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Good morning, everyone and welcome today of the California Transportation Commission, January meeting.
Today is Thursday, January 27th, and we are looking forward to.
A very wonderful Hearing, and we are going to after day two of our meeting is done, we are gonna have a 15 minute break and then move into the public hearing for the SIP on the north region.
So all of those who are tuning in now know that that will be the case and the Hearing will officially start.
15 minutes after the adjournment of this Hearing.
Douglas, could you please read the role and then give instructions as to how the public participates in today's meeting.
Thank you, Madam Chair.
And I'd also like to note for the public and for all of our Commission staff, the STIP Hearing as a separate GoTo Webinar.
So you'll need to log off of this one and login to that one separately.
Thank you very much, Douglas.
How will the public know what's the login information is for the STIP Hearing.
Will you provide that at the end of this?
Meeting today for this day to it's on the agenda.
The agenda went out a number of days ago, about ten days ago.
And that agenda is also on our website currently.
Thank you very much.
All right.
Commissure Alvarado.
Commissioner Davis.
Commissioner, eager.
File cone Here.
Commissioner crispy, President Gore, Dino.
Commissioner Commissioner Lou.
Martinez, President.
Commissioner baloney, Chair Norton, prison.
Senator Newman.
Assembly Member Friedman.
And I'm sure we have a quorum.
Thank you so much.
And with that, we're going to start with item and 62, the first quarter project delivery report of Tim Silberman, Madam Chair, did you want me to read the instructions on the webinar as well?
Course, I did.
Thank you so much.
We will wait until after that.
Thank you for reminding me.
Thank you.
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Was items 62, Tim.
Thank you, Chair Norton.
I'm hoping everyone can hear me fine.
Good morning, Commissioners.
Items 62 as an information item pursuant to government code section 14.6526, caltrans is required to report to the Commission quarterly for projects which complete construction in the previous quarter and for all major and shop projects.
Donna Barry, caltrans, Division Chief of project management, is here to present the first quarter.
Project deliver report for the 202122 fiscal year alternative over to Donna.
Thank you, Tim.
Good morning.
Chair Norton, commissioners, in Transportation pardons.
My name is Donna Berry and I'm the division chiefs for the division of project management.
Today, I will report on the first quarter of the Project delivery report, which covers a three-month period, and we'll focus on how the department is meeting its portfolio commitments, as well as our delivery today.
Next slide, please.
The project delivery process consists of six divisions that work together to develop, design, and inspect capital projects.
These divisions include environmental design right away, and land surveys, engineering services, construction, and Project Management.
Next slide, please.
At this time, I would like to briefly highlight a few of the project delivery improvement initiatives we are developing.
Under the division of environmental analysis.
And AB 1282 permitting task force has been created that will continue to improve the efficiency, effectiveness, and permitting of transportation projects in the division of design, design is a lead and using 3D virtual models to identify.
Let me implement efficiencies within the project delivery process.
In the division of right away lands and enhancing or real-time GPS network to directly support project delivery, which includes approximately 220 reference stations statewide covering all 12 districts.
When a division of engineering services, Astro aware amongst modernized and replaces a 40 year-old system, two more accessible that will improve the efficiency of caltrans project delivery teams.
The division of construction has implemented a new centralized electronic database.
Call Falcon DMS.
Electronic document management system, which allows for access to project records remotely.
For example, while in the field for our field engineers reduces the volume of paper to administer construction contracts and allows for easy searches.
A project records.
And finally, the division of project management, or sees ongoing efforts that improve the data collection and reporting to assist with the decision-making such as data quality efforts, dashboards, and earned value analysis.
Again, this is just a high-level overview of what Project Delivery is doing.
In the project delivery team would be more than happy to go in greater detail at a future project delivery workshop.
Next slide, please.
Next slide, please.
Thank you.
This slide illustrates delivery as of this week.
This data does not include minor projects and maintenance projects.
It also does not include emergency projects and safety projects that were unanticipated at the start of the fiscal year.
Each of the semi-circles represent what has been.
Delivered in our end, our targeted delivery.
Specifically accomplishments are in green with the remaining targeted delivery in gray.
We will continue to keep you informed with our progress to date.
As we monitor the urine projections through the fiscal year.
Next slide, please.
This slide represents the results of the first quarter project delivery performance measures based on the end of the first quarter data, the current forecasts is the department is expected to meet or exceed the last five years.
Total averages in a number of categories, we will continue to take intelligent risks and push are delivered.
Three, to maximize the dollar by maximizing the dollars, we can excuse me, by maximizing the dollars we can deliver more benefit by managing through the wrist.
