Thursday, September 24, 2026, 1:15 p.m. (Denver time), Parr-Widener Community Room, Room 389
0:28 Afternoon It Thursday,
0:33 SEPTEMBER 24th. We are in day
0:37 4 of budget hearings and ready
0:39 for more budget hearings, we
0:41 make excited for so that we
0:43 can be rounded out time for
0:44 science. I surrendered council
0:47 representing diverse, perfect
0:51 10. We had pleasure of hosting
0:55 for this round budget Before
0:58 we hear from general services
1:01 go through for decades
1:02 starting with the
1:06 distinguished woman a week in
1:07 rating councilmember Fred,
1:10 like he everyone said in a
1:11 consultative, Candace Campos,
1:12 councilmember at large. Good
1:15 afternoon, Carol Watson, Fine
1:16 District Times, Flynn,
1:19 Southwest numbers, district
1:21 kids extra point for finance
1:25 distant sites, it's getting
1:26 crazy or if it's executive
1:28 director, General Services, my
1:29 problem, deputy executive
1:32 director services a billion
1:36 step. The executive district
1:38 man district kind of earth
1:39 every district plan. Diana
1:40 Romero, Campbell, Southeast
1:41 Denver district Court holding
1:44 a chief financial officer,
1:46 Justin Mayor, thank you,
1:48 Mayor. Thank you everyone for
1:50 being here. Personal services.
1:59 Please take it to review every
2:01 if we have pleasure. Being
2:02 after it was all fuel that So
2:04 thank you again and good
2:05 afternoon to the honorable
2:05 members of City Council, Mayor
2:07 Johnson and on agency
2:09 partners. We're happy to be
2:10 here to present our proposed
2:14 2027 budget with you all. All
2:18 right. So who we are before we
2:20 talk numbers here is a full
2:21 picture of general services,
2:22 which I think is really
2:23 important. So the budget
2:23 decisions and solutions that
2:25 we're bringing forward to. You
2:28 have context. We recently did
2:29 a reordering earlier this year
2:32 so that we can ensure that our
2:34 we identified our agency
2:36 partners in communities
2:38 experience so gives the best
2:39 representation how we have
2:42 been to me or for general
2:44 services. We have our sourcing
2:45 its strategy unit, our
2:45 facility, security and surplus
2:47 unit in our business services
2:50 unit sourcing in strategy
2:52 gives agencies like a 1, 4, at
2:54 front door experience to
2:55 procurement purchasing equity
2:58 is built. And at the start, we
3:00 also have facility security
3:02 and surplus which brings
3:04 building care, access, control
3:06 and safety and under roof. And
3:07 then we also have business
3:11 services, which is essentially
3:11 our wrap around services and
3:12 keeping General Services
3:13 moving forward. So if you are
3:17 handoffs and faster service.
3:18 Now, this is the piece that I
3:19 get really excited to talk
3:21 about. This is in the space of
3:22 what we The beauty of what you
3:27 see here is who built rgs team
3:28 across every division and in
3:28 partnership with Peak
3:29 developed our Mission in
3:32 Motion Strategic plan and they
3:36 didn't do it in a vacuum. We
3:38 project conducted poll survey
3:39 work. Each of our agency
3:41 partners got to weigh in on
3:41 how general and services is
3:42 conducting our work. We also
3:43 put that out into the
3:45 community so that we can
3:46 understand what folks needed
3:48 from us. And each of those
3:49 voices would be shaped in the
3:52 work that we do in our plans
3:53 moving forward throughout the
3:54 year. So the result of our
3:56 mission, vision and values
3:57 that belongs employees,
4:00 reflect our customers, our
4:02 values being being responsive,
4:03 customer centered measuring
4:06 what matters so that we
4:06 deliver with accuracy,
4:08 simplifying streamlining and
4:10 delivering making transparency
4:13 and to a practice and
4:16 communicating openly and
4:16 collaboratively widely. So
4:17 this is what we call our
4:18 mission in motion. And this is
4:18 how we truly operate every
4:24 day. As it relates to our
4:26 strategic priorities of 2027.
