Join us for the Transportation and Infrastructure Committee starting now.

All right, we're on air, folks.

I think we're going to say good afternoon.

It's good to see everyone.

Welcome to the Transportation Infrastructure Committee.

My name is Chantel Lewis.

I chair this committee and I am in District 8.

We'll start with a round of introductions.

Councilman Flynn, would you like to start?

Thank you.

Chris Hines, Denver's perfect 10.

Rod Vibras Lucky District 7.

Uh Paul Cashman, South Denver District 6.

Daryl Watson, fine, district 9.

I'm Amanda Sandoval, Northwest Denver District 1.

Thank you.

And we might have folks joining us virtually, and once they do, I will acknowledge those council members.

So we do have two action items.

It's the scooter bike share contract with Bio.

And so we you all can give a round of introductions and jump in.

Thank you, Council Chair Lewis.

My name is Elena McWarter.

I am Dottie's legislative affairs manager, and I'll let my team introduce themselves before we dive right in.

Madam Chair Nick Williams, Deputy Manager Dottie.

Hello, uh Justin Begley, Planning Supervisor with Dottie.

Alex Keating, Vice President of Policy and Partnership to the VO.

All right.

This may be the quickest presentation of this committee, and I hope you prefer it that way, but certainly want to dive straight into questions that you may still have.

Before we do, we're just going to provide a quick update on some slides you've already seen.

So reminder, we're actively doing pre-enrollment into the access program as of this morning.

Over 13 and 1,350 individuals are enrolled for a pre-access.

They can get pre-enrolled today at Voride.com backslash Denver, and they can screenshot if their current access program enrollees with Lyme or Bird, they can screenshot their enrollment and use that to get started with their enrollment with VO in their access program.

If on day one you walk out and VO is in the streets and you've not enrolled yet, we have what we're calling instant access, where you can self-certify that you are eligible for our access program and you can start riding free of charge on day one.

We're also in the process of building out an access program coalition group, and we've got a letter of signatories that I'll let Alex discuss.

And then just real quick job hiring.

We are actively hiring and continue to hire the W 2 labor force that's going to support this program.

So right now there are over a hundred individuals already hired, many of them already working out of Vio's warehouse.

They had over 200 interviews also scheduled last week that they are actively making offers on so that they are ready to deploy on day one when this contract is signed.

Also, just a quick reminder in the last presentation, we gave you an entire calendar of the next few months of community events from big events to small events, district uh specific events, citywide events, any opportunity where we can get in front of your constituents and program users to let them know of this pro new program and how to get enrolled and uh start riding.

Last slide is just a quick transition slide that with your approval today that puts us on track for full council approval on April 27th.

The deployment was planned for May 1st, so again, upon signature of this contract, we'll be getting out in the field as quickly as possible.

And then our current operator licenses expire on May 16th.

So we still want to be able to maximize that two-week transition overlap between vendors.

Just one thing.

If we could go back to the instant access one, one thing I want to um really accentuate that I think folks have told us we maybe haven't been explaining as clearly as we could have.

Every single person that walks out and scans, whether it's me, whether it's a previous access writer, I've made the joke, whether it's Elon Musk, will be asked, are you an access writer?

I will say no.

I can't speak for Elon Musk, but even if Elon Musk did say yes, I'm an access writer, he would receive that access.

And that really is so every single person to try to absolutely minimize uh the chance of anyone slipping through the cracks.

So anyone who walks out there will be asked, and if they say yes, they instantly have their access benefits.

We do then expect them over a period of time to follow up with the actual documentation, but it's really our hope and expectation that that will minimize anyone slipping through the cracks on that access program.

Thank you.

Thanks for reiterating.

And so last slide.

What we're going to bring to Denver with this contract is cheaper prices for both for all riders, more ways to ride, a more adaptable and accessible fleet, flexible equity program with the 60 minutes of free ride time every day for access users, and that increased accountability through a WT workforce.

And so with that, we'll request your approval of 26-0326 and answer any remaining questions you may have.

Yeah.

But I did get you I did get you in the cue.

I'm sorry.

We have uh I wanted to welcome Council Pro Tam Remember Campbell, and we have in this order actually Councilman Alvidas, Councilman Hines, and Councilman Flynn.

I'll get you in the queue.

And because we've had this in front of us on multiple occasions, if we could keep it to two questions.

Go ahead, Councilwoman Olivia.

Thank you.

Yes, and we have had this quite a few times already.

I appreciate the slide.

And I believe we've had past conversations.

Now it's like going back to try to remember all the things we've already talked about.

But if you could tell me more, because I thought that this was being addressed about illegally riding on sidewalks.

And if you tell me more about the where people park, how that's changing or how we expect that to improve, that would be helpful.

In terms of the sidewalk riding, as part of the legislation that was passed, the fleet is required to have sidewalk riding detection.

Part of what set VO apart was that they do the GPS technology detection, which is common across, I'll let Alex correct me here.

But they also do what's uh a radar detection.

So they've got two technology detections to help make that sidewalk riding technology that much more accurate.

So the first is that typical spatial awareness using the mapping.

The second is actually detecting changes in uh speeds so it can detect if you're going, you know, 10 miles per hour on a scooter and you're coming up to a stopped object or a pedestrian who's walking slowly, it recognizes that difference in speed and starts communicating to the rider to avoid those objects or those pedestrians.

Um anything you want to add around sidewalk riding technology?

Um, I mean you you've got most of it.

I it's a bit of priority.

The way it's going to be addressed is through multiple engagements with the rider and technology.

I think something that's going to be new is our vehicles talk.

Some of you have probably heard them speak before, but everyone who starts a trip in Denver is going to hear, welcome to VIO.

Please do not ride on sidewalks.

That's the very first thing they're going to hear when they start a trip.

Um after that, the the geofencing of sidewalks and then adding in the extra layers from sensors and LIDAR, which is a slightly different technology than the radar, but in the same family, uh gets layered in to better estimate and actually slow stop immediately report.

And then when someone is riding after that ride, if that has been reported by the sensors and the technology, they see immediately.

Those instances also get uh reported to the city in terms of where that's happening, so that we can all as a group better understand where those patterns of behavior are happening.

Parking.

Parking is gonna be a similar type thing where um with the legislation last year with mandatory parking zones downtown.

Um there will be a combination of physical corrals as well as geo-fenced corrals where people are required to end their trips and their the app won't allow them to end the trip without being in the dedicated parking area.

Right now, that's um required in the central business district and five points, and I'm gonna butcher it.

I think is it called lower downtown or um there's a third, yes, thank you.

Um so we're building out those technologies and testing basically how we incentivize and encourage the parking behaviors and educating people in real time on where to parking, uh, where to park.

But then we're anticipating that we'll spread those lessons learned and those opportunities citywide.

Uh we just know that with the the urban density of ridership downtown is very different than in some of the further out areas, so we don't necessarily want to have a one-size-fits-all approach where people are then feeling like they're stranded in some of our neighborhoods in southwest Denver or in the far southeast or other areas.

Um are there other technologies and things that we want to highlight there with parking?

Um less technology, more input.

