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, y'all be on your best behavior.

Unfortunately, this is our ready for a ride, huh?

No, you're not going.

Good afternoon, and welcome to the Transportation and Infrastructure Committee.

Today is Wednesday, November 19th, 2025.

My name is Chantel M.

Lewis.

You're counselor for District 8, and I am excited to chair this community.

We'll get started with a round of introductions and we'll start with you, Councilwoman.

Good afternoon.

CC Gilmore, District 11.

Uh good afternoon, Paul Cashman, South Denver, District 6.

Lucky district seven.

Kevin Flynn, exciting Southwest Denver's Council District 2, highest natural point in the city.

No, that's natural.

400 feet higher.

I thought about sitting between those two.

Chris Aynes, Denver's Perfect 10, the home of the highest artificial point in Denver.

There you go.

All right.

Well, we have three action items up today, and we will start with a presentation from Dan.

If you all can introduce yourselves and you can jump right in.

Kevin Forgett, state and local legislative advisor.

Pamela Deschant, Senior Vice President of Concessions at Den.

Good afternoon, Chair Lewis, members of council.

We are back.

You may recall we came before you in September to propose 28 contract amendments.

Otherwise known, their group two, also known as Middle Earth contract amendments.

Our goal with these amendments is to right size this group of concessionaires that is stuck in between the old legacy contracts and then the newer, more modern terms that we're allowing.

Now we're midway through this plan of amending all 28.

14 are currently somewhere in the council process.

To recap how we landed here, we took all the concessions contracts at Den and we grouped them into three specific buckets.

Group one, also known as the old school contracts.

These are legacy agreements, which some began in 1995, have been around for quite some time.

Group two, the group that we're here before you today with, also known as Middle Earth, these are the ones awarded between 2019 and before January 1st of last year, which is when we changed the term lengths.

We'll zero in a bit further on this group two set.

The original terms in these agreements are seven and ten years for food and beverage and seven years for retail locations.

So these group two contracts, they lack the legacy benefits of group one, as I mentioned, and the moderate agreements from group three.

None of these received the premium value concession, also known as PVC Award.

None received COVID three-year extensions.

Also did not receive any type of federal aid.

Three amendments passed on consent at last week's 10 committee here.

And today before you we have six for your consideration today, with the remaining five to come through very soon.

And that concludes our presentation.

If you have any questions, I'm happy to answer them.

Thank you so much.

Really appreciate the time.

Councilman Cashman, you're first in the queue.

Yeah, that was the shortest presentation for the longest list of uh contracts I've ever seen, as a matter of fact.

Um can you go back to the slide where you group show the three groups of uh concessions?

Shouldn't be showing.

There we go.

So you were describing, maybe it's even the next slide where you describe what one group has and what the other, why don't they have these various uh benefits and so on?

How do they end up?

The Middle Earth Group that it's simply based on timing.

So the group one contracts, if we can go back.

These include contracts that have been at the airport since the day we opened, not all of them, but a large percentage.

Um during that time, these concessioners have benefited from years of holdover, perhaps some PVC awards, which back when we had the PVC program meant having a brand new contract term start upon award.

Furthermore, as we entered into the COVID era, these concessionaires received three-year term extensions just to remain whole through the pandemic.

Finally, group one concessionaires most received federal relief through the ARPA and Chrissa grants.

So that's the difference.

Now let's jump to group three, also known as the newbies.

After analyzing the construction costs, which are now up to about $2,000 per square foot to build and design a concession, the costs became out of control.

So we made a decision that effective January 1st, 2024, new contract terms would be 12 years for food and nine years for retail, just to allow the concessionaires time to recover all of their capital.

And the other question, I think uh was uh restaurants have either seven or ten years, which why seven, why ten?

That's a great question.

Um the industry used to have the mindset that quick serve restaurants, also known as fast food outlets, could recover their capital costs sooner, and therefore it was an industry-based practice.

Quick surf could be seven years for the knife and fork restaurants, um, also known as casual dining, there was a mindset in the past that perhaps this would be more expensive to build out.

What we learned from looking at all of the construction costs is that's not the case.

Both types, quick serve and casual dining, require a lot of investment.

These are the expensive infrastructure purchases, hoods, grease interceptors, cooking equipment.

So, based on um the information that we looked at, we decided all food should be 12 years because it is so incredibly expensive.

12 years.

12 years, yes.

Okay.

So no more breaking it up into categories.

All right, thank you.

Thank you.

Uh my questions, Madam Chair.

Thank you so much.

Councilman Flynn.

Thank you, Madam Chair.

Um, the uh six amendments for mission yogurt, uh one in particular, I think it's the one with the Maria Empanada, bindery and hunkel.

That's that's the one I think was held up for quite some time because of United Airlines, uh the mezzanine lounge that was being constructed right above uh Mission Yogurt space, preventing them from continuing build-out for quite some time.

Uh that's only got a two-year extension.

Is that going to 12?

Yes, it's going from 10 to 12.

Okay.

Um, since that had a bit of an additional delta in their cost, why was there any consideration given to uh lengthier period?

That is a very good question.

Um the mission will still get the full term because the clock didn't start ticking yet, and that is a situation that we're handling separate from these amendments.

Or some other kind of consideration or settlement perhaps okay.

Okay, so the clock was ticking on as on its capital.

Correct.

It just wasn't taking on his on his rent yet.

All right.

Thank you.

That's all.

Thank you.

Councilman McGillmore.

Uh thank you, Madam Chair.

Um, thank you for the presentation, and um thank you for uh extending uh the period of time.

Uh this has always been a huge financial consideration for um anybody doing business out at the airport in order for them to um recoup and hopefully make a profit.

Um, making a profit is the big part um of it.

And uh wanted to understand how you might have included the airport um disadvantaged business enterprise um participants, and um how did you hear from them?

Well, thank you for asking.

Please, I'll start with the fact that the ACDBE partners, they will remain joint venture no matter what happens, right?

So they're locked in.

We going back to the beginning of when we decided to change the contract terms effective January 1st, most of who we heard from and spoke to were the smaller ACDBE partners, right?

Expressing their concerns and how they may never see a return unless we do something about it.

So they're our first that we speak to, and it'll remain no change based on what's going on at the federal level.

Great.

Appreciate that.

Because then with this with the extension, are there also opportunities?

I know there were talks about uh Dito, the Denver Um Economic Office, and having some sort of mentor protege program for smaller businesses that want to get in and maybe have a kiosk or a concessionaire space.

I know many of these that are being expended, uh extended have a retail space, but there's also um that business background and capacity that's always welcome and helpful.

And so wanted to give you an opportunity to maybe share a little bit about that.

Thank you for that.

Uh we have a few programs which support small businesses.

One is the Business Development Training Academy, which operates through our culture and strategy group.

This is uh the the first of its kind actually in the nation.

A program which teaches prospective or current ACDBE partners how to do business in an airport.

So we're really proud of that program, BDTA.

We also have an incubator program through our third party kiosk operator, Provenzano Resources, where we, you know, when we're out in the community and speaking with small business, encourage them to try out the program.

Through this program, there's not the huge investment that small businesses have to take and take that huge risk they can get in for minimal fees, right?

And those are two of the programs that we have at the airport specifically.

Thank you.

Thank you.

Thank you.

Thank you.

Any other questions?

Great.

Well, thank you all so much for the presentation, really appreciate it.

