All right. Good afternoon. I'd like to call the meeting to order for the procurement and contracting policy committee. For April 21st, would the clerk please take the role? Supervisor Marquez. Excuse. Supervisor Myle. Here. And Supervisor Marquez will be with us in just a minute, because I saw her in the hall. So the clerk would like talk about how people can participate. And today's meeting. The meeting site is open to the public. If you'd like to speak on an item, you can fill out a speaker's card in the front of the room and hand it to the clerk for remote participation. Follow the teleconferencing guidelines posted online. And if you'd like to speak on an item, use the electronic raise your hand function at the appropriate time. Okay. So our first item this afternoon is to measure a1 Labor Compliance Pilot Program report. Good afternoon, supervisor. My name is John Lowe, Deputy Housing Director at the County's Department of Housing and Community Development. In a few moments you will be hearing from Anna Olivia Eldred, our lead staff member who is overseeing the Labor Compliance Program for Measure A1 funded affordable housing developments. In addition, our Director Michelle Starratt is online. Should there be any questions for her? This afternoon, HCD is really proud to present a report on the achievements of the Labor Compliance Program for Measure A1 Funded Affordable Housing Projects. Just wanted to set just wanted to set the stage real quick. When your board approved the Measure A1 compliance implementation policies in 2017, 2018, there was a robust local element built into the bond measure. And that element is in two broad categories. One is local contracting, which is about the businesses, vendors, contractors brought on to do the work of constructing affordable housing projects funded through measure A1. And the second concept is local hire, which is about the people actually doing the work on these projects. Staff, HCD staff have been working since its inception to revise and improve the program and how we report to the Board in this committee. And in an effort to make it more understandable and easier to follow, today we are presenting just solely on local contracting, which again is about the businesses and companies. At a later date, we will present on local hire, which is about the workers. So with that said, I will turn it over to Analyvia. Good afternoon and welcome to this seventh report on the Measure A1 Labor Compliance Pilot Program. As John said, my name is Analyvia Eldred. I am the Labor and Contract Compliance Program Lead for the Housing Finance Team in Housing and Community Development, and I will be presenting today. There is time at the end for questions, but do feel free to ask any clarifying questions or anything that comes up during the presentation. Next slide, please. So again, this is report number seven, and this presents data from the inception of the pilot program through December 31, 2024. It focuses on local and small local business contracting outcomes for completed and ongoing projects. There will be a future report that covers local higher workforce demographics, job creation, employment opportunities, for board identified equity priority communities. Next slide. So measure a one bond is split into three parts. It's home ownership, innovation and opportunity and the rental development fund, which is the largest of the three programs. Measure a one rental housing development fund supports creating and preserving affordable rental housing for extremely low income and vulnerable households in Alameda County. These rental properties are privately owned with county investments ensuring the units remain affordable for at least 55 years. The rental development fund includes two allocations, the regional pool and the Bay City allocation. The regional pool is awarded competitively across four county regions based on poverty and homelessness data and the Bay City allocation is distributed to cities and the unincorporated areas based on 2017 population data and sixth round arena future housing needs assessment. The home ownership and innovation and opportunity programs are distributed countywide. Next slide. As of December 31, 2024, the county committed funds to 53 projects under the measure A1 rental housing development program across the county. These projects are categorized as completed, which means that we have full data available for them in construction, which means that the data is still in progress and pre-development, which means that we have no data or it's pending as of the cut-off date for this report. The in-construction category includes projects which have completed construction but haven't completed payments. And so they are still counted in the in-construction category until that is finalized. As summary of the 53 projects can be found in exhibit A of the report you're looking at. The program is exceeding all goals and requirements associated with unit creation including in the creation of of accessible units and units designed for individuals and families experiencing homelessness. While other measure A1 programs such as home ownership have created additional units, they are outside this report scope. Our program has provided more than double the required accessible units and far surpasses the requirement for vulnerable individuals and families living below 20% area median income. Housing units produced under the Measure A1 rental housing construction program at around 111% of the goal. Next slide. So $384 million of measure A in one investment. Strengthened with the relationships we have built with developers and community partners has resulted in significant leveraging. Once all projects are completed, total investment is projected to reach $3.3 billion, which is a one to seven and a half ratio. Next slide. So in this next section, we're going to be taking a look at just the construction portion of this $3.3 billion countywide investment. In affordable rental housing development, the county's $384 million of measurement investment is anticipated to generate $2.7 billion in construction contracts, with approximately $600 million going to local businesses and approximately $200 million going to certified small local businesses. What this means is that for every dollar invested, a dollar 81 in impact goes to Alameda's construction industry. Next slide. So this 300, your board adopted local contracting requirements for new construction projects that borrowed measure a one funding. This effort is in alignment with Vision 2036's vision of prosperous, vibrant economy emergence to create robust growth and profitability of all businesses across a diversity of sectors that also create employment opportunities for all residents. Next slide. So some of these goals adopted by the board. Are we at the right one? Yes. Some of the goals adopted by the board pertained to contracting with local and small local businesses. Specifically, for every dollar of measure A1 funding that's put in, 25 cents must go to a local business and 20 cents must go to a small local business. Staff reports on contracting with minority and women-owned businesses and new construction projects with 80 or more units are subject to a private project labor agreement. Next slide. So this report provides complete data for 22 projects and one capital improvement project. As of the end of the reporting period, eight additional projects had completed construction. But payroll and payments can take up to a year to finalize keeping them categorized as in construction until all payments are completed and documentation is filed. Seven projects were an active construction, but two of those had begun so recently that as of the reporting period cutoff date they had not yet submitted any payments information. So we include data from these projects where we are able and it is meaningful. Next slide. Ordnable leadership to ensure local business development resulted from bond investment has proven successful. All goals for contracting with small local and local businesses were met and surpassed. The slide shows contracting outcomes for completed projects. We took a look ahead at in construction projects and all projects are on track to meet or exceed the goals. The combined measure A1 investment for completed and in construction projects during the reporting period is approximately $282 million, which makes the combined local contraction goal around $70 million. To date, over 450 million have been awarded to Alameda County businesses. This is 160% of the measure A1 investment value and 641% of the goal. An update will be given at the next presentation covering contract angles. So taking a closer look at these goals for completed projects. Alameda County businesses were awarded 339 contracts worth over 262 million achieving six times the goal. Certified small Alameda County businesses were awarded 161 contracts worth over 86 million, which is two and a half times the goal. Data for in construction projects is included where possible. The next by annual contracting report will be able to capture data through the end of the fiscal year, which is June 31st, 2025. Thank you. State law does not allow the county to adopt specific goals for minority and women-owned businesses. However, measure A1 implementation guidelines did require tracking the context with maybe we be businesses so that investment could be highlighted. In the initial two years of the program, the elation database did not accurately categorize maybe we be businesses and therefore the dollar value for completed projects is under reported. Information on minority ownership status is self-reported and voluntary, and efforts to provide tools that facilitate ease of self-reporting our proving successful with a higher number of self-reported minority own businesses showing up on the 15 projects in construction than on the 23 completed projects. Slide. The same is true of women-owned business status. It is self-reported and voluntary. And we also see a growing number of women-owned businesses self-reporting on in-construction projects. Staff recommendations to increase participation from minority and women-owned businesses will be provided in a future supplemental report. As stated earlier, projects with 80 or more new construction units are subject to private project labor agreements. Adherence to PLAs is not monitored by county staff. Four projects with PLAs are completed and one project in construction is subject to the PLA requirement. So on completed projects subject to a PLA there are 58 and a half million dollars in measure A1 investment and this brought in over 450 million in leveraged funds. That is a 1 to 7.7 ratio7 ratio. Uncompleted projects subject to a PLA fit that $58.5 million in Measure A1 investment allowed for over 233 million in construction projects. This has resulted in over $430 million in construction contracts on those projects. Project subject to a private project labor agreement surpassed the defined contracting goals for local and small local businesses, awarding 209% of measure A1 funding to Alameda County businesses, which is eight times the goal, and 52% to small local businesses, which is two and a half times the goal. That completes our report, and I really am very enthusiastic about this topic, so I'm happy to answer anything that comes up. Okay, thank you. I'll