Please understand this approaches intentional and deliberate strategy for the department.
Next slide.
Project delivery performance measures show the success for delivery for the STIP and shot programs for the first corner.
Costs are calculated six months, six months after the end of construction.
This table includes support and capital cost.
By the end of the first quarter.
Two-step projects, totally 144 minutes.
Million more completed under budget by seven million dollars.
Forty seven shop projects totaling 454 million or completed under the bug under budget by about 69 million.
Next slide.
In the quarterly report, we highlight the number of projects potentially needing supplemental funds, their current budgets, and the cost of the potential risks will work closely with Commission staff to identify categories of risks which are shown here for quarter one.
This allows us to identify the most common risk drivers and then work to avoid, mitigate or transfer those risks for quarter one, the most common risk r, right away, acquisition utility conflicts in resolutely and relocations and construction site issues.
A definition of these descriptions are available in a quarterly.
Is the Department's practice.
And as it is, the Department's practice, we will continue to work closely with the Commission staff by meeting regularly and communicating early on any potential risks.
Next slide, please.
This slide shows the budget risk that caltrans actively managed is managing.
As a result of active management risk management, many of these risks will not materialize and will not require a Commission action during pre-construction, we are actively working on over 1000 projects and managing.
For 40 of these projects.
We are working through our project delivery teams can process to minimize the risk and maximize the benefits for successful delivery, such as modifying scope, changing strategy, and requesting supplemental funds.
There are over 600 active projects and construction, and we are managing risks for 49.
Projects at this time.
During final close out, which includes clean arbitration, environmental, and right away, there are ten projects which may result in a supplemental.
These projects have achieved contract acceptance.
We are actively managing these risks.
It is important to keep in mind, not all of these projects will come forward for a supplemental.
Next slide, please.
This completes my presentation and thank you for allowing me to.
Report on project delivery progress today.
Thank you so much, Donna.
And it was wonderful report.
We have no public comment on this item.
Commissioners, are there any of you who'd like to speak on this?
We want to thank you for your first quarter and delivery report and we look forward to your next quarter report.
Thank you.
Thank you.
Next, we have two items that are action items, item 6364, Tim.
Well, I think wants to take my 63 more than glad we have Tim.
Thank you.
Chair Norton at the Department.
Item 63 is an action item.
This is a greater than 120 allocation funds request.
First STIP project on the State Highway System.
The department is requesting the Commission allocate a 135.4 million to the Shalon AMI project.
I'll State Route 46 in soundless of this book, County.
The request is for a 124.2 million in construction capital.
11.2 million in construction support.
Instruction capital requests this.
It's approximately 42.5 million above the program amount, which is about 50 % more.
This project will convert approximately 9.8 miles of a two-lane highway.
14 Expressway.
This project has been programmed in the steps since 2014.
The projects programmed amount was last updated in the 2020 STIP based on a 2019 engineer's estimate prior to the pandemic.
Since then, prices for goods and services have significant.
Frequently increased.
This project will be delivered along with two other projects and the same corridor using CM GC.
This is this one is ready to go out.
The other two are in various stages in the various stages of development till faces.
I'm November 2021.
Caltrans updated the estimate on this project and the estimate was higher than the program amount, which was most surprised.
Lo the CNBC Contractor's estimate, as normal with CM GC and independent cost evaluator was procured.
Who provided an estimate?
When the prices from the CM GC contractor are consistent with the industry, the independent cost evaluators estimate was within a few percentage points of the CM GC estimate.
Because ca argc contractor was brought in very late, almost the design was complete if mapped, all complete, there were only able to implement one innovation out of 18 they studied, resulting in only 80 thousand in savings, which is really one of the biggest advantages of using CM GC.
The Innovations that they are equal to implement on projects.
So staff did question the department as to why they brought in the CM GC contractor so late.
Caltrans indicated that the updated environmental document took longer than than anticipated, which resulted in.
The schedule overlapping with the other two projects, which is the reason they looked into CM GC to maintain the delivery schedule.
Caltrans also looked at advantages to have the GC two or three projects essay would provide more flexibility and we'll all go out there to maintain the scheduled as indicated earlier.
Although it may not provide many advantages for this project, except the schedule, they do anticipate it will for the other.
Two with the ability to implement more innovations, resulting impossible savings.
Since the big prices were so much higher than the engineer's estimate.
We did ask, why not take it out to bid caltrans feels that with the validation of the independent cost estimating.
The CMG sees estimate would not be much different if they take it out to bid.
In addition, repackaging the project and taking it out to bid will delay the project start by another season.
And most likely increase the cost.