We just need a motion and a second.

Councilmember Gilmore.

And this is just the six.

Yeah, for today.

Yep.

You good with that, Stu?

Yes.

Okay.

Great.

We have a first and a second from Gilmore and Flynn.

All right.

Thank you all so much.

Uh, next up, we have a presentation from CASA.

Yeah.

Also, oh, do we need a roll call vote?

No, great.

Thanks, Alyssa.

Thank you.

That's exactly right.

Somebody has to.

Hi, you all can introduce yourselves and then you can get started.

Um my name is Ken Ariano, uh, with uh with the Office of Climate Action Stability and Resiliency with the Workforce Administrator for this contract.

I'm Shannon Jan, I'm the director of remark force for CASR.

So today, um, well, first of all, thank you for allowing us this time to speak with you, counsel.

Uh today I'm gonna talk to you about the Green Fleet Electric Vehicle Training Initiative.

Um, on this slide, you can see our current trend for the city's fleet operations.

Uh, as you can see, we're gonna continue to purchase to increase the purchase of electric vehicles for city departments and the future we should be at 100%.

Um, this will impact staff because with more electric vehicles, um, this will require the training for high voltage and electric vehicle maintenance.

Um, if we don't provide that training, the challenge will be that we will have an unsafe workplace and the safety of the city fleet technicians because they are lacking the training required for that high voltage and electric vehicle maintenance.

And if we don't begin training city staff, we will continue to send those electric vehicles to external repair shops.

And those electric vehicles will also be out of service, thus costing the city more.

Also, we will have fleet staff in unsafe situations because they do not have the knowledge in regards to high voltage and electric vehicles.

Next slide.

With CASER, what we realized is that we needed to address the knowledge shortfall.

So we put out a electric vehicle training RFP, and we realized we needed the following.

We needed to assess the training needs across all agencies who utilize electric vehicles.

We also needed to assess those fleet facilities, and we needed training on high voltage safety and the maintenance of those electric vehicles.

So in this RFP, we also wanted the outcome of a hundred percent trained in high voltage safety and the maintenance of electric vehicles.

On the right of this slide, you can see the contract details.

Next slide.

So if you ask why should we fund this now, this supports the city's electric vehicle expansion by ensuring we can meet the increasing need for high voltage safety and electric vehicle maintenance while we manage those maintenance costs.

And this upskilling helps retain experienced technicians who may be considering retirement, or for those who want to learn a new technology.

This training will provide them the information needed to make informed decisions and to be safe in the facilities when they are around electric vehicles.

With this investment, the city will meet Denver's long-term commitment to be carbon free by 2040.

Any questions?

Is this SARE online?

No.

Okay.

Well, I wanted to give her a compliment.

I think I worked with her and the organization in the past, and I think they're a fine organization.

Thank you.

Councilman?

Thank you.

Is this training on our site or is it on off-site and Rose O's facility if they have one?

Do they come to each of our sites?

They're going to be at each designated site.

So the sites that we have are the Denver Denver Police Department, Denver Fire Department, DPR, Denver Parks and Rack, and Dottie.

Okay.

And I know that it's been very difficult for a lot of our fleet maintenance facilities to maintain auto mechanics in general.

How difficult is it to find hire recruit and train EV techs mechanics?

We have police vehicles sitting waiting to be repaired.

Such that we're having to put two officers in a car like we, you know, like old days.

Because they don't have a fleet available.

So is it difficult to have?

Can I can I ask our subject matter expert Tom Pacheco?

Berkeley.

He can fill us in with that.

I do.

I don't know if I need this to speak.

You need to for our TV.

This is my first time here.

So just you know, before I, in November 14th, I left CDOT, and I had a hybrid position there as their electrification program manager and their workforce development manager.

And we saw this trend coming also.

So we went out and interviewed a lot of fleets and we're dealing with the exact same place that you guys are.

Uh City County Denver is.

The technicians that you have in place today can do this work if you upscale them correctly.

They already have the basics.

The basics is low voltage systems, um, uh low voltage of 12 volt, basic diagnostic and advanced diagnostic.

If you can get them to recapture their skills that they haven't used in a long time, then the step to go into this next step on electric vehicles is really good.

And the other part about that is they do hybrid vehicles every day.

And so hired.

And the other part about this, they want to know about this stuff, they want to know it to overcome their fears of working on these vehicles.

And once you overcome those fears, I'll give you a quick comment.

I'd rather work on electric cars than change a diesel fuel tank.

I'm not smelly, and I go home clean.

So once you get them to understand what they're doing, they really like this gap.

And they know a lot about the basic fundamentals already.

So it's the same individuals, same individuals.

But cross training or up training.

Up training, yes.

Thank you.

Well, God bless them because I don't want to do either of those.

Thank you, Roger.

Thank you.

Councilman Hines, did you want to jump in?

Okay.

I did have one question because I had a similar question about the upskilling.

Do you will you hire any additional folks, or is it just the folks that you have now that you would train?

That's good.

So they're going to do a fleet analysis of all the skill sets of all the technicians, and that's what we were doing with a lot of other fleets, including CDOT, where is that?

Once we get that analysis done, we'll be able to determine how many technicians actually have the skill set to take this training.

And it's a tiered training.

They want to do the A-level technicians, the all the training, and they want to train lower level technicians at a lower level so they're all safe on all this.

But yes, uh, they won't need to bring any more technicians in.

If you need to bring more, I don't know where you're gonna find them.

Everybody's searching for technicians.

So yeah, we'll do that analysis and work with a group that are already ready to take this training and work with them first.

Great, thank you.

And then what's the total size of the fleet?

Do you have that?

Of the fleet.

Which fleet?

Yeah.

No, that one.

I like that green shirt.

Thank you.

I appreciate it.

Uh James Warren, uh, senior sustainable mobility policy advisor for CASAR.

3300 vehicles.

Just about bicycle earrings.

Okay, I'm really I'm really feeling the swag.

All right, thank you.

Uh any other questions from anyone else.

All right, can I have a motion in this?

Oh, Councilman Cashman.

Are they e-bikes?

That's that's the question.

All right, thank you all so much for the presentation.

Um, you would have a motion and a second.

Oh, husband high, second.

Uh councilwoman Alvidres.

Uh, roll call vote necessary.

Yep.

All right, good to go.

Thank you all for your time.

Thank you.

I appreciate you all.

All right, so we're just moving through this.

All right, we have that's exactly right.

Exactly right.

All right, we have another housing yesterday.

Yeah, we have a presentation.

All right, we have another presentation by way of Dottie.

Um, they have returned to talk about their uncall contract, so you all can set up and introduce yourselves and get started when you're ready.

We don't bite.

She doesn't know it.

Oh, well, her efficiency today is just that's right.

Yeah, we're going to do it.

We're right here on time and ready to go.

Kind of sort of.

Yeah, we hear that when these go too too long that council members just walk out in the middle of them.

I'll hope that it's a uh well, thank you all, Transportation and Infrastructure Committee for having us back today.

I am Elena McWarter, legislative liaison for Dottie, and we are going to present again on our professional services and our civil construction on-call contracts.

Since I saw you last, we have expanded a little bit in response to some of your inquiries around uh why on calls, how we administer on calls, how we work with Disbo or the Division of Small Business Opportunity to progress MWBE goals.

And so we have some additional information we'll share today on that.

