Hey Denver.

It's time for this biweekly meeting of the Transportation and Infrastructure Committee of Denver City Council.

Join us for the Transportation and Infrastructure Committee starting now.

Hey Denver.

Whoa.

I hear me.

This is.

Okay, I'm Chris Hines.

I serve under City Council representing District 10.

You have reached.

If you are tuning in, you've reached the Transportation Infrastructure Committee.

It is Wednesday, November 5th.

It's one o'clock.

We do have an early start today.

Um I am the vice chair of the committee.

Councilmember Lewis is the chair.

She will be here imminently, but um, but until she gets here as vice chair, I will um lead the conversation or kick it off at least.

Um we have 54 action items and five items on concern.

So um I believe we have one three presentations, so a reasonable chunk of them will be in blocks.

Um, our first action item.

Oh, I'm sorry, before we go into the action items, let's do introductions.

Start with the distinguished gentlewoman to my right.

Thank you so much.

Hi, good afternoon.

My name is Flora Vibrez.

I'm the councilperson for Lucky District 7.

Kevin Flynn, South West Denver's District 2.

Uh good afternoon.

Paul Cashman, South Denver District 6.

C Gilmar.

District 11.

I'm Marty Lee.

Thank you all so much.

I'll let you all introduce yourselves and you can get started.

Great.

Thank you, Council Chair Lewis, and thank you all for your time today and super appreciate the early start.

You can blame me for all 54 of those action items because I'm gonna be sitting here for the next two hours with you.

The good news is that 53 of them are encompassed in this first presentation.

So we're really hoping that we provide a very robust and comprehensive overview of how the city utilizes on call contracts to help deliver our capital projects.

So I'm joined today by our Citywide Infrastructure team and our transportation implementation team, who are the real subject matter experts in the nitty-gritty of how we get this done.

And so looking forward to the conversation today.

I didn't mention I'm Elena McWarter.

I'm the legislative liaison or daddy.

Jennifer, would you like to introduce yourself?

Yeah, sure.

I'm Jennifer Williams.

I'm one of our engineers in our infrastructure team.

Hi, good afternoon.

I'm Ryan Crum.

I'm an engineer within our transportation implementation team.

All right.

So we're gonna just cover today the background and purpose of on-call contracts across the department, and then we'll dive into the details of these two categories of on calls.

We have two categories.

One is professional services, which Jennifer will cover for us today, and the other is uh general civil construction, which is Ryan's side of the house.

So we'll run through what each of those categories is, the scope and uh services encompassed in each category, and how it helps us deliver major projects.

So, first, why do we use on-call contracting?

I'll start with on calls.

Any action today does not obligate the funds that you'll see today.

So, what it does is it's a tool that we set up to allow us to spend funds that you appropriate annually through the budget process.

And so this is really a tool that complements city capacity to deliver major projects, and it really is about getting the subject matter expertise in very uh specific technical services to complement our staff and expertise.

So it allows us to establish and maintain a high quality pool of qualified consultants and contractors.

It helps us support a number of DOTI major initiatives as well as mayoral city council initiatives.

It also allows us to support other city agency initiatives.

So, as you may know, we help do um projects on behalf of agency clients like Parks and Rec, Arts and Venues, and so we help deliver those goals as well.

On calls help support the economy, they provide jobs, they help support small business and minority and women owned business.

So we'll talk a little bit more about that today.

And then it really is about enhancing the vibrancy for our community and being able to serve our residents with very high quality, timely, and efficient projects.

So like I said, we're gonna cover two categories today.

Both have existing five-year on call contracts that are coming to their end, which is why we've gone through a reprocurement process to be here today with you.

The first is the large civil construction contract, Ryan's contracts.

Both were initially improved and approved in 2020.

The large civil expired in September of this year, and Jennifer's professional services will expire in January of 26.

So both of these contracts categories today will help us close the gap in service and continue on with those on-call categories of services.

Why do we package on calls in this way?

You may be familiar with the procurement process.

It's a very long and comprehensive process of competitive procurement to identify qualified experts who are able to bid on our services.

And so doing a single procurement across a wide range of planning, engineering, design, and construction services allows us to have these supports from project initiation all the way to execution, whether it's you know, two years down the line, four years down the line, six years down the line, whatever it takes to really deliver those major capital projects.

There's a separate MWBE, Minority and Women Business Enterprise goal for each category that we'll cover in the presentation.

And the contracts are awarded to firms of different of various sizes, recognizing that different sizes of firms have different expertise and different uh capabilities to really step in and fill gaps as needed.

And then last, I'll just remind you all that we send out our quarterly on-call contract report to you all.

This is a tool that you can use to take a look at all of the on-call contracts that DOTTI has in our system, and it shows you the total uh max capacity of the contract award, the contractor, and where they're at on spending to date.

So it's really your opportunity to stay on top of how we're spending these dollars and when we're spending these dollars.

Last, I'll just emphasize here that we have our webpage, Do Business with Dottie, where we house our solicitations, opportunities, where the community can really stay engaged and informed on how they can work with the city.

And so when we went through this procurement process, we had a number of industry kickoff events where we invited potential uh bidders to come and meet with us, learn about the opportunities, the services they would be provided, ask questions, and really understand what the expectations are for bidding on services with the city.

So we had a lot of great interest for both of these categories that you can see here from April.

With that, I'm gonna turn it over to Jennifer to move through our professional services.

Thanks, everybody.

Uh, like Elena said, these are a second round of our on-call category contracts.

So the first round was in 2020, and we had 13 different categories in that round.

We had 48 total contracts and firms that were that had contracts with us.

Um the total capacity was 209 million, and of that, we've spent about 115 million, about 55% of the capacity.

And so, just like Elena mentioned, you know, we get our annual budgets from you guys, and then we spend them, so we're not necessarily gonna use all of the capacity that we're going to have the ability to use.

Just some project examples of what we've done with the work in the last five years.

So we've done parks integrated parks and water quality projects.

We do our bridge inspection program where we look at a third of our smaller bridge inventory annually, and we have our storm drainage master plan that was procured during through this method through this task order, which we're gonna be talking about later on today.

So, how did 2026 differ these set of professional on-call contracts?

So we have 14 categories this time around, which is one more than last time.

We did some internal and external outreach, and we found that the sanitarian storm being combined was a little confusing.

So we split that up into two categories, but otherwise we had some additional refinements on scope just to clarify and make sure everyone understood what was being delivered under the different categories, but otherwise they were pretty similar to what we did under the 2020 version.

So they'll be um for the next three years, and then have an opportunity, of course, with you all's approval to extend to five years.

That is what we did last time around as well.

We had it for three years and then extended to five with one amendment.

We gave everyone the opportunity to propose on as many categories as they wanted.

That was at their discretion, they could propose on one or all 14 based on their abilities that they had and brought to the table.

So we had 99 proposals that we received, which was quite impressive.

It was exciting to see, and 77 total opportunities.

The available capacity for across all 14 categories was 206 million.

And then if we were to use all of that capacity, the total available MWBE capacity would be almost 38 million dollars.

So some great opportunities for MWE partners as well.

So we had 14 unique committees, one for each category.

Each category committee was made of three subject matter experts, and then two non-voting members.

One person from either transportation or infrastructure, depending on what the category was, and then someone from contacts just to ensure that we were looking at all of these categories equitably across the board.

I have our selection criteria listed here.

We did use consistent criteria and weighting across all of the different categories, and then we worked with our partners in Disbo to make sure that uh they were responsive to our MWBE requirements.

And so we super appreciate their partnership there.

So out of the 99 proposals that we received, all but one was responsive.

And of those, we selected 45 individual unique firms.

So about I think it was 18 received more than one contract or more than one category within their contract, if that makes sense.

Um we did have 10 MWBE prime firms and 12 new firms, so 12 firms that were not on our last set of on-calls that are going to be on this set of on-calls.

On the right-hand side of the screen, you can see all the different categories, the number of selected firms per category, and then the individual per firm capacity.

So that's a little bit of overview, and I think I will turn it over to Ryan to talk about the general Sybil.

Hi, good afternoon again.

Um the large construction on contracts, on-call contracts is a little more simple.

We don't have as many categories.

Uh we just had the one.

Um, this is the uh, excuse me, this is the history here.

Uh so in 2020, um, we had the same one category, uh, 10 firms here.

Um we used a little over 50% of the capacity um on the old one.

And here's some examples of the projects that we built using those on calls.

So some projects in Red Rocks, uh, federal pedestrian improvements, uh 23rd to 27th.

And then uh we're delivering some of the um bike infrastructure projects, the CTN projects through the on-calls.

Uh here's an overview of these on-call contracts and the scope of work that uh will be allowed through here.

The pre construction services uh allows us to potentially start alternative delivery contracts early.

Uh and then we can also use that service for other other means, but uh aside from that, the rest of the scope would be actual construction.

Um, so intersection improvements, roadways, pavement, um, curb and gutter, uh, ADA ramps, uh, safety projects, so things that fall in the vision zero bucket, uh signs and striping, uh signals, and then uh bike lanes as well as we mentioned that earlier.

Um, we do have language in there for utility work, and bridge work, which is not something our department uses a lot, but other departments utilize our our on-call contracts as well.

So we're just allowing them to be able to use them as well.

Uh and then so the total capacity is 400 million.

Um each firm, we selected eight firms, each one at 50 million, and it is a three-year term, and then there's language in there that would allow us to create an amendment to add two more years to that.

Um, if it's going in the right direction, um, and so uh similar to the professional services on call, the selection criteria.

