. And yes, we've been very involved with the data gathering for this water balance review and see what's going on. We've also been involved. My division has been involved with the records requests for the WASD Miami Gardens area. And let's be in a big project. And lastly, we have designed on the way for a new water main project on 159th Street. We're trying to finish that up, bring that back to life from Northwest 2nd Avenue to the northwest 6th, where we have some aged 2-inch water mains there. And there's a lot of growth in that area, as you know. So, like 750 units, I think, going in right now. Yeah. Well, that's under construction right now. Yeah, not insane. Yeah. There's 260 on the one on the south, and 450 on the one on the north. Anyways, it's nonstop. All those properties have all been rezoned. A lot of the land has been raised, and there's be more on that on the south side Yeah South and yeah, yeah, yeah, any questions? I You got a question my question was the was the Miami-Guarding area regular request who we have started conversation what Miami-Dade water and tour We did have as far as Miami-Dade I met with their team with City Manager last month Just to open the discussion they submitted some data requests to see to do their visibility analysis and We haven't heard anything back from them but staff and our team supplied the information as far as GIS and record or information that we have. So it was more just opening the discussion session, rather than any deep deal analysis or discussion. So we are looking to see what would be the next step and we're following up as well if something comes up We'll let you know this is at the direction of the mayor In the city manager that we're doing this There was a agenda item, but there was a only discussion, you know that you know was invited and I thought on the agenda But last agenda were the mayor Yes mayor said on the agenda to do away with 12,780. The discussion was not about giving away 12,000 accounts. No, it was only about the discussion, you know, what would be the potential? And I was not tasked to give away anything. No, well, that was not the transfer. How do you want to use the word transfer those accounts to Miami-Dade? Well, we were looking for the best plan I've ever done for city. So we want to see what's available. It could be potential trade off. It could be, you know, there's a lot of things, but I don't know yet. And we haven't received a strong, you know, a communication in that regard. So we just followed the direction from, you know, city commission on opening the dialogue, not only for that, on potential expansion with other service areas too. That was another task. So it came in tandem to each other and we're, you know, following the city manager of this direction to see what would be the potential option for us. Is it possible when things like this go before the commission, you should bring them here to this board because that's what we exist for, to hear it, vet it, and make a recommendation. Because I can relate that message, yes, I'm very pleased. I mentioned it to the mayor at that meeting. I said that this is something that should be coming before the board so that we can discuss it and make a recommendation to the commission whether. And I think you all are advisory board for the elected officials. So if you guys see that's viable option, I can only relate to City City Manager office. This is a reaction to the loss of the potential loss of that 25% surcharge. Just so the board knows here that what's going on, this is like a reaction to that. To dispense with all these accounts and given to Miami Dade because we're not getting the surcharge, but no matter what we're getting We are making money on these accounts every account we have with it's paying our six costs that we have in our water plant That's probably 25 to 30% of all our total accounts right there and I just think it's Not a good idea to try to negotiate getting rid of these accounts. So far business as usual, and we're following the directive from the Commission and there is no new the open that I'm aware of and as team comes up, I think we showed enough transparency from our department and new the open will update you on every meeting so We We need to consider all the option potential expansion is something that we have the capacity for sure We are paramount to 41 million right and we're producing 23 to 25 million so There are certain areas that they need water from us. Right? And we're willing to expand. So there are some mechanism in place and I believe the direction from commission is to activate those mechanisms and I'm not seeing any concern. And if there are, you have expert body and team here that we are considering all the option to protect our utility and if they're concerned I can assure you we will definitely raise it up here to brainstorm it with you. Yeah we have as you are aware we have financial obligations we've got bond obligations on these accounts and every account we have. Oh absolutely also. So further discussion when it comes up, all those things will be taken under consideration. But at this point it was only showing our intent of for the future expansion and following the direction from commission. Yeah, okay. All right, thank you. Thank you. I have a little recommendation. Sensory, open that dialogue with Miami-Dade County. Can we request error records or possible service areas of Admin Chair or any error outside west of North Miami Beach? I think the direction from commission was to consider expansion. There was no specific name of any jurisdiction or city. So we are evaluating, we're looking at this discussion pretty much, it's a message to everyone out there. Hey, we have the capacity. You can open the dialogue with us, so why not? We can take it under consideration. I'm not that position name and uniform,, but I can say we have the capacity. Right, so if they're interested, we are willing to facilitate that and you know, we're welcome them. You need to put on our electronic sign, water for sale, you know. Your contact, your phone number. I would say we have a very good quality water and we're going to improve it. So what was interesting, we're willing to supply that in our best capacity and ability. Thank you. I just want to highlight what Chairman Lambert was saying. Here we are contemplating the need of reaching out to other cities. We have a city of Miami Gardens. Yes, it's still, I believe it's not all closed up yet for this 25%. Not yet. I believe that whatever came from the commission's meeting with the need, jerk reaction, we're in a billion dollar business here. We're not, this is not emotional. So I need all of us to be here together, to be very serious. Because I don't know if Miami Gardens is listening to us. But why not? They are our customers. We need everyone. I will give you one little example. Let's say I had 18 T1s and I would not very happy. So I went on to someone else. So they lost one customer. For the last, for the next year, I would bombard it. Please come back. Please come back. When you have a bird in a hand And you said, oh, you know what? My feelings are hurt. My reviews drop a little bit. I'm going to let you go. When you let someone go. That's it. They're not coming back. So we have to very seriously think that in the future, should the mayor and council say, you know, let's get rid of them. No, they're just as important. And this is, and this is, you need to be ready for this. – Ma'am, what I can tell you is this, from Utility standpoint, all right, from our perspective, those are city assets. There is asset value to that. So it's not like we will let you go. There is a value for that. And even that direction is going to come or any potential development, then we do have the fair asset value. We know what we're heading. And it's not going to be a loss for us. But I'm not saying that's our approach. At the same time, I'm exploring and considering other options working within our city measure office and informing the commission as far as what would be the other potential options for us. We need to consider this loss. We have another loss in our water mirroring system. We need a lot of capital