You also have um a supplemental kind of packet in your materials that has a 2020 to 2026 contract comparison side by side where you can go through and see each of the individual firms per category for both 2020 package as well as 2026, and you can cross reference kind of what was the original award versus the new award, original goal versus new Disbo goal, as well as who are the new firms who maybe weren't part of the 2020 package, and then who are the MWBE certified firms on our roster.

So hope you find that very helpful and definitely let us know if you need more information.

And we are also joined today by one of our MWBE certified contractors who will help us expand on how what their experience is like working with the city of Denver.

So why don't we start with you, please, as introductions.

Hi, I'm Mary Keith Floyd.

I'm president of GoodBean Associates.

We're a small civil engineering firm focusing on utility investigations, utility design, and landscape architecture.

We have 25 staff, and we've had a chance to work on the 2020 on call on three task orders as well as have been selected to continue utility service or to do utility services on the 2026 on call.

Thank you, Mary Keith.

Ryan?

Yes, my name is Ryan Crumb, and I am an engineer in our transportation group.

Hi, I am Jennifer Williams, and I am an engineer in our infrastructure group.

Alright, so again, we'll just cover a little bit more on the how and the why we utilize on-call contracts.

You will see that some of our original slides are still in here for that foundational information.

So some of that we'll breeze through quickly so that we can get to new information for you.

We'll also cover a little bit more detail on the division of small business opportunity requirements and how they impact our on-call workflow, and then we'll shift into the individual categories.

So professional services category, which is resolution requests 25, 1643 through 1687.

And again, in addition to the PDF supplemental in the appendix slides, you'll see the list of the individual firms as well per category and their associated resolution number.

So then we'll also go through our large civil construction category, which is resolution request 1384 through 1389.

And then last, we'll just hit what some of the expected 2026 work plan projects are gonna be that this tool will help us accomplish.

So again, starting with the why does DOTI and the city utilize on-call contracts to deliver major capital projects.

One, this is our tool that we have available to establish and maintain high quality and qualified on-call consultants that are available to help expedite delivery of large capital projects.

These are projects that are mayoral initiative, city council district initiatives, DOTI initiatives, as well as other city agency partner initiatives.

So as I know you know, we help deliver capital projects on behalf of parks and recreation, building things like maintenance facilities, arts and venues, department of safety, building everything from again those maintenance facilities to operations facilities to large transportation projects, bridges, parks facilities, all sorts of things.

This is a great opportunity to support our local economy and provide jobs.

So we've got hundreds of capital projects in the pipeline at any given moment that take a lot of very smart people and a vast range of skill sets and expertise to really weigh in and help deliver high quality products.

Also enhancing Denver's vibrancy for our community and our visitors, so really delivering some of those legacy projects that people love to celebrate and show off to all of their friends and family and loved ones when they come to visit.

And last, these are some new bullets here.

Why do we use on calls in some scenarios?

Accommodating seasonal construction changes or needs is really critical.

As we know we can't always be out pouring concrete 12 months of the year, and so we have to be very intentional sometimes about when we plan our designs and our planning so that we're ready to hit construction in the right time with the right weather conditions.

And then last, it's a way that we can mitigate cost escalations between the time it takes to design a capital project and construct a capital project.

We also believe that on calls are a helpful tool to expand access and opportunity for small minority and women-owned business partners.

We are very intentional and strategic in being transparent, accessible, communicative, and educational partners to interested and qualified stakeholders who want to do business with the city and help us deliver these projects.

And so we work with the division of small business opportunity to identify our certified partners and firms that are able to provide the services when this within the scope of a capital project.

And then through the on-call process, we mentioned this a little bit last time, but wanted to expand on it.

We use the mini bid selection process within our on calls to still create a competitive selection for task orders where we can still have that assessment and scoring model between different firms that we have on our on-call roster on quality of project delivery, cost of project delivery, risks associated, what is their capacity to serve at the time that we may need the service, what kind of capacity do they have across their entire portfolio of work that they're in process of doing?

And so it's a great way for us to have those already certified contractors readily available and be able to leverage them when the timing of design projects hitting capital delivery and construction are ready to go.

I also wanted to add that during that mini bid selection process, we do consider progress on other on their Disbo goals on prior task orders.

So we can see and monitor how a contractor is doing on their Disbo attainment goals, and when we are doing the mini bid selection, we can take a look at how their progress has been, consider what obstacles that they maybe have faced, and provide additional resources and education and materials for them to not only get on track on those other task orders, but start off on the right foot and hit the ground running on any potential future task orders.

And then last, this is a very critical tool for enhancing administrative efficiencies, not only for the city but for our partners as well.

I know we are all very familiar that procurement processes are very long and diligent processes for the city where we take a very diligent focus or approach to scoring and assessing the bids that we receive, and on our end, it takes many staff to review and score and discuss and weigh the considerations of each proposal.

But it's also how do I want to say this?

Um we're talking about reading 30, 40, 50 pages per proposal, and so when we're talking about small or minority-owned businesses who are less FTE or less capacity on the administrative side, preparing those packets of all of the required paperwork, proving their eligibility, proving their standing, their insurance, all of those different details take a lot of time and uh effort to compile.

And so using the on-call process is really creating that streamlined foot in the door to working with the city so that those firms maybe are only doing one or two proposals per year rather than multiple proposals every single month, trying to keep up with the hundreds of capital projects that DOTI is putting out at any given time.

Last, we wanted to provide a little context, Councilmember Hines, in response to your question last time about what are the different types of on-call contracts DOTI utilizes.

And so the two buckets on the left are today's actions where we utilize on calls for planning, designing, building, constructing large capital projects, including professional services, Jennifer's category that we're considering today, where we're talking about planning, designing, engineering services, architectural services, specialized data and communications and community engagement services on all of the different types of projects that we do.

So roadways, bridges, stormwater improvements, green infrastructure, utilities.

On Ryan's side, the large civil category package is when we take the projects from Jen's side of the house and we are ready to deliver them.

So we've designed and built something that everyone wants to see in tangible in their community, ready to take advantage of.

And so through Ryan's team and the large civil construction, we're then delivering those capital projects.

We're building the bike lanes, we're building the roadways, we're building the crosswalks, the traffic signals, the intersections, the utility infrastructure.

Other types of on-calls that we use that we're not considering today.

This third category here is city facility construction.

So you'll also often hear Dottie talk about vertical or horizontal construction.

When we're talking transportation, that's the horizontal, the roadways.

When we're talking vertical, that's building the buildings.

And so this is another area where we do have a category of on-calls where we do essentially all of the same services that you see in Jennifer's professional services and Ryan's large civil, but specific to building that vertical infrastructure for again our city agency partners like Parks and Rec, DPD, the library, arts and venues.

And then on the far right, you were absolutely correct.

We've got some transportation and operations, operations and maintenance on calls for transportation maintenance.

So these are things like sign replacements, pavement markings, striping, and directional boring.

Excuse me, to identify the most appropriate project delivery tool when considering things like the project scope, project budget, funding sources, and the requirements associated with those funding sources, delivery timeline, cost certainties, and various types of risk.

Different types of contracting tools we have.

We've got design bid build.

This is our traditional delivery method where we're talking about a very clearly defined capital project that is moving through the process in a linear or sequential phasing.

So it's going through planning, then it's elevated to and through design before it gets to construction and project delivery, that linear model.

The design build model is a little bit different where it's an iterative design and construction process.