Um we had six voting members that was comprised of subject matter experts, and then we also had two non-voting members uh just to ensure that we were uh equitable um across all the categories.

Um the selection criteria did have uh MWBE requirements.

Um we evaluated qualifications of the firm and key personnel.

You can see the weighted distribution there on the right side, um, and then one uh continuing that we have we valued their experience with this uh delivery method, um, and uh also weighted communication and their project approach.

We had uh total of 19 proposals, uh, and then we narrowed it down to the eight selected, and that MWBE goal of 12%.

Thanks, Ryan.

So just quickly an overview of the procurement timeline that brought us to today.

Like I said, a lot goes into developing an RFP or an RFI RFQ for solicitation, but we did kick off of these procurements in April of this year with those industry events.

Proposals were due by bidders in June, July.

We provided notice to our awarded firms in August, offered briefings back in September.

So thank you for all of you who made time for a briefing in the last couple months.

And then that brings us to transportation and infrastructure committee today.

So we are request uh respectfully requesting your approval so that we can get our notice to proceed for Ryan's large civil contracts as soon as possible, and for Jennifer's ready to execute by January of 2026.

So again, today's requests are the professional services categories.

This is gonna be resolution requests 1643 through 1687, and then the general civil construction is resolution request 25-1384 through 1391.

In the appendix slides, I've broken out for you the awarded contract associated with each individual resolution request.

So you can tie who was awarded for which category.

Happy to jump to those if the visual is helpful, but otherwise, this is our closing slide and welcome any questions.

Thank you so much for the presentation.

We appreciate it.

We have a few members in the queue.

Um we'll start off with Councilman Heinz.

Thank you, committee chair.

Thank you for the uh presentation.

If we were to add all these up, um that the dollar amount uh provided for the on-call contracts, what would that number be?

500 for construction.

And then just over 200 for professional services, so 600 million total for three-year maximum capacity.

Okay, um, and you mentioned several categories of on-call projects.

You some so uh you split them up by professional services and civil construction.

Um I I'm I'm trying to split them up in a different way.

So some are operational in nature, like snow plowing, um, pothole filling.

Um I think there are more design services, I would say generally speaking.

So think of um designing new projects or things like that, so not necessarily like filling potholes or doing operational type work or like staff log in that area.

So the more design related services for transportation or wastewater projects or green infrastructure projects that then would be constructed through possibly Ryan's um construction.

Do we have on-call contracts for snow plowing and cuthole filling?

That's a great question, and I am not aware.

I would have to take that back to our COO, but I can follow up with that information.

So this is $600 million dollars just of um design projects, design and capital and construction, yes.

So 200 for the planning and design side, 400 for the construction side.

Okay.

So I guess but none of that falls into the 600 million dollars that we're thinking about today.

So that your question is is more related to those are like our operations and maintenance teams, and these contracts are more for our capital improvements.

Cool.

Um this isn't new.

Um I have been concerned in the past about uh using on-call vendors for strategic projects.

Um, I will rehash this, has already been um on the record.

I want to place it on the record again in case the new class hasn't heard this.

Um, but uh um you know, when we passed the last bond, congratulations, um, people of Denver for passing all the vibrant never bond projects.

Um, but when we passed the 2021 bond, that included seven million dollars for uh 5280 trail project in Golden Triangle.

Um, reached out every one three months uh die and said what what are the plans for those funds?

Heard nothing for 18 months until I learned that we had issued that entire project to an on-call vendor, um, which I already have some concerns about skipping the city council process.

Um, you know, we're supposed to vote on everything, but supposed to vote on the budget, which um we're about to do next Monday, and um we're supposed to also uh monitor contracts so that we can uh ensure that the um the budget is being or the funds are being spent in the way that we authorize the budget.

So um I have concerns about the lack of the like losing some of the city council oversight.

Um I also have concerns specifically in that project because um we could have put that out to our to bid through an RFP process.

Um the reason I was told, and this is predates this current administration, but the reason I was told we did not do that is um for speed because time is of the essence, and we want to make sure that we spend all the bond funds in the time that um uh that was provided for the bond window, but we did nothing for 18 months.

Um, so I I have a lot of reservation um uh with doing 600 million dollars of uh projects that skip council oversight other than the vote that we're uh considering right now, and um, and I have at least one example, if not others, where um I pushed back that actually that conversation went through to this administration and um and this administration chose to continue with um uh with the uh with the project fully awarded to an on-call vendor.

So um that's part of the the penalty that city council loses.

I mean, that for for us, we lose the oversight, we lose the ability to say this is a strategic project that really should get an RFP, and um, and I still haven't got an explanation as to like was that an oops, we're gonna do that again.

Are we gonna do that again?

I think you're asking us to do it again.

I think that's the question you're asking us to uh to say yes or no to.

And so I I remain continued concerned because I've heard Nick Williams, who isn't here today?

I think he's over there.

I've heard from Amy Ford.

I think he's on the other side of the wall as well.

Um, you know, with uh uh saying this is the the answer.

I have not heard this is the continued strategy we intend to do.

I've not heard we're going to alter our strategy.

Um, and uh, and so I just I have concerns that we are going to do the same thing again and again and skip council oversight and uh and not do RFPs that um you know really we we have an opportunity for there's no no shade against um any particular vendors, but the process.

And so I I don't we've had these conversations lots of times.

Yeah, um so I don't know if you have anything new to say.

Um, I hear you absolutely, and I recognize and understand those concerns.

I think what I would mention is that I'm hoping that my role here helps uh prevent anything like that happening in the future.

I know we're in touch a lot, and so I like to think that I know what you all um have as your priorities in your district, and if I don't, I'm leaning on my community design team who work with your offices quite frequently to know those things so that we can keep your offices engaged through the design of individual projects.

Um, unfortunately, you're right, that doesn't happen through a formal project specific competitive procurement, but I'm hoping that through our one-on-one engagement with your offices as well as with that quarterly uh report, that we can prevent anything like that from happening again.

Yeah, go ahead.

And I will say that we have heard from our partners in the industry about a little more transparency as well.

So we've really worked, I would say, in the last year, year and a half on making sure that we're a little bit more transparent in the on-call process as well.

So our new uh do business with Dottie site that we mentioned earlier.

We have a dashboard there, we have upcoming work, and that upcoming work is for the on calls, and then that typically um has an additional mini selection process associated with it.

So, to your point, Councilman Hines, it's not a touch point with you directly, but there is additional um selection that is happening to make sure to ensure that the right vendor is getting the best vendor for the project is getting awarded the contract.

So I think we we take that very seriously internally as well.

So um I'll just I asked the question.

I I realized I didn't actually frame why I was asking the questions.

Um, as far as snow plowing, um, you know, pothole filling.

Totally.

On calls, excuse me, an on call project uh contract makes a lot of sense because we don't know how many snow events we'll have or how many black holes we'll have.

Um, even design projects you mentioned uh current, you know.

Um that was uh part of a uh response to a Department of Justice Um inquiry, and that totally makes sense.

It's not really operational.

We know exactly where the current is, and and we're gonna place them using a plan.

That totally also makes sense, in my opinion, uh, for an on-call contract.

It's these new projects that um that we want to you know to make our city new and shiny and um amazing.

I would say when I started the executive director at the time, um said that Dottie is an operational agency.

Um you do the things that uh someone else designs, and uh, and then there was a new executive director um who said, Oh, we're we're gonna do all the things, and then after about a year, also said we're an operational agency.

Um CASAR is actually going to this is what I was um told at the time by the executive director, CASR is gonna come up with the um uh the strategy, and we will implement the strategy.

So recognize we have a new new executive director.

Um I just remain very concerned about um uh strategic projects falling into buckets without our oversight, and the same folks that we use again and again with the city.

Sometimes we need transformative thought process.

And maybe the those folks can sub to uh to some of the vendors that are that um are tried and true that Denver knows that Dotty knows.

Um, I don't think it makes sense for every contract to skip the oversight for council and um and skip some of the competitive bidding that really makes sure that we have the best of the best options.

So thank you, committee chair.

Thank you so much.

Councilman Heinz, or Councilman Blynn.

I apologize.

You look the same.

What did you call me?

Right.

Of course, Councilman Flynn.

That's fine.

I've been called worse.

A couple of questions.

First of all, it comes as a shock to me that we have uh on call contracts for snowplines.

I wouldn't know that in Southwest Denver, but that's a whole other issue.

As far as this process, maybe there could be some improvement.

If you could do a memo for us, Elena, maybe get us a memo on the mini bid process, because I understand that it's not like you say, oh, we got a project over, we're gonna do uh uh an uh upgraded pedestrian crossing here.

Let's just grab this firm to design it and that firm to you actually put it out for uh a mini bid process, but it's all internal, and we never see that as councilman said.

Uh is there a uh is there a step in the process where they could come to this committee perhaps and say, here are the projects on the on-call that we anticipate in the next quarter uh going out to.

Now, the one thing that that does give me pause is as Councilman Hines was saying, uh, we have these selected firms.

So what is the trigger point where we don't use an on-call, but we go out to the broader community because other contractors who are not on either the consultant side or the building side, uh, if they're not on that on call list, maybe they don't get a chance to bid on it, and we miss the opportunity for you know potential savings and potential growth in other in other companies that are out there looking to grow.

Um maybe have your policy side consider whether there is a step in the process where it could come back to us because I understand the need for quick response, especially on something like you know, we're all looking forward to having some of the pedestrian infrastructure that was in the bond, right?

And but I'd like to know what's happening with the long the way.

So I I offer that as a suggestion to maybe come back to committee for a regular quarterly report on that.

Um, thank you.

