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BACKGROUND The City of Pleasanton's population is approaching 70,000 within approximately 24 square miles. Within the City's boundaries are: • 277 miles of water mains with 20,519 service connections • Over 100 publicly maintained buildings. • 91 miles of roads • Over 1,200 acres of developed landscaping It is not always practical or cost-effective for City staff to perform certain maintenance functions that are essential to keep the City in good working order. Out-sourced contracting has been the solution when cost evaluations determine that the work can be provided at a lower cost by out-sourced contractors and in cases where City staff does not have a specific trade expertise. The City has funding in the operating budget for miscellaneous repairs from outside contractors when City staff cannot perform the work. For example, in the event aCity-owned park restroom is vandalized requiring painting, there are two painters on contract with the City under this "As-Needed" contract. Staff would then contact both vendors, provide a scope of service to them, and request a bid for services to determine vendor's availability during the required timeframe. Based on vendor availability and bid prices, staff would then select a vendor and authorize the work to begin. DISCUSSION The consolidated bidding method that was utilized is a formal bidding procedure with extensive local outreach that encourages local contractor participation (see Invitation to Bid, Attachment 2). Advertisements were posted in local newspapers on April 1st and 3rd, 2008, as well as on the City's website, and on April 19, 2008, bids were opened (with the successful bidders listed on Attachment 1). All as-needed contractors have already provided their insurance certificates, hourly rates and product mark-up to the City. This process allows for staff to authorize the work and have the work completed in a much timelier manner than formally bidding each small project. For all projects over $25,000, staff will contact all vendors on their bid list and request proposals from each contractor and then issue a purchase order or City Manager's contract for the project. Contracting does require staff management and diligence to be effective. Over the last several years, staff has made an effort to consolidate the number of contracts issued for miscellaneous and "as-needed" services to facilitate efficient management of contracts and achieve cost effectiveness. A number of trade specialties fall into the same category referred to "as-needed," and therefore, staff has consolidated the bidding procedure. A listing of the proposed trade specialties by division of who will oversee the work is attached to this report (Attachment 3). Page 2 of 3