I mean, I think it's important to note in in the contract and the scope that's uh minimum of 150 new parking corrals, so something physical that's marked and helps people understand where to park will be installed by VIO.

Um and that's not going to just be in downtown.

I think we're working very closely with Up Dona and Lodona and all of the downtown folks on where additional capacity is needed.

But I was just out at Jefferson Park United neighbors last night, and they have opinions about where they'd like to see them in their district as well.

And I think that's where we're gonna take that kind of approach to to move those across the city as well to where you have a high density of trips ending uh in areas that otherwise are underserved with that kind of uh infrastructure.

So that's certainly the goal.

Um the the app that you use when you end a trip with Vio, it analyzes that end of ride photo in real time and it looks for a corral if it's a mandatory parking area and you can't end your trip if it doesn't see that corral.

And if it's not a mandatory parking area, it just makes sure it's not seeing it blocking a sidewalk.

So it will make sure that it's not blocking a sidewalk.

That's really important.

I think specifically the Baker neighborhood, which I was mentioning earlier, has Atlantis community, which has a lot of people with d disabilities, and Hirschville Tower, which also does, and so that's been a continuous issue there with parking on the sidewalks, and with the current provider, they've also dropped off the actual scooters on the sidewalk.

So will that not be happening?

Yes, of course.

Uh the the you know, all of our in-house staff who are trained to deploy rebalance, battery swap, all of that, they have to take a picture in our technician app when they end a trip, when they uh do a deployment, when they rebalance a vehicle, put it out, and it has to be appropriate.

They can't just put it wherever they want.

Um so they every every hub they're expected to rebalance to has a photo of what the proper deployment looks like, and they have to match that, and they have to take a picture proving they've done so.

So they won't be deployed in a way that's obstructing a sidewalk.

I do think in areas where there's lit, like I said, and where there is some limited infrastructure, but there are lots of trips being generated, that's where we we you know, we hone in on on that end of ride experience, but we also look for available areas to make corrals and just force the part mandatory, make the parking mandatory in that condition.

Thank you.

Thank you, committee chair.

Thank you, Senator.

Um Councillor Hurts.

Thank you.

Um the I'm not sure we ever received reports from uh from our current vendors on this.

Um you're gonna have a fleet of up to 9,000 vehicles.

Um we'd love for them to all to all behave the way we want them to.

Um eventually there will be one or two or more who don't.

Um it will be willing to remove riders from uh from Denver who are repeated vendors.

Is that a fair statement?

Yes.

Um the other thing um just uh just to uh verify uh as uh as Ms.

McWater had said, um the legislation actually calls for um six months after the contract takes effect for there to be mandatory corrals in the statistical neighborhood of lower downtown excuse me in mandatory corrals six months after that in central business district, commonly known as upper downtown.

Are you prepared for that?

Are you ready to have mandatory corrals in those statistical neighborhoods in that time frame?

Yes.

Uh I mean, obviously the what would have to happen is a joint effort to locate the corral locations, permit them, implement them.

Uh we came into this having read the legislation and understood the requirements and have baked that into our financial plan for operating this market and into the process for our partner, our local partnerships team to be helping work with Dotty to drive engagement for exactly not just which intersection, which corner, right?

Everything has to be appropriate, but we do uh plan to have those expanded on the timeline.

We have so many more than 30 million trips a quarter, uh, either start and or end in uh in our center city, and um I would say uh upper downtown and lower downtown are very excited uh to have you on board.

Thank you.

Thank you, committee chair.

Thank you.

Councilman Flint?

Thank you, Madam Chair.

Um Councilman Heinz touched on what I was when I was gonna ask just one question.

About 9,000 because I was looking for the contract and I couldn't pull it up on the iPad.

But how many devices and how are they apportioned among the types?

Uh of the 9,000, I think the fleet mix.

Yeah, uh I don't like doing math on the spot because I'm bad at it, but the the commitment here is uh it's 9,000 is the fleet cap, and 70% of that will be our seated vehicles made up of the Cosmo seated scooter and the Apollo by e-bike.

Uh and then only 30% will be the Astro standing scooter at launch.

Uh and we we intend to keep that fleet mix uh at the heart of it.

That's what we operate across the country with.

It's typically 70 or 80 percent seated.

They they draw more rides, they increase the rider base.

Is it dynamic?

And in other words, over the course of three years, the mix could change based on our input, based on customer experience or what I the way the contract is written.

I think that any change, any significant change to the fleet mix would require Dottie's approval, but the goal is to tailor it to what is popular, what is safe, what is utilized.

So bottom line what I'm trying to put on is from May 1st until the 16th.

We're gonna have the right the right word I want to use, I can't, but we're gonna have a bunch of mobility devices on the streets.

Are we asking the at that point three vendors to um mitigate routing or over supply in one area versus another?

Because nine are they gonna do nine thousand on May 1st?

Now that's a lot of stuff on the sidewalks.

Councilman, we are actively working with both Lyme and Byrd on their proposed drawdown scale-down plans or which are effectively the transition plans, um, and they are actively cooperating with us on what that begins to look like in May as their devices um over the course of those first two weeks uh of the month begin to not be redeployed, they begin to be collected, and VO begins to deploy more of its vehicles.

And we've looked at these numbers, and we feel like there won't be an unreasonable number of devices out on the street at any one time.

We have the infrastructure to support it.

Review will scroll up and the other two will scroll down over that two-week period.

That's correct.

Thank you.

That's all right.

Thank you.

And so uh President Sandoval.

Thank you.

Thank you, Madam Chair.

Um, thank you all for coming back.

So last two weeks ago, so good class two weeks ago.

I asked where in the contract provision is the need for only W 2 workforce.

Can you read that provision and tell me whereina's saying?

Um I don't have it pulled up right now, but I could read it, yes.

Um, right?

Yeah.

Okay.

Yeah, we uh sent out an email that described essentially that um you got it, right?

The public didn't get it.

Yes, yes.

Council members got it.

Everything should be public.

So following up on what I asked publicly.

Um so within section 3.1 of the program structure, um, it discusses in bullet point two.

All on street personnel shall clearly identify themselves as a licensee representative and work company branded attire while engaged in operations related to the program, including but not limited to deployment, rebalancing, maintenance, and customer service.

Branding shall be professional, legible, and consistent across all field staff.

And so to your point, it doesn't specifically say that 100% is gonna be W 2 for the entire three-year term.

But the distinction is that right now with 109 1099 workers who are doing the field work, we cannot require them to wear branded uniforms.

We can't require them to drive branded vehicles.

We can't dictate what their hours and their location of operations are.

And through this model and through VSW-2 model, that's what they're proposing to do, and their staff will be branded in uniforms and in branded vehicles.

Okay, that's a bit of a stretch.

I have to say that's a 1099 workers.

You can require in your 1099 that you can do something like that if you have a contract with them.

Yes, they receive the 1099.

1099 in W2, just so we're clear, it's all taxes.

How you file your taxes.

So I do have friends who are 1099 workers, and according to their contract that gives them the 1099, you can require certain things.

So I I'm a little confused by that because 1099 workers, just so we're clear, and W2 workers, their taxes, it's how you file your taxes.

It just means you're an independent contractor.