And uh the last thing is I'm very visual learner, and what I would ordinarily do when I go home tonight, because I looked at this uh uh the day before yesterday, and ordinarily I would go home tonight and try to put together a side by side of the la of the current set of on calls, who they are or were or are, and how much they were uh what capacity they had and what was their utilization.

I know that's in the quarterly reports, but I'd like to see a recap and then a side by side with who are the firms now.

Are some of them the same or some continuing?

You said there were new firms.

Uh who are the ones that did not get awarded, and what's their capacity in these in this one going forward.

So if you could do a memo for us, that'd be really helpful for me so that I don't because I want to get to bed before 12 30 tonight.

Um, um, there's one other thing.

Um, blew clean out of my mind now.

I was thinking about not getting snow plowing and potholes in my district.

Uh, uh-huh.

You don't get them filled.

Drive federal boulevard.

That's C dot problem.

Thank you, madam chair.

If I if I think of it, I'll I'll get back in.

If I could, I'd love to show you an extra appendix slide we put together to your question about the mini bid process.

Okay, so we did go ahead and uh throw this slide together to emphasize why in the first five-year uh on call categories, you saw only about 50-55% utilization.

And it really comes down to having that maximum capacity available in the out years to continue doing these mini bids.

So for an example, if we've got two design projects that are each a million a piece that we're gonna mini bid out, we need each firm that's gonna uh pro or bid on the mini bid, bid bid bid, uh, we need each firm to have that maximum capacity of a million dollars left in their allocated uh capacity.

And then so out of three million total capacity for a one million project, we're only using when we execute the award, a million of it.

So, um, and to councilman Hines' point, understand six hundred million dollars is a big big number.

But again, we only see that that uh half or a little over half capacity of spending so that we can have that flexibility year over year to fill in the gaps that need the most help.

And that was my last question, by the way.

Three-year contract, six hundred million, but they're two years possible two years extension.

So 600 million cover those two years, or do you need a contract amendment?

Because a lot of times when we do a three-year contract with two extension years, we allocate the full five capacity.

We will know what you're um acting on is the three-year term.

Yes, and if we need to come back, you would see an amendment that would include either or just a term extension or additional dollars.

Wow, thank you.

Yeah, thank you so much.

Councilman Flynn, I just wanted to acknowledge that I really appreciate the suggestion that you've made here, and I'll certainly work with Dotti to figure out what it might look like to bring those updates.

In addition to that, I think considering that the bond has passed that um figuring out how we might be able to get regular updates on regarding the bond and the projects that are built within there.

So I appreciate you saying that.

Perfect.

Thank you.

Yeah, absolutely.

Thank you, Madam Chair.

Absolutely, thank you.

Councilwoman Alvidos.

Thank you, Madam Chair.

Um I definitely want to acknowledge that Dottie has a huge workload and the importance of moving this critical infrastructure forward.

Um, but I do share concerns that some of my colleagues have raised, um, before transferring this level of financial authority from the legislative branch strictly into the executive branch, and so as these task orders come forward, we don't get a vote or any information on them except for the report that you send.

Is that correct?

Yes, in terms of the task orders that are issued after awarding.

Um, but I will say that the funding tied to it is tied to your annual budgeting process.

So despite the maximum capacity being this amount, we can't go over whatever you guys allocate year over year.

Okay, um, I would like to know.

Um, I I is anyone from Dito here to speak to the MWBE requirements.

Uh, we have Disbo here, yes.

That'd be great.

Yeah.

You can, yeah, that's that right.

Uh my name is Erin Croak.

I'm a compliance manager with Disbo.

So I'm curious about how some of these rates were set.

I see one of the civil contracts at 12%.

That seems extremely low for civil work.

Um, the goal amount is set based on availability in the marketplace for of the MWBE's firms who can do the work.

And so the amount is set based on the information we have the time when we're saying the goals about who's actually available.

So you think that only 12% of this work could go to a minority business, a woman-owned business.

There's a lot of civil construction companies out there, so I find that hard to understand.

Um yeah, we when we do the analysis, we look at the specific scope of work that's anticipated to go out to the firms and look at what specific NICS codes, the work codes our firms are certified in.

So are there NICS codes associated with each of these contracts?

Because it seems like for civil construction, those would include like concrete paving, asphalt paving, excavation.

Those are the types of contractors we're talking about, right?

Those would be appetite to the next codes that you're talking about, correct?

Right.

Yeah, each one of the firms is certified to certified in a specific NICS codes.

And so when we are setting the goal, we work with the DOT EPM on what is the scope of work that they're looking at on the project, and then tie that to the next code.

There's no project, right?

It's all intense.

Is that theoretical project?

So it seems it doesn't seem like you can set a good goal on a general civil contract without knowing what is the scope.

Is it going to be mostly concrete?

Is it gonna be mostly asphalt?

Is it excavation?

What I mean, is it gonna be mostly bridges?

You know, you know?

Um, and that would definitely change that.

So I do have concerns about how that is being set and not being able to see like the task order specific information.

Is that another question is have we evaluated these companies on how they've met those goals in the past?

For the yes, we are we're aware of how they've met the goals in the past.

Um are you asking like whether that was a factor in the award decision?

Yes.

Um that would be a question for Dottie.

I we disposed not involved in the award decision, we just determine whether or not the proposal meets our responsiveness requirements.

Okay.

So then to Dottie, what um do you have an answer for that?

So for the professional services, um, we did not use whether or not they hit their goal in the 2020 contracts as a plus or minus in the criteria for selection in this process.

And I will note that we have 12 new firms, um, that we are for awarding that wouldn't have had a number either way.

And what about for the other contracts?

Construction, the the previous construction on call contracts had a higher number that was very hard to achieve, and that is why I believe the the number is lower this time.

So was there any documentation provided um as to why they didn't meet those goals that they put out these RFPs and no one responded, or isn't it are they tied to any subcontractors during the proposal process?

Do they submit like their intention?

Yeah, they provide a list of subcontractors and the percentages of how they're trying to achieve those goals, um, and then they're from that point on, there's all kinds of various reasons why those numbers change, but I think that from what we've seen, it is hard for them to get those qualified firms to have that amount of work.

I would like to hear from the qualified firms.

I mean, of course they're gonna say that because it is not easy.

I'd rather do the work myself if I was a general contractor as well.

So I'd like to to deeper dive a little bit deeper into that and um also hear from maybe some of the contractors that were on those projects um prior to approving these um, and I also just want to share like what councilman Heinz was talking about.

We're working on best value contracting right now, and I don't know if this would nullify that going into effect until the next wave of contracts in three years from now.

And so that's something that we need to find out as well because I think our intention is to make sure that workforce, those workforce requirements, those small business requirements, and the weighting um goes into effect, not when these are done years from now, and we're going to another RFP.

So I'll just share.

I I don't think we should be moving these forward at this time, but thank you.

Thank you, committee chair.

Thank you so much.

I really appreciate it would you like to take it in the key, Councilman Kimmer?

Okay.

Um I do have a I do have a few questions, and I'll start with um one of the things that you mentioned.

You said we can't not go over the amount of money that we allocate for each year.

I mean, even though the contracts are up to amount, and I was curious is how it is budgeted year over year, the 600 million dollars.

So it's not that we budget out five years of 600 million dollars, but for an example, what you'll see in the 2026 um budget is a line item for example for emergency bridge work from CIP funds, and so we would tap the allocation from that line item in 2026 to support any bridge projects through these on calls.

Other funds like wastewater enterprise funds, they have an individual CIP line item in the 2026 budget as well.

So those line items and those PRJs would be tapped to then support the on calls year over year.

What's a PRJ?

Sorry, yeah, the project, the number that's associated next to the line item in there.

Thank you.

Yeah, thank you.

Um, so just one more question because you just have my have me thinking here.

Um, with the so if you're not if you if you're not budgeting it year over year, which I understand why you wouldn't do that, if you under budget for a specific year, then what then happens to those dollars?

So say you budget, I don't know, three million dollars for emergency bridges and you use none of that.

Does it roll over to the next year?

And I think what you're asking is maybe related to the budget and not the on calls.

In the on calls, the funds aren't obligated or encumbered until the task order is issued.

Yeah, I guess I'm trying to get to understand how you get to 600,000 or 600 million as the number of projections, like is it tied specifically to projects that you all have on.

I know you have like the CIP list, but like do you have a timeline, I guess, of projects that kind of help you to be able to ascertain like, oh, in the next five years, we anticipate that the projects that we have based on these lists combined will get us up to potentially 600 million dollars with some room for what might happen that we can't predict.

So I think it's a little bit of two-fold.

So we we kind of look at the last five years and say what do we typically spend?

And um as a kind of a guide, you know, a guide rails for how we move forward.

So we know we typically have somewhere between seven and ten million, seven and eleven million dollars in bridge funding.

So we say, all right, that's what we've had historically.

Well, there might be a bond, we might get some bridge funding there.

So let's think about that.

You know, I mean, we didn't know until last night whether it was gonna pass, but it did, so trying to be conservative and thoughtful there, and then we're trying to think about other needs, and for instance, bridges, like what else might we need to spend.

So then that's kind of how for the professional services we come up with a number.

Okay, and we say we think we might be around this number, and then we want it to be higher, right?

Because we know we're only gonna spend maybe 50 to 60 percent of that number, so we want to be more than um what we actually think that you all are gonna allocate us annually from year to year on a budget standpoint.

So then we have this ability to use these, you know, contractors that were voted through this process.

Then we um we'll have an individual task order for something that we need, for instance, in the bridge program.