improvement that will be factoring in our ongoing rate study that we are working on. But regardless of the condition or situation about Miami-Guardian, we still have, even with Miami-Guardian, current condition as of today, we still have the capacity of expansion. So why not? We are willing, if someone someone interested we do have that capability but I don't Necessarily call it let them go It's belong to city that water plan all the distribution system all the pipeline We're the one who are maintaining it. We're the one who get the call at 2 a.m. To respond to emergency or water membrane So we have our mask. Yes, so if you have a tenant in your house, ma'am. And you know, there is some misunderstanding and you want to say, let them go. You don't sell your house to them. You just, you know, they can't but the asset is still is there, right? So it's not like that. I don't see it that way. And I would say we will protect cities, you know, assets and rights. And also, from me as a utility, I treat them as always. And you know, there are receivers of our water and we're responsible and obligated to provide every person under that 175,000 population that we're serving. Now, what would be the new development? We will update you if something comes up. Yeah, look, look, we have projects going on and on. We are always going to be improving, maintaining and repairing. And whatever we do here in, let's say in pickwick,, in San Rites, where it's the same thing that we do in Miami, God, and so we all share the same debt and liability. So I understand. But for the commission and mayor, I would say, we don't have time for any knee jerk reactions. We have a board here, a staff in, and that we have to seriously keep all of our customers and not be caught off guard. So I appreciate it. Yes ma'am. Yes. And I will relay the message to Syrimagia. I'm sure they're going to hear about this. Thank you very much. Yes, ma'am. Any other questions? All right, so we'll move to our capital improvement program. I would like to, you know, Mr. Sam to give us some of it on Washington Park, and then, you know, Black and Wiesh and our team can continue. Yeah, you can, you know, I kill as you are too. Good evening, air commissioners. My name is Sam Samakona, Deputy Director. Quick update on Washington Park. Very successful, very productive. The schedule is moving ahead from expected. Right now we are 72% completed in Washington Park, Palm Station and Forest Main portion, which is called Phase 1 of the Washington Park improvements. The contractor has acquired the Mammudade Public Works Permit for notice 159th Street. We've been working on it since. We have coordinated with the Parks Department and all of their activities for the park closures. The contractor has been given all of our SCADA equipment and software needs that we expect him to implement for asset and the pump stations and the equipment is being noted. They're being manufactured and we will have a, since we're so far ahead in our schedule, there will be a brief delay until we receive the equipment and are able to proceed with the installation. So good news on Washington Park, Phase 1. Thank you. And now, I can't will proceed with the rooming. Has the fourth main put in on 14th Avenue? We're, therefore, we're putting in that. Yeah. Nadi. I see there's a pattern all the way down 14th Avenue all that to 154. Yeah, so 149. We're about, that's the force main. Yeah, so we're about like for the pipeline for the force main, we're about like 90, 95% done. The next bit. Sorry. What size is that? I think we did 12 or 16 16 16 inch yeah so force main yes. Pretty big sewer. Yeah I don't know because it's for the well because remember this is supposed to be for the park so we're doing this phase one that big park that's going next to which is which is the big Washington Park. All their wastewater is going to go there and then eventually things are going to get tied into the future. Are we going to be tying in the neighborhood there too? That station was assigned to hold the capacity of the Washington Park, partial portions of the Washington Park neighborhood. Correct. So are those properties being connected through by gravity? Eventually, but not for this particular party, but in the future, yes, they're going to do a septic dissuwork conversion in the future, yes. In the same method that we performed, Corona, the neighborhood. We first installed all the mains in the center of the streets. We constructed the pump station in the northwest corner of our operation center and the laterals coming after. If I may same method maybe as far as construction but not the way that we execute the project, we're going to change that and also on Corona the more we are experiencing a lot of preventing delay and you know There is a require signature from owners and We're not seeing that much engagement. So we're thinking about an approach and I want to share with you guys to Potentially put some deadline because we have contractual obligation and put the notice out and informed resident by a certain date if guys Signed off then will world at city cost as it's a Schedule on the project will make the connection and if not you have a right later on to connect to us We're but at your own cost. I think you know, we cannot delay further this project and we're you know considering some approach So we're going to do that but but moving for a project like this, we're going to scope it differently. Are we going to, yeah, that's my question. Are we going to be paying for the hookups on every sewer installation? Right. Now it's part of the scope of the Cronodell-Maw project. We are doing the lateral connection at this point. Going forward throughout other locations. We're going to re-evaluate it. We're going to ascope it differently. And correct you, Mr. Mazzone. It's not a 16. It's a 10. for other locations. We're going to be really different. Yeah. We're going to scope at different. Please. And correction, Mr. Mazzone, it's not a 16. It's a 10 inch. I misspoke. It's a 10 inch. So it's still pretty big. It's big. It's not. It's forced. 10. 6. But yeah, I a lot going on. But yes, it was a 10 inch. Thank you, Sam. So now, OK, so for my stuff, Eastern shores, the pavement is ongoing. We're on 164th, we should be almost done. Right now, my anticipated final completion date is June 6th. Keep in mind that's an estimate plus or minus. We had some rain days on Monday and Tuesday, so the guys couldn't really pave. me but hopefully sometime in June East intros will be done. We're also considering getting change order proposals from contractor for review to see if they can do the striping as well and you know the director the staff and I'm expecting to see some number and if it's viable and We are now in the office feasible for us, we may consider it as far as financial solid effort to further assist residents, because there was too much complaint, but it was not sculpting the project, and it's beyond the scope of contractor, so we're trying to accommodate. Somebody's doing striping, because... No, so there's a difference difference. That's a difference. So really quick, we're doing what's part of the construction or part of this scope of work is the striping at the intersection. So what that entails is the stop bar, which is the solid white. And then you have the 50 foot double yellow line that has where the stop sign is, that intersects with 35th Avenue and the Bingo Islands or the side streets. What is being talked about or proposed is looking at a divided line down the center of the roadway. But there's some couple things that we're looking at. One is the financial aspect and it's considered a change rotor, but from an engineering standpoint, there's some logistical things that we'd have to work out and we're trying to get the Code definition because the roadway doesn't meet the width to put a divided lane Then you have to determine what color are you gonna do it because the the white lines on the road like if you do a double a white Skip line that's meaning traffic is going in the same direction and you can't do that if you do a double Double yellow you can't cross the line so now now it becomes a little complicated. So