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City of Cincinnati·Ohio

Lead Service Line Replacement - Third Party Administrator

Closes 6/25/2026$200k – $400kRequest for Proposal
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Description

The City of Cincinnati seeks a qualified contractor to act as the Third‑Party Administrator (TPA) for its Lead Service Line (LSL) replacement program, handling one‑off replacements across the Greater Cincinnati Water Works service area. The TPA will maintain a vetted subcontractor list, secure competitive pricing, manage work orders, meet strict completion timelines (7 days for emergencies, 21 days for non‑emergencies), and provide detailed spend tracking per address. The contract is a 1‑year term with up to four automatic 12‑month renewals, includes mandatory DEI MBE/WBE participation goals (6 % MBE, 5 % WBE), and requires compliance with prevailing‑ and living‑wage standards. • Manage up to ~500 LSL replacements annually (≈200 emergency, ≈300 non‑emergency). • Coordinate or self‑perform replacements, ensuring pricing stability and timely subcontractor payments. • Deliver monthly invoices and quarterly reports covering spend, subcontractor utilization, and DEI metrics. • Maintain compliance with DEI inclusion, EEO (Form DEI‑147), insurance, bonding, and prompt‑payment requirements.

Attached files

Contact

Tammy Kaser(Buyer)

tammy.kaser@cincinnati‑oh.gov

Key dates

Opened
5/8/2026
Questions due
6/9/2026
Pre-bid meeting
5/21/2026
Closes
6/25/2026
Projected award
7/30/2026
Duration
1 year

Last updated

Details

Type
Request for Proposal
Industry
Water Management and Sanitation
NAICS
238220
Solicitation №
265X901131

Budget estimate

$200,000 – $400,000

The RFP cites an estimated annual spend of $4 million for the program, which serves as the basis for the performance bond. Assuming the awardee captures a typical contractor markup (10 % for subcontracted work, up to 15 % for self‑performed work) and considering the required 1 % administrative fee, net earnings could range from roughly $200 k to $400 k per year. Factors influencing the range include the mix of self‑performance vs. subcontracting, efficiency in pricing negotiations, and success in meeting DEI subcontracting goals.

AI estimate from the solicitation

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