We'll have, I think, 400,000 um for you know minor bridge inspections.

Um, if the budget's approved for next year, so then we would have a mini selection process with a couple different firms, and then we would ask, we would have a specific budget that you guys allocated to us, and then we would use that to create a scope of work and a task order, and then select one of these firms to help us get that work accomplished.

So it it's more of this uh a little bit of a high level uh this $600 million is is that big balloon number that we're never we're not actually gonna use.

Yeah, so it only and I'm not trying to minimize this, so just know that I'm just trying to understand how we're give you an idea of how it's working in my brain.

It's simply money on paper.

It's not necessarily money that's truly out allocated year over year until the money is allocated year over year.

Yeah, is that fair?

Okay, right.

Yeah, we're not spending any money without you know, the whole budget process and the whole typical approval process.

Thank you.

Um speaking of the bond, which I'm sure you all have prepared, um, to speak extensively on.

Uh, so how do the categories that Donnie has for these contracts correspond to the categories in the vibrant bond?

And are they more granular than what we may have seen like um in terms of those categories?

Um another great question.

I think so.

Um it probably depends on what the particular scope is, but for a transportation and infrastructure projects, a lot of them could be del developed delivered using these contracts.

Um, so we would again many select one of these firms.

Um, for instance, uh, I know a little bit more about the bridge projects and the bond, and probably less so about the transportation ones, but um, you know, six uh six then Lincoln over at Cherry Creek, for example, we would have a uh, or would use these contracts or our existing contracts to do the design work and then uh move it forward through construction with the a construction contract.

Did you want to add something?

Uh for construction, it's a little more simple.

Uh there's only the one category, right?

So we do have the scope in there that would allow us to implement some of the vibrant bond uh projects in there.

Um so we we would knowing that the time we had to prepare all this months in advance, we increased it and made sure that we had capacity in there uh in case any of those projects need to go through.

The 600 miles, inclusive of everything that would uh have been a part of the bond that just recently passed.

Correct.

Thank you.

Um, so in one of the one of the slides that you all prepared, um, you talked about utilizing equity as a tenant in terms of the foundation and how you all are evaluating things, and I'm curious as to how Dottie is redefining equity for these elections in light of the federal directives.

That's a great question.

Um yeah, that's that's kind of a curveball question.

So a lot of the state and federal requirements on those dollars preclude us from using the on-call construction.

There's all of those clauses and and they I think we're we're making progress, but they have not up until recently um viewed our pre-quall process as something that drives at a federal level, and so because of that, those projects typically are hardbid and not going through the on-call.

So, so historically speaking, the feds have been recognized on-call contracts as something that they would fund anyways.

Correct, right, all of those rules would not allow us to use an on-call contract for a project that has state funds or federal funds.

Got it.

So one thing you said is that um up until recently, so it sounds like maybe there's been a shift in that where we states or maybe the feds.

We've been working with them.

So the federal government um has acknowledged our pre-qualification process that it meets their rules.

It is CDOT recently that has not viewed it in that way, and we've been working to uh try and get everybody on the same page with that.

Um, and I think I don't lead those efforts, so I'm not the expert on that, but my understanding is of late that CDOT is uh viewing our pre-quall process um as something that would um would allow us to use that contract in the future.

Okay, but I'm not 100% clear, like if we have a solid green light on that yet.

Okay, I'm gonna ask.

I think what I would add is that okay, we're in a learning phase right now, and we're collaborating to try to identify where we can get creative so that we can continue to uphold our values that we know we have here in the city of Denver that are a little more difficult under the current federal administration and new things that are coming, new directives coming from that level.

Yeah.

Just a clarifying question, if I might the CDOT, state, federal, which one is which one is new?

CDOT is new that they just recently have not um acknowledged or accepted your prequalls, or the feds have recently accepted your prequalls or both.

The first CDOT.

CDOT is now coming around to our process.

The federal government has been aligned with us for a little while.

Um, so okay, so then on the federal side, because the the reason I asked about the directives is I'm trying to understand under the new how the federal government is defining equity or not, how you all are um how are the on-call contracts now qualifying or not qualifying under this new directive of equity, if you all have a way in which you defined it that may not be in alignment with this administration.

I think to Elena's point, like we're in the learning process, so we are not being risky and just going full steam ahead with that.

Um we are having to, I think where you're going is we on some of our hard bids are having to look at our DBE language that is in there to comply with what the state or the federal government is making us do, but that is on hard bids and and right now with on calls, it's just kind of a subject we're not touching.

If that makes sense, we're if there's more or less right now, if there's state or federal funds in our project, it is we are not considering the on calls for it just because there's that uncertainty.

Okay.

Did you want to jump in?

Or get in the queue.

Which one?

Okay, you sure?

Yeah.

If you have a question related to this, I'm more than happy to have you take it.

No, go for it.

Okay.

Um, so I wanted to speak about your your philosophy, because that came up for me as I was going through your slides and in similar to Councilman Hines.

Um, and so can you can you talk to me?

Does Dottie have a philosophy around on call contracts?

Why is this why do we use them?

I guess overall, and is there some kind of like directive or executive order about using on-call contracts, period, but also in this way?

Why do we use them?

I think so that we can deliver quality projects.

It's about getting the technical expertise and very specific subject matter uh areas to complement our internal staff.

And so we have PMs who are guiding the strategy and the goals and the vision, but we may need those technical experts that are within the firm to do more of the design creation or things a lot around that nature.

Um sorry, remind me your second question.

Basically, our our policy around how we policy, philosophy, I guess I'm just trying to better understand like as you all are doing doing your work, how the on-call contracts and the way in which they're set up in this way help you to achieve the direction that you all are going strategically so that I can better understand what you all what you all are trying to do.

So I can I just want to understand what you all are trying to do, and like why you use them in this way.

For the on-call for the professional services side of things, right?

Um it is nice as a PM to have that like pre-pre-selected group of firms that you know can deliver the work.

Okay.

They've essentially been pre-vetted, right?

So it it um, you know, we had 99 proposals.

So it's just not, and it's not really fair to the vendors to the community either to have 99 proposals every time we need a design consultant to do uh a sanitary project, for instance, like to respond to.

Right.

Okay.

So this way we're I think being better partners with our vendor agency or vendors as well, because we have a smaller pool, we're only saying, hey, we're going out to you three firms to kind of give us it is a lot of time to develop these um proposals.

Like this was a ton of work for the consultant community, and so that's a ton of work, and then also when they do the mini selection, it's a lot of work, and it's they're not getting paid for it.

So the more we can limit and kind of control the smaller group of qualified consultants that we have to choose from, it makes our jobs easier, and I think it's better for the community as well because they're not wasting a lot of money trying to put together proposals.

So I just think that's where it helps the PMs, is it's just a smaller group of three individuals that they're reaching out to, three firms, and then they're getting that one that's gonna provide a good value.

And we've kind of previded them too.

So you feel like you're gonna get a good product at the end of the day, and it does make things go faster because um they are kind of in the queue now, they understand this is how we're gonna do billing, this is how we're gonna do all these different elements of working with the city, and then we can be more responsive as we're going through the process as well.

And then I would say the last thing I'll say is that on the professional services side, we do take those MWBE goals very seriously when we're looking at every task order outside on the LV address, um, and we really try and look and make sure that we are we're partners with our vendors and we want them to achieve that goal as well.

So we're looking at the individual task order saying, Are you meeting it?

If you're not meeting it, um, you know, how can we help?

Maybe this task order is a little low because of the scope of services, but on the next one, we'll give you, then you can have more to make sure that they're achieving the goal.

Because we're we're partners with these vendors as well, and we want them to be successful.

Thank you.

And my final question before I kick it out back over to Councilman Hines is um on one of the criteria, you all have commitment to delivering high-quality results.

And I'm curious as to how you measure that, like how do you measure that as a criteria into a commitment?

Like there's like, yep, I got you, I promise.

Um, or is there something more objective than than that?

That is another great question.

And I think we've been working a little bit like in internally, right?

We we try and be good partners again and work work with the vendor to say, like, if things are not going well, can we do corrective actions in the in the interim and not have it be where like we're not going to give you any future work?

Um so there is that component, and then also I think you know, we're we're hoping to build uh on that vendor performance kind of um and have it be more structured, um, and we've been looking at all different things to make sure that we're it's good on both sides, right?

We get a quality product, we're good partners, and that everybody feels like they're uh they're being fairly heard if they're in the situation right when there is a bad project or where quality is an issue, that there is a path to getting back on track with the city and not having them you know be blacklisted forever or something like that.

Okay, this is my final question for I promise.

So I so I'm curious as you all are collecting, I know collecting the pool um of uh folks that you all are are working with.

How do you make space for more folks to be able to come in?

Um, because I would imagine, right?

Like I get my sprinklers blown out by the same person every time, and I want to keep that way because my pipes haven't busted this far, right?

So I'm gonna keep it that way.

But you get used to working with people, but I also wonder like as a city representative, how do we make sure that we are also expanding opportunities to folks that we don't know if they're able to deliver that high quality work yet?

So I could say from from the construction side, one of the things that happened with the last on call is that we put out a fair amount of these mini bids, and there was a couple of firms that continuously never gave us bids.

So that that is another metric, you know, kind of the opposite of like this firm is eating up a fair amount of our capacity, making our numbers appear like we're not spending as much capacity, right?

But it's just dead money that we couldn't get to.

So that is one where as the firms come back in, there's the the past performance that you can, you know, have that as a part of that, um, you know, looking at what Jennifer's saying, you know, change orders.