And so when you're an independent contractor, you can actually kind of require those things because you're not just a 1099, you usually do a scope of work and you usually have a contract for your goods.

So just wondering how can that be changed by committee and say that it's going to be a W-2 worker?

I guess I would add in uh on there without going into actually changing the contract.

I think what we're saying is is is yeah, and you hit it.

It is the difference between um a W-2 worker and a contracting worker, an independent contracting.

And of course, an independent contractor, there is a limit on the type of control that the contractor can exhibit over them.

So why can't we ask why can't we have it in a contract for a W2?

We and so I guess what we're saying is those requirements all together equals a W2 employee.

Maybe some of the individual elements of it like branding on that, but when you combine branding with schedule with with all of those things to say and if we're trying to get to the same extent, with all due respect, why can't you add it to the contract?

We want the contractor to also have or a reo to have some flexibility flexibility.

Exactly.

So it's not accurate in what you were saying that they will all be W 2 workers is my point.

Because if you want flexibility, say you want flexibility.

There's nothing wrong with being clear.

But if you say that it's only W 2 workers, put W 2 workers in there.

So because that's what you had said throughout this whole entire presentation.

So that's what I'm saying.

Just say be clear.

Say yes, we're gonna have majority W 2, and at the same time, we want flexibility for independent contracting, because that's what I'm hearing.

Right?

Yes.

Yeah.

So it's not so it's uh it's not accurate saying that all workers will be W 2.

Probably the majority might be if I'm understanding correctly, you want flexibility in this contract to be able to do other type of independent contracting if needed, if and when needed.

So yeah, I can I can try to clarify a couple things, and I appreciate your you're bringing up the the distinctions between 1099 and W2.

Um there are some there is some interpretation in the mix, but I can tell you how Vio interprets the law, which I would incl uh apply to C DLE info number 10, which is local to Denver, which is you uh I our our approach to operations we cannot require a 1099 contractor to wear a uniform.

Um we don't see that as an acceptable off answer.

That implies some form of control over there of how they do their job, which is not meant for 1099.

But that I just want to be clear about how VO views that um and the fact that we are already hired the 135 of the 150 to 60 W 2 labor that will run this market.

We're not asking around flexibility on our core operations.

We do think there's a lot of room for when the DNC is in town, hopefully, or when uh at a game, if we have folks that are out flyering, if we're hiring if we're hiring folks to go out and do more outreach work, more sort of ad hoc consulting work like that, that that that wouldn't those wouldn't be W 2 in that case.

Um so I think it's just being careful with language to not catch all forms of labor that will affect this this program, but our operations, battery swapping, rebalance, and all that, that is W 2, and we don't view ourselves as having the ability to make 1089 to wear wear uh uniform.

Okay, that's a really important distinction for the public because when you're out flyering, people still think you're working for VO, right?

And you would still want their identification, like with my staff go flyering for me, they wear identification that they're if the council office.

So what I hear you saying, just so I'm clear, is you want flexibility.

I think that in the future, if Dottie, if we want that, you just have to be clear.

We're gonna have W 2 workers and we want flexibility because you were insisting it was W-2 workers, and it doesn't say that in the contract.

So it just doesn't feel clear to us.

Understood.

Thank you for that.

Um so what happens if the contract if this doesn't work out could you clarify on on we had two contractors last time and then pulled out.

So what happened?

We're going, let me say this in a different way.

Uh feels like it was flat 500 years ago, but I think it was yesterday.

Postpone our general contract for um cleaning.

We're literally going for in general services from a couple vendors for cleaning all of our city facilities to way more.

So we're like doing the exact opposite of what you are doing when it comes to general services.

We're going here, we're having a couple vendors and we were going single source, which I can't figure out with this administration which the priority is, because they're all over the place.

I think which is hard for city council to navigate.

Um what happens if vehicles bankrupt?

Like that what what happens?

We um we run through an emergency procurement to bring on one or more additional vendors to come and take their place on the market.

And what we please.

There's also language in the contract about service continuity, and if they fail to meet their service level agreement, we can bring in a second operator.

What we did with um the transition from lift to bird was simply assigned that entire contract was just simply assigned to bird, and that's why that was such a smooth transition on there.

Now lift it go bankrupt on there, but but still assuming there is some overlap, we really felt like that was a good demonstration of the ability to demonstrate uh minimize any sort of disruption.

And remind me where that you need a contract the with license reassignment, license reassignment.

I'm not sure exactly where it is in the contract.

We can certainly send that specific clause on that, and that's just a general kind of ability we have.

Thank you so much.

Councilman Cashman, you're at the thank you.

Um thank you, committee chair.

Um the 150 corrals, is that the number?

Um, they gonna be in all corners of the city from out by the airport to out towards Littleton and Cal Sman Woods.

Um so I think the short answer is yes.

I think that there's a planning process that will be undertaken uh once this is approved and moving forward.

Uh we know about the requirements in in upper and lower downtown, and so I think that has an obvious step and timeline, the rest of the city actively engaging with all of the the bids, the CBOs, everyone, to source their input on where they'd like to see them, and that will be part of the plan.

Yes.

How many corrals do you figure downtown?

That that still has to be determined.

Yeah, I don't think we're you're gonna have more uh a reasonable number of corrals in in the outlying district that um I mean in downtown, I'm guessing you'll have corrals so someone can take their scooter, park it, and walk a block or so to their job.

In my district, I don't think that that will happen.

Um and it may, but I I doing the math, I can't see how it would.

Um so my question is uh is there something in the contract about how quickly uh scooters need to be picked up.

Uh yes.

Um so I'm happy to defer to Dottie on that, but service level.

Um I'm sorry, I was looking for another thing because you repeat the question.

Apologies.

Um rides uh a VO scooter and parks their their scooter.

Um it's not in a corral, it's somewhere in a neighborhood.

How quickly does that need to be picked up by VO?

Um we have been working under a two-hour after time of reporting.

So if it gets reported in our 311 systems, um I'm speaking to current day operations, which is going to be further integrated in the future operations.

They have a two hour to remedy that situation, and they have to for all devices in the right-of-way within every seven days do a maintenance check on all of them.

So nothing should be out there more than seven days without having been laid eyes on it.

Seven days.

So I might jump in.

So I want to be clear.

Uh so for any reported issue, a misparked vehicle, a vehicle that's causing some kind of an issue, that's that two-hour service level agreement that the vehicle be out there to remove that vehicle and deal with it within two hours.

That's for a vehicle that's causing an issue.

It's misparked, blocking a sidewalk, it's fallen down.

Anything, any number of things that happened by a passerby pushes it or something like that.

Um if a vehicle makes its way to someone's house uh and they park that vehicle responsibly and they walk into their house and they go to sleep, they should rest assured it'll probably be there in the morning if they want to wake up and take it back to the bus, back to work wherever they're going.

So we don't immediately go and remove a vehicle that has simply been appropriately parked in a neighborhood somewhere.

Those are people rely on those to get around.

Um we have we look at we always are constantly monitoring anything that's a two-day idle or a three-day idle, and they have varying levels of alert for us, because plainly put, if a vehicle is not being ridden, we're not making any money.