turn to the colleague's supervisor, my guest, first of all. Thank you, Chair. Thank you for this wonderful work and positive update. I understand that you said reporting for payroll can take a year after the project is completed to gather all that information. Is that correct? Payroll in payments. So a lot of time there's retention that has to be done or final contracting that has to go out. There's small bits that need to be finished before it's finalized, so the data keeps changing. So we mark them on Exhibit A as completed, but they don't move into the completed project category until they've actually finalized all of their paperwork and everything is submitted. Okay, and congratulations on exceeding goals. That's impressive. In your professional experience, what do you attribute the success to if you could shortlist? This is impressive, but I want to make sure we're clear on how we got there. Absolutely. So when the board set these ambitious goals, they were really clear about it. Staff has been working really closely with our developers and with our GCs. We've held numerous meetings with our local and especially the really small local businesses trying to figure out how to reduce administrative burdens, how we can streamline processes, how we can provide as much support as possible to those businesses. We are working on relationships. There's so many businesses that we believe qualify as small local businesses, but they are not certified and we are not a certifying agency. So we're working really hard to try and establish relationships with those certifying agencies to see if we can help support these businesses getting into the process because it does make them more competitive. And I think that we're just being as flexible as we can so we can be responsive. This program happened to place during COVID. And so it's required just a lot of flexibility and a lot of responsiveness to what's happening today. And I think that our staff has done a really good job of it. Great, good work. Thank you. Okay, so I've got a few questions and or comments. But first of all, let me just state great. I think if there's a measure A1, this juncture clearly indicates to the electorate the two thirds voters who pass measure A1 that this program has definitely been value added, value added. tax payers of this county should not be concerned or disappointed because I mean I really think this is about it housing over 4,000 units of housing at this point in time. It's leveraged over three billion, right? Three billion dollars. And then I think you said, every measure a one dollar it's generated a dollar eighty one cents. Yep for every dollar that goes in it's a dollar eighty one in contribution to Alameda County's construction industry and that's just looking at the construction portion. Yeah, and forgive me, but that's good, right? It's really good. It's really good. Yeah, I just didn't want to feel it was good without asking the question. I just hope there's some kind of way we can capture this in a format so that we could provide it to the public at this juncture. I know we're not through A1, measure A1, but at least kind of a report, a report card to the public because you know we're going to be looking at another bond measure. Unfortunately we didn't go out to the regional bond for various reasons, but we are going to look at another bond measure. It's just a question of whether we put it on the ballot or it's a citizens initiative. I kind of anticipated that it would probably be a citizens initiative, but still this type of information needs to be disseminated in a way that the public can understand and show that the county did a great job here. Well, I have good news for you. This body expressed that desire at the last report and we have launched a Measure A1 website. It has, we are very actively developing dashboards that are available to the public so they can go in and take a look at the different activities that are happening either in their city or in the unincorporated areas. We've had some really great successes going on right now. And so that information is being presented in a way that is clear. There's really strong visualizations. We have an amazing policy team working on that right now. And the accessibility of the information has just made so many strides. And I think that even if you compare this report to prior reports that the information is being presented in a way that's easier for people to understand without having to be in the total weeds. That's great. I'm just very proud of this. And I just really wish we could have gone out a few years ago and with measure A2 or whatever, you can get gotten reauthorized or extended but I think for good reasons we waited. But yeah, this has been just extremely great. I think I wore a supervisor, a woman, chance to live, she'd be very proud of this because I know she worked hard on this along with myself and the other supervisors. So let's see here a couple of other either comments or do. Yeah, because every place. It seems like you. You were indicating that we exceeded goals. Was there any place we did next goals collectively? No, there were some individual projects that had a harder than others others. Again, circumstances very immensely between projects. And the barriers that they faced over the last few years have also varied pretty widely, but as a whole, absolutely not. We've really excelled on this. And what's so great about this too is funding went into that just an incorporated area, but every city, I think benefited from measure A1 as well. Yeah, we do actually have a slide if you'd like to see that. Yeah, I see it. I don't have, well, the website has a map, but if you go to the slide beyond Michelle has her hand raised Yes, Michelle Hi supervisor. Thank you for taking my raised hand I just wanted to highlight that one of the areas that we did struggle in was in small projects So for instance, there was a project in Pleasanton that we ended up not using Measure A1 funds on because it was only two units. And that project just couldn't move ahead with all of the labor requirements. But generally, when we talk about a tax credit project or a multifamily building that's really big and you've got these large contractors who are used to doing this kind of reporting, it was no problem. But those smaller projects we did see we didn't struggle with. Okay. And the report before us today, does it cover Homo... Okay. Okay. And the report before us today, does it cover homeowner development, home preservation, down payment assistance, innovation in acquisition or does it just cover the rental development? So the home ownership programs are not covered in this report. The first acquisition and innovation grants have been applied on two hotel conversions that are, those are the two that started so recently that we don't actually have any data from them. But they are both in construction, which is very exciting. Okay. Let's see. And we pick a look at the city allocation, the last slide called rental development, a city allocations. Not that one, but the next one. There you go. That is that information is there. And again, this is based on 2017 population data and sixth around Reena Future Housing Needs Assessment. Very good. I kind of regret that we didn't go out for a bigger bond measure. I found 80 million maybe we should. That's why. If you think what we leverage with, I found 80 million, imagine what we leverage if we down a billion, how many more units we could have produced? But hey, we didn't know we could get two thirds vote so we had to do what we could do. Let's see here. And then with, so we weren't required to collect data on the minority business or the women own business. But. on the minority business or the women on business. But from the report, I think I saw. So reporting on women and minority on businesses faces a number of challenges. And we are, again, we're working really hard to figure out how to address those. The first issue is that we didn't have a way to record it initially. I was not here, actually none of us were here when that was set up and the formatting inside of a relation just didn't capture it so we just don't have data for several projects. And as soon as it was identified, we went through and we're like, this can't, like this is no good. This is no good. So we've created processes. And in that, we're able to look at where we really are. And from there, take a look and again, how old those meetings, talk with the contractors, talk with people who receive the notifications, don't bid. Like, why aren't you applying to these jobs, right? And also working with some of the other business associations and figuring out where are the places that people look for bid opportunities that we aren't currently reaching and then trying to figure out how to to move into those spaces so that people don't have to find a new place to look, but instead we show up where they are. So we are in the process. It is not a fast process. It is not fast enough for me for sure, but we will be bringing that information back to you in a supplemental report as there is. And you did say that this is like voluntary compliance. Yes, it is. It is. We have the written report. We're 63 businesses, women owned in 103, minority owned. I'm looking at the report. I have a copy right here. So if that's what it says, then yes. And I can tell you the number of contracts they had because lots of these businesses receive multiple contracts on, so they'll have a contract on one project, and then they'll get hired again for another contract. As soon as people develop the skills and the experience of using their reporting platforms and figuring out how to do prevailing wage jobs, as Michelle was saying, it's a big administrative burden, especially for small businesses who are very good at the thing that they do, but don't have administrative support staff. So again, looking at ways to help address that, figuring out how to apply this great big program to little tiny things is one of the challenges that we're facing. And I'm sorry to be repetitive once again. We didn't have goals from minorities. It's a violation of Prop 2 on the Internet. Right, okay. Because I'm just looking at it, of the measure, anyone funds, 6% went to women in 11% went to minority owned businesses. And I know we didn't have goals, but I do appreciate the fact that staff's cognizant of maybe trying to see how we can encourage Morda, participate, and then also report. And one of the encouraging things is, you know, we only have 15 projects in construction and the report because because we really work to just streamline things as much as possible, as few forms as possible, make them as simple to use as possible, that we are seeing more self-reporting. So those 15 projects have a significantly higher number of self-reported minority and women-owned businesses than the entirety of all the completed projects, which means that we're just missing that data. I mean, we know that we're missing the data, but we are seeing a very positive trend in the ability for people to report and working diligently to figure out how to increase participation. Okay, and my final question I think is with the Project Labor Agreement. So I believe once again you said we exceeded goals. Exceeded all goals significantly. So the laborers I think should be should be happy. They