 Maybe just a refresher for CCNs, since it's the name of the president's, and then that way they're, you know, they're all hearing the same information. Our next item is Road Ownership and Maintenance, Mr. Robert Anderson, our public works director, just by way of recall, we're going to be left with thinking we'll move this session to committee, I think, applying for a discussion council decided to have a work session, the regional inquiry, Mr. Reagan then, of course, has been following closely, Kilburn, that situation with the CDOT and some lack of traffic, common measures. I would just say as we begin this discussion, that as driver to get more and more comprehensive discussion, but where we are in mind and counsel the other year, we've also wanted to maintain a training for city roads. You've also mentioned a need for sidewalks, so we can have a balanced discussion as we talk about taking on more roads, not saying we shouldn't, in some cases, there are city means that I always have to remind us of Thank you. I guess as L started out, we'll talk about one of our favorite subjects, and Robert will say that you might not have parking on the side of the road, we don't have pavement setting on the side of the road also. So as we go through the presentation today, I want to talk a little bit about ownership, and I'm going to talk a little bit about maintenance, and then we'll talk a little bit about opportunities that we've done as a city. So about 69% of the roads within the city are owned and maintained by SCDOT. If you recall right now, SCDOT has some gas taxes that are increasing every year will be increasing for the next few years. So it gives them an opportunity to pay these roads. About 30% of the roads in the city are owned by the city. And about 1% we think are private private roads are a lot of gay communities have private roads. There's 400 lane miles of city streets within the city. We talk lane miles, we're talking either two lane or three lane or maybe even some single lane roads that are one way. With every piece of road ownership, we also have other things we have to maintain. We maintain sidewalk, we maintain the storm rating system, we've maintained the signs on the road. And in various situations, we also maintain the signalization of the intersections. So the next slide actually represents it's really difficult to see it gives you the idea of the road ownership that we have. And it's such a large area. But if you look at your maps, you'll find the blue ownership is the city of Columbia roads, the road is SCDOT and you'll see some green roads that you can barely make out with our map. If you look, you can tell that the center quarter city has the majority of the roads that belong to the city. It seems like as the city expanded, SCDOT actually expanded and kept a road network. There's a lot of roads that you'll find out here in a few minutes that actually have some connectivity issues. And that is the hamptons tree is a great example. We don't all have hamptons tree except for one lock. And DOT is one lock of hamptons tree. How that ever happened, we don't know, but we've worked through some issues to go through them. So one thing we've done is years ago, 2011, I believe we went through a payment management, we brought to you what is payment management? And payment management is planning for payment maintenance and real rotation with the goal of maximizing the value in life of a payment network. So we bought a program called micro paper with a share face with our city works. And in 2011, we actually inspected all the city streets. Unlike lane miles, we inspected 180 miles of C roads, which means we took them in increments and didn't take them in mile increments. Sometimes we broke that mile down into two or three block areas. Remember that 30% of the roads in the city are maintained and owned by the city of Columbia. The other thing that we've recently taken on is we haven't done this evaluation in a while. So we want to bring our information back up to field data standards. So we're in the process of re looking at a new market paper system and actually going out and evaluating the roads. City staff evaluated the roads for this project. So back in 2011, our road rating was a, which is satisfactory, we'll give that to a minute. And our current conditions of our road in 2019 is 67, which is fair. So what our system does is it uses like scale. And it projects. If we pay the road, we go in and say we pay the road that brings the road back up to 100. Then it starts using a life cycle road and bringing that back down. So the micro paper process has actually been working. We see that we've decreased our structural integrity of our roads. But we want to go back out and take a field look at our roads. So payment conditions to let you know zero and 10 is a failure. 11 to 25 is serious. 26 to 40 is poor 41 to 55 is poor. Very poor poor 56 to 70 is fair 71 to 85 is satisfactory. 86 to 100 is good. So this is door street years ago. We actually redid door street some CBG money door street no longer was like this door. Yes. So door street no longer looks like this door street was repaid with CBG money. We actually did a soil cement. It was a completely failed road, which is what the picture shows here. The next street shows the 11 to 25 categories. And what it does is it shows the multiple utility cuts. It shows depressions and base failures. It shows severe alligator cracking. And it you can't really tell but it shows the roads swelling up where depressions have occurred. The next category is very poor, which is showing potholes. It shows multiple pothole patchwork. It shows severe alligator cracking, severe block cracking. And it starts show some weathering. So the next one is poor and sometimes you continue to get out of work, but it shows weathering, severe blocking, medium alligator cracking. The next one is fair. And fairs showing some utility cuts. They're showing some linear cracking, and they're also showing low alligator cracking. The next one is satisfactory. That's where we was a few years ago. It's just showing some early signs of cracking. And the last one is showing a good road. So the good roads, of course, are the ones that we just put some money into here, rebuilt or repaid. And I'll show you how we've done and accomplished some of that in a little bit. So this also represents who maintains these roads. So do we maintain their roads as well? 6931? Right 69. Yeah, 6930. They do their own maintenance and their own painting. I just received a text from somebody. So there's a bottle on the road and we sent that bottle to the O.D. That was a monster. So we've already addressed that and sent it to the O.D. The follow up. The standards. Are we operating according to the DOT standards or federal standards in terms of maintenance and quality? So I think our maintenance and quality would be to a state standard, which I believe is to a federal standard. You know, there's there's some preventive measures that you can put into roads that the problem with roads when they start cracking, they start getting moisture on them, I think Robert's going to shake his head. Once they start getting moisture on them, that's the problem. We have asphalt issues that for the asphalt starts cracking and in the base there you're having. Robert, the so the rating now the city's pavement condition. Are you including state on roads that are located in the city and our thing or just the city on roads? These were just the city on roads. Do we have any idea of the state on roads that are in the city and their condition? I do not. We do meet with the OT once a month. I do believe we can possibly get that information. Well, I know what I think there and that was just the question just similar to the mayor sending you the text. I mean, we get a lot of complaints about roads that are state on roads. But as we are, I guess, to further my thought process is as we're talking about taking over roads, are we looking at the roads that are owned by them and supposed to be maintained by them, but are not being maintained that cause us extra party. I mean, are we is that part of the analysis to figure out which ones should we be trying to take over or not? We can try to get that. Do they write the roads a little bit differently than we do? They actually have a motorized vehicle that goes out and test bumps and everything else on roads and takes video of them and they put them in a quality index and do it for the state. So I know that they have that because we just got a list of roads. I believe they're going to pave in Richland County. I think that was part of the gas tax funding was to try to increase the paving. So that would be safe. Right. So I guess to follow up to that question, is there any way that you can get us a repayment schedule from the effect? We can do our best on that. Okay, well, we'll talk about our meeting and see if we can get that one more request. Is there any way you can separate that map with all the city streets and DOT streets and different districts? Yes. Yes. So opportunities that we've taken on over the past. You know, we always look at our general fund, we always try to use leveraging funds and our general funds. So if we do get money to pay roads, we always look at how we can leverage these fundings. We do that with the look of outside funding sources. The greatest one we go to is CTC. CTC is the County Transportation Committee and what we do is we go to them with roads and, you know, we say, what can we work with here? So Robert, his group have done a great job using CTC funds over the years. We did about $3 million worth of paving a few years ago. Currently, we're working on a subdivision, which is Chess Angels, on a road failure project, which was not sure. Sorry. I live out of, I live out of Fort Harps, somewhere. It's a hundred right now. So the sideways are not that good. So if anybody remembers the headaches that we went through last year, we decided in November of last year to open up Law Street Drive to do a full death reclamation. And then it proceeded to have a weather smug on record in December. And unfortunately, I deal with Chess Angels and I heard a lot about orange cars, and what are you going to do with the roads? And it's like, it's the process. But staff did a great job of taking $500,000 worth of general fund money, going to the CTC and returning back with $2.5 million worth of money. So we've got $3 million to spend in a subdivision that has failing roads. The other one we've used a lot is the CBG funding. As you know, the CBG funding is limited to some areas. But anytime we get an opportunity for CBG funding, we will try to do that. The others is public private partnership. I know that's public private, sometimes we do public public, we did one with Richland County last year to take roads and leverage money that other people use to try to make a better driving services for people. Brock Slut, history was a great working relationship with CTC. So something that came back last year was the SCDOT Turnback Program. So this came out last year, the DOT Richards provided approved a voluntary road transfer program. So both SCDOT and the municipalities must agree on the transfer. They developed this on a 40 year life cycle cost. So what they're willing to do is give the city service municipalities within the state 40 years with the funding to take over some of their roads to maintain forever. So $10 million was awarded for the state for the first year is what our understanding was. They've had overwhelming responses for this. And I believe they're still going through these. I'll show you the list of roads we put in for and some of the roads we took out put somewhere else. The turn back questions that we had, and Hayden has actually sent these to our DOT, we never got an answer yet. Is it we take over the road, we're taking over sidewalks, or we're taking over the storming, or we're taking over your easements, and we're taking over your signalization system also, which we do have a contract with DOT now for their signalization. So a lot of people are going to know where the streets are, some will not. So these are some roads we put into the turn back program. Galliard Street, which we found out yesterday