So our incentive is to take that vehicle back to a hub, back to a place where it's gonna generate a trip without disrupting the ability of the individual who rode it to have another ride.

So it's a balance.

Are you telling me you're geofencing the entire city?

I'm telling certainly the entire city is a geofense, and we track the utilization of vehicles across the city.

Well uh in the uh my district uh starts at Downing Street, which is close to Central uh Denver, but goes all the way out uh past Quebec Street uh adjacent to Aurora and unincorporated Rappahoe County.

So um if if a bike is just uh scooter is just parked um uh and it's just sitting there uh blocking a sidewalk.

You don't know that through geofencing.

It would need to be reported to 311, is that correct?

We we would take our first cue from the end of ride photo if the end of ride photo has to allow it to end, which means it needs to see it not blocking a sidewalk.

If for some reason the individual leaves it there and there, you know, walks away and doesn't take an appropriate end-of-ride photo, that does immediately alert our staff to go deal with the situation.

So that isn't that is a real-time alert if someone ends the trip out of compliance, walks away.

Um otherwise, correct.

We are we're not we are not privy to uh the trip being ended appropriately parked.

It doesn't cause an alert.

What happens is the minute it's parked, it's on the clock for its its utilization.

How long has it been idle?

And so we're tracking idle vehicles across the city.

Uh I would just say we'll see.

These are the same assurances we got last time from from our previous vendors that everything was going to be cool.

No, nobody's gonna get blocked.

We we understand we care deeply about your safety, and that wasn't the way it rolled out.

So hopefully we'll have better experience this uh moves forward.

Thank you, uh committee chair.

Thank you so much, Casheran.

Councilman Whatton, you're in uh thank you, committee chair.

Um first of all, thanks y'all for coming back answering uh the questions that I had uh previously.

Uh would love you to elevate uh five points, the art district.

What are the differences as far as corrals for the uh use within uh district nine?

The difference between in the mandatory parking zones versus the rest of the city or district.

Lay down system, all of it.

Is the question Yes?

So for corral.

We we have a specific call out within the law that treats five points in the art district differently.

Can you elevate what that difference is and how VO is meeting the very specific requirements in the law that we put forward because of the amount of use that those communities have?

Yeah.

So this is the mandatory parking zones that we were talking about where riders will not be able to end their trip on the app without being parked in a designated parking zone or a parking corral.

It can be either a physical corral space that they have to connect into, or it can be a geofenced space.

But the goal being that um it helps keep the public realm tidy and organized, it prevents the blockage of ADA access, the blockage of intersection curb ramps, um, and really just that um scattered look that we've heard a lot of constituent and council complaints about.

And so this is how we are looking at trip-ins for ridership to determine where are people ending their trip and how can we create the physical infrastructure or the geofenced infrastructure as well as the in-app coaching to encourage ridership to end in those spaces.

Um helps protect all of the pedestrians and the different types of people who are moving along our sidewalks and our public spaces.

Um, and then really we're looking at the data internally to understand how we scale this up and um expand it to other areas of the city.

And to clarify, yeah, go ahead.

I was gonna say to clarify, if I decide as like the heck with that, I'm not going to do that, and I just park it where I want, my credit card keeps tolling, correct?

It does not allow me to end the ride, so that becomes a very expensive parking decision at that point.

And that's what proven uh to be a very good incentive to make sure folks are complying with that with their behavior.

Right.

And I asked that question because folks in um my points are asking because we are the number I think believe three spot, um, and we specifically called it out.

So wanted you to elevate that so folks.

Um the other question is on uh the uh um uh adaptive use or for riders that need additional support.

You have um uh trikes and different types can of vehicles.

Can you speak to how someone who may need additional support?

How do they get a hold of those vehicles?

You're not dumping trikes in um district three or district four.

I mean, talk through what that process looks like.

Thank you.

That's a great question.

So uh first and foremost, the the trike, which is sort of making its debut in Denver, um, be the first fully deployed self-balancing trike vehicle, and that does mean deployed, as in it's it's it's available to find and use as needed.

Now we understand that that we think is a huge step forward in terms of accessibility for the program because someone with a mobility impairment who may not be able to balance but can transfer to the vehicle, can utilize the vehicle, can do so.

That's not a complete you know that doesn't uh address every uh need on the accessibility side.

So we also have the wheelchair attachment devices, which are available for delivery.

And so in that one, you do need to uh you know reserve in advance.

It's entirely free as a service.

Um and it goes through Hello at VO ride or it goes through our our standard customer service.

It's also something that we would love to be partnering with all of your council offices to have the materials available there.

Uh it's also part of all of our outreach material.

When we do outreach, it always includes the accessible program, the access pricing program, and how to report issues.

So those are always fully, you know, fully distributed.

Uh and one of our accessible vehicles is fully deployed, the other is by reservation.

And last question.

The highly unsafe practice of the joint rider on the stand-up vehicles.

What is the what are you doing to make sure you reduce um that um process that we see everywhere on throughout the city on a daily basis?

Uh another great question.

So uh, you know, education and enforcement are are huge.

Uh what we've done though is we understand that a lot of people are seeking the ability to ride together.

Um, and to help that be safely accommodated, we've already deployed across the country our Apollo uh e-bike, which is designed to safely seat too.

So I mean the suspension, the breaking, all that is meant to accommodate uh to so people can do the right thing safely and not be on a single standing scooter, which is not safe and not allowed uh and would be subject you know to being offboarded from our system as well.

All right, thank you.

Um I had two questions.

One of them was already answered, so I really appreciate it.

So I'm gonna yield my uh additional question to Councilwoman LB dress.

Go ahead.

Oh, thank you.

But uh my question is around um the scoring.

Will that ever be released?

What is the process on that?

I just know, like back in my previous life when I was in construction, we were able to see the bidness of competitors after the decision was made.

So once the final contract is um is finalized at that point, and that's what we consider the end of the procurement on there, the overall scoring ranking will be provided.

What we don't provide is individual scores, so what I scored, what other people on the committee scored, but the overall ranking and scores that will be provided as a part of uh public records.

Okay, thank you.

Thank you, thank you.

And one question and this is in response to council president's uh question earlier.

So Dottie, you all said that you had in the contract a mechanism that you could use to bring in another vendor should VO either fail or prove to be unable to provide ridership needs.

Uh that provision that provision is at 6E as I understand it.

Would someone be able to read me that provision?

Um I can read that part.

It's actually 16, section 16C.

Um, and 16A is the assignment uh versus 16 C is the bringing in a a second vendor.

Um I'll read this the C language first, but I can certainly read A as well.

So um the C language is the mechanism in order to bring in an uh another venue in the event that the yells uh successful.

Is that what you're about to read?

Yeah.

Uh and I was 16E.

That's what I said.

E, yes.

Okay.

Sorry, that's like clarify.

But 16A is the other provision.

Um, so yeah, 16E, service con continuity.

If the licensee fails to meet the requirements of the service level agreements or other material obligations under this license, as determined by the city in its sole discretion, the city reserves the right to enter into a license agreement with an additional operator to operate shared micromobility services within the city.

Thank you.

And there's um a second piece of that.

Do you want me to read the bullets?

Yeah.

Uh yeah.