should. Yeah, labor should be pretty happy. Great. Well, it's just really good. I just wish we could have done more. But this is, hey, can't get much better than this. Hopefully we can again. Yeah. And I think this is it once again, it sets the framework for the future. Yeah. Dislike a couple more comments. It sounds like staff is being nimble and responsive, which is great. Give us a sense of how many people on the team that are interfacing with the different contractors and is there a technical support to answer their questions? You talked a lot about streamlining the forms, making it as easy as possible, but help us understand how many people are involved in this. It's small, which while it helps to be nimble, it's really small. So we have project managers and they interact on all aspects of the program really closely with both the developer and the general contractor that's hired by the developer. So they hold monthly meetings. If there's any issues that are coming up, they will hold meetings more often. They get emails from the GC or the developer when a sub is having issues. If they don't know how to fix that, they call me and I just meet with them and figure out how to fix it. There is some technical support that's provided by Elation or LCP tracker depending on the issue that's coming up. And that could be more robust, but we're just in the practice of solving problems when they arise as quickly and painlessly as we can that doesn't always mean it's quick and painless. One of the other issues that's come up is the DIR website is down. And so there are some additional complications and frustrations that are happening, especially for those smaller business owners because the system, like our system is working fine, but the other system they have to interact with is not. So some of those things we don't have control over. Okay, and on the website, I haven't had a chance as of late to go and play around. If it exists, I apologize and I'm not aware of it. But just I'm given that this report is impressive. This is very positive data points. Do we have a one to two page document, infographics, facts, something really simplify that? Anyone could just go and print and have this information. I don't know if we have a 1-2 page version of this, but the Infographics are there. We're also putting them out in a variety of social medias. We have a communications team that sits down and figures out what are the new modes of communication. I know we just started our Blue Sky account. So we're really working to get the information out again to where people are. Instead of them having to come look for something. But if they do, we now have an easier place for them to access that information. Great. Thank you. It was again today's report is just on. The day's report is just on, which aspect of A1? Today's report is just on the contracting portion. So the part that we do with businesses, we have another report coming up that is dealing with human beings and the people doing work. So wages and hours, the different workforce demographics, how well we're doing with apprentices, that kind of thing. Do you have a preview? I would do not. It is a very complicated thing to put together. You know, you kind of set the stage. You kind of give it a great report today. It's just like, we're going to be, I sure, we're giving my fingers crossed. You'll see me again quite soon. Okay. All right. Thank you. Thanks Michelle and your team. Yeah. Thank you. Let's see if I have any speakers on this. I have no speakers on item one. Okay. Great. Great informational report. So let's go to item two public work. Agencies quarterly report. Yes, good afternoon, Daniel. Well, that's a bad director of public works. I believe you have my report with you. If not, let me share my screen. So this is a report, a semi-annual report that the public works agency does on public works agencies, workforce and outreach report. This report currently, the one that I'm talking about covers from April 2024 through December 31, 2024. And that would be the semi-annual report for last year. During this period, as you can see from the table, that the first table that we have approximately 89,200 hours of labor hours worked on public course projects, of these hours nearly 23% were completed by by local residents and 42.2% were completed by ethnic minority workers. And as you can see, we have percentages per hour per number of workers and percent workers in this table. that includes apprenticeship groups representing about 22.86% with a total apprenticeship of about 12.23%. So this has been the distribution by residency as well, local residents, Aluminium County resident represented about 23% of the workforce. And the distribution by ethnic breakdown is in the next table, as you can see, we have from African Americans all the way to other, other representing those people who now willing to devote their ethnic identity are combined into that other category. And this distribution shows you the percentage, a percent hour work by each ethnic group in those 89,000 hours or 41 projects that were active during this period. And then when you look at the business outreach element of our effort that we hire a Luster National to do our outreach work, Luster does basically three or four distinct outreach efforts. One is building opportunity for a business, the Bob event series, these are breakfast series is that we bring in and connect subcontractors and various business entities together so that they can actually collaborate and bid on our projects. We do a lot of project specific outreach on each project that we actually advertise. And then we have our annual very popular construction contractor, Academy where people learn how to do bids and do their estimates and various other aspects of the bidding process. And we always engage with all businesses to make sure that they're aware of upcoming efforts. We've been very successful in our direct outreach during the big process, getting people to come and bid on our projects. And these are the lists of the projects that are actually with a date and time just for anybody that is interested that were active from April 24th through December 2025. In 2024, sorry. Of these projects, here's a breakdown of some of the distributions of the various groups are participated in our activities. And here you can see there are a total of 18 prime contractors participated in our projects. 33% of the winning bids were from firms verified to be local businesses, as well as 33% were awarded to prime contractors that were certified slabs. So to see slabs playing as a prime contractor is something that we always look forward to see. Because that's that shows the growth patterns of local contractors getting into being a prime contractor rather than staying as subcontractors while on the same end. the subcontracting element also shows you that 32% utilized to a verified Alameda County businesses, while 29% utilized were certified slabs for the subcontracting category. In terms of our business outreach activities, during this period there was no Bob events because one of the things we noticed over the past year or so was a decline in participation. So we wanted to kind of go in and do some cleanup work in our databases and which I think and then focused on the direct outreach marketing effort during bid processes and it looks like it kind of paid off to that end and we've gotten a lot more participation in our bidding process from local and local small businesses as well as local large businesses within Halle-Media County. On January 31st, which is outside of the scope of this presentation, duration December, 30, 2024. But in January, we hosted the first Bob meeting. And it was well attended. Primarily, the event focused on highlighting upcoming construction contracting opportunities in Alameda County, including our agency here, General Services, or of Auckland, East Bay, Mod, the City of Auckland. And we have about 98 people participated in the event. And the table below shows you the breakdown of the various firms. That includes 66 total firms, with 55 or 83% being local, and 16% 16 firms or 24% primes, and so on. And we also kind of categorized them as a DBE, MBE, WBE, SLEB, and small local businesses as well as some that were not known or not have not identified themselves in any of these categories. So I think this first event was a good success and taking a break and kind of reorganizing ourselves kind of gave it a fresh start. Last time I think I presented I believe it was surprisingly a market that asked How does the trend look like? How is this workforce trend over time? So what I did was basically let's look at about a 15 year period and see how that looks like. And the subsequent tables that you can see will show you the various best trade and gender, as well as ethnicity groups, over time, over five year interval, like zero to five, zero to 10, zero to 15. But to summarize basically what the system shows was that construction workforce shows very minimally year-over-year change, both in residency and in their composition. So specifically looking at it, representing nearly 95% of the workforce, you can see the Hispanic workforce, compromised approximately 57% of the workforce. This is over the 15 year period. And then the Caucasian workers made up about 20 workers identified as other represented about 17%. And overall, the county residency requirement, I mean, residents that counted for about 27% of the total workforce. So as you can see, the numbers, the highlight of them and yellow here is that the, these categories are basically make up about 95% of the workforce really stayed very stable. So this was something that I think I have reported in the past, but this one kind of captures it numerically shows that what we suspected to be a fairly stable distribution of workforce is actually real. So in the construction industry, we continue to experience the diversity of workforce was primarily most of the workers coming from the Hispanic ethnic group rather than as compared to other groups. So was that be a popular answer? Any question you might have? These tables are included in your report and I've highlighted the area of those categories that represented the larger combination which is 95% of the workforce among the various ethnic groups. So I'd be happy to answer any question you may have. Okay thank you so far as Mark yes. Thank you director wasm bet for this wonderful presentation and would, didn't make any comments in last Tuesday's budget discussion, because I think we were at three or four hours behind by the time you presented, but did want to publicly thank you and your team. I drive around the entire county, and I know a lot was mentioned about work being done at Crow Canyon, Kastra Valley, and I drive that road all the time to go to my grandmother's house. And I will just tell you how impressed I am when you see the county sign that says entering Contracosta County. And I will tell you on Norris County, Contracosta County has not done an amazing job like Elimita County has it. It shows. So I just want you to know how much I appreciate that and hopefully could connect with your folks in Contra County and ask them what the two-year delay is but there's some roads that need some serious TLC over there and as I said you could see and fill the difference when you're driving