So while we may begin construction of a certain phase of a project, we'll go ahead and go back and start design of the next phase.

When we move that phase of design to construction and start construction, we're going and we're starting the next design phase.

And so it's kind of taking advantage of that project delivery to construct and deliver portions of a project before going through the full timeline of plan design and construction of a major or a full comprehensive project.

Construction manager general contractor.

So this you see often comes through council as CMGC contracts.

These are ideal for really complex projects that require more closely aligned design and construction services.

So this is where the you're bringing the design firm in at a much earlier stage to ensure that that integration with construction feasibility and cost certainties are really secure for those much more complex projects.

And then last on calls.

Why do we use on calls?

These are what we use again for those really dynamic seasonal, time-sensitive or emergency response opportunities where we want to have the alignment of resource capacity, of firm capacity, and of budget capacity and work plan goals all aligning at the same time.

Once we go through this entire methodology and this matrix of how we select a contracting tool, we make a recommendation to DOTI's procurement committee who then reviews and approves the potential contracting methodology.

Last, this page will look a little familiar, but wanted to hit it again because we are so proud of the do business with DOTI web page.

This is the one stop shop for external parties to find every resource opportunity communication available about what it takes to work with the city on these types of projects.

And so you can find current bidding opportunities there.

If there's a project open to bid right now, you can go on there and see what's the scope of the project, the size, the budget, the requirements.

You can see checklists and resources and education to run through very easily what's required to make a proposal on this project.

So it's right there at your fingertips for new or existing firms to understand what are all of the processes and requirements to getting a bid successfully proposed with the city.

So if you know, if you're a firm and you know that you've got some capacity availability coming up in a few months and you want to see what the city is putting out in a few months, you can go there and start planning ahead on future bids and proposals.

Last, if you don't want to always be going back to the website, there's an email sign up for anyone who's interested to where you can get email notifications of new opportunities that are posted as they become available.

And last, just to reiterate these two professional services category and the on-call, large civil on-call category, both had a lot of interest in our industry kickoff events, which you see photos of here in April.

This is part of that streamlined on-call procurement process I was referencing, where we really do a lot of upfront education, communications, engagement.

We do questions and answers with interested parties or vendors.

So if it's not clear what the expectations are or what the scope of a project is, they can come and they can ask questions and see if it is an appropriate fit or worth their time to submit a proposal on any given project.

So that was a lot about the why, why.

Why do we do on calls?

I'm gonna do just a real quick overview of how this process is integrated into larger citywide processes, and then we'll really move into some of the more specifics to today's actions.

So on call contract administration, what you're seeing today is kind of this left bucket where to get in front of you today, we go through this on-call procurement process.

We're putting the scope of service out to bid, we're casting a net of all of the different uh again architecture, design, engineering, um specific specialized skill sets that we know that we're gonna need to deliver our upcoming work plans in 26, 27, 28.

Through that on call contract procurement process, we're then awarding our on-call contracts to the firms to authorize future work.

However, we talked about this a little bit last time.

This is not the stage at which funds are encumbered.

So any action today on on calls does not obligate any funds or expend any funds.

How the funds are allocated is through that annual budget process.

So, as you all are very familiar with, given the timing of today's presentation.

Um, you all in October and November will approve the city budget allocating funds to specific line items that then DOTI utilizes to draw down funds for work performed.

So again, you'll you'll appropriate the funds through the budget to things like bridges, stormwater, bikeways, pedestrian infrastructure, and then when we have those projects come online, that's when we then go through our mid mini bid process I was referring to earlier.

So when we're ready to then say this project's ready for delivery, we're ready to initiate, we're gonna then go into our on-call contracted firms, and we're gonna do our mini bid process, and we're gonna say, okay, we've got this one million dollar project in the stormwater category.

We've got three firms certified and available or excuse me, not certified, three firms on call available to provide those services.

We will then provide that new scope of work via the task order for them to create their bid on so that we can assess for the best value, highest quality project delivery for that task order.

Once we then award the task order, that's when the funds are encumbered, and then as the project progresses and funds are spent, the contractors invoice the city, and that's when funds are paid.

Last for your um oversight and how you stay on top of the spending of these dollars.

Again, that's our quarterly council report that we send out that has all of the details of our on-call contracts, including the contractor, the scope of work that they are providing, the max capacity that they have throughout their contract term, the balance encumbered, the balance remaining, and their attainment on their small and minority and women-owned business goals.

So I'm gonna talk through the example, and then I'm gonna turn it over to Mary Keith to kind of ask her to tell about some of her experiences with working with the city.

She actually was part of this contract.

And she also is a prime contractor.

She has her own prime contract, and she also has worked as a sub.

So I think she has like a unique perspective that I think could be helpful to how we use these contracts in a real life example.

So the project example we have today is Tennessee and ONIDA.

It's a stormwater project.

So as Alina was just mentioning, the on-calls are not encumbering money on the front end.

So we're using the budget itself.

So on the left hand side, you see in the 2024 Mayor's budget, there was a line item for PH 718 store and capital, and it was to continue construction of new and large system in Tennessee Avenue upstream of Garland Park to help protect low-lying and flood prone neighbors, neighborhoods.

So that's the exact verbiage from the budget.

So this is where the money was given to us.

So then we actually used the 2020 on call under the category of stormwater and sanitary, and we worked with Mueller as the prime in this instance, and one of the subs, our MWE partners on this project for design was could be.

And on this project on design alone, we had almost 200,000 of MWBE spending, and that is 27% of the total spending to date.

The project's not quite closed out, so there may be another invoice or two.

So those numbers could change slightly as the project closes out.

And then construction was also using Ryan's previous version of the on-call contracts.

And so again, we have the Prime Contractor and MWBE partners that help deliver the project, and you can see how much money at the bottom, over $2 million was delivered by MWBE firms, and that was 18% of the overall spend.

And I just uh Mary Mary Keith, if you would like to uh tell us a little bit about this project and working with the city and anything else you'd like to share with us.

And thank you again for coming today, too.

This is exciting to see how this works, how contracts get we get to work on them.

Um so as uh Jennifer said, we're a subconsultant to Mueller Engineering, that we were already on their on-call task order team.

So when they were looking at the scope of services when this opportunity came through, they went, they called up, hey Mary Keith, are your staff available to do subsurface utility engineering?

Yes, please.

Um, so we put together a scope and fee.

So of those MBE dollars, and of course I didn't write down that.

We probably did about $50,000 worth of utility investigation work.

Um, what I think I was so excited when you brought up this example because uh the city's also working on phase three, and that was Goodbye's very second task order as a prime through our category nine utility engineering on call, which as a small specialized firm, we don't get to prime very often.

So, what an exciting opportunity for us to step up and win the on-call and then actually get to deliver on a task order that was awarded in 2020.

We just got it under contract in 2025.

So you kind of see the investment in our marketing and going after stuff and then uh getting a chance to deliver.

Um working with the city, it's been, I mean, Sam Pavone is super fun.

He's just a great resource.

We learn a lot from him, he learns from us.

Um, and it's we're looking forward on the 2026 on-call if it's awarded to maybe go after phase four because this this is a very important storm replacement project that um has a long way to go in that community.

All right, Keith, do you do you have any um like things you want to say or anything that you can share with us about like proposing and things like that about like how much time it takes you and as a small business, it's a lot of resource intensity.