is a street in Lexington County, it's really not a street in Lexington County, it's a street in Richmond County, it's right over here in Cotton Town, but it's also called Cotton Town Way. We want that one block of Hampton Street so we control that. We've got a one block of Park Street, we've got Arlington Grant, a little bit of Reed Street, Pavilion down in the five points in College Street. If there were an additional round of turn back money to become available, maybe Council will wish that staff would be with them with their recommendations of if and why we take these. The next is the funding for the turn back program, this is why it's very difficult to say that we don't know what we would get, is we would have to, if elected, we would go back to DAT and say, okay, why don't we condition these streets, and I'm sure it's going to be based on their quality ratings, so it's going to be really good, fair, poor, so that we would have to work out lane miles and the funding would come back to the city for the 40 year. If staff, if we got the funding staff would love to see it put into our pavement management program and we can try to learn how to use that leverage back with CTC and how we can get more miles for our block out of paving. The next thing is the project that's long coming and it is a North Main property swap. I know this is very difficult for a lot of people to understand that it's the old 277 corridor is what I've been told. It's really a piece of property between Park Street and comes clear back around to prism a health. As you'll notice there's a large piece of property, Missy Gentry's been kind of spearheading this project for, I can't tell you how long, Missy, three years, four years, ten years, so we've got to email them early morning texts on it. We got to email the other day from DMT that said they're kind of in agreement and they're kind of in agreement with their costing. Now it's just to put the final steps into place, I believe. So we have a road swap on this, so we took our roads out of our turn back program and put them into this program and so let's use the turn back money and say this is what the funding for these roads would be. So those roads are Honors Drive, which not a lot of people know where Honors Drive is, but it's our landfill road where we built our gun range for our police department. It is in a failing road condition, especially after we built the gun range, so it's worth quite a bit of money. Croson Road, which is newly repaved, it has some interest. Gray Street, Washington Street, Henderson Street, Testar Street, Wayne Street, Nanking, some of the Palm Streets, DMT actually contacted us and said, these just make good sense for you to take. You know, they're not in bad shape, but they're kind of in an area of, you know, you own a block and we own four blocks or vice versa. So these are the streets that would be the proposed roads to be accepted in lieu of accepting the four years we would actually assume that a property on North Main. The North Main property. So the North Main property, I'm going to get a shot of this. There's lots of potential there. The only thing I do know is we've carved off some area for a greenway that is not part, if you, if we never use it for, to sell, we don't have any issues with using it for public property, so there's no cost. So we didn't carve off some part of the greenway and there's some wetlands down there that will never be used. So that is just part of a give no cost. And if I could add to Council Member Rickman's point, because the way DOT got the property, it has to be continued to be public. And so, yeah. And so where it is located in a redevelopment area, it just makes sense that if we had ownership, we could look at some of the ideas that we've had and it would be able to be more useful than it is at this point. Right. Yeah. Yes, it would go from Park Street, Clare, down to the person. Oh, we don't have a list for person. So my district or some of the members of my district as many of others have come and requested some maintenance of their roads and the same answer is it's got to be DOT or city and what can you do. So taking that request from a neighbor to fix some street, how long does it take if it's a DOT road or DOT or us to maintain or pave or fix that road? I guess I'll answer your question with maybe a comment on how we like to look at our roads and we look at our roads through the payment management index or whatever and what do they index out as. And we want to make sure that we are paving roads that are unneeded paving or need rebuilt so we have great riding services. I do believe that, you know, there's some of the, you know, some of the citizens in my area that says, hey, this road probably needs to be repaved. When you look at it on a condition index, it's not, you know, maybe a 67 but you have three that's a 30 that you should repair before that. I guess every road and every district or every neighborhood is different. I mean, the most common complaints I hear is Rosewood and I walked and Rosewood, they're in bad shape. I mean, there are some of the streets where there's nothing but gravel that I'll be glad to give you a list and maybe you can help us out or help figure out maybe there's a schedule to either fix them or repave them or whatever. I think that's why I would request that maybe if there is a repavement program or somebody's roads to know about so we can share that with you. I understand that if you need a list, what we'll do is if they're DAT, we'll elevate them to them and see where they are. They actually have a five-year paving plan that's already designed as my understanding. We'll love to hear. Well, let me ask this question. Once a project starts, is there any indication when they're going to get through? And I read the reason I ask is that there's a project over in the Highland Forest area. I think we visited that. That they started it not complete or it's in completion. Highland Forest DOT came out. It was determined that it was a DOT road. They started it. It didn't complete itself during the summer, of course, and I think that there has been some subsequent repairs but not completed yet. That's in the Highland Forest area. Where's Highland Forest? I'm sorry. Off of, um, between Farrow and, um, Thunath. Oh, I would love to do a little check on it. So, um, the application? Of course. Highland Forest. I'll take what I say. Highland Forest. Okay. Thank you. I'm sorry. Yes, I'll check with Highland Forest. Sidebar, two, two, two questions. One is, can we get a list of what DOT is working on currently or planning so that we can see? Because so on my street, which I find interesting, is that four months ago they came and installed a star construction and in-construction signs on a half a block area. And two of the signs are facing a dead-end corner where somebody comes out of their driveway. And no work's been completed, but four people have signs in their yards for construction. Nothing's happened. I don't know why. And then the second is, is understanding how the coordination goes on the DOT route with our utilities because like Chacor and all these other streets are continuing to sink in the middle. And we've called this and that and somewhere we're getting lost in between. I guess how does that work? Does that become our expense and we need to go ahead and fix that? Or is that a DOT problem? I could address it, but I think Cloud. So the utility cut that we have made is our responsibility to repair that and if it fails to to go back and repair that. We are in the process of circulating that list of that plan paving list within the city within our only internal departments. So we can try to go ahead if there's any work plan, get that work done before the pavement happens so that we're not cutting a newly paved road. Nothing makes citizens more angry than cutting a newly paved road. I haven't made three times what we can't get these other streets paved and part of this has been for all the stormwater and issues and the contractor didn't pave it right the first time and I mean the list goes on but you know I think figuring out how to address and we're having a lot of sinking issues. I don't know if that stems from the construction of the road or if that's just we've got meaning to it and I know we've had I want to say the hashtag but that's not right. One of those companies out there scoping everywhere around and just trying to figure out how that affects the list because it's becoming a hazard. Well it can be a variety of issues that are causing the failure. It could be a utility and not properly packed back. It could be a failing utility underneath the road that's eroding the base away or it could be just improperly constructed roads. So we have to look each one case by case but I can say this because of Robert and Dana and their efforts we're doing a much better job coordinating with DOT meeting with them every month and we get those specifics. We talk through each of those and try to get a resolution as we move forward. So bring those to us and we'll be our best process. I think it'd be great if somehow we could get a list of those streets that y'all are having conversations about so we can pass that because it seemed the last few months has been phone call after phone call dealing with streets and we can get that list. Yes sir. One thing that Robert mentioned at the time of his presentation that I think all of us need to understand is when he said that DOT now has the capacity the growing capacity because of the sales tax on gas that'll be coming up over the next two or three years more money to maintain these roads better and if even if we want some of these roads it might not be in our best interest to take some of these roads because of the continued and the other thing was the long list of things it's not just the payment it's the sidewalk it's the storm drain it's the signalization here so we need to care for some streets we want to control that. Well some might be but we need to weigh that carefully because they don't have those resources and this is going to come out of our general fund mostly. We've all been trying to figure out where those resources are because they didn't collect it for a long time now there's a lot of money I hadn't seen a whole lot of it. That's right. There's a whole lot of it going on but it takes time just like our storm drain our storm maintenance thing we have an AT&T made all of them on the storm drain and we're just now viewing up so those projects are hitting the road. The AT&T roads have been done for a long time they suddenly didn't come up bubbling up and say yeah but it takes time to get the permitting and and all of the engineering done on rebating the interest. What about you, Bob and I, I'll ask a question. D&T, their position to get almost what they may need for a short period of time to tax. Robert, what do we really qualify for that rapid program from the feds as we can estimate anything or none? None. None. That's all we ought to load is bringing the AT&T. That's second that motion. What do you want to do? That's all. That's all. Not from the trillions. Not from the natural. That then would put a bit more strain on us that we based on what we take in the condition of the road. How we plan to address any any known needs down the road. One quick question and maybe we probably don't have to answer it. Something that we can talk about. Is there any way we can lobby DOP to give us a percentage or some of the gas money that we're collecting to fix our DOP interface on this city. And I would not know the answer to that. I think that would be a legal question that I don't know where and how you know they pass that tax through the state house and I know it increases every year two percent or two cents on the dollar. But I don't know how they segregated it. I'm sure that money has to say and be spent on DOT streets or the federal highway project. But one thing I would like to say is on Killer Road is and I don't know where we want to go with this. I don't want to ever talk about Killer Road. You know Killer Road is going to be a major collector for the carers coming off of Fort Jackson Boulevard. I think that's what the issue is now is you know we've put a lot of effort