on the Elimita County side versus Contra Costa. So kudos and great work work. And also, I really appreciated the before and after photos. That was really important for people to see concretely the amazing work that your team is doing. So, I just wanted to publicly give you your kudos. Sorry, I didn't do it last week, but it would have been there till midnight. So, this report is great. It's thank you for the data for past years to see that the workforce is stable. I am curious though what we need to do to increase workforce for other ethnic groups. You know, we want to see us mirror to the best we can, the demographics in our county. So it is concerning to see that African Americans remain really low. So want to see more effort and outreach being done. Congratulations on the Bob Breakfast. Do you plan this to be an annual event semi-annual? It seems like it was very successful. So glad that you were able to put that together. And then also want to think of creative ways to partner with our Sheriff's Department in probation, how we could get folks that were system impacted into the workforce. Thank you. Thank you very much. I really appreciate the comments and I will pass on your good comments to the workforce. We try to do our best to make sure that the infrastructure that the public invested in is maintained at the highest level. So thank you very much. So we will, unfortunately, we have no say as to who the contractors will hire, not hire. So our influence is limited. However, we do engage with Chamber of Commerce, we do try to reach out all businesses that are in the industry and encourage them to participate. So but we will look at it and I will touch base with our law enforcement partners to see if there are any system involved individuals that could be in a past with these contracting industry folks. Great and can I just one follow up? I'm thinking of the photos you presented last week and especially the before and after photos with the sidewalks like in Hayward Acres, Cherryland being formerly in the Hayward City Council, we would often get calls and have to tell people, depending on where the sidewalk address it could be, you know, city proper, unincorporated. With that said, with all this construction work, do we ever receive like a map like what's in the pipeline in terms of like what roads, what streets are proposed to be worked on let's say in the next three to five years. Do we ever receive any type of reports pertaining to that? Usually the larger projects we do, the ones that are, you know, a capital and from a projects. We try to put them in our capital budget. When you do the budget, you will see those projects. But when you're talking about pavement management, where we're going actually doing the pavement stuff that is done annually through this program that the MTC has provided us. And we run that and sometimes we make adjustments accordingly every year. So, but however those lists will become they come out and be posted on the website, not on a map form but an address form on our website. I'm now right now actually in a process of working with ITD to see what can we do to make these interactive maps readily available for this kind of project. So most likely in the very near future you will see mapping available so that people could actually be having interactive experiences to where the projects are. And then are we taking community input? I know you have that app where people can submit requests, but is that factored in when you're making determination on what projects to work on next? And obviously safe. Yes, absolutely. Yes, absolutely. I mean, all projects, all capital projects involved, community meetings. We receive feedback from people continuously throughout the process. But as you know, despite all that effort, there's always during construction, especially people do not anticipate the level of disruption. This project sometimes creates, so there's no surprise when people really get upset when the actual work being done. And, you know, it's not easy to, I mean, I don't blame the residents because it's not easy to understand some of these construction drawings until we get actually start digging. They don't realize how much the impact would be, but most of the time, I would say 99% of the time when the project is done, they're very much pleased with what they see. So it's just some of the growing pains associated with the destruction. Sometimes is very obvious, but we continue to work from the beginning during construction all over the end with the community. Thank you. Thanks. So thank you, Daniel, for the report, just a few questions. So the workforce report from April 2024 through December, the hours are the percent of hours local was about 23 and 4. Minorities42 so Do you how do you evaluate that it said good bad fair? I actually think it's very good and they're actually reflect the Connie's commitment towards Diversity if I may say so the difference is that 42% represent total minorities. That means people, they're not necessarily all residents of Alameda County. So the 22%, the 22%, or the 23% tells you though that residents, actual residents of Alameda County does not necessarily distinguish them by ethnic group at that level. So, but 42% is a fairly good number. And as you can see, the construction industry being highly influenced by the Hispanic community, that 42% is actually something to expect. So, it may be my mind is in clicking so I'm just trying to look at the 42% from April 30th December of minority workers then at the 15 year look back when we look at the totals. The future that that means you have the 404 projects, total projects. So this is a cumulative number from 20, from basically from January 2010 all the way through December 2024. Yes, so as you can see, as you can see, the local is 27%. Even though for the first quarter, basically half year is 22%. So the variations are expected, but they're not statistically offline because as you look at them, if they were really, that's why I said the workforce is fairly stable because if it was really very, a lot variation, you would see a jump between what we reported this quarter versus a year, I mean five years ago or 10 years ago. So it seems like they're very much within the margin of acceptable variation, I would say. What about the minority totals? It looks a total the minority is total. Yes, it's about 64%. Yes. So that's relatively, so when you look at that one, that also is the same, the Hispanic community, for example, represented 57% of the, that number in effect. So, and as you can see, the 5% or so that were not included, I just highlighted the total 95% representing 95% of the workforce when I did the calculations. And I think so far, the market has brought up a very good issue and that has been a discussion as you know how do we how do we increase the African-American community participation and and I've always said that it kind of got stuck somewhere between one and a half to three percent and and when you add all those numbers, that's 63 percent makes sense. Okay, but maybe so April of 2024 through December 20th, 24, the percentage was like 42 percent minority, but over the 15 year period, it's 63.66. So 64% so yes, total minority. So during April of 2024 through December 2024, were we down in terms of minority participation in the hours worked? Yes if so, do you have any thoughts on that? I would say since this is only about a half a year, and the period of time that we're looking at also, might have an impact on the number of projects. So I would say we're looking at a very small number about 41 projects versus 400 projects when we look at the 15 year. So I would say if this trend, if this gap continues, for example, at the end of the year, as compared to the previous 10 years of 15 years. Then we need to look at, is there any shift in the workforce dynamics that could cause that? And you cannot just reduce one down without increasing something else also, because you still need. So that's one of the reason we did not go into a detailed sub-analysis of these numbers because I felt this was just a half a year information. And the other thing I want to highlight also is some of these numbers when we talk April through December, you know, when we come back from January to April next time, some of the same project will be part of these analysis because as you know construction doesn't stop an end and the workforce utilization could be duplicative. So the total number that I see in the final numbers of the five, ten, fifteen years probably is a better indicator of what the dynamics look like. Okay. So if you look at it. So if I'm I point out, for example, if you look at the 10 year number, the total minority is 64 percent. Right. Okay. The 15 years is 63, almost 64 percent. The 10 years is almost 65 percent. And then if you go look at the five year, it's about 63%. So over this long haul timelines, which kind of cancel out some of any kind of statistical variations, that kind of tells you the total minority participation on this project is about 64%. OK, I just wanted to kind of flag that because the percentage, you know, having two-thirds of the workforce being minority over a 15-year period, I mean, I think that's really good. But then during that time frame of April through December of 2024, was it only being 42% I was just wondering if that was a blip or you're just saying, we haven't had a long enough time frame to see the difference or make up the question. Yeah, I would wait and see at least for about a one year worth of data before we signal any kind of concern at this time. Yeah, do appreciate, surprise Mark, has flagging the ethnicity of the workforce. Because I mean, we've brought up in the past as well. So it's great that a healthy percentage of the workforce is Hispanic. And if we could increase the workforce among some of the other ethnic groups, but gives us just kind of baffling why more, for instance, African-Americans aren't trying to be a part of the construction workforce when it comes to public works. And let's see that that has been a struggle as you know, we've we've been having this discussion for a long time. So I think it looks to me that the demographics might be working against this thing. So maybe a future study to look at, you know, how does the demographic shift translate over time like 15 years, for example, and see if there are any broader social changes that are happening? Okay. And then when you talked about, and that one report prime contractors 18, It so 33% of the prime contractors were local in 33% or slab. Yes, that's how to read that. You know, the way the way the way kind of read it, the number 33 kind of sound duplicate is not the same group. Actually, we're seeing 33% were local contractors, but then the most important message to me, the second bullet, which is 33% of the prime contractor were awarded to small local businesses. As you know, historically, we've seen the local businesses always operating at a subcontracting level. So that number to me is a fairly substantial increase from historical standards to see the small local contractors participating as primes, which is really the way I'm interpreting it, that some of our effort might be paying off and trying to build incapacity in these slab contractors. So, 12 or non-slab and six were slab, basically, of 18, right? Yes, yes. Okay. Then we got the subcontractors. Okay. Then we got the subcontractors. Okay. Okay, I think that, and I really appreciate the fact that Supervisor Marquez asked you to put together that kind of that trend. It's interesting to see that trend over the last 15 years. All right, so let's see if we have any speakers on this item I Have no speakers on item two all right. Okay. Thank you For this additional report. Okay, so the next report is the General Services Quarterly Report. Good afternoon, supervisor. It's Kimberly Gasplay, Director General Services Agency. Making sure you can hear me. Yes. Okay, great. Thank you. after I do this report, Dieter Dylan is online to do this six month look ahead and then I brought a consultant and Ludwig is going to do a presentation on design build progressive design build. Our new a new procurement methodology for construction that we're implementing on several projects and both of Deetra and Anne will need to be brought in as participants to do that. All right. So and go ahead and go ahead and the minister of 56 formal procurements for goods and services totaling 30.4 million dollars. Of those 14 contracts were awarded to SLEV small local emerging businesses for a value of 6.2 million dollars or 21% of the overall formal procurements. 