4:28 And this is who we sur these
4:29 priorities are mission emotion
4:32 and action essentially the
4:34 same team rds team that built
4:36 also are commitments that you
4:38 see here. We started with the
4:40 mayor's priorities and float
4:42 them down into ours so that
4:43 every commitment serves our
4:45 agency partners, our business
4:48 community and our partners. So
4:49 you'll see a shelter
4:52 facilities comes first because
4:55 safe reliable buildings and
4:56 the foundation is are all in
4:58 mile people. Powered is on
4:58 this list deliberately so that
5:01 we can ensure that our general
5:02 service team knows that
5:06 without them there is no gs
5:06 and that continuous
5:07 improvement is how we do more
5:09 with a leaner workforce. And
5:10 without burning out entire
5:15 team. As it relates to
5:16 addressing city Council
5:18 priorities. So our work lands
5:20 directly into a council
5:20 priorities, which is going to
5:22 be around housing and
5:24 supporting work for our
5:25 workers and our businesses. So
5:26 you'll see here which is
5:28 exceptional and 11% shelter
5:31 team maintains the facilities
5:32 behind the city's housing
5:35 response with an estimated
5:37 1.7, 5 million, the security
5:38 rfp, which you'll hear more
5:40 about in the coming weeks was
5:41 built with vendors, the union
5:43 and city partners at the table
5:43 from day one. And we continue
5:48 to do so. Does or
5:49 reauthorization? It keeps the
5:51 doors open for small minority
5:51 and women-owned businesses so
5:52 that they can work with the
5:53 city for another 5 years in
5:55 into those years to come. We
5:59 also get into the community,
6:01 our most recent supplier,
6:02 diversity Opportunity Fair,
6:04 grew roughly around 70
6:05 businesses. This took place
6:06 yesterday afternoon. And this
6:08 is connecting face-to-face
6:09 with their city agencies
6:10 around the opportunities that
6:11 are available with the And I
6:13 want to sincerely thank our
6:15 city council members that
6:17 shared that distribution fire.
6:19 I city website with their
6:21 constituency to assist in
6:21 getting a lot of those
6:24 businesses at the fair
6:24 yesterday that is critical in
6:25 the space of capacity
6:30 building. Equity consideration
6:33 is one of our core components
6:34 and everything that we do
6:34 touches equity. And I am we
6:36 make sure that it is built
6:39 into how we buy. We build and
6:40 we budget. We truly listen
6:43 before we decided this seen
6:44 through task force as being in
6:44 the community as working with
6:48 our agency partners as having
6:49 various meetings with labor
6:52 workforce. This shapes our
6:53 choices inequity. One of the
6:54 examples that we're bringing
6:55 here with you today is how
6:58 we've been integrating our the
6:58 division of small business
7:00 opportunity into sourcing
7:00 strategy. So it's one
7:01 ecosystem and the way in which
7:06 the city works with all of our
7:07 contracting opportunities, we
7:10 convened task force around the
7:10 discordant that we put out.
7:11 We're convening task force on
7:15 our rules and regulations. We
7:17 have picture advisory group
7:18 whereby does bode equities
7:21 built throughout that. We
7:22 ensure that we have 2 kids in
7:25 training available ensure that
7:31 equity living in the space. As
7:32 it relates to performance
7:33 metrics. We want to make sure
7:35 that we are showing how our
7:39 work that we're doing and
7:42 really is reflected. So we've
7:42 provided to metrics here today
7:44 in the first is again around
7:47 the vision of small business
7:47 opportunity and the dollars
7:48 that were getting into the
7:49 pockets of our small minority
7:51 and women-owned businesses.
7:53 The blue bars reflect the
7:55 pockets of the dollars in
7:57 pockets from Rs Mwbe czar,
7:59 small minority women-owned
8:01 businesses and money that
8:02 they've actually received from
8:03 contracts throughout the
8:06 citywide work you. And that
8:07 doesn't stop there. Also say
8:09 that with our purchasing stand
8:10 in the space where we don't
8:12 have requirements on
8:13 contracts, you'll see that we
8:15 are seeing citywide agencies
8:16 utilizing certified
8:17 businesses, even in the
8:19 absence of these requirements.
8:20 So we're bringing small
8:21 businesses in this space of
8:22 contracts as well as in our
8:23 purchasing spend, which is
8:26 great. We continue to advance
8:27 payments and commitments
8:28 because that's what keeps our
8:33 businesses open and thriving.
8:35 Our next metric is a really
8:36 are out. Our priorities have
8:37 shaped and played out. So
8:40 earlier you heard us talking
8:42 about how we've been working
8:44 in facilities, management with
8:45 efficiency and effectiveness.
8:47 This is a great representation
8:48 of that. We've shifted
8:49 facilities, maintenance
8:52 towards core services and
8:53 preventative work, fixing
8:54 things that before they break
8:56 is cheaper, safer and
8:59 responsible for the So while
9:00 customer requests are
9:02 anticipated to reduce to to
9:03 focus on core areas are
9:05 preventative maintenance, work
9:06 orders will continue to
9:06 increase so they were getting
9:10 ahead of things and 2027. We
9:12 can expect that the volume
9:15 will remain consistent. But
9:16 with a leaner workforce and
9:17 smarter working smarter, not
9:18 harder will continue to
9:23 advance this mission. And then
9:24 last but not least our budget.
9:26 The last to be is yet another
9:28 example from a strategic
9:29 priorities that I shared with
9:30 you earlier. This is showing
9:33 you before we get into the
9:34 numbers, how are and our
9:37 priorities align with one
9:39 another. So and you'll see
9:39 this flow through as we get in
9:41 on talking about the numbers.
