Thank you.

And at this time, I would ask our uh Chief Legal Officer Bob Frey to call the role.

Good afternoon, Directors.

Please indicate your attendance when I call your name.

Director Wilson.

Present.

Mr.

Chair, we have a quorum.

Thank you, Bob.

The next item is our awards and commendations.

And uh our president and CEO, Jennifer Hurrers will present those awards and commendations we have for December.

Is that right?

They're present.

I'm sorry.

It says for December.

Oh no, yeah.

Well, so that's some of the awards, yes, are December.

Okay.

So thank you very much, Chairman.

Uh Jennifer Pierce, President CEO, and I am proud to share with you this month's awards.

So we'll start off with December Safe Drivers.

Um the following operators were recognized for their safe driving for the month of December, and has always received a National Safety Council patch pen and certificate.

I'll call attention to the first gentleman on the list, Mr.

Myron Cornette, who is a coach operator on our fixed route service.

He has been with us for 22 years and has 20 years of safe driving under his belt.

So congratulations and thank you to Myra for your great work.

Next is our January operations employee of the month.

Congratulations to Shilanda Moss, uh, radio controlled dispatcher with our dispatch team.

The person that nominated Shallanda told me that she exemplifies excellence.

She consistently delivers outstanding service through clear communication, calm and effective problem solving, and timely support for operators and staff.

So congratulations to Mr.

Kevlin Carson.

And then lastly, I am very excited to congratulate our chief operating officer, Annette Darrow.

Annette, you must stand up.

Okay.

And that's been with us 30 years.

First as her consultant, and now with her as our wonderful COO.

So congratulations.

We're thrilled to have you on the team.

Indigo is incredibly lucky to have you.

And I hope we get 30 more out of you.

And that is all I have.

I was wondering, Annette, could you clear something up?

Chairman, I have a bet.

Did you start working here when you were eight or nine?

Thank you.

Thank you.

Now we go to committee reports and item number three.

And without objection, we will enter in to the record the governance and audit committee report for its meeting on January the 8th, 2026.

Are there any objections or comments?

Okay, we had a very long, very productive meeting.

Job well done by the by the committee, and uh we covered a lot of ground.

So thank you.

Okay, I guess let the record show that the that committee report will be entered into the record.

Next is our uh regular agenda.

And uh we will begin with action item A1, and that is consideration approval of the board minute meetings from December 18th uh 2025.

Uh are there any questions or comments from the board members after we reviewing those minutes?

Okay.

Can I get a motion for consideration and approval of the December 18th, 2025 board meeting minutes?

So moved.

Second.

Thank you.

Uh are there uh there being a motion and second.

All those in favor say aye.

Aye.

Aye.

Any opposed, say nay.

Let the record show there are no nays, so they are approved.

Action item 82 is consideration approval of task order number nine, and that covers the East Campus Garage Design Services.

Uh 30% to 60%.

Uh Director of Capital Assets, Andrea Hermer will make the presentation.

Good afternoon, uh directors.

Uh, my name is Andrea Hermer.

I'm um uh senior director of capital facilities modernization and asset management.

It's a mouthful, but um, I'm here today and very excited to present um uh an action item seeking approval of what would be task order nine with CDM Smith, uh, who is the designer of record um for our East Campus project, our new construction uh renovation and new construction project um with federal funds.

Um the amount of these the where we're at now is that this is as you said task order nine, so this went several task orders before this particular task order we just completed at the end of this year 30% design, and so this task order is still allows to go from 30% all the way to 100% and permitting.

Okay, so it's really exciting to be um seeing that timeline develop.

Um the total amount of that task order, which is about the work period, probably about a year and a year and uh Q1 of the next year.

Um, and the total amount of the task order is two point uh two million nine hundred and fourteen thousand four hundred and sixty-four dollars.

Um, like I said, this task order is going to take us through completion of design.

Uh, we will also come back in April and hopefully be seeking approval of our uh CMC or construction uh manager as constructor, so things are really picking up and moving along uh nicely in that project.

I also wanted to highlight um two things.

Uh we do have on this task order DVE participation, and I've noted that as uh 14.4% with respect to this particular task order.

Um, but I also noted that for the overall contract, which is basically everything we've done in the project, the DBA participation as proposed and as the goals was 19.49%.

But if you actually I uh went back and we ran the numbers, if you look at the actual spend, that percentage is 29% because we have realized quite a bit of savings uh in the last uh two years under some of those task orders.

Um so I know I highlight in the um task order that what we've encumbered to date under the contracts is you know 5.3 million dollars.

Um so I know I highlight in the uh task order that what we've encumbered to date under the contracts is you know 5.3 million dollars, but when you actually do the actual spend, um we have only spent um about uh we we spent much less, and so right now um we realize the savings of about we've only spent 54 percent.