we're evaluating that, but as directed, we'll- As I said, we're evaluating and we're trying to consider financial side of it, and once we receive that, but it fits feasible. But is there a man who's doable? No. No. No. No. It's been never been striped in the- Well, that is something after we complete the project that can be done through public work, you know But at least we want once while we have it's as as a city function Contractual you know mobile is on site So if there is a potential as far as engineering standpoint that I mentioned and cost Then we're willing to consider that but we need to see how it work Exactly, so I'm working with the direct now gathering the data, but that's currently what we have a stop sign at an intersection That's where so yeah, so go That's how it's always to your question. Not that my neighbors don't need direction trust. But just to answer your question, yes. That striping is part of the scope of work. So when you see when Mr. Lumberto was saying that they're going out and mobilizing and they're striping now. So in the next couple of weeks after the pavement is cured in about three weeks or so, you're going to go do the thermoplastic, which is the permanent striping out there. So what you see out there is temporary. We're going to go out there and do the thermoplastic, which is the permanent striping out there. So what you see out there is temporary. We're going to go out there and do the thermal plastic, which is going to be the final pavement markings and what you're going to see as a stop bar and the 50 foot yellow line at the intersection. What about the speed? I'm sorry. You guys are. I don't think that's public works. Public works. That's a different. Yeah. Yeah, the RPMs the the speed bumps will be with public works on through us, okay Okay, so moving on any questions these insurers. Thank you. So operation center So that one I think I gave you a brief update last time the VFDs have been delivered and they're partially installed We're doing all the pulling of the wires in the conduits the next step that we we have is waiting on the MCC. So we're having some equipment delays with that project in terms of getting it on site. But once the MCC is there, we'll be able to tie that in and move forward and close out that project soon. Norwood water treatment plant. As you know, we're, you guys, some of you did the tour a couple of weeks ago. They had the pump cans being installed. So that's the new high service pumps that we're installing. So that's the vertical component of the pump. They're gonna tie into that and that's gonna get connected to our high service pump. High service pump room. And then the other one we have is the warehouse. So that's getting built up. We have the shell built out already. Now we're doing the internal build out for the warehouse. Production wells. That's the actual wells where they extract the water from underground and then we're having a new project that's kicking off next week to tie that pipeline. So connect the wells to the actual plant. That the Wells project is completed. We're doing the punch list and close out for that and then we're going to be kicking off the new pipeline project than about a next week or so Sam gave the brief update on Washington Park and then Corona the more as the director pointed out we're having some permitting issues and delays with that project and this is the lateral portion of it which is a septic to sewer conversion. So right now we're currently have 32 properties completely, successfully completed the permitting process. We have 27 ongoing, but they're not just 27 that stop at that one juncture. We have to take those 27 and go through the different departments, like Derm, DOH, North Miami Beach water, because we have to go to our own water department and getting a building department for a plumbing permit. So these are all the entities that we have to go through to get multiple approvals before we can get the green light to actually do construction on site. So the director and I are working on re-valuating our process on how we're going to approach this and how we're going to do this moving forward in the future for a septic to a super conversion in the city. How many houses? 130 total. So we're about half way with what we have right now. So that's why the director and I are coming up with that cutoff date. So once we have that cutoff date, we know exactly what we can complete in that window and that time frame. But the infrastructure is going to be there. We're going to have a force man and everything. So it's a matter of later on if they want to connect. We can they can go through the permit application process and make a connection. I have to do that. Yeah, right now it's beneficial for them to. You might want to put an estimated cost of them having to do it in the self. Well, we'll come up with some education on material. Absolutely. We're working to draft on some educational material and advance public notice. So this way, we give enough heads up. And also, since it's 130 property, we'll go with door hanger. We'll try our best to notify everyone. Okay. Bunch Park is another WaterMain project we're working on. That's, I like the report on that one. We're ahead of schedule on that one. As you can see on the screen, we're 95% complete. So currently right now we are waiting for DOA certification. Sam and I are working with Miami Gardens to iron out some permitting issues that they have and some requirements. But the pipelines are all in the majority to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the goes well. We'll get it. I shouldn't have said that Mr. Rare word around here. I should have never said that. You're right, Mr. Lumberto. I should have never said that never mind. So yeah, this project will be completed in December of 2025. Okay? Moving on any questions on Bunch Park? Okay, so you give us some highlight. Are you done with your project? I have two more. Alright, continue. So the last two sewer projects are the master pump station for in the bell gardens as I previously reported We're having some permitting issues and delays with that But I'm happy to report today that we got all of our permits from Miami-Dade Miami Gardens and Both projects are underway in terms of construction master pump station four is getting closer completion, estimated around August, September. Hopefully we get, we hit that time frame in that window. Bell Garnens is now kicking off. So we just had that precon on May 6th, which was about a week or so ago. The director and I are working with the city manager and the hard rock stadium because now a portion of that work goes through the hard rock stadium and ties into that pump station on the corner of the stadium. So we're getting a little bit of pushback and some issues with that, but we're working that out with the city manager. You may elaborate on the pushback, please. As far as changing the city. Oh, so there's enforcing, and not enforcing, there's setting the new requirement for us as open cut versus. Yes, so they're asking us to deviate from our plans and specs. We had it set a certain way in terms of certain sections to be horizontal directional drill and open cut, and they're trying to make some concessions and modifications that would benefit them, but in doing so, it would increase our costs, because we already went out to bid and secure the contractor for what the plan state. So we're trying to work out a negotiation to the city manager and their team to see if there would be some type of cost sharing, if we can come up to some type of middle ground. That will make sense, if they're haxing to make any adjustments or modification to the plan, they should donate or give additional fund to make sure. That's the strategy that I'm taking. All right, we will accommodate what you asked. But the project has been designed. It was perimeter through my regard and based off that scope and not everything about accounting. All the plan has been approved. We got a county approval and everything. The problem is when you stop. through my regard and based off that scope and now they're approved by the county. Yeah, all the plan has been approved. Yeah, we