14 went to local businesses that are not certified as slab for $3.5 roughly million or 11%. So you can see the total is nearly 32% of all contracts went to either slab or local. Purchasing also approved 280 sole sources and 67 piggybacks for a total value of $85 million almost 86 million. Those sole sources have two different categories. There's exceptions and you can see the list here. Those are non-competitive procurements for specific reasons such as single sources supply, patent rights, absolute compatibility with systems and equipment maintenance services. So those exceptions for 42.4 million, there were 117 of those. Exemptions are different, they are not exceptions just for the policy for one of these reads, they are exempt. So software license, for example, CBOs, state mandated products or services or funding. There were 163 exemptions for $14.3 million. So the total social tongue tied. Social sources, as I mentioned, was $280 for $56.8 million. And then piggy bags are different. This is a process in which a good or services are procured from a different government entity such as the state or another one of county runs a procurement and then we use their procurement. It is competitive, but we use theirs rather than running a whole new procurement. So there were 67 of those for $29 million. Our Office of the Acquisition Policy approved small local emerging business waivers when the department submit those. There were 334 new waivers for new contracts. 89 amended contracts for total, 89 amendments. I'm sorry tolling $73.9 million. Over $6.6 million or 9% of these were issued for local Alameda County own businesses. So even though they did submit waivers, about 9% of them went to local businesses. Our capital programs department awarded a 13 as needed architect and engineer services contract with a pulled amount of $5 million. Eight of these vendors are certified slabs while the remaining five vendors will be required to subcontract. 20% of any work task orders they're assigned was certified slip subcontractors to comply with the sub program requirements. Additionally, two contracts for consulting services for Alameda County Fire Training Center were awarded and two task orders were issued under as needed architect and engineering services contract. So you can see the breakdown here. Task orders two went to local to for 85,000 went to non-local. Our GSA Building Maintenance Department awarded 21 construction contracts, 19-informed and two formal valued at $2.2 million. 13 or 84%. This has a lot to do with our website for contractors to sign up. So 84% or nearly $2 million went to local businesses and another 371,000 or 16% went to non-local businesses. Our capital programs division awarded two design bill contracts and three formal construction contracts valued at nearly $100 million. You can see the local businesses received 86% or $85.6 million of those construction contracts and one non-local firm for $14.2 million. Job order contracts. These are contracts that in place but they are not, their purchase orders are issued when task orders are assigned for routine maintenance. Job order contracts, these are contracts that in place, but they are not, their purchase orders are issued when task orders are assigned for routine maintenance under these existing contracts. There were 25 task orders during this time period of which 4.4 million or 46% were to local general contractors. Consolidated CM is a local job order contractor and these are little lists of projects that they did for a total $730.8,000. Consolidated CM has another contract, they have two three contracts. And so they received another nearly $2 million for a long list of task quarters. They also under a different contract are doing Willa Rock, Sighting and Windows for $1.4 million. Aurea Construction is another local contractor and they're doing work up on the Fairmont campus. Utility Clean Ass for $247,000. Mark Scott Construction is a non-local contractor and they're doing a few jobs. You can see 19,000, 1.3 million. They're actually out of Contra Costa County, 21,000, and 1.2 million nearly for the San Arita work. And, Build Builders is also non-union. I'm being non-union, non-local, and doing work electrical upgrades, a specialty up on the Fairmont campus for $2.6 million. GSA oversees the project stabilization and community benefits agreement, and so these are the results of that's the labor agreement with the building trades with the county. Let's see if I can minimize that. And so there are certain goals as Daniel reported some of them out for public works projects. But the county wide total under this agreement is there's been 355,000 hours done. 40% of that work, whether it's GSA or public work projects 50% has been local area residents performing the work and that exceeds the 40% goal. 18% of the previous hours that have been on the jobs at 20% is the state requirements. So contractors will need to bring that up. And disadvantaged work resident apprentice goal is 40% that's a county goal and we're at 41% Daniel reported out on public works projects and you can see here's a GSA specific thousand hours 44% local residents doing the work 20% we've met the target for state requirements, and 40% disadvantaged resident workers, 41%. There's a list of every project. We do have joint advisory committee that needs to look at projects when they're struggling and help the contractors get on track and they have to report how they're going to improve. Again, here's the projects from public works, which Daniel already reported. And then for our outreach bid conferences, GSA purchasing help 43 big conferences with 255 attendees for procurement of goods and services and hosted 25 vendor outreach events with 108 attendees. Our GSA building Maintenance Department held three big conferences and six site walks with a total of 63 attendees. The capital program's department held five big conferences for large construction projects with 112 attendees. There is a link to our website in the report or people want to see upcoming contracting events. We also have a contract with Ingrid Mary Weather and Williams Insurance Services for Contractor Technical Assistance Program and they also help with outreach. So they participate in GSA and Public Works Pre-Big Construction Conferences, GSA and Public Works educational outreach events and host webinars to inform prime contractors and subcontractors about their program and our jobs. No, Worthy's, they're conducting a series called Get Contract Ready webinars on financing, bidding, estimated bond assistance, etc. And it's focused for 2025 is getting eligible local contractors lab certified. Here's a list of all of the events that we've had for outreach with Maryweather Williams during this reporting period. So you could see quite a bit of events. And then we also maintain membership. As my fact, I met one of the women at the fire training event, trace and our events. So we maintain memberships in these different organizations, including chambers of commerce, institutes of government purchasing and project labor agreement work groups, to get the word out on our projects and many of these groups also, you know, let their members know what's going on in our county jobs And that is my report. I'll stop sharing and see if you have questions Okay, thank you. So as Mark has questions comments. Yes. Thank you for the report director Gaseway. I believe I heard you say under the sole source that our CBOs would fall under the exemption category is that correct? If they are a CBO they can be exempt. Some CBOs do register though as a SLABs. So it's a little bit of a mixed bag in reporting because in most of the CBO contracts are done by healthcare or SSA, we do, GSA doesn't run them, but some are, slip. because most of the CBO contracts are done by healthcare or SSA, GSA doesn't run them, but some are sub-certified and some are not, but either way they can be exempt. Okay. Is there a way to kind of, I don't know, I just have lots of thoughts, and it's not really fleshed out, so I guess I'll just say what's on my mind, and when we do our monthly check-in, we can help me understand this better. So one thought is how do we capture that and memorialize that for the public, right? Because I think it's important that we're trying to highlight reinvesting in our community. So I think just making that clear, how many of our CBOs fall under that category. So maybe it's even just a description. That's one thought. And then with respect to our non-local contracts for goods and services, do we ever look at per department? Is there a trend? And is there a trend that tends to do more non-local because of some unique situation? Just trying to have a better understanding of the data. So we do have that data by department and we also more on the labors is where we really started to look at it, the SLEB waivers. And generally large contracts for a very specialty service or item could be a little more challenging. If there's not a lot of opportunities for SLEB participation, so if it's a legal services or financial services or special IT projects, that's where we try to work with them to see if there's other opportunities besides doing that work, maybe some of the other things they're buying. So we can get some local participation, but I could get you more information, some more details. Okay, that would be helpful. And then in respect to the project civilization and community benefits agreement, I believe you said that there's a joint advisory committee that looks like, looks at if there's issues with a contractor who sits on that advisory committee. So I'm gonna have to get, I know we have a contract with device loan. They help participate in that, but I'll have to see who I was on the group. Okay so the issue with like the apprenticeship hours it's close it's very close to the goal of 20% but is that something that would be discussed at that committee level? Yes and mostly they're looking at the disadvantaged workers the goals that are county because the apprentice hours is a state law. Okay. So they, it does get