Let me say it that way.

54 percent of uh what we had uh uh proposed through task orders one through eight.

So um, you know, pleasant to say uh we won't end up spending that full five million.

It's gonna end up if we stay on track with this task order, we'll end up about 4.2 million, and that'll realize about a 1.2 million savings, assuming we spend everything in the next task order.

So uh wanted to highlight that.

So happy to answer any questions.

Um did I see simply that the that the RFQ went out for the management?

Yes.

Okay.

So the RFP went out uh January 6th.

Okay.

Um so it's out on the street, so to speak.

And like I said, our plan is to hopefully bring you uh a contract, an awardee and a contract uh in the April board meeting.

Fabulous.

Are there any thanks, Andrew?

Are there any questions or comments from the board members?

Okay, if not, can I get a motion for consideration and approval of task order number nine?

East campus garage design services.

Second.

Thank you.

There being a motion and a second.

All those in favor say aye.

Aye.

All those opposed, nay.

Let the record show that there's uh no nays and it passes unanimous.

Thank you.

Thank you, Andrea.

Next is action item A three, and that's consideration and approval of 2026 governance and audit risk universe universe, heat map.

And Brian Atkinson, director of government governance and audit will make that presentation.

Good afternoon, Mr.

Chairman, uh, members of the board and indigo staff.

My name is Brian Atkinson, Director of Governance and Audit here at Indigo.

The purpose of action item A3 is to recommend that the board of directors authorize our president and CEO to review and receive the governance and audit plan for 2026 and heat map.

Uh a little bit of background during 2025 with the input of management, members of the board, and uh subject matter experts.

We compiled a list of possible audits for 2026 and developed a heat map to rank those.

Um out of that discussion, we developed our 2026 audit plan, which is Chairman Hong mentioned at our governance and audit committee uh on January the 8th, we discussed in a lot of detail.

And so I wanted to report that we met with 43 members of the Indigo staff management and our board chair to develop the list of items.

And so I'd like to present our 12 reviews that we recommend for 2026, and that includes a payroll process review, bus rapid transit stations, and uh stops review, invoice processing and approval of work workflow process for invoices, our procurement process review, fair chance program review, paratransit taxi voucher issuance process, the Carson Center security and facility review, fit for duty process and a review of that policy, which is new in place, so we're gonna hold that review toward year end to look at the new policy, how it went into place and the the outcome of that.

Our hiring and onboarding process, our train a review of our transportation system, uh training review, and our public transportation agency safety plan.

So those are the 12 recommended entry uh audits or reviews that we want to do for 2026, and of course, we would add anything that came along ad hoc that the board or staff felt was necessary that we look into.

Any questions about our upcoming plan for 2026?

Um Brian, why don't you explain just a little bit what a heat map report or friends and the watch and what that means?

Absolutely.

So we met with the as I mentioned the 43 people, and we asked them individually what types of projects that we have going on, processes that we may have at Indigo, or anything that they feel would be consideration of the risk or something that we just need to review that maybe could be done better.

So out of that interview, we compile a list of items that are brought up.

We had a list of 125 comments that came out of that group of 43 people, and then we ranked those in order based upon how often was the same subject m mentioned, and then what was the severity or risk of the subject they brought up.

So we placed those on a map rating them from the most severe or highest risk to least, and then we picked our 12 out of the from like the center of that map to the most risk or most concern or most often brought up.

Does that help?

Yeah.

Thank you.

Appreciate it.

Rick, do you have any questions you don't I don't, Mr.

Chairman?

I we we spent a significant amount of time the other day talking about all of it.

But I do I do want to uh point out one thing that Brian and his team brought up.

You know, we're we're my favorite topic is the fiscal sustainability study.

And uh all of these uh assessments that uh governance folks are gonna do.

They're they're looking at it.

One of the lenses that they're gonna look at that through is what's the what's the fiscal impact?

Can we do this better smarter?

Um so I really appreciate Brian, you leaning into that because I think that's you know that's gonna be the the secret sauce of all this stuff.

Yeah, that was a concern and the subject matter most people brought up when they brought up their topics.

Okay.

Can I get a motion for consideration and approval of two 2026 governance and audit risk universe heat mail?

So move.

Second, second.

Thanks, Anna.

There being a motion and second.

All those in favor say aye.

Aye.

Any opposed, say nay.

Let the record reflect there are no nays, and it passes unanimously.

Thank you so much.

Okay, next is action item A4, and that is consideration and approval of the five-year capital plan update.

And Brooke Thomas, Chief Development Officer will make that presentation.

Thank you, Mr.

Chairman.

Evening, board of directors.

Uh Brooke Thomas, Chief Development Officer.