got a county approval and everything. The problem is when you stop that they enter that their private property at that, I guess at $199.20. It's one of the counties, man. Yeah, it's on the private property. Yeah, the problem is we have to cut through their private property to go through. Yes. So that's why we need to go through the negotiation or any or we're taking, you know, proper step to see what would be the feasible you know option for both party, potentially cost share or relaxing the requirement that they have because it's like more wishes, there is no harm to their property, they know that but they just want to make sure as as far as their operations. So we're trying to negotiate that. Yeah. I will update you on that. Also, there were some changes in your staff that, back in which had some turnover and plus, where we are with your current condition of task order five, and one would be the three months approved from Commission How to give us on what they okay sure so we had some turnover and staff Recently so we Lost our construction manager and one project manager. We've replaced that Existing a construction manager right now to help facilitate the needs that we have and we're ongoing. I have a couple meeting scheduled with some project managers to try to get them on board. So it's just a matter of working out some schedules and getting the right people in place. So we did have a turnover but we have a continuity plan in place and we're going to be kind of moving forward to answer the question about the work order five. So there's two parts. The first part was the 90 days that were originally approved by commission. That technically ends on June 2nd, is the last day. That's the 450K that they approved for the first 90 days. So that's ending in June 2nd. We are going to commission next week, I believe, to get the rest of the work order five approved. Once that approved there, there shouldn't be any. We're going to propose different option to city commission and we follow the direction from commission. If it gets approved, we will continue if defend direction. Correct. Yeah. Come down and adopt it, then we will follow the direction from the commission. Yeah, so that, so just to clarify they're going to present the transition plan because commission wanted to see how what's the plan to move forward. Once that plan is in place and the city commission makes a decision you have the option of continuing without any gaps and we can. I think we supply that memorandum before on the PUC to all we are presenting three options. Continue that's our recommendation the 12 months or stop the service from black and wish what would do the risk on it or would be the complication or hybrid model to extend it maybe for the next six months and then rely on CIP department to be fully developed. So hopefully next meeting we will get more direction and clarity and then we can come up with a proper plan for that. Do you have a dollar amount to that request? The request for Task Order 5 originally was submitted roughly around $3.6 million. We've been through the extensive negotiation and we cut two million out of the level of effort through the negotiation and it came down to 1.7 million. We need 1.7 for the 12 month. That was used saving as far as city side and ensuring the continuity in our project, active project while we are implementing and informing the new CIP department. So, City Commission approved the first 90 days of it and we were asked to come back with the transition plan which we proposed in our transition plan, all three options with all pros and cons. It's in the backup agenda and we've supplied that before. So we're going to seek some direction from Commission next. Next. Thank you very much. Good to hear. No problem. Yes sir. Any other questions for CIP? Awesome. Thank you guys. Thank you. Thank you. Next we have our city of North Miami's NNB Water CIP, the part of the vision of engineering team. Yes. So first, good evening, everyone. We did some small changes on the presentation the last minute. So the reason for that, we wanted to bring us some more information about the strategic steps that we've been taking to maximize this project, the return of this project. the same time that we tried to reduce some costs. So the main objective was to upgrade this data system and the controls that monitor the water and wastewater operations. Okay, and we are targeting improving reliability, system security, and how we visualize all the data across the utility. So to accomplish that, we are replacing outdated POCs, installing new servers, upgrading network and telemetry components, and converting to a more modern and flexible SCADA platform. So this upgrades will allow us to improve performance, easier integration with other systems that we have, and long-term maintainability. So in parallel with this, the core system upgrade, we're also adding a telemetry units for our grindestations to comply with Durham requirements. And we already received all the panels that are going to be installed during Operation Center right now and we should be starting the installation of those panels soon. And this effort will allow us to more accurate monitoring and fast response at those sites. One important achievement to highlight is the financial impact that on this project since we started managing that in-house. And we took this on this project and the design phase. And we've saved almost $800,000. And which has allowed us to relocate resources to improve the quality of the scope of the work. And part of one example is the grandestations that So we're not initially on the plan. And with the savings, we are able to fund all those stations. There are 65 stations that need new panels. Sorry. So in looking ahead, we're exploring also options and working directly with SCADA software vendors, which would provide better cost and flexibility as well. We're planning with the savings to also do some comprehensive assessment in the fiber optic network. And if we didn't find any the inefficiencies or the lifespan is not good enough, we're planning to have future replacements and upgrades, so we're going to have a full system up and running. And lastly, this project supports a long-term vision of becoming a smart city. As you all know, AI is here and we want to be AI ready in the future. And expanding the automations, improving real-time monitoring and integrating data across systems would be in stronger position to respond to emergencies, improve the reliability and plan for future and smarter expansions. So in this team, we have our manager and we have two engineers right now. One is actively software engineer, design engineer actively working on all of our digitalization. I'm going to explore more on my report some changes that we have done but we through the negotiation with Black and Wich when we reduce the level of effort someone needs to pick up the you know gap. So a lot of activities been absorbed in, internally in our team and our design team. There are handling and assessing a lot of, you know, design review, permitting processes to make sure we won't experience any gap in our process, which is great. And as you see on the slide, when I can onboard, there was a plan already in place on utilizing certain SKDA software. We met internally, we identified there are other potential comparable solution out there, so let's look into it. We already received the first round proposal from the software integrator and compared to what we have before. And potentially we're targeting additional half a million dollars saving by looking through different direction, but with better scope and shorter time frame of migration. Currently we have our age, A-A-A-A-A-A-A-A-A- newer technology for our treatment process. And a staff are diligently looking into modernizing our SCADA and supervisevisor application, which is the core system in our water treatment plan. That is the mindset that we're following not only in this project. We're trying to look into all active projects that we have because we need to be more effective and optimize our operation at the same time. Anything else, yeah? No, be it. I don't know if you guys have any