We know things happen on projects, but is it you know the same contractor time after time doing very similar things that it goes into reviewing their past history and how they've worked with us, and so yes, it it goes into the criteria of is this somebody that I have never had to replace my sprinkler heads?

They're fantastic.

We want to keep them.

We make notes of that, and then vice versa.

Yeah.

I'll also just add again, we've got that great resource, do business with DOTI, where outside entities can stay um engaged on what opportunities are coming uh in the near future, what bid opportunities are open for proposals, and then again, those kickoff events where we host qualified industry-interested uh stakeholders to ask questions, ask about the expectations of projects, what type of work they would be doing, and really be sure that anyone and everyone who is in that field of work has the opportunity to hear about it and bid on it.

Great, thank you, Councilman Hunt.

All right, thank you, committee chair.

Um, so I have I'm brainstorming on a way for us for me to just not just to say this sucks, I don't like it.

Um, so I have a suggestion, and this is off the top of my head, so maybe it's a bad suggestion, but um the suggestion is to um for on-call contracts, specifically with DOTI is come up with a set of buckets, um, one operational, like uh asphalt sourcing.

I know we do on-call contracts for asphalt sourcing, and for um uh road resurfacing.

Um, so like uh one bucket could be operational, one could be a capital project but competitive, like um repetitive, like um like ADA uh current reference relations.

Um, and then another bucket that's like strategic or transformational projects, and then maybe we come up with um how to proceed with each of those buckets, maybe the operational one, like if we're gonna get our sprinklers blown out, then like that's fine.

I don't really have a concern about that because it's the same thing every year.

Um, but if we're gonna come up with a new direction for our city, or if we're gonna do a project that is unlike anything the city's undertaken before, then I don't know if sending it to the same vendors that have done things the way we've always done it is the right answer.

So maybe we have a few buckets, operational, uh capital but repetitive, uh strategic or transformational, and then we come up with a way to engage those uh those different buckets, as you know, maybe the quarterly meetings, and we say the operational ones move forward uh with uh by default.

Um the capital ones, maybe we talk about them in this committee, maybe we talk about them in another uh venue.

I'm not really sold on that, but um uh we get a chance to to look at it before it just goes awards to uh to a vendor.

I mean, you know, more than half a billion dollars that escapes council oversight, and that's not even talking about um asphalt and road paving and whatnot, which also Dotty does.

So maybe we could um we could ask you to think about that.

Maybe it's a terrible idea, maybe it's a good idea, maybe there are things to uh to take from that.

Um, and uh maybe we could come back to committee in a couple weeks and uh and take a look at that um conversation.

Thank you.

Thank you.

Are you asking them to come before we push this out of committee and bring this to council?

I I was gonna make a motion, but council member Gilmore is in the oh, I just had a question.

Yeah, go ahead.

Answer your question.

Yeah, I was just clarifying.

Yeah, I get so you're good.

Um listening to the conversation, um, definitely understand um the the asks.

Um I guess it would be helpful for me to understand from um the agency folks, how um often on an annual basis do DOTI or agencies change their capital improvement scope of work.

Are you asking how often do we change the capital work plan for an individual year?

The timing of it.

The timing.

So I mean, what my colleagues are suggesting seems like a simple request.

If the agencies didn't have the ability to move projects around kind of like Tetris.

So there might be a six-year CIP project that has been on my list in district 11 for a long long time, but there's a new administration that comes in that thinks that um the capital improvement projects in district 11 are not as important as the capital improvement projects in another part of the city, and so that's what I've seen happen over my last 10 years is that there has been not an unwillingness to, but there's not a reconciliation that's able to be done at the end because the agencies are moving things around based on workflow, availability, a change in um priorities in what will be funded, and so unless the agencies want to take a different perspective, and that what they put into that.

I mean, we get an annual work plan, but that's only one year out, so it's limited, especially when you're laying layering on the bonds.

And I mean, I totally agree.

I would love to have some sort of reliability in my neighborhood that when something gets on a six-year CIP plan, I can give them some semblance of when it's gonna come through, but that hasn't been the case, and so um I think it would need to be maybe a policy discussion at the agency level to maybe have a little bit more reliability on that plan, and that then you're having to come back to council if that's gonna change or deviate so that we can have that conversation.

But um, no solutions today, but just wanted to bring that up as um a very real issue because like you can track the ball as well as you can, but if an agency decides that we're gonna go to a different court, it's very hard then to reconcile that, and that's what I've kind of seen over the years.

Gotcha.

I hear you.

Yeah, yeah, thank you.

Thank you, Madam Chair.

Thank you so much.

And finally, we have uh council pro tem Romero Campbell online, um, who has final question?

Possibly, she has a question in the chat, and I'm I'm not I don't want to get it wrong, so I figured I'd let her do it.

Um, but she says example from last year, how much money went underspent, and have they been in a situation when they've overspent the 600 million?

I think she's probably asking, not the 600 million because obviously you can't overspend something you don't have yet, but have you overspent the past?

I don't know, it's not my question.

That's a lot.

Um I think I can safely say no that we have not overspent by category because again, if the money is not there to encumber, we cannot spend it.

Um and I'm sorry, say the other piece again.

Um, example from last year, how much money?

Oh, the year.

I'm not sure that we know.

I'd have to follow back up if we wanted to narrow the limit uh the viewpoint to just a year, okay.

But what we do have is what we showed that 55 and that 50% of total capacity in each category.

Um so in the last five-year look back, we only spent about half of the maximum capacity.

Okay, yeah, thank you.

That's it.

Um so those are the final questions, unless it sounds like maybe I need a motion in a second to move this forward or um I I move to postpone um to a date certain of November uh 19th.

The scheduled meeting, that's okay.

The date, November 19th.

Um, question.

What do we what other uh business do we have on the 19th?

That's one second, I got you.

I'm checking now.

Probably wide open, yeah.

Right, Chris.

Um I actually just look at a meet and uh CASER.

We have CASR coming to do the EV fleet.

Um, yeah, that's it.

Great.

Was that right?

You are okay.

So it's it, yeah.

Are you okay with that?

Yes.

Okay, so vote.

We want to roll call vote.

Great.

So I had a vote first motion from council woman alvides, a second from councilman's.

Um, sounds like we could go postpone to a dirty.

No, 1119.

Thank you, Alyssa.

All right, with that, um, we have another action on them, for another presentation from Dottie.

New group, though.

Yes, thank you all so much.

Thank you.

Okay, but it's not a good Hello.

So if you all could introduce yourselves and then you can jump right in.

I'm Molly Scarborough, programming manager for the Elevate and Rise Fond programs.

My name is Kara Saquino.

I'm a director within Dotti that carries out the vertical construction on behalf of other agencies for the city.

Hi, Michelle Former.

I'm a commander with the equity diversity and inclusivity and support bureau, specifically for the operation support to partner and work with Dotti for the district six project.

Thank you.

And we are here to discuss approval of the design contract amendment for uh the police district six uh station.

And jumping in.

We will review um the project scope, the status, the timeline, um, the um, sorry, PAB, but it's release administration building, sorry, uh build out and public engagement next steps and allow for your questions and discussion.

So, as with all bond projects, we like to start with the description that was um part of the council referral process um for the bond because we track these to make sure that we are ensuring bond scope, and so in the elevate um projects uh for the police district station expansion and renovation, um we included uh expanded office space for staff, but also expanded interview rooms, sally port, enhanced recording equipment, all part of the project.

Um, it will also include a community room available for public use.

And now I'm going to turn it over to Commander Fulmar who will talk about um the full extent of the scope, not just the bond scope that's being met.

Sure.

So this is the the district six replacement.

So it's the demolition of the current building that's there now in that footprint, and then we go to a new and larger facility, it's better equipped with technology.

Some of the major elements are ADA compliant facility, expanded interview rooms, uh the salary port, the recording equipment, so we can get the best um options.

You know, we have teams and things like that now that need to be updated.

Uh so the career parking lot, so that's going to be on site, and then again the on-site street parking for the public and that expansion of the well, the expansion, but the build-out of that community room so we can focus primarily on that community engagement piece.

Great.

So um diving into the project.

We're very excited about this project.

This is a very preliminary rendering.

We are currently in the design phase.

You can see this view from Washington Street, um, showing the two-story parking garage and then the new police facility off to the left.

Um, and then there is some public parking and some on-site secured parking uh as well.

Off to the right is just to orient us.

Um, we are at Washington and Colfax.

Um, there is the parking garage off to the east side towards Clarkson, also in the back side of that rendering that you can see there.

So again, kind of preliminary because we uh are still in design, so we haven't quite finished uh picking out the materials and and colors and such.

So that's why it looks a little rudimentary.

So as I mentioned, uh, we are currently in design.

Um we are expecting to complete that in 2026.

Um we are coming forward uh to seek your approval with the designers contract to add um about six hundred and seventy-four thousand dollars as an amendment to their existing design contract.

That will cover um some changes in design.

We have um, as many of you have been following the the course of this project, um, been uh struggling with fitting all of the necessary scope for the police department into our very constrained budget with what's happening on the site and which site and which budget and all of those things.

Uh we have been working very closely with our design team, who is Roth Shepherd Architects to evaluate so um many of these options to keep us within budget.

Um, part of that kind of options analysis has taken us through some redesign efforts, and that is what we are hoping to kind of re-replenish in their existing contract.

So we're basically adding back a little bit of contingency to cover the cost that we've spent on exploring those alternatives.

For example, we went from a four story parking garage to then realizing that's too small of a station, too big of a garage, and now we're at a two-story garage, also a reduced-sized station from 50,000 square feet to 45,000 square feet.