I don't know whether it's easier to think in hours or direct labor dollars, but um, I you forced me to look at numbers I hadn't wanted to look at in a long time, right?

The intent we're um you've got to spend money to get work, and we get that that's the cost of doing business, but it's also important to still make a profit.

So it was really helpful to run the numbers.

We look specifically at the level of effort to go after the on-calls as a prime for category nine, and that was running about a hundred and fifty to two hundred human hours, sometimes you know, late nights on the weekend, which uh translates to uh like six thousand to nine thousand direct labor dollars.

So that's to win the on-call contract.

That doesn't mean you necessarily get work from it.

That's our we call it our fishing license, right?

We have our tackle box, we have a rod, we're ready to go.

When you guys say the flow is right.

Um, then the task order comes along.

This task order uh specifically, this was a pretty direct, simple one to do.

It was only about eight hours for us to work with Muller to put together the scope and fee.

Great.

Not a huge it, it was we'd already done the heavy lifting with the on call to show we're qualified.

So then we could put together that scope and fee, and then we get to do the work.

Some task orders, we do have another task order on 50th in Colorado, where we're the prime and we have a geotech subconsultant and environmental subconsultant, and it's a bigger team.

That task order was a bigger effort, it was about 50 hours or about three thousand dollars of work, but still once again a great opportunity for Goodbye to be in that seat.

So it's nice to just go after the on-calls once every five years, put that heavy effort in, and then as task orders come along that we have the opportunity to bid on, and we have the availability.

Sometimes we do no-go it.

If we're working on another giant project and I don't have the resources in that six months, we say, no, thank you, Mauler, we can't submit on this right now with the hopes that another one comes along.

Someone all right.

Uh we talked a little bit about this two weeks ago, but this is a little bit more detailed of the procurement process.

So we started this process almost a year ago when we started just thinking about it internally and kicking it off.

And from there, you know, we started really at the turn of the year, digging into the details of how we were gonna change the scope, um, how we're gonna start working with all of our partners with Dispo with the city attorney's office to start putting all those documents together.

Then in April, we did our industry kickoffs that uh Alina had those cool pictures from our some of our industry events.

Then we issued the RFP in April, towards the end of April.

We had um pre-bid meeting after the RFB was issued, and we answered tons of questions.

Um, finally, it was an amazing day.

The proposals would be were due.

We had um almost 100 proposals on the professional services side.

And Ryan, how many did you guys have?

19.

So we had um, we were really well supported by everyone in the industry.

It was it was really exciting to see that all the work that we did to reach out to folks that I think we got about everyone we possibly could, you know, cast their hat in the ring for it.

So we had really really fabulous proposals.

We had um really talented staff internally, subject matter experts in each category, including in construction for Ryan, take a look at those contracts and find the best of the best.

And it was really amazing to see that just the quality and the caliber of the work that we got.

Um, from there, you know, CAO reviews the contract, um, you reviews all the language, and here we are today, transportation and infrastructure committee.

So that's kind of been our process to date.

It's been a long journey.

So excited to be here for sure.

And my name's Aaron Krug, I'm with the division of small business opportunity.

So I'll speak to this slide.

Um, this is talking about the process for Dispo, um, how we set goals on projects, and how firms can bid on those projects.

So when there's a disbo requirement on a project, meaning a MWBE requirement in this case, the proposer, the prime, um, submits a commitment to MWBE participation, which it explicitly states what percent of attainment they're gonna achieve.

So we have um written evidence that they understand that they need to comply with this program and what their commitment is.

Um, and then they also sign our program requirements again, a testing that they understand their obligation to our program.

Um, and they put together an MWBE utilization plan.

So that plan is how they're gonna go out in the marketplace and find certified firms to be their subs on the project, unless of course they're certified themselves, but in most cases they're not.

And so most of the MWBE utilization that we get is through subcontracting, and they put together this plan for how they're gonna go to industry events and find these firms or who they've already got their eye on, who they're gonna be able to use when these work orders come up.

And that's uh it's a really good tool because um firms can the the certification process is a rolling process.

There are always new small businesses who are becoming MWBE certified throughout the life of these projects, and so by doing these on calls, as the task orders come up, the primes can go out into the community and get firms who maybe weren't even certified two years ago or three years ago, and so it's an opportunity to get firms in real time onto these projects.

Um, and then as far as setting the participation goals on the projects, we consider multiple elements, the project budget, of course, also the source of funds, because sometimes there's strings attached to different funding sources, scopes of work, the type of services that are gonna be included, and any specialty requirements.

So, like for example, bridges.

There was a question last time about what scopes we were considering in the civil on call, and we find like bridge inspection is complicated.

It's it's there's a lot of firms who can't do that.

So that sort of thing that we have to factor in to the specific analysis on a given project.

And then, of course, the number of certified firms that are available in the marketplace.

And so that's how we set the goals on the project.

And then during the life of the project, we monitor the progress and work with our DOTI partners, as just as was discussed previously.

We can discuss, you know, how how much progress is being made on the existing task orders before issuing a new one, that kind of thing.

And then this last caveat on this slide is that the percentages may increase.

So when we talk about on-call attainment for 2020, those projects are still ongoing, and the DISBO requirement, um, it they have to meet the attainment by the end of the project.

So they have the life of the project to meet the percent of MWBE participation that they committed to.

So any figures that we provide on these projects that are ongoing are incomplete because the prime has until the end of the project.

Sometimes the scope of work that they're gonna assign to an MWBE is later on in the project, and these 2020 on calls are still in progress.

Thanks, Aaron.

Sure.

We'll hand it back to Jennifer and we'll run through each of our categories today.

Okay, so this is a little bit of a review from two weeks ago.

But these are our professional services on-call contracts, the uh 2020 version.

We had 13 categories, 48 firms that received contracts.

And this version, we had 28 million in total capacity, and we used just over half of that.

These um were used to deliver not only like the Tennessee Own and IDO project that Mary Keith and I talked about, but as well as these other project examples, you know, from a range of design to the master plan update that was given two weeks ago as well for the storm drainage master plan, and it's also how we do our annual bridge inspection program.

So definitely some great projects.

So the new 2026 professional services category contracts.

We have one additional contract, the Storm and Sanitary category we split into two based on some feedback from our vendors and from internal feedback.

Uh, we did revise the scope and capacity slightly to look to to try and forecast, use our crystal wall to see what we were gonna be doing in the next three to five years.

And then everybody was allowed to propose on as many categories as they felt they had the they had the resources and the ability to do so.

So it was really up to them to decide which categories were appropriate.

Um, so like I said, we had 99 proposals and a total of 77 total opportunities, and you can see on the right hand side the MWE goals that were assigned for each of the categories.

And like Erin mentioned, uh the bridge inspection one is the only one that was slower, but most of the MWB goals were very similar to what they were in the 2020 uh time frame.

So uh for the selection process, as I mentioned previously, we had 14 unique committees of subject matter experts who helped us pick the firms that were selected.

We use consistent criteria across all the different categories to try and be equitable across the categories.

Um we only had one non-responsive proposal according to the Dispo requirements.

We selected 45 firms in total, 10 were prime, 10 of the 10 of the primes for MWPE firms, and we had 12 new firms.

And um in the spreadsheet that we gave you, we also marked which which firms were new per category as well to help uh just streamline that.

Councilman Flynn, I think that was one of your requests from last time as well.