Um, I can't believe it's been a year, but it has.

Um, on behalf of the team that works so tirelessly over much of the year to put this update together.

Um, we're requesting that the board of directors approve um the amended five-year capital plan as presented.

Uh, just a by way of background reminder, the capital plan, that narrative document is a companion document to the five-year budget summary that the finance division prepares and that you all adopt um earlier.

I think it was in August.

Um, it's their five-year uh budget summary that governs how much we spend um in any given year.

This is the the document that goes alongside of it that kind of tells the story.

In your action memo is a summary of the list of what we think are the most substantive changes to the plan.

Uh, you may recall that it hasn't changed too much over the last several years.

Um, but we have worked to ensure that that's this program accurately reflects the agency's needs and our budget constraints as we move from one year to the next.

Um there is no fiscal impact or DBE goal for the past five or six years.

We've done this update entirely in-house with involvement from staff from just about every single department.

Um my favorite topic, this is the fiscal sustainability study.

Uh, we're tracking the progress of that study and are anticipating, maybe even needing or wanting uh to seek professional services, go out, find a consultant to help us do the next update.

Uh, the reason we're thinking we might want to do that is maybe it's time for uh a brand new plan, um, one that takes us from being kind of cost constrained, right?

We never we never spend more than we think we can afford, but we think that uh indigo might benefit from having a fixed capital budget.

And what I mean by that is um we would use what we project as capital revenue, and we would keep our capital budget just to that and not use operating dollars um for capital expenses as if we can if we can prevent doing that.

Um a lot of that would be to ensure that our operating revenue then is there for service on the street.

So uh tighten our belt, I guess is what I'm saying.

Um, with that, um, thank you so much for uh your time and I would be more than happy to answer any questions you have.

Any questions from the band?

Um Rook, I'm gonna get with you later.

You bet.

I don't want to waste questions.

I love your edits.

I'll take them all.

Okay.

Can I get a motion for consideration and approval of the five-year capital plan update?

So moved.

Second.

Second.

Thanks.

There being a motion and a second.

All those in favor say aye.

Aye.

All those opposed, nay.

Let the reflected let the record reflect our uh pass unanimously, and we'll go into the record.

Thank you.

Thank you.

Action item A5.

And that's consideration of approval of Blue Line Change Order Package B for the addition of the station platform coding.

Construction Manager Michael Schneider will make the presentation.

Good afternoon, Director Han and members of the board.

Thanks for joining today.

My name is Mike Schneider, Construction Project Manager Manager of Purple Line, Blue Line, and anything local.

So a little bit of everything, I guess.

Today I bring to you adding a polyasparatic station coding to each one of our BRT platforms.

It is recommended that the board of directors authorize the president and CEO to execute a contract change order with FA Wilhelm Construction Company, who is the prime of our package B contract for an amount not to exceed 564,368 to add the station platform coding at each BRT station.

This will increase our new contract value to 35 million 427,602 and 54 cents.

Now during design and pre-construction, the staff has identified uh the need for additional protective measures at each one of our BRT stations.

As a matter of fact, this polyasparatic coating, the same material was used.

It was a late addition to the red line and purple line stations.

Its benefits have been great so far.

Um we've had years and years, and not sure when red line engine would know better than I was, but seven years ago or so, and the platform coating is still going great.

It was out of the purple line, I want to say about a year and a half ago, and it's it's holding up well, no chipping, and and we've been really happy with it so far.

Several other benefits, first and foremost, it protects the platform from weather exposure and physical damage.

Ergo, it enhances the durability of all of our platforms and reduces maintenance costs.

So the top of each platform, just for a little background, there is a thinner layer of concrete we call the topping slab.

Directly below that, there is a heat trace system.

This heat trace system is activated at 36 degrees or below, and also has a moisture sensor on there.

Essentially, it's to keep any ice or moisture or rain buildup and enhance passenger safety.

If the con if the concrete gets damaged and we have to patch that concrete, it's not as easy as just patching a sidewalk because you have the heat trace system there.

So you almost have to hire a contractor that is knowledgeable about the heat trace system, assuming they don't hit it, and maybe you wouldn't know until the next winter.

Then you would have to go back and do it over and over again and just costly repairs add up.

On top of that, we do have a contractor that is supposed to clean each station.

As you know, grime builds up, whatever else ends up on the stations and graffiti.

This will make it a lot easier to remove any grime and improve the appearance of each station.

For fiscal impact, this work will be funded from the blue line project contingency budget.

The DBE goal is 5%, and I'm not expecting any sort of uh change on that on that goal.

I'd be happy to open it up for questions.

Any questions?

Um, is this will this be part of the of a contract of uh of whoever's doing this work now?

FA Wilhelm.

That's why it doesn't Wilhelm.