and police departments put some effort into it. We put some speed signs up that you know I think there's an individual or two or three that's still saying that there's some speeding going on. You know the direction on Killer Road is council's direction. You know but I don't know that we'll ever cure the speeding on this. I know DOTs are going to ask speed bumps because it is carrying that load of traffic area. Is it is that the major concern was the speeding? You got a lot of families moving through that area now. You got sidewalks but you got I mean people are flying. I mean you got a 30 you got a 25 mile an hour to the bridge and then from the bridge up it goes 30 and you can ride down there you watch everybody go and the signs says slow down and they just keep going. I mean everything we tried we can't you know we can't have traffic enforcement there every day. If we could get speed camera with a simple penalty on it put in there that would solve the problem. Is DOTs open to anyone who has a comment? I've tried they have nothing. Even David I think even Brewer was at a new conference and I was trying to see if there's anything but no we hadn't been able to get anywhere with you know not interested in the three-way stop which to me y'all three-way stops aren't helping us. People are flying through them. Robert, Howard, and Deborah the other day looking at one. I mean people were just flying through there. You know they look and they see nobody's there and they just go. I worry about that has a false sense of security for those folks on Kilburn but it's there's a lot of speed. If you spend some time out there and just watch it's we've got to do something but I just don't know if we can keep you know we can't keep a enforcement there. I don't know what else we do other than try to take control of it. So the alternative then was what is it speed homes? Is it a camera? What is it? Maybe we look at creating some check points you know about some other things I mean they're working in other places and we've got to do something. It's just it's too much it's too much risk of there right now. And get the versions taken to the neighborhood, they don't like that. This is a little more comprehensive than that. I'm Mr. Mayor so I'm glad that you wanted to make it to your 3-10 mark because that'll end when we get to the silent hour. We've got a team for you, a team presentation today. Thank you for your your time. We want to take a little bit of time today to talk about some of the exciting things and new developments that are happening within Columbia Water. Some of our progressives and kind of where we're headed. Primarily we're going to talk about A&I and you can update there. So you've got a booklet of the material that our staff will go over with you and tell you exactly what's in that booklet but that is geared to help you communicate with your constituents as questions come up. So that's tabled for for you as a council member and we've also got some other good information to share our handouts and also been provided on some of our slides and to take notes if you like. We'll talk about swimwater project program update and then we'll talk about our swimwater 2020 program. And I've asked a variety of staff that are closest to these programs to come brief us on that and we'll have the time after each for questions and answers. So this is also a little bit of a primer about some of the information on projects that are on council agenda tonight. So I wanted to have a chance to go and answer questions about that and share a little bit of information. Again thank you for your time and your interest. I'm going to ask Jason Shaw who is our project manager is handling our our AMI project to come up and he'll just overview of AMI and then we'll kind of take it from there. Robert Yanity, he's our communications manager, will talk about the information that you have from Jason. Thank you. So I brought some props today. This is our new AMI mirror. We've seen it in action. We've seen it in action already. We do have about 2,500 installs today and this is an end point. This is the communication device that communicates remotely to the system. So this has a little cellular chip in it. So it works on AT&T cellular network. We're not putting up any radio antennas or anything like that. We're using existing cellular technology in AT&T's existing cellular network to communicate with these devices. This meter is very similar to the meter that we have today. It just has a coding register which means a digital register on it but it has a mutating disk inside and it measures the flow the same way that our current meters, our current analog meters measure flow. How is it powered? It has a lithium ion battery here and it has a smaller battery in the in the register. The register will hold about 45 days worth of data, 15 minutes in a way. So if we don't get a communication remotely we can interrogate the this device at the property owner's site and get that data. If for some reason a college partner or something like that or AT&T's network is down for whatever reason. So I'm going to pass this around. So if the battery is out, I guess it'll give you a signal. Yeah, if that wire is cut between the two devices we will get a temporal alert and that will help us have to go out and investigate what's going on. We already have that. We've got a temporal error. If the register is removed from the meter we get a temporal error on that too. So it's very, say they are... Yes, we think that we've had some issues. There is some tamper language within the city's current ordinance but we are reviewing that and that's something that could be beefed up. Right now we've been fixing it but that meter is about 135 bucks and that end point is about 75 bucks. We've got about 10 bucks in this thing. The old meters were about 30, 35 bucks, something like that. So we got a lot more money out there than we did before in terms of disinfrastructure. So if there's an issue with the meter is that work done or the repair is done on site or yes it's done on site? Yes it can be done on site depends on what the damage is. It can be repaired that those devices could possibly be repaired or they can just be changed out with new devices and the data that shooting the data that he is collected is unattainable for 100 days or 45 days or today that if we don't get a signal it's retained locally at the end point. And it's 15 minutes over there. Our presentation is going to take two hours. I wanted to go over our our schedule today, our communications and public outreach plan that you got copies of that Robert helped us immensely with. He's going to talk a little bit about that. Talk a little bit about our deployment plan and some key performance indicators that we're working on. So why are you trying to figure it out? So the number one complaint or feedback is none of the customers are getting door handers Turn off the water until we change the meter or not not a thing. Nobody ever told me that it's a door hanger or an operator door or anything like that. Yeah so we'll go through that in just a second when we go through the communications plan. But everybody is we have residential weather and commercial weather. Residential weather is going out about two weeks prior to install. I know a lot of those are probably not in the trash. People aren't reading them. But we do go knock on the door. The company does before the install. They also look at the meter to see if there's any registered usage going on. If there's registered usage going on they don't even get somebody to come to the door. They skip that and come back to it later. So they're trying not to install a meter when someone's taking a shower or something like that. And then there's about 20 minutes for a residential. It depends on what they have to do. Some of them are a little bit more involved in that. But the average is probably between the 30 minutes or so. And then they're already getting door handers saying that we were there and we successfully completed the install. And there's no other action required by the customer. So back to our schedule. We had this project approved by council in February. We had a pre-construction conference on mid-March. We issued the NTP. There's proceed very soon there after that. As far as three-year total schedules we'll be working on this until March of 2022. The contractor is secure of a warehouse. And they were receiving inventory in May of this year. We spent a lot of time upfront dealing with interfaces. We had to get this data into our building system so we can send out a bill. It was a very complex process. We had numerous folks involved from folks from our IT department. And we also engaged Hanson who owns the banner building system. And they helped us with this process and stuff as well. That was a lot of the pre-work that was going on in April and May. A lot of that was that. And we had many meetings about those issues and stuff. But that has been successful. And we've tested it. And we aren't able to get out bills within the AMI system. We've also had some preliminary training. And it really is a more extensive training after that. It is an initial training in May, part of the morning debt training in June. And we had some recent training a few weeks ago. So our customer care staff can get into the new beacon system. Which is the utility portal that you can kind of see all this data in. They've been trained on that. They can look and see all the data that's in there today. And our field staff has been training on how to install these new meters. And they do have existing AMI inventory. And for small meters and new installs and stuff, they are installing AMI meters now as well. So we started our slow start in early June through the first couple weeks of June. We're working on our release one installations now. And we're working on our release two installations starting in September through close to Christmas. And I've got some apps on that coming up in a second. Well, I had those numbers in just a second. The slow start was about 500. The release one was about 12,000, at least 14,000 meters. There's 150,000 meter accounts in the city. And we're touching on one of them. We're training on about 98% of those. So this is a communication outreach plan, like I mentioned before. Some of the things that are in your packets. So I want Robert to come up and kind of give a brief overview of what's in the packet. There's an advantage, I want to trust you before Robert. That has been, and of course, and I'm sure some of my colleagues have gotten emails referencing AMI and, can't you, huh? Yeah, they've, and the sense of what I'm reading is that it's a, it's a, it causes things to happen. There's some pushback. Yes, sir. Um, from, from first on, and, well, that's, that's a part of it. Yeah, we can take a while for just a second. We'll get to that at the end of the week. No, I'm waiting, I'm waiting. Let's, let's not leave it. Because I don't want to, I don't want to, I don't want to have anybody cheating. Because the sense of the email was saying this is a deal. Somebody that's very, something in the yard that represents the tools of the deal. Well, you need to go over there for four minutes. Trust me, even with a shovel, I'm not going to tell you. So if we can get to that, some talk about that, that'd be fine. We've had some recent issues with, with a few individual customers and we'll be happy to address that. Sure. Hi, I'm Robert Yanatee, communications manager for Columbia Water. Just going to touch on this really quickly. You have a binder in front of you, has a lot of our outreach activities that we're doing. It's not all encompassing. I will say that. It does give you a lot of our touch points. We do have a committee that meets on a routine basis. So we're always, you know, touching base on what we can do better, other things we can do, those sorts of things. So it's an ongoing process. But in your binder, you'll see that we do have, one of the things we looked at was co-branding with our contractors, UMS, so that they can recognize folks out in the field. Everybody has the badges that you'll see in here. We have truck magnets that go inside the truck. So we want to make our customers give