And I think I'm gonna turn it over to Ryan.

Great.

Thanks.

Um recapping the whole construction um on call contracts.

So there was only one category.

We had 10 firms there, a total capacity of 390 million.

And here's some examples of various projects that these on calls delivered.

Red Rocks, Federal Boulevard, Pedestrian Improvements, and CTN Community Transportation Network Bike Facilities.

Moving ahead to what we have for these on-calls is a 400 million dollar total capacity.

Each firm is set at 50 million dollars, and there is eight firms.

We are um the contract term is for three years.

So the scope of work that we anticipate using these for is pre-construction services, and then lots of uh construct horizontal construction, so intersections, pavement, uh, curb gutter, ramps, sidewalks, ADA.

Um, we do some other uh do some safety, some signing, striping, uh those kinds of things.

Vision zero projects are included here.

Um we do have signals, and you'll see here in a minute, we do have some uh signal projects that are ready for the next set of on calls, this set of on-calls uh to go.

Um we will also use these for bike lane infrastructure, and then the last two bullets here on the slide is kind of a catch-all category, utility work and bridge construction.

So that allows others in the infrastructure group or or uh any of our other partners to uh use these on calls, so it allows them to access these contractors.

Uh moving ahead to uh our procurement um on here.

This is very similar to what we did for the professional services as well.

Um we had six voting members, two non-voting members.

Um we did look at their MWBE requirements, which was validated by Disbo as well.

Um, and you can see that the criteria that we used to weight um how we weighted each firm.

Uh we did receive 19 proposals.

Uh two of them were deemed non-responsive due to some pre-qualification rules.

Um, and the MWBE goals was set at 12%.

Uh, and we selected eight firms out of the total 19 proposals.

All right.

Uh just last slide here is um a bit more context about what is in Dottie's 2026 work plan that these on calls would help uh support.

I know you all are very familiar with the vibrant bond passage.

So these will be a critical tool in helping deliver the vibrant bond uh projects, high quality, timely delivery.

They'll also be essential in closing out some of our past bond projects, so elevate and rise projects.

Um as you heard Ryan say, they're a critical tool for our uh community transportation network, the CTN bikeways.

So a big one we've got in the 2026 work plan is the Emerson Street neighborhood bikeway through kind of central downtown area, south downtown.

We have water quality improvements, Sanderson Gulch improvements, stormwater improvements, traffic signals, and so just a wide variety and a wide scale of types of work that these on calls help support.

And I'll just add um we've got a couple hundred million dollars worth of capital projects to deliver on just Dottie's workbook, and that only grows more and more as we consider our other city agency partners, and what's on their work plan, and how we work uh across our agency to deliver major city projects.

So with that, we would request fully request uh respectfully request your approval of both categories of the on-call contract packages.

Again, the professional services category is resolution request 25-1643 through 1687, and the large civil construction resolution 1384 through 1389.

Thank you so much.

We just have councilman excuse me, hides in the queue.

Uh, we'll take 28 minutes.

Oh, uh so the first question I have is about the MWB requirements.

So thank you for mentioning that the uh because we got uh thank you for the um for the spreadsheets uh sent yesterday that show that some of the in progress initiatives are on track for MWBE requirements.

To your point, um, they just have to meet them at the end.

Um that kind of makes it difficult for compliance, however, because I see in the spreadsheet you sent over, some some of the um projects are you know, requirement of 23% participation, and they're at like six percent right now.

So, what happens if a vendor gets towards the end of the project and they're not gonna make their goal?

And there's no way for us to hold them accountable until they're done, and by the time they're done, there's nothing we can do, it seems so help me understand what I'm missing in that circle.

So there's a few accountability mechanisms.

So if we get toward to the end of the project and they haven't met their goal, we request that they submit a good faith effort to us, which is their documentation of what they did to try to meet the goal because often they're mitigating factors.

So this is all a projection at the beginning of the project, right?

We project that we think it's reasonable that they could get 30% participation or something.

But then what they're actually able to do depends a lot on which task orders they're they're issued, right?

What's the scope of the actual work that they're issued rather than the prospective work that we think they might be issued?

Um sometimes there are change orders where they anticipate they're gonna be able to use certain firms for certain scopes and they've reserved like okay, we're gonna use our MWVs for flagging at this point in the project, something like that, and then a scope of work changes, and so then they can't do that.

Um so we take we give them an opportunity to explain those extenuating circumstances and we confirm with the PM whether or not their explanation holds water.

Is that legitimate?

Is that really what happened on this project?

And so that's one thing that happens if they don't meet the goal.

And so once we do that analysis and we determine yes, you did make a good faith effort, or no, we think that actually you could have gotten participation and you just didn't.

Um, then we can sanction them.

So Disbo has sanctioning authority, and so what we would do is hold back from the retainage that they're gonna get paid out if it's a construction project, so um, or if it's professional services, we can it we can project out, we can anticipate like okay, you're getting to the very end here, and there's not room for you to make your goal, right?

And so we can hold back on the final payment.

Um the other mechanism that we can't we have is prequal.

So I sit on the pre-qualification board, which oversees pre-qualification for construction with both DOTI and Den for the airport, and um when firms are trying to get pre-qualified, their path performance with Dispo is a factor.

And so I go to those meetings every week and explain what's gone on on their prior projects and um that can affect whether or not they get prequalified for future projects with the city.

Thanks.

Sure.

If we were to do something like best value contracting, it seems like that would be a good criteria to consider.

Um aren't you glad I'm not gonna ask you about Delgany Bridge?

Um, I think we're glad to answer.

No, no, no.

We have enough to talk about in this committee, uh, but at any rate, um good to see you in a conversation that is not about the bridge, um, that particular bridge.

So um uh I went to a groundbreaking this morning uh for Civic Center um next 100, and um uh I think it is a uh you know it's great that it's a 50 million dollar project that just broke around today this morning.

I'm so glad that we engaged studio gang as our um as our architectural firm and internationally recognized architectural firm to move forward with the design.

I know that that was something that was a competitive bid and it was not unanimously supported by council.

Um so I um uh I recognize yeah, it's fine.

Um that's that's part of the council process.

Um, but I I want to go back to the conversation, you know, the that I asked about uh two weeks ago because I don't see it addressed.

Um, and just for for what it's worth, what I was asking about is um, you know, like the 5280 trail, we did not have the opportunity to weigh in on that, um, and it was uh it was given to an on-call vendor.

Uh it turns out that um uh you know that was funded in the 2021 bond.

Um we did nothing for 18 months, and then out of um urgency, um, out of a uh time urgency, uh we gave the entire contract to an on-call vendor, and so um so that that's the concern that I brought up uh two weeks ago in uh committee, and I I don't want to just be an obstructionist without suggesting an option.

So the suggestion that I had was creating a set of buckets, you have buckets, I'm thinking different buckets.

Um, you know, the operational ones, you know, if it's out as fall sourcing or pothole filling, I don't I don't have a concern with that because that's operational in nature.

Um uh capital projects but repetitive, like the um 10 million dollars of ADA ramps um installed um each year, I don't have a concern with that.

The concern that I have is when we do strategic projects that are uh potentially transformative in nature, and those are given to on-call vendors without the opportunity even for council to say maybe there's a better uh, you know, maybe this is a project better suited for a regular a full RFP, which you actually had outlined in one of the slides is that if there were an RFP and you know, but we skipped several of those boxes in, for example, the 5280 trail.