Prior to exercising this right, the city shall provide written notice to the licensees specifying the deficiencies and allowing a cure period of 30 days unless the city determines that immediate action is necessary to protect public safety or maintain essential service levels.

Thank you so much.

I really appreciate it.

Those are my only questions.

I don't have any less in the queue unless anyone has anything lingering.

Great.

I'd like to move this to the full box.

Thank you.

I appreciate that.

Do we have a second?

Councilman Flynn?

Great.

Do you all need a roll call vote?

Thank you.

Really appreciate it.

Thank you, committee.

Let us know if you have questions.

Thanks.

And I'm hanging out here.

Outreach.

All right.

I want to know why you're going to be able to do that.

I'm originally from New York.

I think my planet.

My cousin makes it.

So high out too.

All right.

As we shift, Dottie is going to be presenting on vertical facility on call contract amendments.

Whenever you all already set the table, introduce yourselves and let's get rocking and rolling.

If you don't mind, I've got a team stuck in the transition that I'll understand.

Get in here.

I don't even know if we're going to go.

Go on in.

Yes.

Okay.

Come make yourself healthy.

Slides.

All right.

I'll get us started again.

Oh, yeah, exactly.

I'm Elena McWarter, legislative affairs at Dotty.

Gabrielle Schuler, Senior Architect with Dotty Interagency.

Kara Sequino, director in Dotty on the Interagency Division.

Thank you for having us.

Thanks, Gabrielle.

So you will probably recall we were back at committee in November of 2025 presenting an on-call package then as well.

So some of the foundational information about why and how Dotty utilizes on calls is going to be similar.

But what is different today is kind of two things, two primary things.

One, what we presented in the fall was for horizontal construction.

So our transportation projects, street projects, bridges, things of that nature.

Today we're talking about our vertical facilities.

So these are our libraries, our fire stations, our maintenance facilities, our all of the above.

Anything that's growing up that we need to house staff to deliver public services in, we're delivering those as well.

So we have today a package of vertical vertical facilities and two categories professional services and then construction services, which is the same how we divete them out in the fall.

The second big difference is that in the fall we brought you new uh on call contracts that were reprocured.

This is an amendment to our existing on-call contract package.

So these were originally approved for three years, and we're requesting amendments to add an additional two years to each contractor and then varying amounts to each contract representing kind of the capacity of work they have and the work they've completed over the first three years.

I'll just flag that in the appendix slides, we have some tables for you that lay out each resolution number, the firm that is associated with it in the on-call, their spin down for the first three years, and then what their amended amount for this uh amendment package for your consideration.

So with that, I'll turn it over to Cara to run us through the slides and then we can dive into questions.

Thank you.

Thank you for having me.

Um as Elena mentioned, this is just an overview of really what we're um requesting today.

Again, these are amendments to existing previously approved contracts.

Um, and we've put them into a similar format.

Um, there are professional and construction, so I will try my best to just highlight when we're talking professional services ones and when we're talking construction ones, and please um ask any questions as we go through.

Um so uh the on-call contracts uh that we utilize in the interagency division are for the entire city.

They are not primarily Dottie's projects.

Um we do say that we support Dottie Capital projects, but we say Dottie as in uh because the projects get implemented through Dottie, we call them Dottie's capital projects, but um as Elena mentioned, these are not the transportation bridge type of projects, these are actually projects for other agencies.

Um we are holding the contracts uh implementing the work for them, and then we hand back the library or the rec center or the theater or whatever the project may be.

Um so uh the purpose of these is to be utilized by the entire uh citywide efforts and and all uh citywide initiatives and goals.

Um we do uh enjoy um establishing this pool of pre-qualified um designers and contractors that uh support all of these initiatives.

Um we are trying our best to be good partners uh with all of these uh uh vendors, I'll say, as a collective design and construction in one in one term there to uh not ask them every single project.

Some of our projects are very small, they range in size from you know a ten thousand dollar project to a couple million dollar project.

Um these are these are in quantity, our division has about 150 active projects throughout the city and all all of your districts, and asking our partners, you know, to propose, put put together a team, a unique team, a unique um marketing effort on every single project is uh not being a great partner.

So we try to use these to help the industry be more streamlined and be good partners to the industry to support that.

We also, as you know, our funding is usually based on an annual process for most of our at least our capital funding is.

Um and purpose of these contracts.

Again, that they were formally publicly advertised and procured, also approved through uh council in 2023.

They were for three years.

This is the amendment uh requesting to add an additional two years, and some varying levels of funding to accommodate and support our future workloads for the next two years, as we anticipate from each city agency and all of the funding profiles.

Um we have three categories under the professional services contracts, um, architectural design, structural engineering, and geotechnical services.

Architectural design is typically what you think of when you think of a design team, it's multidisciplinary in most cases.

Architect, structural, civil, electrical, mechanical, um, you name it.

It's a full team, multiple opportunities, multiple firms.

Um, that is the typical uh what we see on there.

Structural engineering is much smaller efforts.

Usually we may find a crack in the wall and get a phone call from the user agency and say, hey, is this a concern?

What is is this just the drywall cracking?

Is this something that we need to evaluate and dig into further?

So we use those contracts to do quick, small structural analyses just to make sure everything's quite literally, you know, functioning and standing the way that it should.

Geotechnical services are highly specialized, again, smaller effort.

Um, anytime we're digging in the ground, basically, uh, we test the soils, not from an environmental standpoint.

That's not what this geotech is.

It's the stability of the soils.

And also they do material testing.

The building code requires certain materials like structural steel, foundation work, um, interior framing, things that will get covered up later, they require certain inspections periodically through construction to make sure that at the end of the project, when everything's covered up, they don't know that that everything's compliant.

So we have these firms that come and kind of monitor throughout construction.

So it's it's very highly specialized, but it is a small scope of work as a dollar value.

Those are all the professional categories that we have.

Um we do also have two different categories for our construction on calls.

We have an SBE set that is its own small business general contractors that has their own group of um contracts set, and then we also have our large general construction, which are quite literally larger firms.

Um every one of these categories that I mentioned does have a unique um MWBE or SBE goal assigned by Dispo that is specific to the market that that those firms are in and the services that they provide.

Um, and again, as I mentioned, various sizes, um, expertise.

Uh, these are these are meant to be general.

Um, the city has several hundred buildings and all of the portfolios that you know, a rec center.

I'm an architect myself, and architects may spend their whole career being a school architect or a library architect, right?

And they have this real specialty.

There are also architects that are more generalists, right?

And we have the generalist portfolio of we have it all, we don't have schools, but we have you know all of the other agencies, and so we are looking for generalized services where they can build really big robust teams to hit on all the specifics that we need.

And so we can hit a ton of firms by having the multitude of these categories that allow us to really tackle a pool project, a roof project, an electrical project, an EV charger, um, a rec center improvement, a restroom, ADA upgrades, anything you name it, like they can assemble a team based on these these contract sets.

So they've been a wonderful tool for us for many of those reasons.

Typical scope that we see on these contracts is largely deferred maintenance items within all the city's buildings.

Codes change every three years.

Code compliance is uh we are just you know chasing our tail.