But these are part of the iterative process that we go through on every project to value engineer our scope to our budget and align both of those elements.

And so over the course of this project, very many challenges and safety as our top priority, has uh required the need to put a little bit more money into their design contract to get through completion here.

So that is the approval that you will be seeing, I believe, next week or currently on the table.

Um so it is just a little bit more money for the design team.

We are not yet into construction yet, so you will also see a construction approval request coming your way later in 2026 when we get ready to fund the construction project.

Um we are expecting a notice to proceed for our construction contractor by the end of 2026.

So you'll see that action at that moment.

Um the project is fully funded.

Um, and as noted on this slide, you can see in the corner, there's always a lot of questions about what's happening with the remainder of the site.

We've got the Colorado pharmacy building off to in the blue box, and then some existing retail portions that the city does not own in the bottom right, which is uh again retail.

Um, and so just again to orient you the the DPD six city owned property is a little L shape in there, and then in the back upper corner, um, is some additional residential not owned by the city.

Um, the project timeline, as you can see here, um, we are we are currently in design.

We are seeking action for an amendment to our existing design contract.

We will um then finish up our design in late quarter two of next year, and we will at which time initiate the permitting process, uh, which we'll kind of carry through next summer.

We um try to be as efficient with our scheduling of all the things that need to happen from design permitting to construction to do some of those actions simultaneously.

So while we are going through permitting, we will be coming through the council process for your approval for the construction contract, um, at which point we are hoping to have a notice to proceed at the end of Q3, kick off construction late next year into all of 2027, and then by the very end, squeak it in by the very end of uh 2027 to be complete with construction and moving in police uh into their new updated much needed uh facility.

We are also uh currently planning to relocate them, the current officers that are located at DPD6 to the police administration building, sixth floor, which is a, as you can see here, very, very vacant space.

Um, it is uh it's an unused current space, and we are hoping to do some very minimal code upgrades, even though it does look like it needs a lot of love.

Um, it's it's not a ton that it needs, but it does need some compliance code compliance, and we're going to be reusing furniture, so being very strategic to uh furnish that space as a as just 14 months temporarily during construction.

We will also be able to take advantage of those infrastructure improvements that we perform in this space for the future use after we move the D6 officers back to their new location for a future use of safety on the sixth floor at the police administration building.

So not to not to be all temporary and you know um wasted dollars.

It is um it is something that we can take advantage of and carry forward for for a future use at that location.

So we're very um excited to have that uh code compliance permitting design process underway now so that we are ready for when the DPD six station goes under construction, so it will be a seamless transition.

Again, noted on that schedule slide, but just in case um you're wondering what that is.

And certainly the key component of this when we talk about public engagement is two things in hand, right?

The safety aspect of it, and certainly the community and the communication of that.

So we're committed to working with our partners, with our city partners, with our community partners to make sure as we move through this construction project, we're communicating with the goods, we're communicating with the RNOs, and also getting that public feedback on any sort of pivots or anything that we need to make.

And to do that in a timely manner and to keep the updates, as we know, sometimes construction can and cannot always go on on task.

Yes, and as we get closer to construction in Q3 of next year, we will be increasing our level of communication with the community and the neighbors, and just like we normally would for any construction project to talk about noise and dust and traffic control and kind of what that plan looks like.

We are still very much in design and have not yet gotten to that point with all those detailed logistics, but when we do, um, as usual, we will be communicating that further.

Um we also do have a public engagement um firm as part of our design team that has been on board all along, working closely with safety, um, with the neighbors, with the um local um community members, and um and through the whole project team.

So next steps, as I mentioned, um, we are seeking the approval for the amendment to the existing design contract so that we can continue through um what is uh expected and as the remainder of the project.

Um we will complete design um in the spring of next year.

We will move into permitting um and then come back to you for the approval of the construction contract in um the very end of Q3 next year, hoping to issue an NTP notice to proceed to our construction contractor in the beginning of Q4 next year, 14-month construction duration, and then open to the public um at the very end of 2027.

That's it for us.

Thank you.

Committee chair, thank you for the presentation.

Um you mentioned uh the police administration building needs some love.

So does DPD6.

Um, uh this poor building was never meant to be a police station.

It doesn't need just some love, it needs some uh uh construction and demolition debris, move it to landfill and starting over.

It's I mean, I'm not one who really um loves construction and demolition debris, but um, but this it was never meant to be a police station or substation and um you know ADA is lacking.

Um there's uh one elevator, it is well beyond its useful life.

The community room is up on the on the upper floor.

So if someone used a wheelchair or other had other um needs for uh elevator access, I mean that there's a reason why the community uh commander meetings are held outside, which is not ideal when the weather's not ideal.

So um uh there are a lot of reasons for our community and for our officers that this really needs to um get gussied up, and I don't think that's an understatement.

Um, so uh I see a couple values.

So I thank you for um for talking about the community process and community engagement process.

I see a couple values here.

Um one value is um this is a city owned asset, and we want to uh we want to maximize the utility of the city owners and the land.

Um another value is that we uh should have um uh an area of safety and security for our safety um agencies.

And uh and so I would just frame that that's certainly the um the conversation that I get from the community.

This isn't this in District 10.

Um this is the you know, I think the central conversation that that I keep getting from community members is how can we maximize this location?

Um, how can we maximize the use of it, the utility for the people of Denver, um, while also making sure that it is a safe um a safe place for community to gather, uh for community to uh express First Amendment um protective rights, um, and for our safety officers to have a place to uh uh to go to to um to base out of um to feel uh comfortable that they're uh that they're there as part of community, but um, but also there's a sense of um our public safety officers also need to feel safe too.

So um I'm glad that you are having uh the community engagement um conversations.

I hope that we have more community um engagement conversations.

I think with that framing um would be um I think very useful as as I continue to get people um frustrated that there aren't more things happening dog park for housing, it's right in Colfax.

So um, so anyway, that just um just as a as a um uh an encapsulation because I know that we've got several things, but I think we have one more topic we think today.

So um let's see.

So oh uh what will the community engagement process look like um between now and Q3 or Q2, the end of Q2, I think is when you were um wanting to get things going.

Yeah, so um we have um in anticipation of construction activities communication that you know goes to neighbors and community members as we approach that.

We haven't developed it yet because we're not quite there yet, um, but it is it is a typical process that we will um once we get those logistic plans, communicate with the um neighbors and such about you know noise, dust, traffic control, that sort of thing.

Um we do have the very exciting community room uh in in the scope of work, and um we are kind of um what's the word?

Figuring out, I guess, uh what level of um further input we can get from the community for this space.

I mean, I don't mean to diminish the space, it is just one room in the greater project.

That is there where they can have input because it is a space that they will access.

Um, and so we're we're sort of trying to balance, I guess, what what level of input with our budget and what kind of um amenities that space can have.

So there is opportunity for another touch point, I guess you could say, of um public engagement in what that space is.

We are really cautious, and again, I don't I didn't mean to diminish that it's just one room um in this space, but um as you know, uh the sharing of floor plans with uh safety facilities is something that we don't advise, and we don't like to do that, right?

We don't want to have floor plans of the whole building out there in the general public and the neighbors, there's very secure spaces, the safety of the officers.

It is a very high-profile type of safety and security type of facility.

And so while we often share plans of rec centers and such, it is not common practice to share uh widely uh a police station floor plan.

So we are really it's a very delicate, like how much do you let the public in on what happens inside the building?

Um, but we are excited about the community room and hope that that is an opportunity where there could be a little bit more touch point there.

But then back to I think your original question with with the rest of the community as we approach Q3.

Um we haven't quite developed that yet, but we will, and we are happy to share that.

Yeah, I think um a certain I certainly then you know neighbors will want to know about dust and traffic um disruptions.

I um I certainly also know that there are people who want to, I mean, the community wants to know more about that uh the the use of the I mean there's some things that they want to talk about before then.

So and to your point, um there are areas uh in our country that are areas of national security that we don't just uh publish, there are areas of state and local security too that um rightfully so.

We don't just um publish all the floor plans or put big arrows that this is where you should go.

That doesn't make a whole lot of sense.

Um but uh um but yeah, I uh I do want to share the voices that I've heard, and um and I think their conversations are more than just um traffic and uh and dust mitigation.

Yes, we we are aware of many community voices that have an interest in some of the other um areas of the site.

Uh, and we are responding as they arise uh with the latest and greatest information that we both have and that we can share from a safety standpoint.

So, again, that is also a balance, uh, and we know that you're receiving some of those requests as well.

Um, and so we can just continue to partner to work through uh as they as they arise as we get closer and closer to finalizing the layout and and everything of the existing site, yeah.

Thank you.

Thank you, committee chair.

Thank you.

Um, you got one of my questions, so I appreciate it.

You mentioned that you were bringing the design budget before us because the design it changed.

Do you anticipate that the construction budget is going to change?

Um, the construction contract mechanism that we are currently utilizing for this project is um not uh it is an alternative delivery uh construction manager, general contractor, CMGC type of arrangement, uh, which allows us um great uh benefit to bring a contractor on during the design phase.

So the benefit of that allows us to get real contractor feedback and input on sequencing and logistics and lead times of materials and help us with some pricing and estimates and such as we evolve the design.

So, like I mentioned before, with the design, we've gone through several iterations to say, Oh, do we want a four-story parking garage?

Do we want a two-storing?

Do we want underground parking?

I mean, all the things that we would normally evaluate during a design process.

We've had real-time um building input on that.

And so we've got that contractor on board now.

There, they've been a great partner um through this process with us, and so we have not locked in the exact price yet because we have not finalized the design yet.