9:42 So we're price prioritizing
9:45 funding for essential
9:46 operations. The first and on
9:49 top of that list is ensuring
9:49 that our critical city
9:50 operations, including
9:53 municipal in host sites, are
9:54 taking care of facilities,
9:56 management and security
9:57 services. This is top top of
9:59 mind for sustaining the city's
10:00 obligations for utility
10:01 payments which represent
10:05 nearly half of gs is total
10:08 budget optimizing citywide
10:09 building in security
10:09 screening. We're currently
10:11 doing an entire reorganize
10:12 security space to enhance
10:13 safety, consistency in
10:16 operational efficiency. Our
10:17 second velocity is around
10:19 strengthening how we work and
10:20 deliver. And again, this goes
10:21 into people powered, which is
10:22 one of our priorities that we
10:23 shared with you earlier. This
10:26 is ensuring that reducing
10:27 duplication. We're enhancing
10:30 consistency, were doing cross
10:31 training and we're making sure
10:32 that ecosystems of our team
10:33 are working together so that
10:35 we can serve our agency
10:38 partners and the community and
10:40 then last but not least which
10:42 again, we come to you all
10:43 about very often is
10:44 strengthening contracted
10:45 services through strategic
10:46 partnerships. I'm really proud
10:50 of these 2 areas as well. One
10:52 example of that is through
10:53 security. We have launched a
10:54 new competitive. We will be
10:56 launching a new competitive
10:58 solicitation. This has been
10:59 informed by engagement with
11:02 really reinforce that
11:02 labor specifically seiu. We
11:03 relationship with them. I
11:09 brought them to the table. Tin
11:09 you to include are small
11:11 businesses that work in this
11:12 space and then city agencies
11:15 on what their needs are for
11:17 their various facilities. This
11:18 is helping helping to
11:19 strengthen our approach and
11:20 our service delivery with our
11:21 next rfp that you'll see
11:24 coming in 2027 and then last
11:28 but not least is our
11:29 janitorial and landscaping
11:29 contracted services. I really
11:31 applaud the work that our
11:32 facilities management team has
11:33 done in this space because
11:34 we've been refining service
11:37 levels and a delivery mode.
11:37 Well, cute. Still keeping
11:38 people at the top of mind that
11:39 they're the ones that are
11:41 doing this work. We want to
11:43 make sure that we're
11:44 responsible and managing these
11:45 resources but still meeting
11:46 the needs of our clients,
11:50 which you all? So I've talked
11:51 a lot about strategy in
11:52 philosophy and you guys really
11:53 want to hear about the money.
11:55 So I will hand it off to Mike
12:02 Bryan to take us through that.
12:04 Thanks, treatment. And good
12:05 afternoon. Everyone might
12:06 Broughton deputy executive
12:09 This area chart that you have
12:09 director of General Services.
12:11 before you illustrates our
12:16 budget proposed for 2027
12:17 business services, which
12:21 includes our the program, the
12:23 male in print services as well
12:25 as of course. Now I'm going
12:29 blank What am I missing? What
12:30 the utilities thank you, which
12:32 is also the biggest It's
12:35 written right could have
12:36 actually said that facility,
12:38 certain security and surplus.
12:40 31 Million. So I'll run
12:42 through business services,
12:45 utilities that in the past
12:47 council has look at using
12:49 services applies budget as as
12:52 a way address some of other
12:54 funding priorities. Our
12:55 utilities are are in that
12:57 budget. So we have 32.6, 5
12:58 million dollars of utilities
13:01 are in total total budget for
13:02 the department of 70 Million.
13:06 Half of that utilities, rv
13:08 program, 610,000 mail print
13:09 services, 432,000 for
13:14 facilities. Surplus over the
13:16 box our facilities,
13:17 maintenance team about
13:20 21 million securities, about
13:20 10 million and our surplus
13:24 team is about a million
13:26 dollars. But they bring in
13:27 they actually create revenue
13:27 for the city at matter just
13:31 under 10 million dollars
13:33 sourcing and strategy. That's
13:38 our procurement contracts.
13:39 Poll and workday group source
13:43 group so there are 3.3 million
13:43 and then office of the
13:44 executive director at 1.5
13:47 million for a total project.
13:51 Proposed budget 70.2 million
13:56 dollars in expenditure by
13:57 type. This is the goes back to
13:59 that service supplies.
14:01 Comment. So our services and
14:02 supplies by far biggest
14:04 section of our budget that
14:08 over 50 million dollars.
14:09 Breakdown of that. Just so you
14:10 understand what goes into that
14:13 and why it's so large
14:13 utilities, specifically just
14:18 the utilities that we pay at
14:20 29.0, 7 million security
14:21 professional services. So some
14:23 of the operational costs at
14:26 management. This is still
14:26 8.5 million facilities