We've been in this building, and three years later, you know, we are back in that building doing something different.

Um energy updates, we do interior renovations when an agency says at a rec center, for example, they want to re-reconfigure the front desk, or they want to upgrade the bathrooms, or they need to renovate the locker rooms.

Um, all of all of those sort of we call them TI tenant improvement projects, just little small spaces.

It's not the whole building, it's just a concentrated area of a building that has a specific need.

Um there's a list of projects.

Um, like I mentioned, we have 150 projects uh going right now through our division.

Not all of them come on our on calls, um, but but of those projects, some of which are listed here roof projects, chargers, um, boiler replacements, fire alarm upgrades, um, switch gear replacements, septic system, code upgrades, restrooms upgrades, you name it, all of that.

Um, division's vertical portfolio uh design and construction that we perform for the rest of the city, only about 30% of that work does come through our on calls.

Um the large majority of our work actually does get publicly advertised, does come through council for approval for design and construction, um, and are the more specialized, high profile, um, very engaging and interesting projects that are you know by name.

Um, these are these ones on these contracts are typically more deferred maintenance and interior TI.

Um we have the most diverse portfolio, I will say, of many in the city because again, we're sort of like a funnel that takes everybody else's funding types and needs and scope, and we implement the project and then deliver that project back to them.

Um we do that for all the agencies, all the funding types capital bond, fit money, um, enterprise funding, we get grant funding.

I mean, all the different types of funding are are coming through these contracts.

Um, we don't actually hold any funding.

These contracts are just capacity-based until the moment we have a real project that we put out, which we call a task order or a work order.

So, under the the master on calls, which is what we're here for today, um, is adding capacity but not adding funding.

Um, we get the funds from whatever agency calls us today and says, Hey, would you please renovate my library?

We say, Great, hand over the money, and we'd be happy to do that for you.

So we don't have the money.

We don't, I don't hold any money.

I just take the money when the project has been approved, um, either through the council, the annual budget process, um, or a grant has been awarded to another agency.

We are a very neutral body again, even though we live in DOTI, we're very neutral.

We don't provide DOTI funding.

It's we're in DOTI, but not DOTI projects.

So we get the money from the agencies and and then encumber that specific for that project only.

So here's a snapshot of the vertical professional services categories, as I mentioned, architectural structural geotech.

These are the number of firms that we have available in the master set.

Um I can take you through the top line just for example.

Um, originally the architectural category had 15 firms.

Each firm had a maximum capacity of five million dollars, um, which gave us back in 2023 a total capacity under the architectural set at 75 million.

Um, to date, we are um almost approaching three years, so we're two very close to three years into that set.

Um, we have used about a third of that capacity.

Um they have a 14% MWBE goal, again, multidisciplinary um project scopes usually, um, and then expiration is in July.

So that is what we're here for.

Um, and of all of these professional services categories that we have, um, there's uh 20, 23, 20, I'm not good enough.

23 total firms that we hold contracts with, um, which actually, because of the teams that they build under their on-call, provides 277 unique firms opportunity under this contracting set, of which 128 of those firms are certified MWBE or SBE firms with Disbo and with the city and county of Denver, which is amazing.

Um, again, we're talking the professional services here.

So, what we would like to request is to extend these contracts, adding two years time for each one of these contracts, and then there are of the three categories, we have a unique approach for each category.

Um, for the architectural, we would like to restore their capacity back to the five million.

So if Gabrielle is an architect and her capacity is at 3 million, we'd like to restore her back to 5 million, so she would get $2 million added as part of this amendment.

I'm an architect, a different firm.

I have four, I've I've used um one million, I'm at 4 million currently.

I get restored, I get 1 million back to five.

So we're all back to 5 million.

And the reason that we feel that restoration, instead of just giving us all the same amount of money, is that we don't want to artificially inflate the amount of capacity that we need out there in the total grouping.

Capacity is not a guarantee of work, it's not a funding amount.

So for the architectural, we'd like to restore everyone at different levels, but just back up to the five million.

The Geotech on calls, because like I said, they're highly specialized, they're very small dollar amount projects when we utilize them.

Um we utilize them on all different uh projects, but we would like to give each of those firms 500,000 as a blanket.

So those would all look the same when they get to you.

You would see an ad of 500k.

Um and then the structural services, again, also very specialized, very small.

We have a total capacity of 1.5 million, and we have not utilized enough to feel the need to increase that capacity.

So you will see no dollar amount added to the structural engineering on calls, but an addition of two years' time.

So we we feel like, even though it's complicated, sorry, uh that these kind of differing approaches to each of the categories is the most responsible, fiscally responsible and thoughtful approach based on the work that we anticipate over the next two years that these contracts would be in place for.

Um the construction, changing changing years to construction here.

We've got the two sets, the SBE and the large.

Um again, we are um through the capacity here, we would like to um add capacity to both of these uh firms and time.

Um as you can see, the 30% SB goal on the SBE contracts, the 21% on the large vertical contracts, they both expire also in July.

So all of our contracts are um at the same moment.

So for the SBEs, we'd like to add a standard three million to each one of those four contracts, and then the large uh we'd like to restore, similar to how we explained the architectural ones.

Um and also CIO is recommending some tweaks to our contract language.

Um so we're gonna kind of update all of those things all at the same time in the in the one-foul swoop with the amendments to these existing contracts.

Um there's an example at the bottom.

I'll skip that in case you guys have specific questions.

Happy to come back to it about it's maybe mostly math.

How we restore capacity.

Oh, that's the end.

Okay.

Questions, please.

Thank you.

Um we have a few members in the queue.

Starting with Councilman Hines, followed by Councilwoman Alvidres.

Thank you, committee chair.

Um, I uh I want to thank you for um giving this to presentation.

Um the uh as Ms.

McWarter said, we did have a conversation about this last November and um with a different set of on-call contracts uh with Dottie.

And I I think um in my conversation that I had about uh the contracts at the time were um I I know that Dottie undertakes a lot of um maintenance contracts, you know, operational kinds of things.

Um as you said, sometimes you want to uh you want to do a um coolant replacement might as well do it in the winter when you're not trying to actually uh cool the building.

Uh so you know some of that makes uh makes a lot of sense.

Um we don't know how many times it'll snow or this year if it will snow at all.

Um and so you know, but when it does snow, we should have funds in the banana stand for uh for snow plowing.

And uh so operational, I I'm on board with DOTE on-call contracts.

Part of my um kind of rub or or concern is when we do some strategic changes and we um you know we want to come up with a new vision for uh you know uh a thing or a whole bunch of things.

And um and I'm uh I have uh some concern about sending those to on-call contracts because either way um by approving these contracts, Denver City Council has authority to say yes or no to any contract over 500,000, except in this case, we're saying, you know what, actually, never mind.

Um you can do what what you want with the so we're we're giving you the authority to um just move forward.

So um I the the thought that I have is um is you know about uh strategy versus operations.

So um when I look at um and when I looked at the contra uh the contracts when they were initially you know proposed for for committee, I did not have the extra information that you um brought to committee.

So thank you for the additional contact uh context.

When I look at slide five, which says on call project examples, I see them all as operational in nature.