addressed, but that's not they're trying to look at the goals that the county has put out there to say, you know, what are you doing for outreach? Are you getting the number of local residents, disadvantaged workers is more of the focus. Okay. Great. And then, through your work, I'm not sure if staff gets any feedback, but I'm looking out specific to District 2. Every Chamber of Commerce is represented except for Union City and my understanding is they've, they're not, I don't have a whole lot of details, I don't want to comment on it. But I'm just wondering, is there ever a relationship built in like, for example, let's say, Fremont Oakland has a very strong Chamber of Commerce? Is there ever recommendations on other chambers like kind of seeking support and guidance from other organizations to ensure that every city within the county has access to this information? I'm just wondering if those relationships are ever encouraged or helped to basically encourage people to be more organized like some of these entities. So we do, if there's certain ones, we are not participating in, I'll talk with staff and we can do a survey of what's out there and see how we can either join those chambers and get them our information or if there's other things going on there, but you know we don't tell them how to run their chamber we just the city. Yeah, so we can follow up with Union City or or any other cities that you think, but we can also do a survey, as I said, and see what else is. If there's other districts. Okay. Thank you. Yes, and I think I got information about the joint advisory staff are listening and sending me little messages. So let me see real quick. Two county employees, two members from the trades BTC and one member of the community sit on the joint advisory committee. Is that meeting called us on a as needed basis? I think it's quarterly. Quarterly? Okay. The report's when there's problems. But I'll get you all that details now. Okay, thank you. So thanks for the report. And once again, I just wanna thank you for continuing to put on the report the sole source exceptions and sole source exemptions because I always get confused and forget what's an exemption and what's an exception so I'm glad you continue to put it on the report because I know requested that and I'm just thankful for that with the waivers, why were there so many waivers? I think you see. There's a lot of them. It's very sure good department could submit a source waiver and GSA we look at it, we look in the data system for the county to see under NAICS codes if there are actually vendors available and will deny waivers. Teachers usually really good. Denying waivers but the number is usually there is only one vendor around. So. So I just want to show them'm reading this right. The total contracts were 423 contracts in amendments. Yeah, those are for the waivers, love waivers, yes. You're reading it right. So, and so all of those were waivers for 23. Yes. So the amendments is when there was a waiver when the original contract. The contract was awarded, but now maybe they're extending or adding more money to the contracts of the waiver has to. It gets counted again. So we segregated it out because it would have been a waiver originally. So that's not... do we have kind of... I know this is just for the last six months, and I'm just trying to recall, is this number out of proportion, or is it typically this high? So, Deachra is on the call. She's joined us now as a panelist and can she does the waiver. Oh no, it's OAP now, right? So we've all been... I can speak a little bit to the waivers. It we are entering the blanket purchase order season. So sometimes there's a fluctuation. It can depend on a month by month basis. So I would not say any month or any report is indicative of what the next month or the next report is going to be. And I know GSA is monitoring this real carefully. Yes. Because I think what we want to do is not have as many waivers if it all possible, but if is a waiver it's definitely something that you feel fits within the requirements. So I am the department that all the waivers go through to get signed and OAP then accounts those. And we are very, very careful about what wevers that we do move forward. We do have a high percentage of denials as well, as Kimberly indicated. So we make sure if it's allowable that we do so. And if not, we definitely send that back and have them have another avenue for procurement. Okay. I do appreciate the fact that we receive the reports quarterly six months from GSA on this because I know I try to make a point of In the board package, when these items come to the board's supervisors, you know, flagging when I see waivers, but it's not like, you know, I always catch everything, or my staff catches everything. So I just want to continue to make sure we're doing our due diligence on this. Okay. And so they are local firms, but they're not certified. So that's why we're trying to show now even the ones right so they may get a sled waiver, but it is a local firm. They're just not a certified. Okay. So that would have been a big part of our push lately for outreach and trying to get people to sign up through the process. And GSA procurement does do a yearly report where we look at how many of those waivers were given to local, how many were denied. So we do have additional data if you require that. That annual report, is that something that comes out? It's not it's something that I do for GSA procurement and then present it to our executive or senior management team in GSA. Could you let us see it too or make it part of one of your annual updates? Because I think we'd be interested in kind of taking a look at that as a committee and maybe for transparency. Maybe no one's interested from the public, but I think we would be interested just to see that information. I appreciate that you're doing that, Etra, but yeah, let us take a look at it too. Is that okay? Absolutely, director Gaswell, I'm sure we'll be happy to coordinate that, and I will get that information over to her into your office. Yeah, just once again on an annual basis when you do the compilation. Okay, and with the job order contracts, is there a list of contractors you use? Yeah, those are those are the contractors that we use. They have the job order contracts. And I was just told there's a correction that the contractor and bill is listed as non-local. They're actually out of emery bills. they got a local firm. So there's an error there. So we need to get that corrected. But yes, they have, so they get a job order contract, but then they're issued task orders as the work comes along. I just wanna make sure I'm clear, mama. Is there a pool pool of contractors that you use that you've already kind of, this is our pool? You just give the contracts to every, it's, it's, um, applies or competes for the contract within that pool. That's correct. Right. Okay. I could say because some of these entities that are listed here. I don't think I recall because don't you have the poll come to the board for approval? You approve the poll and you also approve each task order. Yeah. So, once again. No, no, I'm sorry. That's professional services. You just approved the poll. Okay, for job order contracts. Okay, so maybe my mind says fuzzy. Because like I said, I just don't remember like Mark Scott construction or Enville, obviously. I just don't recall all of who's in the poll, but I know you're doing the right thing. I just wanted to ask if it's a poll. How many do you recall how many contract contractors are in the pool? I believe this is the list of the contractors are in the pool that we've issued multiple. And I'm sorry, there's nine job or contracts five local for non local. So some of it was recent too. so we're as we're gearing up on a lot of the work and I can send you the full list from the pool. Okay yeah just send us the last again just to refresh our memory thanks. Yeah then project stabilization, project stabilization, can be to benefit agreement. So, even if there isn't, the goal wasn't met with a certain contract or project was put at that way. I think cumulatively the goal was met, I think, when you add them all up and take the average. During that time frame. And sometimes we work on the goals. We've worked with a contractor if the job for whatever reason can't meet the goal, but then we talk to them about meeting that goal on other projects, even ones that aren't county issued by Alameda County, but they may have other projects around that they can hire some of our local residents to meet their goals. Okay. My last question is with the contractor technical assistance program, 44 events, are those events in-person virtual and or hybrid? I think there's a combination, so there's a lot of in-person events, but they also have stuff on their website and their newsletter for virtual events too for people to participate. So sometimes they're a hybrid. So somebody can come in person or take it virtually. Correct. Okay. I think those are all my questions. On this report, I think we'll go to the next report. Let's see. Yeah, I think we'll take all three and then we'll see if there are questions from the public. Okay. Okay. Hello. This is my name is Deetford Dylan. I am with GSA procurement and I'm the procurement administrator. Can you guys hear me okay? Yes. Okay, great. So this is the six month outlook report of everything that General Services Agency procurement department is working on and this report is from March 2025 to August 2025. So it's a look ahead. And you're going to see some verbiage rebits. That means we have a new competitive process that we've initiated or extending. That means we want to have continuity of services and we'll be keeping the same contract and extending that or discontinued. And the reason that we're doing this report is for transparency. So our board and our county can see what we're doing and what we're up to and what's going to be coming forward. So if they're interested in anything that they can have the opportunity to bid, as well as select support. Next slide. So when you look at this report, you're gonna see the end date is first and that's the most important thing because that's gonna show when we either are anticipating finishing this or beginning a new contract and then the beginning date is when we started the solicitation. So you'll see the first item, it's one year, it's for a one year term. And then you will see what the contract number is. The BU stands for Business Unit. And the description as a description of the services. And who the vendor is, are a celebrity, the awarded amount and what the original terms were. So for this particular item on the first row, it was for a restroom shower facility and those goods or services going forward are no longer needed. And on on the next slide and I'll just give you a few or the next row, you'll see that information again and the update is extended for time and increase. So all of these items are only completed through GSA procurement. We do have a host of other county departments, but this in particular, this report is just for GSA procurement. So we have increased for time. We have extended for time. If you could go to the next slide. So if you are possibly interested in doing business with the county where you would want to pay special attention to is to Re-Bid. So if you look in