questions. Thank you. No, thank you. Thank you. Love this. Yep. So to continue on that avenue, we are, before I start, that's part of our report, eventually. We are looking for smart utility initiatives. It's beyond AMI it's beyond advanced-metering infrastructure we're trying to cover all aspect of our operation with the technology and that can help us on decision making then we would have more data driven decision making information, and also we can have more control over our expenditure and planning and future capital improvement planning. Plus, it will help us on optimizing a lot of our processes. From chemical consumption to demand forecasting, to all other aspects of the operation. And those are all the things when we want to execute the project. We're trying to incorporate those initiative as part of the scope as it's applicable through the project moving forward. So we can see the real ROI on top of that for our initiative as well. So hopefully we will position NMB in short time in one of the top notch utility line. So that's our goal. But to my update, today there was a new update from EPA that's been released regarding the PFAS rule. They have, it's not a final and official, but there is an update that was released by EPA. That potentially they're going to extend the deadline for the completion of PFAS removal from 2029 to 2031. That would give a lot of utility at least more time to comply. But the reporting side of it still is going to be on 20s, 27, which it was before. So we need to complete our sampling at Lab Manager reported. We're developing the quarterly reporting for PFAS, and then we will monitor that by 2027, We need to submit our finding current role in 2027 CCR, you know, what a quality report. And this is something that we're trying to implement a good measure to track. There are also some, with that update, some elements regarding the restrictions on some of the funding resources in the federal level that we know we have the need of upgrading our system because our line software system is outdated. At the same time, we need to be in compliance with PFAS to remove it. So we need to look into some new alternative treatment advanced treatment processes. Under our active contract for corrosion study that was awarded to the consultant, we pretty much modified the scope to the extent to cover the needs for PFAS as well. And we had the meeting even today for the initial finding. We are evaluating about seven alternative treatment process in replacement of our line softening system. And we're gauging that the console time is going to run different analysis for us. We'll come back with some kind of workshop fashion to present to you what we think is the best future solution for us and for the replacement of our current line softening system. So this is the big investment that we need to do. So we need to be creative. We need to look into, get support from all stakeholder that we have, all the part, and to make sure, and make sure we're pushing everything in the right direction to accomplish that. Also, that's kind of good news. We get three-year extension, all utility at the same time. We just received the award for the National PFAS settlement update from 3M Dupont and TICO, settlement litigation, $17.1 million payment timeline is scheduled for 3M, 10.2 million dollars expected on cordial tree of 2025 with annual installment continuing through 2023. So our finance team are working to present that in the commission because we need to amend the budget and create the proper accounting for it to receive that money, Dupont one-time payment of 1.5 over 1.5 million expected in court to court a tree of 2020 paying. So soon we're going to receive that and also TICO, BASF, Lomson payment are anticipated in court of four of 2025 and this is the first round and we're expecting more according to the firm who will work and represent us in this case. The original assessment in 2023 were far below that what we've been awarded. So this 17.5 million will follow the direction from commission as far as, as you know, we need to start building a reserving utility and at the same time we have a lot of capex need. So we're going to strategize, bring it before you and also the city commission to see what would be the potential option for us on allocation on this money and we're pursuing all our options moving forward for that. Our goal is to utilize this fund to supplement our reserve at the same time looking into initial phase of the upgrade in water treatment plan, advanced metering infrastructure, which is, that's another avenue if we secure and improve our revenue streaming infrastructure that will automatically start, you know, developing our reserve because now we secure every dollar that it's should they've been built but due to the issue that we're dealing. So far. The dark car. We secure every dollar that it should have been built, but due to the issue that we're dealing. Is our current filtration system able to filter the PFAS? It's proven that nano filtration and RO filtration is one of the advanced treatment processes that can up to 98% removal of PFAS and NPF OS. I think our lab manager is also here, but there are different technology also after like GAC, like PAC, ION exchange, but we need to analyze to see, but yes, nano and all of the other things. The 17 million, is that enough to cover any? We're talking above somewhere between 100 to 200 million dollars. Wow. So like 17 doesn't. Our Lyme system needs to, you know, if we want to go that back, we need to demolish the Lyme and then build the one option could be nano expansion. So we will build, we already have kind of idea where would be the, you know, footprint layout for that. We've been through a lot of analysis. So we need to build our capacity at Lyme is 15 MGD. So the more you see the Lyme, we need to build, you know, 15 million capacity in another treatment process. Now we need not only consider the cost, we need to see what would be the best suit for us, because we want to reduce the complexity on operation for operator and the plant maintenance as well. So I think nano expansion at this point is one of the viable option, because we're drawing the water from the scan. We already have well for line which is line which is fitted from you know the scan or co-oper if I want to go with our own then we need to drill more fluid in. Well so we're doing all this analysis and it will you know come before to you. Is that a pelletized system? We want to remove the PFAS And that was on the queue so we know and it's I think it's staff analyzed it as well. So we need to change the direction that was part of the discussion before but considering the PFAS you know requirement now we need to be in compliance within the next five years and all this discussion we need to start implementation now because it will take three year or two year construction designed for this application and may take a year. So we need to be proactive on that, but pallets often in one tree move the PFAS as well. It's another advanced line treatment. Is there any way we can slip into this hundred million? I mean, we don't have to come up for all that at one time. We are considering all the option. We're looking for any funding from grand perspective, loan, any other mechanism that might be available out there. So we are elaborating on different options. And we know we need that. And but same time we need to be creative So I'm working hand-trying with city manager of his and CFO To update them and see what would be the potential option for us Do we have a number at this time of what our reserves are water reserves? I don't have that but You know through the budget process because we're waiting to find out all the to my understanding from finance once that's done then we have better. Yeah we haven't seen any financials here in one. I think next meeting with it's I believe I'm not mistaking it's in the agenda for some financial quarterly report I'm not sure but I know our CF is Dela gently working on all those numbers as well. So we're seeking for those information No Today also we receive another update that we formally on email, but we're waiting for the executed contract