Yeah, it doesn't affect the DB Eagle at all.

So they'll take it in-house.

Thank you.

Um, can I get a motion for consideration and approval of uh blue line change order package B?

So all those in favor say aye.

Aye.

Any opposed, say nay.

Let the record flow reflect there's a unanimous vote.

Thank you.

Thank you, Michael.

Okay.

Action item A6 is consideration of approval to execute a contract.

Excuse me.

With Centus Corporation for leasing uniforms, shop tiles, and floor mats.

Uh director of preventive maintenance and repairs.

Theren O'Blade will present.

Okay, good afternoon.

Chair Chair and uh board member.

My name is uh Charno Balday.

I'm the preventive maintenance uh director.

And uh I'm pleased to uh present Action RMA6.

Here is a recommendation for the board of directors to authorize the president chief executive officer to enter to execute the two-year contract with Santos Corporation to provide the employee uniform rental services for Indianapolis Public Transportation.

And the total cost for this agreement will not exceed 360,900, and include uniform rental as well as tower and floor mat services.

For the background, this agreement will support eligible IPTC employee through several departments, such as the maintenance facility, the fleet service, as well as uh the treasury, and the part of uh the procurement restorum.

And uh these services provided under this contract include uniform rental, laundering maintenance, replacement, and proper sizing, along with towel and format rental services for IPTC facilities.

I want to note here that these services are required under section 17 of the collective bargaining agreement with uh ATU and also are critical for the professional appearance of our employees, the safety as well as uh cleanliness and hygiene throughout uh our operations.

So for the discussion under this uh agreement, CENTOS will provide 156 uh uniform for 156 employees, union employees, as well as uh uniform the fire return uniform for 39 employees.

So each employee will have uh a set of 11 uniforms, also uh two jackets.

So under this contract, these include also uh it covers a loss uh loss uh uniform and damaged uniform during the contract.

So CentOS was selected through a competitive procurement process.

We use the Indiana State QPA and uh which is in full compliance with IPTC procurement policy and uh procedure.

So on the table I present below, you see the detailed cost for those services, the rental, and as well as the mat and uh tower services.

So the fiscal impacts is uh will be coming from the uh the approved operating budget uh for the the XBA that is uh does not qualify.

This contract does not qualify for DBXB participation as being the state QPA procurement uh through a special procurement.

So that's the end, and I'll be pleased to answer if you have uh any question.

Thank you.

Thank you.

Any questions here now?

Okay.

Uh can I get a motion for consideration or approval to execute a contract or CENTAS for leasing uniforms, shop tiles and floor mats.

Second.

Second.

Okay.

Uh, all those there being a motion and second.

All those in favor say aye.

Aye.

Aye.

Any opposed, say nay.

Let the record reflect that there's unanimous vote.

Thank you very much.

Next is action item A7, consideration approval of anti-drug and alcohol misuse policy revisions.

And Brian Clem, our director of risk and safety will make that presentation.

Morning, ladies and gentlemen, members of the board.

It is Brian Clum, Director for Risk and Safety.

Ring for you today, and fourth for you today.

Uh, our recommendation for board of directors to authorize our president and CEO to approve updates and revisions for our 2026 IPTC drug and alcohol misuse policy.

If approved, the policy will be in effect as of February 1st of 2026.

A little bit of background uh on this action item.

The drug and alcohol policy is required and reviewed and updated periodically.

This regulations change or made within the program.

The program is governed by the Federal Transit Administration, Department of Transportation, DOT under CFRs 49, Part 40 in Section 65.

The board is required to approve amendments to the policy when there is a change, um, and then we communicate out to our employees of that change and then move forward with uh the new policy with new hires.

So discussion points on this.

Board last approved their drug and alcohol policy, adopted it in July of 2023.

Proposed revisions to the 2026 policy, includes streaming line, streamlining our pre-employment testing for only those employees performing safety sensitive functions.

Employees in non-safety sensitive positions will continue to be subject to drug and alcohol testing if involved in any on-the-job vehicle accidents or upon reasonable suspicion if warranted.

The 2026 revision policy includes a table in the back of our program plan that clearly defines positions that perform safety sensitive functions.

Fiscal impact on the action item.

There's a marginal positive uh change that would impact our budget estimated to be around 4200 of uh savings per year.

The DBE and XDE, a goal for a policy change here as non-applicable.

That brings me to the end of my report.

I'd be more than happy to answer any questions if you have.

Any questions from the board?

Okay.

Um can I get a motion for consideration approval of anti-drug and alcohol misuse policy revision?

So moved.

Second.

Okay, there being a motion and second.

All those in favor say aye.

Aye.

Aye.

Any opposed say nay.

Reflection, let the record reflect that it's unanimous vote and uh passes.

Thank you.