them some assurances that, that these are, you know, folks that are out there from us and that, you know, nothing to various. So we send out a letter to the head of contractor before we're coming to install. That's in your packet as well. And we also have door hangers in your packet. We have designed a website also working with GIS. The folks can go and actually look up their address, type it in. If you're within the six month window, I'll tell you what week that you're scheduled to have it done. If you're not within that six month window, I'll just say check back later. And we're trying to get out there to promote that. It has been a slow roll-in as far as our promotional stuff, getting our feet under us. We're going to see a lot more that start getting some successes with the program. We've also developed a mailing to up on neighborhood associations, homeowners associations. We got this from the council of neighborhoods. We sent the first half out earlier this year. We sent the second half out in September. We included flyers in there just for awareness that as soon you'll be seeing us coming out to your neighborhoods. But if you want to post this flyer up in your send it to your neighborhood group or whatever, it has some very basic information on that. And we're willing to come out in that letter. We offer our services to come out and talk in your constituents. We know we don't reach everybody. We're trying to reach as many as we can. But if your constituents want us to come out, just contact Jason and myself. We're happy to arrange it. I'm going to talk about it anyway. And like I said, packets have all that. We're doing our best. We're looking at it as we roll out further and further. You can see us on social media. Listening to our customers and promoting what we're doing. So if you have any questions, feel free to write in the comments. Okay. Thank you. Thank you, Robert. So I think we went through most of these things here. So our deployment plan. So in developing a deployment plan, we are installing new meters in routes. And I can't tell you how many routes we've got. We've got hundreds and hundreds of routes. Those routes probably have about two to three hundred meters within that route. And so we're trying to take that. And most neighborhoods, the Shannon neighborhood, probably has a dozen or more routes within it. And we've worked in some of those areas recently. And I'll share that here in a second. That's why some people may have been worked in in neighborhoods and other people have not yet. So we took that concept of doing this by route. And we took some early routes that we wanted to tackle. One of them was the prison route. We wanted to really kind of throw these guys into the fire. So again, there's over two million meters on the prison route. And so that was part of our flow chart. We also did a neighborhood close to the Water and Waste Water Maintenance facility as well as a test of this technology. So in the flow chart we did about five hundred seven meters. That was the way for us to get some meters out in the field, go through the process, get a building ready, go through the whole building process, get the build out, and make sure all that process worked correctly. That was successful. We saw meters a matter over a two-week or so period. And then we paused for a couple of weeks in late June or over July 4th holiday and allow those bills to go out to customers. Then the first full weekend in July we started with Release 1. And Release 1 has about 12,000 meters. And Release 2, which they'll start working on in September or beginning October, they'll run us through almost and then the year has about 14,000. And these are all residential meters. So these are all five-eight to two-inch meters. We have not started a commercial deployment yet. How are you prioritizing the residential areas? Good question. So we took some initial, some of our initial routes and stuff was a prison route. We were estimating some bills there. So we wanted to get that taken care of. And then we picked our route, our first route that we picked. Was around the waterway to make this facility. It's because we wanted to keep a close eye on them. And our meter staff and stuff is in that area. And that way we could respond to them quickly and stuff if we needed to. And then from that, we just kind of built out from that the A route has a building cycle of anywhere from 28 to 32 days. And there's about a seven or eight-day period going on that that we call a blackout, in which those are being read manually. And we don't want workers in those areas changing out meters while we're trying to read that route. So it's all based on that. So when we started our initial release one, we kind of looked at what was just coming out of the blackout period to give them 21 or so days to get those upgraded before it went into the blackout again. Or the time to make a bill to build that customer for that month's usage. So that was a slow start. And then this is, this is release one. This is what we're currently working on. I believe they're up in the early area and stuff this week. We're working in the early area. We worked in Shandon. We've worked in King's Grant. So far, we've been working in the northeast area of town. This area just north of town is kind of as long. Looks like a snake is what our meter readers call a drag route. And they also have to drive each one of those. They're a quarter-mile, half-mile between properties and stuff. And it takes them a long time to read that. And it's a real training on the resources. So we're trying to take some of those things away from them to put it as possible. That way they can concentrate on routes and stuff that are a little bit easier to read. So we did kind of take that into consideration and stuff as well. And these are the routes. This is release two. Release two kind of builds off of release one. We're going to be working in the Chapin area some. We'll be continuing to work in some of the downtown neighborhoods. We're going to try to get most of the Shandon area complete. A little bit of area down in the southeast. A little bit of area just north of town as well. The areas, the grayed out are what's been in release. The slow start and release one. And the colored ones, the dots are released two. We just kind of keep on building and building on those areas and stuff until we get complete neighborhoods completed. And you should have a list of neighborhoods that we're working in in your packet and stuff as well. And the website, if they go to the website, it has the whole deployment on there. It has what's been scheduled today. So it has the slow start, release one, and release two. So if you go to the website and you look up your address, if you're in release one, release two, or tell you the date, the week that you're scheduled for upgrade. If you have not yet, like I haven't, it would say you haven't been scheduled yet. Check back later. So most people would be getting a check back later. Because there's only about 25,000. And they're working great by the way. Oh, excellent. Excellent. Our GIS folks really stepped up and really helped us tremendously on that. And so we're really proud of that. So we've been tracking some key performance indicators. These are some initial things and stuff that we just want to kind of keep track of. We think some of these things will be able to see some good metrics on them over time. We're not going to see huge metrics changes on them anytime really soon. So you've got the monthly total through the end of July. We had done about 2,300 total. The contractor had done about 2,900 installs. We currently have a system of about 2,600 or so. So they're doing along. You can see the city's done about 6,700 installs. The city's done a little bit more installs since then as well. We're putting forces out there to do metering, too. Just trying to understand. Yeah, so there could be a lot variety of issues and stuff. Some of them, the contractor's initially going around and surveying and they're coming back with, hey, this has this issue. This has this issue. We've decided to take back some of those metering installs that have issues and stuff because we just feel like we can do them. More efficiently than they could. We haven't taken back a whole lot. They've asked for some more information on some things instead. But I know there was one that was pretty close to a structure and we just decided to take it on to make the install. So do we get credit back? We do. We don't pay for any of the labor, all that. And we're keeping track of all that. Jason, where there are places where there are places where infrastructure work, water work, is being done. Are those new meters placed in that new system, particularly in Bucke-Washington? No. This project is separate from that. So the Bucke-Washington outreach, they're installing new manes, they're installing service lines. They're tying into the existing infrastructure. I don't know if Bucke-Washington's been scheduled yet or not, but when we did schedule it, when we did schedule it, we'll come in and they'll drop the new AMI meter technology in those existing boxes. See, I was just wondering whether or not, I don't know how we were doing that, or whether or not. It's different contractors, different skill sets. So that's why we're doing it now, like. But we're doing what we normally do on one of our replacement projects, which is installing main and new service line. Thank you. Was in terms of outreach to plenty of people, if there are neighborhoods that are absolutely going to reach out to them, whether or not they're in the corporate limits or not. Yeah, that's a list of neighborhoods that we have on GIS. It was part of the council of neighborhoods. So there won't be some neighborhoods that are missing off all of this, but. A couple of other things to make. Thank you, Jason, very, very well done. A couple of other things to mention. Jason showed you overview maps in your books, or more detailed maps that have weekly routes. So that they're zoomed in, so you can see in your district exactly where we're touching and what we. If that schedule changes, we're updating those maps and sending them to you and our monthly council update. So you'll be getting those each month by email. It won't be coming out later this week. The maps may change a little bit. But in essence, the ones that are in those binders, the ones that we should be sticking to that schedule. Tonight, you're going to see two items on the agenda that dovetail nicely in the AMI project. If you remember the last few years we've been, we've still been buying the old analog meters. So we've been funding that and buying those because we didn't have an AMI system in place. This is the first fiscal year we've got the AMI system in place. So the meters that we buy as a city has utility are going to be the new badger meter. The badger meter, that pricing. So our forces, if we've got a stuck meter, whether it's on the router or not, our forces can go out and replace that with the new AMI meter. And we'll start reading instantly. New subdivisions that are going in, new construction, we're installing, our crews are installing those meters. So that's an agenda, a batch of meters to last us through the year, based on our estimated install. Also the larger power line meters on the agenda tonight as well. Those will be the digital meters too. So that's stopped that our staff will keep or wear a helpful manage and our folks will install. With this project, it comes an opportunity to revisit our business practices. So we're doing that. We're touching almost everything as we go through and it's given us an opportunity to revamp some of those. One of the things that we're excited about is converting from billing in units of 100 cubic feet, which are hard for folks to understand what that really means. To billing in gallons. So, we think that's more transparent until we get near completion with the AMI meters. All AMI meters are going to read in gallons. We're going to continue billing in units of 100 cubic feet until we've got system penetration. And at that point we'll do a public education campaign and we'll convert to billing in gallons. But this sets us up. So we bill for usage at that point or we still won't give away 100 cubic feet? The structure will be very similar so we'll still get away with that base unless we opt to change that. The structure will remain the same. The units will change from 700 cubic feet to however many gallons that is committed to that structure. 