the middle of this section starting on 4 30 20 25 you'll see disposable food trays and that would have been something that would have gone out for bid and anybody within the community could be able to bid on that. So unfortunately that would have closed but if you go a little bit further down you'll see some other items that would be still open or going to be coming open for the community, our vendor community be able to bid on. So if you could just go to the next slide as well. And you'll just see a host of other items that are rebus or extending for time. Next slide. I won't have us go through them all, but I just wanted to give you a little taste of something. You'll see a lot of them have increased only. And as we get a little further down in the date range, 630 2025, that the medical consulting and quality services, that is something that is either up for bid or will be posted shortly because that is a rebid. That's the little ways out. So I will not go through the whole slide you can view it at your leisure but did you have any questions for me? Yes, too much, Marcus. Thank you, sorry I had to step away for a second. Can you give me the definition of increase only is this an existing contract? You're expanding the show? Absolutely. So when a client department wants for increase only or it says increase only, that means they're only looking for additional funding to be added to that contract. Additional funding, is that it's? So let's say you had a your buying pencils and you thought you were only going to need 10 pencils but it turns out that you needed 15. So in order to purchase those you would need additional monies to be added to your contract. So you don't need more time. Sometimes it's It's, I'm going to need, I thought I was only going to need this for a year. Now I need it for two years, but when it normally isn't increased only, that means I need more or I did not, or there was not consideration for inflation or something happened that would make the funding that was available, not enough to cover what was needed. Does it expand the opportunity to new vendors or is it just no it does not. It does not. Okay. So it's signaling to the public like we've already went into contract. There's an increase need. Okay. Got it. There's an increase need. Okay, got it. Got it, thank you. You're welcome. So, it's GSA taking on more of the responsibility for procurement for appropriation. We do partner with probation. Provision also has their own procurement department and how they allocate those resources, I'm not sure. I see. Then I do see a number of the vendors that are possibly up for either a six month bid. Some of some of our nonprofits. And then are any of these going to be unbundled? So when we are looking, when we first begin the procurement process, we look for any opportunity to work with our client departments to complete the board's directive to unbundle. So in this six month outlook report, it would be reflecting that work that's already been done. Okay. Okay, well I look through the list. The only other question I have is, when are we going to get that report on? Because we're waiting to get some data from the change that we made to make it easier. You know, we raised the threshold for small contractors to bid. Then if they didn't bid, then larger contractors could bid on it. Remember we've raised a threshold. So, we haven't raised any thresholds for goods and services for procurement in that area. You guys have raised thresholds I believe for capital or construction services but not for goods and services the threshold remains the same. What is that? So for $3,000 and under under you are supposed to go to a slub first then a local for 25,000 From three thousand to 25,000 It's that same pattern and so on and so forth. So Slub is always power policy is always supposed to be the first vendor that you look for. And we are working and educating our clients on a board initiative, but I can say the county does a very good job or county departments do a very good job of doing that. So they go to the SLEP database, they look for a SLEP participant based on their NAICS code, and if they're unable to find that type of provider, then they're able to go to a local, and then if they're not able to find a local, then they go outside of that. So if they are using a P card, then we have a very robust way of checking to see if they're actually doing that with the P card waiver. But yes, those are the rules. And that's for goods and services. That's for goods and services, yes. Okay, so under construction, you said we raised the threshold, I think, because I'm reflecting in my mind, we approved raising the threshold. Chair Miley. I was talking to me. Who's talking to me? Oh, oh, okay. So I didn't. We've got County Council in the chamber and I was looking around. It's talking because I'm looking at everything on the screen. Yes. Sorry about that. I just may I respond. I believe you're referring to the ordinance you adopted amending our informal bidding ordinance and limits under the Uniform Public Construction Cost Accounting act. I'm Kathy Lee, by the way, I'm a deputy county council and the Office of the County Council. So that is separate from the ordinance that Deja is talking about for goods and services. It is the informal bidding, district construction contracts? It's under the public contract code for the limits. It may be used for construction contracts for public works. And the action that the board took was to increase the thresholds to the statutory limits. So that in a way, the future proofs that so every way, every time the legislature acts, the increase the thresholds are ordinance automatically adjust by incorporating those limits by reference. Yeah, you're hitting the nail on the head. So, hum, we raised it to what is it now? a good question. It actually increased. According to CPI just starting on January 1st of this year. So I believe it is now 220,000. But I would need to look back at my notes. So my question is. When we did this and we're talking about it in the committee. And then eventually the board approved some data on how it's working. Is that data ready to be reported in our next permanent contracting meeting, which will not be until, let's see, this is April. We're not meeting in May, because we canceled May. So would it be July? July, would we have data to report in July on the informal bidding? Yes, this is Kimberly. Yes. Okay. Can you? But we can already see in the report that we presented earlier that the local participation has gone up and we believe it has to do with, helps with the threshold for informal and also the contractors list where people can sign up and register in advance. We think it's a combination of things but local participation is pretty high in our informal construction but we'll have a full report for you. That would be great. Okay, thank you. Thank you. Okay, so I think that's... That's one great deal. Yes, that's surprising. I'm more kids. Trying to figure this out, I'm sure it's a real simple response, but on the column, after contract, what is BU stand for? I see that it's the client or the department, but what is be you in abbreviation for. It just stands for business unit. Business unit thank you. Yes, yes. And it took me a while to figure out these terms as well. I would have never guessed that from glad I asked. No problem. So once again, thanks for continuing to have the six months outlook. I think it's very helpful for transparency So thanks and I and I'm I'm very appreciative of the fact that When we look at this you've already factored in unbundling, okay Okay, let's go to the next Read item and then we'll hear from public speakers. So supervisor, I brought Ms. Ann Ludwig to join us. She, as you know, is a contractor, contractor with GSA administration helping us in a number of areas in our capital projects and there's a new delivery method for construction called Progressive Design Build and she's been helping us roll that out. So I'm going to, I thought it would be a good idea for her to come and speak to your committee today about that. This isn't the end, Ludwig, is it? It's the end of the end. The end of it? All right. How you doing, Anne? I even have a face now, the supervisor. Well, thank you very much for the invitation director, guest way and members of the board. This is a really exciting time in the procurement of capital services and if we can go to the next slide. I want to start with a slide that talks about the history of Alibate County's use of traditional design bill because it's a strong and very productive history And then provide a little bit of information about the legislative authority that is now available to the county and some of the benefits of progressive design bill. And then introduce you to some of the upcoming progressive design bill projects that we are implementing at GSA and leaving some time for questions. So if we can go to the next slide. Some of you may not be aware, but Alameda County's recorders building was one of the first design build projects done in the state of California. The legislature provided an opportunity for 10 pilot projects. Alameda County was one of the 10 counties that were selected. And we used the traditional design bill authority in the late 1990s to construct the recorders building which opened in 2000. We continue to use design build under the authority provided to us for any number of projects and this is just a very few of them. Our juvenile justice center, our east county hall Justice, and the Alameda County Acute Care Tower Project, replacement project. There are many other examples of successful design build projects in Alameda County libraries, community centers, a vast range of projects. So Alameda County started as a leader in this this field and we're really looking forward in this transition to continuing that history of leadership. So at the next slide, on January 1st of last year, the legislature that allowed, that authorized us to use progressive of design build when into effect. Previously, had a number of different public agencies had used this methodology, had been provided that authorization, but it's only just a little over a year ago that the counties were provided that opportunity. The next slide. So the main thing we wanted to talk about here today is what's the difference between traditional design built and progressive? And as I said, we've had a lot of good successes in Alameda County with the traditional design build process, but things change over time. And with progressive, I think we're able to build on the opportunities and the knowledge with traditional design build, but move to a form of procurement that provides us with a faster timeline and provides the people who want to do business with us with an opportunity to participate to a greater level. Just looking through what does design build the traditional versus the progressive mean from the standpoint of getting ready. The first item is in the traditional design build, we had to hire what was called a bridging architect and we had to start working with the users, you know, with GSA's clients to talk about what they needed, what type of building and what all the requirements of the building were. And we went through through two schematic design, which takes a lot of time from the users to get to that level. And then we went to a two-step