It would also impact the schedule of the other two projects, which will then be delayed and efficiencies between the other two projects in staging and materials handling would be lost if the contracts were separated.
Tim governs district five director is available.
If you have any questions on.
This request.
By the way.
I have some questions, but I'd like to call on Commissioner Davis for his questions.
You're muted.
Thank you, Chair Norton.
Appreciate that, Teresa.
Thank you for your report.
And also the time we've had to discuss this project.
I think we're sort of over a barrel here with regard to.
Not moving forward and what the delays may end up costing.
But I would really like some assurances from caltrans that, you know, awarding the next two phases to the same CM GC is going to lead to.
Something more than one out of 18 $80 thousand because what I don't want to see is this come back before us again with anything close to something that just started like normally acceptable changes with regard to costs.
I mean, this is this is extraordinary.
And then I also.
Caltrans good answer to the question about how this I mean, I know how GC works, but is it normal process to not have another sort of bidding round with regard to a next phase.
To sort of create that.
Competitive competition that I believe we're looking forward to stretch our dollars as far as far as possible.
But so some assurance that we're gonna see some more savings now, this the CMGC Has been brought in earlier, which didn't occur with the first phase.
And just Understanding that, you know, what's the normal process as they look to do these projects with additional phases and do they always sort of try to lean towards the same construction Construction Manager?
Thank you.
Tim governance, I think.
Not sure if the staff has unmuted.
Tim governs.
So I'm read themselves.
Thank you.
Commissioners, Can I be heard now?
Yes, you can.
A great.
Thank You.
Commissioner Davis.
Those were good.
Good questions you asked and let me assure you we have been working with the team to see what we can do for the next phases.
I met with them already just this week on partner partnering Type session to see what innovations we can bring and what we can do for the next two sessions or sections.
And also one of the things that isn't quite as clear on this, even though some of the innovations were thought of, some, some of them might not have merit because we couldn't do, you know, they were suggestion that hadn't been vetted, but we did we are able to work with them and mitigate risks of claims during construction.
Because they were brought out during the design phase, we did more of the constructability reviews we had that advantage.
And so, so we did get some advantage from CMGC is not nearly as much as we would like.
And we are already actively working on the next two segments.
As far as norms on CMGC, the If CMGC four, a corridor are getting that familiarity, that dependability, and knowing that so it is common to US CMGC you for more than one section of the corridor.
However, it's I wanted to address a little bit on the bid risk.
We do follow that process of negotiation with the contractor.
And if we can't reach agreement, we go to normal bidding.
In this case, working with the contractor.
They'd build out almost 50 % of the project are approximately 15 % to subcontractors.
So we got to see all of their procurement methods and what the subs were coming into.
And because of the uncertainty and risk.
In the last two years and the fact that this has well over 500 working days.
So there's 2.5 years of construction.
Subs built that into their risks.
So that's part of the reason we didn't we didn't reject everything and suggests going out to bid.
We saw what that bid was.
And in addition to the subs, there's another 20 % of the cost.
Our material costs.
And I think you know, those of you in the construction industry.
The concrete and steel costs and what it takes to prepare those.
That that is now a known rather than just estimate at our point.
And part of the estimates of working what CMGC IS, we're able to look a lot more forward looking that.
Just in the past and our historic of what capital lately.
So it's much more responsive to the market conditions.
I hope I addressed your question, sir.
I appreciate the response.
I just will note at least from one commissioner, I certainly hope we don't ever see a 50.1% increase come back through again.
On this project?
Believe me, I've never brought one forward and I share that concern.
Thank you.
I wanted to follow Dr.
Governs width when this line of Comment in question and that is, you know, we are focused on what we're gonna be.
Building from the opportunities to have a CMGC sale.
Costs save time and save focused on delivering a project, wouldn't you think the lessons learned have been regarding this project and can be translatable to other projects.
You know, based on your observations.
Because we do want to see more CMGC and projects bring in savings and certainly getting projects done within the time-frame anticipated.
Thank you.
That's a great question.
Obviously, one of the first is plan early in the, in the, in the programming of projects as we, as we see the size of projects and the scope and plan to US CMGC disk so that we can bring them in.
We can even bring them in at the tail end once we know the.
Burn mental, even prior to environmental completion, once we know we're going that way, just to make sure we don't have to redo any of that environmental work and some of our agreements and commitments we made there.
One of the other things is also is we get benefits and the more we can work with them.
We typically, when we put out projects, do not.
Dictate means and methods of construction.
But when we have the contractor with us, we're able to make more commitments.
We've been able to reduce right of way on some projects because the contractor shows us how it can be built without getting say, a temporary construction easement.
So those are better.
CMGC was a great.