25. 25. Yes, sir. So that's the good news. I do have a little bit of not-so-good news to report to you. As we started getting our invoices in for the materials, the meters themselves, the meter boxes, items that are taxable, it came to our, we came to the conclusion that taxes were not included in the bid price. We looked through the procurement documents and sales tax that was specifically mentioned in the documents do not include sales tax in your pricing. None of the respondents included sales tax in the pricing. So sales tax was in the overall budget that is not in the figure that you have approved so far contractually. So we're going to be coming to you with the contract of amendment. Not the contract of fault. Totally city's fault. We've addressed that issue but for us to pay sales tax on the dioramas. So you're probably looking at between two and two and a half million dollars of sales tax that are going to be coming in. There's no exemption on that one. Well, my question would be is if we resell the meter to each household for a dollar or whatever that would exempt us from sales tax. Resell, yeah. Very good point, Daniel. That was the only reason why sales tax is so high. I think it would be worth another look. So. Get an exemption. I mean, it's a different game. Exit. This is only on a certain thing. I think it would be worth another look. Especially with some of the coded, you may be worth calling DOR because they're with coded stuff that's going on. All right. Let's see what goes. So there's that issue that's out there. It's not your agenda tonight. Potentially maybe coming to you. We also discovered that no contingency was included in the project. Usually a project of this size. We include a certain contingency because we're going to run into things that we didn't foresee. For instance, we're running into some criminal service lines in the older communities. When we get to those, we're going to fix those. And so we need a little bit of contingency. I think it doesn't talk about a project's awarding completely, but another KPI I know when we were initially talking about AMI, we were talking about the potential inclusion of more than really businesses, in particular, even the plumbers and others. Is that something we've also been measuring and making to make sure it's reality? Yes, sir. That is part of the contract. The contract team, the UMS team that is actually doing the installation, and forgive me, I can't remember off the top of my head the contractors that they were using. But there's a portion of that work is being done by local contractors. I want to see the local campaign. Yes, sir. I want to see that. Okay. Make the time we measure going forward. And if we're not hitting it on the first round, next year we're having to get those numbers out. So... We can add that to our KPI list as well and make sure we're complying with that. Thank you. Yes, sir. So one last thing about AMI project and to Reverend McDowell, your concern had hurt that particular one, but we have heard some concerns and we believe we may have a customer appear at council tonight to see. So we wanted to give you a little primer on what some of those concerns are. Frank has been dialoguing with some of our customers and he wanted to give you a little idea of the feedback that we're getting and what our posture has been on that so far. We are trying to address every one of those as they come to us so they don't come to you, but we've got a few that have been elevated. On the estimated bills, as I'm seeing in the audience, especially in Shannon, that you replaced a meter for, I guess the first month, the month you estimated how much their bill was and then when you actually... Did you stop doing the actual meeting or not? Are you reading? I mean, are you billing them on the actual usage within your meters or not? Aren't you asking them you're going to get a bill for what the summary is now after the end of the month? Thank you for that question and that is for revisiting business practices. If we had been estimating that customer's bill and they are current with the bill that we had been sending them, for whatever reason, when we get to that meter and we pull it out and we see, oh, they owe us for some more water that we haven't built them for, we're not going to send them a ketchup bill. We're going to, they're paid off, they paid their estimated bill. We're going to put it in the new digital meter and start billing from that point forward. So the second you put it in the digital meters, you're stopped billing them back, I mean, according to whatever they use? Whatever they use to do. Yes, sir, absolutely. And there'll be no ketchup to that. So one or two got out with the ketchup bill. We've corrected those. I was wondering if I would think you sent one of those. Oh, I got that. Yes, sir. Yeah, sir. So we're correcting those and we've corrected that business process moving forward. Thank you for that. Because that goes back to Ms. Wilson said, and masters me. Sometimes there's just things that we have to do to her goodwill with our customers. So we, we firmly believe as a staff, that's the right thing to do. Those customers that pay the bill we send them. So Frank, would you talk about this particular concern that it may present itself this evening? And then we'll have more time for questions and answers. And Frank is our deputy director of utility. Frank Eskridge is delighted to have him on the team. What, how many months, Frank? Four and a half. Four and a half. But he's in the middle of it, I promise. Thank you, thank you. Mayor Counsel. Thank you. We've had, out of the 2,500 or so meters that have been changed out, we've had a handful who have expressed a desire to not have the new meter. One in particular has asked to opt out of the program. And it's my understanding that when this was approved to change out 150,000 accounts, the idea of having customers exercise individual options to opt out was not part of the game plan. So there was some indication that she might be approaching council this week. I reached out to her last week to see if maybe I could answer her questions. So we had a conversation and she had a number of concerns about the new meter. As it turns out, the primary. Oh, I should be talking into that. Okay, the primary concern that she had was for the health of herself and her children because she has the idea that this new measuring technology that we're installing could possibly have a negative health effect on her and her family. She has shared some information with me. I've looked into some things. It appears to me that she might be combining some concerns that have cropped up nationwide on a number of different utility issues. There's the, if you live near a high voltage power line, there's that uneasiness that's out there. If you have a power meter, a lot of electric utilities have converted to AMI. So if you Google AMI, you get information about electric utility meters also. She's concerned that the measuring that we install could send current along the service line into the house and create an electromagnetic field that could possibly negatively affect the health of her family. She's also concerned that you have the meter there on the table, the meter chamber, the register, the endpoint. She's concerned that some electricity might get loose from that and present a hazard. She also indicated or asked me, is this going to be accurate? Because she had read somewhere that these electronic AMI meters suddenly goose up, if you will, the readings. How long were you installing them on? Well, no. I, in my conversation with her, I explained that the technology that we're installing is really no more complicated than having a cell phone at the meter to send signals back to us. Because right now, and this is part of my explanation, we have to send a human being on a truck open the meter box, look at the register and record the numbers. The concerns she had about the accuracy, the brass chamber at the base of the meter, that technology is incredibly accurate. It is incredibly dependable and has been available for decades. I'm talking 60 or 70 years. Okay? The water that flows through that precisely measured chamber allows you to know exactly how much water is going through that meter. From the unprecedented transparency and the difficulty. Absolutely. Absolutely. Yes, sir. The register records a reading every 15 minutes and then up to about four times a day, the endpoint transmits that information through the cellular telephone network. So that's what you have going on. Now, this technology has exploded over the last 25 years and even the World Health Organization has looked into what the effects are. Based on my, because she's the one that kind of pointed me to the World Health Organization, based on my review of what she has presented to me, I'm confident that there are no negative health effects that come from this technology. We're, the battery in this meter is set up to last 20 years. The transmissions cannot eat up a lot of power, but that battery's not in the last 20 years. Okay? Now, every time I would share something, I would be invited to provide proof. Okay? Because just me saying it wasn't going to settle the question. So I'm trying to gather some information for her along those lines, but I try to reassure her that we're not sending electrical currents along the service line. The meter is accurate and it's, you know, I've got a cell phone in each pocket and I use them all day long. The communication from this meter is the equivalent of one cell phone at a call a day that when you add up all four, it's still less than a minute. It's measured in seconds. So anyway, she had other concerns, but I think this is the one that motivates her. As any mother would be motivated for the help of their children. So that's a little bit of, Clint, is there any part of this that you need me to expand on or any questions? I think that's good. I don't want y'all to be aware of that concern that made me voice tonight or at some point in the future. And others may share that concern, but we haven't heard that. We would never do anything to harm our customers. We're doing this significant investment to help our customers, you know, to provide another customer service. So what we'll do is look at her concerns, try to address those. We're also discussing a policy of when we may install those leaders for those customers that do have concerns or what that potential might mean. So you'll have to charge them a service fee to do that? That is one option, yes sir. We can't run a truck out just for one customer. There won't be a return of the investment for our customer base if we allow a thousand customers to opt out and continue. That would make sense for us as a utility more for our customer base. But again, they're options for, you know, probably the well and those sorts of things too. So we're looking at that and trying to figure out how to unpack those. This is not that uncommon to get the occasional opt-out request. So I guess, in her case, I guess really the question is, is I'm assuming that she has an aim either for a scam or a dominion. We're running that background right now, sir, to see what that means. The exposure to these radio waves from a television set or a computer screen or a cell phone that you hold up next to your head far exceeds anything that we have going on with this meter. Also, I'm sure there are steps that have been taken. This information is private and secure. Our customer account information is proprietary. It's not to be shared with anybody, but the customer. So we've discussed those things, but I have a feeling we'll continue to discuss this. I mean, it sounds like y'all are doing everything. I just, I think we've got to be real careful about an opt-out program because I think it's just going to create a bigger problem than it is ever going to be. The vaccination program and the problem that we've been dealing