agreement We received a war for grant on generator application for water plan. I believe it's over two million dollar If I'm not mistaken with one million dollar match. I don't have the exact figure but Colleux process. I'm working with the same process. I'm working with the same process. I'm working with the same process. I'm working with the same process. I'm working with the same process. I'm working with the same process. I'm working with the same process. I'm working with the same process. I'm working with the same process. I'm working with the same process. that some budget amendment to allocate it properly, and also maybe if it's needed some resolution before the commission for agreement to be authorized and signed for that grant as well. That was another news, and also we've been through a lot of change in from last meeting that we have as far as organization. So we work hand to hand with HR analysis in-house and we did have some staff moving from the department to the department or transitioning out. So as you can see on the slide, this reflect our current org chart. And I have eliminated Assistant to the Director and found the procurement agent as I discussed that before with you guys. We had admin Assistant to the Director who went to another department. there was a potential saving that we've discussed that. We're going to eliminate that position as well. And also the admin coordinator, it's under consideration, our finance manager, you know, the part that from the city and we are going to see some potential so we're making some change there are some We are going to see some potential. So we're making some change. There are some capability in house in our department. So I'm going to propose reclassification of admin coordinator that we have currently to finance coordinator. This way we can potentially eliminate the finance manager position. Finance, due to the departure of our plant manager, Pedro and I sat and reviewed that we can't have for a license operator in our charter. And we realized there are potential capacity in house. So I've eliminated that position, plant manager position position and I've created new position, one manager to oversee maintenance and plant production. This way our chief plant operator will observe more regulatory side of the business. And also there's going to be another shift, all electrician that are on the main-time steam is going to report directly to Skadoan, electrical team. So we're doing some saving and some adjustment. Some staff will absorb and we will come with a new compensation. We ran through HR pretty much. These are all at the final stage of processing. All these changes resulted to this new orchard that you all are seeing, the reporting structure moving forward, what we're presenting is as you can see, now we have more break time visibility as far as the position we're going to fund utility procurement agent. We also funded engineer one and construction manager that are reporting to CIP department, but it's funded from us. And also we have a three-part timer that we're considering. We also eliminate one part timing, if I'm not mistaken, the total net saving on all these changes that would be in true end up being 479,000 and change on annual salary saving. So as we continue in five years, we can say, oh, we're going to develop, you know, 2.5 million in reserve. And that's how we'll look at a currency. The total FTE is going to be 121 positions for proposed FY26. Since this change does not have the financial impact as far as opening new position, whatever new position we propose as a FY26 budget, we're proposing it through the budget processes, but these changes are within this physical year, so once we get the final confirmation from HR, it will become effective immediately, hopefully that can streamline a lot of our processes as well. The rationale is to streamline our operation and reduce the cost, enhance the procurement, enhance our asset management system. One of the changes that we have done, we reclassify and retitle and revise the job description for one of our engineers to asset management administrator. So that function is going to be more focused on top of engineering activity. Devote. engineer to asset management administrator. So that function is going to be more focused on top of engineering activity, development, and pretty much be the champion on asset management function so we can have better understanding about our assets, work order activity, what would be the numbers, KPIs, and a streamlining the process on that area as well. And also, metering maintenance and revenue fund growth and support our CIP delivery. As you can see on this table by eliminating the planned operation and maintenance manager position, the salary was $130,000. With the benefit and overhead cost of 35% according to our metrics that we received. So we're talking about roughly estimated over $175,000 saving on that position. Also asset management administrator, there was some increase on that. Skater supervisor, some increase because we release more responsibility, but on the bottom, all those negative numbers are the saving for the elimination of water treatment plan, maintenance manager, admin assistant to utility finance manager, administrative coordinator and elimination of one part time position, which will result in total of $365,000 worth of salary with the benefit and overhead end up being somewhere close to $480,000. So we've been through this exercise and we're trying to optimize our processes, not only in our workforce, which they're doing great. There is a potential to grow as you see. So we're going to rely on our staff and open the growth pad, but at the same time, if there is any potential saving that come across, definitely we'll keep an eye on it. Not only in our resources, that's the same mindset we're going to follow in our project, moving forward and we're seeking any input from you all to make sure we're all in the same place and follow your direction as well. I love it. Since we're on the topic of employees and organizations, we are in a competitive market right now and things are not looking good getting towards a recession. As a country is trying to figure out how the market is going to stabilize. Have we started a process of a comprehensive study for our salary on the organization for N.A.V. water? So we have a streamlined approach for the next five years as we build reserve. So when a position do open or if we have things budgeted, we can make sure we keep the employees that we do have. At the same time, do we have like a succession plan or SOP just in case my good long friend Pedro decides to retire, who's going to take his position afterwards and who's going to take the capacity of the 50 years of, you know, knowledge. Sorry. To your point, first of all, I think your message was very well received last meeting. So I had a very candid discussion with HR. I am working on, we had some transition in HR recently as well, but we're going to consider looking into some paying class possibly if it's viable, you know, under HR radar to see if we can conduct some paying class study for our department or, you know, if theywide we will assist but I think that is something we need to definitely consider and I open that dialogue so it may take little time but we're working on defining the proper approach to execute such a project under coordination with city manager office Office and potentially city commission, we need to go before them for authorization, but we are taking the first step on that. And as far as leveraging the knowledge, it's hard to fulfill 50 years or 20 years or even 10 years worth of knowledge. But at the same time, all these changes that you're seeing, I think that's a great indication of growth path for staff as well. So as they perform, as we see the potential growth path, we're going to invest on the staff. We're going to also open the door for growth internally while we're trying to retain the good quality and all virus staff and you know going through the compensation study it will bring us to a good level of market condition so we will develop some plan to address all those concerns and anytime if you think there are more comment feel free to share so we will take a definite on the reconciliation on that. Thank you. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. I'm the neutral. and vacant position. So we had the transition at, you know, water plant manager who find the better opportunity. Recently, we are experiencing another one with our finance manager. So now they vacant position. So for me, it's opportunity to look into if there is a potential saving that we can come up with different idea and also set up the growth path at the same time on other staff that we have. So all this elimination is in result of vacant position that we had. We wouldn't be letting any employees go in other words. That's not our intent and it's never been an intent. We're trying to optimize that doesn't mean we're counting our staff and while we're eliminating the potential people who can observe on their respective area of operation, we will assign the new responsibility to them and that's another step up for staff who are absorbing more responsibility. Thank you. Yes sir. Hi. Hi man. Always you know it is my concern that whenever there's always course cutting, I'm very wary about it affecting employees and staff. It's kind of like if I have a pain, a trash of pain, how much are you hurting? you can't measure pain. Just as well as like it's experienced employees, they're not just a number. They've come with experience. There is, I don't always call it tangibility. That's what I, like family members that have experience behind them. So I understand that there are savings here, but also hopefully there are more savings when it comes more to projects. If we're looking at materials, I know Dr. Robel will probably be looking at tariffs. Hopefully, you know, I've been coming to these meetings and many times I've heard we're short staff. Yeah, we have vacant positions here. We don't want other staff to be overloaded just to ship and save money because then again, Dr. Robil's take the reduction of staff lightly, especially when we want to expand and be able to have people getting their rest and having a good quality of life and working in a good place. So I'm very worried that if you say in here that we are saving nearly half a million dollars, how many employees is that? Versed bombarding employees that are ready have a workload? Absolutely, I understand your point, ma'am, and to address that, I think even tonight in this meeting, if you add up the number that we talk, we were at the mark of close to four million, five million dollars, having two million dollars from black and wage, eight hundred thousand dollars gave the project additional 500,000 on the, you know, software side of it, and they saved. So we're looking on all aspects of it. To address your concern, we did the perform the analysis and we went through the process. It's not the emphasize of only saving. We need to justify that. Run it through Hion and said, hey, what would be the impact? What would be the risk? And what would be the potential for that? So when we went through that process, we realized there are some potential capacity on some staff and they can absorb to be fair. We're compensating those. So it's not overloading what we're doing, we're trying to optimize. And as we see, there is a capacity to grow. That is another moral and motivation element that we're trying to implement in the department. If Hamid can perform more work and he's willing and there's a platform, as long as we compensate, and the offset is going be saving, so it's gonna be good approach to my experience. But at the same time, we need to be cautioned and be careful about not over-learning and I understand that, but off of some of these changes, as you may see, we're talking about domination of two administrative key function positions, but at the same time, I have over 9 or 10 admin and entire utility department. So we need to centralize our workforce in some of our function by improving the productivity and setting up good measure and SOP and good practice. This way it's not even overloading it's going to a streamline some of our processes But at the end of the day we're business too, right? So we're here to reduce our cost to be able to maintain our system because we have huge capics, you know cost to Same time that we're reducing our costs in operating costs, personnel costs, project costs, we don't want to go and hit resident by increasing our rate dramatically too. So we need to have a good business model and consider all this potential, not necessarily cost saving, I would call it optimization of your resources. The result of that end up being some saving, but the whole approach is reassigning and reallocating your staff in a more optimized fashion. The print here is pretty small, so I don't recall receiving the PDF but I could be wrong I did look for it. It was sent but our Communication manager will certainly forward you the detail and If you guys all these changes have a backup that's been submitted to HR memorandum that's been written has been analysis's been analysis, went through the city manager office, and it was blessed before I come before you guys about all these changes. So that's what we're trying to accomplish. With all of the construction that we're having, do we have an internal engineer of record to monitor the work that's happening out there on all of these projects. And general record come with the design. So the engineering of record is the design for, you know, person or firm or consultant who completed the design and signed and sealed the design. If we do something in house with our capacity, then we will do have our own engine of Freco. But at this point, most of our project has been designed by consultants. They're going to be our engine of Freco, but our in-house engineer are monitoring their activity, they're reviewing their submittal, they're reviewing all the RFI, and that's the processes that we have in-house. So, you may heard about in-house operation. It's not a best practice to fully bring every function that we are doing in utility in-house. We need to, there are liability concerns, as far as, you know, utility operation in certain design elements. So that's why you see all those, you know, service provider or consultant out there, and we have active continuous consulting service contracts, CCNA, awarded through the city, not only for us for public, poor, park, and all other departments. So as project comes up, we will utilize, but we will manage the level of effort from those consultants to utilize our in-house capacity. This way, we are going to be in the better practice and model, hopefully, and execute and perform better. Yeah, recently I believe about a month ago, and this is not water. This was, I believe, an earthquake in Malaysia or somewhere in the east of those islands. And a building was under construction and just, I know the earthquake, like 7.6 magnitude. But I think came down like, like, matchsticks. So we're wondering, I would wondering, how can this building just drop down like that? Where is the engineer? Hopefully for all the construction we have, we don't fall into that type of... And that's why I'm saying all in-house may not be the best practice because the liability will be on the city. So if there are some issues, then you go with the process of error of emission on the ENJOY design consultant frame and you will hold them accountable whether it's contractor consultant through the contract that you authorized. But performing at the in house, let's say I'm the engineering of record and tomorrow I leave the city, right? And there are some things that I've designed and it goes out. Then, you know, much there is not much liability in place. And that's the approach we're taking. We need to make sure we protect the city and execute, you know, properly. And but there are some function. Some other cities are doing a lot of things in house. We certainly can do, but require more level of a staff, require more operating, you know, increase on the cost, and we will follow the direction from your answer to the commission to see what's best for us. As we presented for next meeting, and also, CIP Department that we discussed. One