Thanks, Brian.

Okay.

Next is action item A8.

And this is consideration and adoption of resolution number 2026-1.

Acquisition of real estate interest from the city for the blue line.

And our chief legal officer Bob Fry will make that presentation.

Good afternoon, board.

Uh Bob Fry, Chief Legal Officer.

I'm here to recommend that the board adopt resolution number 2026-01, approving the acquisition of certain real estate interests from the city of Indianapolis necessary for the Blue Line Bus Rapid Transit Project.

So as uh some of you may recall, last year you adopted an ordinance allowing us to purchase properties that we needed for the blue line.

Among that list of properties you approved for acquisition were five parcels uh from the city of Indianapolis.

And when I say parcels, we're not taking entire parcels.

We're talking about small slivers along the on the along the front edge of the road for either temporary easements needed for construction or permanent right-abo.

Any of those parcels that are permanent right away will be transferred to the city department of public works at the end of the project, just like we did with blue and purple.

However, by statute, uh a transfer or exchange of real estate interest between two political subdivisions or agencies thereof has to be approved by the governing bodies of each agency by those those bodies adopting substantially similar resolutions.

Um therefore we we have before you today resolution 2026 01 uh to approve the acceptance of these properties from the city.

Um there's a list of the property addresses attached to your resolution.

Um presuming that you do adopt this today.

Myself and and and probably Matt Duffy are members of his staff will then attend the various board meetings of the city uh to answer any questions they may have.

Uh if you look at the list, we have two parcels from the Department of Metropolitan Development.

So we'll go and we'll be going to the Metropolitan Development Commission.

One from the fire department, so that's the public health and safety board, and then we need two from the parks department.

So we'll be going before the parks board too here in the coming weeks.

Again, presuming that you adopt this resolution.

So with that, I can try to answer any questions you may have.

Motions from the board.

Okay, thanks, Bob.

Can I get a motion for consideration and adoption of resolution number 2026-01?

Just saying, acquisition of real estate interests from the city for the blue law.

All right.

So moved.

Second.

Okay.

Uh, because this item involves the adoption of a resolution, there must be a roll call vote.

So I'll ask our chief legal officer uh Bob Frye to uh call the roll.

Thank you, Mr.

Chair.

Directors, please indicate your vote on the present motion.

When I call your name, Director Smith.

Director Slad.

Aye.

Director Fagan.

Aye.

Director Hahn.

Aye.

The motion carries.

Okay, thanks, Bob.

You're up next as well.

Uh action item A9, consideration adoption of resolution number two oh two six-02.

Approval of updated bylaws by the mobility advisory committee.

And uh Bob, you want to go through that for us?

Yes.

Thank you, Mr.

Chair.

Bob Fry again, Chief Legal Officer.

I'm here to recommend that the board adopt resolution number 2026-02, approving updated bylaws of the uh board's mobility advisory committee, or otherwise known as the MAC.

So the MAC is an advisory committee of the board established to represent and advocate for individuals with disabilities within the Indigo service area.

The MAC consists of 11 members appointed by this board, six of whom must reside in the service area, three which represents agencies, businesses, or nonprofits that provide services to individuals with disabilities within our service area, and two who represent employers in the service area with a demonstrated commitment to hiring and supporting the needs of individuals with disabilities.

So the MACS bylaws had not been updated in many years.

I I couldn't tell you how long that predate me.

Uh but members of the MAC, particularly Chair Chairman Chris Hongsworth began asking months ago to update uh the bylaws and um so um I worked on updating them and and communicate back and forth with Chris, and to my knowledge, the Mac is okay with what we've come up with.

Um they definitely had input into it.

Um a copy of those bylaws are attached to resolution uh 02 that's before you.

Um so with that, I can try to answer your questions you may have.

Any questions of uh Bob on action item A9?

Okay, if not, uh, can I get a motion for consideration and adoption of resolution number 202602?

Can I get a second?

All right.

Because this item involves the adoption of a resolution.

There must be a roll call vote, so I'd ask our chief legal officer Robert Fry to do the roll call.

Thank you again.

Um directors, please indicate your vote on the present motion when I call your name.

Director Smith?

Director Slash?

Hi.

Motion carries.

Okay.

Thanks, Bob.

Next is action item 810, and that's consideration of approval of updated tuition reimbursement policy.

And our chief uh people officer, Brett Griffin will make the presentation.

Good afternoon, directors.

Britt Griffin, Chief People Officer.

Recommendation today is that we recommend that the board of directors approve an updated tuition reimbursement policy for the IPTC employees.

To provide a little background, IPTC has long offered tuition reimbursement to support professional development, educational advancements, and career growth of IBTC employees.

Those requests are for reimbursements cost for attending accredited colleges, courses or certificate or certificate programs.