with. Yeah. And so we wanted to go a little more depth right now and then be able to be here by last evening. We won't spend this time this evening. Be able to speak in the public comment here. Did you want to kiss y'all? Blindsided. So we do have a little more information to present. We're going to pick up the pace considerably because you're familiar with our stormwater program and I think we're in 2020 programs. So if I ramp it up, we did want to spend some time on AMI and answer the questions that you have, but thank you for the opportunity to do that for our customers. Thank you. Thank you. Thanks for talking about our stormwater program. Thank you, Clarence. Good afternoon. How's everybody doing? She's good. Thank you. You've been a lot of carry-on. Thank you. We love the microphone. So I sent you an update on that. So we're moving forward with those three last eases. Hand branch, Yorkshire and Gills Creek to the east of District 4. We've got Shannon and Devil's Dish. We're working on District 3 and to the west we've been working on MLK Park and the Rocky Branch Project. Up to date, we have already awarded 11 contract to AMI management and our projects. Your call is in our computer to vibrate. I'm talking to the microphone. Can you go back to that slide real quickly? Yes, sir. Just so the way I read that, we have contracts at 75, but the consultants cost a 3.8, 50% of the cost. That's correct. So right now we have that the 9.7 includes the MLK and Wall Street, some of the construction projects that are already complete that we use some of the stormwater funding for. So we've spent about percent of this change is a great change because right now we have a lot of projects in their feasibility and construction document phase. So we haven't spent the construction money that we need to spend once we get all that information back. Consultants all soft-fossed engineers and the whole nine yards will be there. That's correct. So all of our, did you want to say? Yeah, yes, sir. I think it's important that 7 million plus the 3.8, 7.5 plus the 3.8 is the total spent of that 3.8. So it's not half or seven and a half. It's 3.8 out of 11 in change in what we spend. We are a consultant heavy right now because of design. That's still 30%. We're in design and the construction spend is to come but we're heavy in the design and value issue. So I think we did down for 10% consultant and 90%. We didn't get it at five. The consultants are waking up. We're getting way too much money on this 20%. Then I should probably shouldn't tell you we have 2.5 that we send to the consultants just to give you an idea. But the contract's awarded an earth 3.8. So part of the program management team is we have that contract on the agenda tonight with Wilpert and they have been helping us with condition assessments throughout the city. They've been evaluating the pipes and the system deciding what needs to be replaced, helping us with a criticality analysis and developing projects throughout the city that need to be addressed. We're very excited about Rocky branch kickoff meeting we had last week. ESP was awarded. Thank you for approving that. I believe that was a couple of weeks, couple of council meetings ago. This is a project that will take us from Grayinger Bay down through Five Points, Maxie Gregg, Willie May, and Assembly Chief. These are some of those points that everyone is very interested in. We do have another firm that's working on the street restoration and concert and we've been working with Rocky branch watershed group as well as USC because they have a lot of plans in this area as well. Shannon's meeting was May 9th. So we had a great turnout for that project. We met with the consultant last week. They already have some preliminary results on the west watershed. They've looked at the idea of pocket parks and potentially purchasing homes. However, there was not a large impact from doing that. So what they have determined that really will make an impact is having a bypass system starting at Maple in the row, coming down to Rosewood. So they're kind of starting to zoom in on that. But the west, the east side is a good bit bigger. So they're starting to work through those now. We expect to have those results within the next couple of months. Upcoming contracts. Tonight you'll see the $3 million multi-year contract with the Woolport that will round out their program management. They're also, of course, helping us with criticality and analysis of our system. Queen Street design services. This area is in Old Shannon above MLK park that traditionally has flooding issues. Yorkshire feasibility. That's the public safety issue with Dr. Burns. That will be coming up in the next council meeting. The Guilds Creek rear removal construction contract should be coming up September 17th before y'all. And then the Harlem Heights storm project that's a project that's shovel ready. We are finishing up the last three reasons now. So we're hoping within the next 30 days to bring that before y'all. Or to be current. Well, the Guilds Creek rear removal, I know you said that the contract's coming up. When do you start actual working? So September 17th, the contract will be before y'all. So then once we have the authorization and the contracts signed, we'll be able to get them noticed proceed out there. Yes, for the work in the city limits. And then there are some issues that we're working through. Mr. Recommends been helping us with the annexation piece as well. And tonight, I'll be talking about our APWA award that we received for Project of the Year. I'll be giving a little bit more information, but MLK, we're very proud of that project. There's areas that are chronically wet that we created. Wetland and storage and water quality. And we have been recognized for it. So I'm very excited about that. I hope we're going to replicate that. And Maxi, Greg. We could definitely look at that. Absolutely. We should have done it. A hundred years ago. I'm going to tag team to Joey. Any questions? No, a question just a request. This is Wilson. I'm getting periodically I get questions when people want to know about Clean Water 2020 PTA, which is inevitably around the time of election time. People have a lot of misinformation out there. And I just think it might be useful if we get staffed, maybe go on and get p-hearted tape. Just a kind of layman in layman's terms. Where are we with our improvements? Everything. And then we'll be able to send that out on social media and different avenues just so people have the facts on where we are, you know, where we are with PTA, where we are on the improvements and the ultimate benefits long-term for our city. I'll be sure to call the information. I've survived to Columbia Water. And I think they're already doing some of that, so it'll work. So we can get some feedback. And you all know maybe channels to push it out even farther than this. And I know you're very tuned in on some ways to do that. So I need to give Mr. Reckon in class. He seems like that. Oh, no, you don't. My social media, he's praising me for how I view social media. It's so nice. But we all can't be to make it any better. You know, the possibilities are endless. I'm not going to, I'm not going to, I'm not going to give this to the council, council, but as far as her feet at the staff, but as far as some ways that we can share and this meeting more widely, I think it's a great idea. Don't send us a, just don't, just don't be afraid, I'm not, I'm not up for a discussion this year. But don't be afraid to actually yield to staff or accurate answers. Yeah, right. But as opposed to giving answers that inaccurate or, or, or happy. So you're going to get a cable, a bit of cables to have. Um, who are usually pretty available. I'll have one yourself. I'll get them. I'll get them. Let about 60% of people get them on, on most of those people who have questions. That's going to get a lot of answers that they can rely on and not create a sense of despair that's happening. And there's a lot of that going on. Yes, sir. Yes, sir. So I think it's a great point about the social media as well. And so we'll, we'll try to do a snippet about AMI, about our progress on the stormwater and also where we are with the, the APA Consent Decree and Clean Water 2020 program. Um, Jody is going to give us that snapshot in about two minutes for this of where we are with the Consent Decree. We're going to defer the slide deck and, and then just a real quick snapshot of where we are with the Consent Decree and how the program is helping us. Okay, so I'm going to move quick here and provide an update on the overall projects where we are with our Consent Decree to date. Talk about an SSO update. We added water system improvements to our Clean Water 2020 program a couple of years ago. So it's going to give an update on that. And our infrastructure rehabilitation report, which is our next large deliverable to EPA. Brian's going to actually come up and give an update on that. So where we are with the EPA, with our Consent Decree today is we have, I think there's about 19 deliverables that we have to provide to EPA. We have four remaining. And that sounds really good because it is really good. We're up to date and where we need to be on schedule. But that doesn't mean we're that far into the Consent Decree. We, the last four deliverables, especially the infrastructure rehabilitation report, which Brian's going to report on here shortly. This is where, this is the guts of the program. This is where we say EPA. This is what we found. These are the projects we're going to do. And here's our schedule to do that. So we'll let Brian talk about that. But knowing where we are today and we're on track and what we've got left to do, we estimate probably 2028 is when we'll negotiate, begin negotiating out of the Consent Decree. It could come sooner, it could come later, depends on what we find. But that's where we think we are today. And that's where we think we're headed. So here's a list of the deliverables. Y'all seen this. Every time we give an update, we try to provide this to you. These are all the major deliverables. This is what's remaining is not grayed out. The infrastructure rehabilitation report is the next large deliverable. That is due this November. And I'll let Brian cover that. But where we are today, this is kind of a roadmap, a skeleton of the infrastructure portion of the CD. So we told EPA, how are we going to map it? How are we going to lay out, do a conditional assessment of our system? And the next deliverable is this is what we found and this is what we're going to rehabilitate. And here's the schedule to do that. This is the spend to date. You remember, early on, we had to give EPA an estimate of what we thought it was going to be dollar-wise spent for the Consent Decree. That's where we came up with 750 million. That's where you hear that a lot. To date, Council has approved about 270 of that. And we feel like we're on track. There are some that we may spend a little bit more, some we may spend a little less, but we're fairly on track with that estimate to date. And that includes the 310? The 310. The 310. That includes... Yes, sir, the bond issue is coming tonight. And Jeff can speak in great detail about that. But it includes the CIP from last year and this year. And that would be what's spent approved to date some of that is forward-looking, some of that 310 is forward-looking, and some of it's refunding previous bond issues as well. So last year's CIP... That's 270 million plus the 310. That's worth answering, Councilman, but also some of that was refunding opportunities from previous bond issues. Okay, so this, these bar charts kind of represent where we are today with our consultant spending. Not going into any detail. When we started this program, one of the first things we would suggest that we do is we go visit a similar-sized utility that's in a similar state that we are and just talk to them about how... And the first question we got from that utility manager was a sushi program manager. They tried to do it without a program manager, and they immediately fell behind and had issues. So... They're an actual actor when it comes to that. Good to be. I don't know that to be the case, but so this