So I noticed that wasn't mentioned.

I just wanted to give you the opportunity to.

Did you think about it?

Is it a good idea, bad idea?

Um, and I'm sorry that we didn't get the opportunity to chat about that between then and now.

Um so anyway.

I guess I would respond that I completely hear you.

Um I don't know that we have the ability to change the types of buckets when considering on calls for major capital.

So that slide that you're referring to, you're right.

Like the design bid build is kind of those very clearly identified and uh detailed scopes of services that are gonna be in a linear fashion of starting at point A and delivered in five years through the planning design and construction phase.

I think it's just that we are in a position where as was mentioned earlier, we're using a crystal ball to try to forecast needs and work plans over the next three to five years, and we are trying to utilize those most appropriate contracting tools when the scope is very clearly defined, and it does make sense to do that design bid build or a CMGC or another contracting tool, but there's always gonna be those other capital projects that maybe in the hard bid they didn't consider a very specialized scope of work that needs to be done, and we need to then tap an on-call to provide that level of service within the broader project.

And so the on-calls really are that supplementary supplementary tool to fill those gaps and needs in real time that maybe we didn't forecast in the initial on-call scope or the initial project scope.

Um I just know that city council has oversight for anything 500,000 and over and 600 million dollars, is over 500,000.

So I I remain concerned.

I've been, you know, felt frustrated before and still don't really feel like I've gotten a um an alternative.

I'm open to discussing alternatives, I've proposed an alternative.

So it again, it's not as if I'm just trying to say no.

Uh um, so I I still have reservations, um, I would love for Doddy to if um if you disagree with the idea, all right.

Well, well, let's let's think of another idea.

Um I just I'm because of past experience, um, I don't want to give a blank check of 600 million dollars for DOTE to spend as it wishes for the next five years.

I'll just say I wouldn't call it a blank check because the 600 million is then allocated through the annual budget.

So maybe a 600 million capacity, but you're providing us the 10 million here for bridge work, the 10 million there for bike lanes, the 10 million there for pedestrian improvements.

And so I I definitely understand that the 600 million is a lot, and especially in the circumstances and the environment that we're dealing with as a city, but I can't reiterate enough that the on calls themselves do not encumber or spend any of those dollars.

Yeah, the um when we go through the budget process, we do approve the budget.

Um we approve it at the agency level.

We don't get to approve any lower than that.

So we can't say um this particular contract is good or bad.

Um we have even in the past um as a council funded um uh the study for the office of community engagement, and that funding was not spent because rightfully so we're trying to reach down below the agency level.

Um, and we're frustrated with that result nonetheless.

That was three years ago.

Um, and uh, and so I I hear that we have the opportunity um to budget, but it is at the agency level, not um not at a smaller scale.

Thank you.

I don't have any other by the one one addition for the professional services contracts is just 200 million of the 600 million um of that specifically.

I think we had 300 task orders, and I I want to I think close to 80% of them are under 500,000 if that is any consolation for like the scope of what's what we're doing.

Typically the professional services contracts are below that amount of spending.

I'll also say my concern is not the design or the build part, it's the plan that you know, like for the 5280 trail, um, that plan um I want to I want the council to have a um the ability to say this is a transform uh transformational project and we it should have a um a bid uh a public bidding process as a for as opposed to on calls, but filling potholes, we should do that.

We should um we should plow the snow when it snows.

Hopefully, we'll snow at some point, maybe later this week, maybe never.

But um, but that's that's the transformational projects.

Um I I continue to have concern, and because there's no way for us to break those out, uh, from a council perspective, I remain concerned.

Thank you, committee chair.

Thank you so much, Councilmember Al Vegas.

Thank you.

Um I share that concern, especially when we have so many needs across the city, and when we budget, we don't know what we're budgeting for exactly.

You know, I just found out in the news, not from Dottie, that the Mississippi Bridge over the river in my district will no longer be able to have a fire truck go over it.

Um that's very concerning to me.

That wasn't included in the bond.

So when you say we don't have a crystal ball, the crystal ball is saying that bridges are gonna fall that are not funded.

The crystal ball is also saying we have a billion dollars worth of projects to do in the next six years.

So there is information that we have.

Um and that is very scary for me to have bridges in my district where fire trucks can't get over.

Um but I do have some questions.

One is has a business ever been sanctioned for not meeting their rules?

Um not that I'm aware of, but I've only been with the city for a few years.

I love to know if that's ever happened because um I am curious about that.

I don't know if anybody else, Pat Hirk, do you happen to know if a business has ever been sanctioned for not meeting their goals?

Patrick Riley, department of finance, yeah.

Uh, it's been a long time, but there were uh businesses sanctioned back in 2010.

Okay.

I'd love to just learn about that situation so I can have reassurance that if that is happening, that we are doing something about it.

Um, I do want to point out that with the goals, I did have a conversation um with someone from your office, and I think there's a fundamental problem in the calculation.

You're taking certified businesses that have gone through the process of getting certified and comparing them to every single contractor available to do the work, even though those contractors may not even do um government work, even though they may not be qualified to do the type of work that we're trying to do, and so that is making the percentage artificially low.

I also am concerned that the disparity study will be coming out very soon, and we'll be re-looking at the ordinance while we're approving all of this money for next year based on goals that are old based on a disparity study that's over six years old.

So I want to share that concern.

Um let me identify okay.

So another question is we have some projects on the bond that are like a 90 million dollar bridge, um, the eighth avenue bridge.

Would that be able to be done through this on call?

If I the way I read it, the 50 million dollars is a cap per contractor.

Correct.

So a 90 million dollar project would not be able to go through that.

What about if part of it is in the design and then part of it is in construction?

Because I'm assuming the 90 million is supposed to cover the design and the construction.

So would that be separate the on-calls potentially?

If it is if it is designed done design bid build, then yes, the design could fall under uh Jennifer's contracts, the construction wouldn't, assuming it's two million and eighty-nine or eighty-eight million, right?

Um I think that one's too large, and I think that there's we have the capacity to let uh vibrant bond projects go through here, but I I think that there's still discussions about how those are gonna be uh delivered.

Okay, I appreciate that.

Um, and then when we're talking about um the capital stack, I know, for example, in my district, some of the bond projects that are not done yet from the 2017 bond um did come in different ways.

Uh, like the jewel bridge, for example, that was separately procured.

Um, how does that process compare to an on-call processor?

Why wasn't that project put into an on-call project?

So that one was delivered to CMGC, as Alina mentioned earlier.

So that one typically does not those alternative delivery does not typically use the on-calls uh for those.

So it it a lot of the times it has to do with the funding and complexity.

Uh so if it's so the capital stack, the capital stack right matters.

So if there is a tight timeline time frame where we need to design while we're starting construction, uh, then we would do something different than the on-call.

Okay, I appreciate that.

Um, I'll submit a couple more questions, but I'm good for today.

Thank you.

Thank you so much.

Did anyone else have any other additional questions?

I'm so sorry.

Thank you.

Um, and just to form clear, um, the I have two bridges on the Bear Creek Trail that are closed suddenly after an inspection.

It looks like that might have been an on-call inspection that determined that these two bridges had to be closed immediately, and uh, but I've been told that in January design work will start.

So to be clear, these contracts that we're looking at today, would those be used to would one of those be used to engage the design firm?

It's great questions, great questions around bridges.