Courses must be aligned with the support of IPTC or business and the employees' current duties and future opportunities within IPTC.

To provide a little bit more background, the existing policy was last updated in August of 2018 and limits the amount of reimbursement to $2,650 for undergrad courses and $4,000 for graduate courses per fiscal year with a lifetime cap of 10,600.

For undergraduate courses of 8,000 for graduate courses.

Discussions.

Considering that the policy has not been updated since 2018.

We really felt the time was now that we take a look at what we can do to present in front of you opportunities for us for approval to come up with a new policy.

So it's recommended that the board approve an updated update to the tuition reimbursement policy policy to increase the limits of reimbursement to $6,000 per fiscal year and a $12,000 lifetime, no matter if the courses are undergrad or graduate.

These increases will align with the average increase of tuition amongst state colleges and universities that occurred between 2018 and 2022 2025.

So we did some research and found that we were a little bit behind and really feel that we uh by updating our tuition reimbursement policy.

This will also give our employees an opportunity to continue their education, but also help us attract and retain talent as well.

So I'm opening up for questions that you may have.

Any questions from the board?

Yes.

Is this uh any use effectively?

I mean, do we have uh numbers on the status of uh the funds itself?

Yes, so last um we looked at the last few years and found that we roughly have anywhere between five to ten employees who've taken advantage of the current reimbursement policy.

But we also believe that by increasing the amounts of the reimbursement program, the wish reimbursement program, this would increase the amount of employees who would actually use it, considering that we're quite a few years behind of other agencies and other organizations here locally.

Okay.

Do you is it a proactive approach?

Yes to report employees to update the policy.

The next thing we'll do is we will communicate that to our employees to let them know that we've updated the policy and we'll encourage them to pursue higher education and offer them those other college opportunities as well and other opportunities as releases certification programs and so on.

Okay.

I think you answered my question, Britt, but I just want to make sure that I'm clear on it.

But this is not just for undergraduate and graduate college courses.

This could also be used by our technicians or someone to get an ASC certification or some other professional certification within the confines of their uh work requirement.

That's correct.

Okay.

I just want to make sure you Brett.

I when um when somebody does this, which I think this is wonderful program, uh do they have to write the check themselves and then they turn it in for reimbursement?

Yeah, there's an approval process that we go through.

One of the first things you want to do is make sure that the course is aligned with Indigo with their job and also the work that they're be doing here.

It goes through an actual process, um, which is approved by several different people in the organization, and then that money is in reimbursed the employee once they receive their grades and turn that back in.

So we already have a policy on it, just hasn't been updated.

But they do receive reimbursement back for those files, yes.

Okay, I didn't quite understand.

So they have to finish the course before they get reimbursed.

That is correct.

Okay, exactly.

I mean, they've got to be a passing grade, everything's direct.

You just can't take the F and Okay.

That is great.

If I may directors do the funds can be used for like books too, or items like that that have to be purchased for a course.

But again, it is a reimbursement after the fact.

I'm sure they got palette, and then also I don't think it's really covered in the memo, but we uh just so you know we do there's also sort of a promise that they'll stay for at least one year.

That's correct and a payback schedule if they don't.

Okay, thanks, Bob.

All right, can I get a motion for consideration and approval of updated tuition reimbursement policy?

So motion.

Okay.

Aye.

All those opposed and nay.

Not hearing any nays.

This passes unanimously.

All right.

Thanks a lot, Brian.

Information items.

Um item number five.

And this is uh information information items item number five, and this is item number I one is the finance report, and that's presented by our CFO, Mr.

Burt Brown.

Actually, sir, um, because um this is the end of the year, uh, we always take the month of January to close the year, so our December won't be ready until February.

Okay.

Thank you.

That was my mistake, Mr.

Chair, putting that in your script.

Item I two.

Thank you, Grand Director and members of the board.

Mike again.

Um I bring to you today an information update about a couple of executed change orders for the Blue Line Project.

As you recall, as part of this construction, we have three separate packages.

Package A, it's all the roadway and sewer and traffic light improvements with Grade X is the prime.

Package B for all of our station improvements with FH Wilhelm as the prime.

And package C, it's our East Side Mobility Hub with our Al Turner as the prime.

Today I have two to present to you, one for package A and one for package C.

Starting with package A, since the construction began, additional work was identified to address different design refinements, unforeseen circumstances in the field, and any additional improvements necessary for compliance with project specs and operational requirements post-construction.

The total amount for this change order is 246,112 and 14 cents, which increases our project contract amount to 208 million, 21,515 and 51 cents.

Now there is a litany of different items, uh 41 in total, just to get some high points of what's included.

Feel free if you would like more specifics, I'd be happy to send it to you.