is kind of a last four-year look back on the expenditures with the program management team, which is CEM, but also there's a number of consultants that work with CEM to help us with the program. So you can see by this chart, we're starting to ramp down, and with that, we're starting to build staff internally, bring these services in internally. And that's the goal from day one, was we knew we had to have extension staff, which is what these consultants are, but as we moved through the program, that ramped down. So the green portion of the chart is the wastewater. The blue is the water. So we said all along that we were going to build these programs on the wastewater side, and then we're going to start to roll them over to the water side. The mapping program is an example of that, and there's a project on the... I'll talk about that in a minute, but so we started to build that into the program where we're improving as we did on the wastewater side. We're now doing that on the water side. So you can see we're growing up a little bit within the program as well. So to give a quick update on our Center for Water Flows, we overall trend is down. When you look at the number of overflows, we've kind of plateaued, and that's because we hit a lot of the low-hanging fruit, so to speak. Early on, it was the Fatsalongris, the FOG program. We did a great campaign on improving how we control fire within our wastewater system, and we saw a great decrease in SSOs as a result of that. We're doing a lot of these big projects. Lake Catherine, this is a picture here of the Lake Catherine project. Lake Catherine, Crane Creek. These are some big dollar sewer projects that we have to do to improve our sewer system, but as a result of that, the reoccurring SSOs, high-volume SSOs, we're eliminating those. So that's why we see the turn down in SSO volume, and this is what the bar chart here represents. You can see back in 1516, we had some high volumes. We finished the Crane Creek project, which resulted in removal, a lot of that volume, and we continue to do these projects. So you can see in 17, we greatly reduced the volume. In 18, we had a little bit of a hiccup at a wastewater plan. That's what's shown in red there. We showed in red because that was all one of that. Last December, you remember, we had the heavy rain. We were taking a lot of water at Metro. So we showed in this red because it was actually treated, partially treated sewage, but it did not discharge properly. So we have to show it as necessary. So that's what that is in the blue chart. So that's where we are today. So you can see we trended down the volume, and we continue to trend down. And that's the result of the programs, the Fats on the Grease program, but also the large projects that we've completed that we still have yet to complete. So as we continue to do these projects, this volume will continue to decrease. But also the count will continue to decrease as we do continue to inspection. We continue to do the rehabilitation of the smaller lines, so to speak. And that's when we start to eliminate where we plateaued in the count. So this will continue to decrease as we continue through the program. And ultimately, we'll begin to negotiate it out. So water system mapping improvements. We built this great system on the wastewater side to improve our mapping, to improve our maintenance management system. Ultimately, in doing that, we don't go and see works normal. As a result of that, we're improving our customer service. How quickly we can respond, how quickly we can notify customers what we do. So we're doing that on the water side. In a couple weeks, we'll have a water project come to you to help map our sewer, our water assets in the system, similar to we did our sewer. So the successes we've completed, I first have to point out that we couldn't do what we do without council, council's approval support, without our great management and leadership team, but also our staff. Our staff has really done really well in helping us to get to where we are with the program. And in saying that, the consultant team, the CEM team, and the consultants that we're with, and they're really an extension staff, and that's truly what we have. We sit next to them. They sit next to us in the office space. So without that, we couldn't have done this. Couldn't be where we are today. So we wanted to point that out. We'll remain on schedule. And we really, in doing all that we've done, we built a great foundation for Columbia Water and we're really on track to being best in class in what we do. So with that, I'm going to turn it over to Brian and let him talk about the infrastructure rehabilitation report. You've done a loss over 95% production. Please make sure to have it last December, but then having it catch quicker. Will you really go ahead? Yes, sir, we did. We actually, not to go into the great detail of it, but we had a overflow within our holding basin in Metro, which it goes through the initial treatment process. Then when we had heavy flows of goods in the holding basin, we can't run it through the system. When it was built, it was built to directly release the stormwater. So we had actually a release that released it to the stormwater system. We have eliminated that and we've actually increased the volume in our holding basin as a result of that. So we have fixed that. Yes, sir. Let's be good, guys. Whoa, Joe, I got a question. I know you're all working on the rehab and all of that. So this past week I had a call about an issue. What is our mechanism for falling back when we're doing this? So we're doing sewer upgrades in neighborhoods. And at this location, we had this subcontractor want to come out there and dig up all these bushes in one yard and place the cleanup in the middle of the landing and other property, which is going to cost a clinic saying this is one price, so whatever they do, that was over. But they're doing things that are going to cause us so much headaches with residents. And so my question is around that is, who's fallen up? Who's the construction management that's making sure that the contacts and conversations with our residents thought through? I mean, on having somebody come out, Paul, is that right? Phil, excuse me. Phil came out. And Phil was like, well, we can do it here or here by taking 10 minutes to figure it all out so it was less impactful, which long term would have been less headache for all of us and probably cost us more because we would end up fixing everything. So I guess in all of this work, I mean, how are we falling up on that? Because my fear is that we're spending more money than we need to on these type of issues. I don't know that for a fact. I'm just assuming based on my personal experience. So we do, as a part of the program, we have project managers for every project. We also internally, we are in the process of hiring a project manager for those type projects, for internal rehabilitation projects to manage those things. It's a part of that process to figure these type things out and to work with the customers to make sure that we're doing things that are at least disruptive to the customer as possible. A clean-out is we're not replacing services or installing clean-outs where the service is today. So that may not, unfortunately, these older neighborhoods, they're not cleaning out at property line. And that's one thing we're correcting is we're installing clean-outs. And it's where the existing service line is. So that may not be conducive to the customer's front yard or how they're bushes and so forth. So we do try to fix those as we find them. But the contractor, I mean, they're installing it where the service line is today. So I don't know if that addresses that issue or not. Well, definitely, because the service line could be in the curb, in the street. It could be behind that bush. It could be behind that landing. There was no reason to go spray paint somebody's landing and say, I'm going to tear this up. Right. You know, I mean, and so had they not called or the other way they called about the bush, we would have ended up with a big mess. And I guess I'm trying to figure out how do we prevent that from happening. And is there somebody going behind and going, wait a minute, guys. All right, it's a great point. And so we learned a little bit from that instance. And I think they had a good interaction. But again, they had to call. And then we had to intercede, I think, as the contractors and subcontractors as we continue educating them on what's proper and what's improper, I think we're learning to have our construction management or project management team go behind them and check off on each of these before we go cutting loose and digging up yards. Because everyone, when you start dealing a well-established yard, it's a case-by-case basis. We're hearing that on AMI. We're seeing that on clean-out replacements. And so we've got to give that little bit of individualized attention and pay close attention to that. Even though we say we're going to restore it back like it was. Well, the problem is, too, is you've got to remember, you're coming behind AT&T in the 5G who just went through and had a lot of calls this time, safely. So Brian is going to talk very quickly about this infrastructure rehabilitation report, which is one of these EPA deliverables. It's very, very important. So I want him to speak to that really briefly and bring you up to speed on what we're committing to. Thank you, Brian. I'll try to get very quickly to keep you all on schedule. I've got a lot to talk about tonight. So in your packet, you should see the page that looks like this. We call this one of the one-pagers. Joey referenced the 17 or 19 programs and those we do at EPA that talks about how we're going to implement the different portions of the consent decree. EPA deemed eight of those important enough to require a 30-day public comment period before we submit it to EPA. Because typically, we put these out for public comment, get that, make adjustments necessary, send it to EPA. If EPA blesses it, we didn't spend a lot of that time between now and 2028 implementing these different programs. And so this is one of those. This is the infrastructure rehab report. So I'm going to go back up that infrastructure roadmap that Joey talked about a little bit, just a little longer. So again, we're talking about this document right here, which is in terms of the major system. I'll talk about that in a little while. Last time I was here, I was talking about the infrastructure rehab program, which required public comment. And it said, here's how we're going to make rehab decisions based on what we find. So that was the last time I was here with one-pager. And we've been spending a lot of time doing the major CSEPs. That's condition assessment on your largest pipes. So when I was here about a year and a half ago, I was showing you pictures and videos of inside pipes and I didn't fall asleep, which I very much appreciate. That was us figuring out what shape is our stuff in. Well, now this is a huge milestone. We're here today saying, here's what we told EPA. We're going to rehab based on what we found. We now know what we found. And then we put that together and actually tell EPA, well, here's what we need to do. So whenever we would have introduced to you the program at the very beginning back when we signed up with EPA in 2014, this is one of the top three or four milestones I would have talked about that meeting. So this is a big deal today, OK? I'll talk to you about the group of projects here in a second. But what's important is, as we say, here's what we need to rehab. We're making sure the pipes are big enough, too. The hydraulic model is far enough along that we're sure we're not going in there rehab and say 30-inch diameter pipe only to find out two years later. It needs to be a 42. We've got to go in and put in a new pipe. So that is big deal. I know that would be probably a question you would have. And then once we submit these list of projects, we're going to have a certain timeline to be able to get that done. So that 2028, shall we talk about? Group three projects, once this is approved by EPA, we need seven years to complete that. So that's kind of one of