process where we pre-qualified the design builders and we then went up in an RFP process. And in essence, it became a design competition with a stipulated sum, a guaranteed maximum price. Now for the design builders to get to that point, first of all for us to get to the point as the county agency, again, we had to engage the users at a level of both hiring the bridging architect, and then we had to do the bridging documents, and then we had to start over. And at the end, we introduced the users to their new architect. And a lot of times, we kind of had to go back and do some things over again because the new architects had different questions or even the same questions and just needed to hear from the users themselves. It worked well, but with this progressive design build opportunity, what we do is we work with the users to develop an operations plan. I call it the Buildings Business Plan. Who needs to be in the building? What does the building need to be able to do? How do we want to operate the building? And then we develop a budget cost plan similar to what we did on the Highland project and what we've done in the number of projects over the last few years under the director's leadership. And we establish criteria documents that say the county requires the building that is lead certified the county requires buildings that meet our climate action plans. We set forth the criteria. And then we put an RFQ on the street, one step, put out an RFQ, and according to a list of communicated criteria, we make a qualifications-based selection of the design build entity. And then we move forward with working with the architect through the design, with the design builder, through the design process, reaching a guaranteed maximum price, which is established at some point during the design, once the design is complete enough to be able to enter into contract for the actual construction. The advantage for our users is that we have a one step process and that we're not asking them to work with multiple architects and when the design build entity is on board, they're ready to go. go. The advantage for the design build entities is that the amount of human resources and financial resources that are needed for them to basically participate in a design competition and then guarantee a price for a project that might not be built for many, many years, that's very challenging for them. So we've used this progressive design build process as a win-win for both the county and for the design builders. And again, there have been a number of different types of public agencies, not counties, but a number of different types of agencies that have used this process for many years and there are many success stories that have come out of it. So we are looking for that opportunity. And in the next slide, we have identified three projects that are being set up to be procured under that methodology. Our African American Wellness Hub project, which we plan to be on the street with the RFQ in May, it would involve demolition of an existing building and new construction on that, on the county site. And then two projects within the Santa Rita jail facility one it's called critical operations it's predominantly to address many of the deficiencies in the facility condition assessment report related to the building infrastructure and the building systems. And then the Kitchen Renovation Project is also a project where we will completely renovate the kitchen facilities at the campus. Those are the projects in process and we'd be happy to enter into enter in any questions Okay, thank you chair. Thank you for the presentation and nice to meet you So this is my understanding just legislation that gives predictability a streamlined process But there's no funding attached to this correct. There's no that is correct. Okay. Garnier. That there was fine print there somewhere. Okay. With respect to Sanerita, Jail and the critical operations with this cover, electrical, HVAC, IT, would that be included in this scope of that work? In this current it will address some of the electrical on-site. It's a our building management systems, our security systems, our fire life safety systems, our plumbing and water infrastructure systems. We are doing some planning work around IT. We have identified some short-term solutions to some of the IT issues. WIFI fighting each other. We're working with the sheriff and with their IT group to resolve some of those items. But it doesn't solve every problem at Santa Rita unfortunately. Okay. And this award is anticipated proposals to be received in March and the award to be given next year. I've seen that correctly. Okay. And then are these the only projects that were aware of? Currently, are there others like on a on a list for near future? Or is this it just these three? Can I stop in a little bit? So we will be a little hesitant. There are future projects in the capital plan that we're developing and helping us support that on the operation side. Your board is going to get a whole presentation on the capital plan. But we are looking at other projects that are in the current plan to potentially use progressive design build and we've already shared with, especially public protection. How this will benefit them to go faster. Okay. Thank you. Has it take the details ahead of? Yeah. Meeting with department heads and stuff. Okay, thank you. And just one clarification, those procurements are happening in this current year supervisor. Thank you. Can't really you do know when you talk about public protection. I know. We're public protection too. Except we switch roles. At least it's a chair and I'm the other member of the committee. You're not that committee officer. Okay. Those will become into your committee also. Okay, great. So will we ever use traditional design bill again or everything be progressive? We've had these conversations and tonight some of our user groups. I mean, I get a little nervous rolling out something new and we're doing it on three pretty significant projects. So we're gonna see how that goes. As she said, it is, the county has been successful with traditional design bill but we already believe that this is gonna reduce time on our projects by months. It's not longer. So when I shared it with some of our other client departments and it schedules and I said, okay, we can do the traditional or this. I wanted to keep traditional in my back pocket and they were like, no, this is faster. But as I said, we're just rolling it out and so we're very optimistic but also always have plan B like good girl scouts. Okay, because yeah, if this can be faster and we can have projects once again delivered on time, according to the specification and on budget, then progressive design build is a winner. So I think that's what one of the things she shared and I'll learn more about it too. I'm learning along with the rest of the GSA capital to group is they designed to a guaranteed price. So that's where I want to see how that plays out. Because before we just had a sum, this is it, right? So I'm going to see how this works. But yeah, the goal is faster, better, and as she mentioned, benefits to the user departments, meeting with one architect, too. And the architects get more excited. They want a bid because they don't want to take something that someone else took right. It's all the way to schematic design. They want to be at the gate and do all the cool stuff. So we're hoping we'll get more bidders to on these projects. Yeah, yeah, I can see the benefit of that definitely. Now you didn't mention the fire stations. I thought the fire stations were designed to ask. So the fire chief I did ask to meet with Anne to talk about after we presented to him this idea so he had he they are looking at it. I think they already put one out for design build though not 100% what about the progressive because you know I'm very yeah they are they are looking at the fire stations. He has definitely asked for the information and how it works. Okay. All right. And then let me think, I believe I have one more question. Oh, I appreciate you bringing us to us because it's great to always get educated on new approaches. We'll design Bill. What's your preference and a Kimberly design bill or a public private partnership? Or we can do design, we can't do design bill with a public driver partnership, can we? three projects, the developer. Hires the contractor right when we buy back. Okay, so we're very different. So do we. Because I don't we we don't do too many public private partnerships. So do you think this has some merit over. You know, the progressive design bill approach? I think there's a there's P3s or public private partnerships have other reasons that you do that. Sometimes it's the financing, right? Because your developer may be financing the project and then you pay over time depends on the terms of those agreements. So there may be times you choose that methodology. Mostly it's my understanding, it's been a couple of years since I looked at it, but it's around the funding situation. And it's worked for other counties too. She may have a couple other comments about that, but. I think typically when the county owns the land and the county has the ability to fund the project especially for unique nature projects like fire stations and and even community centers project the type of projects that are built by the private sector in a typical way, like an office building maybe. There are advantages to the county in the progressive design build approach because there is a different element of control. Now, I actually like P3, so I, but I think it's in a place where you don't have land, you don't have the ability to self-fund, and maybe where the project is a little bit more generic. Or it's a significant infrastructure, but then we, we jump over into public works field. The P3s worked with significant infrastructural projects. Okay, this is helpful. At least to kind of understand the distinction and when we might look at a P3 as opposed to design bill. Okay, as you guys are the professionals. And I just feel I'm very helpful to kind of understand this better. So thank you. Okay, let's see if there's. Yes, go ahead. Sorry, just two more clarifying questions. The traditional design build was that used for the reach center as well as the library and Newark, the fairly new civic campus. Do you recall? Newark, that's not a GSA project. The library, I don't know the history, I just know we manage the library and presuming Newark. Owns the building, city of Newark, but I know the county has- That must have been a city project, so I don't know, but Ashley New Center was a design building. Okay, thank you. And Castro Valley Library was a building. Perfect, thank you. So let's see, do we have any speakers on the Saginaw item? It's agenda item number three and we've heard the procurement and contracting update from GSA. Six months outlook and then progressive design bill update. Do we have any public speakers? There are no speakers. No speakers. Okay. Well, thank you so very much for this informative information today. Do we have any speakers on non-agentized items? There are no speakers. Okay, very good. Oh, well, I don't know if that's very good or not, but it's good that we're we're going to adjourn the meeting. That's what the procurement and God-wrenching committee meetings now adjourned.