of the things that I am aware of in what I do, it's I think the gentleman you had mentioned about a study, about probably salaries and what and what other employees did at different levels. I believe that every year there is studies done already automatically within the industry because I have not necessarily in local government in the industry maybe private sector but not necessarily in local government that's not the annual process. So you you're saying that it may not be in, let's say like her job and his job like similar positions. I'm sure you would compare whether the city Miami Beach has a payday employees at certain levels. Those things do share among each other. There are certain process that H.R. follow. Practically, I've seen it every some cities three or about mainly I've seen it every five and some event, you know, 10 years that they're doing the paying class study for market condition analysis. And also, they take to all job description to bring it up to date us We're doing it now internally, but we need to get to that point But there are also union contract, you know, complication place. So HR needs to make sure You know, we go through the proper channel negotiation and implementation of those practice and I think they have the full control over of that. And we will just coordinate with them and we support each other to make sure we implement a good practice. But as commission requested, we are considering triggering the Paying Class Study for Utility department and see what would be the outcome. In compared to other, you know, city around us or jurisdictions. Okay. Okay. Thanks, ma'am. Anything else, you finished report? Okay. Last, the commission meeting, there was, I think it's for this upcoming commission meeting. It may have been pulled from the agenda but there's a change in the water deposit issue for water accounts. I think you are referring if I understand you're referring to changing the you know account from the tenants to owner as far as responsibility it's a second ordinance and we determine that we need to look at it as far as legal side of it, properly to make sure all everything is okay and good. So it's not completely pulled. It will come back before the commission and City Magi office and us will with the legal team that are reviewing it it's going to be you know I'd like it to come here first and I'd like to invite landlords who are going to be charged with this this water deposit to have some public comment on it because we're shifting the burden from the city collecting a deposit to a landlord who's just really no part of that relationship. We sell water to a customer. The customer, we make water, we make money a profit from that customer and now you're putting the landlord in the middle of that transaction who's not going to benefit from it. He's supplying a customer to us to sell water to. Mr. Chairman, if I'm not mistaken, I have to check but there was a discussion in our periods of maybe last two PUC meetings that we brought it up that we're working on such approach. But if we want to go with certain things like that, we will definitely move forward. We will bring it. But technically this commission, I don't think as far as legal side of the city attorney is not here. I don't know what would be as far as the charter mechanism. But we can at least bring the discussion item off what we can what we are looking to present. Which that's what we're doing. I'm keep updating your hate potential resolution is going before the commission for budget amendment or the grant and certainly we'll take it under consideration. I had to explain to me that the land has to collect a deposit on the account because it is based on the account. We are going to on that bill propose ordinance, we are going to transfer the account to the owners because you all have that concern before on this day is that we have a lot of outstanding account. And when tenants go there is no liability and there is no lean process for us. So I think that's not only we did the due diligence we went and looked at it over 10 cities that they're doing the same practice. So what we're looking into is to owner take the responsibility and open the account on their owner name moving forward. Even there is no consumption as part of what we propose. Even if there is no consumption on the account, they're going to pay the minimum charge that is part of our code and ordinance. So this is what I think we're proposing to stop the burden on a lot of Outstanding open we have a collections department here, right? We have people that we do collections correct We do the collection we do the collection and also we're doing the lean processes as well We also should be shutting off water after 30 days or so of the liquids here in 60 days, whatever our parameter is, right? So if that doesn't get done by the city. But when the, when the count is on the tenants name and they, you know, they're no longer the tenants, there is no, you know, make ends up for me to, you know, put the lean and, you know, collect that. So there are, why would it go past the deposit? aren't we collecting enough deposit to cover the water bill? That is something, certainly, we can consider that. If you're collecting 150 or $300 water deposit, and once it goes beyond the water consumption goes beyond that, and it's the link when it should be cut off. Oh, same as pretty much what FBL I think is doing at the beginning. Oh, what certainly we can consider. That's a good recommendation. We're looking to it to see how that can. I've been out there. I have a rental. FPL doesn't make me open up the account for FPL for the tenant, you know. We need to look into it. And then if it's by will, we will consider we will bring it to you again. And then run it through City Attorney's City, Matt. I'm pleased to see what would be in here. I'd like again I'd like to hear some from some landlords to the Computations this is gonna cause for them, you know because Now you're making them responsible. Well, they can get the deposit from their tenants so when they you know bring the tenants So if we're city we want to ask so there are mechanisms for them to be protected as well. But at the end of the day, they're the owner of the property and where the service provider is not a bad practice. So I think what we're proposing at this point, it's beneficial for the City and also it can protect them when they can come up with different, you know, push when they are doing the lease or whatever push they're taking. But I think the delinquency accounts are hard. The number one way is to come up with better mechanism. That's what people pose and how one understands that is another active, you know, situation predated me, but we're working on finding solutions. The FPL model, model because you don't pay your electric bill 30 days later, they cut off your electricity. That's works. And we have a short off process too. Well, yeah, but apparently it hasn't worked well in the past because. It does. There are a lot of situations that, you know, the moment they get to know this, they will communicate with us. So, those are all the established mechanisms and measures that are practical and we're trying to improve it. All right. Thank you, then. But just, I'd like to set it on the agenda for this group to discuss and let get some input from the fellow commission. Sure. Definitely next meeting we can bring our, you know, customer service manager as well. Right. Which he was not the knowledge. Well, but next week, next month we will definitely bring that item before you to a discussion. Anything else? Any? Does that have anything? You have anything? You got got some time? No. I make a motion to adjourn. Well, we have to have public comment first. It's not here. It's not here. So we're going to go ahead and make your motion. I'm just pulling your leg there. I make a motion to adjourn. Second. All right. All right. Thank you very much. Thank you. Thank you very much. Thank you. Hello everyone and welcome to the great city of North Miami Beach. My name is Commissioner Danielle Jean. you So put your hands together and welcome to the P.R God, I'm a careerer. Thank you. Good morning, everybody.