the ways that 2028 is calculated. Now, in about three more years, I'll be here talking about the supplemental IRR, which is very similar. It's just for your smaller diameter pipe. All right, one thing that's really important to understand about this. One page, or again, this is in case you get a phone call from a constituent or something, you kind of understand what this is. This is where your largest pipes. So 15-inch diameter, so think a little bit bigger than a plate, 15-inch diameter up to 60-inch, your largest pipes on the collection system today. It's about 10.5% of your system, but repairing a foot of 60-inch pipe costs a lot more than repairing a section of 8-inch. And so that 12 to 18-inch, that's that supplemental, the smaller stuff. You can think of it in terms of interstates versus the neighborhood road. This is about the interstates, in a way, if you want to think of it in terms of transportation. And then you can return in the actual list of projects. If you want to see what's required in the IRR and what's contained in that document, it's the one out for public comment. It's detailed here in the one pager. It's a lot of technical information. It's the condition of the pipes. It's the sources of inflow and infiltrations of how rainwater and ground water gets in there. There's a ton of geeky stuff that I'd love to tell you about it. The part you really care about is the projects. What are we committing to with the EPA? That's really what's going to matter. And so the most important part is that list of prioritized rehab projects. So we prioritize the projects for promising the EPA in group one, two, or three. And that's based on the SSO potential. So we'll make sure we're attacking the projects that are most likely to cause SSOs first. And those that are less likely, they go into the group three, okay? Now, once something is in group one, two, or three, we have very important tight time lines, three years, five years, seven years, okay? With EPA, if there's a project in one of those groups, if it is not done within time, you get fined for it. Okay, I'll just talk about cities that get fined by EPA, this is one of the major ways they get fined. If a project is not done in time, the EPA can fined $2,500 per day per project. So a big thing that Joey and Claire are going to be spending the next seven years doing is looking at it on my shoulder making sure that it's all stay on schedule, right? We don't want to have projects get into that, into that situation, so $2,500 per day per project. So that's a very big deal. We are not going to have that, I'll promise you that. Those guys want them to let that happen. So that's a big part of what we do is make sure that the project's stay on schedule and everything's moving. So project and program control is a huge effort to that. So, we actually, we've had young projects with liberated damages to be able to cover that if they go late, that's something we'll consider going forward, so that's very important. The other thing I want to make sure you understand is that group one, two, and three projects, this list, this commitment that we have to EPA is enforceable in federal court. We estimate what the city is committing to to be approximately $50 million, okay? The good news is that is within the estimate that we had, so that's $750 million estimate that Joey showed earlier, this fits within that, so that's good news. There's always a risk on the consent decree that you're going to find this system in a much worse condition than you estimated it to be. What's good here is that our estimate contains what we actually are committing to with EPA, so I think that's very important. I'll also mention that these projects are very large and very complex. Trying to rehab a 60 inch pipe is a very special type of construction. Instead of the packages that come out of this work the requirement of the EPA are going to be large and technical. I think that's very important to understand. The local contracting opportunities for that kind of work, likely to be met through the Office of Business Opportunities programs. I think later when we're in that supplemental IRR and we're doing that eight to 12 inch work, there's going to be a lot more opportunities for local contractors to be prongs, but we're likely looking at specialty farms or unique farms to be able to do these large and very complex projects. Any questions on that? It should be going out for public comment about two or three days, so I should see it. All right. Thank you, Ryan, I appreciate that. So thank you all for your time and attention and just for mentioning three other things that are really important. We're continuing to invest in our staff through our apprenticeship programs. Primarily we're rolling out a water distribution apprenticeship program. We have them for water treatment, wastewater treatment and wastewater collection. Water distribution was the last piece of our operating organization, Joey Structure, to add that apprenticeship program, but that gives a nice training for our staff so that it can be better employees, but it also gives them career advancement opportunities within our organization. So we're really excited about that. It's been a very collaborative effort. The program Ryan and his team have helped us with that. HR has been great working with us and putting that program together. So we're taking lessons learned from the other programs and making each one of those programs better. You do have on your agenda tonight a related item which is the feasibility study for a solar farm with the metro wastewater treatment plant. So that's the feasibility study optional design services. So we're going through a procurement process for that. So we'll see you out on your agenda this evening. Final thing I wanted to mention. Yes sir. So just so I understand because this has been a painstaking process to get here. After you've gotten the design, is your plan to go out to bed? No sir. The contract is structured so that we'll do the feasibility study first. Those results are good. We brief y'all if anybody wants to proceed, we'll go into design services and then we go into contract negotiation for installation services if we can agree upon a price for that. So it is a one, that's not on your agenda to move and we'll come to you again because that'll be a much larger dollar amount. I want to think about that. Every step of the way there is an off-ramp if we can't reach agreement with the folks that we're contracting with. Feasibility study is the first step to see what that return on investment is. But again, exciting project for us as a city and utility. I think we need to probably do a little handholding on that to make sure that they're evaluating what we want to be evaluated, not what's convenient for them. We have tailored their scope to what we want. And that took a little bit of effort but our team did a good job with that. Also wanted to mention something, Councilman, the bill brought up two meetings ago, I believe, notifications to our customers and they got me with not this past weekend and weekend before we had a little bit of this whole award issue and the ability to push out notifications to our customers would have been helpful during those types of events. But also geo-locating, we have the word order advisory with the contractor, it's our borderline and we need to issue a word order advisory for three blocks, be able to geo-locate that and push that message to those customers. We have that ability through the Everbridge system or verse 911 system right now but our database is very poorly populated. So we met the other day, Councilman, after you met, we met with our staff and our IT folks. We're going to take our customer database which resides in the Banner software and populate Everbridge with that with the existing customer contacts. Problem there is that we've got a lot of older home phone numbers that may or may not still be active but it gives us an opportunity to reach out to those folks to make an outbound call. Just send a message on the next door, it'll be about a minute and a second. We push those out for those that follow us on the different social media platforms as well but we're also going to have a customer campaign to try to educate our customers and give them to update their information in Banner so that we can get their cell numbers and do push notifications by text message but not every opportunity, everything that happens is optionally learning to get better and so I think thank you for challenging us to get better in that way. So that's something that we're excited about. We're going to have that database transferred over within the next two weeks and so we'll start seeing a lot more of geo-located push notifications. I'll tell you, the other thing that I hear a lot is nobody can get through the call center or the help center at the wider department for any reason, whether they're registered or complained, whether, I mean, there's a lot more of that more and more, especially after that Saturday morning. Is there any way or any near future resolution for that or we have a roll over maybe calls from one center to another or anything like that? Yes sir, we're looking at all those customer care and call center and unpacking that and looking at our business processes, also trying to push people to use our MyColumbia SE app so they can notify us of a problem and directs a work order, goes straight to the work cruise kind of lunates to the middleman but we're most definitely looking at more to come about what we're doing with our call center. Yes ma'am, so I think everybody knows that Angela Adams has been our customer care administrator for almost 17 years and done a really, really good job for us. She knows NGOs are business processes better than most, I'll say, if not anybody within the city so she's really, really strong. I keep a list, I like to refer to as Angelist and there are these initiatives, some of you are familiar with that extra digit that's not printed on the payment notification, right? We recommend digit. That's been on our list for, I don't know, over a year, within the next three weeks that issue's gonna be taken care of and she's been working on that for me and she's also trying to manage a call center and staff and field customer care staff and it's really, so if we look at that as managers and as folks and I worked on this, we're going to reassign Angel and have her handle some of those special projects for us. We're gonna bring in a new customer care administrator that can focus on particularly minimizing those call times and hold volumes and so that'll allow Angel to focus on addressing the rude calls of the fires that we continually stamp out and so we think that's gonna be really positive for us. We're not adding a position to our organization, we're reclassifying the existing position and reassigning duties, so that customer care administrator will be posted probably within the next two weeks and so we'll be seeking some outsides. We have to keep her a 3306 number. It's the only number of the staff I've ever memorized. Yes, I'm sure that is a die and every three of us have our cell number memorized too so anyway, exciting things for her and exciting times they have for customer care as well, so. Thank y'all for your support. If you do have any more questions, we'll try to answer those. Right now, for the guys in line. Mr. Mayor, I'll make a motion. We're going into executive session for a seat of legal advice from Lady of Madness. Go by a turn of client-apprentice pursuant to 30-day, 40-day, 78-2, Chapter 14, add extremist protection members, hate intimidation, gun-free school zones, Columbia Canal, Columbia Urban League, discussion of matters related to proposal location or expansion of services, encourage location or expansion of industries or other business pursuant to 78-2, card development incentives, discussion of negotiations, proposed contractional arrangements pursuant to 78-2, 16-1, Assembly Street, municipal complex, discussion of the involvement of an employee pursuant to 78-1, municipal court judges, and item four, which is under a seat of legal advice, you want to add Roode's property. Yes, sir. Okay. Yes, sir. Aye. Yes, sir. Aye. Aye. Aye. Aye.