Um, you know, uh sewer repair, roof project, uh we're not reinventing how uh water drainage works.

We're doing something that you know the the sewage uh we want to make sure that our uh drainage works and um and we're not coming up with new aqueducts or wonders of the world.

So like that to me, operational makes sense.

So um, you know, roof project, septic system replacement, code upgrades, uh restroom upgrades.

So or is this a um a representative list?

Are there projects that are perhaps strategic in nature that are in these on call?

Yeah, that's a great question.

Um I would say that largely this is extremely representative.

Um with the portfolio of buildings that the city has, uh, I wish it wasn't the case, but we are seeing end of life building systems more than we can afford to budget for, right?

So it there is no shortage of building systems, electrical fire alarm uh structural even um that need continual love and TLC.

Um so that is the bulk of this.

Um I will give you an example of a strategic project uh that we did use under our uncalls um for a house 1000, that effort was put under our uncalls, and that effort uh was had very unique schedule constraints, and these are um typically the durations of procurement uh are faster.

So that was a decision that we made to say, okay, we can do these because we have to you know get these up and running by the end of the year.

That I would say is a strategic project.

Um we don't typically have many strategic projects that aren't things you guys would already be up, like Loreto and Red Rocks and uh the Betcher and you know um uh Swansea Rec Center and Carla Madison.

I've been here a long time, sorry, my brain went to Carla Madison.

Um, you know, those are the ones that we don't put on here.

We may use the geotech services, right?

Um, because again, the geotech services may be $20,000 for let's say Loreto, for example.

Um don't quote me on that number on that project, but they're very small dollar amounts, and so we use those even on strategic projects because that the information that we gain from a geotechnical analysis prepares us for informs us for what we do for the rest of the then it's like okay, let's publicly advertise the design, or let's you know do that with the construction right, and and quite frankly, the dollar values of those projects um they don't fit on here, and we wouldn't know everyone wants to propose on civic center park, right?

The the net nationwide architects want a shot at that at Red Rocks, right?

So um that kind of effort is always procured publicly from from our projects.

I I think I think that maybe answers your question, but yeah, uh and to the house 1000 event, I I I mean I think the strategic, in my opinion, the strategic decision was let's buy this hotel.

Um, and I think what you're what you're saying is that your projects that went to on call was we bought this hotel, we've got to make it um worthy for um for the decision we already made.

So you didn't put a 48 million dollar hotel purchase into an on-call project.

Correct.

And um, just furthermore, um we are like this neutral division.

Um the the project justification, the mission of the project, why do we need a fire station right here?

We really the library in this neighborhood needs something, those are um those are not our needs.

There's some some other agencies drive driving the need and the and the reasons for this project.

And when they've successfully convinced whoever in in everywhere that this is a worthy project, then we implement it and we give it back to them.

So we we don't have a huge part in the why we're doing this project, and and like you said, the buying of the hotel, not didn't involve me.

So yeah.

I I think I have a little bit of exception when you say every project that has strategic um you know ideas are um are sent to bid, um, but I don't believe it matches this set of contracts.

So rather than dig it up again, which I will at some point, but I just don't think it fits right here.

Um I'll just uh leave it there.

So thank you, committee chair.

Thank you so much, Councilman Alvidres.

Thank you very much.

Um I'm curious on the slides.

I appreciate that you have the MWB Disbo goals.

What I don't see is where are they at on that goal to this point?

Yes, I do have that.

Okay, great.

Um, and just as a reminder, um, the way that Disbo goals are tracked, are when the project is completed, the goal is fully realized.

So um a typical architectural and design project um can take to get through um design, procurement, permitting, and construction.

We keep the architects on board until the very last day of construction because they like they need to see that we've installed the door and the lights the way that they design them.

So these um these contracts have been in place for less than three years.

We're actually not done with most of the projects because a typical project takes somewhere between one and three years to complete.

The Disbo official data is when a project is completed.

So we actually started tracking our own sort of like leading indicator that is projected for each project.

So you'll see a difference here where the official data coming from Disbo is listed in the second to the right column, and then the projected goal that the vendors tell us when they propose on a project, they'll say, these are the subs that we're using, this is what their scope is, and it's this percent of the total work.

So we can kind of get a leading indicator.

It is not official, it is not tracked by Dispo.

This is tracked by us gathering the proposals on every single one of our 155 projects.

So we anticipate the reason that we would rather a leading indicator than a lagging indicator, is that if someone is not tracking where they should be, we can actually help them.

And what we can do about that is I said in the beginning that our architectural design categories are largely multidisciplinary, they include structural electrical, mechanical plumbing.

Not all of them do.

Some of them we may say, hey, this room needs to be evaluated to make sure there's enough exit points for the amount of people that could max out the space of this room.

We need an architect to just do a code study to look at the egress, right?

And so that is just we just need the architect.

We don't need the electrical, we don't need the plumbing.

We don't so if we put out a project, some of the architects are gonna get that project and they're gonna say there's no opportunity for me to hire uh a certified firm and uh and help contribute to this goal that I have on this contract.

And so we understand that they cannot control the scope of our projects, and we try to kind of track that and give the firm that just did the exit study, we may give them a project that has multiple disciplines next time, so that we can say, hey, here's an opportunity if you're interested in this project where you can actually beef up your percentage.

And so we find that having this projected, it's not official, but projected leading indicator helps us help our partners to succeed.

I appreciate that.

I think like just looking at Studio Trope 1.3 million is the only remaining and only having 8.95, that's alarming to me.

What about the other contracts besides architectural for that?

Yes, so Studio Trope is the architect um in the web restaurant right now, which is um predominantly laying out furniture and exits and you know, in the interior finishes, and so it's a heavy architectural, it's also not done yet.

So they that's why they're low on capacity, but they um they're not they're not ready like officially complete with their work that's tracking.

Um here's the structural and geotech.

Um geotech is proving to be pretty difficult to achieve the goal that was provided to us, which is the 25%.

Geotech is like I said, 20,000 worth of work just for usually the firm doing the testing, they send it to a lab, get analyzed results, and it gets sent back.

That the lab isn't 25% of their effort.

So we are working with them to try to include you know, uh additional surveying and things like that that you know is part of their scope but isn't always common on our projects.

So um, these are again things that that aren't fully completed.

Um, Walker consultants, uh, for example, they are a new firm to us and they haven't used any of their capacity, they haven't proposed on anything.

So that's why they're in capacity of that's the total capacity on the structural is 1.5.

They still have their full value left.

Another reason why we don't need to add any money to the structurals, right?

So why would you extend their contract at all?

Well, so people will propose on projects um, and then they may not be the one that's selected, right?

We we try to take a unique approach to each each project.

They they particularly are kind of learning how to work with the city and haven't proposed on a lot.

Um, but we are actually just initiated a project with them, which is also why it's register registering as zero because it's just kicking it off.

Um, and so they do have a project with us now, but um it's not they haven't done any work yet.

So we would like to next construct.

Yes, sorry.

The um SBEs uh this is a 30 percent the SBE contracts have a uh self-perform SB Eagle, they don't have an additional MWB Eagle, so their their commitment is for themselves.

The 30% is for them to self-perform that work, so that they're doing it themselves.