That's really great questions.

Yes.

Um but we um so the inspection, the inspections that services that you're talking about, Council and Plan, as well as the design are both on the current set of on-call contracts.

But great example of work that we've accomplished quickly and um expeditiously with through these contracts.

So similarly moving forward, there, you know, we we just recently met with you to give you the update on the bridges in your district.

Um, and if there was to be another Bear Creek Bridge that we had, you know, we identified some things that we're keeping an eye on.

So that's how we would identify through the inspection services in these 2026 contracts.

That's how we would um determine that the bridge was no longer safe.

And then yes, we would use the bridge design category to help design or the redesign of the bridge or a new bridge, you know, depending on the circumstances.

You would also cover the actual replacement of the structures.

So then this one could, but the bridge group also has a set of on calls right now as well.

The bridge team has a set of on-calls as well, so they have there's a group or uh the setup bridge on calls that exists today.

But this scope of work today does um it was written to allow bridge construction to go into that.

But as far as what I was also, and our particular, and in this particular place, uh the one on Bear Creek that we're so you know concerned about.

We've got a bunch of tools in our toolbox, and we're looking like we were talking about like Elena was talking about earlier about how there's different different options for construction, and we were trying to find the best the best construction method for to deliver the project the quickest.

So that's what we would do there is look at all of our tools and then see what's best for delivery.

Thank you.

I'm hearing good news on the one at uh Webster, just this side east of Wadsworth.

Uh, but the one at Newland, uh I'm not hearing any particular progress on, but this is a major regional trail.

And the cyclists and the pedestrians who are using it all the way from Red Rocks to the Platte River have a very what I've been told was a very hat is a very hazardous bike lane detour that takes them along Wadsworth Boulevard around a slip ramp uh where we've installed the bollards for their safety.

Uh, but I went to the Bear Valley neighborhood meeting last night.

There were 45 people there, and a major topic was why can't we get this fixed faster?

Uh, because they consider it to be very dangerous.

So I appreciate the additional information.

I would like to hear more and better news on the Newland uh bridge that's farther downstream.

Uh, but the Webster one is particularly crucial because that detour that takes them up along Amherst along that slip ramp off of Wadsworth.

Thank you for the clarification.

I appreciate it.

Thank you, Madam Chair.

Thank you so much.

Um, Councilmember again.

Oh, thank you, Madam Chair.

Um, I really appreciate my colleagues um one holding this up just to get more information, and then the additional questions, um, because I think it's really important, um, because it goes towards our integrity as council people that we championed these bond projects or these community projects, and it would be great to have more communication back and forth.

And I know in the past there would be more like this is who's gonna work on this project, let's introduce you to the GC, let's have this conversation.

Um, what do you, as the council person have envisioned for this?

Um, maybe do a community meeting so folks really understand that this project is moving forward, that it's a priority, and then you're also explaining the funding stack because that is at the crux of everything.

There's been broken trust, and that broken trust is never gonna get built back up unless there's more openness about sharing with us as council members how that funding stack gets made.

I mean, I just found out that a maintenance shed um in or maintenance shop, it was supposed to be in District 11.

Um, it's got like 500,000 from the RISE bond, but the rest is CIP, and I thought the whole thing was supposed to be bond dollars, and so and it's not gonna be a bricks and mortar, um, it's gonna be uh manufactured metal structure, and so I'm trying to figure out how I'm gonna break that to my residents and how I'm gonna share with them that oh, I thought we were voting for this, but it's been changed, and really that's not my job to carry water for all of you.

That's Dottie's responsibility to be out there and talk with the RNOs, and so we just ask um for more communication because I think that that trust has been broken and that there are ways to build it back up, and so really appreciate um this thank you ma'am chair thank you so much um I do have uh a few questions I have a request um respectfully if Dottie could include the presentation materials in each of the legislature items that come before the committee so that people so people who go back and look at the items can see what the presentation was on um if you all can do that in the future um and then I'm curious is there a record of the procurement committee's decisions on which contracts are which contract delivery method for all contracts you mean or I'm sorry the question yeah is there a record of how we decided the contract methodology for each project the decision yeah so yeah I guess your methodology uh um we could I could probably go back to our team and see if we could pull that information together to provide to you all I'm not sure that we have it publicly posted okay and then who sits on the procurement board great question yeah I want to have David Ms join our contract administrative manager I'm Dave Ms Director of Contracts and Procurement for Dotty thank you for all the questions my brain's hurting with keeping up with them I think they're spot on procurement committee is comprised of six to seven voting members led by the city engineer a manager on the procurement and contracts team or city attorney's office and several others that meet every other week to consider best approach best value procurement and the best contract methodology um and that committee can a PM might come in and do a risk profile and say that this project's not applicable for an on call because it's more out here on risk and should the city accept the risk or should we place the risk on the contractor those are examples that I think councilman Hines clearly don't fall in the on call space so I appreciate your question you also noted best value procurement I think it's spot on when we think about the pre-call process we heard back on September 8th we talked about best value and I think that's inherent inherent in all of our processes and Councilman Flynn on your question about the trail that's why FEMA deploys on call contracts we have to be responsive we've got to have a vehicle to be responsive this should be for things that you know about if it's something that I think is really innovative strategic out there I don't know of an on call that we do that doesn't make to me on calls make sense because I can identify what they apply to if it's something that you know you're you're doing something at Red Rocks and you uncover fossils you know it's not we don't have an on call for that it's a specialty your contracting cycle starts off longer.

So maybe it's in my prior communications on September 8th I wasn't that clear the best value procurement is all throughout the process the competitive process starts one on prequal you got to be screened on the contractor side not professional services to the on call conference on call contracts themselves is a pool of vendor who is you heard today about bridges yes there's one for bridges because we want the best knowledge in the competition in Denver for bridges then we do a task order Bear Creek went down boom give me this Thursday we have the best of the best with voice screening for capabilities certifications responsiveness community engagement whatever it might be we can go to bed.

So I thank you for your time today um the procurement committee does take into great consideration the alternate delivery method as you sway from the really well defined scope on call to high end integrated contractor give the keys to a project owner because we don't have the specialty that is not on call so um I don't have the 528 example in my head councilman hines but uh um I'd have to go back and look at how that was procured i i just don't know.

Thank you for your time.

Thank you.

Now can you tell me who's on the board?

That was my original question sorry yeah yeah Jim Potter the city engineer um Travis Bogan director of special projects for Dotty Kara Sequino she is leads our interagency team working with safety parks and rec and any other contract that's related to construction citywide Danny Abbott procurement and contracts manager uh uh john mcgrath the city attorney's office and I'm not a voting member but I'm on the board I said I uh watch it and governed a little bit okay and those meetings are closed meetings or open meetings they're closed meetings every other Wednesday thank you I just thank you thank you all right any other questions reminding thank you correct thank you so much thank you all so much for the time um uh this is an action item so if we could have a motion to move this forward um okay I have a motion for council member gilmore a second from councilman catchment is he on this committee no what the hell of the I gotta I gotta check this guy out uh do we need a roll call vote yes yes okay do you mind thank you council members albitas aye Flynn aye Gilmore aye Heinz no Cashman oh I'm on the committee Lewis aye nice wonderful thank you so much uh we have three items 13 items on consent no one has called them off and with that we are adjourned thank you um uh stay away from all of the gummy and candies um if I because I could eat them every