So they're giving us these um informative kind of milestones to keep us on track with our budget, and then when we come back um next summer to to seek your approval for the guaranteed maximum price that they will negotiate with us, we will say this is what we believe the construction cost will not change and will be for this design that we are basically buying that design at that time.

The design is not yet done, so we don't have that number just yet.

What are the bounds that you all are what are the bounds that you all are staying in in terms of the budget for construction?

Like what's the up to amount that you all are trying to stay within?

Yeah, so right now we are working within a $54 million construction budget, all in.

Yep.

Okay, um, thanks.

Did you have a question?

All right, thank you.

Motion.

I'd like to move forward.

All right, thank you.

Councilman Hines for the motion.

Councilwoman LVS, look a second.

Do we need a roll call vote?

Lovely.

Thank you all for your time.

Thank you so much.

All right, we have one more folks.

You're doing great.

We're doing great.

You'll never guess who it is.

Dottie.

That's exactly right.

All right, we have a storm drainage master plan update, which I'm very excited about this.

We have like 30 minutes.

We're flooding over there.

Literally.

All right, you can introduce yourselves and jump in.

Okay.

Let me get it screen shared.

All right, Alina McWarter, Daughter Legislative Liaison back to introduce our citywide infrastructure team again, but different members here to present on the storm drainage master plan.

So I'll kick it over.

Do you want to introduce yourself?

Sure.

Hi everyone, my name is Jungman, engineering specialist in the uh planning sector of the capital project team.

Tom Blackman, uh, engineer supervisor in the planning team.

So the storm drainage master plan.

I'll just tee it up by saying uh, you know, this is an asset inventory of all of our stormwater needs across the city, and we've got this amazing online tool that we're gonna share with you today that is now publicly available to where you and your teams can get in there and look at any address, any intersection, anywhere in the city to kind of see what's going on.

Um, I am not a stormwater expert, which is why I'm gonna kick it over to our team here to walk us through all these details because it is quite technical, but they've gone through um a robust process uh to create this new tool over the last year.

Thank you.

And this is resolution request 1628.

So, yeah, um, so this is kind of the history of our storm drainage master plan.

Uh first one in 1985, 1989, which happens to be the year I graduated from high school, so I wasn't part of it.

Um, starting in 05, we we did start a five-year cadence.

Me feel old.

No, it makes me feel old.

Um, and we we've kept to a five-year cadence.

Probably the biggest change was in 19.

We started transitioning to a digital platform.

There was still a paper document, uh, but a lot of the information uh was available online.

Our big change this year, we we reused a lot of the information in the 2019 document, but we're fully digital now.

So there is no paper document uh to get a hold of.

Uh, you can go to our our website and uh we highly recommend that you you go to the website on your phone or on your computer uh to access the information so it's fully accessible by the public, and we're we're really excited about that.

So, um, as Elena said, it's a technical document of our pipe system.

Um, so it's not, you know, as it says down there, it does not uh evaluate the open channels.

Uh we work with Mile High, and that's a separate effort.

Um, Mile High Flood District, sorry.

Um, there's not a prioritization involved.

We don't pick this is a better project than this project.

Um, and we don't allocate funding.

That's our six-year plan that allocates funding.

So it's a technical document.

Uh we hit about 35% of the city in this go-around.

Um, and June's gonna talk about the uh modeling technology that we were able to employ.

But we look, well, what is the existing pipe system, what's its capacity?

Uh, and if we need new pipes, that's what we evaluate.

It's it's a technical, we need more pipe capacity.

Um, and that then we'll go to the next one.

Um, so what is it for?

Uh, I think historically it's really been for the technical um engineers for transportation for for our program for planning and identifying projects.

But I think as with this new digital, uh, there's it's not only for them, I think it's actually accessible by the public.

Uh, like Elena said, you you can pop in an address and go to an individual house and see the flood risk at individual houses.

You can you can look at your district and say this is the flood risk within my district for the parts of the city that we have modeled.

We we are still working, it's it's not cheap to model the city, but we are really putting forth uh as much a lot of effort to get as much of the city modeled as possible.

So I'm gonna harp on it's a technical document, it feeds our program.

So it's the technical basis along with some of the uh planning efforts we do with the Mile High Flood District to we use it for project prioritization for the one water plan for our six-year capital plan that actually defines what projects are gonna be funded over the next six-year period, uh, and then the overarching policy uh comprehensive plan and blueprint timber.

Okay, oh, um, yeah.

Um, thank you, Tom, for all the background information.

Uh, before I dive into the detail, I want to take a moment to acknowledge the incredible team uh who has been working behind the scene over the last two years to create this master plan.

It was a very collaborative effort, bringing together folks from CD staff, uh, our internal partners, Railway Services, wastewater operation, and development engineering services, um, and also bringing together external partners like the Mao High Flood District.

Um, our consultant Stantec did a great job on the technical front to produce all the information we need for this master plan.

Um we had a truly pretty unified vision at the very beginning.

Our goal is to try to make the master plan a really well utilized resource for the city, not just the city, but also public in general.

And I think we achieved that goal pretty well, and you will see why.

So in order to utilize to kind of come up with that vision, we had three major goals at the beginning of the study.

The first goal, next slide there, thank you, is to stay technical up to date.

That means conducting new hydrological and hydraulic model for the basin where we don't have that information, and also to update the existing hydraulic model where we have significant capital improvement project that has happened in recent years so that the city can capitalize on that flood risk reduction benefit from those important projects.

The second goal is to conduct technical analysis to identify flood risk and develop drainage improvement needs across the city.

And that has always been an ongoing effort throughout many iterations of the master plan, and we're just going taking it further every time.

And we really like this effort, and it's very efficient and it has a lot of public benefit, and we'll share more about it in the next few slides.

So going to the next slide, so very proud to share that this is the first master plan in the front range community to deploy a real mesh and one T2D integrated modeling technique to tackle the complex urban drainage environment in Denver.

Denver, you know, is one of the older cities here, and we have very unique infrastructure in place in many basins.

We also have incredible amount of detention basin.

So it is very hard to model.

So we move forward with a new modeling approach that leverage the best available data, and which allows us to have very high level of confidence in identifying the flood risk across the city.

And not only that, we're able to utilize this new tool to increase our confidence in providing the best project so that it will drive the best outcome for the people of Denver.

Going to the next slide.

So what is urban flood risk area that I just mentioned?

When you think about flood risk, sometimes you think about flooding happens in the river, in the gulches.

But that's just one part of the story.

The flooding can also happen in the upstream area of a basin where there is no natural channel, and all of that water is conveyed through the pipe system, flowing underground and eventually all falling into the river.

And in those areas, if the pipe size are too small, and if we encounter a large storm, like a 100-year storm like this one, this one was in 2000, I believe, 11 in July, at the Yale and Colorado intersection, we had more than three inches of rain in three hours, which well qualified as a 100 to 200 year storm.

So in that case, the pipe system are overwhelmed, and street will start to pond, and the street actually turns into rivers, which pose such a high risk for vehicular and pedestrian safety, you also endanger the structures around it.

So with this new modeling approach that we're implementing across the city, we can accurately model these scenarios and be able to analyze the potential flood risk reduction effect from a potential project.

So on the left-hand side, you see that image, supposed to be an animation.

Doesn't work already.

Definitely with PDF, but yeah, we're able to look at how how a project could increase level service for a storm system, and uh that way we can be more mindful in design and providing projects that were the best uh benefit with the amount of limited amount of dollar that we have.

Uh next slide here.

Um the technical analysis as part of the 2025 storm drainage master plan primarily focused on two types of basins.

Uh, one type of basin is uh basin with a lot of recent significant capital improvement projects that happened, completed, and we want to make sure those flood risk reduction benefits are realized in the urban flood risk mapping.

And you may, something may come into mind is Montclair.

Montclair had been a city's primary focus in a very long time, and city has invested significant amount of dollar in the last couple of decades.

We had Plateau Park Hill that happened there.

We had Central 70.

So our modeling analysis had a big focus on Montclair basin.

But in addition to that, the second type of basin that we primarily focus on are basin, we don't have enough or good enough urban flood risk modeling.

So in this case, we picked the four basin west of South Platte River, Dry Gulch, Weird Gulch, Sanderson Gulch, and Lakewood Gulch, and we provided a brand new model for those four basins, which gave us an unprecedented level of detail on flood risk in those areas, and then helping us come up with potential improvement projects in those four basins.

In addition to these studies done by the storm drainage master plan, we also incorporated the study completed by the Mao High Flood District in the recent years.

Typically, they are the major drainage waste studies or alpha system plan.

In this case, we incorporated Arndale Gulch and Valverde Basin Alpha System Plan into the storm drainage master plan.

So those results and those proposed potential improvement projects are all integrated into the city's storm drainage master plan.

So we have a one-stop shot for all of the drainage improvement needs across the city.

So here is a map of all of the identified projects, potential projects that will be needed in order to bring all of the cities' storm drainage infrastructure into the level of service determined by the criteria manual.

So overall, we have more than 200 potential improvements that is needed in the dollar amount of 2 billion dollars, which is quite a lot.

It's a long road ahead, but with this master plan, we have all the data set that's needed so we can drive prioritization, allocate funding, and implement this project in the years to come.

This slide I wanted to just kind of share the success story of Montclair Basin.

And you may already know Montclair Basin is pretty large, it's more than 10 square miles, without an open channel.

There were many small undersized storm drain across the basin with low-level service in terms of storm drainage convenience capacity.

And there were many prevalent flooding issues in various spots across the basin, especially the low-laying area without good storm infrastructure.