And I'm really hoping this one instance doesn't reflect too poorly on it because I do believe in the process.
I think we can learn from this.
And I think it is a very good tool we have used it in other areas.
And it also helps us with working with the community to be able to give them some assurance of how we can stage.
I wanted to just follow them.
We've been very focused on worker safety.
And so the fact that you're talking about reducing right away and the congestion impacts.
And so that we can also make sure that the workers are safe as they are doing this constraint.
I'm glad we've talked about this UNI before, and I'm very glad that that is a focus of u and the district as a lot of this work is being done on highways that don't have a lot of good lighting, lots of travel, and we want to keep the construction workers safe.
So Teresa, since this is an action item, we get emotion to not.
Commissioner Eager moves, jacket Martinez.
Eager Martinez.
Douglas, could you please read the role.
Commissioner Davis.
Commissioner Eager.
All right.
Unless you're welcome.
Hi, Commissioner Grisby.
Commissioner Edmund.
Martinez, baloney.
The motion has approved.
Thank you so much.
And now we move on to us.
Now move on to item 64, John Frey.
Good morning, Commissioners.
Item 64 is an action item for a shop Bridge Replacement project on Interstate five and Fresno County that is requesting an allocation that exceeds the program to mount by more than 20 % for construction capital.
This project is requesting $13,000,564 thousand.
Pre-construction capital, and that's a 24.5% increase.
And it's requesting $3,000,100 thousand for construction support and that's a 10.7% increase.
Construction costs are greater than the program amounts.
As a result of scope changes and scheduled delays.
The majority.
The capital cost increase as a result of the redesign of the temporary roadway detour number.
It's a bridge replacement project, so there de touring around this bridge that replacing the original detour, used a temporary bridge and the median, which was sufficient for vehicles, but it did not accommodate by which.
Our permitted to use the ten foot shoulder on this segment of highway.
The revised detour comes with an increased cost, but it will accommodate bicyclists.
And in addition, it'll minimize the public inconvenience by reducing the construction seasons from three to two, and it will also be utilized on a future project that's gonna construct.
Reinforced concrete pavement at dislocation.
So it does have some peripheral benefits.
In addition to being able to accommodate the bicyclists, stef was a little concerned about the apparent lack of bicyclists that US Interstate five, but we appreciate that there's some peripheral benefits that will come from.
The revised detour.
The cost was also further delayed by a further impacted by a scheduled delay when a giant kangaroo rat was discovered within the project limits after the project reached RTL.
That's a protected species.
And so that delayed the project by nearly two years as caltrans negotiated mitigation for the impact than the.
Original project costs did not include escalation to accommodate this additional time.
So between the revised detour and the scheduled delay, that's what accounts for the cost increase.
Staff is recommending approval of this item.
Thank you so much, seeing that we have no public Comment, commissioners, do you have any questions or comments on it?
It's item the motion.
Second, seconds.
All radome moves.
I heard Davis second.
Douglas, can you please see the role.
Yes, sir.
Commissioner Davis.
All right.
Hi, Mr.
Martinez, Mr.
Tub baloney, Chair Norton for the motion is approved.
Thank you very much.
Since item 65 has been withdrawn, we are going to go with items 6660.
Seven separately.
Tim Silberman.
Turn Norton.
Commissioners, item 66 is an action item for a drainage restoration project on State Route one in Los Angeles County that is requesting a supplemental allocation for pre-construction support of $1 million for the plant specifications and estimate face.
The increase in support costs is mainly related to unanticipated resource needs at one of the Colbert rehabilitation locations.
The rehabilitation strategy at this location changed a couple of times, ultimately resulting in a bridge project experience cost increases due.
Due to issues with the right-of-way and environmental permits.
And specifically at the bridge location, caltrans anticipated not being able to obtain possession of an easement from a property on her without requiring a resolution of necessity.
Also, the property owner was requesting a walkway under the bridge to sign the right away contract.
Let's caltrans spent resources redesigning bridge components and revising staging plans to mitigate the need for the property and they need to implement a walkway.
It September of 2021, caltrans held a condemnation evaluation meeting with the property owner and decided to consider the request, implement the walkway under the bridge.
This strategy will avoid the need for.
Resolution to necessity and will help obtain the Coastal Commission permit.
The additional resources are needed to conduct additional studies, design and coordination with permit agencies to implement the walkway, as well as coordination with various other resource agencies.
Staff has reviewed the project and the request and recommends the approval.
The Commission.
For this item.
Thank you so much.
We have no public comment on this item, and we do have vice-chair Alvarado, who'd like to speak.
Thank you, Madam Chair.