Um, but high level, it's a lot of MOT changes and signal changes for pedestrian safety and improving traffic flow both during and after construction, the elimination of emergency vehicle preemption equipment and drainage revisions throughout the entire corridor near the zoo.

We had inlet revisions, uh, downtown quite a few revisions to inlets as well, uh, and changes to a barrel section near Shaveland that was needed due to constructability reasons.

These modifications are essential to the project to meet regulatory requirements and ensure that the improvements will function as needed post-construction.

I'm happy to answer any questions for package A before moving on to package C.

Any questions?

Okay.

Next is item I three, and that's the blue line change order update.

Poges run tunnel project.

Again, Michael.

Oh.

Michael had a little bit more left.

He probably on the first one.

So a little bit more.

If you can share that, that would be great.

Thanks.

That could be quick.

Um, so again for package C different design changes, a lot of owner uh requested changes.

That's a majority of this uh change order as well as utility requirements and uh some permitting that was needed to be changed for a total of 227,080 and 34 cents, which include increases our contract amount to 6,407,954 and 34 cents.

Another high level overview.

I wanted to include that there were five design changes at no cost to the contract.

Uh we needed to install a sump pump, which needed electricity and a meter bell.

Again, the owner and other quantity revisions for a total of 201,602 and 76 cents, and a lot of those were minor.

They just added up nothing, nothing I would consider major, uh, just a lot of different changes as we looked at the plans and decided to change things.

And different plan clarifications for permits or just shy of 20,000.

Happy to answer questions about package C as well.

Okay.

Now we'll move to blue line change order update on Pogue's Run Tunnel Project.

So this pertains to uh maintenance repairs that were made for the Poges Run tunnel, which runs underneath Indianapolis if you're not familiar with it.

Um at cost of 176,411.

At the end of October, we did perform preventative maintenance using Beatty Construction, who is a sub due grade X, the prime for package A.

We had done an initial pre-construction walkthrough about a third of a mile into the tunnel.

And what we had discovered was that it was in diminished condition and sporadic locations throughout the tunnel, even on our walk, we could see exposed rebar, concrete missing, concrete chipping away, and some of that chipping was probably due to water infiltration.

Um the severity of these conditions were not picked up during initial design.

And the work we were doing was cutting two large holes for storm sewer right under where that pier is and the um the pore ceiling was.

Um so luckily we did have we do have several consultants involved in this project.

We did uh refer to them for structural engineering to look into it.

They said we should be fine to proceed, but just in case we wanted to get with DPW, control the narrative and say if we're here, let's do some preventative maintenance.

This problem was not going to go to away, especially with the water leaking through.

Uh, so most of my pictures, I'll show you a couple later.

You could see water kind of dripping down, and I mean, while we were there, I figured it was best for the project and best for the city to perform this maintenance.

A total of 350 square feet of bad concrete was removed and replaced with a shot crete.

If you're not familiar with shotcrete, it's kind of like a cement mixture that you can use on vertical spaces and overhead spaces.

Luckily for us, we didn't need to replace any rebars.

There was no structural impairs, mostly it was cosmetic to stop the water from coming through and prevent any issues in the future.

Addressing the issues now, prevent future service interruptions, reduces again the risk of water infiltration, and avoids significant costly repairs later.

You can imagine worst-case scenario with the bridge pier there, all the traffic at that intersection could have been fairly serious for the city in Indigo.

We want to move on to some pictures since I'm not great at painting pictures with my words.

You scroll down a little bit.

So this was during our pre-construction walkthrough.

Myself, the CM team, and the contractor.

I will preface this by saying this is not our location.

This was on the walk to our location, but it was sporadic through the third of a mile or so.

Uh we had to walk.

Ours wasn't as quite as bad, so we didn't have rebar hanging down, luckily.

But you can see the condition of the rebar, concrete missing, and some looks like calcified water where it had been dripping for who knows how long.

Um the next picture will show you what our location looks like now using the shop creat equipment.

We were able to blend it in fairly nicely.

You can see the two gentlemen in the back in one of our storm sewer pipes.

That is a 66-inch concrete storm sewer pipe.

This is one of the major outfalls that we use Poges Run for for drainage from college in Washington to the eastern corridor of the project.

So it's a fairly significant area for our work.

We also installed a second pipe a few feet away.

You can imagine cutting those big holes in there.

You'd want to do your uh your exploration structurally.

So could have been a critical issue for construction.

Luckily, we didn't miss that, but we decided to go ahead and do these improvements anyways.

Happy to answer any questions.

I feel like the pictures helped me walk you guys through that.

But I have a question.

So who has to pay for that?

We paid for it as part of the project.

We wanted to control the narrative.

Um getting anyone else involved.

We had to have this done in order to do other sewer equipment or sewer work.