So with the city's systematic CIP implementation over the years, as shown on the list on the left-hand side, we had the global landing alpha park put in.

We installed the 39th Greenway open channel, Park Hill detention, the really innovative City Park Gulf Court integrated detention facility, as well as the Central 70 project, which is brought tons of off-site drainage improvements along the I-70 corridor between the Brighton Boulevard and Chamber Road.

With all of these improvements in Montclair, we are seeing more than six feet of flood risk reduction in the worst spots of the basin.

So here is an example of comparing the pre-P2P flood risk in the city park neighborhood and after.

And you can see a lot of the red areas downstream of the city park alpha, all of those flood risk has been successfully eliminated, which is really great news and a big one for Denver.

And we still have a lot more to do, and we'll continue to utilize the storm drainage master plan to help us prioritize and implement project to realize these benefits.

Awesome.

Final talking points is that the third goal, which is making sure the master plan is becoming more utilized across city agencies, development communities, engineering computing.

So we created an engageable and transparent framework that shows tons of information in one place.

Fortunately for City County Denver, we view the urban flood risk information vital to public safety.

And because we have this mindset and the plethora of critical information generated from many iterations of Storm Drang Master Plan, we see this plan as a tremendous opportunity to share more information with the public.

So we created a one-stop shop website with integrated interactive mapping, available to generate public.

It is fully online, accessible, and interactive, with tons of educational and engageable content to educate the public about how does the storm system function in the city and what kind of flood risks, flood risk that may exist in their neighborhood.

In the mapping, we incorporate the city mapped urban flood risk area.

We have we've done 50% of city to date, which is a great coverage, and it covered most of the area that had drainage issues in the past.

We also brought in the FEMA mapped flood risk layers.

So it is a place to look at all flood risk from all sources.

All of the potential improvement projects identified storm drained master plan are also shown in the map with background information to give you a give you a really good context on why where this project will need to be and what's the reason behind it and the sizing.

So, in addition to these technical data that we made made public, this website is fully ADA compliant and with language access availability ability as well.

So we're pretty proud we're able to hit that goal.

Ultimately, everything now, all the master planning data, all the results report are fully online, and it is a great tool set for the city, and it actually allows us to be able to update the master plan on a more continuous basis, other than the five-year cadence as required by law.

So we feel really proud of all the product we made with this master plan.

We can't share it, share it with the public.

And if we have more time, we can do a quick demo of the website.

While he's getting set up, I'd like to mention that we we did receive an award for the for our master plan from the statewide CAS FM Colorado Association floodplain managers, floodplain and storm water managers.

Um City of Lakewood has reached out and we've met with some of their staff on what we did, why we did it.

So we're kind of setting uh industry standard.

Uh and I know Stantech is presenting our master plan that they did.

They did a great job, but they're presenting it on the East Coast at conferences as well.

So we're we're pretty proud of what we have accomplished.

Beautiful.

Okay, so this website is accessible through Denvergov.org/slash stormwater.

Um, the entire website is hosted on our October S online uh platform, so no extra cost to the city.

Um, this is the front page of the master plan.

Uh, as you scroll through, you can see how friendly and intuitive it is.

Uh, and here is a section we talk about what is new in this master plan, essentially everything we just discussed.

Um, and we have these quick shortcuts so that anyone who visits the website, they can understand what it's for.

They can learn about Denver's drainage system, like all the statistics and flood history.

You can dive into planning process for anyone who's more technical focused, maybe an engineer, they want to learn how this is done.

Uh there's also a short link where you can go to the interactive map to look at flood risk and the potential project that may be in the pipeline.

Because this is a dynamic and fully online website.

We anticipated uh engagement that that may be needed.

We may get feedback, so there are uh sections in the website where we provide these engagement opportunities.

Um Language access, we have a translation tool where this entire website can be translated into many languages.

So that is really helpful.

Thank you so much.

We are limited on time, so I am gonna go to questions for council members.

Okay, and you all can create it with them.

Yep.

Councilman, how do you do it?

Thank you so much.

This is very exciting.

Um, I'm very concerned about the Valverde area and particularly where I'm experiencing a lot of flooding.

I know you said there's no funding attached to this, so is there a CIP plan that is attached to this somehow?

Or does this mean that you're just beginning to study Valverti?

So I'll go ahead.

Yeah, uh so I'm I'm the city PM on the Valverde OSP.

We're uh working with the Mile High Flood District right now on uh outfall system plan for Valverde.

Um we've had we've really spent a lot of time last year outreach to the community getting um in their input on problems.

Uh we're working on a set of solutions right now, some options that we want to uh prepare hopefully first quarter of next year, and then go back out to the community uh to get their input on potential solutions.

Um so Valverde is one of our priorities right now.

I'd say I believe we've done a few briefings, so we can certainly follow up and do a full briefing.

Yeah, I had a small briefing of like Alameda, but the whole area that you have there needs a lot of work, so yeah, I would definitely appreciate that.

Thank you, committee chair.

Thank you.

Councilman Hines.

Thank you, committee chair.

Um, is this in partnership with the uh city's GIS team?

I know it's you're using RGIS, but that isn't necessarily mean that you're using GIS.

Um, all the work we do, especially in the planning sector, are heavily integrated with Jazz team.

Um, so wastewater has an RMO Jazz team.

They are responsible for a lot of asset management side of things.

They're also making sure ASCO drawings are incorporated into the Jazz system, and then the city's technical service have a Jazz team as well, and they helped us to make sure we can use this uh platform and all the information is well integrated into MAPIT.

Um, so this is not just on this website, but it's everything is also on Map It.

Yeah, I just um I have uh computer science degree, so um uh chatted more with the GIS team than maybe uh just anyone might um uh as I understand that they win awards.

Um you are already, I don't know if you you've gotten cool trophies yet, but if um City of Lakewood and other municipalities are reaching out, and if Stantech is presenting this um, you know, uh on the East Coast, then you're in effect winning awards, even if it's not something that you've you know.

I know when I was little, I got little soccer ball guys kicking into the net.

Um, that was my award, but uh, but it sounds like in effect you are um doing great stuff.

So I just wanna I wanted to thank you for that.

Um the only other thing I'd mention is uh Council Member Albitris was saying District 7's flooding.

I mean, I used to live at 19th and Logan and 19th of Pennsylvania and 19th between Logan and Pennsylvania have had uh three or four hundred year events where it's just impassable because all the requirement there, at least for some in our wheelchair.

So uh I can only imagine the the depth literally and figuratively of the um uh of the challenge that you have in mitigating all the flooding that's happening in our city.

So thank you.

Thank you, committee chair.

Thank you.

I just have one question regarding the um strategy for the the slide that you all showed with the project prioritization, the one water plan, which I have a question about what the one water plan is, and then the six-year um wastewater capital plan.

How are the 200 projects that you all pulled out prioritized in those three strategies?

Yeah, that's that's a that's a great question because this is the basis, and and I I would say historically you you wanna I'm my manager really.

All right, come on up.

Yeah, no, no, I uh Bruce Johannik, I'm the director of the environmental team.

I don't want to take away for the good work these guys have done, but and Tom in particular uh celebrated his 26th year anniversary to the city a couple weeks ago.

So he knows this probably better than I do.

But uh prioritization is a good question, right?

As these guys said, uh, the master plan is like your overall need, right?

So it's it's unconstrained as a big dollar amount.

We used to say the dollar amount, we don't even say it anymore because it's just not even a real number.

But then we gotta look at other factors.

What what prioritizes a project?

What made like Mob Bello channels a good project, right?

Well, it had multiple funding partners, right?

It had multiple benefits.

Uh and so when we kind of see those catalysts, we can partner uh when we can have multiple benefits, those are the projects that start to kind of float to the top, and though that becomes our priorities, and that kind of gets on our six year plan.

So hopefully that answers your.

And Valverde, in a sense, we're seeing it's a there's gonna be a lot of great projects, it's just gonna kind of take time to kind of get through our current priorities before projects in Valverde become our kind of next priorities.

Is there a list of um criteria that you won't have that you kind of think about in terms of your evaluation that helps those projects to bubble to the top?

Yes, sort of.

So, there's a there's an overall the city does a six uh like a I think it's a five-year CIP, right?

And that's what kind of funds some of the bond projects.

The department of finance, right?

I won't waste your time.

That's not what I meant.

So I don't want you to have some other remote.

And those criteria are very similar to what wastewater uses.

Okay.

Wastewater projects are not eligible for uh vibrant bonds, uh-huh, but we still use that priority process, those same criteria, those same with project continuity, right?

The same equity is a factor.

We use all those factors to kind of slice and dice our critical projects, which then eventually feed our program.

Understood.

So you all have like an evaluation tool with that criteria in which you're consistently evaluating projects, or maybe new money is coming up from the federal government, and you're like, oh, this is a great time to bubble this one up because we might have matching funds for this project that we maybe wouldn't have had previously.

Correct.

The wastewater enterprise funding is pretty consistent and reliable, so it allows us to kind of yeah, prioritize a little bit uh easier.

Okay.

You know, the US Army Corps of Engineers is a good example.

They that's a big opportunity, a lot of federal dollars, but we need uh we need some city match money there, so yes.

Great, thank you.

26 years, holy cow, congratulations for your service to people.

Never gonna happen.

He started in 1990, right after graduating.

And with that, do we have a motion to move this forward?

Councilwoman Alvidres, um, councilman.

Cashman, sorry, okay.

Um, there are five items on consent.

No one has pulled anything off with that.

We are adjourned at 255.

Um,