Um the large construction contractors have to um they have to hire out the work.

And uh, for example, whites, um, they have not bid on most of the projects that we've offered to them.

Um they have of the ones that they've bid on, which they have bid on, they are interested, they have expressed an interest, they are being good partners, they're just not the successful lowest price.

We um award to the lowest bidder, and we can't make people be the cheapest, right?

And so um we are bidding, we bid it out to three contractors.

I it's in you know, it's in their court to for the price.

So um we have bid things to them, they have bid on them.

Uh they just haven't been the successful low.

Someone's lower than them in all cases.

I mean, it really is good to see some people excelling and some people not, and I guess what I'm concerned about extend why are we extending these when I feel like we should have rebid them, and why are we extending them now in April if they're not even expiring until July?

Um the reason that we should not the reason that we should extend them is that most of our projects are somewhere between two and three years in duration, and we're not even at three these contracts haven't even hit three years yet.

So almost none of this work is complete.

So we're not registering data that is actually representing the progress that they're making today.

It's it represents the project that the progress that they make when they're done with the project.

That most of these projects are not done yet because we're we haven't hit three years yet.

Um and some of our projects, you know, like all the things we started last year, they're they're not done yet.

So they're um it would be unfair to judge them and not re up them if if they don't have the data that is is accurately representing where they are today.

The data has to wait until they're done.

If we waited until they're done, some of them wouldn't be done for like another year in some of these projects, or it would be after they've already expired, and then we would we would have always every every cycle of on-call contracts would continually just have to be re-procured every time, right?

Which is which is a lot of burden on of everyone's resources internally and to the vendors who propose and spend their marketing dollars, you know, responding to an on-call per procurement.

So they have active task orders.

Yes, those active task orders are not over in July.

Does that cancel their active task order if the on-call has expired?

Um, not if it's already in executed task order.

If I executed a task order with you today and your contract expires two months from now, but the task order lasted for the next 10 months, you could continue.

Um the task order is active, um, even though your master we couldn't initiate anything new to you after your contract.

So they can still finish what they can finish what they're working on.

It's not an issue.

Why not create a new RFP that opens up new opportunity to new contractors, especially when some of them aren't even bidding on things or are winning?

Um, and I I guess my concern is that we are not continuing to look at their performance as we're just extending instead of going out to a new RFP.

It it is a very resource intense effort to re-procure a group of contracts this broad and this big.

I mean, we got probably 35 proposals in one of these.

That time to for CAO, for the procurement team, for the technical team, um, for the you know, different agencies, subject matter experts to review all of those, to to evaluate them, to meet with them, to interview them.

I mean, it's it's they spend hundreds of thousands of dollars putting together teams and proposals, and they have meetings with consultants that would you be on my team and would you be on my team?

And they they set up the perfect team that is a big effort in the industry.

We have 277 unique firms under these groups, which is amazing, I think.

Um, and and really quite outstanding that we've had the availability under these tools to reach so many different firms to do that every three years.

It it takes probably six to eight months to get new ones of these in place.

And I mean, July sounds really far away right now, but um uh we were we were supposed to be on the agenda about a month ago, also behind the scooters, and it just took so long, right?

So we got pushed a month to come, and it's like okay, if we get pushed another month, and then we get you know, we're getting really close to July.

So um July does sound very far away, but makes me a little nervous.

You know, we don't want to have a gap and have no tools to deliver any citywide work.

Um and so that's why we're here in March.

I would have loved to be here in January, you know, or February.

Um, but you know, we have to work within the you know agenda, so yeah, and I know that what it takes to put together one of these proposals, and it is their job, and it is part of the profits that they make from these contracts.

So I I I feel I understand that.

I don't know if you know this, but my previous life was in construction, and so I do question this, and I do think that having these for through doing an RFP everything is not that big a deal.

They already have yeah, then we should have been here a year ago putting an RFP forward.

You I should have been putting an RFP forward instead of being here now by extending these, and so um I don't appreciate the you know lack of communication on this, and um I also was looking in my email and I don't see that we've gotten the last quarterly reports for the on calls.

Uh it was attached with the email that had these slides, which would have been like March versus last year or for Q1 of this year.

Before of last year.

So we don't have Q1 of this year.

No.

Q1 of this year is due on May 15th under the new requirements.

Okay.

All right, thank you.

Thank you, committee chair.

Thank you.

Councilman Flood.

Uh thank Madam Chair, just real quickly.

Are all of the firms in this bundle the same as were approved three years ago, or have we dropped any on the list?

Um ask only good questions.

Yes, I know that about you.

Um yes, we have dropped one large construction company, Turner Construction.

Um, at the request of we send out an email and say, we would love to extend your contract.

Are you interested?

Before we go through this whole effort, we ask them if they're interested.

Turner um uh on their own doing uh did decline to amend their contract.

They said we've enjoyed working with you, but our availability in the next 18 months, we're very busy, and we don't think we could be good partners to propose on whatever it is we need to do.

They have work in this three-year period, Turner.

They did, yes.

And they do have some active work, yes.

So we didn't drop anybody because of our dissatisfaction.

Correct.

And and I will add, um, and also to your point earlier, um, that that some of we love to bring in new firms, right?

We do not just continually repeat the same, you know.

I mean, we if they're doing good work, and you know, then maybe they're they show up again, but we love some new firms, right?

When we bring in new firms, it's it's very could go either way.

Some of our new firms, uh, they just want this on their resume.

They actually don't want to work on our small deferred maintenance projects.

They just want to say they have a contract with the city and county of Denver and look at all the great contracts that right, and so we've learned any work.

Yeah, just don't give us any work.

Um, and they will decline every opportunity that we send to them, and we've we can't predict that, right?

We're trying to trust everyone from the get-go.

Um, but we we learn pretty quick who's interested and who's not, and even the ones that aren't successful, like for example, whites, they are just not the cheapest.

They're they're interested, they just haven't been the low bidder when they have bid.

So I can't always fault them for that, but I think that it drives competition and it does provide the best value to the city.

I was gonna ask when I saw whites there before uh zero for no amendment.

And that indicate that's the other question I had the last question.

Reading this chart was a little um, it's too much math boggling.

Yeah, so when we have the original capacity, I'm looking at the um uh architectural category one, uh, Anderson Hallis original five million dollars, the amendment 1.488 million, blah blah blah.

I mean, it could does that tell me is does that mean to tell me that Anderson Hallis in the three years performed about 1.488 million, so we're bumping it up so there's five million remaining, and the amended capacity is different for every firm because they each had different utilizations.

Okay, so exactly.

So this is just telling you that when you see the contracts come through and they all have different numbers, and you're like, why are they all different?

Why are they all different?

They're all the same category.

That's exactly right.

Thank you.

Thank you very much, sir.

Thank you.

Um, I don't have any else anyone else in the queue.

Did anyone have any lingering questions?

Okay, lovely.

Um, so this is an action item, so um if I get a motion in a second.

Second.

Councilman Cashman.

Do we need a roll call vote?

Okay.

Thank you.

Um remember how many items are on consent.

Thank you.

No one has pulled anything off, and with that we're adjourned.

Auto taxes.

Thank you.