You know, we talked about this project before and I understand that when you go from a cover to bridge it.
That's a little bit of a stretch.
But this just at the only cover project in his package, right?
How many other covers are in this package?
I believe the district should be on the line.
My understanding is there are 13 other culverts as part of this project.
And this is obviously taken some time.
We're not done with it.
Why are we not doing the other 13 and split in this one out by itself.
And more the longer we wait, the more it's going to cost us to do the other 13 converts.
It was it was brought to the districts attention.
I'd like the district to respond to that question.
Someone from the district on the line.
This is 22 bars with district May 7, I respond.
Good morning, Dr.
Thank you, Chair Norton.
And Chair.
Commissioners Alvarado.
That's an excellent question.
And I will say that just to give a little bit more background the project and includes the rehabilitation.
15 coverts along the PCH in Los Angeles County of all of the coverts are within the jurisdiction of the California Coastal Commission.
Initially, the teens thought was to process through the process was to coordinate one time with the California Coastal Commission for all 15 locations.
And provide the mitigation that would be required at that time.
Obviously, as we continue to proceed through the project delivery process, Celsius degree solstice Creek was determined to have some additional challenges with it, not only with the California Coastal Commission, but all.
So what's ship o requirements?
And as was mentioned, there was a complex right away issue with that location.
The team still believe that they could deliver the project with that location with the other 14 locations within the time required.
I will say one positive note.
The team was.
Able to resolve the very contentious right away issue with the property owner that could have easily tied the project up even further and potentially in the court system for an extended period of time by resolving that contentious issue, the team was able to move project forward as we're hoping to move it, continuing to move it forward, but also mitigate.
Many liabilities to the state.
And also the need for even more adjustable support costs.
So again, the thought process was to mitigate one time with all 15 locations rather than separate into multiple projects?
Well, it wouldn't be multiple, just be two.
What our timeline look and now, the request is for the additional support costs we our our goal in we're still anticipating deliver this project within the fiscal year.
By the end of this fiscal year.
So delivered this fiscal year.
But the other 13 are ready to go, right.
They're ready to go with the package.
That's my understanding.
That's my question.
You know, are we are we going to have to go back to the cultural Commission for this one piece, 13 or 14 issues.
We have the agreement with the Coastal Commission for the other 14 locations and now we have we met the requirements for solstice Creek, so we're continuing to move forward to deliver the entire package.
We're not gonna start construction.
All of them are fruit.
We're not going to start construction until we are ready to list the project which is at the end of the fiscal year.
We're not gonna start construction until all of them are approved.
That is correct.
And we do have with the other 14 locations, we do have the commitments for approval from the California Coastal Commission, as well as the social great, which makes the 15 locations have those other one's been big yet.
No, because it's all 11 project.
Thank you.
Thank you.
Are there any other commissioners with other comments?
I'd like to entertain a motion on item 66, reluctant.
Alvarado moves the motion.
Thank you.
All rondo.
Douglas, can you please read the rules?
Yes, sir.
Commissioner Davis.
Commissioner Edmund.
Commissioner Lu, Mr.
Martinez, Fletcher, TVA loaning.
Norton for the motion is approved.
Thank you so much.
And now we're onto items 6710.
Yes, Commissioners.
Item 67 is an action I didn't for a traffic management systems project to install a fiber optic cable on State Route 99 and Sacramento County, requesting a supplemental allocation.
8,000,678 thousand to advertise the project.
This represents an 81.9% increase.
Previously allocated amount.
This product receives six bids in October of 2021.
After analyzing all the bids, it was ultimately ultimately decided to reject all bids and re advertise the project.
In December of 2021, caltrans recertified the engineer's estimate to reflect the current trend of market prices.
Based on future demand of incoming broadband programs.
And includes risks for materials, materials, supply chain issues.
Staff has reviewed the project and the request and recommends the Commission approved this item.
We have no public comment on this item, commissioners, do you have any questions on this item?
If not, can we entertain a motion?
Davis move and Alvarado and Martinez.
Second, Douglas, can you please read the role.
Yes, sir.
Commissioner Eager.
Unless you're Falcon.
Commissioner Grisby.
to Mr.
Gordy, Commissioner Edmund.
Martinez, Mr.
Baloney, Chair Norton for the motion is approved.
Thank you, Commissioners.
We're gonna take items 68 and through 70 together and then 71 separately.
But all.
Being presented by Tim Silberman again.
Thank you so much, Tim.
Thanks, Gerald.
Items 68 is an action item for a tunnel letting project on State Route 199 and Del Norte County requesting a supplemental allocation of $2,000,004 thousand to award the project.
The project receives six bids in April