Okay, what about you should the picture with the rebar hanging down and all that?

That's the one up.

So is that one we had to we had to fix it?

We didn't have to fix it.

Just the one area within our work vicinity.

Okay.

So in our third of a mile walk, we noticed several instances um of this happening, and I'm sure there's plenty more, maybe even worse.

I'm not sure how long Pogs running is, but I'm pretty sure I hear it's pretty significant.

So there are issues under there, not necessarily indigo's responsibility, but since this was in the vicinity of our work and we were investigating it for structural issues, we felt like it was best practice to coordinate with DPW and take care of it as part of the project.

Any other questions?

That wouldn't have any impact on the Indigo project at all.

The city DPW stuff there.

No.

Okay.

This was near, I believe Market Street.

That's where we entered uh surface level entrance of the tunnel.

Okay.

You might not be able to answer this question.

I'm not even sure if I'm asking it right.

But when you say we only were responsible for fixing things in our general area where we had to make these ingresses to the tunnel.

But you said we're not responsible for this kind of stuff that's in this picture.

What happens if that fails?

Is there an impact to us if that portion of the tunnel fails?

This would be north of Washington Street outside of our construction limits.

My understanding is that we would not be able to use any kind of funding for anything outside of our construction limits.

And don't quote me on that, that's my understanding of it.

This is far off of where we would be riding buses.

But if there's a failure, if there's a structural failure within the tunnel, it's not going to affect our ability to run the blue line down Washington.

Okay, good.

Thanks.

Who who has to fix who's supposed to fix this?

It belongs to DPW, I believe.

So this tunnel, my understanding for when we originally looked at it again, don't quote me, was the tunnel and CSX built it within in conjunction in this area and was handled off to DPW at some point for them to maintain the tunnel.

That's my understanding.

And Mike, it would be correct to say that we have alerted DPW to the problem now.

We were aware we worked with them that we were going to do the improvements and what the tunnel, what the condition of the tunnel is.

But again, opening opening that can of worms could uh cost quite a bit of money.

So I'm sure it's it was sporadic on the third of a mile walk in, and then I'm sure it's maybe even worse other places.

Yeah.

I mean I spent 10 years on the library when that all failed the garage.

And that's exactly what it looked like when we took the forms off.

Yeah.

With rebar hanging down, concrete missing.

It could have been a critical two-day, the biggest and hopefully the biggest critical construction risk that we have run into had there been structural issues between schedule and money and whatever else, especially with the bridge pier there.

That's why the group of engineers down there, their hair stood up.

So let's get let's get someone in here that knows structural work, but uh turned out well for us.

Okay.

This is why my degree's in political science, not engineering.

Yeah.

I I think I have one now.

All right.

Any other questions?

Okay, thanks a lot.

Thank you.

Presentation scary.

You're right.

Okay, item uh I-4 is the announcement of nominations for board officers for the 2026 uh term presented by Bob Fry.

Good afternoon, directors, Bob Fryer, chief legal officer.

So at your meeting last month on December 18th, I kind of walked through the process that we laid out for board election offices, which your bylaws require to be done in February of each year to elect the chair, vice chair, secretary, and treasurer.

Uminations were accepted by me in writing um up until 12 o'clock noon on January 9th.

And I can announce today that I received six nomination forms, and every one of them nominated the exact same people to the exact same office.

Therefore, we don't really have to have an election for each office.

We'll just in February you'll vote on this.

It's a slate, right?

Because everybody nominating the same.

So in that slate is uh laid out there in your memo, and it's the same officers as as 2025.

So that's the update, and we'll just we'll have an agenda item right after approval, but then it's in February for you to approve that slate of officers.

Okay.

Any questions?

All right.

Well, that's the end of our agenda and want to thank everybody for being here.

Uh we're looking forward to 2026.

Uh a lot going on.

Um thing I do, I want to call on Cam Radford.

Uh he has a little information I think that we all want to hear that came in just a little while ago.

Nothing like throwing him under the bus, Mr.

Chairman.

No, he's always prepared.

And we don't like to use that term throwing under the bus.

No, um, hi, yeah, real quick, Cam Radford, um chief government affairs officer.

Uh we were uh happy to get news today that uh federal government's gonna be funding some um but as awarded indigo um funding for uh some fleet replacement uh buses.

So just got the email right before the the meeting started.

So um neighborhood of 14 million dollars um coming our way.

So I know Annette and her team are gonna have fun with that.

So that's it.

Thank you very much.

Okay.

Well, I thought that'd be a good way to end our meeting.

And uh only thing I gotta add is go IU.

I know it's hard for some of the Purdue folks, but but you're gonna you're gonna be there in basketball, yeah.

So all right.

Okay, thank you all very much.

Take care.